联合利华供应链
合集下载
- 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)。
Transferable knowledge and abilities (professional and general) to do WHAT is required by the job Measured by demonstrated capability
What are Competencies?
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: minimising investment in plant & equipment and inventories
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
Experience
Professional Skills
Leadership Competencies
Performance
The Leadership Growth Competencies
Focus on Growth (in every sense)
What is the Leadership Growth Profile?
Supply Chain - What does it take to succeed?
The Supply Chain Process ModelLeabharlann PlanSource
Make
Deliver
Supply Chain Mission & Strategy
Brand Development
Leadership Competencies
Performance
Building Careers - Key Principles
Successful careers are based on outstanding performance founded on skills, competencies and experience
Why we need to develop Competencies?
SUPERIOR JOB PERFORMANCE
Competencies
Knowledge & Skills
Personal characteristics (values, traits, motives) shaping HOW the job is undertaken Measured by clearly observable behaviour
“ … underlying characteristics that are directly related to superior performance in a given role” skills - what you know how to do e.g. make an effective presentation knowledge - what you know e.g. theories of effective presentation self image - how you see yourself e.g. public speaker values - what you think is important e.g. achieving excellence traits - relatively enduring characteristics e.g. self-control ‘big picture’ thinking motives - the unconscious factors that drive behaviour; they are intrinsically satisfying and rewarding e.g. achievement
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
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
Business has moved, and continues to move, towards process management Emergence of Supply Chain process roles A career in the Supply Chain requires development of breadth and depth of skills, Leadership competencies, and experience
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): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
Quality & Business Excellence
Finance Management
Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
Plan/Source Plan/Make Plan/Deliver Planning links the processes together
It is : A leading edge competency model that focuses on driving growth throughout the business A tool for development and assessment of performance By helping our leaders grow, we will grow our business Applicable to everyone at WL2 and above
Building Careers - Key Principles
Successful careers are based on outstanding performance founded on skills, competencies and experience
Experience
Professional Skills
“The only way to safeguard our position is to perform, to deliver, and to grow our business.”
Depth and breadth of the Supply Chain Professional Skills An excellent overall understanding of the business, it’s processes and their linkages Business behaviours Outstanding performance
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
Unilever Share Price Performance v Peer Group “Shadow”
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
World Class Supply Chain
Path to Growth identifies what we will do to deliver on our promises to shareholders:
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
Brand Development
Customer
Development
Customer
Development
Suppliers
Suppliers
Consumers
&
Customers
Consumers
&
Customers
Information Management
Human Resource Management
Unilever
Peer Group
Unilever Share Price Performance v Peer Group “Shadow”
Why do we need the Path to Growth?
The Market is concerned about our ability to execute our strategy
What do Supply Chain people in Unilever do?
Roles in different parts of the organisation factories regional supply chains business groups corporate centre 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 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 Roles in QA, SHE and Technical Management
What are Competencies?
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: minimising investment in plant & equipment and inventories
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
Experience
Professional Skills
Leadership Competencies
Performance
The Leadership Growth Competencies
Focus on Growth (in every sense)
What is the Leadership Growth Profile?
Supply Chain - What does it take to succeed?
The Supply Chain Process ModelLeabharlann PlanSource
Make
Deliver
Supply Chain Mission & Strategy
Brand Development
Leadership Competencies
Performance
Building Careers - Key Principles
Successful careers are based on outstanding performance founded on skills, competencies and experience
Why we need to develop Competencies?
SUPERIOR JOB PERFORMANCE
Competencies
Knowledge & Skills
Personal characteristics (values, traits, motives) shaping HOW the job is undertaken Measured by clearly observable behaviour
“ … underlying characteristics that are directly related to superior performance in a given role” skills - what you know how to do e.g. make an effective presentation knowledge - what you know e.g. theories of effective presentation self image - how you see yourself e.g. public speaker values - what you think is important e.g. achieving excellence traits - relatively enduring characteristics e.g. self-control ‘big picture’ thinking motives - the unconscious factors that drive behaviour; they are intrinsically satisfying and rewarding e.g. achievement
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
These elements together contribute more than 50% of Unilever’s total Value Creation
Organisational Development
Business has moved, and continues to move, towards process management Emergence of Supply Chain process roles A career in the Supply Chain requires development of breadth and depth of skills, Leadership competencies, and experience
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): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
Quality & Business Excellence
Finance Management
Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
Plan/Source Plan/Make Plan/Deliver Planning links the processes together
It is : A leading edge competency model that focuses on driving growth throughout the business A tool for development and assessment of performance By helping our leaders grow, we will grow our business Applicable to everyone at WL2 and above
Building Careers - Key Principles
Successful careers are based on outstanding performance founded on skills, competencies and experience
Experience
Professional Skills
“The only way to safeguard our position is to perform, to deliver, and to grow our business.”
Depth and breadth of the Supply Chain Professional Skills An excellent overall understanding of the business, it’s processes and their linkages Business behaviours Outstanding performance
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
Unilever Share Price Performance v Peer Group “Shadow”
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
World Class Supply Chain
Path to Growth identifies what we will do to deliver on our promises to shareholders:
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
Brand Development
Customer
Development
Customer
Development
Suppliers
Suppliers
Consumers
&
Customers
Consumers
&
Customers
Information Management
Human Resource Management
Unilever
Peer Group
Unilever Share Price Performance v Peer Group “Shadow”
Why do we need the Path to Growth?
The Market is concerned about our ability to execute our strategy
What do Supply Chain people in Unilever do?
Roles in different parts of the organisation factories regional supply chains business groups corporate centre 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 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 Roles in QA, SHE and Technical Management