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processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
“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
U n i l e 源自文库 e r
Why do we need the Path to Growth?
UnUilneivleevreSrhSahrearPerPicreicPeePreforrfomramnacnecvePvePeereGrrGoruopu“pS“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
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
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
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
Finance Management Safety, Health & Environment
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
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
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
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
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
l simplifying our processes and structure
l driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
“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
U n i l e 源自文库 e r
Why do we need the Path to Growth?
UnUilneivleevreSrhSahrearPerPicreicPeePreforrfomramnacnecvePvePeereGrrGoruopu“pS“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
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
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
l a sharply focused brand portfolio
l new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
Finance Management Safety, Health & Environment
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
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
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
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
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
l simplifying our processes and structure
l driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments