家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈2024/3/29家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈Increaserevenuegrowthto5%perannumIncreaseoperatingmarginfrom10%to15%by2004Deliveranincremental€2.7billioninoperatingprofitby2004PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders:ProvideUnileverwiththeplatformtodeliversustainablegrowthNote:FiguresdonotincludeBestfoods精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈UnileverPeerGroupUnileverSharePricePerformancevPeerGroup“Shadow”(BasedonQuarterlyAverageShareprices)WhydoweneedthePathtoGrowth?TheMarketisconcernedaboutourabilitytoexecuteourstrategyPeerGroup:Beiersdorf,Avon,Cadbury,Clorox,CocaCola,Colgate,Danone,Eridania,Gillette,Heinz,Kao,Lion,L’Oreal,Nestle,P&G,PhilipMorris,ReckittBenckiser,SaraLee,Shiseido,PepsicoUnileverSharePricePerformancevPeerGroup“Shadow”精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈PathtoGrowth--6primarystrategicthrusts精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈WhatisourstrategyforthePathtoGrowth?精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈WorldClassSupplyChainWeaimto:ClosethegaptoworldclassinsupplychainwithinthreeyearsBy:EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin(approximately):100fewermanufacturingsites€€1.6billionbuyingsavingsbyend2002€€0.5billionmanufacturingsavingsperannum精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈“Theonlywaytosafeguardourpositionistoperform,todeliver,andtogrowourbusiness.”精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈DepthandbreadthoftheSupplyChainProfessionalSkillsAnexcellentoverallunderstandingofthebusiness,it’sprocessesandtheirlinkagesBusinessbehavioursOutstandingperformanceSupplyChain-Whatdoesittaketosucceed?精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈TheSupplyChainProcessModelPlanSourceMakeDeliverSupplyChainMission&StrategyBrandDevelopmentBrandDevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformationManagementHumanResourceManagementQuality&BusinessExcellenceFinanceManagementSafety,Health&EnvironmentTechnologyManagement精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈SupplyChain-theHeartofOperationsPlan/SourcePlan/MakePlan/DeliverPlanninglinkstheprocessestogether精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈DrivingValueCreationintheSupplyChain‘BeatingtheFade’:continuousinnovationandcostsavingsGrowththrough:makingnewproductsavailableimproveddistributionbettercustomerserviceIncreasedmarginsthrough:costsavingsalongthesupplychainoverheadcostreductionreducingcomplexityCapitalefficiencyimprovements:minimisinginvestmentinplant&equipmentandinventoriesTheseelementstogethercontributemorethan50%ofUnilever’stotalValueCreation精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈OrganisationalDevelopmentBusinesshasmoved,andcontinuestomove,towardsprocessmanagementEmergenceofSupplyChainprocessrolesAcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills,Leadershipcompetencies,andexperience精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈WhatdoSupplyChainpeopleinUnileverdo?RolesindifferentpartsoftheorganisationfactoriesregionalsupplychainsbusinessgroupscorporatecentreRoles:withstrategicfocusinamoreoperationalenvironment,Rolesinvariouspartsofthesupplychain:Plan–Source–Make–DeliverRoleswhichfocusonthemulti-localaspectsofthebusinessatanationalorregionallevelthemultinationalaspectsRolesinrelatedprofessions,e.g.R&D,CustomerManagementRolesinQA,SHEandTechnicalManagement精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈BuildingSuccessfulCareersFocusesOn:ProcessesandtoolsusedincareerdevelopmentKeycareerbuildingblocksCareerphasesTheneedforbreadthanddepth

ofskillsandexperienceTheimpactofeachindividual’spotentialTheimportanceof

tacticalandstrategiccareerplanningTheneedforaglobalperspectivePlanninglifeandcareer精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈BuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈BuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈TheLeadershipGrowthCompetencies精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈FocusonGrowth(ineverysense)精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈WhatistheLeadershipGrowthProfile?Itis:

AleadingedgecompetencymodelthatfocusesondrivinggrowththroughoutthebusinessAtoolfordevelopmentandassessmentofperformanceByhelpingourleadersgrow,wewillgrowourbusinessApplicabletoeveryoneatWL2andabove精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈WhyweneedtodevelopCompetencies?SUPERIORJOBPERFORMANCECompetenciesKnowledge&SkillsPersonalcharacteristics(values,traits,motives)shapingHOWthejobisundertakenMeasuredbyclearlyobservablebehaviourTransferableknowledgeandabilities(professionalandgeneral)todoWHATisrequiredbythejobMeasuredbydemonstratedcapability精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈WhatareCompetencies?“…underlyingcharacteristicsthataredirectlyrelatedtosuperiorperformanceinagivenrole”skills-whatyouknowhowtodoe.g.makeaneffectivepresentationknowledge-whatyouknowe.g.theoriesofeffectivepresentationselfimage-howyouseeyourselfe.g.publicspeakervalues-whatyouthinkisimportante.g.achievingexcellencetraits-relativelyenduringcharacteristicse.g.self-control‘bigpicture’thinkingmotives-theunconsciousfactorsthatdrivebehaviour;theyareintrinsicallysatisfyingandrewardinge.g.achievement精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈TheIcebergModelNecessarybutnotsufficientDistinguisheffectiveperformance}SkillKnowledgeValuesSelf-ImageTraitsMotives}AcquiredcapabilityDeeperseatedtraitsandmotivesAcompetency:anycharacteristicofapersonthatdifferentiatesoutstandingfrommoretypicalperformanceinagivenjob,role,organizationorculture.精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈Competenciesare:

observableandmeasurablebehaviouralcharacteristicsthatcanbedevelopedbasedonthebusinessneedsoftodayandtomorrowfactorswhichdrivesuperiorperformanceinagivenjob精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈HowwastheLGPdeveloped?Step1:Wasdevelopedbyarigorousresearchprocess:AssessmentofUnilever’sbusinesscontext,thechallengesfacingleadersandthecapabilitiesneededtoachievegrowthIn-depthresearchof39Unilever‘growth’leadersInterviewsandfeedbackfromcolleaguesComparisonoftheUnilever‘growth’leadershipcharacteristicstoaworld-classbenchmarksampleLargeinternationalorganisationsAchievedsubstantialgrowthinownsectorsResult:LGPwasrolledouttoWL6and5in2000精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈HowwastheLGPdeveloped?Step2:FocusgroupsandinterviewswithWL2,3and4in14countriesaroundtheworldTestedrelevanceandmaderelevantadjustmentsResult:NowrollingouttoallWL2+managersacrossUnilever精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈HowweretheCriteriaEstablished?OriginalResearchComparedandContrastedTwoGroupsCurrentSuperiorLeadersCurrentOutstandingLeaders“Baseline”CompetenciesBothgroupsshow“Distinguishing”CompetenciesOnlyoutstandingshow精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈HowweretheExternalBenchmarksused?ComparedbothgroupstocompetenciesrequiredtomeetthefuturestrategyandagainsttheexternalbenchmarkpopulationExternalbenchmarkof‘worldclass’leadersCurrentSuperiorLeaders“Baseline”Competencies“Distinguishing”CompetenciesPotentialVulnerabilitiesEventhebestneed

toshowmoreCurrentOutstandingLeaders精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈Whatmakesaworld-classleaderofgrowth?World-classleadersofgrowth:DrivenbybiggerambitionanddriveforstepchangeGenerateandencourage‘big’thinkingArehighly‘streetsmart’andsavvyThinkandactoveralongertermperspectiveEnergiseothersforsignificantchangeDemonstrateagreaterfocusonindividuals-developing,empoweringandholdingthemaccountableUsehighlyeffectiveinfluencingstrategiestogainsupport:theyknowhowtoorchestratetheorganisation-colleagues,bosses,theirteamsHowdoesUnilevermeasureup?AlthoughthebestoftheUnileversampledemonstratesthesebehavioursandcreatesgrowthorientatedclimates,weareoftenstillmore‘controllers’than‘enablers’inourleadershipstyle.Wearegood,butweknowwecanbebetter精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈HowistheLGPdifferent?Directlyrelatedtoourcurrentbusinessagenda-GrowthExternallybenchmarkedagainstthebestOnesetofcompetenciesforalllevelsCreatesafocusondevelopmentofoutstandingleadersateverylevelItiseasilymodifiedtosupportfuturenewbusinessgoalsAsaresult,LGPwillreplacethe‘EffectiveUnileverManager’competencies精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈Achievesthroughintegrity,teamworkandlearningSelfConfidentIntegrityTeamCommitmentLearningfromExperiencePossessestheintellectualpowertodeterminedirectionEnsuresthatdirectionismarketdrivenDeliversthroughpeopleActsdecisivelytoimproveperformanceClarityofPurposePracticalCreativityObjectiveAnalyticalPowerMarketOrientationLeadingOthersDevelopingOthersInfluencingOthersEntrepreneurialDriveBuildsCommitmenttoGrowthStrategicInfluencingTeamCommitmentTeamLeadershipDrivesforGrowthSeizingtheFutureChangeCatalystDevelopingSelf&OthersHoldingPeople-AccountableEmpoweringOthersCreatesaGrowthVisionPassionforGrowthBreakthroughThinkingOrganisationalAwarenessSupplyChain-Whatdoesittaketosucceed?LeadershipGrowthCompetencies精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈LGP-TheLevelsFourlevels:FoundationalDevelopingGrowthWorldClassExample:PassionforGrowthArehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusinessAreambitiousforexcellenceandconstantlysearchforopportunitiestoimprovethebusinessSetchallenginggrowthgoalsforthemselvesandothersandputintoplaceplanstoachievetheseTakesignificantentrepreneurialactionandask“whatispossible?”toensuregrowthopportunitiesarerealisedFoundationLevelDevelopingLevelGrowthLevelWorldClassLevel精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈LGP-TheLevels(continued…)BehavioursneededtodemonstrateWorldClassareverystretchingThisreflectsourbusinesstargetsWecan’thavesignificantgrowthwithoutanincrementalshiftinbehaviourBut…..ThesebehavioursarenotbeyondourcapabilitiesWeneedtomakeourpeopledevelopmentahigherpriorityTohelppeopleassesstheirperformanceagainsttheprofile,targetcriteriahavebeenestablishedforeachworklevel精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈PassionforGrowth

DoesthispersonDEMONSTRATEDRIVEBEYONDEXPECTATIONTODELIVERoutstandingresults?

MeasureperformanceagainstinternalandexternalbenchmarksMakespecificchangestoimproveperformance(e.g.re-engineerprocessestobefaster,moreefficient)FocusonraisingqualityandcustomerandconsumersatisfactionStimulateandencourageotherstobringaboutperformanceimprovementforthebusinessCreatestretchingbutachievablegoalstoalignownactivitieswithgrowthinitiativesAimtofindandrealisenewgrowthopportunitiesAlignownactivitiesandgoalswithgrowthinitiativesAimforperformanceexcellencethroughowneffortsStimulategrowthbybringingaboutstepchangeimprovementsAimtomaketheimpossiblepossibleEntrepreneuriallycommitsignificantinvestmentstoreapmajorrewardsDefyconventionalwisdomandinternaloppositiontoachievemajorgrowthCreatenewmarketsbyexploitinggrowthopportunitiesObsesswithgrowthandfocusondeliveringnewwaystogaincompetitiveadvantageAmbitioustohitsettargetsandstandardsDeliveroncommitmentsmadetoothersPersistinovercomingobstaclestosuccessTakefullresponsibilityfordeliveringtheircontributiontothebusinessArehighlymotivatedtoachievetheirpersonaltargetsinordertocontributetothesustainableprofitablegrowthofthebusinessFocusonbusinessimprovementandareambitiousforexcellence,constantlysearchforopportunitiestoimprovethebusinessSetchallenginggrowthgoalsforthemselvesandothersandputintoplaceplanstoachievetheseTakesignificantentrepreneurialaction,andask“whatispossible?”toensuregrowthopportunitiesarerealisedFoundationLevelDevelopingLevelGrowthLevelWorldClassLevelOutstandingindividualsradiateaPassionforGrowth,thepersonaldrivethatenablesindividualstogotheextramileindeliveringexcellentperformance.TheyrecognisethateveryonehasacontributiontomaketoensurethatUnileverachievesitsgrowthobjectives.Outstandingindividualsconstantlypushtheboundariesofexcellentbusiness,askbigquestionsaboutwhatispossibleandthentakesignificantentrepreneurialactionovertimetoexpandthehorizonsofthebusiness.Successisthedeliveryofsustainableprofitablegrowth. .NegativeIndicators:Toobusydealingwithimmediate,urgentissuestolookfornewgrowthopportunitiesSettleforthestatusquo-takenoactiontoimprovemediocreperformanceEasilyside-trackedfromimportantgrowthgoalsUnconcernedaboutmissingdeadlinesorfailingtomeetbusinessobjectivesDonottakeresponsibilityforcontributingtogrowthobjectivesLinkswith:OrganisationalAwareness精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈LGPGuidelinecriteriaforworklevelsWL6MeetsWL4targetandhasatleastoneWorldClasscompetencyineachclusterWL5MeetsWL4targetandhasoneWorldClasscompetencyineachoftwoclustersWL4WL3WL2TwoineachclusteratGrowthincludingoneofSeizingtheFutureandChangeCatalystandoneotherfromthesameclusterNonegativeindicatorsMostcompetenciesatDevelopinglevel.AtleastonecompetencyineachclusteratGrowthlevel

MorecompetenciesatDevelopinglevelthanatFoundation精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈UsingtheLGPandCompetenciesTalentManagementCoaching&MentoringRewardforGrowthRankingListingPDP/DevelopmentLeadershipGrowthProfile精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈WherehasLGPbeenusedsofar?Alreadyusedfor:AssessmentofallWL5andWL6PersonaldevelopmentplanningforWL5/6ExecutiveselectionOneelementofWL4assessmentinUnilever/Bestfoodsmerger精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈GoingForward-FutureUsesofLGPTheLGPwillbeusedin:PDP-inallorganisationsforWL2andaboveby2002/2003PDPcycleIndividualperformanceandcapabilitywillbeassessedagainsttheLGPcompetenciesbasedonprevious2-3years’dataSelf-assessmentandpersonaldevelopmentplanningListingRankingforWL4(othersmayfollow)Assessment,selectionandrecruitmentofallpostsatGraduatelevelandabove精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈NextStepsforyouAccessthe‘HowgoodcanIbe?’documentontheHRwebsite[address]tounderstandthemodel,thecompetencieswithinitandhowtousethemodelStudythetargetcriteriaforyourroleandworklevelinthedocumentConsideryourstrengthsanddevelopmentneedsagainstthemodelWorkwithyourmanagerandyouremployees(eitherinthePDPprocessorindependently)toidentifycriticalgapstoclose-andbuildandimplementanactionplan精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈BuildingCareers-KeyPrinciplesSuccessfulcareersarebasedonoutstandingperformancefoundedonskills,competenciesandexperienceExperienceProfessionalSkillsLeadershipCompetenciesPerformance精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈SupplyChainProfessionalSkillsJobSkillsProfileAbilitiestodothejobwellnow+future.PersonSkillsProfileMycurrentabilities.DifferencePersonalDevelopmentPlanGAPANALYSIS精品資料網(wǎng).家樂(lè)福戰(zhàn)略和全球供應(yīng)鏈2.IntegratedSupplyChainModellingandDesignIntegrated/Collaborative

SupplyChainPlanningOperationalPlanning&ForecastingMaterialsManagementSupplyIntelligence&Strategy

DevelopmentContractAgreement/Arrangement

&ManagementIntegratingSupplierValueintotheBusinessDrivingProduction

PerformanceImprovementInfluencing&ImplementingProduct

&ProcessInnovationMaintenance&ProjectEngineeringCustomerServiceDevelopment

&ManagementWarehousingandDistribution

ManagementChannelLogisticsDevelopmentTheNewSkillsFrameworkforSupplyChainPlanMakeDeliverSourceKeyGeneralBusinessEconomicsNegotiation&InfluencingSupportingSustainableDevelopmentUsingInformationTechnologyPeopleManagementProjectManagement(HR)EmployeeRelationsR&DDevelopmentSkills1.ExtendedSupplyChainStrategyDevelopment&Deployment3.Supplier(&Contractor)Relationship 4.Developing&Implementing/Ec