联合利华的职业生涯管理培训

(Based on Quarterly Average Share prices)
The Market is concerned about our ability to execute our strategy
Path to Growth -- 6 primary strategic thrusts
Finance Management Safety, Health & Environment
Technology Mwenku.baidu.comnagement
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
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 service
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
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Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
Why do we need the Path to Growth?
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联合利华的职业生涯管 理培训
2020/8/21
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 Deliver an incremental €2.7billion in operating profit by 2004
Unilever
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
What is our strategy for the Path to Growth?
World Class Supply Chain
We aim to: • Close the gap to world class in supply chain within three years
By: • Establishing a Global Buying programme • Establishing a world class manufacturing programme Resulting in (approximately):
These elements together contribute more than 50% of Unilever’s total Value Creation
• Increased margins through:
– cost savings along the supply chain – overhead cost reduction – reducing complexity
• Capital efficiency improvements:
– minimising investment in plant & equipment and inventories
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Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
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
100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
“The only way to safeguard our position is to perform, to deliver,