During 2013-2016, the strategic priorities of SCMA shall be to:

  1. Undertake employer market research with the goals to:
    • Benchmark vision progress,
    • Identify gaps between current supply chain management professionals’ skill set and the employers’ perceptions of performance, and
    • Identify gaps between current supply chain management professionals’ skill set and the employers’ perceptions of capabilities.
  2. Revamp the marketing program to promote the profession to employers with the goals to:
    • Refine messages so as to achieve changes in employers’ perceptions of the capabilities of the supply chain management professional, and
    • Expand marketing program to reach more employers.
  3. Revamp research, educational and other mission-programs on a prioritized basis with the goals to:
    • Incorporate knowledge and skills required to narrow the gap between supply chain management professionals’ skill set and employers’ perceptions of performance, and
    • Address delivery issues that hinder performance and/or fall short of member expectations and our core values.
  4. Increase efforts to promote the profession to the public with the goals to:
    • Refine messages based on employer research findings, and the related employer marketing and education program changes, and
    • Expand marketing program to attract more future professionals.
  5. Complete efforts to align and restructure SCMA with a goal to:
    • Identify and implement mergers and partnerships,
    • Re-allocate resources for improved mission progress and vision results, and
    • Better reflect core values.

 

EXTENSION TO SCMA STRATEGIC PLAN 2016-2017

Communicate and promote to public and private sector employers the value of investing in a professional supply chain management workforce.

    • Increase in the number of students in the training programs
    • Increase in the % of employers paying membership dues
    • Increase in the % of employers paying for training/certification

Offer internationally recognized, relevant and accessible education in supply chain management.

    • Number of alliances and partnerships
    • Growth of international on-line registrations
    • Number of international students enrolled in SCMA programs
    • Number of requests to respond to RFP’s 
    • Intake of students from post-secondary institutions

Deliver a compelling and quantifiable member value proposition.

    • Increase in membership – new and retention
    • Increase the engagement %

Reinforce SCMA's market position as the premier association for professionals in end to end supply chain management.

    • Membership trends in SCMA vis a vis our competitors
    • Increase in % of non-procurement practitioners
    • Outreach – number of media enquiries, number of times called on to give an opinion, number of times quoted in the media