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Kemira New Business Model
Kemira New Business Model
Restructuring at Kemira:
A New European Business Model
with a Centralized SAP Platform
in 12 Months
Europe-wide centralization and standardization of the supply chain,
cross-country process harmonization, system transformation, and
roll-in of 11 countries into a global SAP group template
Initial Situation
The strategy of the Kemira
Group a global chemicals company headquartered in Helsinki,
Finland is to focus on serving
water-based industries and municipal water treatment. The company
serves customers in water-intensive industries in three segments:
Paper, Municipal & Industrial, and
Oil & Mining.
In 2009 the chemicals company
made the decision to establish a
new, centrlized business model in
Europe. A centrlized supply chain,
new shared services, harmonized
business processes, together with
a standardized performance management and reporting, would be
the cornerstones of a new, corporate business concept deployed for
all countries and units.
Customer Statements
Jyrki Mki-Kala, CFO
of Kemira: NBM has
been such a major project and it has involved
so many countries and
the outcome has been just great!.
Timo Kokkonen,
Project
Manager Kemira: Thanks to cbs
strong
leadership,
established
methods, and innovative tools,
we succeeded in delivering on
ambitious project plans in a
short time and very economically. Direct quote: This was the
best SAP project in the long
history of SAP projects at Kemira.
the companys three business segments Paper, Municipal & Industrial, and Oil & Mining to generate
50% of the Groups sales.
These are decentralized management structures arranged according to both regions as well as
industries (segments), developed
over time, highly local, and featuring different process flows.
But at the same time, Kemira
Europe is also a collection of tightly intertwined organizational units
interacting with each other in many
ways, with a high throughput of
internal goods and value flows. A
spaghetti network of intercompany transactions, business processes spanning countries, numerous
point-to-point integrated IT processes, and heterogeneous application systems, including SAP as
the main software platform.
Restructuring
Establishing a New
European Business Model
Kemiras management was resolved to take a big step. The organization and business processes were
to be transformed from the ground
up to create more centralized control of the entire company and
achieve overall improvements. The
aim was to foster global company
control according to segments and
create a centralized business model for all countries and units. Stable, standardized business processes
and clearly defined, harmonized
intercompany processes would underpin this new model. The supply
chain would be centralized, shared
service functions would be established, local production sites and
sales units harmonized, centralized
planning and strategy processes,
shared business terms and conditions, and a standardized key figure
system for performance management and management reporting
would be created.
These measures were intended
to realize benefits in terms of efficiency, costs, and revenues in the
whole of Europe. There was to be
a new orientation toward profita-
Solution Approach:
Everything Done by a
Deadline - Ready for Use
in a Year
The management consultants at
cbs presented an alternative solution. Using specific methods and cbs
own, high-performance standard
tools, it would be possible to carry
out a comprehensive and targeted
A Comprehensive
Restructuring Program
The project requirements
went far beyond a purely technical system landscape transformation: Restructuring the
existing SAP platform implied
changing the process configuration and converting and harmonizing structures and dependent
data. High throughput rates in
intercompany business meant
ensuring minimum downtime in
achieving the go-live. On top of
this came the country roll-ins,
adapting the structures and pro-
Project Timeline
combination with cbs own standard software. With M-cbs and the
cbs SHC Framework, all required
business objects and data, including the histories of all SAP modules, were one by one selectively
transferred, converted, and put
into production on the deadline.
On time, in scope, and in budget.
Why cbs?
Outlook
The success of the project is the
perfect reason for Kemira to include further countries in the New
Business Model. cbs continues to
be a successful Kemira partner.
Just two months on, on March
1st, 2011, the next three countries
were incorporated into the new
business model.
In the first three months of
2011, Kemira, together with cbs,
implemented a standardized management information system on
the basis of SAP BusinessObjects.
The second phase for this dashboard-based information system
took place in the first half of 2011.
Benefits
Increased profitability
through:
1. Greater process competence and efficiency
2. Optimized control of and
value creation in company-wide material flows
(supply chain efficiency)
3. Optimized inventory management and reduction
of inventory costs
More efficient use of the
companys own capital
standardization of the
supply chain
Centralization of certain
functions creation of
shared service centers
Standardized view of
customers and outward
presence toward customers
(one company on the market) improved customer
service
Pooling of inventories
reduction of intercompany
transactions
Standardization of
processes