联合利华的职业生涯管理.pptxVIP

Increase revenue growth to 5% per annumIncrease operating margin from 10% to 15% by 2004Deliver 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 sustainable growthNote: Figures do not include Bestfoods UnileverPeer GroupUnilever 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 strategyPeer Group:Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, PG, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, PepsicoUnilever Share Price Performance v Peer Group “Shadow” Path to Growth -- 6 primary strategic thrusts What is our strategy for the Path to Growth? World Class Supply ChainWe aim to: Close the gap to world class in supply chain within three yearsBy: Establishing a Global Buying programmeEstablishing a world class manufacturing programmeResulting in (approximately):100 fewer manufacturing sites€€1.6 billion buying savings by end 2002€€0.5 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, it’s processes and their linkagesBusiness behavioursOutstanding performanceSupply Chain - What does it take to succeed? The Supply Chain Process ModelPlanSourceMakeDeliverSupply Chain Mission Strategy Brand Development Brand DevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumersCustomersConsumersCustomersInformation ManagementHuman Resource ManagementQuality Business ExcellenceFinance ManagementSafety, Health EnvironmentTechnology Management Supply Chain - the Heart of OperationsPlan/SourcePlan/MakePlan/DeliverPlanning links