Assignment – 1
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Understanding
Petrochemical Business
Section A
Write short notes
on any four of the following
1.
Concept of Polystyrene
2.
Olefins Plants
3.
Concept of Synthetic Fibres
4.
Pharmaceutical and Aromatics
Industry
5.
Environmental friendly
Petrochemical technology
Section B
(Attempt any three)
1.
Explain the potential hazards
in Food Contact Applications.
2.
What are the applications of
Polyvinyl Chloride?
3.
Discuss the challenges faced by
Indian Petrochemical Industry.
4.
“Polyester fibres contain
crystalline and non-crystalline regions and X-ray diffraction studies show that
the unit cell is made of one repeating unit.” Elaborate this statement.
Section C
(Attempt all questions. Every question carries 10 marks)
Read the case “A World-Class Supply Chain for a Petrochemicals
Company” and answer the following questions.
A World-Class Supply Chain for a Petrochemicals Company
In the petrochemicals industry,
access to low-cost raw materials (or feedstock) is an important competitive
advantage. Since the mid-2000s most low-cost feedstock has been located in the
Middle East. For companies that set up production there, the most significant
challenge is physically moving product to end-users across the globe in a
seamless manner.
Situation
A large Middle East producer of
chemicals and related materials was embarking on the largest investment in its
history: construction of several assets
within the region and the acquisition of assets in several new regions around
the world. The company aimed to triple its capacity within 12 years. But it was
already experiencing some problems. It had grown to the point where it was
becoming difficult to support new production capacity, which affected its
ability to meet customer demands. Most troubling, lead times and the
reliability of delivery commitments were well below customer expectations—and
below competitors'.
Developing a world-class supply chain
was the linchpin in the company's strategy to connect assets in the Middle East
to end markets around the world. Seeking a partner that had supply chain
expertise, an understanding of end markets, and the ability to drive
substantial change, the management team engaged A.T. Kearney. Our task was to
redesign the company's multiple sourcing and delivery mechanisms into a single,
integrated supply chain that would reduce costs, improve customer service, and
meet the unique requirements of each of its five business units.
Approach
Our mission extended beyond making
recommendations for incremental changes. Together with the company's
leadership, we were building a system designed to be flexible enough to adapt
as global markets evolved. To do that we needed a vision of what the future of
the petrochemicals industry might look like. That meant taking a holistic look
at the entire ecosystem through an in-depth analysis of demand characteristics,
customers, market preferences, and the regional competitive landscape.
Our team began by conducting a
detailed assessment of the supply chain within each strategic business unit.
The goal was to create a step change in how the company operated across six
areas:
Customer service
• Planning
and operating processes
• Supply
chain network and logistics
• Organizational
structure
• IT
enablement
• Performance
measurement
As part of the assessment, we
benchmarked the company's performance in each area against current competitors
and future customer requirements, discovering that major improvements were
needed in all areas.
One of the first insights for company
executives was the degree to which a tightly integrated planning discipline can
drive reliability and customer value. For example, we recommended shifting the
planning objective from asset utilization to global profit optimization,
extending the three-month planning horizon to a full 18 months. We also
recommended dynamic scheduling rather than the current monthly recalibration,
which was preventing the company from quickly addressing changing customer
requirements.
A detailed logistics network and
inventory model allowed the company to evaluate different scenarios that would
minimize intra-unit freight costs and optimize inventory levels at each
stocking point. The model also supported our redesign of the company's port
facilities to improve efficiency and accommodate its growth plans. After
assessing the value of routes and hubs, we recommended that the company
selectively expand existing terminals into hubs and add additional hubs in
high-value areas.
Impact and Advantage
At the time of implementation, the
company was poised to realize billions of dollars in additional value and was
well-positioned to meet its goal of tripling capacity over 12 years. Halfway
through this 12-year journey, the company has successfully integrated several
new assets globally, and has already doubled its sales and increased
profitability by nearly 50 percent.
Questions:
1.
Discuss the aims and objectives
of Petrochemical Company.
2.
Focus on the situation of the
company.
3.
Explain the process of
conducting a detailed assessment of the supply chain within each strategic
business unit.
4.
What was the impact of
implementation of the approach in the case study?
5.
Pen down few important points
of the case study.
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