one unilever supply chain operating framework

1

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


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

mainCOntentSC aBBreviatiOnSa print all print SeCtiOn >

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


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



cost

World class service

Consumerperceived

quality

Flawless execution

SC creates value

through


ork


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




Bias for Action


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.


growth2bn

Profit6bn

growth2bn

Improved On Shelf

Availability

SuperiorQuality

DifferentiatedProcess

Technologies

Faster Speed in

Innovation

ImprovedStocks &Creditors

SC Savings, Business Models,Sourcing Network

+ + }}

6


FUndamental rOleS...


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


One Unilever SC OrganiSatiOn StrUCtUre


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


gOvernanCe and key interFaCeS


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


One Unilever SC OrganiSatiOn prinCipleS


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



Bias for Action


Growth Mindset



cost

World class service

Consumerperceived

quality

Flawless execution

SC creates value

through


ork


g with

passi

on to

winCA

PABI

LITY

- D

iffer

entia

ted

stra

tegi

es &

tech

nolog

y adva

ntage

10


increased inter-dependency & dynamic resources management

One glOBally led OrganiSatiOn


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


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.


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


e2e peOple develOpment

Supply Chain Blueprint


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



Bias for Action


Growth Mindset



cost

World class service

Consumerperceived

quality

Flawless execution

SC creates value

through


ork


g with

passi

on to

winCA

PABI

LITY

- D

iffer

entia

ted

stra

tegi

es &

tech

nolog

y adva

ntage

13


SUpply Chain BUilding BlOCkS


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


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



watch SC Category Sponsor interview

watchSC Category interview

>

CategOry SC Overview


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


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


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


- Product Quality in innovation implementation

- Region operational excellence (RVS)

Product Group VP

- SUs Masterplan

- Execution of CAPEX in SUs

- Innovation OTIF


- 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)


- 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


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


- Ensures that CAPEX remains within allocated regional envelope

deep dive intO key areaS eU/am


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


CategOry SC aar reSpOnSiBility & aCCOUntaBility



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


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


Cluster SC VPs- Proposes the best cluster mfg solution in line with business priorities


SC Ops VP- Proposes the best Regional solution in line with business priorities

deep dive intO key areaS - aar


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


key interFaCe meetingS


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


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



watchamericasSC interview

watchaar SCinterview

watcheurope SCinterview

>

regiOnS Overview


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

mainCOntentSC aBBreviatiOnSa print all print SeCtiOnregiOnS/mCO COntentSCC >

REGIONAL StRuctuRE


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



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


Business/market

am eU aar

group Category

28

Business/market

Business/market


Cluster/Business/market



am eU aar

regions

regiOn/mCO reSpOnSiBility & aCCOUntaBility - aar



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


29


key interFaCe meetingS - aar


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


key interFaCe meetingS - ameriCaS


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


key interFaCe meetingS - eUrOpe


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



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


watchCpO interview

watchprocurement regions interviews

watchvip interview

watchOpen innovation interview

watchip - enterprise Services interview

watch ip - marketing Services interview

>

prOCUrement Overview


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*



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


procurement

Finance

group & regional SC

r&d + Bd Categories

36* Value improvement projects


Open innOvatiOn with SUpplierS reSpOnSiBility & aCCOUntaBility*



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


want

Find

get

manage

37* Value improvement projects


indireCtS prOCUrement (eS*)



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


indirects procurement

enterprise Support

Service Control and development

38* ES = Enterprise Services


indireCtS prOCUrement (marketing)



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



marketingFunction

Brand development &Brand Building

39


indireCtS prOCUrement (SC)



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



Supply Chain Function

Quality

40


key BUSineSS interFaCe meetingS


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



COntent

1- CUStOmer ServiCe exCellenCe Overview

2- CUStOmer ServiCe exCellenCe reSpOnSiBility & aCCOUntaBility



watch Customer Serviceexcellence interview

>

CS exCellenCe Overview

Leverage SCALE to DESIGN Capabilities globally


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



- 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


go tomarket

CSepOwerhOUSe

go tomarket

go tomarket

EXEC

UTE

DEP

LOy

DES

IGN

EXEC

UTE

DEP

LOy

DES

IGN




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



COntent

1- lOgiStiCS exCellenCe Overview

2- lOgiStiCS exCellenCe reSpOnSiBility & aCCOUntaBility



watch logistics excellence interview

>

lOgiStiCS exCellenCe Overview

Integrate Global SCALE with Local DIVERSITy


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



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


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




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


COntent

1- QUality exCellenCe Overview

2- enterpriSe QUality reSpOnSiBility & aCCOUntaBility


4- key BUSineSS review meetingS



watch Quality excellence interview

>

QUality exCellenCe Overview

Building a comprehensive and integrated Quality agenda globally


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

54

mainCOntentSC aBBreviatiOnSa print all print SeCtiOnQUality exCellenCe COntentSC >

QUality reSpOnSiBility & aCCOUntaBility



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


rClts

gClt gClt gClt

mCOsOpCos

mCOsOpCos

mCOsOpCos

region SC

Quality Organisation

Quality Communities / expertise networks

55

rClts rClts




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


key BUSineSS review meetingS*


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 least 6 x per year




* List of other functional LT forum where Quality agenda is reviewed and actioned upon



COntent

1- manUFaCtUring exCellenCe Overview

2- manUFaCtUring exCellenCe reSpOnSiBility & aCCOUntaBility

3- manUFaCtUring exCellenCe reSpOnSiBility & aCCOUntaBility - aar



watch manufacturing excellence interview

>

manUFaCtUring exCellenCe Overview

Connect & Strengthen our Manufacturing Network


leveragethe virtUal SiteS

COnCept

deFineCOmmOn

kpis

SC Svp ameriCaS

manex vpaar

manex vpam/we

apply tpmmethOdOlOgyCOnSiStently

enSUrerigOUr

in reSUltS

manUFaCtUringexCellenCe

60


manUFaCtUring exCellenCeCOntentS

C >

manUFaCtUring exCellenCe reSpOnSiBility & aCCOUntaBility



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)


- SU Man Ex programme delivery- SU performance results (P,Q,S,C,D,M) - Virtual site activities


- Implement agreed programmes- Sharing practice and resources - Customer Service


Business/market

am eU aar

group

61

Business/market

Business/market



C >

manUFaCtUring exCellenCe reSpOnSiBility & aCCOUntaBility - aar



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


Business/market

am eU aar

group

62

Business/market

Business/market



C >



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



C >


COntent

1- Unilever engineering ServiCeS Overview

2- Unilever engineering ServiCeS reSpOnSiBility & aCCOUntaBility



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Unilever engineering ServiCeS Overview

Deliver Value & Speed through Repeatable Models


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

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Unilever engineering ServiCeS reSpOnSiBility & aCCOUntaBility



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


CatSC

CatSC

CatSC

mCOsOpCos

mCOsOpCos

mCOsOpCos

gClt gClt gClt

region SClt

global SClt

region SClt

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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



COntent

1- SaFety & SeCUrity Overview

2- SeCUrity reSpOnSiBility & aCCOUntaBility

3- SaFety reSpOnSiBility & aCCOUntaBility

4- key interFaCe meetingS


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Safety & Security Overview


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

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SeCUrity reSpOnSiBility & aCCOUntaBility



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

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