Building Capabilities to Deliver Strategic Objectives · © Unilever EIPM Annual Conference 2006...
Transcript of Building Capabilities to Deliver Strategic Objectives · © Unilever EIPM Annual Conference 2006...
© Unilever EIPM Annual Conference 2006 Philippe de Jongh
The Supply Chain Academy
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Supply Management
Building Capabilities to Deliver Strategic Objectives
EIPM Annual Conference07 December 2006
Philippe de Jongh
© Unilever EIPM Annual Conference 2006 Philippe de Jongh
Unilever: Company Facts & Figures
The Supply Management Learning Journey: 3 years at a glance
Programs & Critical Success Factors
Moving Talent Forward: The Supply Chain Academy
Preparing for the Future: A New Supply Chain Skills Set
Recap of Best Practices
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Agenda
Unilever
Company Facts & Figures
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The Supply Management Learning Journey
3 Years at a Glance
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Turn Back the Clock - Late 2003
On the Business side: ► »Path to Growth » plan almost completed (2000 – 2003)► Acquisitions (Bestfoods, Amora-Maille, Ben & Jerry, Slim fast,…)► 140 businesses sold► Dramatic brand reduction (1,600 down to 400)► Leading brands account for 93% of sales► Massive cost savings achieved to fuel future growth
On the Supply Management side:► Total Spend 26bln Euro► 1,100 Supply Managers► Transition from Local to Regional to Global in
varying stages of completion► A new SC skills set published end 2001 but not
widely used (27 Reference jobs profiles available)
Oct 2003
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Moving Onward... (2004 - 2006)
Vision« From Buyers to Business Partners in innovation, Simplification, Supply Chain and NPI to maximize company value »
Accelerate development of professional capabilityTop strategic thrust identified to underpin this transformation
Challenges aheadData aggregationSupply Chain / Innovation ChainSupply Management to become one global communityManage virtual teams in a multicultural environmentSM the ‘hot’ place to be!
Attracted new people from all over the Business with very differenteducational and professional backgrounds
2006
Programs & Critical Success Factors
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Our Guiding Principles for Learning
Align with business objectives Target all Management
levels with clear prioritiesin the execution
Ensure maximum exposure to participants Fill existing identified gaps –
« Raise the floor »
Prepare for the future –« Raise the ceiling »
Delivered in a cost effective way
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The Learning Program
Supply Management courses: The Core4 programs covering the differentmanagement levelsSkills-based3 phases
Explore – 8 weeks priorUnderstand – 5 days residentialGo create – 8 to 16 weeks after
Delivered regionally or globally
Specific Skill-based courses: Tacklethe Diversity
Negotiation (2,5 days + pre-work)Finance for Supply Chain (3 days + pre-work)Managing Cultural differences (1,5 day)
Cross Functional coursesJoint participation withexisting programsCreate new joint programs
E-learningAs a standalone curriculumAs an integral part of a program
Continuing EducationVirtual gatherings with experts in the fieldSupply Chain / SupplyManagement portal
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Have we been successful?
In 3 years (2004 – 2006)9 programs rolled out across all geographies1,500 + participants in classroom courses500 + e-learning users (blended learning)350 + participants in Virtual Gatherings with experts in the field
EvaluationScoring standardized: 1– 5 scaleParticipants assess themselves against program learning objectivesUse different evaluation criteria (faculty, guest speakers, logistics, …)Combine quantitative and qualitative feedback
Reading the resultsHigh score average (4.4) out of 50+ courses deliveredScore dispersion very low – same level of satisfaction across the globeStrategy into action: bring the learning back to the workplaceOther functions eager to send participants
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Examples - EvaluationsParticipants score themselves
before and after the course to measure improvementagainst learning objectives
Course Evaluation
Faculty Evaluation
Participants score eachfaculty member on series
of questions
1. What was the key message for you?
2. To what extent did the presenter’s style help your understanding of the content?
3. Would you recommend this session of the next program? Why or why not?
Participants evaluatethe speaker withwritten responses
Speaker Evaluation
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What’s next?
The company accelerates its transformationFoods and HPC divisions have disappeared3 regions (Europe, Americas and Asia-Amet) instead of 5Each function’s targets fully aligned with company top objectives
A new mission for the Supply Chain which translates into new thrusts
A new learning infrastructure for a new challengeConnected to the business, driver to promote talent development
The Supply Chain Academy
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Unilever Supply Chain Academy – 3 critical success factors
A Space for Sharing Supply
Chain knowledge & communications
People Capability Solutionsthat meet the development
needs of individuals & deliver Supply Chain improvement
Professional Business Partners who deliver
Learning & Development programmes in the Supply
Chain
Mission« Building People Capabilities
to Deliver the Unilever Supply Chain Strategy »
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As a global function, having a common space online is key
“A Space for Sharing”
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Preparing for the Future
A New Supply Chain Skills Set
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Supply Chain requires a new platform
Main Objectives
Create a new skill set that will drive Unilever SC towards 2010
Identify skills key to deliver the SC Strategy into Action
Easy to implement, understand, review and measure
Scope
The extended Supply Chain will be covered
Skills will be identified at a global level and be applicable to regions
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The SC Skills Framework
Requirements
Alignment with HR guidelines for General skills
Straightforward word definition for each skill, followed by a list of sub-skills
Each sub-skill linked with “Activities / Tasks”
4 competency levels for each sub-skill / skill
Basic Appreciation
Ability to discuss the main elements of
the skill with others
Working Knowledge
Ability to have direct involvement in decisions and
actions in the skill area
Fully Operational
Ability to perform personally the great
majority of the activities of the skill
area
Leading Edge
Ability to significantly develop
the skill
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The SC Skills Framework - example
Supply Market Intelligence and Analysis
Searching for and gathering information on relevant supply markets. Analysing market behaviour and trends to support strategy formulation….
Sub Skills• Collecting Relevant Information• Analysing Supply and Demand Market
Behaviour• Understanding key cost drivers and price
trends• Applying Market Insights• Communicating and Sharing Market
Intelligence
Activities• Identifies the barriers to market entry
e.g. legal, economic, technical, political and environmental factors
• Identifies possible new entrants to the market and how they would change the supply/demand balance
• Understand the customers within the market, total demand, productivity, services and quality levels required
• Identify substitute technologies,processes and business models inthe market
• Analyse the supply marketdependencies (supplier’s supplier chain)
Skill Name
Description
Sub Skills
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Job Skills Profile – building blocks
+
Example Supply Management Role
Supply Manager
Collaborating Across the Supply Chain to Drive Value Creation for
Ourselves and Our Customers
Managing Alliance and Relationships
Change Management
Supply Planning
Marketing
All Skill Components
Supply Management Skills
General Skills
Other SC Skills
Other Functional Skills
+
+
+
Cross Supply Chain Skill
Supply Market Intelligence and Analysis
Relevant Skills
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Project Process
Project Brief
Content(Functional Skills)
Job SkillsProfiles Implementation
• Where are we? Where do we want to be?
• Stakeholder Interviews
• Scoping
• Externalbenchmarking
• SME interviews
• Draft of skills set for each sub-process designed
• Each respectiveFunctional Leadership Team validated & signed off their skills set
• New skills set used to profile reference jobs
• Feedback fromhomogeneous group of profilers
• Each respectiveFunctional Leadership Team signed off their job skills profile
• Transfer into system that allows people to use it
• Communicate
SC Leadership Team Sign Off
Each
SC
func
tion
in p
aral
lel
8 months
Content (Cross-SC
Skill)
• One cross-SC skill that encompassesall functions created
Driven by the Supply Chain AcademySupported by each SC function (Plan, Source, Make and Deliver)Endorsed by the Business
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Implementation - How does it look?
System generates available learning materials based on skill gaps
Individuals select their current role (or a possible future one) and assess themselves against the reference profile
Provides descriptions of each skill and sub-skill
activities
Provides descriptions of each skill and sub-skill
activities
Priorities are agreed with line manager
Tool that facilitates the profiling of an individual against a reference role profile from a generic list of
Supply Chain jobs
Tool that facilitates the profiling of an individual against a reference role profile from a generic list of
Supply Chain jobs
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To Recap: Some Best Practices to Share
Link closely with Business priorities
Be clear on the frameworkSkill-based programsFlexibles (building blocks)Find the right mix (lectures, guests speakers, team work)
Raise the floor (fill the gaps), Raise the ceiling (prepare for the future)
Leverage and get people committedGlobal lead / regional executionProgram committee architecture
Maximize learningBlended learningDeliver at the best placeEvaluateTransfer to the workplace (Strategy into Action)
Keep in touch with your “customers”Web pageVirtual conferences
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Thank you