家乐福战略和全球供应链课件.ppt

Increaserevenuegrowthto5%perannumIncreaseoperatingmarginfrom10%to15%by2004Deliveranincremental€2.7billioninoperatingprofitby2004PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders:ProvideUnileverwiththeplatformtodeliversustainablegrowthNote:FiguresdonotincludeBestfoods

UnileverPeerGroupUnileverSharePricePerformancevPeerGroup“Shadow”(BasedonQuarterlyAverageShareprices)WhydoweneedthePathtoGrowth?TheMarketisconcernedaboutourabilitytoexecuteourstrategyPeerGroup:Beiersdorf,Avon,Cadbury,Clorox,CocaCola,Colgate,Danone,Eridania,Gillette,Heinz,Kao,Lion,L’Oreal,Nestle,PG,PhilipMorris,ReckittBenckiser,SaraLee,Shiseido,PepsicoUnileverSharePricePerformancevPeerGroup“Shadow”

PathtoGrowth--6primarystrategicthrusts

WhatisourstrategyforthePathtoGrowth?

WorldClassSupplyChainWeaimto:ClosethegaptoworldclassinsupplychainwithinthreeyearsBy:EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin(approximately):100fewermanufacturingsites€€1.6billionbuyingsavingsbyend2002€€0.5billionmanufacturingsavingsperannum

“Theonlywaytosafeguardourpositionistoperform,todeliver,andtogrowourbusiness.”

DepthandbreadthoftheSupplyChainProfessionalSkillsAnexcellentoverallunderstandingofthebusiness,it’sprocessesandtheirlinkagesBusinessbehavioursOutstandingperformanceSupplyChain-Whatdoesittaketosucceed?

TheSupplyChainProcessModelPlanSourceMakeDeliverSupplyChainMissionStrategyBrandDevelopmentBrandDevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumersCustomersConsumersCustomersInformationManagementHumanResourceManagementQualityBusinessExcellenceFinanceManagementSafety,HealthEnvironmentTechnologyManagement

SupplyChain-theHeartofOperationsPlan/SourcePlan/MakePlan/DeliverPlanninglinks