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Surviving the “Big Crunch” with insight-enabled decisions inside the plant gate

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The "Big Bang" period of growth in the chemical industry resulting from the North American shale gas boom will likely be followed by a "Big Crunch." When this happens, chemical companies that embraced new, digital technologies to improve plant operations will have a competitive advantage.

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Surviving the “Big Crunch” with insight-enabled decisions inside the plant gate

  1. 1. Surviving the “Big Crunch” with insight-enabled decisions inside the plant gate June 2, 2015 Copyright © 2015 Accenture All rights reserved.
  2. 2. 2 Objectives Copyright © 2015 Accenture All rights reserved. Review Accenture/ICIS survey results to understand how Chemical executives are preparing for the “Big Crunch” that often comes on the heels of a Big Bang Preview specific actions that organizations are/should take to address OT gaps and drive Digital Plant improvements Underscore the important role that Operational Technology (OT) will play in better positioning businesses and assets for the “Big Crunch” Highlight industry factors that are indicative of a "Big Bang Disruption” for global chemical companies
  3. 3. 3 The North American chemical industry appears to have solid fundamentals – with rising operating rates and profitability. Investing in new technologies now will position organizations to be more reliable, efficient and safer later. Copyright © 2015 Accenture All rights reserved. 50 55 60 65 70 75 80 US chemicals capacity utilization, % Source: US Bureau of Census, ICIS Consulting, Accenture Note: Based on data from 30 chemical companies headquartered in North America US Ethylene capacity is expected to increase by +40% by 2020 50 60 70 80 90 100 110 120 130 140 3Q08=100 North American chemical company profit index
  4. 4. 4 Despite higher utilization rates, many segments are also experiencing greater reliability issues & subsequent lost production. Unplanned lost production for US ethylene (% of capacity) Copyright © 2015 Accenture All rights reserved. Source: Mark W. Woods, Ethylene Strategies International, LP; 832-233-9593 0% 2% 4% 6% 8% 10% 12% Apr-10 Oct-10 Apr-11 Oct-11 Apr-12 Oct-12 Apr-13 Oct-13 Apr-14 Oct-14 Apr-15 • In an effort to capture margin and push higher utilization rates, many organizations are deferring key maintenance activities • Unfortunately immature maintenance and reliability practices result in reactive behavior • Excessive sweating of the assets can lead costly unplanned shutdowns, higher operating losses and even disastrous consequences
  5. 5. 5 Survey results intuitively show that 88% of the respondents recognize the criticality of operational performance, but only 27% are making leading investments in drive improvement. How critical is better operational performance in your segments? What is your investment strategy in driving improvements Copyright © 2015 Accenture All rights reserved. 55% 27% 18% Focus on incremental improvement in proven technology and process controls/automation Push industry leading advancements in technology and process controls/automation to make a "step change" improvement Maintain "status quo" to minimize risk start-up risk 44% 44% 10% 2% Extremely important - Necessary for survival Important - Necessary to be a leader in the industry Somewhat important - Necessary to be an average performer Not important Source: Accenture/ICIS survey, Spring 2015
  6. 6. 6 There are challenges to achieving the step change improvements in operations enabled by technology. Challenges affecting Operational Technology: Copyright © 2015 Accenture All rights reserved. Lack of investment Recent IT spending has been directed at the enterprise layer Fractured Vendors Consisting of a series of niche providers that focus on single capability elements, not end-to- end solutions Governance Operational Technology has historically not been under the IT domain Immaturity Victim of immature life cycle management and support processes Architecture Plagued by antiquated point-to- point interfaces resulting in poor integration and data management Disparate and Disconnected Menagerie of applications resulting from repetitive acquisitions and divestments
  7. 7. 7 However, the chemical industry believes there is significant opportunity from operational improvement. The estimated impact of operational ‘perfection’ on company’s bottom line Copyright © 2015 Accenture All rights reserved. 3% 21% 32% 21% 24% Less than 1% earnings improvement 1% to 3% earnings improvement 4% to 7% earnings improvement 8% to 10% earnings improvement Greater than 10% earnings improvement Average 7.65% *Based weighted average of 7.7% improvement of earnings level; Calculated based on global industry sales of $5.2 trillion with average operating margins of 12%. . $50 billion*
  8. 8. So What's Next… 8Copyright © 2015 Accenture All rights reserved. Build a big-picture strategic view on OT– in coordination with new investments and MES upgrades Push organizational and operating model changes down the “IT Stack” to drive increased process maturity and governance Industrialize support and life cycle management processes Drive tactical improvements to provide short-term performance gains
  9. 9. Digital Plant Digital Foundation Control Tower Digital Workers Digital Asset Management Digital Operations Talent Development & Learning ISA-95 Lvl 2: Automation Systems ISA-95 Lvl 1: Device I/O & Controls ISA-95 Lvl 3: Manufacturing Ops & Control Engineering Collaboration OEM/MRO Suppliers Whse & ShippingContract MFG Contract MFG 9 The Digital Chemical Plant is coming. Copyright © 2015 Accenture All rights reserved. Digital Supply Chain Feedstock Supply Digital Supply Chain Sister Sites Sister Sites Offsite Pkg
  10. 10. Read more: The Digital Plant: Reaping the Rewards of Disruption http://www.accenture.com/us-en/Pages/insight-digital-plant- reaping-rewards-disruption.aspx Follow us: 10Copyright © 2015 Accenture All rights reserved. @AccentureChems Accenture Chemicals

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