联合利华供应链.ppt

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1、l Increase revenue growth to 5% per annuml Increase operating margin from 10% to 15% by 2004l Deliver an incremental 2.7billion in operating profit by 2004Path to Growth identifies what we will do to deliver on our promises to shareholders:Provide Unilever with the platform to deliver Provide Unilev

2、er with the platform to deliver sustainable growthsustainable growthUnileverNote: Figures do not include Bestfoods100120140160180200Q4 97Q1 98Q2 98Q3 98Q4 98Q1 99Q2 99Q3 99Q4 99Q1 00Q2 00Q3 00UnileverUnileverPeer GroupPeer GroupUnilever Share Price Performance v Peer Group “Shadow”Unilever Share Pri

3、ce Performance v Peer Group “Shadow”(Based on Quarterly Average Share prices)Why do we need the Path to Growth?Why do we need the Path to Growth?The Market is concerned about our ability to execute our strategyThe Market is concerned about our ability to execute our strategyPeer Group:Beiersdorf,Avo

4、n, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, LOreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, PepsicoUnilever Share Price Performance v Peer Group “Shadow”Unilever Share Price Performance v Peer Group “Shadow” Path to Growth - 6 prim

5、ary strategic thrusts Path to Growth - 6 primary strategic thrustsWhat is our strategy for the Path to What is our strategy for the Path to Growth?Growth?lusi ng consum er i nsi ght t odel i ver superi or consum erbenef i t sla sharpl y f ocused brandport f ol i olnew , al t ernat i ve channel slsi

6、m pl i f yi ng our processesand st ruct ureldri vi ng synergi es andef f i ci enci es across t hesuppl y chai nC ent ral t o t hi s i s an Ent erpri se C ul t ure, w hi ch f ost ersl passi on f or w i nni ng l connect ed creat i vi t y l l i berat i ng ri gourI ncrease revenue grow thI ncrease reven

7、ue grow th byI ncrease operati ng m argi nI ncrease operati ng m argi n byal l ow i ng us to focus our i nvestm ent onal l ow i ng us to focus our i nvestm ent onadverti si ng and devel opm entadverti si ng and devel opm ental l ow i ng us to reduce costs andal l ow i ng us to reduce costs andi ncre

8、ase i nvestm entsi ncrease i nvestm entsWorld Class Supply ChainWe aim to: l Close the gap to world class in supply chain within Close the gap to world class in supply chain within three yearsthree yearsBy: l Establishing a Global Buying programmeEstablishing a Global Buying programmel Establishing

9、a world class manufacturing programmeEstablishing a world class manufacturing programmeResulting in (approximately)(approximately):- 100 fewer manufacturing sites100 fewer manufacturing sites- 1.6 billion buying savings by end 20021.6 billion buying savings by end 2002- 0.5 billion manufacturing sav

10、ings per annum0.5 billion manufacturing savings per annum“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 SkillsAn excellent overall understanding of the business, its processes and their linkagesBusiness

11、behavioursOutstanding performanceSupply Chain - What does it take to succeed?The Supply Chain Process ModelPlanSourceMakeDeliverSupply Chain Mission & Strategy Brand Development Brand DevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformation

12、 ManagementHuman Resource ManagementQuality & Business ExcellenceFinance ManagementSafety, Health & EnvironmentTechnology ManagementSupply Chain - the Heart of OperationsPlan/SourcePlan/MakePlan/DeliverPlanning links the processes togetherDriving Value Creation in the Supply ChainBeating the Fade:co

13、ntinuous innovation and cost savingsGrowth through:making new products availableimproved distributionbetter customer serviceIncreased margins through:cost savings along the supply chainoverhead cost reductionreducing complexityCapital efficiency improvements: minimising investment in plant & equipme

14、nt and inventoriesThese elements together contribute more than 50% of Unilevers total Value CreationOrganisational DevelopmentBusiness has moved, and continues to move, towards process managementEmergence of Supply Chain process rolesA career in the Supply Chain requires development of breadth and d

15、epth of skills, Leadership competencies, and experienceWhat do Supply Chain people in Unilever do?Roles in different parts of the organisationfactoriesregional supply chainsbusiness groupscorporate centreRoles:with strategic focusin a more operational environment, Roles in various parts of the suppl

16、y chain: PlanSourceMakeDeliverRoles which focus onthe multi-local aspects of the business at a national or regional levelthe multinational aspectsRoles in related professions, e.g. R&D, Customer ManagementRoles in QA, SHE and Technical ManagementBuilding Successful Careers Focuses On:Processes and tools used in career developmentKey career building blocksCareer phasesThe need for breadth and depth of skills and experienceThe impact of each individuals potentialThe importance of tactical and stra