埃森哲：COVID-19對化學工業的影響- 埃森哲（英文版）.pdf

1、NOWNEXTCOVID-19: What to do Now, What to do Next June 2020 Building Building Resilience Resilience Amid Disruption Amid Disruption Navigating the human and business impact of COVID-19 on the chemical industry COVID-19 has turned into a global crisis, with the impact recognized as being unprecedented

2、 in speed and scale as organizations continue to work their way out of this crisis. It has createda universal imperative for governments and organizations to take immediate action to protect their people. The viruscontinuestorapidly spreadaround the world, with thousands ofnewcasesreporteddaily. 2Na

3、vigating the human and business impact of COVID-19 on the chemical industry Copyright 2020 Accenture. All rights reserved. The chemical industry is no stranger to disruptionfrom SARS to trade policy conflict and the financial crisis. Yet COVID-19 is unprecedented in its impact, creating a universal

4、imperative for governments and businesses to take immediate action to protect their people. As COVID-19 continued with lockdowns in a number of countries, the chemical industry adopted ways where they did not stop production and manage workers in their organization operating remotely when/where poss

5、ible. The companies that succeeded in their operations struck a right balance between social distancing and keeping plants running to provide the basic necessities for society, as well as the antiseptics, disinfectants, protective packaging and more needed to fight the pandemic. Leaders should conti

6、nue developing new capabilities and ways of working, some of which were developed short-term, that will enable longer-term changes. The industry must look to past disruptions for guidance on how to navigate the crisis today. Across disruptions, one success factor stands out: resilience. From strateg

7、y to operations and execution, building a sustainable, resilient business has been keyand now, it is more important than ever. For chemical companies, this crisis represents a significant challenge. But it can also be a compelling reason to instill greater resilience across the organization. 3Naviga

8、ting the human and business impact of COVID-19 on the chemical industry Copyright 2020 Accenture. All rights reserved. COVID-19 takes well-known chemical industry challenges to a new level Uncertainty and volatility in demand Adjusting to significant volume and price declines. Deviations in end use

9、demand (e.g. increases for food packaging/sacks, pharmaceutical ingredients, disinfectants and medical plastics vs. declines in automotive and construction). Integrated production systems Tuning asset-intensive, integrated production systems that cannot easily shift product streams to align with var

10、ying product demand. Consider new avenues to manage assets through alliances and alternative product disposition/uses. Safety of employees and operations Meeting environment, health and safety challenges (e.g. hazardous processes and products), exacerbated by new issues related to operating during a

11、 pandemic. Structural change Orchestrating investments and reshaping assets. Changing industrial consumer geographies (e.g. to Asian Tiger Cubs and localization) driven by industrial calibration factors (labor cost differences, automation/robotics, additive manufacturing, customization demands and c

12、ontagion risks). Meeting circular economy challenges. Cost and margin pressure Readjusting traditional advantages (raw materials, processes, innovation) is required by building feedstock flexibility, employing automation/robotics/AI/advanced computing and adding supply chain options. Profitable grow

13、th after a downcycle Flexing product portfolio and operations to align with new customer needs following the crisis, such as global stimulus package effects. Innovating for growth in new areas (products, services, markets). 4Navigating the human and business impact of COVID-19 on the chemical indust

14、ry Copyright 2020 Accenture. All rights reserved. The financial impact is significant and severe COVID-19 has quickly turned into an epidemic of massive, global proportionsone that is posing a serious challenge to many industries. For a wide range of companies, COVID-19 has affected and is continue

15、to affect demand, supply, customer and investor confidence. Indeed, value chains are being disrupted in unprecedented ways. For the chemical industry, such challenges are compounded by the fact that its customer industries, such as automotive and electronics, are deeply affected by plant shutdowns a

16、nd the disruption of sales channels. Furthermore, the fluctuations in the oil industry has strained economic activity which is now starting on a path of recovery from COVID-19 disruptions. The situation had disrupted the oilfield chemical business as well as the economics of alternate feedstock rout

17、es and recycling. Source: Accenture Research based on analysis of industry indices sourced from Capital IQ. Index = 100 at the crisis date of outbreak (DO): COVID-19 D0 = Feb 21, 2020. Top vs bottom three most impacted industries. 5Navigating the human and business impact of COVID-19 on the chemical

18、 industry THE COVID-19 EFFECT: IMPACT ON CHEMICALS AND MAJOR CHEMICALS MARKETS Industry Indices Rebased, Day 0=100 30 40 50 60 70 80 90 100 110 120 D-30 D-27 D-24 D-21 D-18 D-15 D-12 D-9 D-6 D-3 D0 D+3 D+6 D+9 D+12 D+15 D+18 D+21 D+24 D+27 D+30 D+33 D+36 D+39 Automotive Construction Electronics Phar

19、ma Rubber Medical equipment Nondurables Food Coatings Agriculture Recreational goods Oilfield services Appliances Furnishings Chemicals Crisis Outbreak Copyright 2020 Accenture. All rights reserved. Chemical industry market value has been affected profoundly Source: Accenture Research based on analy

20、sis of chemical industry index sourced from Capital IQ. Index = 100 at the crises date of outbreak (DO). Dates are as follows: COVID-19 D0 = Feb 21, 2020; MERS D0 = May 20, 2015; Ebola D0 = Apr 10, 2014; H1N1 D0 = Apr 17, 2009; Financial crisis D0 = Sep 15, 2008. In the period following the COVID-19

21、 outbreak, the chemical industry share price index dropped farther and more deeply than it did in previous crises, including the 2008 financial crisis. During that time, there were also more shutdowns of plants in customer industries, such as automotive, than there were during the financial crisis.

22、For example, by March 20, 2020, COVID-19 has resulted in over 135 auto plant shutdown announcements around the world, mostly for temporary timeframes, but reopenings may be delayed.1 6Navigating the human and business impact of COVID-19 on the chemical industry 60 70 80 90 100 110 120 D-30 D-27 D-24

23、 D-21 D-18 D-15 D-12 D-9 D-6 D-3 D0 D+3 D+6 D+9 D+12 D+15 D+18 D+21 D+24 D+27 D+30 Chemical Industry Index Rebased, Day 0=100 H1N1 Ebola MERS Financial crisis COVID-19 COVID-19 HITS THE CHEMICAL INDUSTRY HARDER THAN PRIOR CRISES Days before and after crisis breaks Crisis Outbreak Copyright 2020 Acce

24、nture. All rights reserved. For chemical companies, COVID-19 highlights the importance of digital in a world disrupted by lockdowns Employee protection requires two-way communication channels and platforms. Companies without a fully digital marketing and sales capability are cut off from customers b

25、y the lockdown. Remote access capabilities for employees are essential for business continuity at an enterprise level. People-intensive functions such as business services require additional back-ups. Safe asset operations require step changes in intelligent automation, robotics and remote control.

26、Scenario modeling, shift planning and agile team setup are critical to mitigate the quarantine impact on shifts. LESSONS LEARNED: 7Navigating the human and business impact of COVID-19 on the chemical industry Copyright 2020 Accenture. All rights reserved. What needs What needs to happen to happen no

27、w?now? Actions to mitigate near-term operational risks and protect your people 8Navigating the human and business impact of COVID-19 on the chemical industry Copyright 2020 Accenture. All rights reserved. Protect your people, your liquidity and your operations Continue to stay engaged and keep commu

28、nicating with your people to boost morale. In communities where COVID-19 has had a large impact, look for additional social responsibility roles your company could take on to help. Leverage the full functionality of digital technologies to interact and coordinate with employees, customers, suppliers

29、 and stakeholders. Quickly implement the program management capabilities, infrastructure and processes required to triage and respond. Safeguard liquidity and anticipate disruptions in customer industries, value chains and the global financial system. Rationalize and prioritize relevant investments/

30、 ongoing spend. Manage redundancy in critical plant operations including contingency plans for plant workers to ensure continuity of operations. Provide secure remote access when feasible. Analyze supply chain risks and disruption, particularly with third-party vendors. Conduct inventory monitoring/

31、 planning/projection at producer and customer level. RESPONSE GOVERNANCE PEOPLE, COMMUNICATION 105 global chemical companies. 11Navigating the human and business impact of COVID-19 on the chemical industry RESILIENCE: GROWTH WITH PROFIT IMPROVEMENT (105 global chemical companies, 2009 to 2019) YoY o

32、perating income change (%) YoY revenue change (%) Copyright 2020 Accenture. All rights reserved. -25% -20% -15% -10% -5% 0% 5% 10% 15% 20% 25% -25%-15%-5%5%15%25% Resilience requires transformation The demand disruptions, lockdowns and employee safety risks experienced due to COVID-19 necessitate a

33、critical review of todayschemical industry operating models. High asset intensity in plants, production and integration means a limited ability to adapt to demand changes, due to interlocking and interdependent production units serving differing markets, with differing demand patterns. Significant i

34、nvestment is needed to take core operations to the next level of performance (e.g. automation, remote/intelligent operations). Few resources are available to adequately respond to the crisis, as resources are already tied up in support functions. Redundancies/safety nets in people-intensive areas (e

35、.g. business asset options) need to be built to ensure business continuity. There has been an inability to improve cost competitiveness during the last decade and introduce value-added services. 12Navigating the human and business impact of COVID-19 on the chemical industry Copyright 2020 Accenture.

36、 All rights reserved. TYPICAL CHEMICAL COMPANY OPERATING MODEL TODAY G cost, service level or cycle time; unique properties of offerings. 2Includes investments in new technologies, assets, ways of operating and working, automation, remote control, etc. PRIORITIZATION OF ACTIVITIES BASED ON COMPETITI

37、VE ADVANTAGE 13Navigating the human and business impact of COVID-19 on the chemical industry Copyright 2020 Accenture. All rights reserved. High competitive advantage Low competitive advantage R some customer industries are disrupted (airlines, retail, etc.) with new winners and new customer busines

38、s models. Co-innovate with customers and value chains. Seize growth opportunities The crisis has created an opportunity to reset for the future to strategically re-evaluate business models and plan for growth. Scan for acquisition opportunities Companies should redefine their target portfolio as com

39、panies in financial distress are forced to divest assets. 17Navigating the human and business impact of COVID-19 on the chemical industry 4 3 2 1 Copyright 2020 Accenture. All rights reserved. 1 Based on Accenture Research analysis of press announcements. 2 “Assembling the Future of Customer Experie

40、nce with Accenture and SAP CX,” Accenture Interactive and SAP, 2019. 3 “On the Verge: B2B Digital Commerce is at an Inflection Point,” Accenture Interactive, 2018. 18Navigating the human and business impact of COVID-19 on the chemical industry References Copyright 2020 Accenture. All rights reserved

41、. To help our clients navigate both the human and business impact of COVID-19, weve created a hub of all of our latest thinking on a variety of topics. Each topic highlights specific actions which can be taken now, and what to consider next as industries move towards a new normal. From leadership es

42、sentials to ensuring productivity for your employees and customer service groups to building supply chain resilience and much more, our hub will be constantly updated. Check back regularly for more insights. VISIT OUR HUB HERE 19Navigating the human and business impact of COVID-19 on the chemical in

43、dustry Copyright 2020 Accenture. All rights reserved. Contact Us Special thank you to Philipp Ciolek, Ruella Menezes, Gaurav Sharma and Karin Walczyk for their support in developing this perspective. Paul Bjacek Principal Director Accenture Resources Research Lead Vijay Sarathy Managing Director Acc

44、enture North America Chemicals Lead Yutaka Matsuzaki Managing Director Accenture Growth Markets Chemicals Lead Bernd Elser Managing Director Accenture Global Chemicals Lead AccentureChems Accenture Chemicals To learn more about the Accenture Chemicals industry group, visit 20Navigating the human and

45、 business impact of COVID-19 on the chemical industry Amy Callahan Managing Director Accenture North America Chemicals & Natural Resources Lead Copyright 2020 Accenture. All rights reserved. DISCLAIMER: This document is intended for general informational purposes only and does not take into account

46、the readers specific circumstances, and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on s

47、uch information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. Copyright 2020 Accenture All rights reserved. Accenture, its logo, and New Applied Now are trademarks o

48、f Accenture. AboutAccenture Accenture is a leading global professional services company, providing a broad range of services in strategy and consulting, interactive, technology and operations, with digital capabilities across all of these services. We combine unmatched experience and specialized cap

49、abilities across more than 40 industries powered by the worlds largest network of Advanced Technology and Intelligent Operations centers. With 513,000 people serving clients in more than 120 countries, Accenture brings continuous innovation to help clients improve their performance and create lasting value across their enterprises. Visit us at .