联合利华供应链的资料.pptVIP

“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 Skills An excellent overall understanding of the business, it’s processes and their linkages Business behaviours Outstanding performance Supply Chain - What does it take to succeed? The Supply Chain Process Model Plan Source Make Deliver Supply Chain Mission Strategy Brand Development Brand Development Customer Development Customer Development Suppliers Suppliers Consumers Customers Consumers Customers Information Management Human Resource Management Quality Business Excellence Finance Management Safety, Health Environment Technology Management 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 These elements together contribute more than 50% of Unilever’s total Value Creation 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 r