Supply Chain Careers within Unilever(英文版)(ppt 48页)

1、l Increase revenue growth to 5% per annuml Increase operating margin from 10% to 15% by 2004l Deliver an incremental 2.7billion in operating profit by 2004Path to Growth identifies what we will do to deliver on our promises to shareholders:Provide Unilever with the platform to deliver Provide Unilev

2、er with the platform to deliver sustainable growthsustainable growthUnileverNote: Figures do not include Bestfoods100120140160180200Q4 97Q1 98Q2 98Q3 98Q4 98Q1 99Q2 99Q3 99Q4 99Q1 00Q2 00Q3 00UnileverUnileverPeer GroupPeer GroupUnilever Share Price Performance v Peer Group “Shadow”Unilever Share Pri

3、ce Performance v Peer Group “Shadow”(Based on Quarterly Average Share prices)Why do we need the Path to Growth?Why do we need the Path to Growth?The Market is concerned about our ability to execute our strategyThe Market is concerned about our ability to execute our strategyPeer Group:Beiersdorf,Avo

4、n, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, LOreal, Nestle, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, PepsicoUnilever Share Price Performance v Peer Group “Shadow”Unilever Share Price Performance v Peer Group “Shadow” Path to Growth - 6

5、primary strategic thrusts Path to Growth - 6 primary strategic thrustsWhat is our strategy for the Path to What is our strategy for the Path to Growth?Growth?lusi ng consum er i nsi ght t odel i ver superi or consum erbenef i t sla sharpl y f ocused brandport f ol i olnew , al t ernat i ve channel s

6、lsi m pl i f yi ng our processesand st ruct ureldri vi ng synergi es andef f i ci enci es across t hesuppl y chai nC ent ral t o t hi s i s an Ent erpri se C ul t ure, w hi ch f ost ersl passi on f or w i nni ng l connect ed creat i vi t y l l i berat i ng ri gourI ncrease revenue grow thI ncrease r

7、evenue grow th byI ncrease operati ng m argi nI ncrease operati ng m argi n byal l ow i ng us to focus our i nvestm ent onal l ow i ng us to focus our i nvestm ent onadverti si ng and devel opm entadverti si ng and devel opm ental l ow i ng us to reduce costs andal l ow i ng us to reduce costs andi

8、ncrease i nvestm entsi ncrease i nvestm entsWorld Class Supply ChainWe aim to: l Close the gap to world class in supply chain within Close the gap to world class in supply chain within three yearsthree yearsBy: l Establishing a Global Buying programmeEstablishing a Global Buying programmel Establish

9、ing a world class manufacturing programmeEstablishing a world class manufacturing programmeResulting in (approximately)(approximately):- 100 fewer manufacturing sites100 fewer manufacturing sites- 1.6 billion buying savings by end 20021.6 billion buying savings by end 2002- 0.5 billion manufacturing

10、 savings per annum0.5 billion 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 SkillsAn excellent overall understanding of the business, its processes and their linkagesBusin

11、ess behavioursOutstanding performanceSupply Chain - What does it take to succeed?The Supply Chain Process ModelPlanSourceMakeDeliverSupply Chain Mission & Strategy Brand Development Brand DevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&Cust

12、omersInformation ManagementHuman Resource ManagementQuality & Business ExcellenceFinance ManagementSafety, Health & EnvironmentTechnology ManagementSupply Chain - the Heart of OperationsPlan/SourcePlan/MakePlan/DeliverPlanning links the processes togetherDriving Value Creation in the Supply

13、ChainBeating the Fade:continuous innovation and cost savingsGrowth through:making new products availableimproved distributionbetter customer serviceIncreased margins through:cost savings along the supply chainoverhead cost reductionreducing complexityCapital efficiency improvements: minimising inves

14、tment in plant & equipment and inventoriesThese elements together contribute more than 50% of Unilevers total Value CreationOrganisational DevelopmentBusiness has moved, and continues to move, towards process managementEmergence of Supply Chain process rolesA career in the Supply Chain requires

15、development of breadth and depth of skills, Leadership competencies, and experienceWhat do Supply Chain people in Unilever do?Roles in different parts of the organisationfactoriesregional supply chainsbusiness groupscorporate centreRoles:with strategic focusin a more operational environment, Roles i

16、n various parts of the supply chain: PlanSourceMakeDeliverRoles which focus onthe multi-local aspects of the business at a national or regional levelthe multinational aspectsRoles in related professions, e.g. R&D, Customer ManagementRoles in QA, SHE and Technical ManagementBuilding Successful Ca

17、reers Focuses On:Processes and tools used in career developmentKey career building blocksCareer phasesThe need for breadth and depth of skills and experienceThe impact of each individuals potentialThe importance of tactical and strategic career planningThe need for a global perspectivePlanning life

18、and careerBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on skills, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance found

19、ed on skills, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceThe Leadership Growth CompetenciesFocus on Growth (in every sense)What is the Leadership Growth What is the Leadership Growth Profile?Profile?It is : A leading edge competency model that focuses on

20、driving growth throughout the businessA tool for development and assessment of performanceBy helping our leaders grow, we will grow our businessApplicable to everyone at WL2 and aboveWhy we need to develop Competencies?Why we need to develop Competencies?CompetenciesKnowledge & SkillsPersonal ch

21、aracteristics (values, traits, motives) shaping HOW the job is undertakenMeasured by clearly observable behaviourTransferable knowledge and abilities (professional and general) to do WHAT is required by the jobMeasured by demonstrated capabilityWhat are Competencies?“ underlying characteristics that

22、 are directly related to superior performance in a given role”skills - what you know how to do e.g. make an effective presentationknowledge - what you know e.g. theories of effective presentation self image - how you see yourself e.g. public speakervalues - what you think is important e.g. achieving

23、 excellence traits - relatively enduring characteristics e.g. self-control big picture thinking motives - the unconscious factors that drive behaviour; they are intrinsically satisfying and rewarding e.g. achievement The Iceberg ModelSkillSkillKnowledgeKnowledgeValuesValuesSelf-ImageSelf-ImageTraits

24、TraitsMotivesMotives Acquired capabilityDeeper seated traits and motivesA competency: any characteristic of a person that differentiates outstanding from more typical performance in a given job, role, organization or culture.Competencies are: observable and measurable behavioural characteristics tha

25、t can be developed based on the business needs of today and tomorrow factors which drive superior performance in a given jobHow was the LGP developed?Step 1:Step 1:Was developed by a rigorous research process:Was developed by a rigorous research process:Assessment of Unilevers business context, the

26、Assessment of Unilevers business context, the challenges facing leaders and the capabilities needed challenges facing leaders and the capabilities needed to achieve growthto achieve growthIn-depth research of 39 Unilever growth leadersIn-depth research of 39 Unilever growth leaders Interviews and fe

27、edback from colleaguesInterviews and feedback from colleaguesComparison of the Unilever growth leadership Comparison of the Unilever growth leadership characteristics to a world-class benchmark samplecharacteristics to a world-class benchmark sample Large international organisationsLarge internation

28、al organisations Achieved substantial growth in own sectorsAchieved substantial growth in own sectorsResultResult: LGP was rolled out to WL6 and 5 in 2000 LGP was rolled out to WL6 and 5 in 2000How was the LGP developed?Step 2:Step 2:Focus groups and interviews with WL2, 3 and 4 in 14 Focus groups a

29、nd interviews with WL2, 3 and 4 in 14 countries around the worldcountries around the worldTested relevance and made relevant adjustmentsTested relevance and made relevant adjustmentsResult:Result: Now rolling out to all WL2+ managers across Now rolling out to all WL2+ managers across UnileverUnileve

30、rHow were the Criteria Established? How were the Criteria Established? Original Research Compared and Contrasted Two GroupsCurrent SuperiorLeaders “Baseline”CompetenciesBoth groups show “Distinguishing” CompetenciesOnly outstanding showHow were the External Benchmarks used? How were the External Ben

31、chmarks used? Compared both groups to competencies required to meet the future strategy and against the external benchmark populationCurrent SuperiorLeaders “Baseline”Competencies “Distinguishing”CompetenciesPotentialVulnerabilitiesEven the best needto show moreWhat makes a world-class leader of gro

32、wth?What makes a world-class leader of growth?World-class leaders of growth:Driven by bigger ambition and drive for step change Generate and encourage big thinking Are highly street smart and savvyThink and act over a longer term perspectiveEnergise others for significant change Demonstrate a greate

33、r focus on individuals - developing, empowering and holding them accountableUse highly effective influencing strategies to gain support: they know how to orchestrate the organisation - colleagues, bosses, their teamsHow does Unilever measure up?Although the best of the Unilever sample demonstrates t

34、hese behaviours and creates growth orientated climates, we are often still more controllers than enablers in our leadership style. We are good, but we know we can be betterHow is the LGP different?Directly related to our current business agenda - GrowthExternally benchmarked against the bestOne set

35、of competencies for all levelsCreates a focus on development of outstanding leaders at every levelIt is easily modified to support future new business goalsAs a result, LGP will replace the Effective Unilever Manager competenciesAchieves through integrity, teamwork and learning Self Confident Integr

36、ity Team Commitment Learning from Experience Possesses the intellectual power to determine directionEnsures that direction is market drivenDelivers through peopleActs decisively to improve performance Clarity of Purpose Practical Creativity Objective Analytical Power Market Orientation Leading Other

37、s Developing Others Influencing Others Entrepreneurial Drive Builds Commitment to Growth Builds Commitment to Growth Strategic Influencing Strategic Influencing Team Commitment Team Commitment Team Leadership Team LeadershipDrives for GrowthDrives for Growth Seizing the Future Seizing the Future Cha

38、nge Catalyst Change Catalyst Developing Self & Others Developing Self & Others Holding People -Accountable Holding People -Accountable Empowering Others Empowering OthersCreates a Growth VisionCreates a Growth Vision Passion for Growth Passion for Growth Breakthrough Thinking Breakthrough Th

39、inking Organisational Awareness Organisational AwarenessSupply Chain - What does it take to succeed?LGP - The Levels Four levels: Foundational Developing Growth World ClassExample: Passion for GrowthAre highly motivated to achieve their personal targets in order to contribute to the sustainable prof

40、itable growth of the businessAre ambitious for excellence and constantly search for opportunities to improve the businessSet challenging growth goals for themselves and others and put into place plans to achieve theseTake significant entrepreneurial action and ask “what is possible?” to ensure growt

41、h opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class LevelLGP - The Levels (continued)Behaviours needed to demonstrate World Class are very stretchingThis reflects our business targetsWe cant have significant growth without an incremental shift in behaviourBut.These be

42、haviours are not beyond our capabilitiesWe need to make our people development a higher priorityTo help people assess their performance against the profile, target criteria have been established for each work levelPassion for GrowthDoes this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER out

43、standing results?Measure performance against internal and external benchmarks Make specific changes to improve performance (e.g. re-engineer processes to be faster, more efficient) Focus on raising quality and customer and consumer satisfaction Stimulate and encourage others to bring about performan

44、ce improvement for the businessCreate stretching but achievable goals to align own activities with growth initiatives Aim to find and realise new growth opportunitiesAlign own activities and goals with growth initiativesAim for performance excellence through own effortsStimulate growth by bringing a

45、bout step change improvementsAim to make the impossible possibleEntrepreneurially commit significant investments to reap major rewardsDefy conventional wisdom and internal opposition to achieve major growthCreate new markets by exploiting growth opportunitiesObsess with growth and focus on deliverin

46、g new ways to gain competitive advantageAmbitious to hit set targets and standardsDeliver on commitments made to othersPersist in overcoming obstacles to successTake full responsibility for delivering their contribution to the businessAre highly motivated to achieve their personal targets in order t

47、o contribute to the sustainable profitable growth of the businessFocus on business improvement and are ambitious for excellence, constantly search for opportunities to improve the businessSet challenging growth goals for themselves and others and put into place plans to achieve theseTake significant

48、 entrepreneurial action, and ask “what is possible?” to ensure growth opportunities are realisedFoundation LevelDeveloping LevelGrowth LevelWorld Class LevelOutstanding individuals radiate a Passion for Growth, the personal drive that enables individuals to go the extra mile in delivering excellent

49、performance. They recognise that everyone has a contribution to make to ensure that Unilever achieves its growth objectives. Outstanding individuals constantly push the boundaries of excellent business, ask big questions about what is possible and then take significant entrepreneurial action over ti

50、me to expand the horizons of the business. Success is the delivery of sustainable profitable growth.Negative Indicators:lToo busy dealing with immediate, urgent issues to look for new growth opportunitieslSettle for the status quo - take no action to improve mediocre performancelEasily side-tracked

51、from important growth goalslUnconcerned about missing deadlines or failing to meet business objectiveslDo not take responsibility for contributing to growth objectivesLinks with: Organisational AwarenessLGP Guideline criteria for work levelsWL6Meets WL4 target and has at least one World Class compet

52、ency in each clusterWL5Meets WL4 target and has one World Class competency in each of two clustersWL4WL3WL2Two in each cluster at Growth including one of Seizing the Future and Change Catalyst and one other from the same clusterNo negative indicatorsMost competencies at Developing level. At least on

53、e competency in each cluster at Growth levelMore competencies at Developing level than at FoundationUsing the LGP and CompetenciesUsing the LGP and CompetenciesTalent ManagementCoaching &MentoringReward forGrowthRanking ListingPDP/DevelopmentLeadershipGrowthProfileWhere has LGP been used so far?

54、Where has LGP been used so far?Already used for: Assessment of all WL5 and WL6 Personal development planning for WL5/6 Executive selection One element of WL4 assessment in Unilever/Bestfoods mergerGoing Forward - Future Uses of LGPGoing Forward - Future Uses of LGPThe LGP will be used in:PDP - in al

55、l organisations for WL2 and above by 2002/2003 PDP cycleIndividual performance and capability will be assessed against the LGP competencies based on previous 2 - 3 years dataSelf-assessment and personal development planningListingRanking for WL4 (others may follow)Assessment, selection and recruitme

56、nt of all posts at Graduate level and aboveNext Steps for youAccess the How good can I be? document on the HR website address to understand the model, the competencies within it and how to use the modelStudy the target criteria for your role and work level in the documentConsider your strengths and

57、development needs against the modelWork with your manager and your employees (either in the PDP process or independently) to identify critical gaps to close - and build and implement an action planBuilding Careers - Key PrinciplesSuccessful careers are based on outstanding performance founded on ski

58、lls, competencies and experienceExperienceProfessionalSkillsLeadershipCompetenciesPerformanceSupply Chain Professional SkillsllsJob Skills ProfileAbilities to do the job well now + future.Person Skills ProfileMy current abilities. DifferencePersonalDevelopmentPlan2. Integrated Supply Chain Modelling

59、 and Design Integrated/CollaborativeSupply Chain Planning Operational Planning & Forecasting Materials Management Supply Intelligence & StrategyDevelopment Contract Agreement/Arrangement& Management Integrating Supplier Value into the Business Driving ProductionPerformance Improvement Influencing & Implementing Product& Process Innovation Maintenance & Project Engineering Customer Service Development& Management Warehousing and Distribution Management Channel Logistics DevelopmentThe New Skills Framework for Supply Chain Business Economics