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【正文】 Environment) 5. Formulation, Process amp。 D Development Skills 1. Extended Supply Chain Strategy Development amp。 Process Innovation ? Maintenance amp。 Forecasting ? Materials Management ? Supply Intelligence amp。 Skills Personal characteristics (values, traits, motives) shaping HOW the job is undertaken Measured by clearly observable behaviour Transferable knowledge and abilities (professional and general) to do WHAT is required by the job Measured by demonstrated capability What are Competencies? “ … underlying characteristics that are directly related to superior performance in a given role” ? skills what you know how to do . make an effective presentation ? knowledge what you know . theories of effective presentation ? self image how you see yourself . public speaker ? values what you think is important . achieving excellence ? traits relatively enduring characteristics . selfcontrol ?big picture? thinking ? motives the unconscious factors that drive behaviour。 Business Excellence Finance Management Safety, Health amp。 I n c r e a s e o p e r a t i n g m a r g i n byal l o wi n g u s to fo cu s o u r i n vestm en t o nad ver ti si n g an d d ev el o p men tal l o wi n g u s to r ed u ce co sts an di n cr eas e i n vestm en tsWorld Class Supply Chain We aim to: ? Close the gap to world class in supply chain within three years By: ? Establishing a Global Buying programme ? Establishing a world class manufacturing programme Resulting in (approximately): ? 100 fewer manufacturing sites ? €€ billion buying savings by end 2021 ? €€ 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 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 amp。? Increase revenue growth to 5% per annum ? Increase operating margin from 10% to 15% by 2021 ? Deliver an incremental € in operating profit by 2021 Path to Growth identifies what we will do to deliver on our promises to shareholders: Provide Unilever with the platform to deliver sustainable growth UnilevrNote: Figures do not include Bestfoods 100120140160180200Q 4 9 7 Q 1 9 8 Q 2 9 8 Q 3 9 8 Q 4 9 8 Q 1 9 9 Q 2 9 9 Q 3 9 9 Q 4 9 9 Q 1 0 0 Q 2 0 0 Q 3 0 0Unilever Peer Group Unilever 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 strategy Peer Group: Beiersdorf,Avon, Cadbury, Clorox, Coca Cola, Colgate, Danone, Eridania, Gillette, Heinz, Kao, Lion, L’Oreal, Nestle, Pamp。 Strategy Brand Development Brand Development Customer Development Customer Development Suppliers Suppliers Consumers amp。 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 plexity ? Capital efficiency improvements: ? minimising investment in plant amp。 they are intrinsically satisfying and rewarding . achievement The Iceberg Model Necessary but not sufficient Distinguish effective performance } Skill Knowledge Values SelfImage Traits Motives } Acquired capability Deeper seated traits and motives A petency: any characteristic of a person that differentiates outstanding from m
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