Meet the Speakers!

Guillaume Deudon

Director of Customer Experience Services and Digital Marketplace Centers, The Dow Chemical Company

Digital Innovation Powering Customer Experience Transformation: Easy, Effective, Enjoyable

How did The Dow Chemical Company quickly and radically transform its customer experience? How did…

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Bob Dieterle

CEO, Dieterle Digital

Breakfast Session: Doing Mobile the Right Way for Plant Maintenance

Everyone is talking about workflow automation. Industries across the globe are reaping huge benefits from…

Read more >

Patrick Thompson

CIO, Albemarle Corporation

How Albemarle Prepared for the SAP S/4HANA Journey Using People, Process, and Technology to Achieve Its Go-Live Strategy

After a recent go-live with SAP S/4HANA, Chief Information Officer Patrick Thompson shares insight on…

Read more >

Laurie Miller

CIO, Covestro LLC

Inspire and Shape the Intelligent Chemical Company Vision

In 2025, a large part of chemical companies’ revenue will come from innovative products, services,…

Read more >

Kathy Barboza

Director of Global Software Alliances, Intel

Accelerate Digital Transformation for the Chemical Industry with Intel and SAP

Intel and SAP are leading the data management revolution with the latest technologies for your…

Read more >

Thorsten Wenzel

Chemicals IBU, SAP

Inspire and Shape the Intelligent Chemical Company Vision

In 2025, a large part of chemical companies’ revenue will come from innovative products, services,…

Read more >

Johann Sedlmair

SAP HANA Chief Product Expert, SAP

Accelerate Digital Transformation for the Chemical Industry with Intel and SAP

Intel and SAP are leading the data management revolution with the latest technologies for your…

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Lynne Cox

American Long-Distance Swimming and Author, Guest Keynote

Doing the Impossible: Swimming to Antarctica

Doing the impossible begins with a vision and a belief—a vision that something that is…

Read more >

Jim Richard

Senior Director Enterprise Business Systems, Albemarle Corporation

Albemarle’s Journey Consolidating SAP Landscapes into One Greenfield SAP S/4HANA

In this session, we will review the different stages of this journey from evaluation of…

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Kimberley Reid

VP, Hitachi Consulting

SAP S/4HANA and SAP CoPilot Use Cases for the Chemical Industry: Achieving Business Value with the Intelligent Enterprise

As we prepare our SAP landscapes to take advantage of strategic innovations through SAP S/4HANA®,…

Read more >

Leveraging SAP S/4HANA and Best Practices for Chemicals to Enable the Intelligent Enterprise

Shifting to SAP S/4HANA® and focusing on business process re-engineering and alignment across a global…

Read more >

Andreas Henjes

Head of IT Solutions, Covestro

Case Study: Implementing a Digital Customer Journey at Covestro

Characterized by an outdated product website, multiple off-line touch points, an established web shop on…

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Scott Smith

IT Leader, NOVA Chemicals

NOVA Chemicals Digitalization Strategy: SAP S/4HANA Transformation

Although the NOVA Chemicals ECC / SAP® Business Suite powered by SAP HANA® was current,…

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Brad Daniels

Lead Architecture Specialist, Dow DuPont

The StoryBuilder: Tell a Story Through Data

ike many large companies, DowDuPont has no shortage of data. It also has no shortage…

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Sally Giamalis

SAP Program Lead,, Versum Materials

Driven by Divestiture: SAP S/4HANA as the Digital Platform for Versum

Versum was spun off from Air Products and became a public company in October 2016. …

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Brian Botwinski

Managing Director, Versum SAP Program Lead, Accenture

Driven by Divestiture: SAP S/4HANA as the Digital Platform for Versum

Versum was spun off from Air Products and became a public company in October 2016. …

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David Carroll

Thought Leader, Reveal

Greenfield or Brownfield? Make the Right Investment Decision for SAP S/4HANA

To be or not to be…Organizations running SAP are thinking about or planning to move…

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Rakesh Yarlagadda

SAP Senior Systems Analyst for Inventory and Warehouse Management, Benjamin Moore

Simplifying the Language of SAP to Further the Ease of Doing Business

Many forklift operators continue to waste time and resources during picking, put-away, and internal transfers…

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Nadeem Mohiuddin

SAP Architect Supply Chain Management, Benjamin Moore

Simplifying the Language of SAP to Further the Ease of Doing Business

Many forklift operators continue to waste time and resources during picking, put-away, and internal transfers…

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Noorddin Taj

Program Architect, BP America

How Will Emerging Technologies Improve Architecture and Design to Deliver Higher Business Value?

Organizations must transform to appeal to digital world. However, companies still struggle to find the…

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Jim Oppedisano

IS Manager, EHS Process Services, Lubrizol

Speeding Ahead: SAP S/4HANA, Safety, and Supply Chain Labeling

Find out how Lubrizol, a market-driven, complex specialty chemical company, stays ahead of the pack…

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Mark Carlson

Chemical Industry Business Unit, SAP

Speeding Ahead: SAP S/4HANA, Safety, and Supply Chain Labeling

Find out how Lubrizol, a market-driven, complex specialty chemical company, stays ahead of the pack…

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Adam Freeman

Supply Chain Manager, KMG Chemicals

Using SAP Cloud Solutions to Quickly and Cost Effectively Digitize the Constraint

Like most chemical companies in 2018, KMG Chemicals was faced with severe freight cost spikes. …

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Stephanie Green

Business Process Owner, Supply Chain Excellence Team, Huntsman

Huntsman’s End-to-End Supply Chain Transformation Journey and the Benefits Realized

A year ago, Huntsman embarked on a supply chain transformation to radically challenge their traditional…

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David Christian

Business Maturity Advisor, Reveal

Huntsman’s End-to-End Supply Chain Transformation Journey and the Benefits Realized

A year ago, Huntsman embarked on a supply chain transformation to radically challenge their traditional…

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Mark Binnig

Director of Digital Transformation, Air Products

Driving Asset and Supply Chain Performance Through Remote Equipment Condition Monitoring

The industrial gases industry is largely a “local” business that is in part driven by…

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Werner Vanden Beck

Senior Logistics Manager, Tokyo Chemical Industry

Leveraging SAP S/4HANA and Best Practices for Chemicals to Enable the Intelligent Enterprise

Shifting to SAP S/4HANA® and focusing on business process re-engineering and alignment across a global…

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Theunis Myburg

Portfolio Manager, LyondellBasell

When Natural Disaster Strikes, Is Your Organization Ready to Face It Head-On?

LyondellBasell is a multinational chemical company that is the largest licensor of polyethylene and polypropylene…

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Richard Anderson

VP, Utopia Global

When Natural Disaster Strikes, Is Your Organization Ready to Face It Head-On?

LyondellBasell is a multinational chemical company that is the largest licensor of polyethylene and polypropylene…

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Sung Lee

Director of Business Process Transformation, The Chemours Company

How Chemours Uses Process Mining to Harmonize Critical Processes and Eliminate Inefficiencies Prior to SAP S/4HANA

Witness how Chemours gained never-before possible insight into its order-to-cash (OTC) business process: Detecting process…

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Winni Hesel

VP Innovation and Partner, Enowa Consulting

How Chemours Uses Process Mining to Harmonize Critical Processes and Eliminate Inefficiencies Prior to SAP S/4HANA

Witness how Chemours gained never-before possible insight into its order-to-cash (OTC) business process: Detecting process…

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Frikkie Koen

SAP Solution Architect, KMG Chemicals

Using SAP Cloud Solutions to Quickly and Cost Effectively Digitize the Constraint

Like most chemical companies in 2018, KMG Chemicals was faced with severe freight cost spikes. …

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Martin Rowan

Managing Partner , Reveal

Greenfield or Brownfield? Make the Right Investment Decision for SAP S/4HANA

To be or not to be…Organizations running SAP are thinking about or planning to move…

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Jacqueline Grunwald

Senior IT Director, AdvanSix

Innovating Together at AdvanSix

An innovation competition or innovation program might sound more at home in a company headquartered…

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John Belden

Project Execution Advisory Services Practice Lead, UpperEdge

Genetic Markers That Make S/4HANA Projects Highly Susceptible to Disaster

Chemical companies were early adopters of SAP. But while many suffered the speed bumps of early…

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Sudy Bharadwaj

Supply Chain, SAP Ariba

Digital Transformation in Chemicals Sourcing and Supply Chain

Join industry experts in discussing how you can transform your business by digitalizing recipe creation…

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Sue Ellen Keyser

Head of Continuous Improvement, ACTEGA North America

SAP Warehouse Management and Its Impact on Waste Reduction

ACTEGA North America was challenged with rising expenses and costs related to waste disposal, inventory…

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Hasan Yakisan

Senior SAP LES Consultant, Enowa Consulting

SAP Warehouse Management and Its Impact on Waste Reduction

ACTEGA North America was challenged with rising expenses and costs related to waste disposal, inventory…

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Karthik Varatharajalu

IT Director ERP/SAP, AdvanSix

How AdvanSix Reduced Purchase Requisition Approval Cycle Time and Improved User Experience Using Fiori

AdvanSix leverages technology as an enabler to improve process efficiencies, as well as look for…

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Andy Penton

Senior Director IT, Celanese

Transform Without Disruption to Operations: Managing Multiple Interfaces and Integrating Legacy Systems at Celanese

In late 2017, Celanese Corporation acquired Omni Plastics. The acquisition and integration of Omni Plastics…

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Varun Dhawan

Associate Director, NTT Data Services

Transform Without Disruption to Operations: Managing Multiple Interfaces and Integrating Legacy Systems at Celanese

In late 2017, Celanese Corporation acquired Omni Plastics. The acquisition and integration of Omni Plastics…

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Vikas Dhand

Manager, Deloitte

Enhanced Blending Process in the Chemical Industry: Complexity, Solutions, and Best Practices

In chemical process industries, mixing and blending are one of the most frequently used and…

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Robert Thibodeaux

American Digital Boardroom Lead, SAP America Inc.

Understand the Power of Planning, Business Intelligence, and Predictive Workflows

Discover meaningful insights on live, actionable data using the power of planning, business intelligence, and…

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Pedro Ahlers

Cloud Architect Customer Experience, SAP

Your way to Business Growth and Customer Loyalty with C/4HANA

Chemical companies are often caught in long existing business models with highly complex processes, structures…

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Frank Platt

Senior Director, Digital Manufacturing, SAP

SAP Brings the Intelligent Enterprise to Chemical Manufacturing

SAP continues to make key investments in the Digital Manufacturing portfolio to enable industry 4.0…

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Marko Lange

Solution Management Expert, SAP

Gaining and Safeguarding Your Marketability Through Regulatory Requirements

Already being highly regulated, the chemical product-related regulations continue to increase in number and complexity.…

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Jeff Zhu

Lead Architecture Specialist, The Dow Chemical Company

E2E Batch Tracking Capability and Cost Transparency to Stay Compliant

PMLA (product marketing and lifting agreement) is a contract between Dow and Sadara Chemical Company,…

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Caroline Reymund

Business Process Lead, The Dow Chemical Company

E2E Batch Tracking Capability and Cost Transparency to Stay Compliant

PMLA (product marketing and lifting agreement) is a contract between Dow and Sadara Chemical Company,…

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Anindya Sengupta

Managing Enterprise Architect, Capgemini America

Practical Approaches for Handling Data-Driven Digital Transformation

Handling data-driven transformation? Learn how to get the maximum value out of your organization’s data assets.…

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Joe Tolbert

Director, Chlor-Alkali Materials, Olin Chemicals

Preparing for the Future of Your Digital Supply Chain

The integrity of data assets can be complicated when an organization undergoes even a very…

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Jeffrey Topel

Client Executive, Utopia Global

Preparing for the Future of Your Digital Supply Chain

The integrity of data assets can be complicated when an organization undergoes even a very…

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Lisa Entrekin

Operations and Logistics Systems Manager, Ascend Performance Materials

Automating the Contract Lifecycle Through SAP Ariba and DocuSign

Our previous process of contract routing and lifecycle management was manual with many bottlenecks. SAP®…

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Robert Sacks

Output Management and Automation Lead of Global SAP Competency Center, Givaudan

Case Study: Achieving Supply Chain Efficiency to Enable Global Growth at Givaudan

Givaudan, a global leader in the fragrance and flavors industry, focuses on innovation and operational…

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Digital Innovation Powering Customer Experience Transformation: Easy, Effective, Enjoyable

How did The Dow Chemical Company quickly and radically transform its customer experience? How did it take advantage of an enterprise-scale solid foundation (its core) yet with little options and agility to streamline customer engagement and interactions (the edge)? How did it create a culture and organization where speed, experimentation, and innovation are not challenging or conflicting with what is there but rather constructively add and augment it to become what is possible tomorrow?

Dow’s approach, initiated in mid-2016, has focused on three key pillars:

1. Establish digital innovation centers (DxC) with the methods, tools, and governance to ideate, design, and implement innovative customer experience solutions. Enable creativity, speed, and agility and pioneer a new culture without compromising on the vital linkage and alignment to the rest of the organization.

2. Define a company-wide framework for customer experience (CX) with the concepts, the frame, the structure, and the metrics to align the entire organization across functions and businesses with the same understanding and the same objective.

3. Leverage our best-of-breed SAP-centric enterprise solution portfolio as a foundation with innovative cloud-based capabilities, APIs, and microservices to quickly integrate, build, and deploy new digital mobile and web touchpoints at a much faster speed.

This approach has been scaled and expanded over time to become a visible and impactful contribution to Dow’s overall digital transformation. Numerous solutions have been built and are now in the hands of its customers, using it daily and confirming the business is indeed making CX easy, enjoyable, and effective.

Key Business Benefits:


  • Direct, tangible business impact on customer satisfaction, customer loyalty, and customer growth

  • Maximizing ROI in our ERP portfolio foundation (system of records) and accelerate innovation with digital touchpoints (system of engagements)

  • Shape a modern developer culture for Agile/DevOps compatible with an established IT organization

Breakfast Session: Doing Mobile the Right Way for Plant Maintenance

Everyone is talking about workflow automation. Industries across the globe are reaping huge benefits from automation, and plant maintenance is no exception. Doing mobile the right way is critical to cut costs, reduce errors, increase productivity, and build ROI. Mobile is more than just data capture—it paves the path of the digital highway that your entire workflow will run through.

In this session, sponsored by Sigga, Dieterle Digital will discuss how they have been able to process two million orders per year, increase technician productivity by 15%, reduce MTTR by 75%, increase MTBF by 10%, eliminate paper and second data entry, reduce time sending work orders to technicians by 99% and more by doing mobile the right way. This session will also cover more benefits and components of mobility done right, how to choose the right device, how to drive ROI, and how to move you closer to the perfect plant and predictive maintenance.

How Albemarle Prepared for the SAP S/4HANA Journey Using People, Process, and Technology to Achieve Its Go-Live Strategy

After a recent go-live with SAP S/4HANA, Chief Information Officer Patrick Thompson shares insight on how Albemarle prepared for and executed this migration. Get a better understanding of the business plan and go-live strategy as well as how Albemarle used people, processes, and technology to achieve these goals. Understand key challenges it faced, how it overcame those challenges, as well as tips for your own go-live strategy.

Inspire and Shape the Intelligent Chemical Company Vision

In 2025, a large part of chemical companies’ revenue will come from innovative products, services, and business models that are delivered based on real-time data sharing and co-innovation with customers on new platforms and ecosystems. These innovations span from simple after-sales services to very complex business outcomes service models and include the monetization of knowledge, intellectual property, and data assets that companies generate based on the business they conduct.

This keynote will cover how SAP and Covestro, based on their joint vision, research, and innovation together, looking at all facets of business models, processes, technology and ecosystems in chemicals. Through research, they identify ways to simplify and improve the IT landscape, standardize processes, driving for cost reduction and enabling innovation. SAP and Covestro assess on ways to reduce environmental impact and actively incorporate sustainability aspects into business processes and operations.

Accelerate Digital Transformation for the Chemical Industry with Intel and SAP

Intel and SAP are leading the data management revolution with the latest technologies for your digital transformation. Learn how the combination of SAP HANA® 2 SPS 04 and Intel® Optane™ DC persistent memory running on next-generation Intel® Xeon® Scalable processors is a game changer for the chemical industry. Get faster database start-up times with reduced downtime windows, allowing for more flexibility to update infrastructure and software, better and expanded usage of memory for faster access to data, and reduced need to archive. Hear about current successful customer implementations of these technologies and what specific algorithms and functions are relevant for the chemical industry. Finally, be ready for the future with the coming database as a service (HaaS) integrated into the SAP HANA suite, using spatial services and opportunities with Google Cloud Platform.

Inspire and Shape the Intelligent Chemical Company Vision

In 2025, a large part of chemical companies’ revenue will come from innovative products, services, and business models that are delivered based on real-time data sharing and co-innovation with customers on new platforms and ecosystems. These innovations span from simple after-sales services to very complex business outcomes service models and include the monetization of knowledge, intellectual property, and data assets that companies generate based on the business they conduct.

This keynote will cover how SAP and Covestro, based on their joint vision, research, and innovation together, looking at all facets of business models, processes, technology and ecosystems in chemicals. Through research, they identify ways to simplify and improve the IT landscape, standardize processes, driving for cost reduction and enabling innovation. SAP and Covestro assess on ways to reduce environmental impact and actively incorporate sustainability aspects into business processes and operations.

Accelerate Digital Transformation for the Chemical Industry with Intel and SAP

Intel and SAP are leading the data management revolution with the latest technologies for your digital transformation. Learn how the combination of SAP HANA® 2 SPS 04 and Intel® Optane™ DC persistent memory running on next-generation Intel® Xeon® Scalable processors is a game changer for the chemical industry. Get faster database start-up times with reduced downtime windows, allowing for more flexibility to update infrastructure and software, better and expanded usage of memory for faster access to data, and reduced need to archive. Hear about current successful customer implementations of these technologies and what specific algorithms and functions are relevant for the chemical industry. Finally, be ready for the future with the coming database as a service (HaaS) integrated into the SAP HANA suite, using spatial services and opportunities with Google Cloud Platform.

Doing the Impossible: Swimming to Antarctica

Doing the impossible begins with a vision and a belief—a vision that something that is thought to be impossible is possible and a strong belief in yourself—that you can achieve an impossible task. Lynne describes how many of her achievements were thought to be impossible. “There is no way a 15-year-old girl can swim across the English Channel and break the world record; There’s no way someone can swim in the icy waters of the Bering Strait from the U.S. to the Soviet Union and open the border; there’s no way a person can swim in 32-degree water off Antarctica.” Lynne discusses how to find ways to do the impossible and thereby change how people think and change the world.

Albemarle’s Journey Consolidating SAP Landscapes into One Greenfield SAP S/4HANA

In this session, we will review the different stages of this journey from evaluation of the right SAP technology landscape for Albemarle through deployment one. At the time of our decision, SAP S/4HANA® and simple finance were prevalent approaches in the market. We will cover the business considerations that drove Albemarle’s decision: business transformation, best practices, timing and duration, and long-term technology platform.

The program is a business-sponsored transformation program and based on best practices. The intent is to implement SAP as close to vanilla best practice as possible. This means adopting the standard business best practices and driving the teams to evaluate why the standard will not work. We will cover the processes used and the results of the adherence to best practices.

The scope of the program is extensive, and while SAP S/4HANA 1610 was selected as the core, the program required many additional SAP capabilities both in the cloud and on-premise. We will cover these technologies and review the integration strategy and high-level capabilities.

High level list of topics:


  • Business drivers and decision to embark on the digital transformation

  • Technology decision on core ERP

  • Scope definition and alignment with software bill of materials

  • Data center choice: cloud, on-prem, or hybrid

  • Project approach

  • Deployment


Key Business Benefits:

  • Strategy for best-practice adoption and change control

  • Business transformation

  • Technology approach and option evaluation

SAP S/4HANA and SAP CoPilot Use Cases for the Chemical Industry: Achieving Business Value with the Intelligent Enterprise

As we prepare our SAP landscapes to take advantage of strategic innovations through SAP S/4HANA®, SAP CoPilot offers new capabilities to increase employee productivity and efficiency by enabling a conversational user experience to support end users.

In this session, you will learn about the key components of SAP CoPilot and how it can be deployed to support specific use cases in the chemical industry. In addition, a brief demo will be provided to show the digital assistant and collaboration capabilities.

Three key takeaways from attending this session:


  1. Learn the basics of how SAP CoPilot works with SAP S/4HANA.

  2. Understand the key considerations and technical requirements for deploying SAP CoPilot in your company.

  3. Gain insight into the solution road map and critical decision criteria when comparing SAP CoPilot with other digital assistant and collaboration tools.

Leveraging SAP S/4HANA and Best Practices for Chemicals to Enable the Intelligent Enterprise

Shifting to SAP S/4HANA® and focusing on business process re-engineering and alignment across a global organization can be challenging. In this session, Werner Vanden Beck from Tokyo Chemicals Inc. (TCI) and Kimberley Reid from Hitachi Consulting partner together to discuss obstacles faced, critical lessons learned, and key project expectations to manage when choosing to adopt this industry-specific best practice solution. They will also elaborate on where the team sees the most benefits with this type of solution and will also cover key project planning considerations for upcoming projects.

Key Business Benefits:


  • Ability to use the preconfiguration settings to accelerate the solution build timeline

  • Provided a reference business process framework to support review and agreement on global operations through SAP

  • Demo scripts to support project team member education and ramp-up

Case Study: Implementing a Digital Customer Journey at Covestro

Characterized by an outdated product website, multiple off-line touch points, an established web shop on an old technology, and no full picture of its customer interactions, Covestro faced mounting challenges in providing a seamless customer journey.

To solve this problem, Covestro started a digital customer journey program. This program worked with eight streams to modernize and digitize the customer interface and to improve and create the customer experience within Covestro’s digital touchpoints. Using a “Customer Experience Factory,” Covestro was able to ensure a continuous feedback loop with its customers, which helped to prioritize any future feature developments. It redesigned its complete customer interface, building it up new on the SAP® C/4HANA suite and with a content management system. Additionally, this core is supported by the SAP Cloud Platform, SAP® Jam™, and a new customer identify and access management (CIAM) and content marketing system.

The result is a vast improvement to the digital customer journey, including a website and customer lounge for a seamless customer experience. Within this platform, customers can utilize a product finder, property-based search, and several other digital services. SAP C/4HANA allowed Covestro to introduce a modernized and need-based CRM solution and commerce platform. Lastly, it is establishing a Digital Enablement Platform on the SAP Cloud Platform to ensure a fast, flexible, and efficient deployment of further functionalities and services.

NOVA Chemicals Digitalization Strategy: SAP S/4HANA Transformation

Although the NOVA Chemicals ECC / SAP® Business Suite powered by SAP HANA® was current, it contained years of NOVA enhancements, as it was in use for 23 years. This current setup also did not support NOVA’s three times growth.

To solve this problem, NOVA launched a multi-phased program to transform its business processes and supporting system solutions with a tagline of “Run Simple, Run Best, For Growth.” To accomplish this, it converted an ECC version of SAP to SAP S/4HANA 1709 FSP02. The company purchased SAP’s suite of cloud solutions (SAP® Hybris®, SAP Integrated Business Planning, SAP® Ariba®, SAP® SuccessFactors®, and SAP® Concur®), and eliminated NOVA-specific enhancements and implemented cloud solutions based on “out-of-the-box” and industry best practices.

The result was a phase one complete—SAP S/4HANA 1709 FSP02—live in production as of Nov. 26, 2018, which included:


  1. Key “must-do changes” that must be implemented in line with SAP S/4HANA are now behind us (business partners, security model changes, and simplifications behind FI, SD, MM, FSCM, NOVA specific—SAP Railcar Management Component, client 001 separation, and all of the new code line changes that align with SAP S/4HANA 1709).

  2. Cloud solutions will integrate to a stable SAP S/4HANA environment vs. ECC then to SAP S/4HANA later.

  3. SAP S/4HANA Finance simplifications can be turned on/implemented on a timeline decoupled from cloud streams.

  4. IT organization is upskilled and current on NOVA business process and SAP S/4HANA functionality ready to support cloud.

  5. Cloud solution projects have been initiated and planned to be live in the late 2019 to mid-2020 timeframe.


We are well on our way to deliver a modern and flexible SAP platform supporting our company’s growth plans.

The StoryBuilder: Tell a Story Through Data

ike many large companies, DowDuPont has no shortage of data. It also has no shortage of different tools and methods for accessing and sharing that data. That’s where the challenges start. How do we maintain our “one version of the truth?” How do we enable people to spend more time analyzing information and making business decisions and less time creating “their flavor” of a report that has been created multiple times by other people?

Introducing the StoryBuilder! The StoryBuilder is a tool that allows business users to share existing insights from various systems and sources into one simple place: their story. Best described as a “data insight aggregator,” the tool allows authors to assemble stories from various sources and share them in a simple, consumable, maintainable story, which then can be shared with readers and consumers. The stories can consume insights previously uncovered through use of our existing SAP data warehouse tools (reports, dashboards) as well as other sources (Tableau, Power BI, Office 365 etc..), or just freeform comments maintained by the author.

So, whether your story is about a current business problem, the status of an important project, or just a single place to see the status of your business or customers, the StoryBuilder can be your one-stop shop that all users can rely on as their one version of the truth, regardless of the source of that truth.

Key Business Benefits:


  • Better information sharing for business users

  • Fosters collaboration between users and their insight

  • Great productivity enhancers, as one story can replace endless hours of data wrangling and presentation creation

Driven by Divestiture: SAP S/4HANA as the Digital Platform for Versum

Versum was spun off from Air Products and became a public company in October 2016.  As part of becoming a stand-alone entity, Versum implemented SAP S/4HANA® Enterprise Management 1610 across three regions and 14 countries. Versum teamed with Accenture on this journey, which included not only an implementation of SAP S/4HANA® 1610 but also a custom container tracking application built on a combination of SAP S/4HANA® and iOS technologies. The approach leveraged a hybrid Agile methodology across the SAP and iOS components of the program. Versum chose a big-bang go-live strategy due to a highly integrated global supply chain as well as specific constraints related to being unable to integrate back to the Air Products clone SAP system being leveraged during the TSA. In the end, Versum went live in 15 months with a high degree of success. Versum has been live with this standardized and right-sized platform for approximately one year (as of the date of this conference) and is now focused on optimization and innovation.

Key Business Benefits:

• A system that is standardized, rightsized correctly for the business, and is a platform for future growth and optimization
• Improved data visibility and timeliness
• Improved plant and warehouse operations with a single source of data as the truth

 

Driven by Divestiture: SAP S/4HANA as the Digital Platform for Versum

Versum was spun off from Air Products and became a public company in October 2016.  As part of becoming a stand-alone entity, Versum implemented SAP S/4HANA® Enterprise Management 1610 across three regions and 14 countries. Versum teamed with Accenture on this journey, which included not only an implementation of SAP S/4HANA® 1610 but also a custom container tracking application built on a combination of SAP S/4HANA® and iOS technologies. The approach leveraged a hybrid Agile methodology across the SAP and iOS components of the program. Versum chose a big-bang go-live strategy due to a highly integrated global supply chain as well as specific constraints related to being unable to integrate back to the Air Products clone SAP system being leveraged during the TSA. In the end, Versum went live in 15 months with a high degree of success. Versum has been live with this standardized and right-sized platform for approximately one year (as of the date of this conference) and is now focused on optimization and innovation.

Key Business Benefits:

• A system that is standardized, rightsized correctly for the business, and is a platform for future growth and optimization
• Improved data visibility and timeliness
• Improved plant and warehouse operations with a single source of data as the truth

 

Greenfield or Brownfield? Make the Right Investment Decision for SAP S/4HANA

To be or not to be…Organizations running SAP are thinking about or planning to move to SAP S/4HANA® in the near future. However, the question of greenfield (fresh implementation) vs. brownfield (migration) is a constant debate. This is not an IT question but rather a business one. The workshop will explore how to establish your business maturity for the digital change, how to adjust and prepare for it, and ultimately decide whether greenfield or brownfield is best for your organization. In addition, you will learn what your organization can do now in the meantime to prepare the business for SAP S/4HANA® by optimizing the business processes, and in doing so, begin the journey to be an innovative, world-class supply chain. Lastly, we will discuss how to pay for a large portion of the SAP S/4HANA conversion with hidden savings and value in your existing supply chain.

Key Business Benefits:


  • Know how to measure the business maturity of the organization for SAP S/4HANA and future technologies.

  • Understand the various options that exist between greenfield and brownfield initiatives and the impact they have on the organization.

  • Understand what can be done now to better align demand, MRP, and supply operations to prepare the business for the digital (SAP S/4HANA) change while significantly improving product delivery.

  • Gain benefits and savings from maximizing the current SAP and business processes to help pay for the SAP S/4HANA conversion and in doing so prepare the business for the technology.

Simplifying the Language of SAP to Further the Ease of Doing Business

Many forklift operators continue to waste time and resources during picking, put-away, and internal transfers because they lack adequate and real-time information on bin capacities and product locations. These users primarily rely on the RF scanners as the source for retrieving data. However, given the size and technology in these devices, it’s easy to misread or misinterpret the data, thus leading to inefficiencies and frustrations.

To overcome this challenge, we have built a custom SAP Fiori® application to assist users to see, plan, and optimize work processes in the warehouse all in real time and using the convenience of a mobile device such as tablets, PCs, or smartphones.

This tool provides:


  • An easy-to-use user interface

  • Capacity and product information at a warehouse, storage type, and storage bin level

  • Relevant bin information such as put-away/pick block and name of the picker

  • Easy monitoring of warehousing processes


This application has significantly reduced inventory adjustments and pick/put-away time. This application has significantly improved user engagement and overall productivity.

Simplifying the Language of SAP to Further the Ease of Doing Business

Many forklift operators continue to waste time and resources during picking, put-away, and internal transfers because they lack adequate and real-time information on bin capacities and product locations. These users primarily rely on the RF scanners as the source for retrieving data. However, given the size and technology in these devices, it’s easy to misread or misinterpret the data, thus leading to inefficiencies and frustrations.

To overcome this challenge, we have built a custom SAP Fiori® application to assist users to see, plan, and optimize work processes in the warehouse all in real time and using the convenience of a mobile device such as tablets, PCs, or smartphones.

This tool provides:


  • An easy-to-use user interface

  • Capacity and product information at a warehouse, storage type, and storage bin level

  • Relevant bin information such as put-away/pick block and name of the picker

  • Easy monitoring of warehousing processes


This application has significantly reduced inventory adjustments and pick/put-away time. This application has significantly improved user engagement and overall productivity.

How Will Emerging Technologies Improve Architecture and Design to Deliver Higher Business Value?

Organizations must transform to appeal to digital world. However, companies still struggle to find the best pathway forward. It is not enough to tweak the business by new ways of working. It requires rethinking and a profound shift in almost every aspect of the business and a field test of the new framework on how to digitally transform.

BP is on the journey to modernize the IT function and enable business to continuously compete, excel, and advance energy transition. This presentation will focus on how emerging technologies will improve architecture and design to deliver a higher business value.

Topics Include:


  • Technology evolution from early ‘60s to present (internet of information to internet of value)

  • Key architecture principles to support modernization and transformation agenda

  • How to digitize a physical object so it can be tracked through different stages of the supply chain

  • How to effectively use emerging technologies such as blockchain and Industrial Internet of Things (IIoT) to modernize exchange of goods within and with counter-party, which is predominately used in oil and gas industries.

Speeding Ahead: SAP S/4HANA, Safety, and Supply Chain Labeling

Find out how Lubrizol, a market-driven, complex specialty chemical company, stays ahead of the pack as it continues to adopt new technologies to serve its customers’ current and future market needs. Join us for a Q&A to hear how Lubrizol is moving full steam ahead with its SAP S/4HANA® implementation and optimizing its labeling across its global supply chain network. Lubrizol will outline its S/4HANA (with EHS) deployment and discuss how it is able to leverage a centralized solution to extend labeling to its distributors and tollers by triggering labeling directly from SAP, while providing the ability to switch to on-demand color printing.

Find out how Lubrizol has been able to adapt quickly to a host of regulatory, regional, and customer requirements to ensure delivery, all while gaining supply chain efficiency and cost savings.

Key Business Benefits:


  • Gain supply chain efficiency across the extended network.

  • Ensure safety and compliance with evolving requirements.

  • Adapt quickly to customer and regulatory requirements.

Speeding Ahead: SAP S/4HANA, Safety, and Supply Chain Labeling

Find out how Lubrizol, a market-driven, complex specialty chemical company, stays ahead of the pack as it continues to adopt new technologies to serve its customers’ current and future market needs. Join us for a Q&A to hear how Lubrizol is moving full steam ahead with its SAP S/4HANA® implementation and optimizing its labeling across its global supply chain network. Lubrizol will outline its S/4HANA (with EHS) deployment and discuss how it is able to leverage a centralized solution to extend labeling to its distributors and tollers by triggering labeling directly from SAP, while providing the ability to switch to on-demand color printing.

Find out how Lubrizol has been able to adapt quickly to a host of regulatory, regional, and customer requirements to ensure delivery, all while gaining supply chain efficiency and cost savings.

Key Business Benefits:


  • Gain supply chain efficiency across the extended network.

  • Ensure safety and compliance with evolving requirements.

  • Adapt quickly to customer and regulatory requirements.

Using SAP Cloud Solutions to Quickly and Cost Effectively Digitize the Constraint

Like most chemical companies in 2018, KMG Chemicals was faced with severe freight cost spikes.  This industry wide issue was caused by a significant reduction in national available driver hours as a result of a shortage of drivers and the regulatory changes of the ELD mandate. Due to this, KMG Chemicals was forced to look internally to figure out how to become a shipper of choice and cost effectively attract drivers and carriers by becoming an easier company to do business with.

After the research found that one significant concern of drivers nationally is the amount of work hours they waste waiting to be loaded and unloaded, KMG Chemicals immediately sought out how to reduce driver dwell time at our highest volume plant.

In this session, you will discover how KMG Chemicals used design thinking to identify critical logistics constraints that directly impacted drivers’ dwell time, and digitized those constraints by building an SAP Cloud Platform app that integrated with an external TMS to improve the driver appointment scheduling process, give real-time information on driver arrival and departure information, track our tendered loads on demand, and reduce driver dwell time and overall freight costs.

Huntsman’s End-to-End Supply Chain Transformation Journey and the Benefits Realized

A year ago, Huntsman embarked on a supply chain transformation to radically challenge their traditional processes and move to standard SAP, which required an alignment of people, process, and a smart use of existing technology. Huntsman set out to optimize its supply chain by maximining material requirements planning while increasing the maturity and education of its business user community along with aligning demand, production planning, and the procurement processes. Huntsman took a strategic approach to leverage the core SAP technology it already owned and implemented a strategic and tactical plan that drove a payback within 12 months and elevated the global end-to-end planning process to another level. In addition to the immediate cost savings, this process started preparing the business for the future SAP S/4HANA® migration.

Key Business Benefits:

• How Huntsman implemented a culture of real-time, reliable decision-making to quickly respond to changing market demands
• How Huntsman reduced a significant part of its spreadsheet processes and SAP customization and in doing so created a single source of truth (i.e., core SAP)
• How Huntsman stabilized manufacturing to better utilize capacity and optimized supply chain to meet the demand

Huntsman’s End-to-End Supply Chain Transformation Journey and the Benefits Realized

A year ago, Huntsman embarked on a supply chain transformation to radically challenge their traditional processes and move to standard SAP, which required an alignment of people, process, and a smart use of existing technology. Huntsman set out to optimize its supply chain by maximining material requirements planning while increasing the maturity and education of its business user community along with aligning demand, production planning, and the procurement processes. Huntsman took a strategic approach to leverage the core SAP technology it already owned and implemented a strategic and tactical plan that drove a payback within 12 months and elevated the global end-to-end planning process to another level. In addition to the immediate cost savings, this process started preparing the business for the future SAP S/4HANA® migration.

Key Business Benefits:

• How Huntsman implemented a culture of real-time, reliable decision-making to quickly respond to changing market demands
• How Huntsman reduced a significant part of its spreadsheet processes and SAP customization and in doing so created a single source of truth (i.e., core SAP)
• How Huntsman stabilized manufacturing to better utilize capacity and optimized supply chain to meet the demand

Driving Asset and Supply Chain Performance Through Remote Equipment Condition Monitoring

The industrial gases industry is largely a “local” business that is in part driven by numerous production plants in multiple locations whose products are then delivered to customers nearby. In many cases, these plants can be located in areas that are by nature “remote” to support such activities as oil and gas refining, mining and metals production, etc. For such facilities, a key capability is the power to predict and avoid costly downtime. The ability to capture real-time health and status insights of remotely located equipment allows intelligent operation and greatly improves asset and supply chain performance. Based on its historical operation of more than 350 plants globally, Air Products has developed the trademarked system, ProcessMD, a plant data-based, auto-learning, and adaptive model that collects data in real time through the cloud and provides predictive maintenance and other performance management capabilities. The ProcessMD system is now also offered as a digital service to third-party customers for their own facilities. The “holy grail” of chemicals product manufacturing and delivery is a fully integrated and automated supply chain, and the development of ProcessMD offers lessons along the journey and history relative to plant automation, advanced controls, remote sensing, and telemetry, as well as more recently advanced analytics, nontraditional data, machine learning, and the cloud in order to ultimately achieve a fully digitized supply chain.

Key Business Benefits:


  • Work toward fully integrated and automated supply chain

  • Lessons on plant automation, advanced controls, remote sensing, and telemetry

  • Overview of the ProcessMD system

Leveraging SAP S/4HANA and Best Practices for Chemicals to Enable the Intelligent Enterprise

Shifting to SAP S/4HANA® and focusing on business process re-engineering and alignment across a global organization can be challenging. In this session, Werner Vanden Beck from Tokyo Chemicals Inc. (TCI) and Kimberley Reid from Hitachi Consulting partner together to discuss obstacles faced, critical lessons learned, and key project expectations to manage when choosing to adopt this industry-specific best practice solution. They will also elaborate on where the team sees the most benefits with this type of solution and will also cover key project planning considerations for upcoming projects.

Key Business Benefits:


  • Ability to use the preconfiguration settings to accelerate the solution build timeline

  • Provided a reference business process framework to support review and agreement on global operations through SAP

  • Demo scripts to support project team member education and ramp-up

When Natural Disaster Strikes, Is Your Organization Ready to Face It Head-On?

LyondellBasell is a multinational chemical company that is the largest licensor of polyethylene and polypropylene technologies in the world. Within the past year, LyondellBasell implemented SAP MDG for two objects across five worldwide plants. The first phase of this implementation created the business rules and put the governance framework in place for the complete enterprise system landscape. With almost 30,000 unique vendors, more than 350 equipment classes, and more than 600,000 materials for SAP Master Data Governance, this project faced many of the common technical challenges that come with any large-scale implementation, but also worked through nature’s challenge: Hurricane Harvey. This people, process, and technology story shares how Lyondell found success by building a unique road map early on. Employing its collaboration-centric “One Team” approach, the road map focused on requirements, implementation of common governance processes, and leading practices. Learn the collaboration and technical steps that LyondellBasell took to ensure project success and how it overcame some of the unique hurdles of SAP Master Data Governance implementations.

When Natural Disaster Strikes, Is Your Organization Ready to Face It Head-On?

LyondellBasell is a multinational chemical company that is the largest licensor of polyethylene and polypropylene technologies in the world. Within the past year, LyondellBasell implemented SAP MDG for two objects across five worldwide plants. The first phase of this implementation created the business rules and put the governance framework in place for the complete enterprise system landscape. With almost 30,000 unique vendors, more than 350 equipment classes, and more than 600,000 materials for SAP Master Data Governance, this project faced many of the common technical challenges that come with any large-scale implementation, but also worked through nature’s challenge: Hurricane Harvey. This people, process, and technology story shares how Lyondell found success by building a unique road map early on. Employing its collaboration-centric “One Team” approach, the road map focused on requirements, implementation of common governance processes, and leading practices. Learn the collaboration and technical steps that LyondellBasell took to ensure project success and how it overcame some of the unique hurdles of SAP Master Data Governance implementations.

How Chemours Uses Process Mining to Harmonize Critical Processes and Eliminate Inefficiencies Prior to SAP S/4HANA

Witness how Chemours gained never-before possible insight into its order-to-cash (OTC) business process: Detecting process flows that we didn’t think existed to identifying the most time-consuming process steps.

Learn how Chemours implemented a process mining solution into its cloud environment that helped analyze its OTC processes.


  • Explore critical findings and how Chemours was able to compare how the same business process is executed by site, by region, and by business unit.

  • Understand how Chemours turned more than 70 business users into process miners looking for inefficiencies across four world regions.


Never-before possible insight in how processes are executed, how long certain steps take, and where re-work and changes are happening.

Key Business Benefits:

  • Drives collaboration: Facts and data-driven collaboration across all businesses and regions

  • Transparency: An understanding of the level of complexity we have in our OTC process

  • A change agent: A tool that we are deploying across all regions to help us change our mindsets and behaviors

How Chemours Uses Process Mining to Harmonize Critical Processes and Eliminate Inefficiencies Prior to SAP S/4HANA

Witness how Chemours gained never-before possible insight into its order-to-cash (OTC) business process: Detecting process flows that we didn’t think existed to identifying the most time-consuming process steps.

Learn how Chemours implemented a process mining solution into its cloud environment that helped analyze its OTC processes.


  • Explore critical findings and how Chemours was able to compare how the same business process is executed by site, by region, and by business unit.

  • Understand how Chemours turned more than 70 business users into process miners looking for inefficiencies across four world regions.


Never-before possible insight in how processes are executed, how long certain steps take, and where re-work and changes are happening.

Key Business Benefits:

  • Drives collaboration: Facts and data-driven collaboration across all businesses and regions

  • Transparency: An understanding of the level of complexity we have in our OTC process

  • A change agent: A tool that we are deploying across all regions to help us change our mindsets and behaviors

Using SAP Cloud Solutions to Quickly and Cost Effectively Digitize the Constraint

Like most chemical companies in 2018, KMG Chemicals was faced with severe freight cost spikes.  This industry wide issue was caused by a significant reduction in national available driver hours as a result of a shortage of drivers and the regulatory changes of the ELD mandate. Due to this, KMG Chemicals was forced to look internally to figure out how to become a shipper of choice and cost effectively attract drivers and carriers by becoming an easier company to do business with.

After the research found that one significant concern of drivers nationally is the amount of work hours they waste waiting to be loaded and unloaded, KMG Chemicals immediately sought out how to reduce driver dwell time at our highest volume plant.

In this session, you will discover how KMG Chemicals used design thinking to identify critical logistics constraints that directly impacted drivers’ dwell time, and digitized those constraints by building an SAP Cloud Platform app that integrated with an external TMS to improve the driver appointment scheduling process, give real-time information on driver arrival and departure information, track our tendered loads on demand, and reduce driver dwell time and overall freight costs.

Greenfield or Brownfield? Make the Right Investment Decision for SAP S/4HANA

To be or not to be…Organizations running SAP are thinking about or planning to move to SAP S/4HANA® in the near future. However, the question of greenfield (fresh implementation) vs. brownfield (migration) is a constant debate. This is not an IT question but rather a business one. The workshop will explore how to establish your business maturity for the digital change, how to adjust and prepare for it, and ultimately decide whether greenfield or brownfield is best for your organization. In addition, you will learn what your organization can do now in the meantime to prepare the business for SAP S/4HANA® by optimizing the business processes, and in doing so, begin the journey to be an innovative, world-class supply chain. Lastly, we will discuss how to pay for a large portion of the SAP S/4HANA conversion with hidden savings and value in your existing supply chain.

Key Business Benefits:


  • Know how to measure the business maturity of the organization for SAP S/4HANA and future technologies.

  • Understand the various options that exist between greenfield and brownfield initiatives and the impact they have on the organization.

  • Understand what can be done now to better align demand, MRP, and supply operations to prepare the business for the digital (SAP S/4HANA) change while significantly improving product delivery.

  • Gain benefits and savings from maximizing the current SAP and business processes to help pay for the SAP S/4HANA conversion and in doing so prepare the business for the technology.

Innovating Together at AdvanSix

An innovation competition or innovation program might sound more at home in a company headquartered in Silicon Valley than a chemical manufacturer, but at AdvanSix, we are innovating together to generate new ideas for how we improve. In 2018, we hosted our first two innovation competitions, kicking off our Innovating Together program. The competition results in four ideas that address long-standing business challenges. We are excited that the innovation teams are proceeding forward to implement these ideas, and we are looking forward to results in 2019.

Each competition involved two days of training on innovation tools facilitated by our partner, Systematic Inventive Thinking. Over the course of the two competitions, 14 diverse teams of four or five individuals were given a unique business challenge, ranging from quality issues on the shop floor to logistical inefficiencies to manual or ineffective processes such as manual operator rounds. Participants were selected from each site, line of business, and function to form diverse teams. Business challenges were submitted by employees and selected by a cross-functional steering committee. During the competitions, each team generated eight to 20 ideas for their challenge, selected their best idea, and presented in an unconventional way their idea to a panel of judges from the AdvanSix leadership teams. A winning team from each competition received cash prizes; all participants voted on “people’s choice” awards, selecting the best use of innovation tools and other fun prizes.

Key Business Benefits:


  • Use-case on how to implement your own program

  • Increase the learning and diversity of ideas within your own organization

  • Challenge the way you normally look at problems, allowing new solutions to emerge

Genetic Markers That Make S/4HANA Projects Highly Susceptible to Disaster

Chemical companies were early adopters of SAP. But while many suffered the speed bumps of early ERP implementations, it’s been a generation since most of these companies have undergone a major transformation project. The current state of the market suggests that some carry the project genetic markers that make them highly susceptible to disaster. The good news is these companies can learn and derive benefits from our research on the wave of catastrophic IT project failures from the past eight years.

Understanding why major transformational programs fail, what contributed to some poor decision-making, and what steps can be proactively taken to mitigate risks is a great first step in planning and implementing a successful program.

This presentation will address:


  • Case studies of recent project failures, what went wrong, and what they have in common

  • The one thing to get right before embarking on an SAP S/4HANA® transformation

  • Four early decisions that set the stage of success or failure

  • Three practices to improve the quality of project decision-making


Key Business Benefits:

  • Support for the justification for the appropriate contingency: Typically, when companies take on big projects, they tend to throw in a flat rate of contingency, like 15 percent. The appropriate level of contingency for a big ERP transformation program is actually far higher, like 30 percent. This is often hard to justify to an executive team in the planning phase, but we will show methods we’ve taught companies to use to justify this higher contingency.

  • Reduce the probability of disruptive implementations: When contingencies get set too low, project teams typically take shortcuts in order to make their budget. As a result, they’ll not execute on activities that might have been expected. For example, a team that only tests twice to save money instead of three times as planned will likely have more problems as a result of skipping the third test. We will show a case study of a company that ended up taking shortcuts due to their budgetary constraints and had issues which were much greater than ever imagined.

  • Increase the probability of the achievement of anticipated program benefits: Those shortcuts taken to go-live early could limit anticipated program benefits. When capabilities in the system were left out and training to go-live was omitted as a result of the budget, we will show how this shortcutting affected a project’s benefits.


 

Digital Transformation in Chemicals Sourcing and Supply Chain

Join industry experts in discussing how you can transform your business by digitalizing recipe creation to delivery processes with integrated SAP solutions. Secure critical supply and optimize time to market with SAP® Ariba® Strategic Sourcing Suite. Become more responsive with the SAP Ariba Supply Chain Collaboration solution. Learn how the aligned data model and bi-directional integration between SAP ERP, SAP S/4HANA®, and the SAP Ariba solutions drive significant benefits, including improved compliance and reduced risk.

SAP Warehouse Management and Its Impact on Waste Reduction

ACTEGA North America was challenged with rising expenses and costs related to waste disposal, inventory write-offs, and internal costs associated with inventory inaccuracies at one of its sites. Initially, a “waste” project was launched as part of continuous improvement. Some initial root causes were identified very quickly: inability to locate inventory, inaccurate recording of inbound and outbound shipments, and lack of interdepartmental process controls. We decided to implement SAP Extended Warehouse Management for finished goods inventory to reduce expenses and costs and to additionally identify other process issues.

The project was scoped to include all materials movements and related transactions within two plants and four storage locations that would be WMS managed and radio frequency (RF) supported. The project was estimated to take 13 weeks from scoping to go-live. We had several internal challenges to overcome during the project but were successful in overcoming those and implementing the new technology within the 13-week timeline. The software and our new processes have already helped to identify and address other underlying issues that are contributing to the wastes associated in our processes.

Key Business Benefits:


  • Improved inventory accuracy and efficiency

  • Reduced waste expenses and costs

  • Increased and timely identification and resolution of issues

SAP Warehouse Management and Its Impact on Waste Reduction

ACTEGA North America was challenged with rising expenses and costs related to waste disposal, inventory write-offs, and internal costs associated with inventory inaccuracies at one of its sites. Initially, a “waste” project was launched as part of continuous improvement. Some initial root causes were identified very quickly: inability to locate inventory, inaccurate recording of inbound and outbound shipments, and lack of interdepartmental process controls. We decided to implement SAP Extended Warehouse Management for finished goods inventory to reduce expenses and costs and to additionally identify other process issues.

The project was scoped to include all materials movements and related transactions within two plants and four storage locations that would be WMS managed and radio frequency (RF) supported. The project was estimated to take 13 weeks from scoping to go-live. We had several internal challenges to overcome during the project but were successful in overcoming those and implementing the new technology within the 13-week timeline. The software and our new processes have already helped to identify and address other underlying issues that are contributing to the wastes associated in our processes.

Key Business Benefits:


  • Improved inventory accuracy and efficiency

  • Reduced waste expenses and costs

  • Increased and timely identification and resolution of issues

How AdvanSix Reduced Purchase Requisition Approval Cycle Time and Improved User Experience Using Fiori

AdvanSix leverages technology as an enabler to improve process efficiencies, as well as look for opportunities to improve the user experience. In this case study, we will share our story on how we have improved user experience in procurement function by implementing SAP Fiori® Apps for Purchase Requisition (PR) Release.

PR Release process had 36 release tracks inherited from our prior parent company. AdvanSix optimized this process reducing it to eight release tracks, improving efficiencies and bringing more control to the procure-to-pay cycle. While addressing this business problem, we leveraged SAP Fiori technology to enhance user experience, improve productivity, and reduce the PR release cycle time.

This session explains the rationale for choosing Fiori and lessons learned in implementing Fiori with workflows for approvals. Thanks to Fiori app, our leadership can now approve PRs even on the go, whether they are traveling or at a conference, reducing the cycle time significantly.

Transform Without Disruption to Operations: Managing Multiple Interfaces and Integrating Legacy Systems at Celanese

In late 2017, Celanese Corporation acquired Omni Plastics. The acquisition and integration of Omni Plastics into Celanese’s IT presented challenging opportunities that turned into success stories. Various projects were initiated, including SAP ERP and network/DaaS migration. The strategy of moving quickly and integrating Omni into the overall Celanese operating model enabled Celanese to drive savings and bring its new and existing customers and shareholders expedited value.

A key success measure was that the entire acquisition and integration of the new entity must be performed without any business disruption. This required a focus on three pillars: people, processes, and technology. They began by forming a “Core Interface Team,” which allowed for rapid collective decisions on what should be integrated. A clear and transparent communication plan was put into place among stakeholders. Detailed cutover plans and execution scripts were built to assure flawless execution. Comprehensive audit and analysis confirmed success upon completion.

Key Business Benefits:


  • Complete visibility across supply chain

  • Greater control of inventory levels by integrated planning through integrated systems

  • Greater flexibility on sourcing raw materials

  • Consolidation and deepening of core enterprise roles

Transform Without Disruption to Operations: Managing Multiple Interfaces and Integrating Legacy Systems at Celanese

In late 2017, Celanese Corporation acquired Omni Plastics. The acquisition and integration of Omni Plastics into Celanese’s IT presented challenging opportunities that turned into success stories. Various projects were initiated, including SAP ERP and network/DaaS migration. The strategy of moving quickly and integrating Omni into the overall Celanese operating model enabled Celanese to drive savings and bring its new and existing customers and shareholders expedited value.

A key success measure was that the entire acquisition and integration of the new entity must be performed without any business disruption. This required a focus on three pillars: people, processes, and technology. They began by forming a “Core Interface Team,” which allowed for rapid collective decisions on what should be integrated. A clear and transparent communication plan was put into place among stakeholders. Detailed cutover plans and execution scripts were built to assure flawless execution. Comprehensive audit and analysis confirmed success upon completion.

Key Business Benefits:


  • Complete visibility across supply chain

  • Greater control of inventory levels by integrated planning through integrated systems

  • Greater flexibility on sourcing raw materials

  • Consolidation and deepening of core enterprise roles

Enhanced Blending Process in the Chemical Industry: Complexity, Solutions, and Best Practices

In chemical process industries, mixing and blending are one of the most frequently used and demanding processes. The process of combining the ingredients results in the creation of a new chemical or new batch of the same chemical with different chemistry. The blending procedure can potentially save manufacturers time, labor, inventory, and transportation costs, which result in better customer service.

In this session, we’ll learn a different variation of blending, its complexity, and SAP best practices around chemical blending within the chemical industry.

Key Business Benefits:


  • Optimize on-hand stock levels and reduce working capitals

  • Process automation and simulation capabilities enhance KPIs (i.e., on-time delivery and manufacturing lead time)

  • Ability to compare the blend proposal with customer specification and provide batch metrics to support and enhance available-to-promise

Understand the Power of Planning, Business Intelligence, and Predictive Workflows

Discover meaningful insights on live, actionable data using the power of planning, business intelligence, and predictive workflows. Uncover value in the shortest time possible by discovering, visualizing, planning, and predicting scenarios using a unified analytics solution in the cloud.

Your way to Business Growth and Customer Loyalty with C/4HANA

Chemical companies are often caught in long existing business models with highly complex processes, structures and legal demands. Although everybody sees a big need for innovation and adaptation on all sides, companies struggle to justify the invest in new technology and to get the business department’s buy in. Strategy often is focused to fix a problem here and now, scalability is an issue.

Understanding the single, relevant perspectives will help key stakeholders to understand what’s in for them, how the big picture looks like and that SAP is way more than a software provider. Business values and objectives, along with a strong change and game plan, are beating old KPI and tool discussions.

Learn about SAPs method to drive digitalization in Marketing and Sales by creating and deriving strategic pillars with business impact.

 

SAP Brings the Intelligent Enterprise to Chemical Manufacturing

SAP continues to make key investments in the Digital Manufacturing portfolio to enable industry 4.0 (the fourth industrial revolution) in the chemicals industry. Gain insights into big data strategies that leverage a mix of edge intelligence, on-premise, and cloud computing to drive new insights into operations. Take a journey through interesting use cases leveraging analytics and machine learning for manufacturing.

Gaining and Safeguarding Your Marketability Through Regulatory Requirements

Already being highly regulated, the chemical product-related regulations continue to increase in number and complexity. Globalization makes that even more of a challenge. At the same time, product stewardship departments must master that with fewer resources because capable people are not available or budgets do not increase at the same pace as regulatory burdens.

Today, many SAP customers create and ship compliance documents such as safety data sheets and labels making use of unique ERP capabilities only SAP has. With SAP S/4HANA®, customers can ensure now the globally compliant and marketability of their products to enter markets in shorter time and safeguard revenues.

This presentation introduces and demos features of SAP S/4HANA, looks into the SAP road map, and shares customer experiences. It also highlights how digital transformation will change the product stewardship process by introducing, for instance, machine learning.

Key Business Benefits:


  • Protect the brand while reducing compliance costs

  • Increase revenue and ensure on-time delivery

  • Increase visibility into compliance

E2E Batch Tracking Capability and Cost Transparency to Stay Compliant

PMLA (product marketing and lifting agreement) is a contract between Dow and Sadara Chemical Company, a joint venture between Dow and ARAMCO, that defines terms and conditions under which Dow will take in various products from Sadara and sell them in the marketplace. To remain in compliance with the PMLA agreement, Dow has developed a solution called MARS (Marketing Agreement Reporting Systems) by leveraging SAP ECC, BRF plus, BODS, and SAP Process Orchestration technology. The MARS system tracks Sadara products at the batch level from lifting through the internal stock transfer and repackaging until final sales and consumption by both Dow and third-party customers, along with capturing the supply chain cost at a detail level. Finally, it will report all the sales and costs back to Sadara based on the PMLA agreement. This solution is fully automated and integrated with the Sadara System to help Dow stay compliant with the PMLA agreement, which is the foundational system for Dow to run this important business.

Key Business Benefits:


  • Helps Dow stay in compliance with the PMLA agreement to run this business

  • Improves the operational excellence at the speed of the business

  • Reduces the manual effort

E2E Batch Tracking Capability and Cost Transparency to Stay Compliant

PMLA (product marketing and lifting agreement) is a contract between Dow and Sadara Chemical Company, a joint venture between Dow and ARAMCO, that defines terms and conditions under which Dow will take in various products from Sadara and sell them in the marketplace. To remain in compliance with the PMLA agreement, Dow has developed a solution called MARS (Marketing Agreement Reporting Systems) by leveraging SAP ECC, BRF plus, BODS, and SAP Process Orchestration technology. The MARS system tracks Sadara products at the batch level from lifting through the internal stock transfer and repackaging until final sales and consumption by both Dow and third-party customers, along with capturing the supply chain cost at a detail level. Finally, it will report all the sales and costs back to Sadara based on the PMLA agreement. This solution is fully automated and integrated with the Sadara System to help Dow stay compliant with the PMLA agreement, which is the foundational system for Dow to run this important business.

Key Business Benefits:


  • Helps Dow stay in compliance with the PMLA agreement to run this business

  • Improves the operational excellence at the speed of the business

  • Reduces the manual effort

Practical Approaches for Handling Data-Driven Digital Transformation

Handling data-driven transformation? Learn how to get the maximum value out of your organization’s data assets. Get advice on how to build a data transformation road map and information superhighway. Explore leading ETL (extract, transform, and load) tools in the marketplace. Assess the importance of data quality assurance and its role in delivering business-quality pristine data for production transactions. Explore the recent advances in the role of data analytics in driving intelligent insights and contextualize the relevance of big data for your organization. Learn the role of the cloud in enabling a lean reporting platform and its integration with on-premise or cloud-based transactional applications. Understand the need for a good governance model around data organization and leading frameworks that are helping chemical companies enable such. Learn about other companies that are implementing GDPR compliance measures and plan yours. Lastly, explore a few techniques around cybersecurity of data.

Key Business Benefits:


  • Get ready-to-use framework for data extraction, transformation, and load for SAP S/4HANA® implementation projects

  • Real-life use cases around big data, predictive analytics, and enterprise insights

  • Learning on GDPR, cybersecurity, and data governance

  • Examples of executing on a digital transformation strategy with analytics incorporated into transactional processes in SAP S/4HANA and providing business leaders with access to the SAP Digital Boardroom experience to successfully complete the digital transformation journey.

Preparing for the Future of Your Digital Supply Chain

The integrity of data assets can be complicated when an organization undergoes even a very successful merger or acquisition. When Olin, an American manufacturer of ammunition, chlorine, and sodium hydroxide, needed to quickly integrate systems and assets from Dow’s chemical chlorine division, significant considerations had to be taken to address EHS risks associated with the chlor-alkali business. Understanding its asset management footprint and driving safety best practices were critical, especially as it embarked on a digital journey to SAP S/4HANA®. Olin turned to Utopia’s solutions, SAP Master Data Governance, enterprise asset management extension by Utopia and SAP Asset Information Workbench by Utopia to address a lack of formal data standards (functional location, equipment, rules, and hierarchies) within its existing SAP Plant Maintenance environment and the alignment of the standards that were being leveraged by the acquired chlor-alkali assets. Connecting multiple systems of record and creating a network of well-designed digital twins of its assets, Olin has the potential to significantly improve enterprise decision-making and enable a more agile, efficient, and effective digital supply chain.

Key Business Benefits:


  • Standardized data

  • Increased supply chain efficiency

  • Connected multiple systems of record

Preparing for the Future of Your Digital Supply Chain

The integrity of data assets can be complicated when an organization undergoes even a very successful merger or acquisition. When Olin, an American manufacturer of ammunition, chlorine, and sodium hydroxide, needed to quickly integrate systems and assets from Dow’s chemical chlorine division, significant considerations had to be taken to address EHS risks associated with the chlor-alkali business. Understanding its asset management footprint and driving safety best practices were critical, especially as it embarked on a digital journey to SAP S/4HANA®. Olin turned to Utopia’s solutions, SAP Master Data Governance, enterprise asset management extension by Utopia and SAP Asset Information Workbench by Utopia to address a lack of formal data standards (functional location, equipment, rules, and hierarchies) within its existing SAP Plant Maintenance environment and the alignment of the standards that were being leveraged by the acquired chlor-alkali assets. Connecting multiple systems of record and creating a network of well-designed digital twins of its assets, Olin has the potential to significantly improve enterprise decision-making and enable a more agile, efficient, and effective digital supply chain.

Key Business Benefits:


  • Standardized data

  • Increased supply chain efficiency

  • Connected multiple systems of record

Automating the Contract Lifecycle Through SAP Ariba and DocuSign

Our previous process of contract routing and lifecycle management was manual with many bottlenecks. SAP® Ariba® acted as the finished contract repository, with one contract administrator creating the contract request, gathering the documents, and walking the paperwork through the approvals before final signoff and upload. This method was slow and open to errors and missing paperwork.

Approval workflows for new procurement contracts and amendments are now automated in SAP Ariba. Contracts are also routed to all approvers simultaneously, not being delayed by the upstream approver’s signature, and ad hoc approvers can be added during the approval workflow. We are using DocuSign, an e-signature system that integrates with SAP Ariba, to allow digital signatures on the final contract, and via their mobile app for those approvers that travel frequently.

Contract lifecycle time was reduced, and marked improvement was seen in early results after go-live.

Case Study: Achieving Supply Chain Efficiency to Enable Global Growth at Givaudan

Givaudan, a global leader in the fragrance and flavors industry, focuses on innovation and operational efficiency to provide superior customer experience. By leveraging SAP SCM and SAP Environment, Health, and Safety Management within Enterprise Labeling, Givaudan maintains its competitive advantage, achieves supply chain efficiency goals, and enables compliance with global regulations. Discover how Givaudan is planning its SAP S/4HANA® implementation and addressing complex labeling requirements across the extended supply chain. Attend to learn key considerations to define the output management strategy for SAP S/4HANA.

Key Business Benefits:


  • Best practices for piloting RFID and integrating enterprise labeling to streamline global logistics and product compliance

  • Design thinking approach for an innovative RFID solution for metal packaging and liquids

  • Lessons learned for integrating complementary solutions to optimize efficiency