联合利华供应链课件.pptx

1、2022年12月28日星期三联合利华供应链资料联合利华供应链资料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 platf

2、orm to deliver Provide Unilever 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 Grou

3、p“Shadow”Unilever Share Price 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 strateg

4、yPeer Group:Beiersdorf,Avon,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 p

5、rimary strategic Path to Growth-6 primary strategic thruststhrustsWhat 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 m

6、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 revenue

7、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 ncrease

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

9、ld class manufacturing Establishing a world class manufacturing programmeprogrammeResulting 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 savings per

10、0.5 billion manufacturing savings per annumannum“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 behavioursOu

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

12、 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:continuous innovation and

13、 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&equipment and inventoriesThese el

14、ements 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 depth of skills,Leadership com

15、petencies,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 supply chain:PlanSourceMakeDeliverRol

16、es 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 ca

17、reer building blocksCareer phasesThe need for breadth and depth of skills and experienceThe impact of each individuals potentialThe importance of tactical and strategic career planningThe need for a global perspectivePlanning life and careerBuilding Careers-Key PrinciplesSuccessful careers are based

18、 on outstanding performance founded on skills,competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceBuilding Careers-Key PrinciplesSuccessful careers are based on outstanding performance founded on skills,competencies and experienceExperienceProfessionalSkillsLeader

19、shipCompetenciesPerformanceThe Leadership Growth CompetenciesFocus on Growth(in every sense)What is the Leadership Growth What is the Leadership Growth Profile?Profile?It is:A leading edge competency model that focuses on driving growth throughout the businessA tool for development and assessment of

20、 performanceBy helping our leaders grow,we will grow our businessApplicable to everyone at WL2 and aboveWhy we need to develop Why we need to develop Competencies?Competencies?CompetenciesKnowledge&SkillsPersonal characteristics(values,traits,motives)shaping HOW the job is undertakenMeasured by clea

21、rly observable behaviourTransferable knowledge and abilities(professional and general)to do WHAT is required by the jobMeasured by demonstrated capabilityWhat are Competencies?“underlying characteristics that are directly related to superior performance in a given role”skills-what you know how to do

22、 e.g.make an effective presentationknowledge-what you know e.g.theories of effective presentation self image-how you see yourself e.g.public speakervalues-what you think is important e.g.achieving excellence traits-relatively enduring characteristics e.g.self-control big picture thinking motives -th

23、e unconscious factors that drive behaviour;they are intrinsically satisfying and rewarding e.g.achievement The Iceberg ModelSkillSkillKnowledgeKnowledgeValuesValuesSelf-ImageSelf-ImageTraitsTraitsMotivesMotives Acquired capabilityDeeper seated traits and motivesA competency:any characteristic of a p

24、erson that differentiates outstanding from more typical performance in a given job,role,organization or culture.Competencies are:observable and measurable behavioural characteristics that can be developed based on the business needs of today and tomorrow factors which drive superior performance in a

25、 given jobHow was the LGP developed?Step 1:Step 1:Was developed by a rigorous research process:Was developed by a rigorous research process:Assessment of Unilevers business context,the Assessment of Unilevers business context,the challenges facing leaders and the capabilities challenges facing leade

26、rs and the capabilities needed to achieve growthneeded to achieve growthIn-depth research of 39 Unilever growth In-depth research of 39 Unilever growth leadersleaders Interviews and feedback from colleaguesInterviews and feedback from colleaguesComparison of the Unilever growth Comparison of the Uni

27、lever growth leadership characteristics to a world-class leadership characteristics to a world-class benchmark samplebenchmark sample Large international organisationsLarge international organisations Achieved substantial growth in own sectorsAchieved substantial growth in own sectorsResultResult:LG

28、P was rolled out to WL6 and 5 in 2000 LGP was rolled out to WL6 and 5 in 2000How was the LGP developed?Step 2:Step 2:Focus groups and interviews with WL2,3 and 4 in Focus groups and interviews with WL2,3 and 4 in 14 countries around the world14 countries around the worldTested relevance and made rel

29、evant adjustmentsTested relevance and made relevant adjustmentsResult:Result:Now rolling out to all WL2+managers across Now rolling out to all WL2+managers across UnileverUnileverHow were the Criteria How were the Criteria Established?Established?Original Research Compared and Contrasted Two GroupsC

30、urrent SuperiorLeaders“Baseline”CompetenciesBoth groups show“Distinguishing”CompetenciesOnly outstanding showHow were the External Benchmarks used?How were the External Benchmarks used?Compared both groups to competencies required to meet the future strategy and against the external benchmark popula

31、tionCurrent SuperiorLeaders“Baseline”Competencies“Distinguishing”CompetenciesPotentialVulnerabilitiesEven the best needto show moreWhat makes a world-class leader of What makes a world-class leader of growth?growth?World-class leaders of growth:Driven by bigger ambition and drive for step change Gen

32、erate and encourage big thinking Are highly street smart and savvyThink and act over a longer term perspectiveEnergise others for significant change Demonstrate a greater focus on individuals-developing,empowering and holding them accountableUse highly effective influencing strategies to gain suppor

33、t:they know how to orchestrate the organisation-colleagues,bosses,their teamsHow does Unilever measure up?Although the best of the Unilever sample demonstrates these behaviours and creates growth orientated climates,we are often still more controllers than enablers in our leadership style.We are goo

34、d,but we know we can be betterHow is the LGP different?Directly related to our current business agenda-GrowthExternally benchmarked against the bestOne set of competencies for all levelsCreates a focus on development of outstanding leaders at every levelIt is easily modified to support future new bu

35、siness goalsAs a result,LGP will replace the Effective Unilever Manager competenciesAchieves through integrity,teamwork and learning Self Confident Integrity Team Commitment Learning from Experience Possesses the intellectual power to determine directionEnsures that direction is market drivenDeliver

36、s through peopleActs decisively to improve performance Clarity of Purpose Practical Creativity Objective Analytical Power Market Orientation Leading Others Developing Others Influencing Others Entrepreneurial Drive Builds Commitment to Growth Builds Commitment to Growth Strategic Influencing Strateg

37、ic Influencing Team Commitment Team Commitment Team Leadership Team LeadershipDrives for GrowthDrives for Growth Seizing the Future Seizing the Future Change Catalyst Change Catalyst Developing Self&Others Developing Self&Others Holding People-Accountable Holding People-Accountable Empowering Others

38、 Empowering OthersCreates a Growth VisionCreates a Growth Vision Passion for Growth Passion for Growth Breakthrough Thinking Breakthrough Thinking Organisational Awareness Organisational AwarenessSupply Chain-What does it take to succeed?LGP-The Levels Four levels:Foundational Developing Growth Worl

39、d ClassExample:Passion for GrowthAre highly motivated to achieve their personal targets in order to contribute to the sustainable profitable growth of the businessAre ambitious for excellence and constantly search for opportunities to improve the businessSet challenging growth goals for themselves a

40、nd others and put into place plans to achieve theseTake significant entrepreneurial action and ask“what is possible?”to ensure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class LevelLGP-The Levels(continued)Behaviours needed to demonstrate World Class are very

41、stretchingThis reflects our business targetsWe cant have significant growth without an incremental shift in behaviourBut.These behaviours are not beyond our capabilitiesWe need to make our people development a higher priorityTo help people assess their performance against the profile,target criteria

42、 have been established for each work levelPassion for GrowthDoes this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results?Measure performance against internal and external benchmarks Make specific changes to improve performance(e.g.re-engineer processes to be faster,more effic

43、ient)Focus on raising quality and customer and consumer satisfaction Stimulate and encourage others to bring about performance improvement for the businessCreate stretching but achievable goals to align own activities with growth initiatives Aim to find and realise new growth opportunitiesAlign own

44、activities and goals with growth initiativesAim for performance excellence through own effortsStimulate growth by bringing about step change improvementsAim to make the impossible possibleEntrepreneurially commit significant investments to reap major rewardsDefy conventional wisdom and internal oppo

45、sition to achieve major growthCreate new markets by exploiting growth opportunitiesObsess with growth and focus on delivering new ways to gain competitive advantageAmbitious to hit set targets and standardsDeliver on commitments made to othersPersist in overcoming obstacles to successTake full respo

46、nsibility for delivering their contribution to the businessAre highly motivated to achieve their personal targets in order to contribute to the sustainable profitable growth of the businessFocus on business improvement and are ambitious for excellence,constantly search for opportunities to improve t

47、he businessSet challenging growth goals for themselves and others and put into place plans to achieve theseTake significant entrepreneurial action,and ask“what is possible?”to ensure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class LevelOutstanding individuals

48、 radiate a Passion for Growth,the personal drive that enables individuals to go the extra mile in delivering excellent performance.They recognise that everyone has a contribution to make to ensure that Unilever achieves its growth objectives.Outstanding individuals constantly push the boundaries of

49、excellent business,ask big questions about what is possible and then take significant entrepreneurial action over time to expand the horizons of the business.Success is the delivery of sustainable profitable growth.Negative Indicators:lToo busy dealing with immediate,urgent issues to look for new gr

50、owth opportunitieslSettle for the status quo-take no action to improve mediocre performancelEasily side-tracked from important growth goalslUnconcerned about missing deadlines or failing to meet business objectiveslDo not take responsibility for contributing to growth objectivesLinks with:Organisati