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* * Slide 11. The Heart of operations Each SC sub-process requires planning. Planning also links the sub-processes together. It is therefore critical to optimisation of SC performance. Because It guides our everyday life working in the SC requires a thorough knowledge of the planning process. * * Slide 5. Organisational Developments Before we focus on career management, it is worth while spending a few minutes to review the organisational developments against which any discussion about careers has to take place. The move towards process management, the emergence of single integrated supply chain structures, regional sourcing and e-commerce have changed and enhanced the role of the Supply Chain. To equip ourselves for this new role we must build our professionalism to higher levels. * Slide 13. What do Supply Chain people in Unilever do? SC managers work in a wide variety of roles. They cover both operational and strategic activities. They can be in one of the main sub-processes (Plan, Source, Make or Deliver) or in enabling processes such as QA, Technology and SHE. The trend in is toward integrated management of the SC in which SC managers deliver value by leveraging their professional capabilities and business understanding. The content and focus of SC roles vary according to specific organisational and business environments. SC managers can expect to (and should) undertake a number of different types of role during their career. * Slide 7. Building successful careers The general booklet “Building Successful Careers” focuses on the eight major components of career management. Some of these are processes and tools; some are guidance about the general requirements the business has set down; and some are personal to each individual. * * * * * * * * (海量营销管理培训资料下载) (海量营销管理培训资料下载) Increase revenue growth to 5% per annum Increase operating margin from 10% to 15% by 2004 Deliver an incremental €2.7billion in operating profit by 2004 Path to Growth identifies