Chemical Business Research Articles

IMPLEMENTATION OF BUSINESS MODEL CANVAS IN CHEMICAL MANUFACTURING COMPANY PT TIMURAYA TUNGGAL

One of the industries that drives the economy is manufacturing. Companies to be able to continue to excel and compete need a business model that is in line with the strategy to achieve corporate goals, especially under the current conditions of economic globalization. Business Model Canvas (BMC) is one of the business models that describes how a company creates, delivers and records the value of the product or service it produces. The background of this research is to identify the business model used by chemical manufacturing companies in creating value for their customers. The aim of this study is to find out how the implementation of BMC in chemical manufacturing companies in creating value and provide advice and recommendations on the business models used. Key activities and key resources are important elements in a chemical company's business model, since the production process is the main activity in the manufacture of products, which are then sold and distributed to customers

위해관리계획서 작성 사업장 간 ‘비상대응 정보공유체계’ 구축에 관한 연구

Currently, high-risk business sites that handle accident-preparatory materials more than the designated quantity must submit a risk management plan. Through this, the company manages the risk of spreading out of business sites due to chemical handling.<BR> However, as the number of chemical businesses in Korea increases day by day, the frequency of accidents and their damage are only increasing. At this time, initial response is important to reduce accident damage, but in small and medium-sized businesses, initial response is not good. To solve this problem, the emergency response information sharing system in the project site management plan should be established to jointly respond to accidents. In this study, we derived information that can be shared in establishing a system for sharing emergency response information among businesses. It also provided guidelines for improving emergency response information and establishing a system for sharing emergency response information among businesses.

In Search of Smart Specialization to Ensure the Sustainable Development of the Post-Conflict Territory: the Case of the Luhansk Region in Ukraine

This work highlights a range of problems related to ensuring sustainable development of post-conflict territories, as well as ways to overcome those through smart specialization approach. The influence of military conflict on Luhansk region's economy structure and economy's pace of development had been determined. Capacities of smart specialization as a contemporary tool meant for intensifying innovative development, structural modernization and improving competitiveness of regions had been studied. While researching regional context the current state and structure of the chemical sector, which is region's traditional specialty, had been analyzed and also its SWOT analysis had been conducted. Potential for diversification, innovative and cross-sectoral evolution of the existing chemical business was discovered. We pay attention to chemical production's digitalization horizons and its integration into rapidly growing region's agricultural sector as part of precision farming concept. The suggested agrochemical ecosystem's model facilitates communications between leading stakeholders, increases efficiency of entrepreneurial discovery process, creates new areas of specialization and new leverage for ensuring region's sustainable development. Keywords: sustainable development, smart specialization, chemical industry, agriculture, ecosystem, precision farming, Luhansk region

Economic Evaluation of the Production Efficiency of Chemical Substances and Chemical Products in Russia and in the Kemerovskaya Oblast

Development of chemical industry in Russia is determined by the availability of the essential national resource sectors. The economic growth rate in the Russian economy depends on the efficient production of chemical substances and chemical products. Fluctuations of financial indicators for the chemical production in Russia in 2012-2017 show a positive trend. The development of the sector as a whole is subsequently affected by economic indicators of individual businesses in the regions. The Kemerovskaya oblast is one of the leading regions in terms of chemical substance and chemical product manufacturing with six chemical businesses operating there. Kemerovo Joint Stock Company Azot is in top five nitrogenous fertiliser manufacturers in Russia accounting for 1/3 of the total caprolactam produced in Russia. The economic efficiency evaluation of the Azot KJSC was conducted. The analysis of the performance of the business based on the processed public accounting data allowed to identify the critical points and growth drivers, the positive trends in enhancing the efficiency of a business and overcoming the crisis (negative net revenues in 2015). Better economic performance of a business finds its expression in the growing output, revenues, profit, rate of return and higher average annual cost of the capital assets The analysis showed that the trend within the chemical industry in the region is similar to the one on the national level.

Lanxess completes sale of chrome chemicals business to Brother Enterprises

Lanxess completes sale of chrome chemicals business to Brother Enterprises

BASF sells Construction Chemicals business to Lone Star private equity fund

BASF sells Construction Chemicals business to Lone Star private equity fund

Lone Star Funds to acquire BASF's Construction Chemicals business

Lone Star Funds to acquire BASF's Construction Chemicals business

Nouryon sells and buys

Nouryon, the former chemical business of AkzoNobel, has agreed to sell its Elotex-brand vinyl acetate redispersible polymer business, including plants in Asia and Europe, to Celanese. Elotex powders are used to improve the performance of mortars for the construction industry. Celanese says the acquisition will enable it to leverage its acetyl chemicals supply chain. Simultaneously, Nouryon has agreed to purchase J.M. Huber’s carboxymethyl cellulose (CMC) activities. Like the Elotex business, the CMC business makes additives for improving the performance of mortars. But unlike Elotex powders, CMC is derived from biobased raw materials. Nouryon says the deal will substantially broaden its portfolio of sustainable, biobased water-soluble polymers for use as thickeners, binders, stabilizers, and film formers. The Huber business has annual sales of $150 million and 240 employees, and includes a plant and R&D center in Aanekoski, Finland. Nouryon expects to complete both deals by the end of June.

Michigan sues firms over PFAS

Michigan attorney general Dana Nessel has filed a lawsuit against more than a dozen chemical businesses that make or historicallymade per- and polyfluoroalkyl substances (PFAS) in the state. The suit alleges that 3M, DuPont, Chemours, Archroma, Arkema, and others knowingly and recklessly manufactured, distributed, and disposed of PFAS materials, resulting in the contamination of the state’s natural resources and drinking water. The chemicals have been linked to cancer, reproductive issues, and other health problems. The suit asks the companies to stop selling PFAS and compensate the state for investigation, monitoring, and cleanup.

Business Roundup

BUSINESS Business Roundup ShareShare onFacebookTwitterWechatLinked InRedditEmail C&EN, 2020, 98 (1), p 13January 6, 2020Cite this:C&EN 98, 1, 13AbstractEvonik Industries says it will build a world-scale plant to produce rhamnolipids, a class of biosurfactants made by fermenting lipids. Unilever is already using the surfactants in its Quix brand of dishwashing detergent liquid, sold in Chile. Arkema’s Bostik unit has acquired LIP Bygningsartikler, a Danish maker of tile adhesives and waterproofing systems with annual sales of about $34 million. The deal boosts the adhesive maker’s presence in the Nordic countries. Ecolab is merging its upstream energy business—which includes its oil field chemicals business—with the oil and gas equipment maker Apergy. The combined company will have about $3.5 billion in annual revenues. BASF Venture Capital has invested an undisclosed sum in Israel-based start-up Equinom, a developer of computerized seed-breeding technology. The tools are used to cross-breed plants to introduce desirable traits, such as protein or oil content, and functionality, like shatter resistance in sesame-seed pods. Gevo has signed an agreementView: PDF | Full Text HTML

BASF finds home for construction chemicals

Completing a yearlong auction process, BASF has agreed to sell its construction chemical business to the private equity firm Lone Star for about $3.6 billion. With more than 7,000 employees and annual sales of about $2.8 billion, the business produces chemicals and other materials used in the construction industry. BASF is also in the process of selling another noncore business—pigments—to Japan’s DIC for $1.3 billion.

Current trends and priorities of the European chemical industry’s development: an analytical review

The article highlights the results of analysis of current trends, factors, priority areas and institutional tools for the European chemical industry’s development. The relevance of the research topic is due to the importance of finding ways to overcome the inertial scenario of the Ukrainian chemical industry’s development, involving the best European experience in innovative modernization and using the institutional instruments for sectoral cooperation with European countries. In this work we study the dynamics and structure of European chemical manufacturing and identify the factors that reduce its global competitiveness. We reveal the strengths and weaknesses of the chemical complexes of the European chemical business’ leading countries, as well as the Scandinavian countries and countries of Central and Eastern Europe. Today, a highly qualified workforce, powerful production, transport and logistics infrastructure, advanced technologies, resource and energy efficiency, digitalization, highly developed sectoral innovation ecosystem, integration into global value chains, strong intersectoral and interregional collaboration, and environmental protection are important components of the chemical business’ efficiency. We focus on the advantages of the cluster form of chemical production organization and demonstrate the features of its application in various European regions / countries. Our research shows that achieving the Sustainable Development Goals is the starting point for most modern chemical innovation and the source of long-term sustainable growth in the chemical sector. In the author’s view, it is advisable to look for promising ways of innovative modernization of the Ukrainian chemical industry at the regional level when developing smart specialization strategies, taking into account interregional and intersectoral synergies, as well as the potential of strategic partnership with the European Chemical Regions Network.

Green supply chain management: learning from Indian chemical sector

The purpose of this paper is to understand current and desired status of the environmental responsiveness of supply chains in India. The objective of this study is to explore the framework for GSCM implementation in Indian context. A self-administered questionnaire was developed containing three parts, i.e., GSCM drivers, GSCM practices and GSCM performance. The total sample size was 180 consisting of MSMEs in chemical business. The dimensions for GSCM drivers, practices and performance were explored and their interrelationships were analysed. It was found that GSMC drivers create significant impact on GSCM practices, which in turn creates significant impact on GSCM performance. Most relevant studies about framework for GSCM implementation has not addressed properly in Indian context. This new framework fills the gap of the absence of strategies for GSCM implementation in India.

Ravago consolidates its North American chemical distribution business as RCNA

Ravago consolidates its North American chemical distribution business as RCNA

The oil &amp; gas upstream cycle: Exploration activity

Eni operates in all areas, from its traditional oil, gas and chemical businesses to renewable energy resources, through its business units and companies. Significant investments are also dedicated to research and development. Eni’s organizational structure is oriented towards the oil &amp; gas core business, time and cost efficiency and the achievement of goals; an agile and effective organization in constant evolution, capable of responding promptly to the challenges that the scenario poses to the entire energy sector. Within the oil &amp; gas industry cycle, the upstream phase includes the exploration, which is the object of the present paper, the development, production and abandonment activities, whereas the midstream and downstream phases deal with the hydrocarbon transportation and trading to the refining and marketing. The exploration units manage Eni’s exploration activities. Exploration is Eni’s driving force, and it is this activity that in recent years has ensured, and will continue to ensure, the future organic growth of the company, with low costs and the flexibility to monetize quickly the results. The concluding section of the present paper will briefly review the future of the oil and gas industry in the context of the energy transition.

Studi Deskriptif Kepemilikan Modal Kewirausahaan dalam Pendirian Usaha Rintisan Baru

This descriptive study was conducted to see the relationship between the entrepreneurial capital ownership and the establishment of new startups. Through the subject study entitled Entrepreneurial Capital in Prasetiya Mulya's S1 Business program, student assigned to mapping their entrepreneurial capital, formed group and proposed a startup idea. To answer whether optimization of entrepreneurial capital contributes to success the establishment of new startups, we make a quantitative approach by analyzing the data obtained from the assessment of the final exam business ideas, and entrepreneurial capital of group, as well as qualitative assessments of each aspect of capital entrepreneurship tested. Final assessment shows that 109 groups formed has sufficient entrepreneurial capital to running new startups in 9 selected business fields. The lowest score in the food and beverage business shows that entrepreneurial capital in this area is not difficult. In certain area such as in chemical businesses, more entrepreneurial capital is comprehensively and completely needed. Further study need to do by studying the journey of each group, in completing the final project business projectfor the next one year

Business Strategy of Chemical Company Using SWOT and Business Model Canvas Approach

Chemical business in water treatment has a potential growth in the future. Currently, PT A is a chemical company who leads market share in Indonesia compared to other competitors. Within next ten years, PT A should keep this level of competitiveness and improve the level of market share. Therefore, indispensable to analyze the business strategy in order to be ready to face upcoming competitiveness and opportunities. Analysis of strategy is conducted by SWOT approach. From this SWOT analysis, Internal Factor Evaluation (IFE) and External Factor Evaluation (EFE) matrix then took place to review this SWOT result. Furthermore, Business Model Canvas method is used to discuss more detail in every single block. During using Business Model Canvas, company representative is invited in Focus Group Discussion. Business Model Canvas is selected in this research due to it has comprehensive analysis about the nine variable that company running the business. From this research, it is known that company place at quadrant I of SWOT diagram. IFE and EFE score is 3.54 and 2.40, respectively. This score plots at zone IV, which means Grow and Build, in IFE-EFE matrix. These result then become an input for BMC mapping. Improvement of BMC then recommended for key resources, key partnership, key activities dan channels. Strategy generated from this research then will be a recommendation to the management. Besides, this research also become a motivation for the researcher because so far there is no particular strategy development for water treatment business in power plant based on academic point of view

UK reverses an Ecolab deal

In an unusual move, the UK government’s Competition and Markets Authority (CMA) has decided that the US commercial cleaning product giant Ecolab must divest Holchem, a UK cleaning chemical business that it acquired in December 2018. The CMA ruled that the deal would lead to unfair competition and an increase in prices for Holchem’s customers in the food and drink industry. Ecolab bought Holchem, a family-owned firm with annual sales of about $55 million, without informing the CMA. Companies acquiring businesses in the UK are not legally required to refer their deals to the authority, but those that don’t run the risk of a possible reversal, according to the CMA. The CMA said it had looked at ways to limit the acquisition’s impact on the market but had concluded that divestment is the only effective option. “Now, Ecolab must sell off Holchem to a new owner, which must be approved

At Nouryon, the transformation begins

Enter the headquarters of Nouryon, the former chemical business of AkzoNobel, in downtown Amsterdam, and you wouldn’t notice any changes since it was sold to the investment firms the Carlyle Group and GIC for $11.6 billion a little less than a year ago. Nouryon and AkzoNobel still cohabit the same AkzoNobel-branded building. Former colleagues from both companies continue to eat in a shared canteen and take coffee together in the ground-floor, open-plan art gallery. Go beyond the electronic entry doors on floors occupied by Nouryon, though, and change is in the air. Nouryon has an eye on acquisitions worth $1 billion or even more. CEO Charles W. Shaver is also looking to sell some of Nouryon’s commodity businesses as part of a new approach to drive up profits and sales by 4–5% annually. The slowing global economy means that achieving such targets will not be a cakewalk. In a hint

DIC to buy BASF pigment business

BASF is selling its pigment business to the Japanese chemical maker DIC for about $1.3 billion in cash. The German firm put the business on the block in February. With sales last year of more than $1.1 billion, the business produces organic, inorganic, and pearlescent pigments at 11 facilities, mostly in Europe and North America. It will become part of DIC’s color and display business, which makes organic and pearlescent pigments as well as liquid crystal materials; it also has annual sales of about $1.1 billion. DIC is active in pigments through its Sun Chemical unit. Still for sale is BASF’s construction chemicals business, which has annual sales of about $2.7 billion.