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Abstract

This paper describes the progress of UPS strategic plan keeping concentration on its developed scenario plan as well as other critical elements of the process. It also discusses the development of the company charter, strategic planning, strategic decision making and implementations. It also identifies the strategic problem involved in implementing in the process.

Introduction

UPS was started as a small company in by a teen age boy Jim Casey to delivering message in Seattle. It was transformed several times and became a largest public logistics company in 1999. It is a world’s largest couriers company with specialize in transportation and logistics support services. UPS has $ 37 billion net worth in 2005 and interested to expand their business by leveraging of its resources. By acquisition of Mail Box Etc UPS had 3500 outlets with a 384000 staff. In 2002 Mike Eskew became a ninth CEO. The organization is centralized, hierarchal with traditional structure. At the top where senior management set direction priorities budgets and initiatives. In regional level UPS does tactical plan and lower level of indecency at the regional level is also observed. UPS got threat from private company (DHL, TNT) and government support agency (Deutsche Post). To remain on largest logistic company and to avoid the threaten by the rival UPS change its vision and mission. From 1907 to 1990 it was run by peace meal approach. To compete the industries they change the vision statement with “the enablers of global e-commerce”. To achieve the vision they continuous change and improve their involving needs, becoming sustaining a strong employed owned with time and motion. To achieve the new mission enabler of global commerce In 1997 strategic plan was reviewed and bring tong term approaches. They hired consaltant to make a scenario planning.

Axes of uncertain
 
Participants, primarily UPS managers representing different functions and generally reporting to a...
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