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Increaserevenuegrowthto5%perannumIncreaseoperatingmarginfrom10%to15%by2004Deliveranincremental€2.7billioninoperatingprofitby2004PathtoGrowthidentifieswhatwewilldotodeliveronourpromisestoshareholders:ProvideUnileverwiththeplatformtodeliversustainablegrowthUnileverNote:FiguresdonotincludeBestfoods100120140160180200Q497Q198Q298Q398Q498Q199Q299Q399Q499Q100Q200Q300UnileverPeerGroupUnileverSharePricePerformancevPeerGroup“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”PathtoGrowth--6primarystrategicthrustsWhatisourstrategyforthePathtoGrowth?usingconsumerinsighttodeliversuperiorconsumerbenefitsasharplyfocusedbrandportfolionew,alternativechannelssimplifyingourprocessesandstructuredrivingsynergiesandefficienciesacrossthesupplychainCentraltothisisanEnterpriseCulture,whichfosterspassionforwinningconnectedcreativityliberatingrigouráIncreaserevenuegrowthbyáIncreaseoperatingmarginbyallowingustofocusourinvestmentonadvertisinganddevelopmentallowingustoreducecostsandincreaseinvestmentsWorldClassSupplyChainWeaimto:ClosethegaptoworldclassinsupplychainwithinthreeyearsBy:EstablishingaGlobalBuyingprogrammeEstablishingaworldclassmanufacturingprogrammeResultingin(approximately):100fewermanufacturingsites€€1.6billionbuyingsavingsbyend2002€€0.5billionmanufacturingsavingsperannum“Theonlywaytosafeguardourpositionistoperform,todeliver,andtogrowourbusiness.”•DepthandbreadthoftheSupplyChainProfessionalSkills•Anexcellentoverallunderstandingofthebusiness,it’sprocessesandtheirlinkages•Businessbehaviours•OutstandingperformanceSupplyChain-Whatdoesittaketosucceed?TheSupplyChainProcessModelPlanSourceMakeDeliverSupplyChainMission&StrategyBrandDevelopmentBrandDevelopmentCustomerDevelopmentCustomerDevelopmentSuppliersSuppliersConsumers&CustomersConsumers&CustomersInformationManagementHumanResourceManagementQuality&BusinessExcellenceFinanceManagementSafety,Health&EnvironmentTechnologyManagementSupplyChain-theHeartofOperations•Plan/Source•Plan/Make•Plan/DeliverPlanninglinkstheprocessestogetherDrivingValueCreationintheSupplyChain•‘BeatingtheFade’:•continuousinnovationandcostsavings•Growththrough:•makingnewproductsavailable•improveddistribution•bettercustomerservice•Increasedmarginsthrough:•costsavingsalongthesupplychain•overheadcostreduction•reducingcomplexity•Capitalefficiencyimprovements:•minimisinginvestmentinplant&equipmentandinventoriesTheseelementstogethercontributemorethan50%ofUnilever’stotalValueCreationOrganisationalDevelopment•Businesshasmoved,andcontinuestomove,towardsprocessmanagement•EmergenceofSupplyChainprocessroles•AcareerintheSupplyChainrequiresdevelopmentofbreadthanddepthofskills,Leadershipcompetencies,andexperienceWhatdoSupplyChainpeopleinUnileverdo?•Rolesindifferentpartsoftheorganisation–factories–regionalsupplychains–businessgroups–corporatecentre•Roles:–withstrategicfocus–inamoreoperationalenvironment,•Rolesinvariouspartsofthesupplychain:Plan–Source–Make–Deliver•Roleswhichfocuson–themulti-localaspectsofthebusinessat...