Achieving standardization of Supply Chain Processes to increase ‘‘end to end’’ transparency and decrease costs By Peter Devos LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives. Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.

1. Düsseldorf
April 21, 2010
Achieving standardization
of Supply Chain Processes
to increase ‘end to end’
transparency and decrease
costs
Peter Devos
Business Process Competence Dir.
Monsanto Europe
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2. MONSANTO
THE COMPANY AT A GLANCE
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3. Monsanto is an Agricultural Company
Crop Protection: Seeds: Corn, Soy, Rape, Cotton,
RoundUp Vegetables
“According to the UN, by
2050 the world needs to
double its food production
to feed 9.3 billion people”
Technology :
“Monsanto is committed to
double yield of corn, soy and RoundUp Ready,
cotton by 2030” SmartStax
-Hugh Grant, Monsanto CEO
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4. Monsanto Factsheet
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5. Production Sites
Crop Protection Site
Vegetable Seeds Site
Row Crops Seed Site
161 Production Sites
35 Countries
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6. SUPPLY CHAIN PROCESS
MANAGEMENT
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7. Supply Chain Process Management
A Process is the way your supply chain people
are executing their daily job supported by IT-
tools
Process
Technology People
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8. Supply Chain Process Management
The Quality of a supply chain organization is
determined by the quality of execution of its
business processes
Process
Quality
&
Productivity
Technology People
Page 8
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9. Supply Chain Process Management
CEO to SC Manager:
The risk: a rigid process embedded in a resistent
Deliver my
customers Now!!!!
organization without innovative thinking
Process
- Org with resistance to Change
- Lack of SC Agility
- Reduced Scalability
- Lack of leverage
Quality
&
Productivity
Technology
People
Page 9
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10. Renewed focus around Process Mgt
• Process Mgt is a way to prepare for the
Economic Upturn
– Status Quo is not acceptable
• Reorganizational pressures
– Do more with less people (= different from working
harder)
– Leverage existing people skills by new process & IT-
tools
– Align Roles & Resp – process ownership
• More awareness that Supply Chain performance
is driven by process mgt Page 10 10

11. SUPPLY CHAIN PROCESS
MANAGEMENT
BUSINESS CASE 11

12. Supply Chain Improvement
• Costs - WC
• Quality Information Management within
your Business Process
• Volume
• Inventory Visibility
Transparency
• Compliance Information Reliability
• Risk Mgt
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13. Process Improvement: where to start?
Business IT
Supply Chain
needs fast & agile Process & Cost ICT need to cut
Improvements
responses & costs & need
processes to serve longer leadtimes
the more Technical to cope with
demanding innovation Requirements
customers
Miaow ??
ROCK HARDPLATE
Wuff ??
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14. Process Improvement @ Monsanto
Business IT
Supply Chain
needs fast & agile Process & Cost ICT need to cut
EMEA
Improvements
responses & costs & need
Business
processes to serve longer leadtimes
Process
the more Technical to cope with
Competence Center
demanding innovation Requirements
customers
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15. Process Improvement: Monsanto case
Roles Responsibility
• Std Process solutions
• Tech Designs
EMEA • Crossfunct. views
Business
Process • Std process mappings
Competence • Lean – Six sigma
Center • Power user Training
• KPI’s - dashboards
• Reporting - analysis
• Data transparency
• master data mgt
• process parameters
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16. Some examples
1. Crossfunctional workshops around Business Process Improvement
‘Streamline execution of business processes”
AS-IS * TO BE
Process mappings
People “on boarding” work as “owners” for change
Install smarter business processes to make cost
reductions sustainable
Create ownership for the “end result”
Encourage crossfunctional process thinking
Map systems within business process
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17. Some examples
2. Installation of a standard DRP process accross EMEA
DRP Process
orchestration
Standardized delivery process
Logistics Costs tranparency & Cost savings
Process automation
Improved inventory prepositioning
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18. Some examples
3. Installation of central business dashboards: easy accessible
Common SC process & master data => full business data transparency
Daily order, inventory, business tracking
Right business decisions
Standard business process mgt => Agility
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19. Conclusions
• Process Management is a survival need in the current
business climate
• Process Management goes beyond six-sigma, lean and
IT-tools
• Process Management is working smarter versus
competition, not working harder
• Process improvement is not new, it’s a race without a
finish.
⇒ I wish you all the best with your process improvement
endeavours
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20. Q&A
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