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THE FUTURE O F THE CHEMICAL INDUSTRY

2011

UNMSM

THE FUTURE O F THE CHEMICAL INDUSTRY
MISS: NELIDA FALCONI FALCONI STUDENT: Tatiana Tamata Torres

2011

I I N G L E S T E C N I C ON G L E S

TECNICO

Página 1

In preparing the various products we use daily is needed facilities that are able to withstand a chemical process.THE FUTURE O F THE CHEMICAL INDUSTRY INTRODUCTION 2011 The chemical industry takes a very important role in the comfort and simplicity of everyday life. in addition to certain operating conditions of great danger and some used materials that may be responsible for major industrial accidents. which should take other alternative security measures that come into play when the plan primary does not work. it is possible to reduce the risk to 100% or a probability of zero. Because the security provided by law. even with preventive measures to eliminate the risk. However. and the sanctions it imposes safety and industrial hygiene takes the need to design and control systems needed to operate the plant in top condition. The importance of properly managing these materials and their proper implementation is critical to the safety of chemical processes. INGLES TECNICO Página 2 .

The chemical plant of tomorrow will not only be much smaller than at present. Analyze what is the cause in the appearance of new chemicals.  Learn sustainable alternative chemistry as future prospects.   Create global awareness to develop a sustainable chemical industry. including foundations and applications of green chemistry.THE FUTURE O F THE CHEMICAL INDUSTRY OBJECTIVES  2011 The Industrial Chemistry is the branch of chemistry that apply chemical knowledge to the production of inexpensive materials and specialty chemicals with minimal adverse impact on the environment. etc. it will also more environmentally friendly.  INGLES TECNICO Página 3 . eco-design.

THE FUTURE O F THE CHEMICAL INDUSTRY 2011 THE FUTURE OF THE CHEMICAL INDUSTRY THE FUTURE THE CHEMICAL INDUSTRY THE FUTURE OF THE CHEMICAL INDUSTRY TODAY WHAT'S NEXT EVOLUTION THAT IS ENTEINDE BY INDUSTRY CHEMICAL BEFORE BEFORE SEPARATION OF OIL AND GAS INDUSTRY TODAY SOURCE OF MONEY TODAY GLOBALIZATION PRODUCTS OIL AND GAS INDU STRY COMPLY WITH ENVIRONMENTAL LAWS CONSOLIDATION ENERGY USE RENOBABLE INGLES TECNICO Página 4 .

5 trillion) and contributing as much as 10 percent of European industry GDP. INGLES TECNICO Página 5 . and minimize capital expenditures. supplier of literally tens of thousands of raw materials and developer of some of the most advanced forms of technology. THE CHEMICALS INDUSTRY TODAY In the last two decades. and minimize capital expenditures. and ICI)—often spanning the entire chemical value chain from petrochemicals to pharmaceuticals— dominated the market. Hoechst. Changes to the competitive landscape and global value chains will compel chemical companies to restructure their businesses. generating annual sales of more than €1. traditional oil and gas players (such as Shell and BP) and large integrated chemical players (BASF. revise their strategies. with basic chemicals output falling by 18 percent in the fourth quarter. the chemical industry’s competitive landscape has been significantly restructured.THE FUTURE O F THE CHEMICAL INDUSTRY THEORETICAL BASIS SEPARATION OF OIL AND GAS INDUSTRY The global chemical industry is one of the 2011 world’s largest industrial sectors.800 billion (US$2. reduce net working capital. achieve greater levels of efficiency. resulting in changes to the competitive landscape and global value chains. The crisis will force chemical companies to restructure their businesses. achieve greater levels of efficiency. was among the first industries hit by the economic crisis in late 2008. The chemical industry. revise their strategies. reduce net working capital. The magnitude of the recession and the leading role that the chemical industry plays in global economic activities lead us to fully expect a transformation in chemical industry dynamics over the coming years. In the early 1990s. The magnitude of the recession and the leading role that the chemicals industry plays in global economic activities lead us to expect a major transformation of the chemicals industry over the coming years.

Some players have arrived at this point by disaggregating their value chain. while its agrochemical business was sold off to Bayer CropScience. INGLES TECNICO Página 6 . Oil and gas players have largely divested or separated from their chemical businesses. Engelhard. such as Saudi Arabia’s SABIC and Sipchem as well as China Bluestar. Hexion. and most recently Ciba. and its specialty chemicals business was spun off as Clariant. Asian and Middle East companies.THE FUTURE O F THE CHEMICAL INDUSTRY 2011 The picture is quite different now. Other companies have restructured and optimized their portfolios while building on the gains generated by integration—for example. Additionally. and in 2006. Degussa’s Construction Chemicals. in 2005. its basic chemicals business was spun off as Celanese. but with dramatically changed. among others) consolidated entire industry segments. by leveraging feedstock advantages or market opportunities—as well as targeted acquisitions (in 2007. Hoechst has mainly been absorbed into the pharmaceutical company Sanofi Aventis. for instance. and Lyondell Basell. BASF enhanced its portfolio by acquiring specialty producers such as Orgamol. have gained strong competitive positions through organic growth—that is. more differentiated or more focused portfolios. And finally. Dow and Akzo Nobel undertook similar strategies. SABIC purchased GE Plastics). Traditional large chemical companies are still in business. often using access to private equity funding. Total spun off Arkema. BP sold Innovene to Ineos. for example. new large players have emerged through targeted “buy-and-build” deals with which companies (Ineos. for example.

Globalization Because of production and labor cost advantages as well as strong regional demand growth in Asia (especially China). The full impact of this trend will become apparent in the next decade. INGLES TECNICO Página 7 . commoditization. Asia has emerged as a chemical industry leader in some key customer markets—particularly textiles.THE FUTURE O F THE CHEMICAL INDUSTRY 2011 These developments were largely a response to challenges that the established chemical companies began to face about 20 years ago. In turn. white goods. pressures on margins. and changes in innovation. Among them are globalization. entire industry value chains have shifted to Asia or the Middle East. Such a policy will further worsen the cost competitiveness of traditional chemical companies based in the West and move more value chains to Asia and the Middle East. especial if Western countries go ahead with their threats to tax carbon-dioxide or greenhouse gas emissions. and electronics Petrochemical companies in the Middle East have begun to leverage their advantageous feedstock positions and Asian demand growth to substantially increase market share.

by acquiring Southdown. Recently. and the situation is exacerbated by the overall margin squeeze. Commoditization of Specialty Chemicals Specialty chemicals companies. Evonik. and developing new business models (such as pay-for-performance contracts or adding service elements to the initial product offering). Cemex. has almost consolidated the concrete industry. they were able to realize higher margins than basic chemicals and had the opportunity to differentiate them-selves from traditional suppliers in low-cost countries. and Altana. INGLES TECNICO Página 8 . such as DSM. allowing them in some cases to lock in higher prices.THE FUTURE O F THE CHEMICAL INDUSTRY Margin Squeeze Profits across almost all chemical segments are under severe pressure among largely caused by and consolidation their customers 2011 improved sourcing capabilities. Western companies with broad specialty portfolios are in the unenviable position of having to change their business models to reflect this sharp drop in pricing power for their products. suppliers are also consolidating. formulations creating and blends polymers and other specialty products. but elsewhere in the chemical industry the focus has moved to optimizing new for processes (especially for basic chemicals). the financial performance of specialty companies has stagnated as many chemicals have become commodities and opportunities to realize premium prices have evaporated. faster launch. The Changing Nature of Innovation As customers demanded less expensive products. Pharmaceutical and agrochemical companies must still focus on inventing new entities. RMC. and Rinker. and chemical companies are increasingly wrestling with aging product portfolios and high cost assets). For example. however. To make matters worse. enjoyed a period of prosperity until the early 2000s. and improved performance from their suppliers.

we see four developments as the most pressing: The Shifting Footprint of Global Chemical Supply Chains Petrochemical supplies from the Middle East could pose a threat to Western chemical companies. WHAT’S NEXT FOR THE CHEMICALS INDUSTRY? Clearly. Thus. authorization. active product life cycle management has become a challenge in several chemical segments. Western companies could establish a production base in the Middle East to supply Europe with cheaper products. chemical companies must grapple with shifting supply to low-cost Asian countries to take advantage of potential sales in the region. Particularly in specialty chemicals. as today’s innovation will greatly differ from the past. to fully comprehend the challenges they are facing—and to begin to formulate strategies for regaining lost advantages. This mutually beneficial partnership could shift technology and know-how to the Middle East and address the need for increasing the value of petrochemicals in the region. On the demand side. evaluation. a proven success model has not yet come to the fore. the Middle East will not become a substantial market for chemicals. where it has been fostered by the introduction of REACH (registration. During the next decade. To achieve this. perhaps through a joint investment venture with a basic chemicals company already there. in particular. It is therefore now vital for Western chemical companies. but Asia will certainly remain a significant avenue for demand growth.THE FUTURE O F THE CHEMICAL INDUSTRY 2011 This trend is especially strong in Europe. investment in product innovations is under more and more pressure. INGLES TECNICO Página 9 . and restriction of chemicals) legislation. and Western companies will need to formulate their response to the challenge carefully. How to best shape and target innovation to match customer needs and the changing face of the marketplace will be crucial. New Definitions for Innovation A key challenge for chemical players will be to further increase their under-standing of the drivers of real and relevant innovation in their segments. Consequently. consequently. New Middle East chemical companies are expected to emerge. Western companies still have the opportunity to embrace upstream integration and thus gain a long-term competitive advantage. the combination of this radical transformation of the chemical industry over the past two decades and the current economic crisis will only supercharge industry dynamics and trends. which limits companies’ ability to register new chemical entities.

It is vital for Western chemical companies to formulate strategies for regaining lost advantages. Consolidation Mergers and acquisitions have helped shape the chemical industry for the past two decades. The key question under today’s conditions is. which acquires companies that enhance its horizontal position along the value chain. In specialty chemicals. and fresh service offerings will provide additional sources of innovation. and we expect this trend to continue to result mostly from process improvements to regain lost competitiveness. How can value be continuously generated? In other words. Renewable energy. and fresh service offerings will provide additional sources of long term and more radical innovation which will help to establish new chemical business segments. white biotechnology. what will be the impact of increasing integration and the related value chain reconfigurations? We believe that securing access to cheap feedstocks and achieving customer-centricity will be the primary catalysts for future M&A activity among Western chemical companies. These developments will prompt significant changes in R&D strategies and related capabilities as well as in marketing and sales.THE FUTURE O F THE CHEMICAL INDUSTRY 2011 We expect that short-term focused innovation. Renewable energy. three types of players are likely to emerge from the current fragmented landscape. These companies will be driven especially by the downstream integration of INGLES TECNICO Página 10 . white biotechnology. which follows an M&A strategy that combines “seeking size” and “pick and choose. First is the portfolio manager. The second type is the integrator.” These companies will actively buy and sell businesses and consolidate chemical segments within a holding structure that manages businesses with minimal overlaps.

customer intimacy remains a key success criterion for sustaining the high margins and specialty character of the product. At the same time. Success can be achieved through new types of offerings. The third type is the technology boutique. capital expenditure freezes. established chemical companies need to ask themselves what true commercial and operational excellence means in a period when operating models are in significant flux. Altered Performance Drivers New business models are required to ensure outstanding performance as chemical companies grapple with accelerated commoditization. and the like. All these changes will fundamentally redraw the contours of the chemical industry in three phases (see Exhibit 1). INGLES TECNICO Página 11 . Phase I (“Survive as cash king”) can take companies through the current economic crisis via a strategy that encourages short-term cash optimization through manufacturing net-working efficiencies. In addition. the global recession will force Western companies to improve performance levels significantly and thereby ensure increasing consolidation that eliminates less profitable players or assets. which will lead to integrated specialty majors. Building a culture that inspires the development of new offerings to generate additional value is mandatory. and customer demand will be a significant catalyst for how this plays out. Different chemical segments will deal with cash optimization in distinct ways. such as performance-based solutions and services and new brands. which will primarily focus on organic growth in its niche and only selectively integrate value-adding technology positions. Principally. improvements in procurement procedures to trim spending. in the few remaining real specialty segments.THE FUTURE O F THE CHEMICAL INDUSTRY 2011 basic chemical companies. R&D expenditure restrictions.

The chemical industry should be grouped in order to consolidate its customer Chemical innovation must be developed without neglecting the environment. Latin America should desarrolllar technological innovation these countries should allocate more money for universities and so develop new chemicals INGLES TECNICO Página 12 .THE FUTURE O F THE CHEMICAL INDUSTRY CONCLUSIONS      2011 Chemical companies need to ask themselves what true commercial and operational excellence means in a period when operating models are in significant flux. as well as the health of workers. Chemical companies must develop chemicals using renewable energies.

coiiaoc.pdf?12 98009077 INGLES TECNICO Página 13 .pdf http://www.org/system/documents/122/original/Future_of_Chemicals.pdf http://www.com/datos/boletincolegio/ingen220/industria_huelva.org/intal/aplicaciones/uploads/ponencias/Foro_INTAL_2004_06_Vignart.udlap.chemistry2011.pdf.org/participate/activities/show?id=741 http://www.THE FUTURE O F THE CHEMICAL INDUSTRY BIBLIOGRAPHY      http://catarina.iadb. 2011 http://www.mx/u_dl_a/tales/documentos/lpro/garcia_g_ca/capitulo1.chemistry2011.

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