This report mainly focuses on the problem faced by the company while manufacturing the aluminum products with only one cast house which is situated at the headquarters location in Bahrain, once the product is manufactured it must be shipped to other MEA locations to meet manufacturing demand. The biggest problem of the organization that it could even take much delivery time for shipments and could lose its customer value chain and trust, So MEA intended to increase its business operations and its value chain by taking and major strategies which could help them to expand its business globally and expand its market shares as well. Stakeholders which are affected in this company are customer, government, and employees but with the proper strategies.

Goal – To keep offering Quality & Variety of the product all over the globe and to compete globally

STRATEGIC MOVEMENTS

With the hard work of the employees and integrity maintained for 5 years by the organization, MEA has been experienced successful business growth and now it has resulted in rapid growth and they also realized that they need to identify its internal capabilities, structure, hierarchy as well as its macro-environmental influencer by using PESTEL Analysis by which are political, economic, sociological, technological, legal and environmental. The result of which is used to identify threats and weaknesses which are used in a SWOT analysis. And with the help of porter’s views for value chain it analyses its various business actives and processes including research and development, sales which have two categories primary activities and support activities.

PORTER’S MODEL

Primary activities which are involved by Porters analysis model those that go directly into the creation of a product or the execution of a service, including:

• After-sales services

And secondary actives involved which help primary activities become more efficient—effectively creating a competitive advantage—and are broken down into:

The billet alloys are made from a variety of purchased raw materials (iron, copper, aluminium, magnesium, etc.) and are made only in the Cast House at the headquarters location in Bahrain. Which will also have its logistic price and price of operations. billets that weigh approximately 2000 pounds each must be multiplied with number of products which were made through it to estimate the market and sales.

Using value chain analysis, you can uncover several opportunities for your firm, which can prove difficult to prioritize. It’s typically best to begin with improvements that take the least effort but offer the greatest return on investment. (Stobierski, 2020)

Stakeholders and Their Expectation

Cost leadership pertains to a firm's ability to create economies of scale though extremely efficient operations that produce a large volume of large firms generating a high volume of goods that are distributed at a relatively low cost (compared to the competition).

• Differentiation is less tangible and easily defined, yet still represents an extremely effective strategy when properly executed. Differentiation refers to a firm's ability to create a good that is difficult to replicate, thereby fulfilling niche needs. This strategy can include creating a powerful brand image, which allows the organization to sell its products or services at a premium.

SWOT ANALYSIS

PESTEL ANALYSIS

PESTLE Analysis is an analytical tool for strategic business planning. PESTLE is a strategic framework for understanding external influences on a business or on any project.

T=TECHNOLOGICAL Technologically MEA had adapted the digitalization techniques to to make shipping services tracking to make things transparent within the organizations and stakeholders and the manufacturers.

L= LEGAL This includes the equal opportunities, health, safety, consumer right and laws product labelling etc. MEA is international manufacturer of the product and it provide every labelling and details of the product so that there is no illegal action happening within or outside an organization

IMPEMENTATION OF STRATEGIC PLAN

• Create a vision for implementing the strategic plan

• Communicate and align

• Benchmark performance

• Machine costing

• Why does this outcome matter?

• How are you going to measure progress?

RISK INVOLVED IN IMPLEMENTATION

• Strategic Planning is difficult and time consuming

• Identified threats 

CONCLUSION

References

Stobierski, T. (2020, dec 03). WHAT IS A VALUE CHAIN ANALYSIS? 3 STEPS. Retrieved from hardvard business school online : https://online.hbs.edu/blog/post/what-is-value-chain-analysis