Supply Chain Careers within Unilever(英文版)(ppt 4)

,Increaserevenuegrowthto5%perannumIncreaseoperatingmarginfrom10%to15%by2004Deliveranincremental2.7billioninoperatingprofitby2004,PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders:,ProvideUnileverwiththeplatformtodeliversustainablegrowth,Note:FiguresdonotincludeBestfoods,Unilever,PeerGroup,UnileverSharePricePerformancevPeerGroup“Shadow”,(BasedonQuarterlyAverageShareprices),WhydoweneedthePathtoGrowth?,TheMarketisconcernedaboutourabilitytoexecuteourstrategy,PeerGroup:Beiersdorf,Avon,Cadbury,Clorox,CocaCola,Colgate,Danone,Eridania,Gillette,Heinz,Kao,Lion,LOreal,Nestle,Ptheyareintrinsicallysatisfyingandrewardinge.g.achievement,TheIcebergModel,Necessarybutnotsufficient,Distinguisheffectiveperformance,Acquiredcapability,Deeperseatedtraitsandmotives,Acompetency:anycharacteristicofapersonthatdifferentiatesoutstandingfrommoretypicalperformanceinagivenjob,role,organizationorculture.,Competenciesare:,observableandmeasurablebehaviouralcharacteristicsthatcanbedevelopedbasedonthebusinessneedsoftodayandtomorrowfactorswhichdrivesuperiorperformanceinagivenjob,HowwastheLGPdeveloped?,Step1:Wasdevelopedbyarigorousresearchprocess:AssessmentofUnileversbusinesscontext,thechallengesfacingleadersandthecapabilitiesneededtoachievegrowthIn-depthresearchof39UnilevergrowthleadersInterviewsandfeedbackfromcolleaguesComparisonoftheUnilevergrowthleadershipcharacteristicstoaworld-classbenchmarksampleLargeinternationalorganisationsAchievedsubstantialgrowthinownsectorsResult:LGPwasrolledouttoWL6and5in2000,HowwastheLGPdeveloped?,Step2:FocusgroupsandinterviewswithWL2,3and4in14countriesaroundtheworldTestedrelevanceandmaderelevantadjustmentsResult:NowrollingouttoallWL2+managersacrossUnilever,HowweretheCriteriaEstablished?,OriginalResearchComparedandContrastedTwoGroups,CurrentSuperiorLeaders,CurrentOutstandingLeaders,“Baseline”CompetenciesBothgroupsshow,“Distinguishing”CompetenciesOnlyoutstandingshow,HowweretheExternalBenchmarksused?,Comparedbothgroupstocompetenciesrequiredtomeetthefuturestrategyandagainsttheexternalbenchmarkpopulation,Externalbenchmarkofworldclassleaders,CurrentSuperiorLeaders,“Baseline”Competencies,“Distinguishing”Competencies,PotentialVulnerabilitiesEventhebestneedtoshowmore,CurrentOutstandingLeaders,Whatmakesaworld-classleaderofgrowth?,World-classleadersofgrowth:DrivenbybiggerambitionanddriveforstepchangeGenerateandencouragebigthinkingArehighlystreetsmartandsavvyThinkandactoveralongertermperspectiveEnergiseothersforsignificantchangeDemonstrateagreaterfocusonindividuals-developing,empoweringandholdingthemaccountableUsehighlyeffectiveinfluencingstrategiestogainsupport:theyknowhowtoorchestratetheorganisation-colleagues,bosses,theirteamsHowdoesUnilevermeasureup?AlthoughthebestoftheUnileversampledemonstratesthesebehavioursandcreatesgrowthorientatedclimates,weareoftenstillmorecontrollersthanenablersinourleadershipstyle.Wearegood,butweknowwecanbebetter,HowistheLGPdifferent?,Directlyrelatedtoourcurrentbusinessagenda-GrowthExternallybenchmarkedagainstthebestOnesetofcompetenciesforalllevelsCreatesafocusondevelopmentofoutstandingleadersateverylevelItiseasilymodifiedtosupportfuturenewbusinessgoalsAsaresult,LGPwillreplacetheEffectiveUnileverManagercompetencies,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),BehavioursneededtodemonstrateWorldClassareverystretchingThisreflectsourbusinesstargetsWecanthavesignificantgrowthwithoutanincrementalshiftinbehaviourBut.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-inallorganisationsforWL2andaboveby2002/2003PDPcycleIndividualperformanceandcapabilitywillbeassessedagainsttheLGPcompetenciesbasedonprevious2-3yearsdataSelf-assessmentandpersonaldevelopmentplanningListingRankingforWL4(othersmayfollow)Assessment,selectionandrecruitmentofallpostsatGraduatelevelandabove,NextStepsforyou,AccesstheHowgoodcanIbe?documentontheHRwebsiteaddresstounderstandthemodel,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,Process&PackagingKnowledge,7.OptimisingSupplyChainOperationsPerformance,Core,atleast2ofthe4SupplyChainsub-processes(Plan,Source,Make,Deliver).(especiallythosewithFinance/Businessbackgrounds):TechnologyasaSupplyChainenabler.,BuildingaSupplyChaincareerL