– 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
Successful careers are based on outstanding performance founded on skills, competencies and experience
Building Careers - Key Principles
Experience Professional Skills
• „Beating the Fade‟:
• continuous innovation and cost savings
• Growth through:
• • •
• • • •
making new products available improved distribution better customer service
– By helping our leaders grow, we will grow our business
• Emergence of Supply Chain process roles
• A career in the Supply Chain requires development of breadth and depth of skills, Leadership competencies, and experience
The Supply Chain Process Model
Supply Chain Mission & Strategy
Brand Development Brand Development
Customer Customer Development Development
Suppliers Suppliers
allowing us to focus our investment on advertising and development allowing us to reduce costs and increase investments
áIncrease operating margin by
simplifying our processes and structure driving synergies and efficiencies across the supply chain
Central to this is an passion for winning
Enterprise Culture, which fosters
connected creativitຫໍສະໝຸດ liberating rigour
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
• Roles:
– with strategic focus – in a more operational environment,
• Roles in various parts of the supply chain: Plan–Source– Make–Deliver • Roles which focus on
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– – – – factories regional supply chains business groups corporate centre
Performance
Leadership Competencies
Successful careers are based on outstanding performance founded on skills, competencies and experience
The Leadership Growth Competencies
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
U n i l e v e r
Why do we need the Path to Growth?
“The only way to safeguard our position is to perform, to deliver, and to grow our business.”
Supply Chain - What does it take to succeed?
• Depth and breadth of the Supply Chain Professional Skills • An excellent overall understanding of the business, it‟s processes and their linkages • Business behaviours • Outstanding performance
200
Unilever Share Price Performance v Peer Group “Shadow” Unilever Share Price Performance v Peer Group “Shadow”
180
Unilever
160
Peer Group
Peer Group: Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
140
120
100 Q4 97
Q1 98
Q2 98
Q3 98
Q4 98
Q1 99
Q2 99
Q3 99
Q4 99
Q1 00
Q2 00
Q3 00
(Based on Quarterly Average Share prices)
The Market is concerned about our ability to execute our strategy
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
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 individual‟s potential • The importance of tactical and strategic career planning
• Capital efficiency improvements:
These elements together contribute more than 50% of Unilever‟s total Value Creation
Organisational Development
• Business has moved, and continues to move, towards process management
cost savings along the supply chain overhead cost reduction reducing complexity minimising investment in plant & equipment and inventories
• Increased margins through:
Path to Growth -- 6 primary strategic thrusts