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UTi Worldwide Inc. NextLeap Quarters 6-20

UTi Worldwide Inc. NextLeap Quarters 6-20. On The Podium. Attributes of a Champion. Global Network Integrated Array of Services and Solutions Advanced Technology Supporting End to End Visibility Committed Team of Talented People World-Class Execution.

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UTi Worldwide Inc. NextLeap Quarters 6-20

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  1. UTi Worldwide Inc. NextLeap Quarters 6-20

  2. On The Podium

  3. Attributes of a Champion • Global Network • Integrated Array of Services and Solutions • Advanced Technology Supporting End to End Visibility • Committed Team of Talented People • World-Class Execution

  4. Challenges for Next 15 Quarters • Execution - World Class Operational Performance - Visibility for Integrated Logistics Solutions - Growth with Rising Margins - Strategic Initiatives - Integrate the Value of Acquisitions • People - Develop and Recruit Talent • - Performance Management Culture • - Our Team Bus: Right people, right seats

  5. NextLeap Timeline The 15 quarters of NextLeap ahead… 20 Quarters of Deliverables… 1 2 3 4 5 20 R E A D Y FIRE A I M Networks Meeting in Johannesburg – September 2001 Networks Meeting in Indian Wells – May 2003

  6. NextLeap Target • 20 Strategic Customers • 20% Annual Revenue Growth Rate • 20% Operating Ratio • 20 Performance Metrics • 20 Quarters of Deliverables

  7. NextLeap Target Possible Q7 Dow Corning Possible Q8 • 20 Strategic Customers

  8. 20 Strategic PLP’s Defined UTi Awarded Greater than 50% of their Business Primary– We aim to be the customer’s first choice and largestsource of logistics services in a direct relationship. Logistics– While we deliver customized supply chain solutions, services and information through our worldwide network, our core transactionbusiness remains freight forwarding, customs brokerage, order management, and value-added warehousing. Broad Mix of Services Provided Globally Generates greater than $20m gross/ $5m net revenue per year Partner– We cherish intimate, long-term relationships that drive mutual benefit.

  9. Global Integrated Logistics Contract Logistics Freight Forwarding Customs Brokering OrderMgmt. Global IntegratedLogistics Global February 2002 FIRST LEAP 1993 Local Total Outsourced Solution Integrated Solutions Range of Services

  10. Achieving 20 Strategic PLP’s What UTi needs to deliver: • End to End Visibility • Account Management Process (AMP) • Contract Logistics • Execute What We Promise Customers • The Right People on the Bus • Services Global and Consistent We will add Strategic PLP’s when customers have adopted our additional capabilities.

  11. NextLeap Target • 20% Annual Revenue Growth Rate 20% Revenue 13% Next 5 Years Last 5 Years

  12. 20% Annual Growth Assuming 20% growth Rate in years 3, 4, 5 1000 825 560 680 Q 1-4 Actual Q 5-8 Budget Q 9-20 Projected NextLeap Goal 404 UTi NextLeap Net Revenue Growth 750 625 520 433 300 360 Q 1-4 Q 5-8 Q 9-12 Q 13-16 Q 17-20 Q 0

  13. Achieving 20% Annual Growth • Cross-Selling • Account Penetration Using AMP Process • New Products to Existing Customers • Leverage Acquisitions • Organic Growth • Existing Business Units • Core Products • Leveraging Network • Acquisitions • Expand Service Capabilities • Fill Out Existing Capabilities • New Customers • Solution Selling Process • Global / Regional / Local • Core Industry Verticals • New Products • (potential) • Insurance • Trade Finance • Sourcing 20% Annual Growth

  14. NextLeap Target 20% Operating Ratio 20% 18% 16% Operating Margin Percent 14% 12% 11% 9% 9% 8% 8% Last 5 Years Next 5 Years

  15. 20% Operating Ratio 1000 825 680 560 15% Q 1-4 Actual Q 5-8 Budget Q 9-20 Projected NextLeap Goal 404 20% UTi NextLeap Net Revenue Growth 750 625 520 433 300 360 UTi NextLeap Operating Profit Growth 150 113 84 62 33 44 Q 1-4 Q 5-8 Q 9-12 Q 13-16 Q 17-20 Q 0

  16. 20% Operating Ratio 20% 560 Q 1-4 Actual Q 5-8 Budget Q 9-20 Projected NextLeap Goal 404 UTi NextLeap Net Revenue Growth 1000 825 680 750 625 520 433 300 360 UTi NextLeap Operating Profit Growth 150 113 84 62 33 44 Q 1-4 Q 5-8 Q 9-12 Q 13-16 Q 17-20 Q 0

  17. Achieving 20% Operating Ratio • Management • Incentive Plan • Variable Cost Control • Operating Efficiency • Yield Management • Freight Mix & Consolidation • New Processes • New Technology • Marketing Mix • Regional Concentration • Industry Verticals Concentration • New Products / Services • Network Density • AMP & SSP • Cross Selling with Acquisitions • Acquisitions • Contract Logistics • Other 20% Operating Ratio

  18. NextLeap Target 20 Performance Metrics Distance Height Speed Team

  19. 20 Performance Metrics A Measurement System Must… Have a Process for Improvement Have a Target Be Visible and Usable Be Linked to Critical Success Factors

  20. 20 Performance Metrics Operations Metric H.R. Metric Sales Metric I.T. Metric Financial Metric Transit Time uTrac Quality Sales Metric Financial Metric H.R. Metric Operations Metric Operations Metric H.R. Metric Operating Ratio DSO Sales Metric Operations Metric Financial Metric Revenue Growth I.T. Metric • Key Enablers: • uBase Project • Business Intelligence Project • Roll-out of eSys, Deliverance, etc. • I.T. Architecture Project 20 Performance Metrics

  21. NextLeap Target Time 20 Quarters of Deliverables Deliverables Feb 2002

  22. Local Initiatives Representation Global Sponsor Coordinator • Quarterly Award Process • Local Initiative Awards, gold, silver, bronze for each region. • Diamond Award to be presented for best Local Initiative in deploying an Enterprise Project. Africa Sponsor Coordinator APAC Sponsor Coordinator Americas Sponsor Coordinator EMENA Sponsor Coordinator

  23. Core Initiatives & Enterprise Projects for Quarters 5-8 Core Initiatives Our Aim GAME (Global Accounts) Value Creation POPS (Operations) IPO (People) I.T. Architecture Current Business and Organization Product Tools Current Position Next Generation Current Initiatives Future Business Model Transformation

  24. Core Initiatives & Enterprise Projects for Quarters 5-8 People Strategy Core Initiatives Our Aim GAME (Global Accounts) Value Creation POPS (Operations) IPO (People) I.T. Architecture Current Business and Organization Product Tools Next Generation Current Initiatives Future Business Model Transformation

  25. People Strategy Succession Planning “Right People on the Bus” “Right People in the Right Seats” Candidate Evaluation Skills Development Career Path Planning Job Requirements Identification Goal Setting and Performance Review

  26. Core Initiatives & Enterprise Projects for Quarters 5-8 Vertical Markets Effective Controls Yield Management People Strategy Core Initiatives Corporate Governance Our Aim GAME (Global Accounts) Value Creation POPS (Operations) IPO (People) I.T. Architecture Current Business and Organization Product Tools Next Generation Current Initiatives Future Business Model Transformation

  27. Corporate Governance Enterprise Principles • Integrity– We aspire to the highest standards of ethical behavior that demonstrate honesty, fairness and trustworthiness. • Transparency – All stakeholders can expect that information to which they are entitled is accurate, complete, relevant, timely and presented in such a way as not to mislead. • Freedom of Expression – We nurture candid relationships amongst our team members by providing a secure environment that respects all views and promotes open dialogue without fear of recrimination. • Accountability through Empowerment – By empowering each individual, we create a culture of personal accountability and responsibility in such a way that innovation and the entrepreneurial spirit is encouraged and rewarded. • Safeguards – We safeguard our assets and manage our risks through sound business controls and the effective and appropriate use of resources. • Corporate Citizenship – We embrace cultural diversity, accept our environmental responsibilities and are sensitive to our local communities.

  28. Core Initiatives & Enterprise Projects for Quarters 5-8 Vertical Markets Effective Controls Yield Management NextGen Architecture People Strategy Core Initiatives Corporate Governance Our Aim GAME (Global Accounts) Value Creation POPS (Operations) IPO (People) I.T. Architecture Current Business and Organization Product Tools Next Generation Current Initiatives Future Business Model Transformation

  29. NextGen Architecture • Goals: • Set-up the NextGen global technology infrastructure. • Engineer a global data communications network with the bandwidth needed to deliver the services using the most cost effective means possible. • Train technology staff in the use of these new technologies.

  30. Core Initiatives & Enterprise Projects for Quarters 5-8 Vertical Markets Effective Controls Yield Management NextGen Architecture People Strategy Customer Management System Supply Chain Visibility Core Initiatives Corporate Governance Our Aim GAME (Global Accounts) Value Creation POPS (Operations) IPO (People) I.T. Architecture Current Business and Organization Product Tools Next Generation Current Initiatives Future Business Model Transformation

  31. Delivering Supply Chain Visibility Supplier ERP System Manufacturer ERP System Customer ERP System • Seamless Supply Chain Extension • Tracking to the Part and SKU Number • Real Time Visibility • Global Track & trace at the SKU level anywhere, anytime, whether product is at "rest" or in "motion."

  32. Core Initiatives & Enterprise Projects for Quarters 5-8 Vertical Markets Effective Controls Yield Management Acquisition Criteria NextGen Architecture People Strategy Customer Management System Supply Chain Visibility Enterprise B.I. uBase Expansion uBase Expansion Core Initiatives Corporate Governance Our Aim GAME (Global Accounts) Value Creation POPS (Operations) IPO (People) I.T. Architecture Current Business and Organization Product Tools Next Generation Current Initiatives Future Business Model Transformation

  33. NextLeap Timeline 20 PLP’s 20% Growth 20% Operating Ratio 20 Perf. Metrics 20 Quarters… • Linked to CSF’s • Working Together in a System • Relevant • Process for Improving • Organic Growth • New Products • New Customers • Cross-Selling • Acquisitions • Operating Efficiency • Network Density • Marketing Mix • Management • Acquisitions • AMP / SSP • IT Capabilities • SOP / SLA • Execution • Right People on Bus • Local Initiatives Structure • Enterprise Projects • Supporting Core Initiatives 20 Quarters of Deliverables… 1 2 3 4 5 20 R E A D Y FIRE A I M

  34. On The Podium

  35. Our Clear Commitment Projects Core Initiatives Our Aim Strategy Foundation

  36. UTi Worldwide Inc. NextLeap Quarters 6-20

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