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Business units organization

For specialty chemicals production networks, the planning and controlling process has to combine the site perspective and the value chain perspective. Most specialty chemicals companies have a division/business unit organization and operate sites shared by several divisions. While each division can cover the value chain perspective individually, for example by integrating the above-mentioned indicators into controlling processes, the site perspective requires cross-divisional coordination to avoid suboptimal solutions. Different options ranging from centralized to decentralized setups exist to do so (cf. Hayes and Wheelwright 1984, pp. 120-125). [Pg.48]

Degussa is fostering the concept by the creation of linking knowledge elements that overcome the limitations of the business unit organization. For example, a network of industrial and customer teams was founded to identify and exploit the needs of specific industries and customers in various projects that are owned by the contributing business units (Fig. 9.6). [Pg.121]

Other organizations present their policies and procedures in a less formal marmer and/or with considerable variation. In some companies, each functional area, division, or business unit may have its own preferred format in others, the format depends on the topic presented. In cases such as these, it is particularly important to identify the "process owner," since this determination may drive the form of the team s work product. [Pg.146]

Avecia is a biotechnology company directed to the development and manufacturing of biotechnology based medicines. It is structurally organized in two business units, namely Biologies and DNA Medicines. Its capabilities comprise process development, scale-up, and manufacture of microbial-derived biopharmaceuticals and oligonucleotides. [Pg.258]

Apart from the four Business Units, Philips DAP has two Corporate Centers, four Centers of Competence (centers where development and production take place) and about 40 National Sales Organizations, which are organized in regions. DAP employs some 10,000 people worldwide. The DAP division markets about 400 different products, selling around 70 million units a year. Some of the appliances they make and sell are very straightforward, while others have been given... [Pg.68]

Several projects applying the SCOR principles were already carried out within Evonik Degussa. Evonik Degussa, a wholly owned subsidary of Evonik Industries AG, is a multinational corporation consistently aligned to high-margin specialty chemistry. It is organized on a decentralized basis. Business operations are in the hand of twelve Business Units. [Pg.11]

We are a very young organization - the average age of employees is 25-26. Most of our young people are very comfortable with sharing. I can pick up the phone and ask anybody who is not in my business unit to help and he/she will. Within 24 hours, we can get information from anywhere in the world on past projects. [Pg.226]

This belief is demonstrated by their commitment of dollars to the research organization. We have laboratories with a shorter-term focus that are more aligned with interactions with the business unit, meeting not next-generation but perhaps second-generation, third-generation needs. [Pg.35]

In setting up the organization it is also crucial to access skills and capabilities in order to be able to put the right people in the right places, get rid of underperformers, and establish cross-functionality as a permanent way of working, including rotation between business units. [Pg.223]

Our own research into best practice in this area does not surface one right answer, and given the vast differences between chemical companies, we would be very surprised if it did. Nevertheless, one organizational model seems to fit the needs of the chemical industry particularly well in our experience, this is an organization with global business divisions (i.e., product-based business units with worldwide control of all critically important business functions) as the main axle, guided by the corporate center and supported by shared services. About three quarters of the global players in chemicals have adopted this structure. [Pg.312]

In other words, what integrated and diversified chemical companies need now is bold action aimed at turning them into focused entrepreneurial organizations. Those seeking to make such a transition should first focus on key product or market segments, and then consolidate at the business unit level or below. Once companies have taken these steps, they should use their new platform as the basis for an ambitious growth plan. If they are to execute each step successfully, however, companies will also need to create a more entrepreneurial culture. The result will be an industry that looks very different from toda/s. [Pg.42]

Redesigning the corporate organization in a way that best unleashes performance at business unit level and captures cross-business synergy, in particular putting in place a lean investor-type corporate center that can unlock these synergies at low cost. [Pg.52]

As described in Section 5.3, business units have to align their organization and skills with the chosen business model and pull all the levers needed for outstanding execution (Figs. 5.12 and 5.13). The corporate center can help to ensure that they remain energized and perform best within the bigger corporation in three... [Pg.63]

When this project organization has been set up, chemical companies have to ensure that a consistent corporate IT platform is developed which can then be leveraged. This is particularly critical for e-businesses close to the core business, in order to capitalize on the synergies between existing business units. Here, the corporate IT department should serve as an internal e-commerce application service provider, although the development and hosting of the e-commerce solutions may be partly outsourced to a third party provider. Examples of such corporate IT platforms are solutions such as MyAccount Dow, My Account solution at BASF, etc. E-com-merce businesses that are not related to the core business of the chemical company can be set up as an independent company with no constraints on the IT side. [Pg.92]


See other pages where Business units organization is mentioned: [Pg.116]    [Pg.92]    [Pg.59]    [Pg.116]    [Pg.92]    [Pg.59]    [Pg.104]    [Pg.81]    [Pg.161]    [Pg.175]    [Pg.17]    [Pg.334]    [Pg.42]    [Pg.246]    [Pg.114]    [Pg.117]    [Pg.186]    [Pg.187]    [Pg.216]    [Pg.219]    [Pg.220]    [Pg.222]    [Pg.313]    [Pg.314]    [Pg.319]    [Pg.340]    [Pg.67]    [Pg.51]    [Pg.237]    [Pg.299]    [Pg.364]    [Pg.459]    [Pg.481]    [Pg.224]    [Pg.226]    [Pg.86]    [Pg.43]    [Pg.142]    [Pg.155]   
See also in sourсe #XX -- [ Pg.92 , Pg.121 , Pg.122 , Pg.123 ]




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