'n Ondersoek na die oorsake vir die gaping tussen strategiese rigting en maatskappyresultate by APL Cartons (Pty) Ltd, en die ontwikkeling van 'n bestuursmodel waarmee die gaping deur middel van projekbestuurs- en strategiese bestuursbeginsels oorbrug kan word

ENGLISH ABSTRACT: Since packaging materials comprise a substantial percentage, namely 35% of the entire inputcost on a fruit farm, the four largest fruit producers in the Western Cape decided in 1988 toerect their own corrugated cardboard plant at Worcester, namely A P L Cartons.The driving force of the company is to minimise the longterm input cost of packaging materialin a sustainable manner. Therefore cost effectiveness and competitiveness had to be a distinctcharacteristic of the company. The company's corporate strategy is aimed at strong growth bymeans of a best value strategy that adds to the value of clients' products and productionprocesses.Despite a well formulated strategy, it has been found that key targets are not met according toexpected standards. While profitability, productivity, cost effectiveness and the workers'moral are on the decline, there is a constant rising in downtime, quality rejections and waste atthe plant. The problem is further complicated when one takes into account that the companystill succeeds in maintaining its specific growth performances. Yet, this take place at theexpense of effectiveness in the plant.A literature study will be conducted to establish the general causes for strategic gaps atcompanies. Against this background the reasons for the gap between the strategic directionand the company results at A P L Cartons will be identified.A literature study will also be conducted to determine the project management and strategicmanagement approach to goal achievement. This will be developed into a management modelfor bridging the strategic gap at A P L Cartons.An investigation into companies that have experienced project failures revealed two maincauses, namely that such companies:a) Don't have a framework for projects; orb) Don't have a distinct strategic direction.Therefore strategic, as well as project managers must act as facilitators who rely on delegatingand co-ordinating in order to create conditions for performance instead of failure.From the study it appeared that the main reasons for strategic gaps at A P L Cartons are thefollowing, namely :a) Although a definite strategic direction has been formulated, the company does not have aproper framework for the implementation of its strategy, projects and initiatives.b) Functional managers do not contribute on a cross-functional basis to the training anddevelopment of skills lacking in other departments.c) The development of functional and competitive strategies don't go further merely thantheir formulation. Therefore they can't support the implementation of corporate strategy.d) Senior management is too intent on operational detail, so much so that a helicopter likevision of a strategic direction and its implementation mostly is lacking.e) There doesn't exist a procedure for the identification, handling and managing of criticalissues for strategy implementation.The study suggests two related tools for the handling of critical matters, namely a critical issuemanagement form and a critical issue register. This forms part of a management tool that canbe utilised alongside a management model and management framework, especially developedfor A P L Cartons to strive for reaching strategic goals. The framework was developed afterdiscovering that both strategy and projects can be managed within the same framework ofreference since both share the same origin and substructure. The origin is found in corporateobjectives, while a directional value system provides its substructure.