联合利华供应链资料

Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Increaserevenue growthto5%perannum,Increaseoperatingmargin from10,%,% to 15%by2004,Deliver an incremental2.7billion in operatingprofitby2004,Path to Growthidentifies whatwewilldotodeliver on ourpromisestoshareholders,:,:,Provide Unilever withthe platform to deliversustainablegrowth,Note:Figures do notinclude Bestfoods,Unilever,Peer Group,UnileverSharePricePerformancev PeerGroup,“,“Shadow”,(BasedonQuarterly AverageShareprices),WhydoweneedthePathtoGrowth,?,?,TheMarket is concernedaboutourabilitytoexecute ourstrategy,Peer Group:,Beiersdorf,Avon, Cadbury, Clorox,CocaCola,Colgate,Danone, Eridania,Gillette,Heinz, Kao,Lion,LOreal,Nestle,P&G, PhilipMorris, ReckittBenckiser,Sara Lee,Shiseido, Pepsico,UnileverSharePricePerformancev PeerGroup,“,“Shadow”,Path to Growth,-,-6 primarystrategic thrusts,What is ourstrategyforthe PathtoGrowth?,WorldClassSupplyChain,Weaimto,:,:,Closethegap to world class in supplychainwithinthreeyears,By:,EstablishingaGlobalBuying programme,Establishingaworldclassmanufacturing programme,Resultingin(approximately):,100fewermanufacturingsites,1,.,.6billion buyingsavings by end2002,0,.,.5billion manufacturingsavingsperannum,“The onlyway to safeguardourpositionistoperform, todeliver,andtogrowourbusiness,.,.”,DepthandbreadthoftheSupply Chain ProfessionalSkills,Anexcellentoverallunderstanding of thebusiness,it,sprocessesand their linkages,Businessbehaviours,Outstandingperformance,SupplyChain,-,-What doesittaketosucceed?,TheSupply Chain ProcessModel,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,SupplyChain,-,-theHeartofOperations,Plan/Source,Plan/Make,Plan/Deliver,Planninglinkstheprocesses together,Driving Value Creation in theSupplyChain,BeatingtheFade,:,:,continuous innovationand costsavings,Growththrough:,makingnew products available,improveddistribution,bettercustomerservice,Increasedmarginsthrough:,cost savingsalongthe supplychain,overheadcost reduction,reducingcomplexity,Capital efficiencyimprovements:,minimising investmentinplant,&,&equipmentand inventories,Theseelementstogethercontribute morethan50%ofUnilever,stotalValueCreation,OrganisationalDevelopment,Businesshasmoved, andcontinuestomove,towardsprocess management,EmergenceofSupply Chain processroles,A careerintheSupply Chain requires development of breadthand depth of skills,Leadershipcompetencies, andexperience,What do SupplyChainpeopleinUnileverdo,?,?,Rolesindifferentpartsofthe organisation,factories,regionalsupplychains,businessgroups,corporatecentre,Roles:,with strategicfocus,ina moreoperationalenvironment,Rolesinvarious parts of thesupplychain,:,: Plan,SourceMake,Deliver,Roleswhichfocuson,themulti,-,-localaspectsofthebusinessatanationalorregionallevel,themultinationalaspects,Rolesinrelated professions,e.g,.,. R,&,&D,CustomerManagement,RolesinQA,SHE andTechnicalManagement,BuildingSuccessful CareersFocusesOn:,Processesand toolsused in careerdevelopment,Keycareerbuildingblocks,Careerphases,Theneedforbreadth anddepthofskillsandexperience,Theimpact of eachindividualspotential,Theimportanceoftacticalandstrategiccareerplanning,Theneedforaglobalperspective,Planninglife andcareer,BuildingCareers -Key Principles,Successful careersare based on outstanding performance foundedonskills,competenciesand experience,Experience,Professional,Skills,Leadership,Competencies,Performance,BuildingCareers -Key Principles,Successful careersare based on outstanding performance foundedonskills,competenciesand experience,Experience,Professional,Skills,Leadership,Competencies,Performance,TheLeadershipGrowthCompetencies,FocusonGrowth,(,(in every sense),What is theLeadership GrowthProfile?,Itis,:,:,A leadingedgecompetency model thatfocusesondriving growththroughout thebusiness,A toolfor development andassessment of performance,Byhelping ourleaders grow, we willgrowourbusiness,Applicable to everyone at WL2andabove,Whyweneedtodevelop Competencies?,SUPERIORJOBPERFORMANCE,Competencies,Knowledge,&,&Skills,Personalcharacteristics,(,(values,traits,motives)shaping HOWthejob is undertaken,Measuredbyclearly observablebehaviour,Transferableknowledge andabilities,(,(professionalandgeneral)todoWHATisrequiredbythejob,Measuredbydemonstratedcapability,What areCompetencies,?,?,“ underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceina given role,”,”,skills,-,-what youknow howtodoe.g,.,. makeaneffective presentation,knowledge,-,-what youknow e,.,.g.theoriesofeffective presentation,self image -how youseeyourselfe.g.publicspeaker,values,-,-what youthinkisimportante.g.achievingexcellence,traits,-,-relatively enduring characteristicse.g,.,. self,-,-control,big picture, thinking,motives,-,- theunconsciousfactors thatdrivebehaviour;they areintrinsically satisfyingand rewardinge.g,.,. achievement,TheIcebergModel,Necessarybut,notsufficient,Distinguish,effective,performance,Skill,Knowledge,Values,Self-Image,Traits,Motives,Acquired,capability,Deeperseated,traitsand,motives,A competency,:,: anycharacteristicofa personthat differentiates outstanding frommoretypical performance in agivenjob,role,organizationorculture.,Competenciesare:,observable andmeasurable,behaviouralcharacteristicsthatcanbedeveloped,basedonthebusinessneedsoftodayand tomorrow,factors which drive superior performance in agivenjob,Howwas theLGPdeveloped?,Step 1,:,:,Wasdeveloped by arigorousresearchprocess:,Assessment of Unileversbusinesscontext,the challengesfacing leadersand thecapabilitiesneeded to achievegrowth,In-depthresearchof39Unilever,growthleaders,Interviews andfeedbackfrom colleagues,Comparison of theUnilever,growthleadership characteristicstoa world-class benchmarksample,Largeinternational organisations,Achievedsubstantialgrowthinown sectors,Result:LGPwas rolledouttoWL6 and5 in 2000,Howwas theLGPdeveloped?,Step 2,:,:,Focusgroupsand interviewswithWL2, 3and 4in14countries aroundtheworld,Testedrelevance andmade relevant adjustments,Result,:,:Nowrollingouttoall WL2+managersacross Unilever,HowweretheCriteriaEstablished,?,?,OriginalResearchComparedandContrastedTwoGroups,Current,Superior,Leaders,Current,Outstanding,Leaders,“Baseline,”,”,Competencies,Both groupsshow,“Distinguishing,”,”,Competencies,Only outstanding show,HowweretheExternalBenchmarksused?,Comparedboth groupstocompetenciesrequiredtomeetthefuture strategy andagainst theexternalbenchmarkpopulation,External,benchmark,of,world,class,leaders,Current,Superior,Leaders,“Baseline,”,”,Competencies,“Distinguishing,”,”,Competencies,Potential,Vulnerabilities,Even thebest needtoshow more,Current,Outstanding,Leaders,What makes aworld,-,-classleader of growth?,World-classleaders of growth:,Drivenbybigger ambition anddriveforstepchange,Generateandencourage big, thinking,Arehighly streetsmart, andsavvy,Thinkandact overalongertermperspective,Energiseothersfor significant change,Demonstratea greaterfocusonindividuals,-,-developing,empowering andholding themaccountable,Usehighly effectiveinfluencingstrategies to gainsupport:theyknow howtoorchestratetheorganisation -colleagues,bosses,theirteams,HowdoesUnilevermeasure up?,AlthoughthebestoftheUnileversample demonstratesthesebehaviours andcreates growthorientated climates,weareoftenstillmore,controllers, than,enablersinourleadershipstyle.,Wearegood,but we knowwecan be better,Howisthe LGPdifferent,?,?,Directlyrelated to ourcurrent business agenda,-,- Growth,Externally benchmarked againstthe best,Oneset of competenciesforall levels,Creates afocusondevelopmentofoutstandingleadersateverylevel,Itiseasilymodifiedtosupportfuturenew business goals,Asa result,LGP willreplacethe,EffectiveUnileverManagercompetencies,Achievesthrough integrity,teamworkand learning,Self ConfidentIntegrity,Team Commitment,Learningfrom Experience,Possessesthe intellectualpowertodeterminedirection,Ensures thatdirection is marketdriven,Deliversthrough people,Acts decisivelytoimproveperformance,Clarity of Purpose,PracticalCreativity,ObjectiveAnalyticalPower,MarketOrientation,Leading Others,Developing Others,InfluencingOthers,EntrepreneurialDrive,BuildsCommitmenttoGrowth,StrategicInfluencing,Team Commitment,Team Leadership,Drivesfor Growth,Seizing theFuture,ChangeCatalyst,Developing Self,&,&Others,Holding People,-,-Accountable,Empowering Others,Creates aGrowth Vision,Passion forGrowth,BreakthroughThinking,OrganisationalAwareness,SupplyChain,-,-What doesittaketosucceed?,Leadership GrowthCompetencies,LGP,-,-TheLevels,Four levels:,Foundational,Developing,Growth,WorldClass,Example: Passionfor Growth,Arehighly motivatedtoachieve their personal targetsinordertocontributetothesustainableprofitablegrowthofthe business,Areambitious forexcellence andconstantly searchforopportunitiestoimprove thebusiness,Setchallenginggrowthgoalsforthemselvesandothers andputintoplaceplanstoachieve these,Take significant entrepreneurialactionand ask“whatispossible?,”,”toensuregrowth opportunitiesare realised,Foundation Level,Developing Level,GrowthLevel,WorldClassLevel,LGP,-,-TheLevels (continued,),Behaviours neededtodemonstrateWorldClassareverystretching,This reflects ourbusinesstargets,Wecan,thave significant growthwithout an incremental shift in behaviour,But,.,Thesebehaviours arenotbeyond ourcapabilities,Weneed to makeour peopledevelopmenta higherpriority,Tohelp peopleassesstheirperformanceagainsttheprofile,target criteria havebeenestablishedforeachwork level,Passion forGrowth,Does thisperson DEMONSTRATE DRIVE BEYONDEXPECTATIONTODELIVER outstanding results,?,?,Measure performance againstinternaland external benchmarks,Make specific changestoimproveperformance(e.g.re-engineerprocessesto be faster,moreefficient,),),Focusonraising qualityand customer andconsumersatisfaction,Stimulateand encourageotherstobringaboutperformanceimprovementfor thebusiness,Createstretchingbutachievablegoalstoalignownactivitieswith growthinitiatives,Aimtofindandrealisenewgrowth opportunities,Alignownactivitiesandgoalswithgrowthinitiatives,Aimfor performance excellencethroughownefforts,Stimulategrowth by bringing about stepchange improvements,Aimtomaketheimpossiblepossible,Entrepreneuriallycommitsignificantinvestmentstoreapmajorrewards,Defy conventionalwisdomand internal oppositiontoachievemajorgrowth,Createnew marketsbyexploitinggrowthopportunities,Obsesswithgrowthand focus on deliveringnew waystogaincompetitiveadvantage,Ambitioustohit settargets andstandards,Deliver on commitments madetoothers,Persist in overcomingobstacles to success,Take fullresponsibilityfor deliveringtheircontribution to thebusiness,Arehighly motivatedtoachieve their personal targetsinordertocontributetothesustainableprofitablegrowthofthe business,Focusonbusinessimprovementandareambitiousfor excellence, constantlysearch foropportunities to improvethe business,Setchallenginggrowthgoalsforthemselvesandothers andputintoplaceplanstoachieve these,Take significant entrepreneurialaction, andask“whatispossible?,”,”toensuregrowth opportunitiesare realised,Foundation Level,Developing Level,GrowthLevel,WorldClassLevel,Outstandingindividualsradiate aPassionforGrowth,thepersonaldrivethatenables individuals to go theextramile in deliveringexcellent performance.They recognisethat everyone hasa contributiontomake to ensurethat Unilever achieves itsgrowthobjectives.Outstanding individuals constantlypushtheboundariesofexcellentbusiness, askbigquestions about whatispossibleand thentakesignificantentrepreneurialaction overtimetoexpandthe horizons of thebusiness.Successisthe delivery of sustainable profitablegrowth.,NegativeIndicators:,Toobusydealing withimmediate,urgentissues to lookfor newgrowthopportunities,Settlefor thestatusquo -takenoactiontoimprovemediocreperformance,Easilyside-tracked fromimportant growthgoals,Unconcernedaboutmissing deadlinesorfailing to meetbusinessobjectives,Donottakeresponsibilityforcontributing to growthobjectives,Linkswith:OrganisationalAwareness,LGPGuideline criteria forwork levels,WL6,MeetsWL4target andhasatleastone World Class competencyineachcluster,WL5,MeetsWL4target andhasone World Class competencyineachoftwoclusters,WL4,WL3,WL2,Twoineachcluster at Growthincludingone of Seizingthe FutureandChange Catalyst andoneotherfromthesamecluster,Nonegativeindicators,Most competenciesatDeveloping level.Atleastonecompetencyineach clusteratGrowth level,More competenciesatDeveloping level thanatFoundation,UsingtheLGP andCompetencies,Talent,Management,Coaching,&,&,Mentoring,Rewardfor,Growth,Ranking,Listing,PDP,/,/,Development,Leadership,Growth,Profile,WherehasLGP beenusedsofar,?,?,Already usedfor:,Assessment of allWL5and WL6,PersonaldevelopmentplanningforWL5/6,Executiveselection,OneelementofWL4assessmentinUnilever/Bestfoodsmerger,GoingForward -Future UsesofLGP,TheLGP willbeusedin:,PDP,-,-inallorganisationsforWL2 andaboveby2002/2003PDP cycle,Individual performance andcapability willbeassessedagainsttheLGP competenciesbasedonprevious2 -3yearsdata,Self-assessmentand personal development planning,Listing,Ranking forWL4,(,(othersmayfollow),Assessment,selectionand recruitment of allpostsatGraduatelevelandabove,Next Steps foryou,Accessthe HowgoodcanIbe?, document on theHRwebsite addresstounderstand themodel,the competencieswithinitand howtousethe model,Studythetarget criteria foryour roleand worklevelinthe document,Consideryour strengthsanddevelopmentneedsagainstthemodel,Work withyourmanager andyour employees,(,(either in thePDPprocessorindependently)toidentifycriticalgaps to close -and build andimplementanaction plan,BuildingCareers -Key Principles,Successful careersare based on outstanding performance foundedonskills,competenciesand experience,Experience,Professional,Skills,Leadership,Competencies,Performance,SupplyChainProfessionalSkills,JobSkills Profile,Abilitiestodothe jobwell,now+future,.,.,PersonSkills Profile,Mycurrent abilities.,Difference,Personal,Development,Plan,GAPANALYSIS,2.Integrated SupplyChainModellingand Design,Integrated/CollaborativeSupplyChainPlanning,OperationalPlanning,&,&Forecasting,MaterialsManagement,SupplyIntelligence &StrategyDevelopment,ContractAgreement,/,/Arrangement& Management,IntegratingSupplierValueinto theBusiness,Driving ProductionPerformanceImprovement,Influencing,&,& ImplementingProduct& ProcessInnovation,Maintenance,&,& ProjectEngineering,CustomerService Development& Management,WarehousingandDistributionManagement,Channel LogisticsDevelopment,TheNew SkillsFrameworkfor SupplyChain,Plan,Make,Deliver,Source,KeyGeneral,BusinessEconomics,Negotiation,&,& Influencing,Supporting Sustainable Development,UsingInformationTechnology,PeopleManagement,Project Management,(HR,),) Employee Relations,R &DDevelopmentSkills,1.ExtendedSupplyChainStrategyDevelopment,&,&Deployment,3.Supplier,(,(&Contractor)Relationship4,.,. Developing,&,&Implementing,/EconomicManagementSupplyChainInnovation,6.ManagingQuality,Safety,(,(&Environment,),)5,.,. Formulation,Process &,PackagingKnowledge,7.Optimising SupplyChainOperations Performance,Core,atleast2 of the4 SupplyChainsub,-,-processes (Plan,Source, Make, Deliver,),).,(especiallythosewith Finance,/,/Businessbackgrounds,),):Technologyasa SupplyChainenabler.,Buildinga SupplyChaincareer,LearntheTrade,CareerBuildingBlocks Experience,-,-WL2,CareerBuildingBlocks Experience,-,-WL3,Buildinga SupplyChaincareer,ActasaBusinessman,Asa SupplyChainleaderatWL3 youwill needtogainexperience in:,managinginanintegrated SC,leading aSCsub-processatregionallevel,CareerBuildingBlocks Experience,-,-WL4,Buildinga SupplyChaincareer,Strategyinto Action,Asa SupplyChainDirectoratWL4you willneedtogain experiencein,:,:,operationalmanagement of integratedsupply chains,leading strategicdevelopmentofSupplyChainorsub-processesatregional,/,/internationallevel,(,(BG,/,/ Corporate/Category),TheSupply Chain CareerPlatform:,MyProfessionalDevelopment,ThereareSupply Chain jobsateverylevelinUnilever,Progresstoseniorlevels by movingthrough challenging jobs,.,.,Uniqueexperienceofworking in positionsofdifferenttypes,Work alongsideotherbusinessprocesses, including:,FinancialManagement,CustomerDevelopment,BrandDevelopment.,Thebottom line,:,: Unilever is aMeritocracy,Unilevers focus on performance,andthe useofobjectivemeansbywhichtoassess skills,experience,competencies andpotential,will leadthe bestmanagerstoreachthe mostseniorlevelsinthe business.,Whateverthecareer route,SupplyChainmanagerscan,beassured that,:,:,What do youdonext?,UsePDP to developskills andcompetencies,Useeachcareerstepasa learning experience,Berealisticaboutyourownpotential,Deliver outstanding performance,