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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.
Copyright © 2017 Accenture. All rights reserved.
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
2012-2015 calendar year data for the leading global
Capture quantitative and qualitative data on supply
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
SUMMARY OF RESULTS
BY PERFORMANCE METRIC
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LOGISTICS > MANUFACTURING >
REVENUE & PROFITABILITY
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• 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
2010 2011 2012 2013 2014 2015
*Earnings before interest, taxes, depreciation and amortization
Average inventory days on hand
& CAPITAL EFFICIENCY
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• 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.
2012 2014 20152013
DIGITAL SUPPLY CHAIN
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• 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
Within past 6
Within past 24
No strategy in
SUPPLY CHAIN PLANNING
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• 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
• Most respondents (80%) have demand
planning organized locally, and 20% are using
a hybrid model.
Importance of supply chain planning
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• Most participants (60%) work on an operating
model using third-party logistics (3PL)
services while 26% are leveraging a carrier
• More than 70% of the warehousing models
that are used by respondents are owned by
• The majority of respondents (80%) have
global harmonization of KPIs, which indicates
that the companies are aligning their logistics
goals across geographies.
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
Centrally with fully
plan and optimization
between multiple sites
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.
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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.
ADDITIONAL SUGGESTED READING
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INITIATIVE: CHEMISTRY &
SECRETSOF THE MOST
SUCCESSFUL DIGITAL SUPPLY
CAN YOUR SUPPLYCHAIN AVOID
LIBERATINGTHE SUPPLY CHAIN
WORKFORCE: HOW ARTIFICIAL
INTELLIGENCE, ROBOTS AND
BOOST HUMAN POTENTIAL
CHIEF SUPPLY CHAIN OFFICERS:
DO YOU KNOW WHEREYOUR
CONTACT US FOR ADDITIONAL
INFORMATION ABOUT THE 2016
AGRICULTURAL CHEMICALS SUPPLY
CHAIN BENCHMARKING STUDY.
Senior Manager, Chemicals
Managing Director, Global Agribusiness Lead
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JOIN OUR CONVERSATIONON CHEMICALS
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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.