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UnileveR End 2 End Supply chain

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). 173,000.

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UnileveR End 2 End Supply chain

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  1. UnileveREnd 2 End Supply chain LuleåOktober2013 Khalil El-AchkaR Nordic Quality Assurance Manager

  2. Unilever History Margarine Unie (Netherlands) Lever Brothers (UK) 1930 • Unilever NV (Netherlands) • Unilever PLC (UK)

  3. Fast facts - 2012 • 252 • Factories (4 in Nordics) 173,000 Employees at the end of the year • Turnover of • €51 billion • at end of 2012 • €1 billion • invested in R&D worldwide • 190 • countriesin • which our • products • are sold

  4. 2012 turnover €51.3 billion Scale and geographical reach • EUROPE • €20.4 billion turnover • 5.7% underlying volume growth • 40% of group turnover • EUROPE • €13.9 billion turnover • 0.9% underlying volume growth • 27% of group turnover • EUROPE • €17.1 billion turnover • 3.1% underlying volume growth • 33% of group turnover • ASIA, AFRICA, CENTRAL & EASTERN EUROPE EUROPE THE AMERICAS

  5. Category highlights in 2012 FOODS PERSONAL CARE Turnover: €9.1 billion Turnover: €14.4 billion Turnover: €18.1 billion REFRESHMENT HOMECARE Turnover: €9.7 billion

  6. Let’s start with a shop visit What is End 2 End Supply chain? More than delivering on time in full…

  7. 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

  8. Make 252 factories Office Manufacturing Storage • Waste management – Delivery and changeover • Stocks – Balancebetween service and DOH • OEE – (Overall EquipmentEfficiency) • CCFOT – (Customer Case Fill On Time) • TPM - (Total ProductiveMaintenance) Sipoo Flen Odense Copenhagen

  9. 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

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