Unilever公司的模板.pptVIP

Path to Growth -- 6 primary strategic thrusts 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 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 - the Heart of Operations Plan/Source Plan/Make Plan/Deliver Planning links the processes together 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: minimising investment in plant equipment and inventories Organisational Development Business has moved, and continues to move, towards process management Emergence of Supply Chain process roles A career in the Supply Chain requires development of breadth and depth of skills, Leadership competencies, and experience What do Supply Chain people in Unilever do? Roles in different parts of the organisation factories regional supply chains business groups corporate centre Roles: with strategic focus in a more operational environment, Roles in various parts of the supply chain: Plan–Source–Make–Deliver Roles which focus on the multi-local aspects of the business at a national or regional level the multinational aspects Roles in related professions, e.g. RD, Customer Management Roles in QA, SHE and Technical Management Building Successful Careers Focuses On: Processes and