La Planificación Estratégica es una Contradicción

Cuando nos enfocamos en la actividad de la planificación empezamos anclados en la organización de
hoy (1) y extrapolamos hacia el futuro cargados de todas sus limitaciones y restricciones. De este
modo, llegamos a la organización futura incremental (2) no muy diferente a la actual. Por eso, a
menudo la “estrategia” enfocada desde esta perspectiva de la planificación falla. Hacer planificación
no es lo mismo que hacer estrategia y la “planificación estratégica”, por tanto, es una contradicción
en términos.

Representación Gráfica de la Planificación



La estrategia, en cambio, debería empezar justo al revés. La imagen de la organización futura (3) se
convierte en la meta, sin importar dónde estemos hoy, lo cual se convierte en la organización de
ayer (4). El proceso mental de hacer estrategia es justo el inverso al de hacer planificación.
Empezamos con la imagen futura de la organización, liberados mentalmente de sus limitaciones y
restricciones actuales, y determinamos qué es lo que tiene que cambiar para que la imagen se
convierta en realidad.

Representación Gráfica de la Estrategia

When we work in the planning mode we start off anchored in the current reality of today’s organization (1) and we project into the future constrained by all the associated limitations and restrictions.

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Understanding International Operations Strategies and Supply Chain Relationships

There are myriad ways in which companies configure their operations to compete in this internationalized economy depending on the sector, the products and services they provide and the opposing pressures for global standardization and local responsiveness that they experience. Some adopt more centralised strategies holding value creation at the core in their home markets, while carrying out production and assembly in overseas markets. Others adopt strategies whereby they become truly transnational with more competences and capabilities devolved to international business units where local responsiveness in important.

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I have just returned from a very successful business trip to Egypt on behalf of one of my fast-growing, Irish-owned exporting clients. Egypt is a country that has had its fair share of economic and political turmoil since 2011 including a revolution, a new constitution, a military coup and a shock currency devaluation. Its capital, Cairo, is a sprawling megalopolis with some 20 million people living in its greater metropolitan area that is at once chaotic and exhilarating. Cairo is also the secular cultural heart of the Arabic speaking world in terms of culture, television and film, and a result, the Egyptian dialect of Arabic is the most widely understood within the Arab world.

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As leaders in our work and in our business it is important that we operate at all times with high levels of awareness about the processes of our work, the distinction between the different types of work that we do and the consequences of the choices we make in relation to how much of our time and energy we dedicate to these different types of activity.

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The Portuguese literary giant of the twentieth century, Jose Saramago, wrote a delightful, surreal and fantastical novel in the 1980s called The Stone Raft. It tells the story of a strange occurrence in the Pyrenees along the Franco-Spanish border when a breach opens up in the ground and the whole Iberian Peninsula physically breaks away from the rest of Europe and floats off westward into the Atlantic on a collision course with the Azores and the Americas. Chaos ensues as the authorities, bureaucrats and ordinary people in Spain and Portugal try to come to terms with their new and changing reality. It is an exceptionally entertaining and well-written fantasy.


Brexit on the other hand, is not a fantasy, but rather an unfolding reality with the prospect of a no-deal outcome with just two and half months to go to the October 31st 2019 exit date having risen significantly with the replacement of Theresa May by Boris Johnson at the head of the British government. However, while the United Kingdom may leave the European Union, with or without a deal, unlike Iberia in Saramago’s fiction, Britain can never leave Europe geographically. It will always be there, right where it is now, with France to the south, Ireland to the west and the Low Counties and the North Sea to the east and north.

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The Brexit rollercoaster continues. Theresa May has been succeeded by Boris Johnson in the UK premiership.

At the time of writing it appears that we are entering a new period of extreme political brinkmanship with three months to go to the October 31st deadline. What the outcome will be is anyone’s guess in this moment of volatility and uncertainty. However, one thing that we can be sure about in Ireland, whatever the outcome of the Brexit process, is that stability and certainty on the future trading relationship with the United Kingdom is very far off. Consequently, we must accelerate our plans and actions as business people to mitigate the worst effects of Brexit and to ensure that our businesses can survive and thrive into the future.

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Framework for 3 x 3 Approach to Supply Chain Management

Alba Logistics Consultants Ireland (3×3 SCM™)

International supply chain partners are myriad, and include suppliers, sister companies, carriers, service providers, distributors, agents, and brokers as well the compliance, regulatory and fiscal authorities in all the jurisdictions where the business operates. Managing this multiplicity of relationships and connections is complex and challenging, even for the largest of organizations with substantial resources at their disposal, and a one-size-fits-all approach and model is simply neither effective nor efficient – a differentiated approach is required.

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Logistics Consultant: Disruption and volatility have become the new normal in today’s world of technological innovation, societal polarization and geopolitical tensions. Rather than running in fear from this reality, I believe that businesses will do much better for themselves, their shareholders, their employees and their customers if they turn around, face this reality, and embrace it.

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In the nineteenth and twentieth centuries, companies tended to conduct most, if not all, their business in-house. The Ford Motor Company famously owned the plantations to that provided the rubber needed for its car tyres as well as iron ore mines and steel making capability for its body panels and components.  (supply-chain-consultant)

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21st Century Warehousing: Strategy and Operation

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