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Delos Partnership Deutschland Organisation Präsentation Bacardi dd. 10.1.06.

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Präsentation zum Thema: "Delos Partnership Deutschland Organisation Präsentation Bacardi dd. 10.1.06."—  Präsentation transkript:

1 Delos Partnership Deutschland Organisation Präsentation Bacardi dd. 10.1.06

2 2© The Delos Partnership 2004 Stephan E. Willigens Was 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 3© The Delos Partnership 2004 Die Delos Konzeption There are no problems just challenges (Cicero) 1.Der Veränderungsprozess 1.Ist Analyse 2.Zukunftsprojektion 2.Managementprozess 1.Integrierte Konzeption 2.Führungsvorgaben 3.Erfolgskontrolle 1.Projektmanagement 2.Kennzahlen

4 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 Unternehmen

5 5© The Delos Partnership 2004 Der Veränderungsprozess Von: The Art of Visioning, Michael Doyle Michael Doyle Associates © Aktuller Status + & - Ursprungs- gedanke Vergangen- heit Vision Strategie Hindernisse Zukünftiges Umfeld Möglichkeiten & Gefahren Action plan

6 6© The Delos Partnership 2004 Die Delos Konzeption There are no problems just challenges (Cicero) 1.Der Veränderungsprozess 1.Ist Analyse 2.Zukunftsprojektion 2.Managementprozess 1.Integrierte Konzeption 2.Führungsvorgaben 3.Erfolgskontrolle 1.Projektmanagement 2.Kennzahlen

7 7© The Delos Partnership 2004 Das Delos Model für Business Integration Vision Strategie Priorisierung Priorisierung Innovation Innovation Kundenbedarf Admin Erfüllung

8 8© The Delos Partnership 2004 Assessment Bereiche Vision Strategie Integrierter Führungsprozess Innovation/ Neueinführungsmanagement Kunden Management Erfüllungsmanagement Administrationsaktivitäten Performance Management Daten Management Optimierungsmanagement Mitarbeiter

9 9© The Delos Partnership 2004 Assessment 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 carry 2.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? DimensionN°BronzeSilverSilver GiltGoldPlatinum Existence1.1There 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. Communication1.2There 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 vision Upstream 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 Scope1.3The 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 companys 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 10© The Delos Partnership 2004 Integrierter Führungsprozess Prozess-Schritte ACTIONACTION Woche 1Woche 2Woche 3Woche 4 InnovationReviewInnovationReview KundenBedarfsReviewKundenBedarfsReview ErfüllungsPlannungsReviewErfüllungsPlannungsReview PrioritätenReviewPrioritätenReview Stage 1 Stage 2 Geschäfts-leitungsReviewGeschäfts-leitungsReview Stage 5 Stage 7 Stage 3 AdminReviewAdminReview Stage 6 Stage 4

11 11© The Delos Partnership 2004 Die Delos Konzeption There are no problems just challenges (Cicero) 1.Der Veränderungsprozess 1.Ist Analyse 2.Zukunftsprojektion 2.Managementprozess 1.Integrierte Konzeption 2.Führungsvorgaben 3.Erfolgskontrolle 1.Projektmanagement 2.Kennzahlen

12 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 in product development and approval Reliably supply quality XXX Foster a culture that demands excellence Continue to lead in marketing and sales Vision Strategie Unternehmens Leitgedanken Umsetzung / Projekte Hindernisse

13 13© The Delos Partnership 2004 Kunden Auftragserfüllung – der Perfekte Auftrag Forecast – Erfüllung Durchlaufzeitverkürzung / Erfüllungsgrad – Vertrieb, Logistik und Lieferanten Qualität, Right First Time – Logistik und Lieferanten Geplanter Servicelevel – Logistik und Lieferanten Neue Produkt-Einführungen Umschlagsgeschwindigkeiten – 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 Folussierung hier Erzielt Ergebnisse hier Die Delos Kern-Kennzahlen

14 14© The Delos Partnership 2004 Referenzen abgeschlossene 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 15© The Delos Partnership 2004 Referenzen laufende 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 16© The Delos Partnership 2004 Anything else you like to know?

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