联合利华的职业生涯管理英文版)
47页1、 Increaserevenuegrowthto5 perannumIncreaseoperatingmarginfrom10 to15 by2004Deliveranincremental 2 7billioninoperatingprofitby2004 PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders ProvideUnileverwiththeplatformtodeliversustainablegrowth Note FiguresdonotincludeBestfoods Unilever PeerGroup UnileverSharePricePerformancevPeerGroup Shadow BasedonQuarterlyAverageShareprices WhydoweneedthePathtoGrowth TheMarketisconcernedaboutourabilitytoexecuteourstrategy PeerGroup Beiersdorf Avo
2、n Cadbury Clorox CocaCola Colgate Danone Eridania Gillette Heinz Kao Lion L Oreal Nestle P G PhilipMorris ReckittBenckiser SaraLee Shiseido Pepsico UnileverSharePricePerformancevPeerGroup Shadow PathtoGrowth 6primarystrategicthrusts WhatisourstrategyforthePathtoGrowth WorldClassSupplyChain Weaimto ClosethegaptoworldclassinsupplychainwithinthreeyearsBy EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin approximately 100fewermanufacturingsites 1 6billionbuyi
3、ngsavingsbyend2002 0 5billionmanufacturingsavingsperannum Theonlywaytosafeguardourpositionistoperform todeliver andtogrowourbusiness DepthandbreadthoftheSupplyChainProfessionalSkillsAnexcellentoverallunderstandingofthebusiness it sprocessesandtheirlinkagesBusinessbehavioursOutstandingperformance SupplyChain Whatdoesittaketosucceed TheSupplyChainProcessModel SupplyChain theHeartofOperations Plan SourcePlan MakePlan DeliverPlanninglinkstheprocessestogether DrivingValueCreationintheSupplyChain Beat
4、ingtheFade continuousinnovationandcostsavingsGrowththrough makingnewproductsavailableimproveddistributionbettercustomerserviceIncreasedmarginsthrough costsavingsalongthesupplychainoverheadcostreductionreducingcomplexityCapitalefficiencyimprovements minimisinginvestmentinplant equipmentandinventories Theseelementstogethercontributemorethan50 ofUnilever stotalValueCreation OrganisationalDevelopment Businesshasmoved andcontinuestomove towardsprocessmanagementEmergenceofSupplyChainprocessrolesAcaree
5、rintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills Leadershipcompetencies andexperience WhatdoSupplyChainpeopleinUnileverdo RolesindifferentpartsoftheorganisationfactoriesregionalsupplychainsbusinessgroupscorporatecentreRoles withstrategicfocusinamoreoperationalenvironment Rolesinvariouspartsofthesupplychain Plan Source Make DeliverRoleswhichfocusonthemulti localaspectsofthebusinessatanationalorregionallevelthemultinationalaspectsRolesinrelatedprofessions e g R D CustomerManagementRol
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