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Path to Growth -- 6 primary strategic thrusts

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
€€1.6 billion buying savings by end 2002
€€0.5 billion manufacturing savings per annum

Supply Chain - What does it take to succeed?
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
The Supply Chain Process Model
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 complexity
Capital efficiency improvements:
minimising investment in plant & equipment and inventories

Organisational Development
Business has moved, and continues to move, towards process management

Emergence of Supply Chain process roles

A career in the Supply Chain requires development of breadth and depth of skills, Leadership competencies, and experience
What do Supply Chain people in Unilever do?
Roles in different parts of the organisation
factories
regional supply chains
business groups
corporate centre
Roles:
with strategic focus
in a more operational environment,
Roles in various parts of the supply chain: Plan–Source–Make–Deliver
Roles which focus on
the multi-local aspects of the business at a national or regional level
the multinational aspects
Roles in related professions, eg R&D, Customer Management
Roles in QA, SHE and Technical Management

Building Successful Careers Focuses On:
Processes and tools used in career development

Key career building blocks

Career phases

The need for breadth and depth of skills and experience

The impact of each individual’s potential

The importance of tactical and strategic career planning

The need for a global perspective

Planning life and career

Building Careers - Key Principles
Successful careers are based on outstanding performance founded on skills, competencies and experience
Building Careers - Key Principles
Successful careers are based on outstanding performance founded on skills, competencies and experience


What is the Leadership Growth Profile?
It is :
A leading edge competency model that focuses on driving growth throughout the business
A tool for development and assessment of performance
By helping our leaders grow, we will grow our business
Applicable to everyone at WL2 and above
Why we need to develop Competencies?
SUPERIOR JOB PERFORMANCE
What are Competencies?
The Iceberg Model
Competencies are:
How was the LGP developed?
Step 1:
Was developed by a rigorous research process:
Assessment of Unilever's business context, the challenges facing leaders and the capabilities needed to achieve growth
In-depth research of 39 Unilever 'growth' leaders
Interviews and feedback from colleagues
Comparison of the Unilever 'growth' leadership characteristics to a world-class benchmark sample
Large international organisations
Achieved substantial growth in own sectors

Result: LGP was rolled out to WL6 and 5 in 2000
How was the LGP developed?
Step 2:
Focus groups and interviews with WL2, 3 and 4 in 14 countries around the world
Tested relevance and made relevant adjustments

Result: Now rolling out to all WL2+ managers across Unilever
How were the Criteria Established?
Original Research Compared and Contrasted Two Groups
How were the External Benchmarks used?
Compared both groups to competencies required to meet the future strategy and against the external benchmark population
What makes a world-class leader of growth?
World-class leaders of growth:
Driven by bigger ambition and drive for step change
Generate and encourage ‘big’ thinking
Are highly ‘street smart’ and savvy
Think and act over a longer term perspective
Energise others for significant change
Demonstrate a greater focus on individuals - developing, empowering and holding them accountable
Use highly effective influencing strategies to gain support: they know how to orchestrate the organisation - colleagues, bosses, their teams

How does Unilever measure up?
Although the best of the Unilever sample demonstrates these behaviours and creates growth orientated climates, we are often still more 'controllers' than 'enablers' in our leadership style.
We are good, but we know we can be better
How is the LGP different?
Directly related to our current business agenda - Growth
Externally benchmarked against the best
One set of competencies for all levels
Creates a focus on development of outstanding leaders at every level
It is easily modified to support future new business goals

As a result, LGP will replace the 'Effective Unilever Manager' competencies
LGP - The Levels
Four levels:
Foundational
Developing
Growth
World Class
Example: Passion for Growth
LGP - The Levels (continued…)
Behaviours needed to demonstrate World Class are very stretching
This reflects our business targets
We can't have significant growth without an incremental shift in behaviour
But…..
These behaviours are not beyond our capabilities
We need to make our people development a higher priority

To help people assess their performance against the profile, target criteria have been established for each work level

Passion for Growth Does this person DEMONSTRATE DRIVE BEYOND EXPECTATION TO DELIVER outstanding results?
Ambitious to hit set targets and standards
Deliver on commitments made to others
Persist in overcoming obstacles to success
Take full responsibility for delivering their contribution to the business

Using the LGP and Competencies
Where has LGP been used so far?
Already used for:
Assessment of all WL5 and WL6
Personal development planning for WL5/6
Executive selection
One element of WL4 assessment in Unilever/Bestfoods merger
Going Forward - Future Uses of LGP
The LGP will be used in:
PDP - in all organisations for WL2 and above by 2002/2003 PDP cycle
Individual performance and capability will be assessed against the LGP competencies based on previous 2 - 3 years' data
Self-assessment and personal development planning
Listing
Ranking for WL4 (others may follow)
Assessment, selection and recruitment of all posts at Graduate level and above
Next Steps for you
Access the 'How good can I be?' document on the HR website [address] to understand the model, the competencies within it and how to use the model
Study the target criteria for your role and work level in the document
Consider your strengths and development needs against the model
Work with your manager and your employees (either in the PDP process or independently) to identify critical gaps to close - and build and implement an action plan

Building Careers - Key Principles
Successful careers are based on outstanding performance founded on skills, competencies and experience
Supply Chain Professional Skills

Building a Supply Chain career Learn the Trade
at least 2 of the 4 Supply Chain sub-processes (Plan, Source, Make, Deliver).

(especially those with Finance/Business backgrounds): Technology as a Supply Chain enabler.
Building a Supply Chain career Act as a Businessman
As a Supply Chain leader at WL3 you will need to gain experience in:

managing in an integrated SC
leading a SC sub-process at regional level
Building a Supply Chain career Strategy into Action
As a Supply Chain Director at WL4 you will need to gain experience in:
operational management of integrated supply chains
leading strategic development of Supply Chain or sub- processes at regional/international level (BG/ Corporate/Category)
The Supply Chain Career Platform: My Professional Development
There are Supply Chain jobs at every level in Unilever

Progress to senior levels by moving through challenging jobs.

Unique experience of working in positions of different types

Work alongside other business processes, including:
Financial Management
Customer Development
Brand Development.

The bottom line: Unilever is a Meritocracy
Unilever's focus on performance, and the use of objective means by which to assess skills, experience, competencies and potential,

will lead the best managers to reach the most senior levels in the business.
What do you do next?
Use PDP to develop skills and competencies
Use each career step as a learning experience
Be realistic about your own potential
Deliver outstanding performance


聯(lián)合利華供應(yīng)鏈生涯(ppt)