The Chemical Manufacturer Business Capabilities Map is a customizable, comprehensive, and in-depth set of business capabilities that capture the essence of what a chemical company does. It will help companies gain a holistic perspective of their business at a foundational level and provide a business blueprint for many valuable purposes. The chemical manufacturer business capabilities map comprises about 450 capabilities across three levels.

(Note: As the chemical industry business capabilities map is a digital deliverable, we do not accept returns or issue refunds. So, please read the product description and the terms carefully before purchasing.)

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The chemical manufacturer business capabilities map is a set of multilevel and granular business capabilities with a primary focus on the core industry-specific value chain but also provides a decomposition of the horizontal shared services.

A capabilities model is a must-have tool for business architects, enterprise architects, business and technology leaders, and project teams to fathom the nuances of the industry’s core, context, and commodity capabilities.

The Strategic Imperative for Chemical Manufacturing Industry Transformation:

The chemical manufacturing industry faces critical drivers transforming a strategic imperative. Key factors include increasing sustainability concerns, rising demand for product innovation, the need for operational efficiency, and shifts in global market dynamics.

Sustainability concerns are compelling chemical manufacturers to adopt environmentally friendly processes and develop greener products. In addition, regulatory pressures and public awareness around climate change necessitate the reduction of greenhouse gas emissions, efficient resource utilization, and managing hazardous waste.

Product innovation is vital to meet the evolving needs of end-use industries, such as automotive, agriculture, and pharmaceuticals. Manufacturers must develop advanced materials and solutions that offer enhanced performance, improved safety, and reduced environmental impact to stay competitive and address market demands.

Operational efficiency has become crucial in optimizing resource use, minimizing costs, and improving responsiveness to market fluctuations. In addition, digital transformation, driven by Industry 4.0 technologies such as IoT, automation, and data analytics, enables manufacturers to enhance production processes, supply chain management, and overall productivity.

Shifts in global market dynamics, including economic uncertainties and changing trade policies, necessitate a more agile approach to manufacturing. As a result, companies must adapt their supply chains, explore new markets, and forge strategic partnerships to maintain a competitive edge in an increasingly globalized and interconnected landscape.

Business Capabilities are a Cornerstone for Transformation

For a chemical manufacturer to transform successfully, it is essential to establish a structurally strong foundation to support change and innovation over time. This is where business architecture and business capabilities come into play. Business architecture is creating a structured model, including an abstraction of its operations, functions, systems, and resources. This model can help enterprises understand how their business operates, identify inefficiencies, and develop a plan to optimize and streamline operations. In addition, by creating a clear picture of their business architecture, companies can better understand how different business units and functions interact and how changes in one business area can impact other areas.

Business capabilities encapsulate and abstract the functions, skills, and resources a company needs to execute its business strategy successfully. By defining and organizing their business capabilities, companies can identify gaps and redundancies and develop a roadmap to address them. This helps ensure the firm has the necessary resources to execute its strategy and drive innovation over time.

Business architecture and capabilities provide firms with a framework to assess and optimize their operations, reduce costs, and drive innovation. By taking a structured approach to transformation, enterprises can build a foundation capable of supporting ongoing change and adaptation and position themselves for success in a rapidly evolving industry.

(NOTE: The current product provides a comprehensive business capability model. It does not include other business architecture artifacts.)

Chemical Manufacturer Business Capabilities Map Deliverables:

The chemical industry business capabilities model comprises ~450 capabilities across three levels and includes the following editable artifacts:

• An Excel spreadsheet with the grouping of capabilities.
• A PowerPoint format with the top three levels presented in a nested visualization.
• A Word document with capabilities in a multilevel list format.
• High Tech Capability Definitions (at Level 3)
• Capability KPIs (Key Performance Indicators) (at Level 2)

How to Use the Chemical Manufacturer Business Capabilities Map?

A business capabilities map is a fundamental and foundational deliverable in the business architecture continuum. The Chemical Manufacturer capabilities model encapsulates end-to-end aspects of the business with a detailed, multilevel capabilities list.

There are several benefits from business capabilities, including, among others:

• Foster alignment between business and IT using capabilities as an everyday language.
• Capabilities are a structurally sound and internally coherent abstraction of business functions.
• A capability-based roadmap eliminates redundancy and replication and focuses on capability evolution
• Juxtaposing capabilities and systems/applications provide a footprint analysis and can lead to better application portfolio rationalization decisions.

The chemical manufacturing industry business capabilities map decomposes components up to three levels. Created by business architects and industry domain experts, the capabilities list is detailed, in-depth, and conforms to the construct of MECE (mutually exclusive and collectively exhaustive).

Who should use the Capabilities Matrix?

The chemical manufacturer business capabilities matrix is a generic model; hence, it is a starting point, not the final product. (Please note that a generic map covering multiple areas will not be specific to your specific company or business model; that is where our professional services can help customize and detail the capability model. Or you can modify and tailor it to your needs internally.) The primary users encompass:

• Business architects and enterprise architects.
• Leaders focused on business transformation.
• Product and program managers enabling capabilities.

Chemical Manufacturing is a vast and diverse industry with many subsectors. However, with minor changes, the following subsectors will find the capabilities map valuable. (Remember, these are business capabilities, not any subsector’s “technical” capabilities.)

1. Basic chemicals: These include the production of bulk commodity chemicals, such as inorganic chemicals (acids, alkalis, salts), organic chemicals (alcohols, aldehydes, ketones), and petrochemicals (ethylene, propylene, butadiene).
2. Specialty chemicals: This subsector produces high-value-added chemicals designed for specific applications, catering to various industries like automotive, construction, and electronics. Examples include adhesives, sealants, coatings, and advanced polymers.
3. Agricultural chemicals: This subsector comprises the production of agricultural chemicals, such as fertilizers, pesticides, herbicides, and fungicides.
4. Pharmaceuticals: The pharmaceutical subsector involves the manufacturing of medicinal chemicals, including active pharmaceutical ingredients (APIs), intermediates, and drug formulations.
5. Consumer Product Inputs: This subsector encompasses the production of chemicals used in consumer goods, such as detergents, soaps, cosmetics, and personal care products.
6. Industrial gases: This subsector deals with the production and distribution of industrial gases like oxygen, nitrogen, hydrogen, and specialty gases used in various industries.
7. Synthetic materials: This subsector includes the manufacturing of synthetic fibers, resins, and plastics, such as polyethylene, polypropylene, PVC, and polystyrene.
8. Paints and coatings: This subsector is focused on the production of paints, varnishes, and other surface coatings used in various applications, including industrial, automotive, and architectural.
9. Bio-based chemicals: This emerging subsector involves the production of chemicals derived from renewable sources like biomass, utilizing biotechnological processes and bio-catalysts.

Why Purchase a Business Capabilities Map?

Defining business capabilities from a blank slate takes time and effort and delays time to value. Instead, a pre-built and customizable business capability map helps provide 60-80% of capabilities allowing internal teams to focus on what is missing or unique to their companies.

And the cost is less than an inexpensive team dinner or the loaded cost of 4-5 team members brainstorming for an hour.

And far less than the deliverables consulting firms produce at over $100,000 or more, and compared to that number, the cost of our capabilities models is a fraction (a rounding error.)

Even if you already have a capability map, you could use our version to compare, validate, and potentially include missing capabilities.

A Note About the Artifacts:

• Business Capabilities Matrix: A functional area occupies one box in many business capability maps. Some may wonder why we decomposed the capabilities into 100X or more capabilities. We humbly submit that one box or entry in a one-page diagram is Wall Art, not an implementation tool. Decomposing capabilities into a nested list of granular items will help understand a capability’s depth, breadth, scope, and importance. It is also possible that some capabilities in our matrix may not be relevant to you. Similarly, we may have captured and documented some relevant and essential capabilities of your firm.
• Capability Definitions: We include capability definitions at Level 3. Please feel free to modify it to your company’s needs.
• Capability KPIs (Key Performance Indicators): We added a few KPIs for capabilities (mostly at Level 2) to get you started. You may not measure these KPIs in your company and have an entirely different set of metrics. Again, use them as a springboard, and not debate the applicability to your firm.

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