KPMG Screen template - Business Review Webinars
KPMG Screen template - Business Review Webinars
KPMG Screen template - Business Review Webinars
Create successful ePaper yourself
Turn your PDF publications into a flip-book with our unique Google optimized e-Paper software.
<strong>Business</strong> <strong>Review</strong> Seminars<strong>KPMG</strong> insights“Volatility mixed with complexity”30 th July 2013Andrew Monro, Partner<strong>KPMG</strong> in the UK
Outlook 2013 & beyondVolatility mixed withcomplexity30 th July 2013Andrew Monro, Partner<strong>KPMG</strong> in the UK
The business world todayStruggling to adapt to fast changes and volatilityGlobal mega trendsPopulation growthand urbanizationGlobalizationoffering growth& scaleRegulation drivingsafety &sustainabilityResourcescarcity© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.2
Demand pictureWe see 5 dimensionsProducts & servicesMarketAttractivenessSales & profits1. Product characteristics meet consumer choicesBarriers / methodof entryExpansion plans2. Culture / Geography3. Intent / purposeProduct durabilityLife cycle4. Regulatory environmentCash /infrastructureNeedsEPS / Marginimpact5. Socio-economic groups / age demographic© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.4
Chemical production growthCAGR 2010-2020 in % p.a.Being visionary...Position for sustainable growthAlign to growthmarkets= Market of 2020 in billion€ (real, 2008)109876Chemical growth abovecustomer industriesHealth and NutritionEnergy and ResourcesTransportationElectronicsConsumer Goods543210AgricultureConstructionChemicals growth belowcustomer industriesDivested businesses:■ Fertilizers (planned)■ Styrenics (planned)■ Polyolefins■ Printing inks■ Fibers0 1 2 3 4 5 6 7 8 9 10Source: BASFCustomer industry growth CAGR 2010-2020 in % p.a.© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.6
What do companies worry about?The building blocks of trustTrustEnvironment‣ External forcesReputation ‣ What stakeholders think‣ How they might reactFuture‣ Reserves and replacements‣ Demand for products and service‣ Retaining talent and managementPast‣ Cash & profits from bygone activities© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.7
Where does it go wrong?Events that have derailed corporationsTrust98% failure rateEnvironmentReputationBp Exxon Rolls-RoyceFuturePastBernard L MadoffInvestment Securities LLCParmalat CAAdversity is the norm rather than the exception© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.9
Being fast & flexible...The pains of modern day business structuresFlexibility.Shared siteassets /operationsSharedservicesSharedmanagementInter-companyFeedstock agreementsIntegratedaccountingCrosscharging© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.Integrated customeragreements11
It isn’t all about scarcityOil Prices 1861 - 2011ScarcityOil is less scarce today thanit was 40 years ago.............© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.12
SummaryVolatility & uncertainty are here to stayComplexity is the enemy & doesn’t workHistorical performance ~ 98% failureAlignment to growth marketsFocus & segmentation fundamental© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.13
The solutionThree core strands to surviving & flourishingSurvival“It is not the strongestof the species thatsurvives, nor the mostintelligent, but the onemost responsive tochange”Charles Darwin`Ability to adapt and change- Talent & leadership mobility- Sail macro economic & business trendsInnovation“The world is changingvery fast. Big will notbeat small anymore. Itwill be the fastbeating the slow”Rupert MurdochRisk / dynamic sensors“When you’re tryingto create new things,you have to be preparedto be on the edge ofrisk” Michael EisnerInnovation- Encourage entrepreneurship- Embrace value migrationNo surprises (Trust, Integrity, Communities)- Risk management & control- Effective corporate governance© 2013 <strong>KPMG</strong> LLP, a UK limited liability partnership, is a subsidiary of <strong>KPMG</strong> Europe LLP and a member firm of the <strong>KPMG</strong> network of independentmember firms affiliated with <strong>KPMG</strong> International Cooperative, a Swiss entity. All rights reserved.14
Thank youAndrew MonroPartner<strong>KPMG</strong> in the UKTel: +44 7747 767798Email: andrew.monro@kpmg.co.uk
Using Product LifecycleManagement to Expedite R&DJuly 30, 2013Alisha Farrington,Group Leader – Maintenance Chemical Formulation
Customer SummaryIntro – Brief background on NCH business processThe “Old” SystemHow NCH uses DevEXThe Future of DevEX for NCH
Introduction to NCHWhat types ofproducts does NCHmake?• Maintenance Chemicals• Lubricants/Greases• Water TreatmentChemicals• BiologicalsWhat is NCH’sbusiness process?
NCH <strong>Business</strong> ProcessMarketing/Purchasinginitiates a projectR&D DepartmentManager accepts project& assigns a FormulatorFormulator performs thework & completes dataentryQC reviews data &prepares QC recordsHazardCommunicationsaccesses data &prepares MSDS/labelR&D closes project &communicatescompletion toMarketing/PurchasingMarketing/Purchasingdrives product toproduction
The “Old” System – Lotus Notes
Lotus Notes
How NCH Uses DevEX
Engineering Workflow
Data Usage & AvailabilityCustom Forms
SFV – Custom Calculations
SFV – Custom Calculations
SFV – Custom Calculations
SFV – Custom Calculations
SFV – Custom View
Local & Global Improvements –Project Tracking
Local & Global Improvements –Manual Notifications
Local & Global Improvements –Project Metrics
Improvements in Production & CostEstimationsEfficient documentation of qualifiedvendors & raw materialsAbility to distinguish betweendifferent sources & characteristics ofmaterialsMeet customer specifications moreefficiently and thoroughly
The Next Step in DevEX for NCH –Stage GatingA stage–gate model, also referred to as a phase–gate process, is a projectmanagement technique in which an initiative or project is divided into stages (orphases) separated by gates.
Stage Gate Template
NCH Stage Gate Model<strong>Business</strong>RationaleOpportunity SizingStrategic FitAssessmentInternationalFeedbackCompetitorAssessmentProduct SpecificsManufacturingProcess <strong>Review</strong>EarlyExperimentalValidationLiterature/Patent/Right to PracticeAssessmentDevelopmentAssessmentProduct Risk<strong>Review</strong>FinancialAssumptionsProject Gantt ChartCreationDevelopmentCreate SubprojectsExperimentImplementationMid-StageAssessmentFinalize RawMaterialsPackage Testing/DevelopmentStabilityR&D Development/Production CostsData Reconciliation/Material ActivationCommercilizationInitiate ODMActivitiesLaunch PlanScheduling Go forProductionPurchasing Go forProductionProduction CostUpdateUpdate TargetsR&D NotificationFirst BatchVerification<strong>Review</strong>FeedbackControlSustainFirst Year Market<strong>Review</strong>/ProjectionUpdateProductPerformanceProductionMeasuresLessons LearnedPeer/QC/Marketing/HazCom<strong>Review</strong>/ApprovalsStage Gate 1ApproversR&DFormulatorMarketingStage Gate 2ApproversR&DFormulatorMarketingOperationsStage Gate 3ApproversR&DFormulatorMarketingOperationsStage Gate 4ApproversMarketingSalesOperationsStage Gate 5ApproversMarketingSalesOperationsProduct Steward
The Future of DevEX for NCHDevelop the SFV toincorporate more ofour everydaycalculationsUse the system toeducate and expandour entities in othercountriesInterface with our ERP& SDS systems tostreamlinecommunication &move toward apaperless system
DevEX PLMSupporting Formulation Best PracticesKeith Smallwood PhDSenior <strong>Business</strong> ConsultantSelerant Corp.
Page • 40Selected Performance Metrics for Process-basedManufacturing OrganizationsGroup AGroup B80706050403020100ProductRevenue NetChangeRevenue onNew Products(
Page • 41Selected Performance Metrics for Process-basedManufacturing Organizations806040200Group AGroup BMaturity Definition• Group A ‘Formulation Best Practice’ Group• Group B All othersSource: Aberdeen Group 2010 Report Next Generation Formulation...Confidential - All rights reserved – Selerant 2013
Page • 42% Adoption of Formulation Best Practice Techniques100806040200Group AGroup BSource: Aberdeen Group 2010 Report Next Generation Formulation...Confidential - All rights reserved – Selerant 2013
1Using PLM to Support Formulation Best PracticeIncorporate formula development activities within a formalproject management process (e.g. stage-gate)Confidential - All rights reserved – Selerant 2013
2Using PLM to Support Formulation Best PracticeUtilize structured formulations created from a controlled portfolio ofapproved raw materialsConfidential - All rights reserved – Selerant 2013
3Using PLM to Support Formulation Best PracticeSearch for and re-use existing formula to accelerate the iterativedevelopment processBACConfidential - All rights reserved – Selerant 2013
4Using PLM to Support Formulation Best PracticeAutomate key calculations to expedite the iterative formulationdesign-to-targets processConfidential - All rights reserved – Selerant 2013
5Using PLM to Support Formulation Best PracticeUtilize automated compliance checks for Regulatory & Dietary Statuswithin formula design process to avoid later non-compliance issuesConfidential - All rights reserved – Selerant 2013
6Using PLM to Support Formulation Best PracticeUtilize optimization tools to achieve a best-fit formulation againstrequired design targetsConfidential - All rights reserved – Selerant 2013
Using PLM to Support Formulation Best PracticeTake Home MessageUse PLM-centric tools and techniques to achieve a best-in-class formulationdevelopment process to consistently meet design targets and achieve....‣ Improvements in new product revenues‣ Enhanced margins on new product
FURTHER INFORMATION…..SELERANT Corporation499 7 th Ave, New York, NY 10018www.selerant.comOffice: (212) 792 8910Fax : (212) 792 8920Sales Contact: Michael.Frankel@selerant.comPage • 50
Change language