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1、,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 gro
2、wth,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, C
3、lorox, 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?
4、,World Class Supply Chain,We aim to: Close the gap to world class in supply chain within three yearsBy: 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 bil
5、lion 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 behavioursOutstandi
6、ng performance,Supply Chain - What does it take to succeed?,The Supply Chain Process Model,Supply Chain - the Heart of Operations,Plan/Source Plan/Make Plan/DeliverPlanning links the processes together,Driving Value Creation in the Supply Chain,Beating the Fade: continuous innovation and cost saving
7、s 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 e
8、lements together contribute more than 50% of Unilevers total Value Creation,Organisational Development,Business 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, Leaders
9、hip 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: PlanS
10、ourceMakeDeliver 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 us
11、ed 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 strategic career planningThe need for a global perspectivePlanning life and career,Building Careers - Key Princ
12、iples,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 an
13、d 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 develop
14、ment 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 un
15、dertaken 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 rol
16、e”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,
