某公司内部培训材料(英文版)(ppt 47页)

U n ilev er
Why do we need the Path to Growth?
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– the multi-local aspects of the business at a national or regional level – the multinational aspects
• Roles in related professions, e.g. R&D, Customer Management
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
Central to this is an Enterprise Culture, which fosters
passion for winning connected creativity liberating rigour
World Class Supply Chain
We aim to: Close the gap to world class in supply chain within three
Deliver an incremental €2.7billion in operating profit by 2004
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
simplifying our processes and structure
driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
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Peer Group
Peer Group:
Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
a sharply focused brand portfolio
new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
“The only way to safeguard our position is to perform, to deliver,
and to grow our business.”
Supply Chain - What does it take to succeed?
• Depth and breadth of the Supply Chain Professional Skills • An excellent overall understanding of the business, it’s
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Finance Management Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum
Increase operating margin from 10% to 15% by 2004
Driving Value Creation in the Supply Chain
• ‘Beating the Fade’:
• continuous innovation and cost savings
• Growth through:
• making new products available • improved distribution • better customer servicentt CCuusstotommeerr
Plan
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Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
• A tool for development and assessment of performance
– By helping our leaders grow, we will grow our business
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
breadth and depth of skills, Leadership competencies, and experience
• Roles in QA, SHE and Technical Management
Building Successful Careers Focuses On:
• Processes and tools used in career development • Key career building blocks • Career phases • The need for breadth and depth of skills and experience • The impact of each individual’s potential • The importance of tactical and strategic career planning • The need for a global perspective • Planning life and career
years
By: Establishing a Global Buying programme Establishing a world class manufacturing programme Resulting in (approximately):
100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience