家乐福战略和全球供应链.ppt

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,(,海量营销管理培训资料下载),Increase revenue growth to 5%per annum,Increase operating margin from 10%to 15%by 2004,Deliver an incremental,2.7billion in operating profit by 2004,Path to Growth identifies what we will do to deliver on our promises to shareholders:,Provide Unilever with the platform to deliver sustainable growth,Note:Figures do not include Bestfoods,Unilever,Peer Group,Unilever Share Price Performance v Peer Group“Shadow”,(Based on Quarterly Average Share prices),Why do we need the Path to Growth?,The Market is concerned about our ability to execute our strategy,Peer 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,Pepsico,Unilever Share Price Performance v Peer Group“Shadow”,Path to Growth-6 primary strategic thrusts,What is our strategy for the Path to Growth?,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,“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 Skills,An excellent overall understanding of the business,its processes and their linkages,Business behaviours,Outstanding performance,Supply Chain-What does it take to succeed?,The Supply Chain Process Model,Plan,Source,Make,Deliver,Supply Chain Mission&Strategy,Brand Development,Brand Development,Customer,Development,Customer,Development,Suppliers,Suppliers,Consumers,&,Customers,Consumers,&,Customers,Information Management,Human Resource Management,Quality&Business Excellence,Finance Management,Safety,Health&Environment,Technology Management,Supply Chain-the Heart of Operations,Plan,/Source,Plan,/Make,Plan,/Deliver,Planning,links the processes together,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,Increased margins through:,cost savings along the supply chain,overhead cost reduction,reducing complexity,Capital efficiency improvements:,minimising investment in plant&equipment and inventories,These elements together contribute more than 50%of,Unilevers,total Value Creation,Organisational Development,Business has moved,and continues to move,towards process management,Emergence of Supply Chain process roles,A career in the Supply Chain requires development of breadth and depth of skills,Leadership competencies,and experience,What do Supply Chain people in,Unilever,do?,Roles in different parts of the organisation,factories,regional supply chains,business groups,corporate centre,Roles:,with strategic focus,in a more operational environment,Roles in various parts of the supply chain:PlanSourceMakeDeliver,Roles which focus on,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 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 individuals,potential,The importance of,tactical and strategic,career planning,The need for a,global,perspective,Planning,life and career,Building Careers-Key Principles,Successful careers are based on outstanding performance founded on skills,competencies and experience,Experience,Professional,Skills,Leadership,Competencies,Performance,Building Careers-Key Principles,Successful careers are based on outstanding performance founded on skills,competencies and experience,Experience,Professional,Skills,Leadership,Competencies,Performance,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,A tool for development and assessment of performance,By helping our leaders grow,we will grow our business,Applicable to everyone at WL2 and above,Why we need to develop Competencies?,SUPERIOR JOB PERFORMANCE,Competencies,Knowledge&Skills,Personal characteristics(values,traits,motives)shaping HOW the job is undertaken,Measured by clearly observable behaviour,Transferable knowledge and abilities(professional and general)to do WHAT is required by the job,Measured by demonstrated capability,What are Competencies?,“underlying characteristics that are directly related to superior performance in a given role”,skills-what you know how to do e.g.make an effective presentation,knowledge-what you know e.g.theories of effective presentation,self image-how you see yourself e.g.public speaker,values-what you think is important e.g.achieving excellence,traits-relatively enduring characteristics e.g.self-control big picture thinking,motives -the unconscious factors that drive behaviour;they are intrinsically satisfying and rewarding e.g.achievement,The Iceberg Model,Necessary but,not sufficient,Distinguish,effective,performance,Skill,Knowledge,Values,Self-Image,Traits,Motives,Acquired,capability,Deeper seated,traits and,motives,A competency:any characteristic of a person that differentiates outstanding from more typical performance in a given job,role,organization or culture.,