View
214
Download
0
Category
Preview:
Citation preview
YOUR SPEAKER AND EXPERTS
• Over 35 years industry and consulting experience with BP, Chem Systems, IBM, CRA, Roland Berger
• Extensive consulting experience with all major integrated chemical and plastics companies
• Consulting expertise in strategy development, M&A, innovation management & organization design
• Lead partner for the development of Roland Berger's chemicals business in Middle East
Partner, GermanyChemicals
• 15 years of consulting experience with Roland Berger• Consulting experience in chemicals, oil, pharma and
consumer goods• Expert in digital transformation, commercial excellence,
marketing and sales strategy• Lead partner for digital transformation in Chemicals
CarolinGriese-Michels
Dr. Neil CheckerPartner, GermanyEnergy and Chemicals
Extensive strategy and operational consulting experience internationally – 25 years consulting of Middle East based clients
Extensive experience in global digital disruption workshops and business model innovation in the Chemicals industry
LET'S GET STARTED – AGENDA FOR TODAY
Digital transformation journey: Examples of Chemicals@Spielfeld and invitation to Berlin
Master the maze: Assessing readiness for digital transformation and our new online assessment tool
B
A
C
Roland Berger: A trusted chemical industry partner globally and in the Middle East
LET'S GET STARTED – AGENDA FOR TODAY
Digital transformation journey: Examples of Chemicals@Spielfeld and invitation to Berlin
Master the maze: Assessing readiness for digital transformation and our new online assessment tool
B
A
C
Roland Berger: A trusted chemical industry partner globally and in the Middle East
1967 Munich
1969 Milan
1976 São Paulo
1986 Barcelona | Madrid
1970 Rome
1982 Düsseldorf
1987 Stuttgart
1989 Frankfurt | Vienna
1991 Tokyo
1990Berlin | Hamburg | Lisbon | London | Paris
1992 Bucharest
1995 Beijing | New York
1994 MoscowDetroit | Shanghai 1998
Amsterdam 2002
Budapest | Zurich 1997
Warsaw 2000
Manama 2006
Zagreb 2003
Chicago | Hong Kong | Beirut 2007
Casablanca | Istanbul | Taipei 2008
Stockholm | Gothenburg | Singapore 2010
Doha 2009
Dubai | Kuala Lumpur 2011 Lagos | Jakarta
Seoul | Mumbai | Guangzhou 2012| Montreal | Boston
1993 Brussels | Kyiv | Prague | Riga
Shanghai (Asia)
Düsseldorf (EMEA)
Boston(Americas)
ROLAND BERGER IS A TRULY GLOBAL FIRM WITH A WELL-ESTABLISHED
MARKET POSITION – GLOBAL SUCCESS IS DRIVEN BY ITS CORE VALUES
Founded in 1967 in Germany by Roland Berger
51 offices in 36 countries, with around 2,700 employees
About 250 RB Partners currently serving ~1,000 international clients
Recognized implementation capabilities
Voted as consultancy with strongest implementation capabilities six times since 2005
Roland Berger 375#1
Accenture 352#2
Oliver Wyman 348#3
McKinsey 339#4
A.T. Kearney 335#5
Regional Chemicals Competence Centers in the U.S., Europe and China
20 offices in 17 countries with >100 practitioners in Chemicals
We have developed a strong foothold in the Middle East since the opening
our first office in 2006
Bahrain office
(regional HQ)
Opened in 2006
Almoayyed Tower
21st Floor
Manama/Kingdom of
Bahrain
Bahrain
Lebanon
Qatar office
Opened in 2009
Al Fardan Office
Tower
8th Floor
Doha - Qatar
UAE office
Opened in 2011
Al Thuraya Tower No. 1
12th Floor
Dubai/United Arab
Emirates
Lebanon office
Opened in 2007
Beirut Souks - Block M,
Floor 4
Central District (South)
Beirut - Lebanon
UAE
QatarKSA
KSA office
Licensing in progress
…
Riyadh, Saudi Arabia
Locations of Roland Berger Middle East hubs
OUR CHEMICALS INDUSTRY EXPERIENCE IS BASED ON OUR DEEP
KNOWLEDGE OF VALUE CHAINS, MARKETS AND COMPETITORS
Agrochemicals & Pharma intermediates
OlefinsTraditional Coatings, Adhesives, Sealants and Inks
Automotive
Performance chemicalsAromaticsUnconventional (Shale) Substrates Construction
Performance/composite materials
InorganicsRenewable/Bio-based
Parts/Aggregations
Electronics and Consumer Products
Oil & gas Basic materials& intermediates
Specialty chem-icals/materials
Formulation & fabrication
End markets
Due diligence on a Saudi industrial services company in O&G and petrochemical sectors
ME joint venture partner selection for a US specialty chemicals and polymer company
Oilfield Chemicals market strategy for KSA based private company
Advisory support KSA downstream cluster program
Reorganization of Engineering and Technical Services ME fertilizer company
International growth strategy for ME based integrated petrochemical company
1 2 4 53
Example Roland Berger team regional experience along chemical value chain
ROLAND BERGER IS A THOUGHT LEADER IN DIGITIZATION AND CHEMICALS –
ENABLING US TO QUICKLY DEVELOP CONCRETE SOLUTIONS WITH OUR CLIENTS
Chemicals 2035Study
Commercial excellence – What customers want
Master the Maze –Formulating a winning digital strategy in chemicals
Digital Hub Spielfeld – Berlin-Kreuzberg
Digital Pathfinder –Online assessment tool
LET'S GET STARTED – AGENDA FOR TODAY
Digital transformation journey: Examples of Chemicals@Spielfeld and invitation to Berlin
Master the maze: Assessing readiness for digital transformation and our new online assessment tool
B
A
C
Roland Berger: A trusted chemical industry partner globally and in the Middle East
www.digitalpathfinder.org
IN CHEMICALS, DIGITAL TRANSFORMATION AFFECTS THE ENTIRE VALUE
CHAIN TO ACHIEVE OPERATIONAL EXCELLENCE AND TOPLINE GROWTH
RB understanding of digital transformation in Chemicals
Pursuing digital initiatives along the entire chemicals value chain to
… foster incremental improvement to achieve operational excellence
… achieve topline growth
R&D
Plant Design & Engineering
Operations & Service
Market Side
Back Office
New players
IN CONTRAST TO OTHER INDUSTRIES THE CHEMICAL SECTOR IS SLOWLY
GEARING UP TO THE DIGITAL JOURNEY
Financial Services Automotive Chemicals
Gearing upChemical players have started digital initiatives – but direction is often unclear
Strongly affectedTraditional players forced into new business models
Strongly affectedTraditional players forced into new business models
Digital Factory Digital Wallet
Digital Labs Digital Bank
New players
Predictivemaintenance
Mobile apps
Digital transformation
projects
Smart CRM
New sales channels
via webshops
THERE ARE TWO GENERAL APPROACHES TO DIGITAL TRANSFORMATION –
HOWEVER, SUCCESSFUL MARKET LEADERS NEED TO COMBINE BOTH
Two strategies need to be followed in parallel
= C
B: Revolution … while building a new market making
paradigm …
Stay on top of your current
industry …… in a two-handed approach!
RevolutionaryBuild new digital competitive advantages
on strategic control points and disrupt –
Becoming a digital leader for a specific industry
EvolutionaryUtilize digital technology for
evolutionary improvements of
core business model – Continuously adapting to new market situations
A: (In-industry) evolution
MOST CHEMICAL COMPANIES ARE TAKING AN EVOLUTIONARY APPROACH – EARLY
SIGNS OF POTENTIAL REVOLUTIONARY CHANGE IN CHEMICAL DISTRIBUTION
Digital transformation approaches in Chemicals
Focused specialty chemical playersLarge integrated players Highly focused specialty chemicals players
Digital transformation approaches
Petro-chemicals
Basic/industry chemicals
Polymers Specialtysegments1)
Proximity to end markets
First revolutionary business models emerging in chemical distribution
Revolu-tionary
B
Evolu-tionary
A
70%
Do Nothing10%
Players like AkzoNobel
that have undergone
successful restructur-
ing or Monsanto as
clear market leader in
Digitization
Two-Handed
C
20%
1) Coatings; agrochemicals; construction chemicals; personal care chemicals
Potential
impact
on
industry
CHEMICAL DISTRIBUTION PLAYERS ARE CHALLENGED BY NON-TRADITIONAL
MARKET ENTRANTS – POTENTIAL FOR DISRUPTION IN DISTRIBUTION INDUSTRY?
Challengers in chemical distribution and potential future scenario1)
1) Examples, non-exhaustive
E-marketplace incl. chemicals
Chemicals marketplace
Online retail – WiFi connected Dash Buttons for detergents
Chemicals B2B platform
Challe
ngers
Chemical distribution4.0?
Stronger consolidation?
GOOD NEWS IS THAT IN CHEMICALS NO FIRM HAS DEVELOPED "DIGITAL
LEADERSHIP" – SO HOW CAN YOU GET STARTED ON THE JOURNEY?
Roland Berger framework to digital transformation
… and it is working.Not sure where to start or where to go?
We have developed a map …
!
?
TRY IT OUT NOW!
WE ASKED YOU TO TEST YOUR DIGITAL READINESS – LET'S HAVE A LOOK:
THE AVERAGE DIGITAL READINESS SCORE IS BELOW 40%
Digital readiness score: Intervals and participants in the room [%]
00
21-40 81-100
61%
0-20
30%
41-60
9%
61-80
Digital Laggard Developing TransformerDigital Market
Maker
Avera
ge
Dis
trib
ution
20%0% 80% 100%50%
• Your organization is determined to progress in digital transformation but there is unexploited potential
• You started to develop a digital strategy but it has not yet been defined asyour central vision
• You have kicked off generating digital initiatives but you need to thinkabout ways to bring them to life
IT APPEARS LIKE THE OVERALL CONDITIONS TO GENERATE DIGITAL IDEAS
ARE FAVORABLE BUT THERE IS STILL POTENTIAL TO IMPROVE
Digital readiness score specific to survey questions [%]
Survey questions
How radically will digitization transform the current market your company operates in in
the next five years? 1
Do you think that digitization will challenge your company's existing business model
within the next five years?2
Do you think that your company is strategically prepared to meet the challenges of
digitization in an appropriate way? 3
Do you think that your company is already undertaking sufficient measures today to respond
to the challenges of digitization (e.g. concrete and executable plans / Business models) 4
5
21 – 40% 41 – 60%
Do you think that your company possesses the adequate (a) resources and b) capabilities to
generate a sustainable competitive advantage, as well as additional sales potential through
digitization?
THE PATHFINDER DATABASE CONTAINS MORE THAN 50 PAIN POINTS AND
MORE THAN 100 DIGITAL USE CASES ALONG THE CHEMICALS VALUE CHAIN
Digital activities along the value chain
>50pain points
>100digital use
cases
Operations
& Service
Plant Design
& Engineering
Back
Office
Market
SideR&D
Lack of connection of R&D with customer needs
1 Virtual communities to generate and test ideas for product innovation
1
Long product development cycles2 Rapid Prototyping – external collaboration 2
Long reporting cycles between R&D and market side
3 Interface to direct and end-customers to analyze customer needs
3
…4 …4
1 1
2 2
3 3
…4 …4
R&D
Pain points Digital use cases
THE DIGITAL PATHFINDER FOR CHEMICALS FRAMEWORK COMPRISES 3 STEPS TO
DIGITAL READINESS – ONLINE SELF-ASSESSMENT SURVEY AS A FIRST STEP
Digital Pathfinder – 3 steps to digital readiness
✓Determine your digital readiness score
Contains all features of the high-level assessment, plus:
Analyze digital use cases that are or will be in place in your entire organization
✓
Identify unexploited potentials and pain points between digital use cases & digital readiness
✓
Get deep insights from a Roland Berger digital expert through an in-depth call or video conference
✓ Evaluation of selected use cases and assessment of approaches to integrate them into your current business model
✓
✓Get your personal high-level digital readiness evaluation and a preview of the Digital Pathfinder analysis
✓ Leave your contact details. We will get in touch to plan the best next steps to digital readiness
Get Benchmarks of use cases with industry peers
✓
Develop potential disruptive use cases together with Roland Berger experts in a dedicated Workshop –either in your offices or at the Roland Berger digital in Berlin
✓
High-level self-assessment Digital expert workshopDetailed organizational assessment
ONLINE IN PERSON
Contains all features of the detailed organizational assessment, plus:
ONLINE and FREE1. 2. 3.
LET'S GET STARTED – AGENDA FOR TODAY
Digital transformation journey: Examples of Chemicals@Spielfeld and invitation to Berlin
Master the maze: Assessing readiness for digital transformation and our new online assessment tool
B
A
C
Roland Berger: A trusted chemical industry partner globally and in the Middle East
THE DIGITAL JOURNEY REQUIRES A CHANGE IN MINDSET – TO ENABLE THIS
WE CREATED A NEW WORKING ENVIRONMENT FOR CLIENTS IN BERLIN
Inspiring work space
Typical Berlin industrial complex under monumental protection, with high ceilings and a column structure
Nearby are numerous restaurants and cafés in the
vibrating area of Wrangelkiez
Selected highlights
Former post office in the heart of Berlin Kreuzberg – Built in 1925-1927
Agile working methods and fostering of exchange between different project teams
Different room formats e.g., co-working spaces, breakout rooms, meeting rooms, arena for talks
AT SPIELFELD WE HAVE TAKEN SELECTED CLIENTS ACROSS MANY INDUSTRIES IN
PROJECTS AS WELL AS IN WORKSHOPS ON THEIR JOURNEY
Typical project approach
Key is to
ensure new
digital initia-
tives are in
line with your
current busi-
ness model
Validate with customer needsCustomer & market feedback radar
PHASE II
Detail use cases and start prototypingDigital solutions/use cases & prototyping
PHASE III
PHASE I Identify the right path through the mazeIdeation
Examples– Phase 3: Solution detailing and prototyping
TODAY, WE WILL SHARE TWO EXAMPLE DIGITAL INITIATIVES COVERING
DIFFERENT PARTS OF THE OPERATING VALUE CHAIN
R&D
Plant Design
& Engineering
Operations
& Service
Market Side
Back Office
Operations
& Service
Market Side
Multichannel
Offerings
Productivity
PHASE IIISTART
THE QUICKFINDER ENABLES YOUR CUSTOMERS TO EASILY FIND PRODUCTS
AND SERVICES THEY NEED WITH STATE-OF-THE-ART SEARCH ANALYTICS
Examples– Phase 3: Multichannel Offerings
Quick-finder
Home
Where do we want to go?
Become the primary destination for chemical search requests
Why should we do it?
Address the top pain point that has been mentioned by all customer segments and industries. Example: 95% of farmers in NA, and Europe ask for advice with regard to products/specifications before their buying decision
What to watch out for?
Difficult to implement due to variety of Chemical products and classifications across countries (or even business unit borders)
PHASE IIISTART
RELIABILITY CENTERED MAINTENANCE CAN HAVE AN IMPRESSIVE
FINANCIAL IMPACT – 69% COST SAVINGS OVER 2 YEARS AT CHEMICAL PLANT
Examples– Phase 3: Productivity (1/2)
In Maintenance
We Trust
Next
Where do we want to go?
Set the bar for productivity standards (Overall Equipment Effectiveness > 85%) Why should we do it?
Realize savings opportunities due to reduced number of repairs
What would it look like?
PHASE IIISTART
MODULARIZATION OF THE PLANT ASSETS ENABLES SCALABILITY AND
OPTIMIZATION OF NETWORK TO MARKET DEMAND
Examples– Phase 3: Productivity (2/2)
Scan my Network
Home
Where do we want to go?
Scaled modular assets in line with regional market demand
Why should we do it?
Reduced time-to-market and flexibility for global supply chain management
What would it look like?
Detail
PHASE IIISTART
MANUFACTURING FOOTPRINT OF THE FUTURE – DEMAND RESPONSIVE, MODULAR
PLUG AND PLAY, GLOBALLY NETWORKED, DIGITALLY CONNECTED ASSETS
Source: INVITE (TU Dortmund/Bayer/HHU Dusseldorf: public-private partnership)
Scaling and location production based on market demand
Back
WE WOULD LIKE TO INVITE YOU TO TRY OUT OUR DIGITAL PATHFINDER FOR
CHEMICALS IN YOUR ORGANIZATION AND TO VISIT US @SPIELFELD IN BERLIN
Is your company ready for the digital
transformation in Chemicals?
www.digitalpathfinder.org
Join us in Berlin for a workshop @Spielfeld
Design think-ing workshops
Learning journey
Digital Dis-ruption Days
Rapidprototyping
Roland Berger offer
Recommended