Meet the First Speakers!

Carol Ottaway

VP Global Supply Chain, 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…

Read more >

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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Brian Botwinski

Managing Director, 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. …

Read more >

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. …

Read more >

 
 

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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

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.


• Dow maximizes ROI in its ERP portfolio foundation (system of records) and accelerates innovation with digital touchpoints (system of engagements).


• Shape a modern developer culture for Agile and DevOps that is compatible with an established IT organization.

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