1.

0 OVERVIEW
1.1 Company Background
Delima Oil Products Sdn. Bhd (DOPSB) is a company that runs business in operations
encompassing palm oil refining, manufacturing of processed palm oil products and
distribution of industrial and consumer products. DOPSB is a subsidiary of Felda
Global Venture Holdings (FGV) and it produce variety of main brand like Saji, Adela,
Sunbear, Tiara, Tiga Udang and the other industrial brands like Mariana, Creamlite,
Donna, Pelangi, Lazat and Nadim. In each brand, it produce another product like Saji
produced Saji Cooking Oil, Saji Creamer, Sajimayo, Sajimee and Saji Sauces. DOPSB
has evolved into diversified company with operations encompassing palm oil
refining, manufacturing of processed palm oil products and distribution of industrial
and consumer products.
1.2 Company History
The inspiring journey of Delima Oil Products Sdn Bhd (DOPSB) began in 2000 with
our maiden foray into a challenging FMCG sector. DOPSB’s rapid progress since then
saw our business expand and branched out into three core areas of operation:
 Palm Oil Refining
 Manufacturing of Processed Palm Oil Products
 Distribution of Industrial and Consumer Products
DOPSB products and brands are now established in key markets like ASEAN, Middle
East, West Asia, Europe and West Africa.
1.3 Company Vision and Mission
The vision is to be a known and respected FMCG company in Malaysia and a regional
champion, with main emphasis on oils and fats; integrated with FGVH upstream
business
The mission:
1. Leadership palm based downstream company in Malaysia
2. Market expansion in regional and International market
3. Leadership market share for each product category in Malaysia
4. Products diversification in consumer foods and non-foods.
3.0 LONG TERM OBJECTIVES
3.1 Introduction

3.1.1 Definition of long-term objectives

Long-term objectives represent the result expected from pursuing certain strategies

3.1.2 Definition of Strategy

Strategies represent the action to be taken to accomplish long-term objectives

3.1.3 The frame for objectives and strategies

The time frame for objectives and strategies should be consistent, usually from two to
five years.

3.1.4 The setback of not having long-term objective

Without long-term objectives, an organization would drift aimlessly toward some
unknown end. It is hard to imagine and organization or an individual being successful
without clear objectives.

3.1.5 Example: College students

You probably have worked hard the last few years striving to achieve an objective to
graduate with a business degree. Success only rarely occurs by accident; rather, it is the
result of hard work directed toward achieving certain objectives.

3.1.6 Long-Term objectives and Organizational Level

Long-term objectives are needed at the corporate, divisional, and functional levels of an
organization. They are an important measure of managerial performance. Many
practitioners and academicians attribute a significant part of U.S. industry’s competitive
decline to the short-term, rather than long-term, strategy orientation of managers in the
United States.

Arthur D. Little argues that bonuses or merit pay for managers today must be based to
a greater extent on long-term objectives and strategies.

An example framework for relating objectives to performance evaluation is provided in

Table 4-1.

A particular organization could tailor these guidelines to meet its own needs, but
incentives should be attached to both long-term and annual objectives.