Winning IT Strategies in the Chemical Industry A discussion document on trends and directions in the Chemical Industry and their implications on IT Strategy Business

2 The Chemical Sector Perspective Global Competition New, low-cost capacity Cyclical business Volatile feedstock prices Environmental compliance Economic slowdown Commodity Chemical Stock Index Specialty Chemical Stock Index Source BigCharts.com

3 There are a number of forces shaping the current and future business direction of the Chemical Industry

4 These forces are driving Chemical companies to focus on five primary business themes Operational Efficiencies and Cost Reductions Globalization of Markets and Competition Improvements in Customer Service Product and Services Innovation Growth Strategies Each of these business focal areas has significant implications for the IT organization

5 Operational Efficiencies and Cost Reductions Consolidate plants and implement new cost saving production methods Optimize logistics and distribution while reducing working capital in the supply chain Improve purchasing efficiencies via reduced transaction processing costs, fewer suppliers, and better supplier management practices Standardization operations and infrastructure Reduced overhead expenses and economies of scale from shared services for HR, finance, etc.. Improvements and cost reductions for customer service and sales/marketing Integrated supply chain solutions for demand planning/forecasting, production scheduling, distribution resource planning, and warehouse management e-Procurement solutions and e-Marketplace enablement for buy/sell transactions Vendor managed inventory (VMI) B2E (business to employee) Intranets for self-service HR, e-learning, etc.. Data Warehouse/BI solutions for self-service access to critical business analysis and reporting Web based sales/marketing solutions and channels for low volume/potentially new customers Outsourcing for managed ops, application management, help desk, web hosting, etc.. Business Focal AreaIT Implications

6 Globalization of Markets and Competition Expanding industry presence in world markets Making sound, rational, fact-based business decisions that are relevant to world regions/geographies Meeting or exceeding customer service level expectations anywhere in the world Exploiting the potential efficiencies of global-scale operations Capturing and leveraging the collective learning acquired from global operations Anticipating market and competitive trends on a global basis ERP systems deployment on a global scale Globally integrated supply chain management systems for ATP, demand planning/forecasting, scheduling, etc.. e-Marketplace participation and enablement for global visibility of products Global networks and applications for communication and collaboration worldwide Customer care and sales force automation solutions to facilitate global account mgmt. Market and competitive intelligence systems that operate on a global basis Access to information from anywhere at anytime Business Focal AreaIT Implications

7 Improvements in Customer Service Match services with customer requirements and expectations so that the company does not over deliver or under deliver Retain desirable/profitable customers and attract additional customers of the same type Reduce the costs for expediting, rebilling, and deferring which are typically associated with misdelivery of services Develop a level of customer intimacy and collaboration that helps fuel the product offering innovation engine General Web based service channels for low-volume customers and dynamic, secure web portals for high-volume customers e-Collaboration solutions for joint product development/innovation with customers Integrated Web and call center solutions Customer data warehouse/mining solutions Sales force automation/productivity solutions Wireless and pervasive computing support Business Focal AreaIT Implications

8 Product and Services Innovation Increase the success rate for new “blockbuster” type products Increase the frequency of new product introductions More aggressive and efficient product life cycle management (PLM) Augmenting products with value-add services - leverage corporate knowledge assets to enhance the value proposition associated with the product Continuous monitoring and intimate awareness of competitive threats from other companies, industries, and/or products Identify and exploit product and/or service “white space” opportunities e-Collaboration solutions for joint product development/innovation with customers, suppliers, and/or business partners Knowledge Management solutions for faster and better leverage from corporate knowledge assets Web based research and data gathering tools for competitive intelligence gathering Product Life Cycle Management solutions Molecular modeling and computational chemistry solutions for product research Genomics and bioinformatics solutions for agricultural, microbial, and industrial biology product research Business Focal AreaIT Implications

9 Growth Strategies Gain market share through improved service and better price/performance to existing customers or through acquisitions Gain market share by expanding the current product set to new markets and/or regions Develop or acquire new products and services to sell to existing customers Develop or acquire new products and services to sell to new customers Strategy and integration plan for merging acquired entities into the existing IT infrastructure Molecular modeling and computational chemistry solutions for product research Genomics and bioinformatics solutions for agricultural, microbial, and industrial biology product research Enhanced customer care/service solutions e-Commerce and e-Collaboration solutions Integrating acquisitions (ie. people, applications, technology, etc..) into an existing IT infrastructure Business Focal AreaIT Implications

10 Near term trends for Chemical Companies support the concept of an integrated business and technology model System-to-System integration (e.g. ERP-to-ERP) B2B e-Commerce Portals Supply Chain Management (SCM) Customer Relationship Management (CRM) Consortia driven e-Marketplaces e-Collaboration and Knowledge Management Increased interest in ASP offerings/options

11 Premier firms are moving to a model of integrated business and technology (e-business) in order to better address these IT implications and dependencies

12 This level of integration will provide significant operational and monetary benefits to the Chemical company, suppliers, and customers up and down the supply chain Companies with best-in-class SCM usually have a 7% cost advantage over median performers Leading companies continue to have a 40%-65% advantage in cash-to- cash cycle time over average companies Top companies hold 50%-80% less inventory than their competitors Companies implementing supply chain planning solutions can expect to realize multidimensional performance improvements Realized cost savings –Reducing inventory levels by 10%-50% –Reducing price concessions and rework by 40%-50% –Utilizing resources 10%-20% more efficiently Improved customer service –Improving delivery reliability to 95%-99.9% –Reducing product outages to 0%-5% –Reducing cycle times by 10%-20% Achieved business growth –Increased market share and customer retention resulting in a 3%-7% increase in sales –Achieving flexibility to adapt to business change –Accelerating speed to market Source : Pittiglio Rabin Todd & McGrath Study

13 Successful business models for Chemical companies in the next 10 years will leverage internet technology extensively in the SCM and CRM domains

14 How should the IT organization position itself for maximum effectiveness given these Chemical Industry trends and directions ? It starts with Strategy IT Management IT Strategy, Planning & Leadership Support Operate Build & Maintain Architect & Define Identify Solutions  Clearly understanding IT enabling opportunities to enhance or transform business processes  Understanding how to leverage IT to fulfill requests  Using consistent technologies and standards to define and design systems  Applying appropriate processes, methodologies and resources to deliver solutions  Structuring build efforts properly for reducing execution issues  Operating under a clear set of defined processes and policies  Maintaining availability and service levels  Efficiently allocating resources and utilizing the most appropriate sourcing options  Setting a clear direction  Aligning the IT portfolio with business direction  Establishing the models and architectures  Efficiently managing assets and TCO  Effectively structuring the organization and sourcing options

15 Effectively addressing strategic issues improves the positioning, delivery, and effectiveness of IT IT creates an understanding of the IT spend, initiatives, and value –Used for clearer justification of IT budgets –Basis for collaborating with the business to determine where best to make IT investments Improved integration of IT into the business planning process –IT contributions to the business direction are more direct –Additional areas of value which IT can provide are more easily identified –There becomes a joint involvement in bringing IT and the business forward Foundation for better downstream IT planning –Providing the guidance necessary for efforts that provide additional structure for IT delivery – e.g. Technology Architectures –Sets a direction that the IT delivery group can drive towards and that the business understands –Sets the foundation for more efficiently providing IT products and services Ensure value is sustained and managed –Providing the proper oversight and involvement in making IT investment choices –Clear understanding of governing roles and responsibilities helps ensure the right decisions IT decisions are made Ultimately, it must lead to improving revenue growth through effective solutions and reducing costs by more efficiently enabling and managing the business process

16 Strategy & Business Processes Organization Design & Change Application Configuration Solution Integration Project Management Implementation & Operations Support Project scope Project management framework Delivery control Project schedule Milestone list Cost schedule Detailed work breakdown structure User support Action log Post-project audit Benefit analysis Documented process review Maintenance change orders Delivery control documentation Macro/micro design Business rules EAS strategy Migration maps Proof Of concept Testing strategy Acceptance test plan Release plan Implementation plan QA test plan Phase transition package IT services strategy IT tech imp plan Training plan Iterative application releases Requirements matrix Process mapping Process best practices Future org scope and requirements Detailed gap analysis Change readiness assessment Transition mgmt plan Project charter Strategic fit Customer success criteria Readiness assess Business case AVP summary Critical issues Business strategy Critical processes Readiness for change IT portfolio Future requirements Current vs. future gaps Change management Organization design Current processes Best practices Package design Infrastructure fit Infrastructure mods Baseline & final configurations Integration testing Deployment planning End-user training Project governance Project structure Documentation Solution deployment Org. change implementation Bus. transformation management Exceptions mgmt. Help desk Outsourcing hand-off Work Stream Scope Work Stream Deliverables Work Stream Leadership IBM and AspenTech together provide leadership and end-to-end delivery capability with complementary strengths The IBM/AspenTech relationship offers differential advantage: Our team has seasoned industry expertise IBM middleware technology is an integral part of AEP The IBM/AspenTech relationship offers differential advantage: Our team has seasoned industry expertise IBM middleware technology is an integral part of AEP

17 IBM Global Services IBM is the world’s largest and most prolific e-business IBM Global Services is the world’s largest system integrator Alliances and partnerships with key ISV’s AspenTech, i2, Ariba SAP, JD Edwards, PeopleSoft, Siebel, Interwoven, Vignette, Plumtree, Documentum Others in strategy, technology, content delivery, digital branding, etc... IBM “practices what it preaches” Sharing IBM’s e-business knowledge and experiences with clients Evolving methods and techniques based upon engagement experiences Watson Research 20,000+ e-business engagements across many industry segments e-business strategy and governance development services Application design and development services Systems integration and network services Strategic outsourcing, web hosting, and support services Distance learning services End-to-End e-business delivery capabilities - HW, SW, and services