Dreamed of starting your own trucking company. You schemed and plotted over coffees, after work, and on weekend over the BBQ for years, but you never had the funds to realize your dreams. The three (or four, or five) of you have made a pact: if you ever won the big prize in the lottery, you would build your own company, together.

The challenges of setting up a mid-sized LTL transportation enterprise. You will be required to construct a comprehensive business plan to potential investors and financial backers .

Each of you resigned from your positions at your company, and gave sufficient notice. Your company was understanding, and congratulated you on your good fortune. You left under good terms. Then, it was away to the South Pacific for a few weeks of rest and relaxation.

First task is to get organized. You need to decide who will be responsible for what aspects of the business: who will be the President and leader, who would look after operations, who would be responsible for facilities locations, acquisition of equipment, sales, marketing, human resources, and of course finance.

You decide that you will structure your team as a President, supported by 2 (or 3) Vice Presidents, but in truth you will act as very close partners in the business, with roughly equal powers. You must, however, decide who will focus on what.

You should also, in the early stages,

1. formulate a Strategic Plan.

2-The Strategic Plan will include a brief SWOT analysis, a Vision / Mission Statement, Core Values Statement, and about 5 Strategic Objectives. This will be the roadmap for your business going forward for the next 5 to 10 years.

Your executive team is knowledgeable in logistics best practices. Your team has experience and good education in supply chain management. You have business acumen, but none of you have ever run your own company (apart from that paper route when you were a pre-teenager!) Your impression of the trucking services market in Ontario is that there is lots of competition, but many of your competitors offer poor face-to-face customer service, their equipment tends to be badly worn and dirty, and many of the drivers do not seem to respect the cargo very much. Those service providers who offer "white glove" service charge a very high premium.

As such, you believe that if you differentiate your company as one that provides very reliable service, with clean, modern equipment, with a strong and relentless focus on friendly, personal and professional customer service at a reasonable price, you will succeed. You have been an admirer of Brian Scudamore, CEO of o2e Brands, and founder of 1-800-GOT-JUNK, who has built a very successful business model, focused on excellent customer service. You can learn about Brian Scudamore at this web site: http://www.o2ebrands.com/thought-leadership-articles/video and here: http://www.o2ebrands.com/brian/cnbc-blue-collar-millionaire-brian-shares-his-story. Learn about 1-800-GOT-JUNK by exploring here: http://www.1800gotjunk.com/ca_en

You decide that it would be prudent to start the business operating in the Province of Ontario only. If the business is successful, you might expand to providing service to other provinces, then perhaps to the USA. Expansion will not likely occur within the next five years.

You seek to define yourself as an LTL carrier, but you will definitely accept truckload business as it comes along.

You believe that a significant proportion (perhaps 30% to 40%) of your business will come from the automotive parts business. The auto parts business is divided primarily into two sectors: aftermarket and original equipment (OE). You have friends and connections in the industry who will likely give you a significant amount of business. A major supplier of OE auto parts is located in Aurora, Ontario.

(located about 50 kilometers north of Toronto), and they ship under a JIT model to auto manufacturers in Alliston, Cambridge, Oshawa, Oakville, Windsor, and St. Catharines, Ontario.

Aftermarket parts are supplied by companies who ship from Etobicoke, Mississauga, and the Downsview areas in the Greater Toronto Area, to a wide variety of auto parts distributors and retailers all across Ontario (for example, NAPA, the Parts Source, and so forth)

You believe that you will be able to secure a volume of about 150 pick-ups per month from your auto parts suppliers.

During one of your conversations with a potential client, who ships aftermarket auto parts from Toronto to many locations in Ontario, the shipper provided you with some very useful information: a rate quotation from one of your potential competitors. You will see a copy of the rate quotation at the end of this assignment handout. This potential client mentioned that he dispatches about 120 shipments per month. Also, he has given you a good idea of the volumes that he ships by geographical location, and the sizes of the shipments that he makes over time. See the percentages that have been listed on the rate quotation at the very end of this handout. You will see, for example, that 14% of his total shipments (on an annual basis) are destined for customers in Toronto. You will also see that 20% of his shipments run between 500 and 1,000 lbs. of chargeable weight. Do you think that you can use this information to help you to select a good location for your depot, and perhaps forecast sales?

Other shippers from a wide variety of potential clients might emerge from anywhere around the province, but are normally clustered in the Golden Horseshoe. While auto parts will be important to your business, it will not (hopefully) be the only business you serve. You are happy to haul cargo for the health services industry (including pharmaceuticals), the food and beverage industry, wholesaler shippers to retail buyers, and even reverse logistics might offer interesting potential.

While you have almost $10 million in capital behind you, from your lottery winnings, you do not want to use all of your own money to finance the business. You would like to use this nest egg as leverage to secure funding for set up and your first years of operations from venture capital, any government support programs that might exist for start-ups and entrepreneurs, and of course from your banker.

Human Resources:

What will your human resources strategy be?

You should plan to hire about 12 full time staff to support your executive team. How would you deploy this staff? How many will work in the warehouse / cross dock operation? How many will work in the front office? What will there areas of responsibility be? Should you use part-time or staff from a temp agency? Will you need a mechanic? You will also need to consider the drivers. Will you hire drivers as full time staff? Or will you engage owner / operators? How should you approach the issue of personnel security, screening, and background checks? How many drivers will you hire?

Prepare an estimate of your salaries expense over the first year of operation.

Create an organization chart that will show who does what.

Requirement:

1. formulate a Strategic Plan.
2. The Strategic Plan will include a brief SWOT analysis, a Vision / Mission Statement, Core Values Statement, and about 5 Strategic Objectives. This will be the roadmap for your business going forward for the next 5 to 10 years
3. - SWOT complete
4. Included Mission, Vision, Core Values Statements
5. 3 to 5 Strategic Objectives
6. Organizational chart included (Human Resources)
7. Deployment of resources presented (Human Resources)
8. Training, development plan included (Human Resources)
9. Personnel Security Plan included (Human Resources)
10. Who are the potential competitors?
11. What is the general industrial environment (e.g. growing, declining, lots of innovation, etc.)
12. Risks considered and listed
13. What is a Business Plan?

Dear Tutor, please provide all requirements in details and step by step..Thanks