Message from the Chairman

I believe those objectives are key to maintaining the CILTNA as a highly respected facilitator of broad transportation policy discussions and to developing and growing a quality membership throughout North –America, hence insuring a sustainable organization.

This is why I developed my 7-point agenda, which I am sharing with you (see further below).  I count on you to let me know your comments on this agenda and on the various actions that we will be taking in the next few months.  This will be team work in progress.

I also intend to report on the implementation of this agenda periodically.

We are only as good an organization as the time each of us takes to make it even better.  In our case, we have a very distinct advantage, which is the chance to group within our ranks a significant amount of expertise and formidable knowledge of the logistic and transportation industry.  Therefore I have no doubt that in working together as we have done in the past, we will be successful in fulfilling this agenda.

I thank you again for your support and contribution. 

Yours truly,

Gilles B. Legault
Chairman

    Chairman’s 7-point Agenda

1.       Increasing our membership

The CILTNA’s membership has been maintained to current levels for the last few years.  We need to focus on increasing our membership to ensure rejuvenation within the Institute as well as an expansion of our reach.  This will contribute to bringing new ideas to the Institute.

2.       Deepening our presence in North-America

The CILTNA is North-American yet it is not present in Mexico.  I have already initiated dialogue with Mexican representatives so as to interest them in the work of the Institute.  My personal objectives during my mandate are to add membership from Mexico in our Institute and organize at least one CILTNA event in Mexico, which would group together industry, academic and government representatives.  This event could be held under the auspices of the CILTNA alone or with and another partner.  This would be in addition to our current efforts to expand the presence of the Institute in the United States.

3.       Addressing the Generation Gap and Dealing with Successorship

Until recently our membership was composed primarily of individuals who have worked in the transportation industry for the last twenty to thirty years.  This is key to the credibility of our organization and, therefore, is one of its forces.  By the same token, it could be a potential weakness in terms of ensuring the longevity of the organization.  On this issue, the CILTNA is similar to many other organizations, transportation and logistic related companies or governments.  Within the next 10 years, we will all see a major shift in terms of employment with new hires replacing the current work force and introducing the associated challenge of loosing corporate memory and in-depth knowledge of the logistics and transport industry and policy. The CILTNA needs to deal with this issue internally but it can also be a key player externally to help other organizations, which will be facing the rippling effects of a complete overhaul of their work force.

4.         Building on Partnerships

In addition to our traditional collaborators, stakeholders and partners, I will encourage the CILTNA to create more definitive and tailored partnerships with other associations and organizations as well as colleges and universities. This is also in line with our CITLNA Mission Statement objectives identified at our Montreal January 2008 Strategic Planning Session to develop research work, act as facilitator and Think Tank, and foster networking opportunities.

5.       Fully Representing all Modes and Stakeholders

We are all modal neutral by profession. We are all committed to continuing to provide our stakeholders with a forum for all transportation modes from all segments of the supply chain spectrum, be it the carriers, the investors, the shippers and users, producers and manufacturers, and the policy-makers.

6.       Maintaining a Financially Healthy Organization

The CILTNA has come a long way from difficult financial times at the end of the 1990’s to registering reasonable budget surpluses and no operating deficit in recent years, except in the last financial exercise (2007‑08).  We must remain prudent in the choices we make for spending and investing at unprecedented difficult time for the economy.  Sound practices shall guide our decisions and we must aim again at closing our budget each year with a reasonable surplus.

7.       Creating a Business-Wise Management Model

The CILTNA is a lean and mean organization.  Its board of directors is a working board.  So far, we have created since my election two new permanent committees to support the efforts of our Chief Executive Officer: the Marketing Committee and the Outlook Committee.  Another committee has been established on an ad hoc basis to deal with Successorship within the organization at key positions.  We also aim at organizing a strategic board of directors meeting each year in the first quarter to take stock of our progress in previous years and to make a relevant assessment of our work, as well as to review our schedule of work and set our short and mid term objectives to fully implement our mission.