家乐福战略和全球供应链.ppt

Increaserevenuegrowthto5 perannumIncreaseoperatingmarginfrom10 to15 by2004Deliveranincremental 2 7billioninoperatingprofitby2004 PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders ProvideUnileverwiththeplatformtodeliversustainablegrowth Note FiguresdonotincludeBestfoods Unilever PeerGroup UnileverSharePricePerformancevPeerGroup Shadow BasedonQuarterlyAverageShareprices WhydoweneedthePathtoGrowth TheMarketisconcernedaboutourabilitytoexecuteourstrategy PeerGroup Beiersdorf Avon Cadbury Clorox CocaCola Colgate Danone Eridania Gillette Heinz Kao Lion L Oreal Nestle P G PhilipMorris ReckittBenckiser SaraLee Shiseido Pepsico UnileverSharePricePerformancevPeerGroup Shadow PathtoGrowth 6primarystrategicthrusts WhatisourstrategyforthePathtoGrowth WorldClassSupplyChain Weaimto ClosethegaptoworldclassinsupplychainwithinthreeyearsBy EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin approximately 100fewermanufacturingsites 1 6billionbuyingsavingsbyend2002 0 5billionmanufacturingsavingsperannum Theonlywaytosafeguardourpositionistoperform todeliver andtogrowourbusiness DepthandbreadthoftheSupplyChainProfessionalSkillsAnexcellentoverallunderstandingofthebusiness it sprocessesandtheirlinkagesBusinessbehavioursOutstandingperformance SupplyChain Whatdoesittaketosucceed TheSupplyChainProcessModel SupplyChain theHeartofOperations Plan SourcePlan MakePlan DeliverPlanninglinkstheprocessestogether DrivingValueCreationintheSupplyChain BeatingtheFade continuousinnovationandcostsavingsGrowththrough makingnewproductsavailableimproveddistributionbettercustomerserviceIncreasedmarginsthrough costsavingsalongthesupplychainoverheadcostreductionreducingcomplexityCapitalefficiencyimprovements minimisinginvestmentinplant equipmentandinventories Theseelementstogethercontributemorethan50 ofUnilever stotalValueCreation OrganisationalDevelopment Businesshasmoved andcontinuestomove towardsprocessmanagementEmergenceofSupplyChainprocessrolesAcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills Leadershipcompetencies andexperience WhatdoSupplyChainpeopleinUnileverdo RolesindifferentpartsoftheorganisationfactoriesregionalsupplychainsbusinessgroupscorporatecentreRoles withstrategicfocusinamoreoperationalenvironment Rolesinvariouspartsofthesupplychain Plan Source Make DeliverRoleswhichfocusonthemulti localaspectsofthebusinessatanationalorregionallevelthemultinationalaspectsRolesinrelatedprofessions e g R D CustomerManagementRolesinQA SHEandTechnicalManagement BuildingSuccessfulCareersFocusesOn ProcessesandtoolsusedincareerdevelopmentKeycareerbuildingblocksCareerphasesTheneedforbreadthanddepthofskillsandexperienceTheimpactofeachindividual spotentialTheimportanceoftacticalandstrategiccareerplanningTheneedforaglobalperspectivePlanninglifeandcareer BuildingCareers KeyPrinciples Successfulcareersarebasedonoutstandingperformancefoundedonskills competenciesandexperience Experience ProfessionalSkills LeadershipCompetencies Performance BuildingCareers KeyPrinciples Successfulcareersarebasedonoutstandingperformancefoundedonskills competenciesandexperience Experience ProfessionalSkills LeadershipCompetencies Performance TheLeadershipGrowthCompetencies FocusonGrowth ineverysense WhatistheLeadershipGrowthProfile Itis AleadingedgecompetencymodelthatfocusesondrivinggrowththroughoutthebusinessAtoolfordevelopmentandassessmentofperformanceByhelpingourleadersgrow wewillgrowourbusinessApplicabletoeveryoneatWL2andabove WhyweneedtodevelopCompetencies SUPERIORJOBPERFORMANCE Competencies Knowledge Skills Personalcharacteristics values traits motives shapingHOWthejobisundertakenMeasuredbyclearlyobservablebehaviour Transferableknowledgeandabilities professionalandgeneral todoWHATisrequiredbythejobMeasuredbydemonstratedcapability WhatareCompetencies underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceinagivenrole skills whatyouknowhowtodoe g makeaneffectivepresentationknowledge whatyouknowe g theoriesofeffectivepresentationselfimage howyouseeyourselfe g publicspeakervalues whatyouthinkisimportante g achievingexcellencetraits relativelyenduringcharacteristicse g self control bigpicture thinkingmotives theunconsciousfactorsthatdrivebehaviour theyareintrinsicallysatisfyingandrewardinge g achievement TheIcebergModel Necessarybutnotsufficient Distinguisheffectiveperformance Acquiredcapability Deeperseatedtraitsandmotives Acompetency anycharacteristicofapersonthatdifferentiatesoutstandingfrommoretypicalperformanceinagivenjob role organizationorculture Competenciesare observableandmeasurablebehaviouralcharacteristicsthatcanbedevelopedbasedonthebusinessneedsoftodayandtomorrowfactorswhichdrivesuperiorperformanceinagivenjob HowwastheLGPdeveloped Step1 Wasdevelopedbyarigorousresearchprocess AssessmentofUnilever sbusinesscontext thechallengesfacingleadersandthecapabilitiesneededtoachievegrowthIn depthresearchof39Unilever growth leadersInterviewsandfeedbackfromcolleaguesComparisonoftheUnilever growth leadershipcharacteristicstoaworld classbenchmarksampleLargeinternationalorganisationsAchievedsubstantialgrowthinownsectorsResult LGPwasrolledouttoWL6and5in2000 HowwastheLGPdeveloped Step2 FocusgroupsandinterviewswithWL2 3and4in14countriesaroundtheworldTestedrelevanceandmaderelevantadjustmentsResult NowrollingouttoallWL2 managersacrossUnilever HowweretheCriteriaEstablished OriginalResearchComparedandContrastedTwoGroups CurrentSuperiorLeaders CurrentOutstandingLeaders Baseline CompetenciesBothgroupsshow Distinguishing CompetenciesOnlyoutstandingshow HowweretheExternalBenchmarksused Comparedbothgroupstocompetenciesrequiredtomeetthefuturestrategyandagainsttheexternalbenchmarkpopulation Externalbenchmarkof worldclass leaders CurrentSuperiorLeaders Baseline Competencies Distinguishing Competencies PotentialVulnerabilitiesEventhebestneedtoshowmore CurrentOutstandingLeaders Whatmakesaworld classleaderofgrowth World classleadersofgrowth DrivenbybiggerambitionanddriveforstepchangeGenerateandencourage big thinkingArehighly streetsmart andsavvyThinkandactoveralongertermperspectiveEnergiseothersforsignificantchangeDemonstrateagreaterfocusonindividuals developing empoweringandholdingthemaccountableUsehighlyeffectiveinfluencingstrategiestogainsupport theyknowhowtoorchestratetheorganisation colleagues bosses theirteamsHowdoesUnilevermeasureup AlthoughthebestoftheUnileversampledemonstratesthesebehavioursandcreatesgrowthorientatedclimates weareoftenstillmore controllers than enablers inourleadershipstyle Wearegood butweknowwecanbebetter HowistheLGPdifferent Directlyrelatedtoourcurrentbusinessagenda GrowthExternallybenchmarkedagainstthebestOnesetofcompetenciesforalllevelsCreatesafocusondevelopmentofoutstandingleadersateverylevelItiseasilymodifiedtosupportfuturenewbusinessgoalsAsaresult LGPwillreplacethe EffectiveUnileverManager competencies Achievesthroughintegrity teamworkandlearning SelfConfidentIntegrityTeamCommitmentLearningfromExperience Possessestheintellectualpowertodeterminedirection Ensuresthatdirectionismarketdriven Deliversthroughpeople Actsdecisivelytoimproveperformance ClarityofPurposePracticalCreativityObjectiveAnalyticalPower MarketOrientation LeadingOthersDevelopingOthersInfluencingOthers EntrepreneurialDrive BuildsCommitmenttoGrowthStrategicInfluencingTeamCommitmentTeamLeadership DrivesforGrowthSeizingtheFutureChangeCatalystDevelopingSelf OthersHoldingPeople AccountableEmpoweringOthers CreatesaGrowthVisionPassionforGrowthBreakthroughThinkingOrganisationalAwareness SupplyChain Whatdoesittaketosucceed LeadershipGrowthCompetencies LGP TheLevels Fourlevels FoundationalDevelopingGrowthWorldClassExample PassionforGrowth Arehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusiness Areambitiousforexcellenceandconstantlysearchforopportunitiestoimprovethebusiness Setchallenginggrowthgoalsforthemselvesandothersandputintoplaceplanstoachievethese Takesignificantentrepreneurialactionandask whatispossible toensuregrowthopportunitiesarerealised FoundationLevel DevelopingLevel GrowthLevel WorldClassLevel LGP TheLevels continued BehavioursneededtodemonstrateWorldClassareverystretchingThisreflectsourbusinesstargetsWecan thavesignificantgrowthwithoutanincrementalshiftinbehaviourBut ThesebehavioursarenotbeyondourcapabilitiesWeneedtomakeourpeopledevelopmentahigherpriorityTohelppeopleassesstheirperformanceagainsttheprofile targetcriteriahavebeenestablishedforeachworklevel PassionforGrowthDoesthispersonDEMONSTRATEDRIVEBEYONDEXPECTATIONTODELIVERoutstandingresults MeasureperformanceagainstinternalandexternalbenchmarksMakespecificchangestoimproveperformance e g re engineerprocessestobefaster moreefficient FocusonraisingqualityandcustomerandconsumersatisfactionStimulateandencourageotherstobringaboutperformanceimprovementforthebusiness CreatestretchingbutachievablegoalstoalignownactivitieswithgrowthinitiativesAimtofindandrealisenewgrowthopportunitiesAlignownactivitiesandgoalswithgrowthinitiativesAimforperformanceexcellencethroughowneffortsStimulategrowthbybringingaboutstepchangeimprovements AimtomaketheimpossiblepossibleEntrepreneuriallycommitsignificantinvestmentstoreapmajorrewardsDefyconventionalwisdomandinternaloppositiontoachievemajorgrowthCreatenewmarketsbyexploitinggrowthopportunitiesObsesswithgrowthandfocusondeliveringnewwaystogaincompetitiveadvantage AmbitioustohitsettargetsandstandardsDeliveroncommitmentsmadetoothersPersistinovercomingobstaclestosuccessTakefullresponsibilityfordeliveringtheircontributiontothebusiness Arehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusiness Focusonbusinessimprovementandareambitiousforexcellence constantlysearchforopportunitiestoimprovethebusiness Setchallenginggrowthgoalsforthemselvesandothersandputintoplaceplanstoachievethese Takesignificantentrepreneurialaction andask whatispossible toensuregrowthopportunitiesarerealised FoundationLevel DevelopingLevel GrowthLevel WorldClassLevel OutstandingindividualsradiateaPassionforGrowth thepersonaldrivethatenablesindividualstogotheextramileindeliveringexcellentperformance TheyrecognisethateveryonehasacontributiontomaketoensurethatUnileverachievesitsgrowthobjectives Outstandingindividualsconstantlypushtheboundariesofexcellentbusiness askbigquestionsaboutwhatispossibleandthentakesignificantentrepreneurialactionovertimetoexpandthehorizonsofthebusiness Successisthedeliveryofsustainableprofitablegrowth NegativeIndicators Toobusydealingwithimmediate urgentissuestolookfornewgrowthopportunitiesSettleforthestatusquo takenoactiontoimprovemediocreperformance Easilyside trackedfromimportantgrowthgoalsUnconcernedaboutmissingdeadlinesorfailingtomeetbusinessobjectivesDonottakeresponsibilityforcontributingtogrowthobjectives Linkswith OrganisationalAwareness LGPGuidelinecriteriaforworklevels WL6 MeetsWL4targetandhasatleastoneWorldClasscompetencyineachcluster WL5 MeetsWL4targetandhasoneWorldClasscompetencyineachoftwoclusters WL4 WL3 WL2 TwoineachclusteratGrowthincludingoneofSeizingtheFutureandChangeCatalystandoneotherfromthesameclusterNonegativeindicators MostcompetenciesatDevelopinglevel AtleastonecompetencyineachclusteratGrowthlevel MorecompetenciesatDevelopinglevelthanatFoundation UsingtheLGPandCompetencies TalentManagement Coaching Mentoring RewardforGrowth Ranking Listing PDP Development LeadershipGrowthProfile WherehasLGPbeenusedsofar Alreadyusedfor AssessmentofallWL5andWL6PersonaldevelopmentplanningforWL5 6ExecutiveselectionOneelementofWL4assessmentinUnilever Bestfoodsmerger GoingForward FutureUsesofLGP TheLGPwillbeusedin PDP inallorganisationsforWL2andaboveby2002 2003PDPcycleIndividualperformanceandcapabilitywillbeassessedagainsttheLGPcompetenciesbasedonprevious2 3years dataSelf assessmentandpersonaldevelopmentplanningListingRankingforWL4 othersmayfollow Assessment selectionandrecruitmentofallpostsatGraduatelevelandabove NextStepsforyou Accessthe HowgoodcanIbe documentontheHRwebsite address tounderstandthemodel thecompetencieswithinitandhowtousethemodelStudythetargetcriteriaforyourroleandworklevelinthedocumentConsideryourstrengthsanddevelopmentneedsagainstthemodelWorkwithyourmanagerandyouremployees eitherinthePDPprocessorindependently toidentifycriticalgapstoclose andbuildandimplementanactionplan BuildingCareers KeyPrinciples Successfulcareersarebasedonoutstandingperformancefoundedonskills competenciesandexperience Experience ProfessionalSkills LeadershipCompetencies Performance SupplyChainProfessionalSkills JobSkillsProfileAbilitiestodothejobwellnow future PersonSkillsProfileMycurrentabilities Difference PersonalDevelopmentPlan GAPANALYSIS 2 IntegratedSupplyChainModellingandDesign Integrated CollaborativeSupplyChainPlanningOperationalPlanning ForecastingMaterialsManagement SupplyIntelligence StrategyDevelopmentContractAgreement Arrangement ManagementIntegratingSupplierValueintotheBusiness DrivingProductionPerformanceImprovementInfluencing ImplementingProduct ProcessInnovationMaintenance ProjectEngineering CustomerServiceDevelopment ManagementWarehousingandDistributionManagementChannelLogisticsDevelopment TheNewSkillsFrameworkforSupplyChain Plan Make Deliver Source KeyGeneral BusinessEconomicsNegotiation InfluencingSupportingSustainableDevelopmentUsingInformationTechnologyPeopleManagementProjectManagement HR EmployeeRelationsR DDevelopmentSkills 1 ExtendedSupplyChainStrategyDevelopment Deployment 3 Supplier Contractor Relationship4 Developing Implementing EconomicManagementSupplyChainInnovation 6 ManagingQuality Safety Environment 5 Formulation P