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One Unilever SUpply ChainOperating FramewOrk
making the Connection - Being the Bestmarch 2011
>
Safety & Security
SC Strategies
Sustainable SC
R&D Partners
SC HR Partners
SC Finance & IT Partners
SC Communications
iii. One Ul SC team
Speed is Our Currency
Rules of Engagement
People & Organisation Planning
Success Criteria
Passion to Win
Abbreviations
COntentS page
i. intrOdUCtiOn
One Unilever Supply Chain
Mission, Ambition, SC Blueprint
Operating Model and Governance
Organisation Principles
ii. One SC BUilding BlOCkS
Category Supply Chain
Regions
Procurement
Customer Service Excellence
Logistics Excellence
Quality Excellence
Manufacturing Excellence
Unilever Engineering Services
p 3
p 4-6
p 7-9
p 10-13
p 15-23
p 24-32
p 33-41
p 42-46
p 47-51
p 52-57
p 58-63
p 64-68
p 69-74
p 75-79
p 80-85
p 86-90
p 91-95
p 96-103
p 104-108
p 109
p 110
p 111
p 112
p 113
p 114
Live Superior Service. Deliver Sustainable, Profitable Growth. 2
>
THE COMPASS
We focus on consumers and customers with a bias for action
Our first priority is to our consumers, then customers, employees and communities. When we fulfil our responsibilities to them, our shareholders will be rewarded.
We will win through a growth mentality and a positive approach to all our stakeholders, based on clear accountability and bias for action.
We are a successful,
growing, sustainable business
WE WORK TO CREATE A BETTER FUTURE EVERY DAY
We help people feel good, look good and get more out of life with brands and services that are good for them and good for others.
We will inspire people to take small everyday actions that can add up to a big difference for the world.
We will develop new ways of doing business that will allow us to double the size of our company while reducing our environmental impact.
BEH
AV
IOU
RS
VIS
ION
WE ARE UNILEVER
PRIO
RIT
IES
WHERE WE WILL WIN
NO
N-N
EGO
TIA
BLE
S
Win share and grow volume in every category and country
Winning with brands and innovation
Winning through
continuous improvement
Winning in the marketplace
Winning with people
1
2
3
4
5
6
7
8
9
10
11
12
Deliver superior products, design, branding and marketing
Bigger, better, faster innovations
Appeal to more consumers across needs and price points
Lean, responsive and consumer led value chain
Lead market development
Organisation and diverse talent pipeline ready to match our growth ambitions
Win with winning customers
Be an execution powerhouse
Drive return on brand support
Agile, cost competitive organisation
Leverage our operating framework for competitive advantage
Performance culture which respects our values
HOW WE WILL WIN
Confidential
One Unilever SUpply Chain
Dear all,
A globally led, inter-dependent One
Unilever Supply Chain organisation
was created in September 2010 to
fully leverage our global scale to
deliver sustainable, profitable growth to Unilever.
At the core of our organisation design is our desire
to Design Once, Deploy Everywhere, driving
simplification, discipline and rigour in execution.
By moving to globally aligned ways of working,
we will continue to deliver local operational
excellence to win in the market place with speed
as our currency.
Pier Luigi Sigismondi
Unilever Chief Supply Chain Officer
passion to win
Live Superior Service. Deliver Sustainable, Profitable Growth. 3
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn
watch CSCO interview
watch SupplyChain Blueprintvideo
>
miSSiOn, pUrpOSe and amBitiOn
Live Superior Service. Deliver Sustainable, Profitable Growth.
amBitiOnBecome Best in Class
Supply Chain
by delivering World Class Service to our Customers and Superior Quality products to
our Consumers
in a Responsive, Cost Competitive and Sustainable
way for Unilever
pUrpOSeLive Superior Service. Deliver Sustainable, Profitable Growth
miSSiOnONE Supply Chain
Adding Value to Unilever
4
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One Unilever SUpply Chain BlUeprint
a Consumer & Customer led Supply Chain Blueprint has been created to add value to Unilever.
By executing flawlessly through flexible, agile and lean structures, Unilever Supply Chain becomes responsive throughout the end to end value chain, delivering world class service, competitive cost and consumer perceived quality.
Our 3 enablers:
network Global inter-dependent and led network One global inter-dependent and led SC team Integrated R&D, BD and SC network with common goals and shared objectives Joint CD and SC collaboration in go-to-market activities Full connectivity with our suppliers and partners
Live Superior Service. Deliver Sustainable, Profitable Growth.
Accountability &Responsibility
Building Talent& Teams
Bias for Action
Consumer &Customer focus
Growth Mindset
Flexible, agile & lean structures
End-to-end competitive
cost
World class service
Consumerperceived
quality
Flawless execution
SC creates value
through
NETWORK - Global inter-dependent & led netw
ork
PEOPLE - Accountable, high performin
g with
passi
on to
winCA
PABI
LITY
- D
iffer
entia
ted
stra
tegi
es &
tech
nolog
y adva
ntage
Our 5 value drivers:
World class service E2E competitive cost Consumer perceived quality Flexible, agile and lean structure Flawless execution
Our 5 Ul Standards of leadership are the mindset and behaviours to instil and promote within our network
Flexible, agile & lean structures
End-to-end competitive
cost
World class service
Consumerperceived
quality
Flawless execution
SC creates value
through
NETWORK - Global inter-dependent & led netw
ork
PEOPLE - Accountable, high performin
g with
passi
on to
winCA
PABI
LITY
- D
iffer
entia
ted
stra
tegi
es &
tech
nolog
y adva
ntage
5
people Accountable, high performing with passion to win Simple organisation principles Clear accountabilities among global, regional and local teams Longer term succession plan and talent pipeline development Demonstrated performance culture sense of urgency
Capability Differentiated strategies and technology advantage Empowered quality governance and organisation Focused SC Category leadership Leveraged global sourcing with advanced process technology Deployment powerhouse with a consistent approach and bias for action
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn
Accountability &Responsibility
Building Talent& Teams
Bias for Action
Consumer &Customer focus
Growth Mindset
>
Sustainable, Profitable Growth
the SiZe OF priZe
Our ambition is to create 10bn value in 5 years to the business through Growth, Profit and Cash delivery.
Combined with a relentless focus on Quality and Differentiated Technologies, we will deliver Sustainable, Profitable Growth to Unilever.
Live Superior Service. Deliver Sustainable, Profitable Growth.
growth2bn
Profit6bn
growth2bn
Improved On Shelf
Availability
SuperiorQuality
DifferentiatedProcess
Technologies
Faster Speed in
Innovation
ImprovedStocks &Creditors
SC Savings, Business Models,Sourcing Network
+ + }}
6
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
FUndamental rOleS...
Live Superior Service. Deliver Sustainable, Profitable Growth.
COrpOrateFUnCtiOnS
One UnileverSUpply Chain
OpCos
regiOnS/ prOCUrement
CATEGORIES /R&D
Capabilities Building (Process, Training, Methods,...) Strategic Planning (Initiatives, Targets, CAPEX,...) Custodians (Q, SHE, Policy/Principles, TPM...)
Go to Market Customer Service Order to Cash
Innovation Roadmap Technology Leadership Cat-specific SC Strategies
P&L performance Regional SC Strategy (source, make, deliver) Deployment Priorities
FUNCTIONAL & CATEGORy LEADERSHIP
OPERATIONAL & EXECUTION LEADERSHIP
7
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One Unilever SC OrganiSatiOn StrUCtUre
Live Superior Service. Deliver Sustainable, Profitable Growth.
regiOnS1 prOCUrement CategOrieSCOrpOrate FUnCtiOnS
Special Note:
1 - Centralised Business Models - co-locating SC leadership team in a few locations to enable speed, alignment, efficiency and cost savings, are well established for each of these 3 regions, i.e. USCC for Europe, UASCC for Americas and UAPL for AA. Detailed Operating frameworks are in place for each of these 3 entities and do not form part of the current document which focuses more on clarifying the responsibilities & accountabilities across different interfaces inter-dependently.
2 - Manex Manufacturing Excellence; UENs Unilever Engineering Services, LogEx - Logistics Excellence. For more details, please refer to page 11.
SC Strategies & Sustainable
Manufacturing
Customer Service Excellence
Quality Excellence
Security & Safety
Americas AAR Europe
MCOs Clusters (MCO +
SU)
UEnS2
MCOs
Manex2 LogEx2Indirects
ProcurementRaw Materials Pack Materials Commodities
SUs/ Product Groups
SUs/ Product Groups
ChieF SUpply Chain OFFiCer
AAR
Europe
Americas
Group Categories
Food Solutions
Region
Network
Service & Capability
8
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gOvernanCe and key interFaCeS
Live Superior Service. Deliver Sustainable, Profitable Growth.
Twice a year, a F2F SC Leaders Forum takes place where key SC VPs join in to review progress, discuss key projects and identify new strategic initiatives to support the business growth ambition.
In Oct/Nov every year, a senior SC leaders event takes place where all SC VPs join in to review progress, network as One SC team and draft the jobs to be done for next year.
SUpply Chain regiOnSCategOry
Category LT
RDLT CategorySC LT
SC Leaders Forum
Group Capabilities LTs, e.g. CSE, Quality, Manex.
Unilever Procurement LT
RegionalSC LT
Regional Category
LT
Global Category
LT
Country/ Cluster SCLT
Global Brand Teams
Country Cluster CDLT
SCLT Regional LT
The SCLT is led by the CSCO with 3 Regional SC SVPs, the CPO, the Strategic Project SVP and 3 business partners (R&D SVP, SC Fin SVP and SC HR VP).
The key meeting forums are:
Every 2 weeks, there is a SCLT telecom to review the monthly performance and discuss key emerging issues.
Every 2 months, there is a Face to Face SCLT meeting to review yTD progress and specific projects/topics on ad hoc basis.
9
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
One Unilever SC OrganiSatiOn prinCipleS
Live Superior Service. Deliver Sustainable, Profitable Growth.
Deliver value
Simplify for efficiency & productivity
Leverage Scale
Enable Continuous improvement
Foster inter-dependency
Provide Clarity of responsibilities & accountabilities
Facilitate teamwork
Reward Flawless execution
Offer exciting Career opportunities to all
Accountability &Responsibility
Building Talent& Teams
Bias for Action
Consumer &Customer focus
Growth Mindset
Flexible, agile & lean structures
End-to-end competitive
cost
World class service
Consumerperceived
quality
Flawless execution
SC creates value
through
NETWORK - Global inter-dependent & led netw
ork
PEOPLE - Accountable, high performin
g with
passi
on to
winCA
PABI
LITY
- D
iffer
entia
ted
stra
tegi
es &
tech
nolog
y adva
ntage
10
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
increased inter-dependency & dynamic resources management
One glOBally led OrganiSatiOn
Live Superior Service. Deliver Sustainable, Profitable Growth.
Speed in decision making
FrOm
tO3 regional Svps direct reporting to CSCO
Regional SVPs are accountable to the regional Presidents to ensure that the business always remains first and in control of the agenda.
A strong business partnering culture will ensure rapid response to changing business needs.
SC mirrors P&L responsibilities with an increased focus on Value Creation.
To bring inter-dependence to reality, delivering scale and repeatable models, each RSVP is responsible for an area of Capability building in addition to their regional SC head role :
Merged global and regional Manex capabilities teams led by SVP Supply Chain Americas.
Leveraged Logistics resources coordinated by the Group VP Logistics under the lead of Europe SVP.
Unilever Engineering Services led by SVP SC AAR to design and execute E2E capital projects.
in Summary: global reporting allows responsibility for standardisation and rapid
roll-out whilst regional location allows accountability for delivery
Europe SVP:Logistics
Americas SVP:Manufacturing
AAR SVP:Engineering
11
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
FaSter and StrOnger CapaBilitieS BUilding
we have combined global and regional SC capabilities teams (manufacturing excellence, Customer Service excellence, Quality, Unilever engineering Services, Safety & logistics) to design once and deploy everywhere, leveraging Unilever Scale.
Live Superior Service. Deliver Sustainable, Profitable Growth.
Excellent practices moving seamlessly and quickly across the world.
Supply chain solutions created once and deployed everywhere.
Seamless Communication between strategy/capability teams and execution teams with common ambitions and goals.
Global Standard setting performance improvements calibrated to the best in the world.
Resources redeployed according to global priorities.
ManEx
Quality
SC Strategies
CSE
Logistics
UEnS
Safety
group driven,located in Schaffhausen, Singapore and mumbai
group led, regionally co-located
group coordinated,regionally managed
Level ofcentralisation
12
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
e2e peOple develOpment
Supply Chain Blueprint
Live Superior Service. Deliver Sustainable, Profitable Growth.
ENGAGEMENT
Best applicable Productivity levels
GPS- High Engagement Index
ORGANISATION EFFECTIVENESS
Clear Role Responsibilities and Accountabilities
Effective Connecting mechanisms
Strategic Workforce planning
LEADERSHIP & TALENT
High levels of Leadership effectiveness - S.O.L.
One joined up HR Plan, pipeline, succession, & resourcing
Pro-active change management
CAPABILITy
SC Academy core curriculum linked to roles & HR Planning outcomes
Expertise and mastery continually built through global networks
An integrated learning organisation
Accountability &Responsibility
Building Talent& Teams
Bias for Action
Consumer &Customer focus
Growth Mindset
Flexible, agile & lean structures
End-to-end competitive
cost
World class service
Consumerperceived
quality
Flawless execution
SC creates value
through
NETWORK - Global inter-dependent & led netw
ork
PEOPLE - Accountable, high performin
g with
passi
on to
winCA
PABI
LITY
- D
iffer
entia
ted
stra
tegi
es &
tech
nolog
y adva
ntage
13
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
SUpply Chain BUilding BlOCkS
Live Superior Service. Deliver Sustainable, Profitable Growth.
Category SC
CustomerService
excellence
Unileverengineering
Service
r&d partners
logisticsexcellence
SCStrategies
hr partners
Qualityexcellence
SustainableSC
Finance & itpartners
manufacturingexcellence
Safety &Security
Communicationspartners
region/mCO procurement
14
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Live Superior Service. Deliver Sustainable, Profitable Growth. 15
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
COntent
1- CategOry SC Overview
2- grOUp CategOry StrUCtUre
3- CategOry SC eUrOpe/ameriCaS reSpOnSiBility & aCCOUntaBility
4- deep dive intO key areaS eU/am
5- CategOry SC aar reSpOnSiBility & aCCOUntaBility
6- deep dive intO key areaS - aar
7- key interFaCe meetingS
Live Superior Service. Deliver Sustainable, Profitable Growth. 16
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn
watch SC Category Sponsor interview
watchSC Category interview
>
CategOry SC Overview
Live Superior Service. Deliver Sustainable, Profitable Growth.
Capexmanagement
CapaCity & SOUrCing StrategieS
CSCO
8 CategOrySC vps*
CpO*
innOvatiOn &
teChnOlOgy
vip BlUeFUnnelS
CategOrySC
17
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCategOry SC COntentSCC >
Group CateGory StruCture
Live Superior Service. Deliver Sustainable, Profitable Growth. 18
Hair
Skin
HomeCare &
Hygiene
Deo
Beverage
Ice Cream
SCC &Dressings
Savoury
8 Group Category VPs
Chief Supply Chain Officer
ChiefProcurement
Officer
AmericasSC SVPs
EuropeSC SVPs
MaINCoNteNtSC aBBreVIatIoNSa prINt aLL prINt SeCtIoNCateGory SC CoNteNtSCC
Dressings, SCC & FS
Dressings, SCC & FS
Ice Cream Ice Cream
Savoury & Beverages
Savoury & Beverages
Home Care & Oral
Home Care & Oral
Personal Care
Personal Care
Product Group SC VPs
Group Category SC VPs report to the CSCO and partner their respective Category EVPs with dedicated focus & depth. They are directly responsible for the AAR region and work closely together with the Product Group SC VPs in the Americas and Europe, reporting to the RSVPs of these 2 regions. The CPO partners the Category President and plays a leading role in ensuring overall cross-category synergies.
>
CategOry SC eUrOpe/ameriCaS reSpOnSiBility & aCCOUntaBility
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Group category VP
- Group technology standards/choices
- Global capacity/sourcing strategies
- Innovation process up to contract (1)
- Group VIP Blue funnels
- Global operational excellence (GVS)
- Quality in design (innovation, core technology, engineering, CRQS) (2)
Group category VP
- Tech. deployment across regions
- Region manufacturing strategies
- Group CAPEX plans
- Innovation OTIF
- In-year savings delivery
- Product Quality across regions
- Integration in Quality strategy deployment & Q activities for category
Product Group VP
- Region mfg strategies/CAPEX
- Tech. deployment within region
- Innovation from contract onwards
- In-year savings delivery
- Product Quality in innovation implementation
- Region operational excellence (RVS)
Product Group VP
- SUs Masterplan
- Execution of CAPEX in SUs
- Innovation OTIF
- In-year savings delivery
- SUs compliance & performance to standards
(safety, quality, cost, reliability)
Supply Unit directors
- SU Masterplan/CAPEX projects
- NP vertical start ups
- SUs compliance and performance to stds (safety, quality, cost,reliability)
Supply Unit directors
- Product Quality in market place
- Customer Service
ACCOUNTABLE TO( Enable/Ensure )
Business/market
am eU aar
group Category
19
*1) G1/G2 projects; Drives the innovation process up to contract gate for existing technologies and up to commissioning products for new ones *2) Resp of Design Quality is at cat EVP level
Business/market
Business/market
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCategOry SC COntentSCC >
Region product group VP- Proposes the best regional mfg solution in line with business priorities
- Ensures optimal capacity availability
- Provides all the support required to ensure feasibility of sourcing decisions
- Ensures that CAPEX remains within allocated regional envelope
Region product group VP- Proposes the best regional mfg solution in line with business priorities
- Ensures optimal capacity availability
- Provides all the support required to ensure feasibility of sourcing decisions
- Ensures that CAPEX remains within allocated regional envelope
deep dive intO key areaS eU/am
Live Superior Service. Deliver Sustainable, Profitable Growth.
CAPEX
INNOVATION & TECHNOLOGIES
CAPACITy & SOURCING STRATEGIES
VIP BLUE FUNNELS
Region product group VP- Defines CAPEX required to deliver Region P&L growth & profit targets
- Manages and controls the capital expenditure budget allocated to his/her geographies
- Drives Capital Expenditure to improve asset effectiveness within budget and in line with P&L objectives
Group Category VP- Designs new technology standards - on process and engineering specs
- Develops global roll-out plans that support business category strategies
- Drives the innovation process up to contract gate for existing technologies and up to commissioning for new products
- Drives group technology convergence of advanced/competitive options
Group Category VP- Ensures projects proposed by Regions are maximising Group objectives and benefits
- Monitors that Groups CAPEX remains within global envelope
- Ensures investments are in line with global sourcing & category technology strategies and innovation roadmaps
Region product group VP- Enables the continuous performance improvements within the operations
- Provides all support required to ensure roll-out across region SUs
- Ensures feasibility and monitors OTIF implementation within the region
- Ensures that convergence plans are within SU Master plans
Region product group VP- Ensures(1) regional savings programmes are aligned with the Group VIP funnels
- Ensures in-year savings delivery of VIP projects specific for the region
- Supports the project teams w/ insights specific to category and competitors
- Enable, monitor all actions in execution at SUs level
Group Category VP- Defines the global mfg network required to sustain profitable growth
- Defines global long-term capacity requirements 3-5 years
- Drives the best sourcing options to maximise Group benefits
- Develops the global CAPEX required to optimise category ROIC
Group Category VP - Develops Group VIP Blue funnels (medium to long term projects) in line with the global category strategy and GM ambitions
- Defines and drives the pipelining of global projects jointly with R&D and Procurement
- Defines priority and resource allocations for Blue funnels projects
20Note: 1) Execution of region specific projects is a Responsibility of the AM category VP
Responsibility
Responsibility
Responsibility
Responsibility
Accountability
Accountability
Accountability
Accountability
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCategOry SC COntentSCC >
CategOry SC aar reSpOnSiBility & aCCOUntaBility
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Group category VP
- Group technology standards/choice
- Global & regional capacity/sourcing strategies
- Innovation process up to contract (1)
- Group VIP Blue funnels
- Quality in Design (innovation, core technology, engineering, CRQS) (2)
Group category VP
- Tech. deployment across regions
- Regional CAPEX plans
- Innovation OTIF
- In-year savings delivery on Material efficiency & make
- Integration in Quality strategy deployment & Q activities for category
VP SC Ops
- Execute regional mfg. strategies & CAPEX- Leading resource prioritisation for in year savings across cluster/ categories/SM & R&D - RCDSR ensuring capacity in 3-24 months for regionally sourced products
- Tactical sourcing to resolve short term capacity constraints.
VP SC Ops
- In-year savings on material & make
- Capacity related CCFOT losses
- Capability building in RCDSR process regionally & in clusters
- Regional manufacturing strategy
Cluster SC VPs
- Execute cluster mfg. strategy & CAPEX
- Cluster savings delivery
- SUs Compliance & performance to stds (safety, quality, cost & reliability)
- Technology deployment in SUs
- Innovation planning from contract
- Product quality in innovation implementation
- Cluster/Country GTM strategy
Cluster SC VPs
- Product Quality in Market Place (Consumer complaints, On shelf Q )
- Customer Service
- Innovation OTIF
- Total product Costs
- Cluster manufacturing strategy
ACCOUNTABLE TO( Enable/Ensure )
Business/market
aar
group Category
21
Business/market
Business/market
1) G1/G2 projects; Drives the innovation process up to contract gate for existing technologies and up to commissioning products for new ones 2) Resp of Design Quality is at cat EVP level
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCategOry SC COntentSCC >
Cluster SC VPs- Proposes the best cluster mfg solution in line with business priorities
- Provides all the support required to ensure feasibility of sourcing decisions
SC Ops VP- Proposes the best Regional solution in line with business priorities
deep dive intO key areaS - aar
Live Superior Service. Deliver Sustainable, Profitable Growth.
CAPEX
INNOVATION & TECHNOLOGIES
CAPACITy & SOURCING STRATEGIES
VIP BLUE FUNNELS
Cluster SC VPs- Manages & controls capital expenditure budget allocated to their cluster
SC Ops VP- Lead the CAPEX budgeting process, manage the forecasting of CAPEX and deliver regional P&L targets
Group Category VPs- Designs new technology standards - on process & engineering specs
- Develops global roll-out plans that supports business category strategies
- Drives the innovation process up to contract gate for existing technologies and up to commissioning of new products
- Drives group technology convergence of advanced/competitive options
Group Category VPs- Monitor & ensure Groups CAPEX remains within global envelope
- Ensures investments are in line with global sourcing & category technology strategies and innovation roadmaps
Cluster SC VPs- Accountable for execution of CAPEX to deliver cluster P&L growth & profit targets
Cluster SC VPs- Enables continuous performance improvements within cluster operations
- Provides support required to ensure roll- out across cluster SUs
- Ensures feasibility & monitors OTIF implementation within the cluster
- Ensures that convergence plans are within SU Master plans
Cluster SC VPs- Ensures cluster savings programmes are aligned with the Group VIP funnels
- Supports the project teams w/ insights specific to cluster & competitors
- Enable, monitor all actions in execution at SUs level SC Ops VP- Ensures in-year savings delivery of VIP projects specific to the Region
Group Category VP- Defines the global mfg network required to sustain profitable growth- Defines global capacity requirements 3-5 years- Drives the best sourcing options to maximise Group & Regional benefits- Develops the global CAPEX required to optimise category & Regional ROIC Cluster SC VPs- Provides optimal capacity availability 0-24 months for local sourcing SC Ops VP- Provides optimal capacity availability 3-24 months for Regional sites
Group Category VP - Develops Group VIP Blue funnels (medium to long term projects) in line with the global category strategy and GM ambitions- Defines & drives the pipeline of global projects jointly with R&D and Procurement- Defines priority and resource allocations for Blue funnels projects Cluster SC VPs- Ensures in-year savings delivery of VIP projects specific for the cluster
22
Responsibility
Responsibility
Responsibility
Responsibility
Accountability
Accountability
Accountability
Accountability
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCategOry SC COntentSCC >
key interFaCe meetingS
Live Superior Service. Deliver Sustainable, Profitable Growth. 23
BUSINESS TEAM
1. Category Leadership Team
2. Global Category Leadership Teams
3. Regional Category Leadership Teams
4. Global Category Supply Chain Teams
RATIONALE
Develops Global Portfolio Strategy Approves Individual Category Strategy Drives Category Capability Development
Develops Global Category Strategy Owns the Innovation Funnel Gatekeeper of Global Projects Drives Category VIP
Inputs Regional Category Strategy Gatekeeper of Regional Projects Manages regular interfaces with countries Drives Regional Category VIP
Develops and drives Category Supply Chain Strategy Drives Supply Chain execution of Category Innovation - both speed and quality Drives Category VIP Implementation Drives management of Category network capacity
PARTICIPATION
Category President Category EVPs SVPs for R&D, Finance, HR, CMI & Chief Procurement Officer Communication Business Partner
EVP Global Category (S) VPs Global Brand (S) VPs Regional Category Functional VPs VP Group Supply Chain
(S) VP Regional Category Regional Functional Leaders Regional Brand Directors Category SC/Techonology Directors
CPO VP Group Supply Chain VP Product Group Supply Chain VP Category R&D Other functional support as required
FREQUENCy
Monthly
Monthly
Monthly
3-4 timesper year
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCategOry SC COntentSCC >
Live Superior Service. Deliver Sustainable, Profitable Growth. 24
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
COntent
1- regiOnS Overview
2- regiOnal StrUCtUre
3- regiOn/mCO reSpOnSiBility & aCCOUntaBility - eUrOpe/ameriCaS
4- regiOn/mCO reSpOnSiBility & aCCOUntaBility - aar
5- key interFaCe meetingS - aar
6- key interFaCe meetingS - ameriCaS
7- key interFaCe meetingS - eUrOpe
Live Superior Service. Deliver Sustainable, Profitable Growth. 25
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn
watchamericasSC interview
watchaar SCinterview
watcheurope SCinterview
>
regiOnS Overview
Live Superior Service. Deliver Sustainable, Profitable Growth.
regiOnalp&l
reSpOnSiBilitieS
regiOnalOperatiOnexCellenCe
8 CategOrySC vps
prOdUCt grOUp
vpS
ameriCaS and weSC SvpS
aar SC Svp
mCO vpS
regiOnal SC priOritieS & reSOUrCeS
partnerrlt and Clt
regiOnS
26
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REGIONAL StRuctuRE
Live Superior Service. Deliver Sustainable, Profitable Growth. 27
Customer SC
NA &Canada
SC HR NAMCA
GreaterChina
Brazil SC FIN South Africa
NEA
South Asia
Mexico Procurement Turkey
SEA & A
RUB
SouthCone
MiddleAmerica
MCO SC
UKIRL
DACH
Benelux
France
Spain
Portugal
Greece
Italy
Nordics
CEE
ProductGroups
BusinessPartners
Dressings,SCC & FS
Ice Cream
Savoury &Beverages
Home Care& Oral
PersonalCare
LogisticsExcellence
LogisticsExcellence
SCOperations
Cordillera
BusinessPartners
Cluster SC
SC HR
SC FIN
Procurement
AM only
Europe only
BOTH
AARAmericas Europe
MAINcONtENtSc ABBREVIAtIONSA PRINt ALL PRINt SEctIONREGIONS/McO cONtENtScc >
regiOn/mCO reSpOnSiBility & aCCOUntaBility eUrOpe/ameriCaS
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Region
- Factory operations and continuous improvements
- All SC resources in Europe/Americas
- Uniform deployment of Manex, CSE, Quality, Safety, Environment, Technology programmes
- Portfolio management of CAPEX across categories and MCOs
- Executive responsibility for SC P&L and B/S
- Savings and Cash
- Represent Region in the GSCLT and SC in the Regional LT
- E2E Solutions and product portfolios to MCOs
- Run Manex/Logistics Excellence for Global SC
- Talent acquisition and retention
- Safety & Environment
- Quality operational execution
Region
- End-to-End SC delivery in each MCO - Customer Service - Savings and Cash - Quality Operational Execution - Safety and Environment
- All SC Resources in Europe and Americas
- Capital Project design and execution
- Business Waste (SC eff, Obs)
MCO
- End-to-End SC delivery in MCO
- Order to Cash (Customer Service, Logistics) - Demand Planning - Safety and Environment - On-shelf & customer quality
- Dynamic management of savings and cash as required by MCO P&L
- Execution in Business Waste
- Incident management and resolution
MCO
- ER + IR for factories
- Quality improvement for Consumer Complaints
- Customer relations
- Represent MCO in the region SCLT and SC in the MCO LT
ACCOUNTABLE TO( Enable/Ensure )
Business/market
am eU aar
group Category
28
Business/market
Business/market
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnregiOnS/mCO COntentSCC >
Cluster/Business/market
Cluster/Business/market
Cluster/Business/market
am eU aar
regions
regiOn/mCO reSpOnSiBility & aCCOUntaBility - aar
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Region
- Operate the U2K2 model
- All SC resources in AAR
- Uniform deployment of Manex, CSE, Quality, Safety, Environment, Technology programmes
- Portfolio management of CAPEX across categories and MCOs
- Driving savings and cash on a dynamic basis as required by Regional P&L
- End-to-end execution of capital projects through UEnS for 1SC
- Represent AAR in the GSCLT and SC in the AARLT
Region
- End-to-End SC delivery in each MCO and hence in AAR - Customer Service - Savings and Cash - Quality operational Execution - Factory Operations - Order to Cash - Safety and Environment
- Continuous improvement in Manex, CSE, Quality across the Region
Cluster - End-to-End SC delivery in MCO - Order to Cash (Customer Service, Logistics) - Planning - Savings and Cash - Quality operational execution - Factory Operations - Safety and Environment
- Dynamic management of savings and cash as required by MCO P&L
- Represent MCO in the AAR SCLT and SC in the Cluster/MCO LT
- Incident management and resolution
Cluster
- Business Waste
- Quality improvement for Consumer Complaints
- Customer relations
- Talent acquisition and retention
- Continuous improvement in Manex, CSE and Quality across the MCO
- Capital project design and execution
ACCOUNTABLE TO( Enable/Ensure )
29
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key interFaCe meetingS - aar
Live Superior Service. Deliver Sustainable, Profitable Growth. 30
BUSINESS TEAM
1. Regional Supply Chain Leadership team
2. Cluster Reviews
3. Cluster Leadership Team
RATIONALE
Drive AAR Supply Chain JTBDs Manage & Govern AAR Regional Operating Plan Develop Regional Operations capability Develop & Manage the people agenda in terms of talent pipeline & capability building at the regional level
Review & Deliver Cluster wise JTBDs Review cluster/country operating plans
Review & Deliver Country wise JTBDs Develops Country Operations Capability Delivers Cluster / Country Operating Plan Develop & Manage the peoples agenda in terms of talent pipeline & capability building at the cluster/country level
PARTICIPATION
Regional SVP Supply Chain Cluster Supply Chain VPs Global Category VPs as and when required Group VPs as and when required Regional Supply Chain Director Regional Finance & HR Business partners Regional VP Procurement
Regional SVP Supply Chain Cluster Supply Chain VP Regional Supply chain Director & Finance business partner Regional & Cluster Finance business partners
Country Supply Chain Heads Cluster finance & HR business partners
FREQUENCy
Quarterly
Monthly
Monthly
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key interFaCe meetingS - ameriCaS
Live Superior Service. Deliver Sustainable, Profitable Growth. 31
BUSINESS TEAM
1. ASCLT
2. Country Reviews
3. Product Group Reviews
4. SLA Reviews
5. Cordillera Programmes Review
RATIONALE
Lead the SC in the Region Develop and implement SC strategy in the Region Ensure results delivery Review and implement people strategy Agree development plans in terms of infrastructure, capabilities etc.
Review MCO performance and plans Ensure results delivery
Review PG performance and plans Ensure results delivery
Review operational performance in terms of service, costs, inventories, innovation, waste Ensure results Delivery
Review programme evolution Agree trade-offs as required Provide resources and support as required Ensure timely implementation of the programmes
PARTICIPATION
Category President Group VPs SVPs for R&D, Finance, HR & Supply Chain Communication Business Partner Regional VP Procurement
SVP SC SC VP MCO MCO SC Directors as required
SVP SC SC VP PG PG Directors as required
SC VP MCO SC VP PG Relevant Directors as required (e.g Planning, TIM-Q, Manufacturing etc.)
SVP SC Full ASCLT
FREQUENCy
Monthly
Twicea year
Twicea year
Quarterly
Monthly
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key interFaCe meetingS - eUrOpe
Live Superior Service. Deliver Sustainable, Profitable Growth. 32
BUSINESS TEAM
1. European Supply Chain Leadership team (ESCLT)
2. Unilever Supply Chain Company Board (USCC-B)
3. Country (or country clusters) Leadership Team (CLT)
4. Make Board
RATIONALE
Lead the SC in the Region Develop & implement SC strategic programmes in the region Ensure results delivery, review operational results, SC scorecard etc. Review Project delivery and follow up (Finnegan, restructuring etc.) Review & follow up of various (WL3 SC) functional boards (LLT, PPB, Make Board, CSB, etc.) HR Regional people review and development plans
Governance and decision forum related to the USCC Operational day-to-day operation related to USCC and USCC results
Develops Country (or Cluster) Operations Capability Delivers Country (or Cluster) Operating Plan
Drive Cross-Category Manufacturing Programme Deliver Global Programmes on Man Ex, Safety, Quality, etc. Develop solutions to exploit similarities across Categories (Eco-Manufacturing, Factory Organisation, Maintenance benchmarking, etc.)
PARTICIPATION
SVP SC VP Customer SC (MCOs), VP Product Group SC, VP Logistics, VP CSE, VP Finance SC, HR Dir, Strat Dir Regional VP Procurement
SVP SC VP Product Group SC, VP Logistics, VP CSE, VP Finance SC, HR Dir, Strat Dir
Country Business Unit MDs Marketing, Customer, Finance, HR and Supply Chain VPs
Works Directors representing Category and Country (total 10) Supply Chain Capabilities Directors (Safety, Quality, Man Ex, Engineering) IT, NPI
FREQUENCy
Monthly(1.5 day)
Monthly (1 day) and separate
results call
Monthly ortwice a month
Monthly
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Live Superior Service. Deliver Sustainable, Profitable Growth. 34
COntent
1- prOCUrement Overview
2- vip management reSpOnSiBility & aCCOUntaBility
3- Open innOvatiOn with SUpplierS reSpOnSiBility & aCCOUntaBility
4- indireCtS prOCUrement (eS)
5- indireCtS prOCUrement (marketing)
6- indireCtS prOCUrement (SC)
7- key BUSineSS interFaCe meetingS
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn
watchCpO interview
watchprocurement regions interviews
watchvip interview
watchOpen innovation interview
watchip - enterprise Services interview
watch ip - marketing Services interview
>
prOCUrement Overview
Live Superior Service. Deliver Sustainable, Profitable Growth. 35
materialS & ServiCe prOCUrement
prOCUrementOperatiOnS - CategOrieS
prOCUrementOperatiOnS - geOgraphieS
Manages Unilevers external supply market and supplier relationshipsResponsible for:
Contract negotiation
Supplier selection
Materials & Sourcing strategies
prOCUrement ServiCeS & CapaBilitieS
Provides procurement support and resourcesResponsible for:
Processes and tools
Procurement financial management
Information management and reporting Interfaces procurement with Unilever categoriesResponsible for:
Innovation management
Material efficiency programme
Complexity Management
Acts as local business integrationResponsible for:
Implementation of negotiated contracts
Supplier Service/Quality/Logistics
Procurement contact for local business
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnprOCUrement COntentSCC >
vip management reSpOnSiBility & aCCOUntaBility*
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Region/Network Procurement VP
- Input to ME target setting- Generate Material Efficiency VIP Ideas for Global and Regional Blue Funnel- Lead implementation of VIP ME Buying projects- Manage ME VIP information in the system (ISIS)- Suppliers delivery of agreed cost materials efficiency programme
Region/Network Procurement VP
- Savings target delivery- Support ME VIP project implementation- Facilitate suppliers interaction with UL ensuring responses in timely manner- Discipline in reporting ME savings project- Ensure VIP projects appropriately staffed
SC/Procurement Finance VP
- Coordinate ME target setting- Set Materials Efficiency guidelines and definitions- Approve ME VIP projects
Category Supply Chain VP
- Drive Global/Regional Blue Funnel & Drive cross functional idea generation sessions- Implement VIP Material Efficiency projects at factory level- Provide technical resources for implementing ME VIP programme
R&D and BD VPs
- Generate Material Efficiency VIP Ideas for Global and Regional Blue Funnel- Lead Product Logic VIP projects - Lead Implementacion of ME VIP projects at formulation/pack level- Technical approval of new suppliers / materials
SC/Procurement Finance VP
- Provide transparency and ensure consistency of savings reporting and calculation- Savings tracking and reporting- VIP process guardian
Category Supply Chain VP
- Follow up and monitor overall VIP Programmes- Get RCLT/GCLT alignment- Manage Total Product Costs
R&D and BD VPs
- Product Performance (consumer, quality, cost) - Manage product Gross Margins- Provide appropriate funds and resources for implementing ME VIP programme- Define qualification criteria for new suppliers materials
ACCOUNTABLE TO( Enable/Ensure )
procurement
Finance
group & regional SC
r&d + Bd Categories
36* Value improvement projects
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnprOCUrement COntentSCC >
Open innOvatiOn with SUpplierS reSpOnSiBility & aCCOUntaBility*
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
CR&DO/EVP Category
- Align with Compass strategy - Define the DISCOVER/GENESIS programmes- Define thought leaders in the industry
Global R&D/OI
- Plan & agree the programme resources- Ensure that capabilities are in place- Ensure information transparency & visibility
R&D OI/Procurement (Operations)
- Define scouting plan & deliverables- Define critical supplier capabilities- Agree existing suppliers to include- Drive scouting with new suppliers
Category R&D/OI/Procurement
- Define consumer needs with BD- Translate them into technical requirements- Scope business opportunity for UL/supplier- Agree alliance with supplier- Define deliverables of alliances - KPIs
Cat R&D/Cat BD/Procurement Operations Category
- Turn consumer insights into innovation BOSCARD- Initiate IPM project- Early integration of selected OI supplier- Manage the supplier/UL alliance- Monitor progress versus deliverables
R&D OI/Procurement (Operations)
- Provide SRM frame/supplier positions- Engage suppliers in programme
Category R&D/OI/Procurement
- Alliance framework with supplier- Resources to manage the alliances
Cat R&D/Procurement Operations - Category
- Ensure resources allocation to IPM project- Foster post launch evaluation/learnings
ACCOUNTABLE TO( Enable/Ensure )
want
Find
get
manage
37* Value improvement projects
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnprOCUrement COntentSCC >
indireCtS prOCUrement (eS*)
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
VP Procurement
- Defines the supply market and sourcing strategy as a part of ES strategy- Drives the supplier engagements and governance, including the supplier relationship management, supplier selection- Defines the buying and negotiation strategy, including pricing, terms, cost models and buy/lease analysis- Drives the supplier innovation and sustainability agenda
VP Procurement
- Ensures the optimal choice of available suppliers for input into a service strategy- Ensures the availability of robust supply market strategy and its execution- Ensures compliance of suppliers with Unilever standards category
VP ES
- Defines services required in area of responsibility: IT, HR, Finance, Workplace, Travel- Defines key KPIs and SLA elements for each area of service- Owns and drives the budget with the support of IP - Drives the total customer services process end-to-end- Owns day-to-day supplier management and supports IP Executive SRM Processes
VP ES
- Enables robust input of needs from the business to ensure their needs are met in a cost effective manner- Ensures an excellent service to customers, drives improvements and innovation in services - Ensures the correct service strategy is applied short and long term- Ensures all services required to support ES short and long term strategies are procured with IP engagement and process
Service Control Director
- Drives standardisation of services, KPIs and SLAs in supplier performance management across service operations- Defines quality standards for service - Defines service catalogues
Service Control Director
- Deployment & execution of service control organisation and framework across ES- Ensures standards are applied with key providers
ACCOUNTABLE TO( Enable/Ensure )
indirects procurement
enterprise Support
Service Control and development
38* ES = Enterprise Services
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indireCtS prOCUrement (marketing)
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
VP Procurement
- Defines the supply market and sourcing strategy as a part of Media, Creative Agency & CMI strategies and in country activation strategies- Support supplier engagements and governance, including supplier relationship management, supplier selection etc- Defines the buying and negotiation strategy, including pricing, terms, cost models and outsource/in-house analysis- Drives the supplier innovation and sustainability agenda
VP Procurement
- Ensures the optimal choice of available suppliers for input and benchmarking- Ensures the availability of robust supply market strategy and its execution- Ensures compliance of suppliers with Unilever standards
VP Agencies & VP Mkt Services & SVP CMI
- Defines International Agencies required in each area of responsibility: Creative, PR, interactive, CMI, digital, PMA- Defines business requirements and creative content expectations- Manage the total creative process end-to-end including implementation in categories and BB teams- Owns day-to-day supplier management & service review
VP Agencies & VP Mkt Services & SVP CMI
- Enables robust input of needs from the business to ensure their needs are met in a cost effective manner- Ensures creative processes are adhered to by Agencies & Marketing function in categories & countries- Ensures that there are no overlapping projects- Services from approved suppliers are purchased with procurement engagement
Category GVPs, Regional SVPMO, MCO VP Marketing
- Drives implementation of contracts in delivering creative content for the category or region- Defines category or regional business requirements- Holds and deploys category/regional or MCO budgets- Agency briefs / SOWs are well defined and understood- Define Activation activities
Category GVPs, Regional SVPMO, MCO VP Marketing
- Timely & effective creation, deployment & execution of creative content- Agencies deliver as per brief- Ensures effective communication in improving brand equity and in support of product innovation driven launches- Optimisation of in market activation
ACCOUNTABLE TO( Enable/Ensure )
indirects procurement
marketingFunction
Brand development &Brand Building
39
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnprOCUrement COntentSCC >
indireCtS prOCUrement (SC)
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
VP Procurement
- Defines the supply market and sourcing strategy as a part of Category SC and Regional SC strategies- Support the supplier engagements and governance, including the supplier relationship management, supplier selection- Defines the buying and negotiation strategy, including pricing, terms, cost models and buy/lease analysis- Drives supplier sustainability and support the supplier innovation agenda
VP Procurement
- Ensures the optimal choice of available suppliers for input into an investment study- Ensures the availability of robust supply market strategy, and its execution.- Ensures compliance of suppliers with Unilever standards
VP SC
- Defines goods and services required in area of responsibility: freight, warehousing and distribution, capital equipment, sourcing unit services- Defines business requirements for each area of engagement, holds or supports the budget- Drives the total customer services process end-to-end- Owns day-to-day supplier management
VP SC
- Enables robust input of needs from the business to ensure their needs are met in a cost effective manner- Ensures an excellent service to customers, drives improvements and innovation in technology and services- Ensures the business cases are completed- Services from approved suppliers are purchased with procurement engagement
Director, Quality
- Drives quality standards and metrics for all areas of spend
Director, Quality
- Deployment & execution of quality standards and metrics- Ensures standards are applied with key providers
ACCOUNTABLE TO( Enable/Ensure )
indirects procurement
Supply Chain Function
Quality
40
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key BUSineSS interFaCe meetingS
Live Superior Service. Deliver Sustainable, Profitable Growth. 41
BUSINESS TEAM
1. Unilever Procurement Leadership Team
2. Global/regional SC Leadership Team
3. Enterprise Support Leadership Team
4. Media Leadership Team
RATIONALE
Develops and approves procurement strategy for PI IP materials and services Procurement priorities & targets Material forecast Resource and talent pool plan
Ensuring full integration and alignment of procurement with the global/regional SC agenda and programme
Develops & approves Strategies Owns service line & budget Service line performance improvement
Develops and approves Strategies Owns service provision and operational budget Media innovation and development
PARTICIPATION
CPO Portfolio and regional Procurement VPs Finance, HR, Communications and Legal Business Partner
CSCO/Regional SC SVPs CPO/Regional Procurement VPs Global/regional SC leadership team members
Chief Enterprise Support Officer ES Leadership Team (including VP Procurement Indirects)
Global Head of Media Media Leadership team inc. IP Director Media
FREQUENCy
4 F2F and 12 TP meetings
Monthly
Monthly
Monthly
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Live Superior Service. Deliver Sustainable, Profitable Growth. 42
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Live Superior Service. Deliver Sustainable, Profitable Growth. 43
COntent
1- CUStOmer ServiCe exCellenCe Overview
2- CUStOmer ServiCe exCellenCe reSpOnSiBility & aCCOUntaBility
3- key BUSineSS interFaCe meetingS
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn
watch Customer Serviceexcellence interview
>
CS exCellenCe Overview
Leverage SCALE to DESIGN Capabilities globally
Live Superior Service. Deliver Sustainable, Profitable Growth.
deSign CSSOlUtiOnS FOr all ChannelS
deplOy CSepOwerhOUSe
thrOUgh gvts
eUrOpe CSe
ameriCaSCSe
aarCSe
grOUp CSe
gvtS
CSCO
vp CSe
partnerregiOnS FOr
UniFOrm rOll-OUt
BUild Oneintegrated
CSe team
CUStOmerServiCe
exCellenCe
44
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCSeCOntentSCC >
CUStOmer ServiCe exCellenCe reSpOnSiBility & aCCOUntaBility
Live Superior Service. Deliver Sustainable, Profitable Growth. 45
RESPONSIBLE TO( Define/Drive )
- Local CS relationships- Service performance in market (KPIs)- Local service improvement programmes- MCO succession planning- Standards Compliance
REGION- Design Once Deploy Everywhere- Coordinate GVT Programmes across Markets - Capability build in Markets- Interfaces with Regional SCLT & CDLT- Engage MCO Leaders and Teams
GVT- Targets & Global Deploy Programme, incl. Priority and Resource Plan- Global/International CS relationships- Co-develop CSE Capability Strategy- Roll-out global projects, eg Terra
- CSE Strategy Development- Global KPIs Definitions & Standards- Group CSE Capability platforms/programme- Interface with Global Functions (CD, R&D, IT ES, etc)
- Customer insights fed into Deploy/Design to ensure they are market relevant- Skilled resources in place- Receiver mechanism in place to execute global capabilities
REGION- Service Performance across the Region (KPIs)- Market needs & capability gaps are reflected in the GVT programme- Consistency of deployment of standards, tools, training & systems across markets
GVT- Skilled Resources in place to accelerate deployment to markets- Future needs & gaps are fed into Design Funnel- Maintain Best Practice tools, systems and processes - Strategic Customer requirements are built into market needs
- Design programme is market relevant and aligned with CD (emerging customer & shopper needs are built into it)- Fast roll-out of new capabilities through efficient piloting - Talent & Learning Framework
ACCOUNTABLE TO( Enable/Ensure )
go tomarket
CSepOwerhOUSe
go tomarket
go tomarket
EXEC
UTE
DEP
LOy
DES
IGN
EXEC
UTE
DEP
LOy
DES
IGN
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCSeCOntentSCC >
key BUSineSS interFaCe meetingS
Live Superior Service. Deliver Sustainable, Profitable Growth. 46
BUSINESS TEAM
GTM leadership Team
Regional SCLTs
GCDLT
Global CoE LT
Global Customer SC F2F
Regional CDLT
RATIONALE
Development of GTM strategies Governance of Group CSE programme Thought Leadership for CSE strategy
Alignment of Group & Regional CSE programme and priorities GVT priorities Resources
Alignment of CD & SC strategy Global Customer alignment
CoE workplans , strategy & alignment
Agree annual workplans, Review in year performance against workplan Strategic alignment
Regional alignment of CD & SC
PARTICIPATION
CSCO Group VP CSE Top 10 Market VPs, Global VP CD , Global VP IT Group Design Directors
Regional SCLT Group VP CSE Regional Group Director CSE
CCO , Regional SVP CD, Group VP CSE , Global VP CD , IT & legal
Global VP CD Global VP CSE CoE leaders
Global Customer CD VP Group VP CSE Sponsoring SC SVP Global Customer SC Director
Regional SVP CD Market VPs CD Market VP CSE
FREQUENCy
2 timesper year
2 timesper year
2 timesper year
2 timesper year
2 timesper year
Quarterly
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnCSeCOntentSCC >
Live Superior Service. Deliver Sustainable, Profitable Growth. 47
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
Live Superior Service. Deliver Sustainable, Profitable Growth. 48
COntent
1- lOgiStiCS exCellenCe Overview
2- lOgiStiCS exCellenCe reSpOnSiBility & aCCOUntaBility
3- key BUSineSS interFaCe meetingS
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn
watch logistics excellence interview
>
lOgiStiCS exCellenCe Overview
Integrate Global SCALE with Local DIVERSITy
Live Superior Service. Deliver Sustainable, Profitable Growth.
BUild lOgiStiCSSkillS
develOpmentprOgramme
BUild & deplOyCOmmOn
BenChmarkingSyStemS
SC SvpeUrOpe
lOgiStiCS vpeUrOpe
lOg vpameriCaS
lOg vpaar
Create & leadthe grOUplOgiStiCS
SUStainaBilityprOgramme
BUild & deplOyOne COmmOn
Set OF kpis
lOgiStiCSexCellenCe
49
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnlOgiStiCS exCellenCe COntentSC >
lOgiStiCS exCellenCe reSpOnSiBility & aCCOUntaBility
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Lead Logistics VP
- Create and lead the Group Logistics Sustainability Programme- Define a common logistics KPIs, benchmarking system across MCOs/regions- Develop logistics skills programme- Define standard logistics processes and systems for global application- Build logistics network and WH design capabilities
Lead Logistics VP
- Delivery of Group logistics 3C targets
Regional Logistics VP
- Develop and execute regional network strategy- Define regional logistics procurement strategy including 3PL Contract Management- Delivery for regional logistics operations (eg Ultralogistik)- Delivery of regional cost, customer service and carbon targets (3Cs)- Lead Logistics RVTs
Regional Logistics VP
- Deploy global logistics procurement strategy in regions- Deploy common logistics KPIs and benchmarking system- Deploy skills development programme for logistics- Deploy common logistics processes and systems (eg WMS, TMS)
MCO SC VPs
- Logistics operations delivery in the MCO- Continuous improvement in logistics operations as per agreed deployment programme- Delivery of MCO cost, customer service and carbon (3C) targets
MCO SC VPs
- Customer relationship management on logistics topics
ACCOUNTABLE TO( Enable/Ensure )
Business/market
am eU aar
group logisticsgllt & gvt
50
Notes: 1) G1/G2 projects; 2) Resp of Design Quality is at cat EVP level
Business/market
Business/market
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnlOgiStiCS exCellenCe COntentSC >
key BUSineSS interFaCe meetingS
Live Superior Service. Deliver Sustainable, Profitable Growth. 51
BUSINESS TEAM
1. Group Logistics Leadership Team (GLLT)
2. Logistics Global Virtual Team (LGVT
3. Logistics Regional Virtual Teams (x3)
RATIONALE
Sets Unilever Group Logistics strategy and long term targets Defines and implements global logistics organisations Defines priority programmes and projects, resources them, and monitors progress
Implements projects and programmes as defined by GLLT Identifies best practices and roles them out into the global logistics network. design once Sets logistics standards and ensures compliance (e.g. KPIs, WMS etc) Leads the Logistics sustainability initiative
Sets regional logistics strategy and targets and ensures compliance Defines regional priority programmes/projects in addition to those agreed by GLLT Develops the regional logistics management talent pool
PARTICIPATION
Europe Logistics Excellence VP as Group Lead (Chair) Regional Logistics VPs (x3) VP Indirect Procurement Group Logistics Development Director
Group Logistics Development Dir (Chair) Regional Logistics Operations Directors (x3) Logistics Procurement Director (x1) Ocean Freight Procurement Director
Regional Logistics VP (Chair) Regional Logistics Operations Director(s) MCO Logistics Directors/Managers Regional Logistics Procurement Director Regional Logistics Finance Director
FREQUENCy
Quarterly
Monthly
Monthly
mainCOntentSC aBBreviatiOnSa print all print SeCtiOnlOgiStiCS exCellenCe COntentSC >
Live Superior Service. Deliver Sustainable, Profitable Growth. 52
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >
COntent
1- QUality exCellenCe Overview
2- enterpriSe QUality reSpOnSiBility & aCCOUntaBility
3- key BUSineSS interFaCe meetingS
4- key BUSineSS review meetingS
Live Superior Service. Deliver Sustainable, Profitable Growth. 53
mainCOntentSC aBBreviatiOnSa print all print SeCtiOn
watch Quality excellence interview
>
QUality exCellenCe Overview
Building a comprehensive and integrated Quality agenda globally
Live Superior Service. Deliver Sustainable, Profitable Growth.
raiSe QUality
CapaBilitieS
develOpQUality
Strategy
vp grOUp QUality
direCtOrgrOUp
QUality eUrOpe
direCtOrgrOUp
QUalityameriCaS
direCtOrgrOUp
QUality aar
direCtOrgrOUp
QUalityexpertiSe
direCtOrgrOUp
QUalityCategOry & COnSUmer
BUildQUalityCUltUre
everywhere
Set QUalityStandardS& targetS
QUalityexCellenCe
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QUality reSpOnSiBility & aCCOUntaBility
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
EVP Category- Product superiority & competitor product benchmarking - Brand Performance Standards
Group Category Q Champion- GCLT visibility & review of Quality cross-geography- Overall category Q improvement plans- Identify and resolve chronic / x-regional Q issues- Linkage across teams (BD, BB, SC, R&D) and with RCLTs
Group VP Cat SC- CRQS development and linkage to BPS- Quality in design (innovation, core technology, engineering)
Region SVP SC- Delivered Q improvement (reduction in incidents, complaints, on-shelf defects)
MCO Chairman- Feedback process with consumers (Care lines)- External response to and resolution of Quality incidents- On-shelf Quality
Region Category Quality Champion- RCLT Q visibility & Quality issue prioritisation- Execution of Quality improvement activities in RCLT
Region VP SC [PG/Cat/MCO/OpCo/Cluster)- Quality operational execution in SC (UL & 3P)- Product Quality in innovation implementation
Group VP Quality - Lead Quality agenda for Enterprise- Strategy, standards, Ways of Working, tools
EVP Category- Overall quality improvement in category
Group Category Q Champion- Rigour of IPM Functional Excellence for Quality- Linkages between BPS and CRQS
Group VP Cat SC - Support for GCLT Q Champion- Integration in Quality strategy deployment & Q activities for category- Design for Quality in innovation projects
Region SVP SC- Quality operational execution in region (supply, manufacturing, delivery)
MCO Chairman- Support RCLTs in Q improvement
Region Category Quality Champion- Rigour of IPM Functional Excellence for Quality at RCLT- Linkage across teams (BD, BB, SC, R&D) and with GCLT
Region VP SC [PG/Cat/MCO/OpCo/Cluster)- Support RCLT Q Champion- Design for Quality in innovation projects- Product Quality in market place
Group VP Quality - Implementation and standardisation of approach, process and replication of best practice
ACCOUNTABLE TO( Enable/Ensure )
rClts
gClt gClt gClt
mCOsOpCos
mCOsOpCos
mCOsOpCos
region SC
Quality Organisation
Quality Communities / expertise networks
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rClts rClts
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key BUSineSS interFaCe meetingS
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BUSINESS TEAM
G QLT(Group Quality Leadership Team)
R QLTs(Regional Quality Leadership Teams)
Group Category Quality Managers
GCLT Quality Champions
RCLT Quality Champions
Quality Action Steering Teams
Quality Expertise Networks
Global Virtual Sites Leaders
Regional Virtual Sites Leaders
RATIONALE
Develop Quality strategy, standards Integrate and link activities Review progress & adjust activities
Implement Quality strategy Translate Quality targets to regional / local priorities Synthesise regional Quality needs Deploy new Q processes Build Q community & linkages
Implement Quality strategy Review progress & adjust activities Synthesise category Quality needs Agree new Q processes
Implement Quality strategy Synthesise category Quality needs Review progress & adjust activities
Cross-functional stakeholder guidance, input, agreement and actions cross-boundary
Leverage expertise around business to provide content guidance, develop best practice and practical action for key topics
Provide direct link to SU Quality agenda and community Ensure Quality agenda execution in consistent manner Synthesise needs, review and prioritise actions
PARTICIPATION
VP Group Quality Directors Group Quality
Dir Group Q - Region Regional Quality Leads (Product Group/Category & MCO or Cluster) VP Group Quality (as needed)
Dir Group Q - cons/cat Group Category Quality Managers
VP Group Quality Dir Group Quality - cons/cat Quality Champions (one per category)
Dir Group Quality - Region Dir Group Quality - cons/cat (as possible) R Quality Champions (one per RCLT)
Dir Group Quality (leading strategic action) Cross-functional stakeholders as relevant
Dir Group Quality (as appropriate) Identified expert practitioners located in the region from SUs, MCOs, SC, R&D, SEAC, Procurement (as appropriate)
Dir Group Q - Americas (as lead of SU Perfect Execution strategic action) GVS Leaders (cross category)
Dir Group Q - Region RVS Leaders (cross category) Dir Group Q - Americas (as possible)
FREQUENCy
6 x per year
At least 4 xper year
6 x per year
2 x per year
2 x per year
As needed
At least quarterly
At least quarterly
At least quarterly
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key BUSineSS review meetingS*
Live Superior Service. Deliver Sustainable, Profitable Growth. 57
BUSINESS TEAM
UEx
GCLTs(Global Category Leadership Teams)
R LTs(Regional Leadership Team - AALT, ALT, ELT)
RCLTs(Regional Category Leadership Teams)
G SCLT(Global Supply Chain Leadership Team)
R SCLTs(Regional Supply Chain Leadership Teams)
UPLT(Unilever Procurement Leadership Team)
RATIONALE
Quality progress review and obstacle removal for Q agenda
Review Quality progress Prioritise issues for improvement, sponsor Q Improvement teams Ensure IPM FE is followed
Review Quality progress Remove obstacles
Review Quality progress Prioritise issues for improvement, sponsor Q Improvement teams Ensure IPM FE is followed
Approve Quality strategy and JtbD Provide mandate, resources Remove obstacles
Agree regional Quality priorities Review Quality progress Move obstacles
Drive S Q Approval compliance Drive Supplier Quality Improvement agenda
PARTICIPATION
UEx members SVP R&D Category VP Group Quality
GCLT members Global Quality Champion
RLT members SVP SC (on behalf of Q) OR VP Group Quality/Dir Group Quality - Region
RCLT members Regional Quality Champion
G SCLT members VP Group Quality
Reg SCLT members Director Group Quality for Region AND/OR VP Group Quality (at least annually)
UPLT membersDirector/Manager Group Quality leading Supplier Quality strategic action AND/OR VP Group Quality
FREQUENCy
At least annually
At least4 x per year
At least2 x per year
At least 6 x per year
At least3 x per year
At least 3 x per year
At least 2 x per year
* List of other functional LT forum where Quality agenda is reviewed and actioned upon
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COntent
1- manUFaCtUring exCellenCe Overview
2- manUFaCtUring exCellenCe reSpOnSiBility & aCCOUntaBility
3- manUFaCtUring exCellenCe reSpOnSiBility & aCCOUntaBility - aar
4- key BUSineSS interFaCe meetingS
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watch manufacturing excellence interview
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manUFaCtUring exCellenCe Overview
Connect & Strengthen our Manufacturing Network
Live Superior Service. Deliver Sustainable, Profitable Growth.
leveragethe virtUal SiteS
COnCept
deFineCOmmOn
kpis
SC Svp ameriCaS
manex vpaar
manex vpam/we
apply tpmmethOdOlOgyCOnSiStently
enSUrerigOUr
in reSUltS
manUFaCtUringexCellenCe
60
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manUFaCtUring exCellenCeCOntentS
C >
manUFaCtUring exCellenCe reSpOnSiBility & aCCOUntaBility
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Group
- Overall Man Ex programme & prioritisation- Man Ex standards processes- Man Ex Capability building- Global/Regional operational excellence (RVS/GVS)
Group
- Man Ex deployment across regions- World Class Manufacturing metrics- Virtual site delivery- In-year savings delivery- Man Ex Skills and capability programme delivery
Region
- Man Ex deployment- In-year Man Ex savings delivery- Region operational excellence (RVS)- TPM Programme support
Region
- SUs Man Ex programme- SUs performance standards (P,Q,S,C,D,M)
Supply Unit directors
- SU Man Ex programme delivery- SU performance results (P,Q,S,C,D,M) - Virtual site activities
Supply Unit directors
- Implement agreed programmes- Sharing practice and resources - Customer Service
ACCOUNTABLE TO( Enable/Ensure )
Business/market
am eU aar
group
61
Business/market
Business/market
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manUFaCtUring exCellenCeCOntentS
C >
manUFaCtUring exCellenCe reSpOnSiBility & aCCOUntaBility - aar
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Group
- Overall Man Ex programme & prioritisation- Establish Man Ex standards/Process/KPIs- Make Capability building programme- Global/Regional operational excellence through GVS/RVS.- Blue Funnel make VIP- In-year make savings governance
Group category VP
- Developing world class Manf. Metrics- Reducing bandwidth of Make performance KPIs in site across the region- Zero sites below minimum mandatory standards by 2013
Cluster/MCO SC VPs
- SU program delivery in terms of safety, conversion costs and output reliability
Cluster/MCO SC VPs
- SU programme delivery in terms of Productivity, Quality & Morale- Implementing agreed Man Ex programme- Sharing & cascading best practices regionally & globally
ACCOUNTABLE TO( Enable/Ensure )
Business/market
am eU aar
group
62
Business/market
Business/market
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manUFaCtUring exCellenCeCOntentS
C >
key BUSineSS interFaCe meetingS
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BUSINESS TEAM
1. Group Man Ex
2. Regional Man Ex
3. Regional Supply Chain Leadership Team
4. Cat Supply Chain Leadership Team/Cluster Supply Chain Leadership Team (one on one meeting with each category/cluster)
RATIONALE
Develop Global Man Ex strategy Monitor progress in Manufacturing Performance improvement Review Mfg Centre of Excellence progress Review Mfg Capability building and resource allocation
Regional Review MEx/TPM performance Foundation (raise the floor) and Advanced (raise the ceiling) focus Prioritisation Feedback to Group Man Ex
Review (Regional/Cluster)Supply Chain Performance vs target Develops actions to close gaps Succession Planning
OpCo MEx/TPM Review RVS Review Deep Dive on category/cluster/site issues Short term action planning and support
PARTICIPATION
SVP SC Americas Group VP MEx (AAR; WE/Am) Group/Regional MEx Directors GSCLT (once in six months review)
SVP SC Group VP MEx (AAR; WE/Am) Group/Regional Mex Director Cat VP SC/Cluster VP SC (selected)
SVP SC Product Group SC VP (Am/WE); Cluster SC VP Group VP MEx (AAR; WE/Am) Group SC VPs (for AAR) - case to case basis Group Q VP Group UEnS VP
Product Group SC VP (Am/WE); Cluster SC VP Group VP MEx (AAR; WE/Am) Site/RVS Leaders Group/Regional MEx Director
FREQUENCy
Once in3 months
Once in2 months
Once in2 months
Once in2 months
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Live Superior Service. Deliver Sustainable, Profitable Growth. 65
COntent
1- Unilever engineering ServiCeS Overview
2- Unilever engineering ServiCeS reSpOnSiBility & aCCOUntaBility
3- key BUSineSS interFaCe meetingS
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watch Unilever engineering Services interview
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Unilever engineering ServiCeS Overview
Deliver Value & Speed through Repeatable Models
Live Superior Service. Deliver Sustainable, Profitable Growth.
deliver e2e Capital exeCUtiOn
at COmpetitive COSt
COnStrUCtiOn,inStallatiOn and COmmiSSiOning
UenS
vp UenS
SC Svpaar
deSign ServiCeS
prOjeCtdelivery
leading edgeengineering deSign
CapaBilitieS viaexternal allianCeS
re-USaBleCOre and
inFraStrUCtUredeSignS
engineeringexCellenCe
66
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Unilever engineering ServiCeS reSpOnSiBility & aCCOUntaBility
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
UEnS VP
- E2E Project Execution- Engineering design repository- ESP Partner Management- Non Cat Techno Development- Collaborative supplier engineering programme
UEnS VP
- OTIF capacity creation- Sustainable Infrastructure
Category SC VPs
- Future requirements: Mfg Capacity, New Factories & Technologies- Category Technology Menus- Capital planning & approval- New Category Technology Definition
Category SC VPs
- Project Engineering designs- Reusable design repository- Strategic supplier relationships- Implementation support
VP Safety
- Definition/maintenance of UL safety standards for EPCM and commissioning
VP Safety
- Deployment of safe operating processes at all UEnS Project Sites- Safety performance at project sites
Cluster SC VPs
- Future requirements: Infrastructure, Site Development, Non Mfg Exp- Inputs from Op Ex teams- Local planning/compliance- Effective receiver role as integral team member
Cluster SC VPs
- Site infrastructure design- OTIF E2E Project execution- Capital planning & approval
VP ManEx
- Feedback of design performance & learning- Best practice input to projects & core design development
VP ManEx
- Development of core designs- Operational ramp up of new capital installations
VP IP
- Capital Procurement Strategy- Strategic Supplier Relationship Mngt- Procurement of Capital Equipment & Supplies- Delivery of IP Savings
VP IP
- Supplier selection for core design modules
VP Quality
- Definition of Q stds- Feedback on Quality performance and link to capability- Input Q principles to core design dvpt
VP Quality
- Development of Process capability to achieve quality standards & drive quality performance improvement- Incorporation of best practice quality design principles into projects and core designs
ACCOUNTABLE TO( Enable/Ensure )
CatSC
CatSC
CatSC
mCOsOpCos
mCOsOpCos
mCOsOpCos
gClt gClt gClt
region SClt
global SClt
region SClt
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key BUSineSS interFaCe meetingS
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BUSINESS TEAM
SCLT
Category SC Teams
Regional SCLT
UPLT
RATIONALE
Review/Sign-off of UEnS Programme & Project Portfolio KPI delivery Opportunities & learning
Other interface meetings are held on project specific basis
Understand future investment plans and priorities Agree/Review core design development programme Agree/Review Category capital project portfolio & resource requirements Opportunities & Learning
On the ground implications of Category capital project portfolio including CAPEX Future infrastructure/non Manufacturing requirements & CAPEX Regional/Local priorities Big project update/share learning
Agreement of Procurement strategy and IP savings targets Resource alignment Review progress against targets and strategy implementation
PARTICIPATION
Unilever SCO Regional SC SVPs CPO Group Category SC VPs UEnS VP
Group Category SC VP Category T&E Directors UEnS VP UEnS Engineering Services Director Capital Procurement Director
Regional SC SVP Cluster/Regional Category SC VPs Project Delivery Director(s) Regional T&E Directors Regional Quality/Safety Directors
CPO Procurement VPs UEnS VP UEnS/IP Directors
FREQUENCy
2 3 timesper year
2 timesper year
2 timesper year
2 timesper year
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Live Superior Service. Deliver Sustainable, Profitable Growth. 70
COntent
1- SaFety & SeCUrity Overview
2- SeCUrity reSpOnSiBility & aCCOUntaBility
3- SaFety reSpOnSiBility & aCCOUntaBility
4- key interFaCe meetingS
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watch Safety & Security interview
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Safety & Security Overview
Live Superior Service. Deliver Sustainable, Profitable Growth.
raiSe Safety& Securitycapability
- bbS- process safety- Safe driving
DevelOp & review Strategy,priOritieS anD perfOrmance
risk & compliancemanagement
Safety & Security
vp
aar SHe Dir
we SHe Dir
americaS SHe Dir
grOup buSineSS
cOntinuity
grOupSecurity manager
builD a unilever Safety & Security
cultureeveryone, every day,
everywhere
Set targetS anD StanDarDS
Safety &Security
71
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SeCUrity reSpOnSiBility & aCCOUntaBility
Live Superior Service. Deliver Sustainable, Profitable Growth.
RESPONSIBLE TO( Define/Drive )
Global CSO:- Functional responsibility and custodian of Corporate Security Framework, Standards and Guidance- Maintaining a security network of internal and external stakeholders - Providing security advice, direction and support across the Business, including the Board, UEx and relevant Committees- Overseeing the Unilever Security Implementation Network to ensure security is being managed at the tactical/operational level
Security Action Group- Provide Business input into security planning and priority setting
Global CSO:- Central coordination of the security function- Assist country CSOs to establish security plans aligned to wider business objectives
Security Action Group- Support for Global CSO in driving the security agenda
Region SVP SC/HR- Regional Security Champions for sponsoring security at RLT- Advice and guidance on wider regional issues to ensure alignment