家乐福战略和全球供应链1[1].pptVIP

家乐福战略和全球供应链1[1]2023/10/23家乐福战略和全球供应链1[1] 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家乐福战略和全球供应链1[1] 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”家乐福战略和全球供应链1[1] Path to Growth -- 6 primary strategic thrusts家乐福战略和全球供应链1[1] What is our strategy for the Path to Growth?家乐福战略和全球供应链1[1] 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家乐福战略和全球供应链1[1] “The only way to safeguard our position is to perform, to deliver, and to grow our business.”家乐福战略和全球供应链1[1] 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?家乐福战略和全球供应链1[1] The Supply Chain Process ModelPlanSourceMakeDeliverSupply Chain Mission Strategy Brand Development Brand DevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumersCustomersConsumersCustomersInformation ManagementHuman Resource ManagementQuality Business ExcellenceFinanc