The document discusses developing an integrated chemical supply chain. It recommends segmenting the supply chain based on customer needs to improve profitability. It also recommends configuring an agile supply chain organization model with end-to-end planning capability and competence to respond quickly to customers. Automating decision making across the supply chain with intelligence can help manage new complexity at scale and speed. Developing an integrated approach in a phased manner with training and simulation ensures the capability is developed within each region or business unit.
Our Global Chemical Industry Leader Frank Jenner explores the trends and drivers that will shape the chemical industry of tomorrow in our latest Chemical Market Outlook.
The tipping point for electrified vehicles is in sight, and a combination of hybrid and fully electric powertrains is expected to cut the global market share of pure internal combustion engines (ICEs) by about 50% by 2030.
A.T. Kearney 2017 State of Logistics Report: Accelerating into UncertaintyKearney
2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
We assess your suppliers onsite and provide an in-depth, comprehensive report. We walk through the whole process to validate your suppliers’ capabilities, and give you advice on how to mitigate risks.
Here are what you can expect from our standard supplier assessment service package:
* Assessment summary
* Risk highlights
* Facility overview
* Business & finance
* Operational capabilities
* Supply chain management
* R&D and engineering capabilities
* Quality management
* Manufacturing
* CSR (corporate social responsibility) compliance
* SWOT analysis
* Supplier engagement suggestions
How do we work for you? Here is the basic procedure that you can have a glimpse on:
1. You place booking online
2. Confirm with suppliers on the arrangement
3. Assessor evaluate suppliers' capabilities onsite
4. Assessor submit findings and highlights
5. Review the report and answer your questions
Here is a sample report showing you what result you can expect from our assessment.
Feel free to reach out if you need any help at all. We'd be glad to help you out.
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Manufacturing Process of Epoxy Resins with Formulation (Synthesis, Epoxy Resi...Ajjay Kumar Gupta
Epoxy is a term used to denote both the basic components and the cured end products of epoxy resins, as well as a colloquial name for the epoxide functional group. Epoxy resin are a class of thermoset materials used extensively in structural and specialty composite applications because they offer a unique combination of properties that are unattainable with other thermoset resins.
See more
https://goo.gl/2fk4X5
https://goo.gl/egjxep
https://goo.gl/pbI29H
Contact us:
Niir Project Consultancy Services
Email: npcs.ei@gmail.com , info@entrepreneurindia.co
Tel: +91-11-23843955, 23845654, 23845886, 8800733955
Mobile: +91-9811043595
Fax: +91-11-23841561
Website :
http://www.niir.org
http://www.entrepreneurindia.co
Tags
Best small and cottage scale industries, Business consultancy, Business consultant, Business Plan for a Startup Business, Business start-up, Chemistry and Technology of Epoxy Resins, Chemistry of Epoxy Resins, Common Uses of Industrial Epoxy, Electrical and Electronic Applications: Sealants and Foams, Epoxides and Epoxy Resins, Epoxy Adhesive Formulations, Epoxy formulation for industrial coating, Epoxy Resin Adhesives, Epoxy resin chemistry, Epoxy Resin Coatings, Epoxy resin manufacturing, Epoxy resin manufacturing plant, Epoxy resin plant, Epoxy resin production plant, Epoxy resin properties and uses, Epoxy resin structure, Epoxy resins – Chemical formula, Epoxy Resins – Chemical production, Epoxy Resins – Chemical production and investment cost, Epoxy resins and compositions, Epoxy resins Based Profitable Projects, Epoxy resins Based Small Scale Industries Projects, Epoxy Resins Formulation, Epoxy resins Making Small Business Manufacturing, Epoxy resins manufacturing Industry in India, Epoxy resins Producing Projects, Epoxy resins production, Epoxy resins Production Business, Epoxy Resins Technology book, Formula of epoxy resin, Formulation of epoxy resin, Great Opportunity for Startup, How to make epoxy resin, How to start a successful Epoxy resins business, How to Start Epoxy resins Production Business, How to Start Epoxy resins production Industry in India, How to Start Epoxy resins Production plant?, Making Epoxy Resins, Manufacture of Epoxy Resins, Manufacturing process of Epoxy resins, Manufacturing Process of Epoxy Resins with Formulation, Mechanical Properties of Epoxy Resins, Modern small and cottage scale industries, Most Profitable Epoxy resins Producing Business Ideas, Multiple uses of epoxy resins, New small scale ideas in Epoxy resins industry, Polyester resin manufacturing process, Process for manufacturing liquid epoxy resins, Process for the manufacture of epoxy resins, Process technology book on Epoxy resins, Profitable small and cottage scale industries, Profitable Small Scale Epoxy resins Manufacturing, Project for startups, Project identification and selection, Setting up and opening your Epoxy resins Business, Setting up of Epoxy resins Production Unit
Our Global Chemical Industry Leader Frank Jenner explores the trends and drivers that will shape the chemical industry of tomorrow in our latest Chemical Market Outlook.
The tipping point for electrified vehicles is in sight, and a combination of hybrid and fully electric powertrains is expected to cut the global market share of pure internal combustion engines (ICEs) by about 50% by 2030.
A.T. Kearney 2017 State of Logistics Report: Accelerating into UncertaintyKearney
2017 could be a pivotal year for logistics. Demand patterns are shifting, technological advances are altering industry economics, and new competitors are challenging old business models. This year could bring significant moves that reshape individual sectors and even the industry as a whole. Major business combinations, large-scale shifts in distribution flows, deep capacity cuts, massive infrastructure investments–anything is possible. Here are the ten key takeaways from the 2017 State of Logistics report, as well as the four potential scenarios for the future of logistics.
Since last year ended on such a strong note, many of us were optimistic about the prospects for Q1. Though not as strong as the fourth quarter of 2014, the first quarter of 2015 kicked off on a positive note, with 23 technology companies raising US$6.1billion* in proceeds from their IPOs. That’s the second highest first quarter proceeds in the past five years and impressive given the increased US market volatility and consistent with the high pre-IPO valuations we’ve seen recently. Granted, if you look at the year over year comparison, offerings were down 12% and proceeds declined 11%. And sequentially, the number of technology IPOs declined 32% while proceeds fell by 19%. Still, it’s a promising start for 2015. Learn more at www.pwc.com/globaltechipo
*Deal size greater than US$40 million
We assess your suppliers onsite and provide an in-depth, comprehensive report. We walk through the whole process to validate your suppliers’ capabilities, and give you advice on how to mitigate risks.
Here are what you can expect from our standard supplier assessment service package:
* Assessment summary
* Risk highlights
* Facility overview
* Business & finance
* Operational capabilities
* Supply chain management
* R&D and engineering capabilities
* Quality management
* Manufacturing
* CSR (corporate social responsibility) compliance
* SWOT analysis
* Supplier engagement suggestions
How do we work for you? Here is the basic procedure that you can have a glimpse on:
1. You place booking online
2. Confirm with suppliers on the arrangement
3. Assessor evaluate suppliers' capabilities onsite
4. Assessor submit findings and highlights
5. Review the report and answer your questions
Here is a sample report showing you what result you can expect from our assessment.
Feel free to reach out if you need any help at all. We'd be glad to help you out.
The theme for this quarter is momentum meets uncertainty. The upward trend in crude oil, natural gas, LNG and refined product prices that began in Q1 continued into Q2. Crude oil markets began the quarter just below $100/bbl and have closed below that level on only two days since late April. As we begin Q3, there are increasing concerns about the health of the global economy and how that might affect oil and gas demand.
Manufacturing Process of Epoxy Resins with Formulation (Synthesis, Epoxy Resi...Ajjay Kumar Gupta
Epoxy is a term used to denote both the basic components and the cured end products of epoxy resins, as well as a colloquial name for the epoxide functional group. Epoxy resin are a class of thermoset materials used extensively in structural and specialty composite applications because they offer a unique combination of properties that are unattainable with other thermoset resins.
See more
https://goo.gl/2fk4X5
https://goo.gl/egjxep
https://goo.gl/pbI29H
Contact us:
Niir Project Consultancy Services
Email: npcs.ei@gmail.com , info@entrepreneurindia.co
Tel: +91-11-23843955, 23845654, 23845886, 8800733955
Mobile: +91-9811043595
Fax: +91-11-23841561
Website :
http://www.niir.org
http://www.entrepreneurindia.co
Tags
Best small and cottage scale industries, Business consultancy, Business consultant, Business Plan for a Startup Business, Business start-up, Chemistry and Technology of Epoxy Resins, Chemistry of Epoxy Resins, Common Uses of Industrial Epoxy, Electrical and Electronic Applications: Sealants and Foams, Epoxides and Epoxy Resins, Epoxy Adhesive Formulations, Epoxy formulation for industrial coating, Epoxy Resin Adhesives, Epoxy resin chemistry, Epoxy Resin Coatings, Epoxy resin manufacturing, Epoxy resin manufacturing plant, Epoxy resin plant, Epoxy resin production plant, Epoxy resin properties and uses, Epoxy resin structure, Epoxy resins – Chemical formula, Epoxy Resins – Chemical production, Epoxy Resins – Chemical production and investment cost, Epoxy resins and compositions, Epoxy resins Based Profitable Projects, Epoxy resins Based Small Scale Industries Projects, Epoxy Resins Formulation, Epoxy resins Making Small Business Manufacturing, Epoxy resins manufacturing Industry in India, Epoxy resins Producing Projects, Epoxy resins production, Epoxy resins Production Business, Epoxy Resins Technology book, Formula of epoxy resin, Formulation of epoxy resin, Great Opportunity for Startup, How to make epoxy resin, How to start a successful Epoxy resins business, How to Start Epoxy resins Production Business, How to Start Epoxy resins production Industry in India, How to Start Epoxy resins Production plant?, Making Epoxy Resins, Manufacture of Epoxy Resins, Manufacturing process of Epoxy resins, Manufacturing Process of Epoxy Resins with Formulation, Mechanical Properties of Epoxy Resins, Modern small and cottage scale industries, Most Profitable Epoxy resins Producing Business Ideas, Multiple uses of epoxy resins, New small scale ideas in Epoxy resins industry, Polyester resin manufacturing process, Process for manufacturing liquid epoxy resins, Process for the manufacture of epoxy resins, Process technology book on Epoxy resins, Profitable small and cottage scale industries, Profitable Small Scale Epoxy resins Manufacturing, Project for startups, Project identification and selection, Setting up and opening your Epoxy resins Business, Setting up of Epoxy resins Production Unit
Top 8 Insights From the 2018 Beauty, Health & Wellness SurveyL.E.K. Consulting
Think nutritional supplements and skincare are of interest only to consumers of a certain age? Think again. According to L.E.K. Consulting’s third installment of a biennial survey of the healthy living marketplace, this one focusing on nutrition and skincare, some 80% of health and wellness (H&W) consumers across generations — from millennials to baby boomers — are highly engaged with both categories.
The survey captured insights from more than 1,600 respondents, representing roughly 77% of the U.S. adult population who identify with H&W themes, and generated eight key insights across categories. Together these insights make clear that consumer interest in nutritional supplements and skincare often lasts a lifetime.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
Driving End-to-End Procurement Excellence by Integrating SAP and Ariba (Custo...SAP Ariba
SAP and Ariba together are offering solutions under one roof that cover the procurement process end-to-end and support all categories of spend. Our solutions portfolio allows SAP customers to quickly and easily benefit from the Ariba Network, and deploy Ariba’s cloud-based sourcing and procurement solutions, connected to their existing SAP infrastructure. Join this session to hear how our customers have rapidly implemented the Ariba Procure-to-Pay solution, including integration with SAP ERP and the Ariba Network, in order to gain maximum compliance and efficiency, and accelerate their journey to procurement excellence.
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
Summary: This keynote address presented by Pamela Spence, EY Global Life Sciences Leader (pspence2@uk.ey.com) at MAPS 2018 – the annual meeting for Medical Affairs Professional Society – discusses our latest life sciences report and the industry demands for a customer-focused, data driven approach to health care. We describe the accelerating pace of change as technological advances and the escalating expectations of payers, physicians and patient consumers are combining to disrupt the life sciences business model. Data and algorithms that maximize health outcomes based on individual needs and preferences are becoming the ultimate health care consumable. To create value now and in a future that we call Life Sciences 4.0, life sciences companies must build – or participate in – interoperable information systems that collect, combine and share data. For more on our report, Progressions 2018 – Life Sciences 4.0, please go to www.ey.com/progressions
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Madison Park Group is a strategic M&A and capital raising advisor to the global software economy. In November 2020, MPG formed a strategic partnership with Ascentage Group (“Ascentage”), a business development and M&A advisory firm addressing the strategic and tactical business needs of growth-stage companies developing construction technology and software for the built environment. Ascentage’s domain expertise in design, construction, infrastructure, and asset management technologies further enhances MPG’s rapidly expanding industrial technology advisory practice.
The firm’s principals have sat on both sides of the table, advising disruptors, consolidators, and incumbents as they navigate strategic initiatives. Industry leaders trust Madison Park Group’s experience in the marketplace.
Conducted numerous valuation methodologies and thorough research for Steinkeller Solutions, a highly specialized staffing firm focused on Life Sciences, Technologies, Healthcare IT, and Energy. Assessed Bloomberg data, company financials, and company strategy to make an informed strategic sale recommendation to a sponsor to William Blair bankers.
Contents
Step 1. Identify ESG Issues & Conduct Materiality Assessment
Identify the most relevant ESG issues dynamically considering double materiality
Step 2. As-Is Current State Assessment
Diagnosis of current management state and maturity regarding material ESG issues
Step 3. Set To-Be Goals & Develop As-Is to To-Be Roadmap
Establish clear objectives/goals & develop roadmap to achieve the goals
Step 4. Set ESG Strategic Framework & Action Plans
Set clear framework and actions for ESG program execution
Step 5. Execution
Implement management program and Monitor & Evaluate progress and performance
Step 6. Review & Improve Program
Evaluate outcomes and revise any needed part of program
Tracxn - Top Business Models - Energy Tech - Mar 2022Tracxn
Here's a detailed analysis of top #BusinessModels in Energy Tech rebrand.ly/nxn2nwp
Get these reports for any #PracticeArea of your interest delivered to your mailbox for free! Subscribe @ https://rb.gy/cx2upn
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
L.E.K. Consulting’s annual Media & Entertainment Study
was conducted between December 2018 and January
2019. We surveyed around 2,000 households on their
entertainment choices, preferences and viewing habits.
This Executive Insights analyzes key findings about
movie theater attendance and subscription services.
Top 8 Insights From the 2018 Beauty, Health & Wellness SurveyL.E.K. Consulting
Think nutritional supplements and skincare are of interest only to consumers of a certain age? Think again. According to L.E.K. Consulting’s third installment of a biennial survey of the healthy living marketplace, this one focusing on nutrition and skincare, some 80% of health and wellness (H&W) consumers across generations — from millennials to baby boomers — are highly engaged with both categories.
The survey captured insights from more than 1,600 respondents, representing roughly 77% of the U.S. adult population who identify with H&W themes, and generated eight key insights across categories. Together these insights make clear that consumer interest in nutritional supplements and skincare often lasts a lifetime.
EY Price Point: global oil and gas market outlook, Q2 | April 2022EY
The theme for this quarter is rearrangement. The loss, or potential loss, of Russian oil and gas supplies is forcing producers, refiners and traders to rethink the flow of crude oil and refined products from the wellhead to the gas pump in light of sanctions, potential sanctions and the risk of reputational damage. Countries, companies and consumers will all be searching for ways to adapt, and the outcome of the race to bring alternatives to market could alter the global energy landscape for years to come.
It is likely crude oil and LNG prices will remain elevated for some time. The process of diverting Russian oil through countries unwilling to sanction it will take time and there is little indication OPEC members are willing (or able) to increase production to make up for the loss of Russian crude. Spare capacity sat at 3.7 mbpd at the end of 2021, just above where it was in January 2020. Currently, sanctioned Venezuelan and Iranian production (about 3 mbpd below their peak) could fill the gap, but political and commercial obstacles remain. At today’s prices, US shale production is attractive, but the fastest the industry has been able to grow is between 1mbpd and 2mbpd per year. The LNG infrastructure was already stretched before the war in Ukraine and there is little prosect of finding new supplies soon.
As the largest buyer of Russian energy, Europe will be the epicenter. There is a deeply embedded bias there in favor for renewable energy, and the current crisis is certain to result in an all-out effort to accelerate the build-out of wind and solar power. The capacity to add new green energy is limited though by the project pipeline and supply chains for solar panels and wind turbines, and it is likely that much of the shortfall will be made up with the new LNG infrastructure.
Driving End-to-End Procurement Excellence by Integrating SAP and Ariba (Custo...SAP Ariba
SAP and Ariba together are offering solutions under one roof that cover the procurement process end-to-end and support all categories of spend. Our solutions portfolio allows SAP customers to quickly and easily benefit from the Ariba Network, and deploy Ariba’s cloud-based sourcing and procurement solutions, connected to their existing SAP infrastructure. Join this session to hear how our customers have rapidly implemented the Ariba Procure-to-Pay solution, including integration with SAP ERP and the Ariba Network, in order to gain maximum compliance and efficiency, and accelerate their journey to procurement excellence.
MAPS2018 Keynote address on EY report: Life Sciences 4.0 – Securing value thr...EY
Summary: This keynote address presented by Pamela Spence, EY Global Life Sciences Leader (pspence2@uk.ey.com) at MAPS 2018 – the annual meeting for Medical Affairs Professional Society – discusses our latest life sciences report and the industry demands for a customer-focused, data driven approach to health care. We describe the accelerating pace of change as technological advances and the escalating expectations of payers, physicians and patient consumers are combining to disrupt the life sciences business model. Data and algorithms that maximize health outcomes based on individual needs and preferences are becoming the ultimate health care consumable. To create value now and in a future that we call Life Sciences 4.0, life sciences companies must build – or participate in – interoperable information systems that collect, combine and share data. For more on our report, Progressions 2018 – Life Sciences 4.0, please go to www.ey.com/progressions
L.E.K. Consulting recently surveyed more than 200 U.S. brand managers and packaging stakeholders at consumer packaged goods companies to understand their packaging needs and views on trends driving demand.
The survey focused on topics that include:
- Brand trends and their effect on packaging demand
- Shifts within packaging (e.g., new materials, packaging innovations)
- Perspectives on packaging demand (including forecast spend on packaging for their brands)
This Executive Insights analyzes key findings from this proprietary research
Digital and Innovation Strategies for the Infrastructure Industry: Tim McManu...Smart City
Productivity in the engineering and construction industry has been stagnant for decades. The proliferation of digital solutions has made it difficult for users to develop a coherent strategy. Companies who are able to successfully navigate the new digital landscape are on the brink of a transformation that will see top performers reduce overall project costs by 20-45%. However, digital transformations require developing digital capability across all aspects of the organization. Therefore, each entity involved in the industry must understand its critical challenges in order to guide its path to increased digital capability.
EY Price Point: global oil and gas market outlookEY
As the last quarter of the second pandemic year draws to a close, we continue to see heightened contrast
between the medical and economic points of view. While COVID-19 cases are close to their all-time highs, so
are equity prices, and a leading investment bank declared (on 2 December, 2021 after the Omicron outbreak in South Africa) that it was “optimistic about the possibility of a vibrant 2022.” When news of the variant hit in
late November, the markets were rocked by the prospect of yet another round of local mobility restrictions and
an interrupted return to normal international travel patterns, on top of the Biden Administration’s announced
release of 50 million barrels of crude from the US Strategic Petroleum Reserve. So far though, with OPEC
standing by its planned gradual return to normal production, oil prices have stabilized, albeit below where they
were in mid-November. Henry Hub prices, always at the mercy of the weather, responded predictably to a
warmer-than-normal early winter in the US, falling from US$6.60/MMBtu in early October to below
US$4.00/MMBtu by mid-December. In Europe and Asia, following a short reprieve at the start of the quarter,
piped natural gas prices have spiked again on concerns triggered by Russian troop buildups on the Ukraine
border and uncertainties surrounding the Nordstream 2 pipeline. Looking forward, OPEC and the U.S. Energy
Information Administration (EIA) in their last forecasts of the year both projected that 2022 oil demand would
be above what we saw in 2019. Although time will tell if those forecasts are realized and other events could
intervene, the response to new virus outbreaks is well-practiced and the trade-off between public health and
economic reality has tipped toward a cautiously optimistic view.
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
A comprehensive, end-to-end strategy presentation template based on proven frameworks created by ex-McKinsey and BCG consultants.
277 PowerPoint slides organized in a complete storyline with best-practice slide-layouts, titles, and graphics
4 real-life full-length examples from Fortune500 companies so you can see how a strategy is presented in other organizations
Helpful checklist used in top-tier consulting firms
Excel model to support your strategy document.
Access full powerpoint at www.slideworks.io.
A.T. Kearney reached out to more than 2,000 executives, business leaders, and heads of strategy functions to discuss their thoughts on the state of strategy today. Our findings indicate that while most leaders continue to believe in strategy, the return on their strategy initiatives has largely eroded over the past decade. In fact, when asked what it takes to secure a prosperous future, more than 80 percent of executives consider agility as important or more important than strategy when it comes to securing a prosperous future. Fortunately, the findings also point to promising ways to reclaim strategy—including using future-focused tools and techniques and engaging the organization in strategy formulation.
Madison Park Group is a strategic M&A and capital raising advisor to the global software economy. In November 2020, MPG formed a strategic partnership with Ascentage Group (“Ascentage”), a business development and M&A advisory firm addressing the strategic and tactical business needs of growth-stage companies developing construction technology and software for the built environment. Ascentage’s domain expertise in design, construction, infrastructure, and asset management technologies further enhances MPG’s rapidly expanding industrial technology advisory practice.
The firm’s principals have sat on both sides of the table, advising disruptors, consolidators, and incumbents as they navigate strategic initiatives. Industry leaders trust Madison Park Group’s experience in the marketplace.
Conducted numerous valuation methodologies and thorough research for Steinkeller Solutions, a highly specialized staffing firm focused on Life Sciences, Technologies, Healthcare IT, and Energy. Assessed Bloomberg data, company financials, and company strategy to make an informed strategic sale recommendation to a sponsor to William Blair bankers.
Contents
Step 1. Identify ESG Issues & Conduct Materiality Assessment
Identify the most relevant ESG issues dynamically considering double materiality
Step 2. As-Is Current State Assessment
Diagnosis of current management state and maturity regarding material ESG issues
Step 3. Set To-Be Goals & Develop As-Is to To-Be Roadmap
Establish clear objectives/goals & develop roadmap to achieve the goals
Step 4. Set ESG Strategic Framework & Action Plans
Set clear framework and actions for ESG program execution
Step 5. Execution
Implement management program and Monitor & Evaluate progress and performance
Step 6. Review & Improve Program
Evaluate outcomes and revise any needed part of program
Tracxn - Top Business Models - Energy Tech - Mar 2022Tracxn
Here's a detailed analysis of top #BusinessModels in Energy Tech rebrand.ly/nxn2nwp
Get these reports for any #PracticeArea of your interest delivered to your mailbox for free! Subscribe @ https://rb.gy/cx2upn
Federal Technology Vision 2021: Full U.S. Federal Survey Findings | Accentureaccenture
Leaders don’t wait for a new normal, they build it. The Accenture Federal Technology Vision 2021 identifies five key trends that agencies must address to lead in the post-pandemic world. Explore the full survey findings here. https://accntu.re/3sIBI0k
L.E.K. Consulting’s annual Media & Entertainment Study
was conducted between December 2018 and January
2019. We surveyed around 2,000 households on their
entertainment choices, preferences and viewing habits.
This Executive Insights analyzes key findings about
movie theater attendance and subscription services.
Genpact helps leaders of some of the largest enterprises
transform and run their processes and operations, including
the very complex and industry-specific. We help enterprises to be more competitive by becoming more intelligent: adaptive, innovative, globally effective and connected by enabling tighter management of costs, risks, regulations, and supporting growth.
Scoring High on the Supply Chain Maturity Modelaconris
This is my presentation from CSCMP Europe 2007 conference. Discover how leading practices are being used to transform supply chain performance by attending this session on the Global Value Chain Study. This study, undertaken by IBM Global Business Services in conjunction with APQC, identifies current practices, captures significant trends and establishes operational performance benchmarks in several key areas of Supply Chain Management: New Product Development, Planning, Procurement, and Logistics. By analyzing responses from
companies across a range of industries, in multiple geographies worldwide, it provides unique insight into challenges and demonstrates how supply chain management is changing from a static and cost-centric function to an evolving, integrated business model.
Leading companies are exploiting their supply chains to outperform competitors. Collinson Grant assesses the value they create and makes recommendations for improvement. This presentation gives an outline of our approach to redefining processes and structures to eliminate costs, harmonising systems and technologies to exploit synergies, and generating transformational change.
Life sciences companies are in a complex market where healthcare costs have risen rapidly while reimbursements and margins have fallen to new lows. New genomic and large-molecule innovations are transforming therapies and improving patient outcomes. Targeted treatments for individuals with similar genetic markers continue to advance quickly. New collaboration models across partners, providers, and patients reinforce this trend.
Life sciences companies are in a complex market where healthcare costs have risen rapidly while reimbursements and margins have fallen to new lows. New genomic and large-molecule innovations are transforming therapies and improving patient outcomes. Targeted treatments for individuals with similar genetic markers continue to advance quickly. New collaboration models across partners, providers, and patients reinforce this trend.
A.T.Kearney is looking for new hires for Analytic and Procurement sollutions; see our presentation and contact me. It\'s international, so you can work from your current location
Quarterly analyst themes of oil and gas earnings, Q1 2022EY
Financial questions continued to attract the most attention of the analyst community, with major focus on how companies will respond to the war in Ukraine, elevated commodity prices and improved cash flows. Strategic questions focused on how the changing geopolitical environment will affect capital allocation in the short and long term. Operationally, all eyes were on the capacity of companies to step up asset utilization and bring new projects to market quickly. Explore the latest EY quarterly analysts themes.
EY Price Point: global oil and gas market outlook, Q2 April 2021EY
The theme for this quarter is governed. Apparent market balance at prices that could be sustainable is the product of calculated choices by market leaders and the cooperation of those who follow them. Economics played their customary role as well, with capital scarcity in North America taking about 2 million barrels per day out of the market, about half of the remaining gap in demand. While inventories are close to their pre-COVID-19 levels, there is still uncertainty. The resolution of the pandemic is in sight, but timing is unclear. Vaccine distribution in the US is having an impact but Europe is struggling to contain a third wave of infections. The taps have opened on economic stimulus, but it remains to be seen if policymakers have done enough or if they have overshot the mark.
The shape of the crude oil forward curve has fundamentally changed since the end of the last quarter. In late December of last year, the Brent forward curve was gradually increasing while today, the curve is backwardated. This is a clear sign that the market sees a short-term dynamic that is disconnected from the medium-to-long-term fundamentals. The lasting impact of the COVID-19 pandemic remains to be seen. While many have opined that COVID-19 marks a turning point in energy transition, the IEA recently released a five-year forecast of oil demand that shows steady growth, albeit at rates that are below historical expectations.
Gas markets are a paradox. At the Henry Hub and at LNG destinations, demand grows, investment lags and prices will occasionally attract attention. Traders, so far though, are unconvinced and futures prices don’t indicate imminent scarcity at any link in the value chain.
EY Price Point: global oil and gas market outlookEY
We enter 2021 on a note of cautious optimism for global health, the world economy, and the oil and gas markets. The first weeks of December brought approval in the US and the UK of the first of several COVID-19 vaccines. The speed with which vaccine development occurred is unprecedented, but certainly welcome. In the weeks following the early November announcement of 90+% effectiveness by the manufacturer of the first approved vaccine, the price of WTI crude oil increased by US$10/bbl to US$48/bbl, the highest level since early March. Sustainability hasn’t returned yet, and whatever time it takes to get the world to normal, it will take even longer for normalization within the oil and gas markets. Inventories remain at historically high levels and, optimistically, it will take until April before inventory returns to levels observed in the preceding five years. That’s an estimate, and there has obviously been some difficulty properly calibrating the expectations of how balance will return and how long it will take. In late November, OPEC met to adjust its output plans because of the anemic rebound in demand. In mid-December, the IEA lowered its demand forecast for 2021 due mostly to continued sluggishness in aviation fuel demand.
A mild winter has interrupted a recovery in North American natural gas prices after a run-up motivated by curtailed capital expenditures, upstream activity and production. After an initial meltdown, with cargo cancellations and dramatic price reversal, LNG markets have made a remarkable comeback, and the spread between Asia and Henry Hub has reached a level we haven’t seen in almost three years. It may be the case that interruption in FIDs has brought us to the cusp of a balance that can support reliable returns.
EY Price Point: global oil and gas market outlook (Q4, October 2020)EY
Oil and gas prices have recovered steadily from their lows and are relatively stable, but that stability is supported by the combination of purposeful withholding of production by oil-producing countries and economic stress on upstream independents. Oil prices closed the quarter roughly where they started it, while refining spreads were down slightly. LNG spreads were substantially higher at the end of Q3 than they were at the beginning of the quarter but are still roughly half of what is generally thought of as sustainable.
Going forward, the market will be looking closely at how the economy and demand respond to new developments with respect to a potential COVID-19 vaccine and the US election.
EY Price Point: global oil and gas market outlookEY
As we close the second quarter of 2020, in most of Europe and Asia, the first (and hopefully last) wave of the COVID-19 crisis appears to be abating. In the parts of the US where the virus hit early, the profile has largely matched Europe’s, while in other parts, the urge to reopen businesses has trumped the desire to contain the virus and uncertainty looms. In the developing world, the crisis has just begun, but without the economic headroom and resources necessary to contain it. As the crisis unfolded, the effect on oil and gas demand has been predictable but difficult to gauge precisely and therefore difficult to manage.
Oil prices have crept up steadily as production has been curtailed through coordinated action (OPEC+) and because of economic reality (unconventional oil in North America). That trend has been subject to momentary spasms when bad news hit the market. It would be understandable if traders were nervous, and it seems that they are. Although nowhere near where it was at the peak of the crisis, option implied volatility is still at historically high levels. Gas markets, without the benefit of coordination on the supply side, continue to deal with the market implications of storage at or near capacity. Interfuel competition in power generation has always provided something of a floor, but those lows have been, and will continue to be, tested.
Zahl der Gewinnwarnungen steigt auf RekordniveauEY
Immer mehr deutsche börsennotierte Unternehmen müssen ihre eigenen Umsatz- oder Gewinnprognosen nach unten korrigieren. Im ersten Quartal stieg die Zahl der Prognosekorrekturen auf ein neues Rekordniveau: Insgesamt 77 Gewinn- oder Umsatzwarnungen wurden registriert.
Die Corona-Krise trifft auch die Versicherungsbranche mit voller Wucht. Die Versicherer rechnen mit weniger Neugeschäft. Jeder Fünfte mit Personalabbau und Prämienerhöhungen.
Liquidity for advanced manufacturing and automotive sectors in the face of Co...EY
With a global economy in crisis due to Covid-19 our liquidity and cash management deck for advanced manufacturing and
mobility companies looks at how these companies should best respond.
IBOR transition: Opportunities and challenges for the asset management industryEY
EY Wealth & Asset Management explores the practical implications and the way forward for the transition to the new risk-free rates. This presentation aims to help asset managers and asset owners explore IBOR transition strategies that are compliant and future-focused.
Fusionen und Übernahmen dürften nach der Krise zunehmenEY
Folgt auf die Corona-Krise ein M&A-Boom? Laut Capital Confidence Barometer von #EY hoffen 40 Prozent der deutschen Unternehmen auf sinkende Bewertungen von Übernahmekandidaten.
EY Price Point: global oil and gas market outlook, Q2, April 2020EY
The first quarter of this year has seen some extraordinary events. As if chronic oversupply, prices stuck below sustainable levels, the looming energy transition, and investor pressure to decarbonize weren’t enough, our industry now faces a dramatic, but hopefully temporary, downturn in demand as a result of the ongoing COVID-19 outbreak.
Die Geschäftslage im Mittelstand hat sich leicht verschlechtert, ist in den meisten Branchen aber weiter überwiegend gut - die Einstellungsbereitschaft sinkt.
Deutschlands börsennotierte Unternehmen werden weiblicherEY
Der Frauenanteil in den Vorstandsetagen der DAX-, MDAX- und SDAX-Unternehmen ist seit Juli 2015 kontinuierlich von 5,0 auf jetzt 9,2 Prozent gestiegen.
The theme for this quarter is inorganic. Although prices climbed in the fourth quarter as the balance of supply and demand tilted in favour of demand, OPEC + restraint was fundamental.
The market is conscious of downside pressures that loom. OPEC + has announced production cuts through to the end of the first quarter. Beyond the first quarter, there is a risk that OPEC + grows weary of supporting the market and reverts to a strategy of growing production, protecting market share and placing pressure on the economics of unconventional producers. Production growth in Brazil and Norway has the potential to consume a significant portion of demand growth expected in 2020. Whether, or the extent to which, US shale output growth continues despite escalating financial strain across the E&P sector will be key in determining whether OPEC + cuts will be sufficient to balance the market in 2020.
In the longer-term, focus remains on the energy mix of the future and its impact on the demand for petroleum products. A number of significant uncertainties remain, including electric vehicle (EV) penetration. EY’s ‘Fueling the Future’ analyzes the outlook under four distinct scenarios. The analysis shows that an inflection point in EV penetration is required by 2022 if the terms of the Paris Accord are to be met.
Paradigm shift in supply chain management for chemical operating models
1. Frank Jenner, EY Global Chemical Industry Leader
Scott Chen, Integrated Digital Planning Lead, EY
Supply Chain & Operations, Greater China
Paradigm shift in supply chain
management towards differentiation
and segmentation based on multiple
operating models
2. EY is a global digital supply chain leader in China with extensive capabilities
Source: ALM Intelligence 2019
Provided SC&O advisory services to
3,000+
clients in the last 5 years
>Worked with
more than half
of the Fortune 50
and Fortune 100
Global presence of
3,600+
SC&O people across
Americas, Asia-Pacific,
EMEIA and Japan
We have 150+supply
chain & operations professionals
across Greater China
Leading supply chain & operations
consulting team in Greater China
1
#
Leader in IDC MarketScape of Worldwide Business
Consulting Services Vendor 2019
Leader in ALM Vanguard of Logistics Consulting
Providers 2018
Leader in ALM Vanguard of Production Operations
Consulting Providers 2018
Leader in ALM Vanguard on Supply Chain Planning 2019
World’s Best Outsourcing Advisor 2017 by IAOP
ALM Vanguard of supply chain planning consulting providers
A.T.Kearney
Capgemini
Oliver Wyman
Argon
Oliver Wight
Accenture
EFESO
PA Consulting
Roland Berger
Chainalytics
Barkawi
Alix Partners
Hitachi Consulting
Bearing Point
IBM
Camelot Management Consultants
Crimson & Co
McKinsey & Company
Boston Consulting Group
Bain &
Company KPMG PwC
Deloitte
EY
DepthofconsultingcapabilitiesLowHigh Breadth of consulting capabilitiesLow High
Leaders
Challengers
Contenders
Page 2
3. Geography shifts from West to East both in capacity and chemical sales
11% 9%
4% 8%
27% 22%
1% 2%
10%
36%
21%
11%
26%
12%
1,186 (2000) 2,276 (2017)
North America
Europe
China
India
Rest of Asia
Middle East
Rest of the World
Source: The Evolving Chemicals Economy, UN Press, 2019, EY analysis. Source: The Evolving Chemicals Economy, p.28, UN Press, 2019; EY analysis.
Global chemical industry capacity growth
(million tonnes), 2000-2017
Global chemical sales (excluding pharmaceuticals)
are projected to grow from US$3.82 trillion in 2018
to US$7.27 trillion by 2030. Asia is expected to
account for almost 70% of sales by then.
37.3%
20.1%
15.6%
14.9%
4.4%
3.1%
3.2% 1.4%
49.9%
14.7%
10.7%
13.8%
3.2%
4.0%
2.7% 1.0%
China
Rest of Asia
EU
North America
Japan
Latin America
Rest of Europe
Rest of the World
US$7.27
trillion by 2030
$3.82
trillion in 2018
Page 3
4. The chemical supply chain journey from feedstock to end products
Naptha and natural gas
(ethane, propane)
Bio-based
Organic
Organic/
petrochemicals
Aromatics
Organic/
petrochemicals
Olefins Plastic resins and
synthetic rubber: PS,
PP, PVC, PE
Organic/
oleochemicals
Fatty acids, alcohols,
methyl ester
Inorganic Inorganic
Minerals
Brine and rock salt
Air
Sulphur Sulphur derivatives
Chlorine
Caustic soda
Titanium oxides
Select products
Oils
Pigments and dyes
Key end markets
Agriculture
Automotive
Construction
Consumer products
Electronics
Manufacturing
Packaging
Pulp and paper
Pharmaceutical
Textile and apparel
Water treatment
Surfactants:
ethoxylates
Starches and glues
Activated charcoal
Industrial gases
Explosives
Paints, coating and
surface treatments
Fine chemicals
Advanced polymer,
adhesives and sealants
Personal care
preparations
Other additives
R&D and engineering in technology process Formulation Branding
Feedstock Basic chemicals Commodity chemicals Specialty chemicals
Intermediate
chemicals
Page 4
5. Notes: 1. Syngenta was acquired by ChemChina in 2017. Source: various company websites; annual reports if listed company for FY2018; EY analysis 2019. Not exhaustive
Feedstock Basic chemicals Commodity chemicals End MarketsSpecialty chemicalsIntermediate chemicals
The chemical industry landscape, 1990 and today
Page 5
SinoChem
Shell
ICI
BASF
Dow
1990s
High level of
vertical integration
across the value
chain Bayer
Hoechst
AkzoNobel
LyondellBasell
Covestro
Wanhua
Clariant
Bayer
Today
More complex
landscape,
emergence of
more focused, as
well as diversified,
solution-based
players
Shell
SinoChem
Dow
ChemChina/Syngenta1
Sinopec
PetroChina
SABIC
BASF
Celanese
Givaudan
Huntsman
LANXESS
Corteva
6. Clear focus drives value creation: focus on commodities generates higher
margin, solution providers rewarded by greater multiplies
12
28
18
16
26
10
14
34
20
22
24
30
32
36
38
Rongsheng Petrochemical
EV/EBITDA
EBITDA
margin (%)
Enterprise value vs. profitability of major chemical companies
Commodity players area
Solution ProvidersIndustrial Gases
Commodity Chemicals
Diversified Chemicals
Specialty Chemicals1. High valuation driven by one-off shareholder equity effects and EBITDA adjustment in 2018. Source: Capital IQ; EY-Parthenon analysis.
Note: EBITDA (earnings before interest, taxes, depreciation, amortization value) for FY 2018, EV=Market Capitalization by 31 Dec 2018.
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 39 40
4
Christian Hansen
SABIC
Air Liquide
Air Products
Shin-Etsu
Wanhua
Petronas
Novozymes
FMC
CF
Sasol
W. R. Grace
Nutrien
Celanese
Eastman
Covestro
Dow
DSM
Solvay
Lyondell-
BasellAsahi Kasei
Evonik
BASF
LG
Toray
Mitsubishi
Chemical
Formosa
Chemicals
Yara
Hengli
RPM
PPG
Nan Ya
Ecolab
Symrise
IFF
Umicore SA
Nippont Paint
Sherwin-
Williams
Sika PT Chandra Petrochemical
Givaudan
Formosa
Plastics
AkzoNobel1
Linde
Ems
Solution providers area
Asian
Paints
Pidilitei Industries
PetroChina
SinoPec
Not exhaustive
Page 6
Specialty and integrated players area
7. Different key success factors for commodity players, specialty and solution
providers
1
EBITDA
margin
Key success factors in chemicals
EV/EBITDA
Rigorous
efficiency focus
drives success
in commodity
business
Cost Capital
Service KSF commodity players
• Focus on assets, costs and utilization
• Increase customer service levels with fewer standardized offerings to meet
customer needs
• Dominator culture, functional excellence
Cost Capital
Service KSF specialty and solution providers
• Differentiation of products and services, customer specific solutions priced
for value, lower asset intensity, greater ability to deal with complexity
• Establish cross-functional teams to serve clients to balance business
complexity and standardization of products and services
Understanding of customers’ business enables better service and
transformation of specialties into solutions providers yielding higher
multiples
Cost Capital
Service
Page 7
8. Leading specialty and integrated players transform their supply chain to meet
customer demands with end-to-end planning capability
Drive customer distinction with supply chain
segmentation to improve profitability by responding
to unique customer needs in each segment
Configure an agile and responsive future supply
chain organization/model to uplift competence and
efficiency with integrated business planning & what-
if simulation capability
Automate and add intelligence in the decision
making process across the end-to-end supply chain
in order to manage the new complexity at speed and
scale
Page 8
Digital
twin
Deliver Make
Design
Marketing
Service
Deploy
Buy
Sell
9. Robust supply chain management leads to increased revenues, asset
productivity reducing supply chain and working capital costs
Supply chain levers
• Supply chain segmentation to improve service levels to meet unique
customer needs
• End-to-end planning capability to allocate supply constrained
products with what-if simulation capability for internal and external
customers
• Standardized S&OP/IBP process for faster decision making
• Reduction in lost sales and rush orders
• Collaborative and optimized new production
• Accurate forecasting & planning due to segmentation
• Increased inventory management skills due to real-time visibility
• Standardized S&OP/IBP process for faster decision making
• Standardized S&OP/IBP process for fast decision making
• Alignment of planning and manufacturing
• Process standardization with regional centralization & consolidation
• Competency center drives continuous improvement
• Lower rush shipments
• Transportation consolidation with re-negotiated rates
• Warehouse consolidation with smart tank/terminal management
Business impact
Improved service levels
Increased revenues
Inventory reduction
OEE improvement
Effective supply chain planning
Greater efficiency across logistics
and transportation
Improved warehousing
Revenues
Supply chain costs
Asset productivity
Net working capital
Notes:
IBP = Integrated Business Planning I S&OP = Sales & Operation Planning I OEE = Overall Equipment Effectiveness
Page 9
10. Drive customer distinction with supply chain segmentation
to understand real customer needs
Customers may have different requirements by product; with deep dives on real customer needs, set up different KPIs
for different customer segments
Direct
Distributor
Inventory
Production
Inventory
Drop-ship
Product enters inventory and customer
has some storage space
JIT – product is feedstock, customer has
no storage space
Product enters inventory, distributor has
large storage space
JIT – product is feedstock, customer has
some storage space
Product enters inventory and customer
has some storage space
Operational situation
Production
Inventory
Sales
channel
Real case study
Sample distribution
of delivery dates
Page 10
-3 -2 -1 0 1 2 3
Delivery day
-3 -2 -1 0 1 2 3
Delivery day
-3 -2 -1 0 1 2 3
Delivery day
-3 -2 -1 0 1 2 3
Delivery day
-3 -2 -1 0 1 2 3
Delivery day
11. Configure supply chain segmentation to distinguish strategy
to increase profitability with lower supply chain costs
Supply chain segmentation framework Supply chain segmentation definition
Customer required lead time
CustomerrequiredOTIF
70%100%
0 100
80%90%
30 50
1 3
4
2
5
Real case study
Guaranteed stock. Critical products need to be
available and delivered immediately.
1
Fast moving. Standard products with short lead times.
Predictable sales volumes and stock levels.
2
Expedited. Configurable products for customers with
specified delivery timeframes.
3
Baseline. Configurable products for customers who
accept a longer lead time.
4
Projects. Projects that require delivery of multiple
configurable products in large quantities.
5
Page 11
12. Configure an agile and responsive future supply chain organization/
model to uplift competence and efficiency
Demand planning Materials planning Supply planning
Logistics planning (inc.
control tower)
Sync
center of
excellence
Analytics and data
Global S&OP and global
process ownership
Regional S&OP and
RCCP
FG inventory policy
and management
Replenishment
model management
Best practice build and
implementation
Policy definition and
ownership
Logistics strategy
Network design and
optimization
Transportation
planning
KPI definition, monitoring
and reporting
Master data
management
End markets (Commercial) Factories Global shared service center
3PL optimization
and contracting
Backhauling / spot
market tendering
Customs
management
Inventory SS and CS
parameter setting
Long term materials
planning
Production schedule
execution
Continuous
improvement
Promotion event
management
Market S&OP
Factory footprint
Specification
management
RM inventory policy
and management
End-to-end synchronization
Analytics support
Global/Regional
Local/Region Global
Best practice systems
and tools
Plant and line
scheduling
Net requirement
Management and
call off
Statistical
forecasting
Demand sensing
Demand planning
oversight and
collaboration
Promotional
planning event
management
Master data
management
Demand planning
Regional DCs
Warehouse
execution
Transport execution
Market cluster Market cluster
FG inventory
management
(for end market)
Real case study
• Mobilize with centralization and standardization – Focus on people and transform around customer
• Improve through automation, digitalization and optimization – Drive ecosystem platform with technology enablers
• Transform to a globally end-to-end vision state – Integrate seamlessly in technology, process, data and organization
Page 12
13. Automate and add intelligence in decision making process across the
end-to-end supply chain
Benefits of
AI and automation
More efficient,
volume and value-
oriented planning
processes across the
supply chain to drive
reactivity and focus
on value-add
Planning
flow
Segmentation Demand planning Supply planning
Production
planning
Materials
resource planning
• Conduct
segmentation
• Identify machine
planning candidates
• Conduct forecasting
segmentation
• Determine optimal
forecast model and
parameters
• Update demand
forecasts for
Commercial input
• Update master data
planning parameters
• Review and update
master data (lead
times, safety stock
levels, MOQ, EOQ
etc.)
• Manage routine
planning exceptions
• Run Supply Plan
creating versions for
service, inventory,
utilisation
• Manage plan
exceptions
• Create alerts for
remaining exceptions
• Review and update
master data (lead
times, safety stock
levels, MOQ, EOQ etc)
• Review supplier
availability and refine
production plans for
realistic availability
EY’scognitive
automation
Harnessing robotic process automation (RPA) or AI and
machine learning to digitize the process
Applications of RPA and AI technologies in typical planning processes
AI or machine learningRPA
Page 13
14. AI-based planning drives smart automation and optimization across the entire
value chain
Feedstock
suppliers
Aggregated
planning
Pipeline
monitor
Campaign
planning
Production
planning
Commodity
chemicals player
Transportation
planning
EHS2
monitoring Smart replenishment
& allocation
Warehouse/
terminal/tank
Real-time
tracking
Differentiated
solution offering
Pick & Pack
optimization
Specialty
chemicals player
Real-time
tracking
Truckload
optimization
Warehouse/
terminal/tank
Intelligent
scheduling
Smart
ATP
End-use
industry
Transportation
planning Demand
sensing & shaping
Promotion
planning
Distributors
Dynamic
pricing
End
customers
Personalized
couponing
Customer
behavior
analytics
Cloud-based
ecosystem
Real time
visibility
DG1
monitoring
Notes:
1. DG: Dangerous goods
2. EHS: Environment, Health and Safety Last-mile
Delivery
Last-mile
Delivery
Page 14
15. Develop a project plan with transition phases by investing in training
and simulation to ensure integrated capability within region/BU
• Data modeling & statistical model parameter
tuning
• Disaggregation logic development
• Machine learning applied in demand sensing or
shaping
• Outlier correct algorithm development
• Value-add analysis for statistical model
• Statistical model simulation for other segmens
• Promotion analysis
• Continus improvement on forecast accuracy
• Outlier correction
• Sales history cleansing
• Sales history analysis with XYZ-ABC
• Statistical model selection for high runner
• Customer segments with demand analysis
• Provide input for customer segmentation
Level 3
Level 2
Level 1
Optimization
analysis
Fundamental analysis
Advanced
analysis
Key Activities in Demand Planning
High
Low
Phase I Phase II Phase III
Globaldemand
analyticsCoE
Globaldemand
analyticsCoE
Regional/BU
demandexpert
Globaldemand
analyticsCoE
Regional/BU
demandexpert
Demand planning and analytics can be grouped into key activities in different phases to achieve a seamless transition
Real case study
Page 15
16. Develop an integrated chemical supply chain with the
right approach and mindset
Drive customer distinction with supply chain segmentation to
improve profitability by responding fast to unique customer
needs in each segment1
Configure an agile and responsive future supply chain
organization/model to uplift competence and efficiency with
integrated business planning and what-if simulation capability2
Automate and add intelligence in decision making process
across the end-to-end supply chain in order to manage the new
complexity at speed and scale3
Page 16
17. Key contacts
Visit ey.com/chemicals and ey.com/china to learn how EY is helping chemical companies to transform.
Scott Chen
Mobile: +86 156 1890 9217 Email: scott.c.chen@cn.ey.com
Mobile: +49 172 9450920 Email: frank.jenner@de.ey.com
Frank Jenner
Managing Partner, Ernst & Young GmbH Wirtschaftsprüfungsgesellschaft
EY Global Chemical Industry Leader
Director, Ernst & Young (China) Advisory Limited
Integrated Digital Planning Lead, EY Supply Chain & Operations
Page 17