delos partnership deutschland organisation präsentation bacardi dd. 10.1.06
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Delos PartnershipDeutschland Organisation
PräsentationBacardi
dd. 10.1.06
2© The Delos Partnership 2004
Stephan E. WilligensStephan E. WilligensWas sind meine Erfahrungen
• Ausbildung, im wesentlichen über den 2. Bildungsweg zum MBA für Business Management Industrie und Marketing Management Kaufmann (IHK) Change Management (Boston Consulting) ALQ zertifizierter Experte
• International Management Erfahrung in leitenden Funktionen (Geschäftsleitungsebene) im Bereich der Konsumgüter Industrie Dienstleistungsunternehmen Handel
• Tätigkeiten in verschiedenen Organisationen/Kulturen in Europa und dem mittleren Osten in den Bereichen, Supply Chain / Logistik Vertrieb MarketingProject and Change experience (Mergers, De-mergers, set up of
new Organisations, Outsourcing, Re-organisations, Closing down of organisations
• Erfolgreiche Etablierung eines Start – up Unternehmens
3© The Delos Partnership 2004
Die Delos KonzeptionDie Delos Konzeption
“There are no problems just challenges” (Cicero)
1. Der Veränderungsprozess1. Ist Analyse2. Zukunftsprojektion
2. Managementprozess1. Integrierte Konzeption2. Führungsvorgaben
3. Erfolgskontrolle1. Projektmanagement2. Kennzahlen
4© The Delos Partnership 2004
The Heart of the Business• Emotionen• End to End Ausblick und Blick in die Zukunft• Einfach zu verstehen und zu kommunizieren
The Head of the Business• Fakten• herausfordern und hinterfragen der Vision für die Zukunft• Offen, konstruktiv und zielorientiert
The Hand of the Business• Umsetzung • Erzielen der vereinbarten Ergebnisses im Zeit- und Erfüllungsrahmen• Fokussiert, organisiert und offen
Der Strategie – Zyklus Der Strategie – Zyklus der Unternehmender Unternehmen
5© The Delos Partnership 2004
Der VeränderungsprozessDer VeränderungsprozessVon: The Art of Visioning, Michael DoyleVon: The Art of Visioning, Michael DoyleMichael Doyle Associates ©Michael Doyle Associates ©
AktullerStatus+ & -
Ursprungs-gedanke
Vergangen-heit
VisionStrategie
Hin
dern
isse
ZukünftigesUmfeld
Möglichkeiten& Gefahren
Action plan
Action planAction
planAction plan
6© The Delos Partnership 2004
Die Delos KonzeptionDie Delos Konzeption
“There are no problems just challenges” (Cicero)
1. Der Veränderungsprozess1. Ist Analyse2. Zukunftsprojektion
2. Managementprozess1. Integrierte Konzeption2. Führungsvorgaben
3. Erfolgskontrolle1. Projektmanagement2. Kennzahlen
7© The Delos Partnership 2004
Das Delos ModelDas Delos Modelfür Business Integration für Business Integration
VisionVision
StrategieStrategie
PriorisierungPriorisierung
InnovationInnovationKundenbedarfKundenbedarf
AdminAdmin
ErfüllungErfüllung
8© The Delos Partnership 2004
Assessment BereicheAssessment Bereiche
• Vision
• Strategie
• Integrierter Führungsprozess
• Innovation/ Neueinführungsmanagement
• Kunden Management
• Erfüllungsmanagement
• Administrationsaktivitäten
• Performance Management
• Daten Management
• Optimierungsmanagement
• Mitarbeiter
9© The Delos Partnership 2004
Assessment BeispielAssessment Beispiel
DETAILED EVALUATION GUIDE
VISION Every organization should have a clear vision, which is capable of being articulated by all of the people in the organization. A good example of this is “We will be making 24,000 trucks by the year 2050”. This company wanted people to recognize that they would be in the business for the long term, hence providing employees and their grandchildren with security of employment. The number 24,000 trucks was significant, as it showed growth from the current figure of 12,000 per annum, and was consistent with their long term business targets. All employees could see this as being a goal they could all aim at.We look at the vision of an organization in three ways:1.Does it exist? - Normally it would be displayed around the organization, and sometimes on cards which people carry2.How do people get to know about it, and do they understand it? – Thus if questioned than can articulate the vision and what it is trying to achieve.3.What is the scope of the vision for the organization is it narrow or is it all encompassing for the organization, and its place in the community?
Dimension N° Bronze Silver Silver Gilt Gold Platinum
Existence 1.1 There is no formal vision for the organization, which describes the long term future of the organization, and its aspirations
A process to develop a long term vision has been started, and a initial vision has been communicated to the people.
A vision for the organization has been established. It is in existence and some people can point to where to find it. It is visible everywhere.
The vision of the organization is clearly displayed around the organization, and is simplicity itself. People understand what it really means.
The vision is clear everywhere, and linked to long-term goals for the organization. There is a formal process for review and renewal.
Communication 1.2 There is no formal process for communicating the vision, and – apart from the management team – no one knows what the vision is.
The management team helped develop the vision, and they are aware of the statements that have been produced. Below the management team, there is little awareness.
The vision statement has been communicated to all employees through a formal process. All new joiners go through a process, which includes learning the vision.Vision is shared with partners in the extended supply chain.
All employees have at some time been exposed to a detailed understanding of the vision from their managers, and they contribute to the building of the visionUpstream and downstream partners’ vision is communicated and positioned in business context.
Any employee can articulate the vision for the organization, and all employees feel closely aligned with the vision and mission of the organization
Scope 1.3 The vision does not have a clear scope – it is a “motherhood” statement.
The scope of the vision just covers customers, suppliers and employees
The scope of the vision covers customers, suppliers, employees, financial stakeholders
It also covers the company’s place in the local community, and its effect on the environment.
It covers corporate social responsibility, and its long term mission in all aspects of a business..
10© The Delos Partnership 2004
Integrierter Führungsprozess Integrierter Führungsprozess Prozess-SchritteProzess-Schritte
AACCTTIIOONN
AACCTTIIOONN
Woche 1 Woche 2 Woche 3 Woche 4
InnovationInnovationReviewReview
InnovationInnovationReviewReview
KundenKundenBedarfsBedarfsReviewReview
KundenKundenBedarfsBedarfsReviewReview
ErfüllungsErfüllungsPlannungsPlannungs
ReviewReview
ErfüllungsErfüllungsPlannungsPlannungs
ReviewReview
PrioritätenPrioritätenReviewReview
PrioritätenPrioritätenReviewReview
Stage 1Stage 1
Stage 2Stage 2
Geschäfts-Geschäfts-leitungsleitungsReviewReview
Geschäfts-Geschäfts-leitungsleitungsReviewReview
Stage 5Stage 5
Stage 7Stage 7
Stage 3Stage 3
AdminAdminReviewReview
AdminAdminReviewReview
Stage 6Stage 6
Stage 4Stage 4
11© The Delos Partnership 2004
Die Delos KonzeptionDie Delos Konzeption
“There are no problems just challenges” (Cicero)
1. Der Veränderungsprozess1. Ist Analyse2. Zukunftsprojektion
2. Managementprozess1. Integrierte Konzeption2. Führungsvorgaben
3. Erfolgskontrolle1. Projektmanagement2. Kennzahlen
12© The Delos Partnership 2004
Leverage our Product P
and Product L assets
Protect and expand our
Product Family F
franchise
Grow our Product Family B business
Develop / acquire
innovative products and technologies
Achieve a profitable leadership position in
key countries
Derive 70% of company sales from top 10 markets by 2006
Maintain our leading position in S. America & France, Canada, UK, and Italy
Optimize public policy, regulatory, and communications to drive growth
Finalize Corea market strategy by 2003
Articulate a new Branding strategy
Meet timelines on bulk mfg. facility and packaging outsourcing for Bd
Acquire market knowledge in key countries
Develop/acquire Product Bk
Ensure launch of Bd Child by 2008
Develop ATO strategy
Develop Product P end-game strategy that maximizes Industrial utilisation
Accelerate the conversion from extP to intP
Consolidate and optimize ATO strategy to support Product P end-game and extP conversion
Slow competitor XX uptake in US
Develop comprehensive product delivery strategy
Institutionalize the Technology Visioning process
Ensure appropriate upstream / downstream balance
Ensure full alignment of Sales, Development, Legal Affairs and Marketing activities
Maximize existing assets for Product Fa and Fc
Ensure leadership in Family F delivery systems
Ensure optimal
capacity, quality and customer
satisfaction
Develop/ Upgrade Quality systems to ensure 50% yearly reduction in rejects and rebuild
Maximize utilization of existing capacity
Achieve Platinum level at all sites
Explore utility of Six Sigma
Defend, and then expand, our global XXX leadership position through sustainable profitable growth.
Launch Product N
and Product M in 2005; >50% of sales
from new products by
2012
Achieve all critical path milestones to ensure 2005 launches
Complete Product N and product M pre-launch activities
Upgrade sales and marketing competencies for adult markets
Develop trust and transparency between IO and R&D groups
implement programs to accelerate the product development process.
Maximize our key assets
Continue to develop and implement e-strategies to enhance the effectiveness of Company corporate strategy.
Align our capacity and capital investment with our strategy.
Rapidly upgrade our technical and
leadership competencies
Aggressively fill the competency and values gap
Become a truly global organization
Empower through broad spans of control in a flat organization
Differentiate rewards and career opportunities based on performance
Regain our leadership position Regain our leadership position in product development and in product development and
approval approval Reliably supply quality XXX Reliably supply quality XXX Foster a culture that Foster a culture that
demands excellence demands excellence Continue to lead in Continue to lead in
marketing and sales marketing and sales
Vision
Strategie
Unternehmens Leitgedanken
Umsetzung / Projekte
Hin
dern
isse
13© The Delos Partnership 2004
Kunden Auftragserfüllung – “der Perfekte Auftrag”Forecast – ErfüllungDurchlaufzeitverkürzung / Erfüllungsgrad – Vertrieb, Logistik und LieferantenQualität, Right First Time – Logistik und LieferantenGeplanter Servicelevel – Logistik und LieferantenNeue Produkt-EinführungenUmschlagsgeschwindigkeiten – alle Aktivitäten und Funktionen
Operative Kennzahlen
Inventory turns
Added value per employee
Health, safety and environment
Customer Satisfaction Ratings
Working Capital as % of sales
Return on Sales
Return on Capital Employed
Financial/External Measures
Folu
ssie
run
g
hie
r
Erz
ielt E
rgeb
nis
se
hie
rDie Delos KernDie Delos Kern-Kennzahlen-Kennzahlen
14© The Delos Partnership 2004
Referenzen Referenzen abgeschlossene Projekteabgeschlossene Projekte
Pillsbury (UK-F-E)• Europäisches Cost to Serve Projekt• Europäischer Logistik Review
Diageo• Supply Chain Design und Realisierung• Einführung von Smirnoff Ice Mehrweg• Procurement Einzelteile Benchmark
Fiege• Europäische Konsumgüter Logistik• Zugangskontrollen Mgt Systme (LKW)• Deutchlandweiter Prozess und Organisations Review
Licon Verband• RFID Simulationstool• Integrierte Auto-ID Knzept
Helly Hansen (Europe)•Projekt Management Support
Liverpool Ventures• Integrierte Supply Chain Lösung für Gebäude, Prozesse & Sicherheitssysteme
Danone - Waters (D)•Organisation Review Logistik
Hagemeyer (NL-D)•Cost to Serve Einführung
Spar AG (CH)• Logistik und Supply Chain Review• System Unterstützung
Yes Logistic Group• Integriertes Kennzahlen Management System
15© The Delos Partnership 2004
ReferenzenReferenzenlaufende Projektelaufende Projekte
• Boehringer Ingelheim Business Assesment der Supply Chain Organisationen in Frankreich und
Deutschland Business Prozess Excellence Projekt Lean Management Entwicklung der Prozesse
• Emirates Auto – ID Konzept für Hub Flughafen in Dubai
• DIAlOG Gruppe Aufbau internationaler Vertirebsorganisation Sped. Schneider Organisations- und Strategie Review
• Eurocash (Metro Group) Mitarbeiter Entwicklungsprogramm
16© The Delos Partnership 2004
Anything else you like to know?Anything else you like to know?
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