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    2024-2028 StrategicPlanSummary 23012024 ENG

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    2024-2028 StrategicPlanSummary 23012024 ENG

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    ahkaratas
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    4 views2 pages

    2024-2028 StrategicPlanSummary 23012024 ENG

    Uploaded by

    ahkaratas

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

    2024-2028

    ASELSAN STRATEGIC PLAN

    ASELSAN’s technology development, R&D competence and scientific approaches position ASELSAN as the
    leading defense technology company in Turkey; on the other hand, these also enable ASELSAN to play a
    pioneer role in foreign markets. We have been working on the basis of "Excellence" in every product we
    produce, and continue to ensure the "Trust" of our customers and stakeholders in every area we focus on
    since the day we were established. We inspire the future with the aim of continuous "Development", and lead
    change with breakthrough ideas in line with our "Innovation" principle. We realize all these with the aware-
    ness of being Turkey's ASELSAN and with the spirit of "Unity". In order to prepare ASELSAN for the future,
    we are working for Turkey to have a global voice in transportation and smart systems, security, energy and
    health by reflecting our half-century long experience in the defense field on the non-defense fields. In 2019,
    in return of our efforts, we became the first Turkish company to enter the top 50 of Defense News Top 100
    by ranking 48th. We succeeded in maintaining our place in the top 50 and ranked 47th in 2022.

    ASELSAN’s Strategic Plan, which serves as a road map that will carry ASELSAN beyond the era, is prepared
    with a focus on value creation for our stakeholders in the global markets and it is in line with the goal of redu-
    cing Turkey’s dependency on external markets. Maintaining sustainable growth to achieve our corporate
    goals is an indispensable element of the plan creation process that places the strategy map in its core. Stra-
    tegy map enables us to focus on strategic goals that will prepare us for the future, while our operational acti-
    vities are carried out successfully in the meantime. The strategic goals were defined based on 4 perspectives
    (Financial, Customer, Internal Processes, Learning / Development) and 5 themes within the strategy map.
    Numeric “Corporate Performance Indicators” were defined to quantify the strategic goals and “Strategic
    Initiatives” were defined to achieve them. The 5 themes which form the basis of the strategic goals are expla-
    ined below.

    Market Centricity

    The trust of our customers is our strong suit. As ASELSAN, we


    have always stood by our customers through the journey that
    reaches almost half a decade; during this time we have stood
    behind our products, systems and solutions. With the promise
    of support throughout the product lifecycle, we assisted our
    customers in different markets when they needed us. In order
    to fulfill the demands of target markets in the utmost level and
    improve customer success with the top and first-to-market
    products and services in its fields of activity, “Market Centri-
    city” secures a strong place within our strategic approach.

    Export Centricity

    Our customers are currently using our products/solutions in


    85 countries worldwide. We are working relentlessly to increa-
    se efficiency in our target markets, sign new contracts, ensure
    the sustainability of export performance and create sustai-
    nable value for shareholders. Therefore, we are developing
    strategies focusing on exports to gain speed in our journey in
    becoming a global brand.

    www.aselsan.com.tr 1
    2024-2028
    ASELSAN STRATEGIC PLAN

    High Technology Acquisition

    ASELSAN, Turkey's largest R&D base, has the highest number


    of R&D personnel and R&D projects in the country. We have
    made significant progress in reducing technological depen-
    dency on external markets especially critical components and
    fulfilling the needs with national and local technologies by
    establishing R&D collaborations with our universities, SMEs,
    subcontractors and business partners. We aim to maintain
    ASELSAN’s position as the leading company in technology
    and shape customer needs worldwide by developing high
    value-added strategic technologies and innovative unique
    solutions. We build our strategies within this framework.

    National Industry Ecosystem


    Leadership and Development
    of the Solution Partner
    Portfolio
    As ASELSAN, we lead a large ecosystem and contribute to the
    national technology move via our subcontractors and over
    5.500 suppliers. In order to strengthen our relations with the
    existing suppliers, bring competent suppliers in our ecosys-
    tem and accelerate our nationalization study, we have adop-
    ted “Gücümüz Bir (Powerful Together)” platform. To date, we
    have achieved great success with the nationalization of more
    than 700 products. As one of the important pillars of our stra-
    tegies, we aim to become stronger through new business
    partners joining the ASELSAN family and enrich the national
    industry ecosystem through national and local solutions in
    order to achieve full independence.

    Efficiency

    The secret underlying the success of our solutions is having a


    corporate structure that is based on continuous development.
    We support the development of our valuable human capital
    exceeding 10.000 employees and focus on activities increa-
    sing employee commitment. In addition, we adopt approac-
    hes that strengthen our information management system and
    transformation activities that improve our processes. By this
    means, we are focusing on simplification, agility and efficiency
    improvement in our strategies, processes, the ways we opera-
    te our systems and business models.

    www.aselsan.com.tr 2

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