228 联合利华供应链资料.ppt

Increase revenue growth to 5% per annum
Increase operating margin from 10% to 15% by 2004
Deliver an incremental € in operating profit by 2004
Path to Growth identifies what we will do to deliver on our promises to shareholders:
Provide Unilever with the platform to deliver sustainable growth
Note: Figures do not include Bestfoods
Unilever
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, P&G, Philip Morris, Reckitt Benckiser, Sara Lee, Shiseido, Pepsico
Unilever Share Price Performance v Peer Group “Shadow”
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
World 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 2002
€€ 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 eed?
The Supply Chain Process Model
Plan
Source
Make
Deliver
Supply Chain Mission & Strategy
Brand Development
Brand Development
Customer
Development
Customer
Development
Suppliers
Suppliers
Consumers
&
Customers
Consumers
&
Customers
Information Management
Human Resource Management
Quality & Business Excellence
Finance Management
Safety, Health & Environment
Technology Management
Sup