Chemical Supply Chain

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Successfully Transforming Your Business….The End to End Demand-driven Value Network

“The Business Operating Strategy”

Is Your Business Planning and Supply Chain Strategy

An Emerging Market View

By Roddy Martin

LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.

Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.

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Chemical Supply Chain

  1. 1. Successfully Transforming Your Business ….The End to End Demand-driven Value Network “The Business Operating Strategy” Is Your Business Planning and Supply Chain Strategy An Emerging Market View Roddy Martin Vice President & Research Fellow© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> AMR Research
  2. 2. Agenda – Scope• A View Of Supply Chain Strategies In Emerging Markets• The Same Fundamentals & Core Capabilities As Developed Markets• But, With …………Added Complexity Of Logistics, Culture, Change Leadership, & Governance.• Understanding Segmentation Is The Key!© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>
  3. 3. Functional Fragmentation - Disjointed End to End Collaboration Demand Supply Traditional Definition of Collaboration Supply Chain & Innovation Management customer supplier Capabilities & Manufacturing ? Product design partner © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  4. 4. Reality …Traditional “Supply Chains” Lack Alignment Process & Visibility Suppliers Manufacturers Distributors Customers Consumers Partners Assemblers Wholesalers Users; Buyers New Product or Service Merges to the Base Supply Process Manufacturer Customers Programs Patients Suppliers Materials Distribution Consumers Manufacturing & Risk Risk Mgmt (Make-Pack) Distributors Risk Risk Risk Risk Risk “Inside-Out” “Integration” © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. P & G “Starting” Point Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  5. 5. Disconnected Supply Chain CapabilitiesProcesses & IT Deployed in Silos Across the Value Chain “Forecast” Focus on supply ERP..+ Product CRM Demand Supply Demand Actual React Ma nu fa s ct ut u rin p In g DL NP PLM… Product © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  6. 6. Transformation of the Supply Chain Wholesale Suppliers Manufacturers Retailers Customer Distributors China Supplier Wholesale Distributors Logistics Suppliers Providers Inbound Logistics You Corp Customer Store Contract Sales Manufactures European Logistics Information Flows Supplier Providers Goods Flow © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  7. 7. What has Given Rise to this Issue? Source: Kraft Foods, AMR Research Conference June 2009 Sales Point DC Manufacturer DC Plant Demand Signal Accurate Almost Weekly Trivial Easy Difficult Impossible Forecasting is ... Delay from Instant 3-10 Days 10-20 Days 20-50 Days Purchase to Signal Bullwhip Effect © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> ‹#› 4/29/2010
  8. 8. Traditional Supply Chain is Giving Way… Top 25 versus all other companies -1 +4 +1 Top 25 n=9, All n=198© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> ‹#›4/29/2010
  9. 9. …to Value Chain Top 25 versus all other companies +13 +8 +15 +36 Top 25 n=9, All n=198© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> ‹#›4/29/2010
  10. 10. Leveraging Operations AND Innovation Maturity… Higher •Operations Strategy Supply cash flow, profits, p/e •Reduced Complexity Driven •Leadership and Portfolio Governance •Integrated CI Teams & Processes Leader •Develop For …. Winners: …………Total User Experience & ValueOperational Excellence •Learning Organization P&G, Apple, •Enabling Technology (Perfect Order, Cycle Times •Network Based Joint Value Creation Total Supply Chain Cost) •Outside –in focus on buyer •Continuous Business Strategy translation •Portfolio of Strategic Priorities •Demand-driven Product Supply Strategy •Building usage insights into innovation D Losers Disconnected S P Product Laggard Innovation Driven Laggard Innovation Excellence Leader (Time to Value, Return on R&D) © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> ‹#› 4/29/2010
  11. 11. Reality …Traditional Supply Chains Lack Process & Visibility Suppliers Manufacturers Distributors Customers Consumers Partners Assemblers Wholesalers Users; Buyers New Product or Service Merges to the Base Supply Process Manufacturer Customers Programs Patients Suppliers Materials Distribution Consumers Manufacturing & Risk Risk Mgmt (Make-Pack) Distributors Risk Risk Risk Risk Risk “ IT Driven Data Integration” End to End Business Process Architecture © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  12. 12. Functional Fragmentation- Disjointed End to End Planning….”Not Unique” Global Business & Operations Sites Customers Corporate IT Core Supply Traditional “BPM” Demand Collaboration & Innovation Definition of Supply Chain Management Capabilities… Asynchronized & Manufacturing Customers IT Business Planning & Execution Suppliers IT Segments Org Design – Change Leadership Roles Product Portfolio IT Partners NOT – a traditional supply chain improvement project © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  13. 13. Transformation of the Supply Chain…………Collapsing Roles Wholesale Suppliers Manufacturers Retailers Customer Distributors China Supplier Wholesale Distributors Suppliers Logistics Providers Inbound Logistics You Corp Customer Store Contract Sales Manufactures European Logistics Information Flows Supplier Providers Goods Flow © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  14. 14. Holistic End to End Scope ………………..A Leadership Journey ! Demand Supply External External collaboration collaboration partnerships partnerships Product External collaboration partnerships © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  15. 15. New Capabilities………………Core Risks - Capabilities manage intellectual property p ly up l eS ic tab y re d sense and shape demand cu rac Service produce to demand P c Provider , tA bl e r ecas el i a d Fo # 2-R n Demand Supply ma Supplier -D e Customer #1 make conscious User/ trade offs Consumer # 4 -Value-Based Trade Offs Contract Patient Manufacturer Product tion Contractor Innovation that va drives growth n no d I Design a lize partner ra tion pe © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> # 3-O manage external partners
  16. 16. Reliable Product Supply is Core to Demand-driven Transformation Demand Demand Supply Supply Insights Risk Outside –In Demand Translation Management Profitable Demand Demand & Reliable Sensing Shaping Demand Response Inside –Out Supply and Network Reliability Product Operationalized innovation Transformation From “Inside – Out” To “Outside – In” ! © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  17. 17. Value Chain Transformation/Change Maturity…………Journey Responsive to Demand Growth and Profitability Cost to Deliver Cost to Serve • Perfect SC Orders • Profitable Business Trade Offs • Profitability ( sku / shelf / account / segment / launch) Externally FocusedBusiness Focused Translation Buyer ValueGrowth Demand – Driven SegmentedSupply Chain Network Value Driven SC Process Networks Hubs III IV II I Internally Focused Local Asset Rich Focused Shared Sites M&AIT Service &ProcurementEngineering Hubs FunctionalSupply Silos Cost Focused © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> 4/29/2010 ‹#› Revenue Focused
  18. 18. 2009 1 Apple 13 The Coca Cola Company 2 Dell 14 Nike 3 Procter & Gamble 15 Tesco 4 IBM 16 Walt Disney 5 Cisco 17 Hewlett-Packard 6 Nokia 18 Texas Instruments 7 Wal-Mart 19 Lockheed Martin 8 Samsung 20 Colgate - Palmolive 9 PepsiCo 21 Best Buy 10 Toyota 22 Unilever 11 Schlumberger 23 Publix Super Markets 12 Johnson & Johnson© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author> 24 Sony Ericsson
  19. 19. The Ultimate Goal ……….Sustainable, Anchored Capabilities Unsustainable Sustainable Business results Performance Improvement •Balanced Trade Offs Excellence in Results •Capabilities •Change Leadership “silo’d cost focus ” •Outside –In Value “silo’d lean and efficiency improvements” Incorrect focus Excellence in Work Practices The transformation requires strategic levels of change management to build achieve sustainable performance improvements and capabilities © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  20. 20. Leaders Mesh Bus. Process, Best Practice, & IT to Build SustainablePractices “Lean +…” Dow Chemicals, , Apple, P & G , CAT Johnson Controls – Management Practice + 75th percentile and above +8% +20% “IT enabled End to End Business Transformation” 25th percentile and below 0 +2% – Intensity of IT Deployment +“ERP +…” 25th percentile 75th percentile and below and above Source: London School of Economics–McKinsey survey and analysis of top 100 companies in France, Germany, United © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. ‹#› Kingdom and United States. <docname>_<date>_<author> 4/29/2010
  21. 21. Themes That Distinguish Leaders: Supply chains that are… • Outside-in focus • Predictable and reliable • Embedded innovation • Flexible • Extended supply chains • Balanced excellence Outcome …and have: • Attitude • Profitable demand response • Metrics • Sustainable growth • Supply chain talent • Satisfied customers © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  22. 22. Anchored Change What Makes End to End Transformation “Sticky”? Change Leadership •Talent •Org Design Continuous Measurement Improvement & Information Culture Aptitude STICKY GLUE Power “East-West” Through Process (e.g. S&OP, Value - Process Business Planning ) Performance “North-South” Functional Regional Goal Alignment © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  23. 23. A Framework for The Demand-driven Value Network Product & Service Innovation Segmented Demand Visibility Segmented Supply Visibility Customers , Buyers, Users, Integrated Strategy, Business & Suppliers & Partners Value Network Planning & Consumers Channel Reliable, User/ Demand Profitable Demand Consumer/ & Response from Translation Demand Demand Supply Based on & Insights Management Demand Trade Offs decoupling Pull Segments Push – Make – Supply Segments © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  24. 24. Leaders Crystallize “Pillars” of the Business Operating Strategy………….. Galvanizing Business Strategy Complexity Management Customers and Innovation Profitable & Collaborative Demand & Reliable Organization Joint Value Products Response from Structure, Creation Product Supply Systems Joint Value & Manufacturing Relationships Portfolio Supply & Network Talent & Supplier Platforms Response Relationships S & OP Integrated Business Planning , Continuous Improvement , enabling IT , Collaboration Processes & Change Management © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  25. 25. Demand Driven Transformation …Maturity Dictates Priorities ? Level 1 Level 2 Level 3 Level 4 Reacting Anticipating Collaborating Orchestrating Business Process Inside – Out Outside –In Organization Supply Chain Demand-Driven Excellence Value Network Measurement Excellence Continuous Improvement Manufacturing Value Technology & Supply Excellence Network Culture & Change (efficient flexibility ) (joint value creation Management managed complexity) © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  26. 26. Demand-driven Value Network Integration Framework Product & Service Innovation S & OP Integrated Strategy, Business Buying & Value Network Segmented Segments Planning Supply Segmented Partners and Supplier NetworksCustomers , Buyers, Users, Suppliers & Partners Demand Translation Demand – Market & Segmented Reliable, Profitable and Trade Offs & Consumers driven Product Supply Segmented Joint Customer Planning Supply Response Value Segmentation and Trade offs Relationships Network Based on Demand Channel Integrated Planning Demand & & Scheduling Profitability Demand Management © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> 4/29/2010 Costs to Serve ‹#›
  27. 27. Case Study: Segmentation Commoditized CommoditizedHigh 6 5 2 1 Technology Technology Responsiveness 8 7 Efficiency 4 3 Specialized Specialized Long Volume Short Short Long Lifecycle Lifecycle Commoditized Commoditized 14 13 10 9 Technology Technology Agility 16 15 Responsiveness 12 11 Specialized Specialized Low Short Long Short Long Lifecycle Lifecycle Low High Demand Predictability © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> ‹#› 4/29/2010
  28. 28. John Gattorna “Segmentation” PerspectiveDemand predicable, (e.g. Respond opportunisticallyfrom historic off-take), but & manage yield. Focus onthe loose relationship does providing creativenot necessitate an extreme solutions for premiumservice level. Focus on price.efficiency. Loose “Fully Flexible” with customer “Lean” Relationship “Agile” “Continuous Replenishment” Tight High Low Unplanned or unforeseen Predictability of demand, and a sometimes loose relationship withPredictable demand, easilymanaged through tight demand customers - almost alwayscollaboration with customers. demands an agile responseFocus on retention of customer at higher cost-to-serve.relationships. Focus on the service-cost Figure 2.3: Four (4) Generic supply chain types equation © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> ‹#› 4/29/2010
  29. 29. Evolving Framework for The Demand-driven Value Network……… Product & Service Innovation Segmented Demand Visibility Segmented Supply Visibility Customers , Buyers, Users, Integrated Strategy, Business & Suppliers & Partners Value Network Planning & Consumers Buying Segment 1 Making Segment 1 Global Hub 1 Global Hub 2 Channel Reliable, Buying Segment 2 User/ Making Segment 2 Demand Demand Profitable Consumer/ & Response from Translation Demand Demand Supply Based on & Insights Management Demand Trade Offs Making Segment 3 Buying Segment 3 Global Hub 3 Global Hub 4 decoupling Pull Segments Push – Make – Supply Segments © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  30. 30. Design for Supply Chain……..HP Variety control Logistics enhancement Commonality Part and platform re-use Postponement Environment & Take-Back 30 © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> Copyright © 2008 HP corporate presentation. All rights reserved.
  31. 31. The Hierarchy of Supply Chain Metrics Demand Forecast Assess Perfect SCM Order Cost Cash-to-Cash Inventory Diagnose AP Total AR Supplier Supplier RM Purchase Dir Mtl Quality On-Time Inv Costs Costs Prod Plant Reg. Prod WIP + Perfect Cost Detail Sched Util. Recalls Qlty FG Order Correct Variance (RFT) Inv Detail © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  32. 32. Put The “Customer” First - High Tech Example as a Proxy for IP Products Supply Chain Demand Chain Business PC & Workstation Consumer Consumer PC Portables and Handhelds No touch Monitors & Options Direct/Indirect/Partner Direct Supplies SMB Personal Printing Low touch Shared Printing Digital Imaging Commercial Printing Configure-to-order Public Business Critical Servers (CTO) Industry Standard Servers Network Storage Solutions High value & solutions Enterprise Solutions Consulting & Integration Sol. Enterprise Managed Services Solutions Services Customer Support Solutions © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. ‹#› Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> 4/29/2010
  33. 33. Process + Manufacturing + Business Performance ManagementLinking Three critical domains Product Supply Network Production Management P ro ces s Con tro l Manufacturing Specifications Demand Driven Supply • Visibility Process • Collection Automation • Analysis & Control Demand • Actions Operationalized ns a tio Demand fic peci lS ntro Co Product Management© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>
  34. 34. Demand Driven Transformation …Maturity Dictates Priorities ? Level 1 Level 2 Level 3 Level 4 Reacting Anticipating Collaborating Orchestrating Business Process Organization Industrial Measurement Specialty Electronics Consumer Consumer Chemicals Goods Continuous & Materials Improvement Technology Logistics Culture & Change Management Back Front © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author> Office Office
  35. 35. Leaders Drive Outside – In Priorities Suppliers Manufacturers Distributors Consumers Assemblers Wholesalers Customers Partners Users; Buyers New Product or Service Merges to the Base Supply Process Manufacturer Customers Programs Patients Suppliers Materials Distribution Consumers Manufacturing & Risk Risk Mgmt (Make-Pack) Risk Risk Distributors Risk Risk Risk Outside – In © 2009 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. <docname>_<date>_<author>
  36. 36. Roddy Martin VP & Research Fellow 125 Summer Street Boston MA 02110 617.542.6600 Cell 617 306 0029 www.amrresearch.com© 2009 Gartner, Inc. and/or its affiliates. All rights reserved.Gartner is a registered trademark of Gartner, Inc. or its affiliates.<docname>_<date>_<author>

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