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: TU•hneilmisenevivneeeirnml’estmoistroieinetngastlsiVntavoleguseettmhCeerrenact toiinonntprliabnutte&meoqrueiptmhaennt50a%ndof
联合利华的供应链资料
2020年4月20日星期一
Path to Growth identifies what we will do to deliver on our promises to shareholders:
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 2004er 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
Organisational Development
Finance Management Safety, Health & Environment
Technology Management
Supply Chain - the Heart of Operations
• Plan/Source • Plan/Make • Plan/Deliver • Planning links the processes together
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Make
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Information Management Human Resource Management Quality & Business Excellence
(Based on Quarterly Average Share prices)
The Market is concerned about our ability to execute our strategy
Path to Growth -- 6 primary strategic thrusts
Provide Unilever with the platform to deliver sustainable growth
Why do we need the Path to Growth?
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“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
The Supply Chain Process Model
Supply Chain Mission & Strategy
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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