某公司内部培训材料(英文版)(ppt 47页)
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processes and their linkages • Business behaviours • Outstanding performance
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Βιβλιοθήκη Baidu
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
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
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
“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
Finance Management Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
– 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:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
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
• A tool for development and assessment of performance
– By helping our leaders grow, we will grow our business
U n ilev er
Why do we need the Path to Growth?
UnUinleivleevreSrhSahraerPerPicreicPeePreforfromrmanacnecve PvePeereGr rGoruopup“S“hSahdaodwo”w”
200
180 Unilever
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
breadth and depth of skills, Leadership competencies, and experience
• Roles in QA, SHE and Technical Management
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
simplifying our processes and structure
driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
a sharply focused brand portfolio
new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
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
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
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
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
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
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
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
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
Path 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
The Supply Chain Process Model
Supply Chain Mission & Strategy
SSuupppplliieerrss
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
BBrraannddDDeevveeloloppmmeenntt CCuusstotommeerr
Plan
DDeevveeloloppmmeenntt CCoonnssuummeerrss &&
CCuussttoommeerrss
Source
Βιβλιοθήκη Baidu
Make
Deliver
Information Management Human Resource Management Quality & Business Excellence
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
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
“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
Finance Management Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver Planning links the processes together
– 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:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver
• Roles which focus on
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
• A tool for development and assessment of performance
– By helping our leaders grow, we will grow our business
U n ilev er
Why do we need the Path to Growth?
UnUinleivleevreSrhSahraerPerPicreicPeePreforfromrmanacnecve PvePeereGr rGoruopup“S“hSahdaodwo”w”
200
180 Unilever
• Emergence of Supply Chain process roles • A career in the Supply Chain requires development of
breadth and depth of skills, Leadership competencies, and experience
• Roles in QA, SHE and Technical Management
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
simplifying our processes and structure
driving synergies and efficiencies across the supply chain
allowing us to reduce costs and increase investments
a sharply focused brand portfolio
new, alternative channels
allowing us to focus our investment on advertising and development
áIncrease operating margin by
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
Building Careers - Key Principles
Experience
Professional Skills
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
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
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
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
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
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
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
• Increased margins through:
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
Path 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