UNILEVER

END 2 END SUPPLY CHAIN

LULEÅ OKTOBER 2013 KHALIL EL-ACHKAR NORDIC QUALITY ASSURANCE MANAGER

UNILEVER HISTORY

Margarine Unie (Netherlands) Lever Brothers (UK)

1930 Unilever NV (Netherlands) Unilever PLC (UK)

FAST FACTS - 2012

252

FACTORIES (4 IN NORDICS) TURNOVER OF

€51 BILLION

AT END OF 2012

173,000

EMPLOYEES AT THE END OF THE YEAR

190

COUNTRIES IN WHICH OUR PRODUCTS ARE SOLD

€1 BILLION

INVESTED IN R&D WORLDWIDE

SCALE AND GEOGRAPHICAL REACH

€17.1

billion turnover

3.1% 33%

underlying volume growth of group turnover

€13.9

0.9%

billion turnover underlying volume growth

27%

of group turnover

EASTERN EUROPE €20.4

5.7%

billion turnover underlying volume growth

40%

of group turnover

CATEGORY HIGHLIGHTS IN 2012

FOODS PERSONAL CARE

Turnover:

€14.4 billion HOMECARE

Turnover:

€9.1 billion

Turnover:

€18.1 billion REFRESHMENT

Turnover:

€9.7 billion

LET’S START WITH A SHOP VISIT

What is End 2 End Supply chain?

More than delivering on time in full…

DELIVER

Perfect store Product – Right size, Right pack Promotion – correct forecast, responsiveness, promo packs Price – competitive (Threat from DOBs) NPD – manage distribution and flexibility OSA – On Shelf Availability

MAKE

252 factories Office Manufacturing Storage

Flen

Waste management – Stocks – OEE – Balance between service and DOH (Overall Equipment Efficiency) CCFOT – Delivery and changeover (Customer Case Fill On Time) TPM ( Total Productive Maintenance)

Odense Copenhagen Sipoo

CHALLENGES

Responsiveness – the “new” way of reducing stock while keeping high service level RVS/GVS (Regional/Global virtual sites) – Share best practise Centralizing - MRP, transport, buying End of line flexibility – decrease re-pack (product manipulation) Partner to Win – in buying Produce more with less environmental impact (landfill, water, C02) From cost pressure -> End 2 End supply chain