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Agricultural Chemicals 2016 Supply Chain Benchmarking Study

Accenture works with the leading agricultural chemical companies to annually benchmark supply chain and business performance. This report highlights the key findings and insights from our 2016 study, which focused on the quantitative and qualitative aspects of performance within the crop protection segment.

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Agricultural Chemicals 2016 Supply Chain Benchmarking Study

  1. 1. 2016 SUPPLY CHAIN BENCHMARKING STUDY AGRICULTURAL CHEMICALS: EXECUTIVE SUMMARY MAY 2017 Copyright © 2017 Accenture. All rights reserved.
  2. 2. STUDY BACKGROUND Copyright © 2017 Accenture. All rights reserved. 2 Accenture works with the leading agricultural chemical (AgChem) companies to annually benchmark supply chain and business performance. This report highlights the key findings and insights from our 2016 study, which focused on the quantitative and qualitative aspects of performance within the crop protection segment. 2012-2015 calendar year data for the leading global AgChem companies Capture quantitative and qualitative data on supply chain performance SCOPE OBJECTIVES Note: Composition of participants changed from past year, so the previous year’s metric values have been revised to include data for new participants. Each participant is active across product categories Understand the drivers of supply chain performance Active ingredient (AI) and formulations & finished products (FFP) supply chains Generate key performance indicators (KPIs) for comparative analysis among participating companies Focus on quantitative and qualitative performance metrics across key financial measures, digital supply chain, planning, logistics and manufacturing Understand digital supply chain capabilities and maturity of AgChem companies
  3. 3. SUMMARY OF RESULTS BY PERFORMANCE METRIC Copyright © 2017 Accenture. All rights reserved. 3 REVENUE & PROFITABILITY > SUPPLY CHAIN PLANNING > LOGISTICS > MANUFACTURING > DIGITAL SUPPLY CHAIN > WORKING CAPITAL & CAPITAL EFFICIENCY >
  4. 4. REVENUE & PROFITABILITY Copyright © 2017 Accenture. All rights reserved. 4 • Average peer revenue growth rate was stagnant from 2011 until 2013 and has been declining year-over-year (YOY) since 2013. • Furthermore, for the first time in the last five years, 2015 revenue for all participants fell compared to the prior year. • EBITDA* growth has consistently declined for all participants over the past three years. Annual revenue growth 10.2% -15.0% -10.0% -5.0% 0.0% 5.0% 10.0% 15.0% 2010 2011 2012 2013 2014 2015 Average 10.2% 10.2% -10.1% 4.6% 4.0% *Earnings before interest, taxes, depreciation and amortization
  5. 5. Average inventory days on hand WORKING CAPITAL & CAPITAL EFFICIENCY Copyright © 2017 Accenture. All rights reserved. 5 • Average industry inventory days on hand (DOH) has consistently increased since 2012. • For the past four years, peer average cash conversion cycle (CCC) has increased by 17 days due mostly to the increase in peer average days sales outstanding (DSO) and inventory DOH growth. 200 212 214 2012 2014 20152013 205Days
  6. 6. DIGITAL SUPPLY CHAIN Copyright © 2017 Accenture. All rights reserved. 6 • 80% of survey participants have a digital supply chain strategy in place and have developed it within the past 24 months. • 60% indicate that they are “neither satisfied nor dissatisfied” with their digital investments relative to the achievement of expected business outcomes. • Most participants note “planning” and “end- to-end supply chain” as the areas of most potential value for digital capabilities. Time period for developing digital supply chain strategy 20% 60% 20% Within past 6 months Within past 24 months No strategy in place % Respondents
  7. 7. SUPPLY CHAIN PLANNING Copyright © 2017 Accenture. All rights reserved. 7 • All participants consider scenario planning, exception planning and integrated business planning highly important to achieve their supply chain objectives. • Sales and operations planning (S&OP) is very important to all participants, but the peer set average current maturity level for S&OP is “medium,” indicating an area for continued improvement. • Most respondents (80%) have demand planning organized locally, and 20% are using a hybrid model. Importance of supply chain planning capabilities 0 0.5 1 1.5 2 2.5 3 Demand Sensing Demand Shaping Multi-echelon Inventory Optimization Scenario Planning Exception Planning Integrated Business Planning Operational Supply Chain Risk Management Industry Average
  8. 8. LOGISTICS Copyright © 2017 Accenture. All rights reserved. 8 • Most participants (60%) work on an operating model using third-party logistics (3PL) services while 26% are leveraging a carrier operating model. • More than 70% of the warehousing models that are used by respondents are owned by third parties. • The majority of respondents (80%) have global harmonization of KPIs, which indicates that the companies are aligning their logistics goals across geographies. Transportation models 26% 60% 14% Carrier Operating Model 3PL Operating Model 4PL Operating Model
  9. 9. MANUFACTURING Copyright © 2017 Accenture. All rights reserved. 9 • 60% of participants utilize a central, fully- integrated network plan and optimize between multiple sites for both AI and FFP. • All participants plan their production activities through some form of automation. • According to peer average responses, 62% of AI is acquired externally through passive tolling and purchase. Production network plan 0% 60% 14% Locally within each site Centrally with fully integrated network plan and optimization between multiple sites OthersCentrally with part collaboration across sites 20% % Respondents
  10. 10. 1. MOVE FROM DESCRIPTIVE TO PREDICTIVE ANALYTICS TO MORE QUICKLY RESPOND TO SUPPLY CHAIN DISRUPTIONS. 2. BUILD A DIGITAL OPERATING MODEL TO INSTILL A DATA-DRIVEN AND ANALYTICS CULTURE THROUGHOUT THE ORGANIZATION. 3. ALIGN YOUR DIGITAL STRATEGY TO YOUR BUSINESS STRATEGY, CONNECTING CUSTOMER EXPERIENCES INTO THE DIGITAL SUPPLY CHAIN. LOOKING AHEAD Copyright © 2017 Accenture. All rights reserved. 10 Our research points to three areas where agricultural chemical companies should focus their digital supply chain efforts to help improve operating performance: It continues to be an exciting yet disruptive time for AgChem companies. Digital strategies are gaining momentum and taking hold in more significant and impactful ways across all parts of the industry. And, digital disruption is only just beginning. Accenture will continue to monitor this trend, and we look forward to sharing the results of our 2017 study next year.
  11. 11. ADDITIONAL SUGGESTED READING Copyright © 2017 Accenture. All rights reserved. 11 WORLD ECONOMICFORUM DIGITAL TRANSFORMATION INITIATIVE: CHEMISTRY & ADVANCED MATERIALSINDUSTRY CHEMICAL INDUSTRY: NAVIGATINGU.S. SUPPLYCHAIN DISRUPTIONS DIGITAL TRENDSETTERS: SECRETSOF THE MOST SUCCESSFUL DIGITAL SUPPLY CHAINS CAN YOUR SUPPLYCHAIN AVOID EXTINCTION? LIBERATINGTHE SUPPLY CHAIN WORKFORCE: HOW ARTIFICIAL INTELLIGENCE, ROBOTS AND PRESCRIPTIVEANALYTICSWILL BOOST HUMAN POTENTIAL CHIEF SUPPLY CHAIN OFFICERS: DO YOU KNOW WHEREYOUR WEAKESTLINK IS?
  12. 12. CONTACT US FOR ADDITIONAL INFORMATION ABOUT THE 2016 AGRICULTURAL CHEMICALS SUPPLY CHAIN BENCHMARKING STUDY. Michael Insogna Senior Manager, Chemicals Accenture Consulting michael.a.insogna@accenture.com Jennifer Helle Managing Director, Global Agribusiness Lead Accenture Consulting jennifer.a.helle@accenture.com CONTACT US Copyright © 2017 Accenture. All rights reserved. 12 Chemicals LEARN MORE ABOUT US ON ACCENTURE.COM Agribusiness Supply Chain JOIN OUR CONVERSATIONON CHEMICALS @AccentureChems on Twitter Accenture Chemicals on LinkedIn
  13. 13. ABOUT ACCENTURE Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions – underpinned by the world’s largest delivery network – Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With more than 401,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com. Copyright © 2017 Accenture. All rights reserved. 13 This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your circumstances. If you require advice or further details on any matters referred to, please contact your Accenture representative.

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