联合利华供应链资料.ppt

1、,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 2004,Path to Growth identifies what we will do to deliver on our promises to shareholders:,Provide Unilever with the platform to deliver sustainable gro

2、wth,Note: Figures do not include Bestfoods,Unilever,Peer Group,Unilever Share Price Performance v Peer Group “Shadow”,(Based on Quarterly Average Share prices),Why do we need the Path to Growth?,The Market is concerned about our ability to execute our strategy,Peer Group: Beiersdorf,Avon, Cadbury, C

3、lorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, LOreal, Nestle, P they are intrinsically satisfying and rewarding e.g. achievement,The Iceberg Model,Necessary but not sufficient,Distinguish effective performance,Acquired capability,Deeper seated traits and motives,A competen

4、cy: 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 that can be developed based on the business needs of today and tomorrow factors whic

5、h drive superior performance in a given job,How was the LGP developed?,Step 1: Was developed by a rigorous research process: Assessment of Unilevers business context, the challenges facing leaders and the capabilities needed to achieve growth In-depth research of 39 Unilever growth leaders Interview

6、s and feedback from colleagues Comparison of the Unilever growth leadership characteristics to a world-class benchmark sample Large international organisations Achieved substantial growth in own sectors Result: LGP was rolled out to WL6 and 5 in 2000,How was the LGP developed?,Step 2: Focus groups a

7、nd interviews with WL2, 3 and 4 in 14 countries around the world Tested relevance and made relevant adjustments Result: Now rolling out to all WL2+ managers across Unilever,How were the Criteria Established?,Original Research Compared and Contrasted Two Groups,Current Superior Leaders,Current Outsta

8、nding Leaders,“Baseline” Competencies Both groups show,“Distinguishing” Competencies Only outstanding show,How were the External Benchmarks used?,Compared both groups to competencies required to meet the future strategy and against the external benchmark population,External benchmark of world class

9、leaders,Current Superior Leaders,“Baseline” Competencies,“Distinguishing” Competencies,Potential Vulnerabilities Even the best needto show more,Current Outstanding Leaders,What makes a world-class leader of growth?,World-class leaders of growth: Driven by bigger ambition and drive for step change Ge

10、nerate and encourage big thinking Are highly street smart and savvy Think and act over a longer term perspective Energise others for significant change Demonstrate a greater focus on individuals - developing, empowering and holding them accountable Use highly effective influencing strategies to gain

11、 support: they know how to orchestrate the organisation - colleagues, bosses, their teams How does Unilever measure up? Although the best of the Unilever sample demonstrates these behaviours and creates growth orientated climates, we are often still more controllers than enablers in our leadership s

12、tyle. We are good, but we know we can be better,How is the LGP different?,Directly related to our current business agenda - Growth Externally benchmarked against the best One set of competencies for all levels Creates a focus on development of outstanding leaders at every level It is easily modified

13、 to support future new business goals As a result, LGP will replace the Effective Unilever Manager competencies,Achieves through integrity, teamwork and learning,Self Confident Integrity Team Commitment Learning from Experience,Possesses the intellectual power to determine direction,Ensures that dir

14、ection is market driven,Delivers through people,Acts decisively to improve performance,Clarity of Purpose Practical Creativity Objective Analytical Power,Market Orientation,Leading Others Developing Others Influencing Others,Entrepreneurial Drive,Builds Commitment to Growth Strategic Influencing Tea

15、m Commitment Team Leadership,Drives for Growth Seizing the Future Change Catalyst Developing Self & Others Holding People -Accountable Empowering Others,Creates a Growth Vision Passion for Growth Breakthrough Thinking Organisational Awareness,Supply Chain - What does it take to succeed?,Leadership G

16、rowth Competencies,LGP - The Levels,Four levels: Foundational Developing Growth World Class Example: Passion for Growth,Are highly motivated to achieve their personal targets in order to contribute to the sustainable profitable growth of the business,Are ambitious for excellence and constantly searc

17、h for opportunities to improve the business,Set challenging growth goals for themselves and others and put into place plans to achieve these,Take significant entrepreneurial action and ask “what is possible?” to ensure growth opportunities are realised,Foundation Level,Developing Level,Growth Level,

18、World Class Level,LGP - The Levels (continued),Behaviours needed to demonstrate World Class are very stretching This reflects our business targets We cant have significant growth without an incremental shift in behaviour But. These behaviours are not beyond our capabilities We need to make our peopl

19、e development a higher priority To help people assess their performance against the profile, target criteria have been established for each work level,Passion for GrowthDoes this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results?,Measure performance against internal and exte

20、rnal 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 performance improvement for the business,Create stretching but achievab

21、le goals to align own activities with growth initiatives Aim to find and realise new growth opportunities Align own activities and goals with growth initiatives Aim for performance excellence through own efforts Stimulate growth by bringing about step change improvements,Aim to make the impossible p

22、ossible Entrepreneurially commit significant investments to reap major rewards Defy conventional wisdom and internal opposition to achieve major growth Create new markets by exploiting growth opportunities Obsess with growth and focus on delivering new ways to gain competitive advantage,Ambitious to

23、 hit set targets and standards Deliver on commitments made to others Persist in overcoming obstacles to success Take full responsibility for delivering their contribution to the business,Are highly motivated to achieve their personal targets in order to contribute to the sustainable profitable growt

24、h of the business,Focus on business improvement and are ambitious for excellence, constantly search for opportunities to improve the business,Set challenging growth goals for themselves and others and put into place plans to achieve these,Take significant entrepreneurial action, and ask “what is pos

25、sible?” to ensure growth opportunities are realised,Foundation Level,Developing Level,Growth Level,World Class Level,Outstanding individuals radiate a Passion for Growth, the personal drive that enables individuals to go the extra mile in delivering excellent performance. They recognise that everyon

26、e 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 time to expand the horizons of the busines

27、s. Success is the delivery of sustainable profitable growth.,Negative Indicators: Too busy dealing with immediate, urgent issues to look for new growth opportunities Settle for the status quo - take no action to improve mediocre performance,Easily side-tracked from important growth goals Unconcerned

28、 about missing deadlines or failing to meet business objectives Do not take responsibility for contributing to growth objectives,Links with: Organisational Awareness,LGP Guideline criteria for work levels,WL6,Meets WL4 target and has at least one World Class competency in each cluster,WL5,Meets WL4

29、target and has one World Class competency in each of two clusters,WL4,WL3,WL2,Two in each cluster at Growth including one of Seizing the Future and Change Catalyst and one other from the same cluster No negative indicators,Most competencies at Developing level. At least one competency in each cluste

30、r at Growth level,More competencies at Developing level than at Foundation,Using the LGP and Competencies,Talent Management,Coaching & Mentoring,Reward for Growth,Ranking,Listing,PDP/ Development,Leadership Growth Profile,Where has LGP been used so far?,Already used for: Assessment of all WL5 and WL

31、6 Personal development planning for WL5/6 Executive selection One element of WL4 assessment in Unilever/Bestfoods merger,Going Forward - Future Uses of LGP,The LGP will be used in: PDP - in all organisations for WL2 and above by 2002/2003 PDP cycle Individual performance and capability will be asses

32、sed against the LGP competencies based on previous 2 - 3 years data Self-assessment and personal development planning Listing Ranking for WL4 (others may follow) Assessment, selection and recruitment of all posts at Graduate level and above,Next Steps for you,Access the How good can I be? document o

33、n the HR website address to understand the model, the competencies within it and how to use the model Study the target criteria for your role and work level in the document Consider your strengths and development needs against the model Work with your manager and your employees (either in the PDP pr

34、ocess or independently) to identify critical gaps to close - and build and implement an action plan,Building Careers - Key Principles,Successful careers are based on outstanding performance founded on skills, competencies and experience,Experience,Professional Skills,Leadership Competencies,Performa

35、nce,Supply Chain Professional Skills,Job Skills Profile Abilities to do the job well now + future.,Person Skills Profile My current abilities.,Difference,Personal Development Plan,GAP ANALYSIS,2. Integrated Supply Chain Modelling and Design,Integrated/CollaborativeSupply Chain Planning Operational P

36、lanning & 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 Engineer

37、ing,Customer Service Development& Management Warehousing and Distribution Management Channel Logistics Development,The New Skills Framework for Supply Chain,Plan,Make,Deliver,Source,Key General,Business Economics Negotiation & Influencing Supporting Sustainable Development Using Information Technolo

38、gy People Management Project Management,(HR) Employee Relations R & D Development Skills,1. Extended Supply Chain Strategy Development & Deployment,3. Supplier (& Contractor) Relationship4. Developing & Implementing /Economic Management Supply Chain Innovation,6. Managing Quality, Safety (& Environm

39、ent)5. Formulation, Process & Packaging Knowledge,7. Optimising Supply Chain Operations Performance,Core,at least 2 of the 4 Supply Chain sub-processes (Plan, Source, Make, Deliver). (especially those with Finance/Business backgrounds): Technology as a Supply Chain enabler.,Building a Supply Chain careerLearn the Trade,Career Building Blocks Experience - WL2,Career Building Blocks Experience - WL3,Building a Supply Chain careerAct as a Businessman,As a Suppl