联合利华供应链资料上课讲义
合集下载
联合利华商品管理讲义资料
LDL
480 23.3 432 21.9 4.85% 5.07% 0.23
Soap
212 29.1 206 25.8 13.7% 12.5% (7.20)
Pre-Treat 103 15.3 108 11.0 14.8% 10.2% (4.90)
Bleach
394 30.7 402 30.7 7.79% 7.64% (2.34)
Modern Trade Academy
Category Management Case Study
Based on ECR Taiwan
Category Management Pilot Project
© Unilever Modern Trade Academy (EAP & CBG) 2001 Ref: ngridge
= 10% Sub-Cat
(000's) Concentrate Conventional
HDL Softener
LDL Soap Pre-Treat Bleach TOTAL
Last Year
Cash 4924.0 4498.9 10183.5 2375.1 2702.8 4161.3 2356.2 3106.8 34308.6
TY
Concentrate 2156 140.3 2242 116.4 6.51% 5.19% 0.11
Conventional 1904 97.8 1981 90.1 5.14% 4.55% 0.75
HDL
1639 65.7 1737 62.8 4.01% 3.62% 1.68
Softener
561 26.1 594 26.4 4.71% 4.44% 0.86
联合利华的供应链资料
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 • Increased margins through: • cost savings along the supply chain • overhead cost reduction • reducing complexity • Capital efficiency improvements: TU•hneilmisenevivneeeirnml’estmoistroieinetngastlsiVntavoleguseettmhCeerrenact toiinonntprliabnutte&meoqrueiptmhaennt50a%ndof
联合利华的供应链资料
2020年4月20日星期一
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 2004er 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
联合利华供应链资料 (2)
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
l simplifying our processes and structure
l driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
l using consumer insight to deliver superior consumer benefits
“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
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
l simplifying our processes and structure
l driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
l using consumer insight to deliver superior consumer benefits
“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
UNILEVER供应链资料(ppt文档)
100 Q4 97 Q1 98 Q2 98 Q3 98 Q4 98 Q1 99 Q2 99 Q3 99 Q4 99 Q1 00 Q2 00 Q3 00
(Based on Quarterly Average Share prices)
The Market is concerned about our ability to execute our strategy
Finance Management Safety, Health & Environment
160
140
120
Peer Group
Peer Group:
Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
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
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
联合利华供应链资料
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
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver • Roles which focus on
allowing us to focus our investment on advertising and development allowing us to reduce costs and increase investments
áIncrease operating margin by
simplifying our processes and structure driving synergies and efficiencies across the supply chain
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
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
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver • Roles which focus on
allowing us to focus our investment on advertising and development allowing us to reduce costs and increase investments
áIncrease operating margin by
simplifying our processes and structure driving synergies and efficiencies across the supply chain
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
联合利华供应链资料
The Leadership Growth Competencies
Focus on Growth (in every sense)
What is the Leadership Growth Profile?
It is :
• A leading edge competency model that focuses on driving growth throughout the business
“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
Central to this is an Enterprise Culture, which fosters
l passion for winning l connected creativity l liberating rigour
World Class Supply Chain
We aim to: Close the gap to world class in supply chain within three years
– the multi-local aspects of the business at a national or regional level – the multinational aspects
联合利华供应链
联合利华供应链
1、引言
1.1 目的
本文档旨在全面介绍联合利华供应链的相关内容，包括供应链管理、物流运作、供应商合作等方面的信息，以便提供给相关人员参考和使用。
1.2 背景
联合利华是一家全球领先的消费品公司，其供应链管理至关重要。
有效的供应链管理能够确保产品的及时交付、库存的精确掌控以及供应商和分销商之间的良好协作。
2、供应链管理
2.1 供应链策略
2.1.1 定义供应链策略的重要性
2.1.2 联合利华的供应链策略及其目标
2.2 供应商管理
2.2.1 供应商合作的原则和准则
2.2.2 供应商评估和选择的流程
2.2.3 供应商绩效评估体系
2.3 物流运作
2.3.1 联合利华的物流网络概述2.3.2 运输管理和优化
2.3.3 仓储管理和优化
2.4 库存管理
2.4.1 库存目标和策略
2.4.2 预测和需求规划
2.4.3 库存控制和优化
3、供应链协作
3.1 供应链协作的重要性
3.2 内部协作
3.2.1 跨部门沟通和协作
3.2.2 内部信息共享和流程优化3.3 外部协作
3.3.1 客户合作
3.3.2 分销商合作
3.3.3 合作伙伴关系管理
4、附件
本文档中涉及的附件包括但不限于：
- 供应商合作协议样本
- 物流运作流程图
- 供应链绩效评估表格
5、法律名词及注释
- 供应商：向公司提供商品或服务的外部个体或组织。
- 物流运作：指产品从生产地点到最终用户之间的物流流程，包括运输、仓储和配送等环节。
- 供应链协作：不同环节之间的协同合作，以确保整个供应链高效运转。
联合利华的供应链资料
联合利华的供应链资料1. 供应链的定义供应链是指一组经济单位之间通过物资、信息和资金的流动，以供应和转化产品及服务的过程。
在联合利华（Unilever）这样大型跨国公司中，供应链管理起着至关重要的作用，它涉及到从原材料采购到产品交付给消费者的整个过程。
2. 联合利华的供应链管理流程联合利华将供应链管理划分为以下几个步骤：2.1 采购原材料联合利华的供应链管理从采购原材料开始。
公司与全球各地的供应商建立合作关系，确保原材料的质量和供应的稳定性。
采购部门与供应商进行谈判，签订合同，并监控供应商的履约情况。
2.2 生产制造在原材料采购完成后，联合利华将原材料运送到生产工厂进行制造。
公司拥有全球范围内的多个生产工厂，确保产品生产的覆盖面和效率。
生产工厂按照规定的质量标准和生产流程进行生产，同时通过信息系统监控生产进度和品质。
2.3 物流管理在生产制造完成后，联合利华将产品进行包装，并进行物流管理。
物流管理包括产品运输、仓储和分销。
公司通过全球范围内的物流网络，将产品运送到各个销售渠道和最终消费者手中。
物流管理的目标是实现货物的准时交付和降低运输成本。
2.4 渠道管理联合利华通过多种渠道销售产品，包括超市、便利店、网络销售等。
渠道管理包括与各销售渠道的协商、合作和沟通，确保产品能够顺利进入市场并被消费者购买。
公司也通过市场调研和销售数据分析，不断优化销售渠道和促销策略。
2.5 售后服务联合利华注重售后服务，确保产品的质量和消费者的满意度。
公司设立了售后服务团队，及时处理消费者的投诉和问题，并进行产品质量改进。
售后服务的目标是建立良好的品牌形象和消费者忠诚度。
3. 联合利华的供应链管理的优势联合利华通过优化供应链管理，获得了以下几个优势：3.1 成本节约通过优化供应链管理流程和降低运输成本，联合利华能够实现成本的有效控制。
公司与供应商之间的合作也可以通过批量采购和供应链协同，降低原材料采购成本。
3.2 产品质量控制联合利华注重产品质量控制，通过供应链管理流程的监控和信息系统的支持，可以实时掌握生产环节和物流环节的质量情况。
供应链管理讲义共65页文档
60、人民的幸福是至高无个的法。— —西塞 罗
1、最灵繁的人也看不见自己的背脊。——非洲 2、最困难的事情就是认识自己。——希腊 3、有勇气承担命运这才是英雄好汉。——黑塞 4、与肝胆人共事，无字句处读书。——周恩来 5、阅读使人充实，会谈使人敏捷，写作使人精确。——培根
供应链管理讲义
56、极端的法规，就是极端的不公。 ——西 塞罗 57、法律一旦成为人们的需要，人们 就不再 配享受 自由了 。—— 毕达哥 拉斯 58、法律规定的惩罚不是为了私人的 利益， 而是为 了公共 的利益 ；一部 分靠有 害的强 制，一 部分靠 榜样的 效力。 ——格 老秀斯 59、假如没有法律他们会更快乐的话 ，那么 法律作 为一件 无用之 物自己 就会消 灭。
1、最灵繁的人也看不见自己的背脊。——非洲 2、最困难的事情就是认识自己。——希腊 3、有勇气承担命运这才是英雄好汉。——黑塞 4、与肝胆人共事，无字句处读书。——周恩来 5、阅读使人充实，会谈使人敏捷，写作使人精确。——培根
供应链管理讲义
56、极端的法规，就是极端的不公。 ——西 塞罗 57、法律一旦成为人们的需要，人们 就不再 配享受 自由了 。—— 毕达哥 拉斯 58、法律规定的惩罚不是为了私人的 利益， 而是为 了公共 的利益 ；一部 分靠有 害的强 制，一 部分靠 榜样的 效力。 ——格 老秀斯 59、假如没有法律他们会更快乐的话 ，那么 法律作 为一件 无用之 物自己 就会消 灭。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
Finance Management Safety, Health & Environment
Technology Management
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
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
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
simplifying our processes and structure
driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
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
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
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 ath 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
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
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
Technology Management
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
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
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
simplifying our processes and structure
driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
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
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
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 ath 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
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
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories