Success Story: SABIC Supply Chain & Process Management

SABIC successfully concluded EMDAD, its supply chain project. A five-year initiative, EMDAD has transformed the way how SABIC plans and operates its supply chain. It has given SABIC new processes, IT solutions, infrastructure and performance measures, a fact that led each SABIC business units (SBUs) to establish their own Supply Chain Planning and Execution department.

During this initiative our role was to lead the implementation of Process-Driven Test Management for EMDAD Program supporting approx. 30 SAP projects in multiple SBUs within entire corporate structure. Architected an entire cross-stream solution supporting all implementation teams in conducting Process-Driven implementation and testing. Responsible for time, quality and budget.

To carry forward the success of EMDAD, SABIC’s Global Supply Chain Center of Excellence (GSC COE) was established, with the objective to set SABIC as the benchmark for best practices in supply chain excellence. GSC COE is a part of SABIC’s Corporate Strategy & Planning and focuses on four main areas: Process Excellence, System Excellence, Project Management and Strategic Sourcing. GSC COE is also actively involved in process governance and master data management, which led SABIC to start with the initiative to establish the Business Process & Data Quality Governance Center (BP&DQ Center of Excellence). The governance of both, business processes and master data, ensures the link between strategy and execution and also enables the overall company to achieve high performance.

As a part of this global initiative, we have supported SABIC corporation in establish the vision explicit and enforceable through a coherent Business Process Management policy. Defined the global single Enterprise Process Map by considering best practices, reference models and academic thinking, which is used across all SABIC business transformation programs and business domains. We provided information, knowledge and insight in existing industry Process Reference Models, such as Software AG standard model, Kaplan Strategy Map (internal processes), SCOR (supply chain processes) and ITIL (IT processes), to identify value creating end-to-end processes.

We further advised on the RACI Matrix to structure the governance model (ownership of the functional and end-to-end processes) and constructed the deployment plan and roadmap for the corporate wise BPM implementation. Supporting the increase of SABIC’s Process Maturity Level, our change management initiative included developing the respective BPM training portfolio and content to broaden BPM knowledge and raise process-awareness of SABIC employees. Finally, our assessment methodology covers both, the Process Performance Indicators (PPIs) and Key Performance Indicators (KPIs) that allows to asses and monitor SABIC’s process execution and master data accuracy periodically and enable to drive optimization and ensure end-user adherence.

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