THE STATE BANK OF VIETNAM

HO CHI MINH UNIVERSITY OF BANKING

BUSINESS ADMINISTRATION
----

Assignment on Supply chain management

TITLE: UNILEVER’S SUPPLY CHAIN
Member:

Name Student’s code

Lê Thị Cẩm Tú 050609212303

Diệp Thị Kim Xuân 050609211768

Nguyễn Thuỳ Kim Tuyến 050609211645

Nguyễn Ngọc Yến Vy 050609212340

Lý Phương Mai 050609210725

Trần Kiều Trinh 050609212290

Trần Vũ Như Ý 050609211783

Lecture: Nguyễn Thị Thanh Nhàn

Ho Chi Minh City, 2024 January 9
 TABLE OF CONTENTS
INTRODUCTION..................................................................................................................................................3
ABOUT UNILEVER..............................................................................................................................................3
1.1. OVERVIEW.....................................................................................................................................................3
1.1.1. Mission...................................................................................................................................................................................... 4
1.1.2. Vision......................................................................................................................................................................................... 5
1.1.3. Unilever in Vietnam............................................................................................................................................................. 5
1.2. COMPETITIVE STRATEGY...............................................................................................................................5
1.2.1. Diversification........................................................................................................................................................................ 6
1.2.2. Differentiation......................................................................................................................................................................... 6
1.2.3. Flexible Price.......................................................................................................................................................................... 6
1.3. UNILEVER’S VALUE CHAIN............................................................................................................................7
1.3.1. New product development................................................................................................................................................. 7
1.3.2. Marketing and Sales............................................................................................................................................................. 7
1.3.3. Manufacturing......................................................................................................................................................................... 7
1.3.4. Distribution.............................................................................................................................................................................. 8
1.3.5. Consumer.................................................................................................................................................................................. 8
UNILEVER'S SUPPLY CHAIN ANALYSIS.....................................................................................................8
2.1. SUPPLIER.......................................................................................................................................................8
2.2. OPERATION..................................................................................................................................................10
2.2.1. Manufacturing...................................................................................................................................................................... 10
2.2.2. Packaging............................................................................................................................................................................... 11
2.3. DISTRIBUTION..............................................................................................................................................11
2.3.1. Distributor:............................................................................................................................................................................ 11
2.3.2. Unilever Vietnam's distribution system..................................................................................................................... 11
2.3.3. Transportation:.................................................................................................................................................................... 12
2.3.4. Sourcing:................................................................................................................................................................................ 13
2.4. MANAGING INVENTORIES............................................................................................................................13
2.5. GLOBAL SUPPLY CHAIN NETWORK............................................................................................................14
2.5.1. Risk management................................................................................................................................................................ 14
2.5.2. Demand forecasting........................................................................................................................................................... 16
EVALUATING UNILEVER'S SUPPLY CHAIN............................................................................................16
3.1. STRENGTHS..................................................................................................................................................16
3.2. WEAKNESSES...............................................................................................................................................17
RECOMMEND SOLUTIONS FOR IMPROVING UNILEVER’S SUPPLY CHAIN.................................17
CONCLUSION.....................................................................................................................................................17
 INTRODUCTION
In the context of an increasingly strong market economy and an increasingly
expanding economic scale, combined with increasingly fierce competition, businesses
face countless challenges to maintain and develop. This implies facing a competitive
environment in which optimizing business operations becomes a top priority. In this
scenario, competing to develop and maintain a position on the business battlefield
becomes more important than ever.
Supply chain management activities have a great impact on a company's ability
to reach out, its ability to dominate the market, as well as gain trust from customers in
an ever-competitive economic era. fierce competition. If the supply chain is managed
well, the company or business can not only earn high profits but also be a premise to
defeat competitors in the industry.
A typical example that is extremely famous and known to many consumers is
Unilever - a world-leading multinational company specializing in Fast Moving
Consumer Goods (FMCG). Unilever's supply chain model and supply chain
management activities are considered their pride in applying many of the most
advanced technologies and techniques to make the supply chain operate flexibly and
effectively. Thanks to supply chain management activities and supply chain models,
Unilever has always maintained its position as the world's leading manufacturer of
fast-moving consumer goods. Unilever is a brand that still maintains its position and
has developed very strongly during the COVID-19 period until today.
ABOUT UNILEVER
1.1. Overview
Unilever is a leading global multinational company specializing in FMCG.
Unilever manufactures a diverse range of products, including cosmetics, laundry
detergents, toothpaste, shampoo, food, and many other items. The corporation has its
headquarters in London, UK, and Rotterdam, the Netherlands. Currently, Unilever
employs over 149,000 people worldwide, with more than 400 brands present in over
190 countries. 14 of its brands lead the global market, and 13 brands achieved more
than one billion Euros in revenues in 2022. According to Katar, Unilever has 14
brands listed among the top 50 most chosen FMCG global brands. Every day, over 3.4
billion people worldwide use Unilever products. As a truly global company with a
network of 25 million retail outlets, Unilever generated a revenue of 60.1 billion
Euros in 2022, with 59% coming from emerging markets.
At present, Unilever is operating five main product lines, namely:
- Beauty and Wellbeing: Dove, Sunsilk, Vaseline,...
- Personal Care: Rexona, Dove, Lifebuoy, LUX,...
- Home Care: OMO, Cif, Comfort,..
- Nutrition: Knorr, Hellmann’s, Horlicks,...
- Ice Cream: Wall’s, Magnum, Ben & Jerry’s
Unilever has achieved the esteemed title of 'Supply Chain Masters,' signifying
that the company has consistently secured top-five composite scores in the Gartner
Supply Chain Top 25 for at least seven out of the last 10 years (2012-2022).

(Source: https://www.gartner.com)
1.1.1. Mission
Mission: “To meet everyday needs for nutrition, hygiene and personal care with
brands that help people look good, feel good and get more out of life.”
To date, this mission is increasingly evident in every Unilever product, as the
entire product portfolio aims at a common goal — to enhance health, beauty, and
comfort for individuals. This commitment is exemplified by Unilever's diverse range
of renowned brands, spanning from laundry detergent, shampoo, and toothpaste to
beverages such as Omo, Dove, Close-up, Lipton, and more.
1.1.2. Vision
Vision: “To be the global leader in sustainable business. We will demonstrate
how our purpose-led, future-fit business model drives superior performance,
consistently delivering financial results in the top third of our industry.”
Globally, Unilever envisions making sustainable living commonplace. Unilever
believes that doing good can enhance business and that a truly successful business in
the future must serve society. This is also reflected in the formation of The Unilever
Compass for Sustainable Growth. In this plan, Unilever strives to separate business
growth from environmental impact while increasing positive influence on society.
1.1.3. Unilever in Vietnam
In 1995, Unilever was established in Vietnam, comprising two modern
manufacturing plants in Ho Chi Minh City and Bac Ninh province, with a total
investment of up to USD 300 million. Unilever Vietnam is a joint venture involving
three independent enterprises: Lever Vietnam Joint Venture Company, Elida P/S, and
Best Food Company. Some notable products of the company include laundry
detergent (Omo, Surf), Lifebuoy, toothpaste (P/S, Closeup), Pond's, shampoo
(Sunsilk, Dove), and Sunlight.
Currently, Unilever Vietnam has an extensive nationwide sales network,
comprising over 150 distribution centers and approximately 300,000 retail outlets.
With rapid growth, as of now, in addition to the company's 1,500 employees, Unilever
indirectly generates 15,000 jobs for third parties, including suppliers and distributors.
After 27 years of doing business in Vietnam, Unilever has gained the trust and high
regard of consumers. The company's revenue and profit have consistently grown at an
average rate of about 30-35% per year, contributing approximately 1% to the country's
GDP. With around 35 million products sold into the market daily, Unilever plays a
significant role in the daily lives of the Vietnamese people.
1.2. Competitive strategy
Unilever is a global brand that has a strong presence worldwide. To gain a
competitive edge over its rivals, the company has focused on three main strategies that
have helped Unilever to expand its customer base and achieve its sales growth
objectives.
1.2.1. Diversification
This is a readily apparent competitive strategy of Unilever. Unilever owns a
range of diverse products across various sectors such as cosmetics, personal care
products, food, and beverages. This diversification allows them to serve multiple
market segments and meet the diverse needs of consumers. This strategy helps
Unilever respond to the varied demands of customers, mitigate market risks, and
capitalize on opportunities in various market sectors.
1.2.2. Differentiation
Unilever utilizes differentiation as a secondary competitive strategy to expand its
customer base by creating unique and high-quality products that meet consumer
needs. The company's strategic objective in using this approach is to implant
innovation and address consumers' growing health concerns. To differentiate itself
from competitors and expand opportunities within the industry, the company has
extended its product line after studying changing consumer interests.
Through differentiation, Unilever positions its product offerings in a way that
stands out and is distinct from other available options. Their commitment to
sustainability and social responsibility is a key aspect of this strategy. They have
developed sustainable sourcing practices, reduced environmental impact, and
launched initiatives to address social issues. This differentiation strategy helps
Unilever build brand loyalty and attract conscious consumers.
TRESemmé - Professional Hair Care:
TRESemmé, a Unilever brand, focuses on the professional hair care market. The
brand offers a range of salon-quality hair care products, including shampoos,
conditioners, and styling products. TRESemmé's focus is on providing consumers
with products that deliver professional results, and it competes more specifically in the
higher-end hair care segment.
1.2.3. Flexible Price
Unilever strategically employs a flexible pricing approach across its diverse
product portfolio. This strategy includes dynamic online pricing to adapt to market
changes, promotional pricing for sales stimulation, regional pricing variations based
on local factors, and a tiered pricing model offering both premium and economy
brands. Additionally, Unilever maintains responsiveness by adjusting prices to
fluctuations in raw material costs and market conditions. This comprehensive pricing
strategy reflects Unilever's adaptability in navigating the complexities of the global
FMCG market.
Regional Pricing Adjustments in Asian Markets: Unilever may adjust product
prices regionally. Prices of certain Unilever products in Asian markets, for instance,
might vary to reflect local economic conditions and competition.
1.3. Unilever’s value chain
1.3.1. New product development
Customer insights
Unilever uses the latest tools and data analysis to meet the needs of today's and
tomorrow's consumers and respond quickly to changing consumer trends.
Innovation
Unilever’s Research & Development teams use consumer insights, and the best
ideas from experts outside Unilever to make better brands and products. Every year,
this company invests around €900 million in Research & Development.
1.3.2. Marketing and Sales
In the marketing and sales stages, Unilever focuses on creating effective
strategies to promote and distribute its diverse range of products.
Marketing
As one of the largest advertisers globally, through advertising and marketing,
they keep connections with customers and share our latest innovations, educate
consumers about our product content, and provide recommendations on usage.
Unilever is committed to and actively shaped global industry standards, emphasizing
that their advertising and marketing will consistently be "legal, decent, honest, and
truthful."
Sales
Their products reach the hands of consumers through millions of retail outlets in
around 190 countries - ranging from large traditional stores to online-only retailers
and small family-owned shops.
1.3.3. Manufacturing
They operate over 280 factories to make the products consumers love. They also
work with over 1,000 collaborative third-party manufacturing sites.
1.3.4. Distribution
Sourcing
Unilever works with around 52,000 supplier partners in 150 countries, spending
around €41 billion on raw materials and services to help our business run.
Logistics
They have around 500 logistics warehouses globally, which distribute their
products to millions of sales outlets and retailers across 190 countries. They also work
with distribution and logistic providers.
1.3.5. Consumer
The final consumer is the last link in Unilever's value chain. In this stage, the
focus shifts to delivering the finished products to individuals or households. Every day
3.4 billion people use Unilever’s products.
Unilever's Supply Chain Analysis
2.1. Supplier
Unilever’s supply chain is very diverse and highly dynamic as we respond to
changing consumer preferences. They need suppliers for logistics and operations,
marketing and business services, contract manufacturing, raw materials, and
packaging. Suppliers help them meet consumer needs by innovating, creating
capacity, and delivering quality materials and services for products. At the end of
2022, they spent €43.2 billion and worked with 52,000 suppliers in over 160 countries
– from multinational companies to SMEs and smallholder farmers. All suppliers must
complete Unilever’s registration process to assess compliance with the mandatory
requirements.
 In Vietnam, Vinachem is one of the strategic suppliers with a long-term
collaborative relationship and is part of Unilever's global supply chain.
Partner with Purpose (UPwP) is Unilever’s program from 2020 onwards, taking
purpose-led partnerships to a new level to fuel market-leading innovations, protect and
regenerate nature, and make sustainable living commonplace. The UPWP program
intends to increase focus on advanced partnerships that are built on a shared purpose -
to develop a Partner Ecosystem that fuels responsible growth, improving the health of
our planet.
2.2. Operation
Unilever has a distinct competitive advantage over its closest competitor by
having manufacturers spread across the world. Unilever has 280 factories, including
Unilever-owned plants and contract manufacturers worldwide. Unilever's contract
manufacturers are primarily located in the U.S., Brazil, and China. In Vietnam,
Unilever currently has 5 factories in Hanoi, Cu Chi, Thu Duc, and Bien Hoa Industrial
Zone. These factories utilize raw materials and supplies from various manufacturers
and suppliers to manufacture products for Unilever. Unilever's manufacturing
facilities consistently ensure the highest quality of output while optimizing operations
and cost savings.
2.2.1. Manufacturing
The manufacturing process varies depending on the product category.
Ingredients are sourced globally, and the manufacturing process involves cooking,
blending, and other processes to create the final product. Unilever maximizes its
production costs, which arise from large sources of raw materials found in nature, by
using recycled plastic packaging. Recycling technology drives innovation in
packaging design, improves performance, and helps reduce weight, allowing Unilever
Vietnam to cut unnecessary excess plastic. Unilever invested in setting up
manufacturing plants and transferred production technology and production methods
to factories in every country in the world. Accordingly, in each country,
manufacturing plants will be transferred systematically to meet international standards
of quality, environment, and health safety.
Unilever is progressively incorporating machine learning and big data into its
factory operations. The factories in Bac Ninh and Cu Chi of Unilever Vietnam have
digitized their management processes and upgraded data utilization with an Internet of
Things (IoT) system and artificial intelligence (AI). This super application allows all
employees and managers at the factories to interact, monitor operations and
performance, as well as detect and analyze losses occurring with all devices in the
production process. This approach has brought efficiency, innovation, and enhanced
the company's position, promoting the development of digital skills and technology
for the workforce there.
2.2.2. Packaging
Unilever has been a pioneer in adopting sustainable packaging practices and
addressing environmental concerns associated with packaging materials. Unilever has
set ambitious sustainability goals for its packaging. One of the notable initiatives is the
commitment to make all of its plastic packaging recyclable, reusable, or compostable
by 2025. The Unilever representative stated that recycled plastic is produced from
collected plastic. After sorting, the plastic is crushed, cleaned, and melted. The plastic
mixture is then processed through a pressing machine to form fibers or plastic pellets.
"The production process involves multiple complex stages, and due to the higher
production costs, only 25% of the plastic waste released into the environment is
recycled. Therefore, Unilever's recycled plastic packaging is safe for consumer health
and environmentally friendly," the company spokesperson explained.
In addition to transitioning product packaging to eco-friendly plastic, Unilever
also focuses on organizing events and activities to raise public awareness and spread
the message of environmental protection.
2.3. Distribution
2.3.1. Distributor:
Unilever employs an extensive distribution system to transport their products to
customers worldwide. This system includes distributors, distribution agents, and retail
partnerships such as shopping malls, supermarkets, retail stores, and other specialized
outlets. This helps them reach consumers around the world and ensure that their
products are distributed fully and efficiently to the end customers.
Unilever sells its products online through e-commerce platforms such as
Alibaba, Lazada, and Shopee,.... The product is shipped directly from the
manufacturer to the end customer, bypassing the retailer, who takes the order and
initiates the delivery request.
2.3.2. Unilever Vietnam's distribution system
Unilever's main distributor is located in Binh Duong province, Vietnam which is
the largest consumer goods distribution center in the Vietnam-Singapore Industrial
Park (VSIP). Unilever has an extensive distribution network covering all 63 provinces
and cities, especially in major locations such as Hanoi, Ho Chi Minh City, Da Nang,
Hai Phong, and Quang Ninh. Currently, there are approximately 150 large distributors
and over 300,000 wholesale and retail stores.
Unilever's distributor network in Ho Chi Minh City is the widest multi-channel
network in the Vietnamese market. The distribution channels of Unilever include the
company's distribution system and partner distributors. Each province typically has at
least 2 to 3 partner distributors or can be up to 8-10 distributors. Every geographical
area in the world is covered with Unilever brand products. This is truly a great
strength of this brand.
Unilever has opted for an outsourcing approach for its distribution system with
Linfox Group from Australia. Signifying this collaboration is the complete transfer of
warehouses and workforce at Unilever's three main distribution centers in Bac Ninh,
Da Nang, and VSIP Binh Duong.
In distributing goods to wholesalers, Unilever has digitized its entire delivery
operations. Successfully implementing the Vendor Managed Inventory (VMI) and e-
order models for key accounts, has significantly reduced the inventory levels for
partners, addressing the challenging inventory issues faced by wholesalers today.
2.3.3. Transportation:
In Vietnam, Unilever employs three primary transportation models: road
transportation, sea freight, and air freight. Road transportation is a prevalent method
for moving goods within the country, typically involving the use of trucks to transport
products from manufacturing facilities to distribution centers and ultimately to
retailers. Given Vietnam's coastal location and the potential for international
shipments, sea freight has become a significant mode for transporting goods to and
from the country. Key ports such as Ho Chi Minh City and Hai Phong play a crucial
role in facilitating international trade. For time-sensitive or high-value products,
Unilever may opt for air freight to ensure swift transportation. This mode is
commonly chosen for smaller quantities of goods or in urgent situations.
In 2017, Unilever implemented an innovative method of freight shipping. This
known as Digital Freight Matching (DFM), utilizes user-friendly applications to
connect companies in need of transporting goods. The software then takes care of
organizing, monitoring, and providing updates on the shipment automatically.
According to The Economist, every year American trucks run empty for 50 billion
miles, or 28% of their total distance traveled. Studies show that this software could
reduce ‘empty miles’ by 10%
2.3.4. Sourcing:
Unilever has a comprehensive Responsible Sourcing Policy (RSP). Unilever's
RSP acts as a detailed guide for its partners, outlining:
 Labor practices
 Environmental impact
 Human rights

Suppliers are required to comply with the RSP to do business with Unilever.
Through the RSP, Unilever achieves both business success and positive social
impact for millions in its supply chains, while minimizing environmental footprint.
2.4. Managing inventories
Unilever manages its inventory system on an ongoing and effective basis to
ensure that products are produced and distributed optimally, thereby improving
customer service levels.
Of these: Finished goods account for 60% of the warehouse, are stored together
with promotional goods, and are transported through warehouses A, B, and C.
Promotional goods account for 40%, including non-Unilever products and POS
(point of sale) items, which are items that support marketing at the point of sale such
as shelves and posters.
Optimizing order placement and inventory holding is a key objective in this area
of strategic decision-making in operational management. Unilever is concerned with
maintaining a sufficient level of inventory of raw materials and consumer goods to
help the business respond to changes in the market. For example, the company's
inventory levels are sufficient to address sudden increases in demand. Therefore,
operational managers must accurately determine the amount of raw materials and
consumer goods required in Unilever's warehouses. Unilever applies a combination of
perpetual and periodic inventory management methods. Additionally, operational
goals for inventory are met through just-in-time (JIT) inventory management. JIT
minimizes the time goods spend in storage and the associated costs in Unilever's
inventory operations.
2.5. Global Supply Chain Network
2.5.1. Risk management
Climate change
Climate change is a principal risk, impacting Unilever's business. Government
actions and physical environment risks could increase costs, limit operational
flexibility, and disrupt the supply chain. Failure to take action could result in reduced
profits and growth.
Management of risk:
○ In 2021, Unilever launched a Climate Transition Action Plan (CTAP) to
reduce carbon intensity and develop eco-friendly products.

○ The company aims for net zero emissions by 2039 and zero operational
emissions by 2030.
○ They’re implementing eco-efficiency measures, using renewable energy,
and creating water-efficient products.
○ They monitor raw material trends and climate policies, taking proactive
steps to align with the Paris Agreement’s 1.5°C goal.
● Business operations
Unilever's supply chain network faces potential disruptions from geopolitical
sanctions, physical disruptions, trade barriers, and supplier issues. The Ukraine war in
2022 highlighted these vulnerabilities, pushing operations to adapt with agility.
Maintaining manufacturing operations and a global logistics network has been
possible but requires significant management and flexibility.
Management of risk:
○ Unilever has contingency plans to secure alternative key material
supplies, transfer or share production between sites, and use substitute
materials in its products.
○ Their policies ensure employee safety and product quality, and they
have protocols for major incidents.
○ They manage commodity price risk through forward buying, hedging,
and pricing adjustments, monitoring trends regularly.
● Safe and high-quality products
Raw material contamination and product defects can happen in the supply chain.
Labeling errors can harm consumers and brand reputation.
Management of risk:
○ Unilever ensures comprehensive product quality from design to shelf,
monitoring regularly through performance indicators and verifying
annually.
○ Their key suppliers are certified, and they monitor the quality of
materials received.
○ In case of an incident, they activate management teams to ensure timely
action.
○ They strictly follow regulations and policies for on-pack labeling.
● Economic and political instability
Adverse economic conditions can impact Unilever globally, exposing the
company to potential reductions in consumer demand, disruptions in sales operations,
and potential impacts on profitability.
Management of risk:
○ Unilever's diverse product range and global presence reduce localized
risk exposure. Their flexible business model enables them to respond to
changing needs during economic downturns.
 ○ They update forecasts and adjust investment priorities as needed.
Unilever's experience in emerging markets helps them navigate
economic and political volatility.
2.5.2. Demand forecasting
As customers' expectations continue to evolve, Unilever is working to meet their
demands while facing supply chain disruptions, cost inflation, and the escalating
climate crisis. They use a combination of many methods, which allows them to
effectively manage their resources and plan for future growth.
○ Sales Forecasting: Unilever employs advanced techniques for Sales
Forecasting, predicting daily and monthly sales for better short-term and
long-term decision-making.
○ Data Analysis: Unilever spends a significant amount of time on data
exploration and understanding the data’s characteristics. They treat
missing values, filter out products that do not have enough history, and
use feature engineering to improve their predictive model.
○ Demand Sensing: Unilever is exploring Multi-Enterprise Demand
Sensing, moderating various daily demand signals from the supply chain
for improved accuracy.
○ Artificial Intelligence: Unilever uses AI to optimize its portfolio. The
tool crunches the data and makes a delist recommendation based on the
benefit to their customers (retail partners), their consumers (by looking
at what shoppers are buying), and Unilever (is it driving profitable
growth?).
Evaluating Unilever's Supply Chain
3.1. Strengths
Collaboration with Suppliers
Unilever Vietnam has a stable and proactive raw material supply system.
Suppliers help save import costs, lower product prices, and are less affected by
fluctuations in the raw material market to enhance the competitiveness of the
company's products in the Vietnamese market.
Wide Distribution Network
 Unilever has a wide distribution network in each country and worldwide.
Distribution channels are developed to reach every geographical corner of the world.
Each province and city in Vietnam can have up to 8 to 10 distributors. Every
geographical area in the world is covered with Unilever brand products, this is truly a
great strength of the brand.
Risk Management
Unilever actively manages risks within its supply chain, including geopolitical
issues, natural disasters, and other disruptions. By having contingency plans and risk
mitigation strategies in place, the company can minimize the impact of unexpected
events on its operations
3.2. Weaknesses
Huge dependence on retailers
Like other consumer goods manufacturers, Unilever is still dependent on a
network of retailers to distribute its products. So buyer behavior and decisions are
greatly influenced by retailers' advice. Currently, large retail stores are tending to
build their own brands instead of depending on many suppliers. We can also see
supermarket retail chains also posting and introducing the products they produce such
as Lotte Mart and Co.op Mart.
Recommend solutions for improving Unilever’s supply chain.
Unilever should build and develop direct or online distribution channels to
reduce dependence on distributors. At the same time, the company also needs to have
policies, and incentives and build good relationships and long-term close cooperation
with distributors and retailers to gain market share in the market, ensuring Unilever's
brands are available and properly represented, across all channels from supermarkets
to e-commerce.
CONCLUSION
Unilever stands out as a prominent business in the FMCG industry, distinguished
by its sustainable and optimal supply chain management. The company's global
success is underpinned by a robust distribution network, a competitive global
presence, and effective partnerships within its supply chain. The examination of
Unilever Vietnam's supply chain further underscores the pivotal role played by this
intricate system. The implementation of well-thought-out strategies in supply chain
management, close collaboration among stakeholders, and a keen focus on customer
needs are evident strengths. Unilever's proficiency in supply chain management,
demonstrated through efficient utilization of each component and cohesive
collaboration among them, not only contributes to shortened production times and cost
savings but also ensures the delivery of high-quality products. The success of Unilever
and its Vietnamese operations serves as a testament to the strategic and effective
management of the supply chain, emphasizing its critical role in sustaining the
company's growth and meeting customer demands.
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