联合利华的职业生涯管理(英文版)(ppt 47页)
合集下载
联合利华的职业生涯管理(英文PPT 47页)48页PPT
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 2019
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 2019 €€0.5 billion manufacturing savings per annum
a sharply focused brand portfolio
new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
Increase operating margin from 10% to 15% by 2019
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 2019 €€0.5 billion manufacturing savings per annum
a sharply focused brand portfolio
new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
联合利华的职业生涯管理-英文 47页
Deliver an incremental €2.7billion in operating profit by 2019
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
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 2019
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
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
processes and their linkages • Business behaviours • Outstanin Process Model
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
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 2019
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
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
processes and their linkages • Business behaviours • Outstanin Process Model
联合利华的职业生涯管理》英幻灯片PPT
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
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
• An excellent overall understanding of the business, it’s processes and their linkages
• Business behaviours
• Outstanding performance
The Supply Chain Process Model
What do Supply Chain people in Unilever
do? •
• • •
• •
Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
The Leadership Growth Competencies
Focus on Growth (in every sense)
– with strategic focus – in a more operational environment,
Roles in various parts of the supply chain: Plan–Source– Make–Deliver
Roles which focus on
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
• An excellent overall understanding of the business, it’s processes and their linkages
• Business behaviours
• Outstanding performance
The Supply Chain Process Model
What do Supply Chain people in Unilever
do? •
• • •
• •
Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
The Leadership Growth Competencies
Focus on Growth (in every sense)
学习_联合利华的职业生涯管理英文47页
Supply Chain Mission & Strategy
SSuupppplliieerrss
BBrraannddDDeevveeloloppmmeenntt CCuussttoommeerr
Plan
DDeevveeloloppmmeennttCCoonnssuummeerrss &&
CCuussttoommeerrss
• 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
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
Source Make Deliver
Information Management Human Resource Management Quality & Business Excellence
Finance Management Safety, Health & Environment
Technology Management
U n i l e v e r
Why do we need the Path to Growth?
SSuupppplliieerrss
BBrraannddDDeevveeloloppmmeenntt CCuussttoommeerr
Plan
DDeevveeloloppmmeennttCCoonnssuummeerrss &&
CCuussttoommeerrss
• 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
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
Source Make Deliver
Information Management Human Resource Management Quality & Business Excellence
Finance Management Safety, Health & Environment
Technology Management
U n i l e v e r
Why do we need the Path to Growth?
联合利华内部管理资料(英文版)(ppt 47页)
U n ilev er
Why do we need the Path to Growth?
UnUinleivleevreSrhSahraerPerPicreicPeePreforfromrmanacnecve PvePeereGr rGoruopup“S“hSahdaodwo”w”
200
180 Unilever
160
140
120
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
simplifying our processes and structure
driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
联合利华的职业生涯管理(英文PPT47页)
• 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
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
• A tool for development and assessment of performance
– By helping our leaders grow, we will grow our business
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
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
• A tool for development and assessment of performance
– By helping our leaders grow, we will grow our business
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
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
- 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)。
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
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
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
Note: Figures do not include Bestfoods
U n ilev er
Why do we need the Path to Growth?
UnUilneivleevreSrhSahrearPerPicreicPeePreforrfomramnacnecvePvePeereGrrGoruopu“pS“hSahdaodwo”w”
联合利华的职业生 涯管理(英文版 )(ppt 47页)
Path to Growth identifies what we will do to deliver on our promises to shareholders:
Increase revenue growth to 5% per annum
200
180 Unilever
160
140
120
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
Increase operating margin from 10% to 15% by 2004
Deliver an incremental €2.7billion in operating profit by 2004
Provide Unilever with the platform to deliver sustainable h
l simplifying our processes and structure
l 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
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
Finance Management Safety, Health & Environment
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
“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
Resulting in (approximately): 100 fewer manufacturing sites €€1.6 billion buying savings by end 2002 €€0.5 billion manufacturing savings per annum
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
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
Note: Figures do not include Bestfoods
U n ilev er
Why do we need the Path to Growth?
UnUilneivleevreSrhSahrearPerPicreicPeePreforrfomramnacnecvePvePeereGrrGoruopu“pS“hSahdaodwo”w”
联合利华的职业生 涯管理(英文版 )(ppt 47页)
Path to Growth identifies what we will do to deliver on our promises to shareholders:
Increase revenue growth to 5% per annum
200
180 Unilever
160
140
120
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
Increase operating margin from 10% to 15% by 2004
Deliver an incremental €2.7billion in operating profit by 2004
Provide Unilever with the platform to deliver sustainable h
l simplifying our processes and structure
l 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
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
Finance Management Safety, Health & Environment
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
“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