《联合利华内部管理资料(英文版)》由会员分享，可在线阅读，更多相关《联合利华内部管理资料(英文版)（47页珍藏版）》请在金锄头文库上搜索。
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 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 bi
5、llion 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 Outst
6、anding 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/Deliver Planning links the processes together,Driving Value Creation in the Supply Chain,Beating the Fade: continuous innovation and cost s
7、avings 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,Th
8、ese 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,
9、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
10、: 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 t
11、ools 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 Caree
12、rs - 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, c
13、ompetencies 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 to
14、ol 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
15、 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
16、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 rewardi
