Solution

Executive Summary

For this assessment, a business report has been developed for evaluating global commercial strategy. This report focuses on S-Chem organisation. The importance of evaluating the global commercial strategy is informed by its effectiveness in guiding an organisation successful leverage on competitive advantage and dominance in their business environment. To achieve the intended business report aim, the focus areas included relationship between strategy and corporate; business and functional structures, methods of analysis of supply chain, resources management for supporting development and implementation of strategy and how costs and finances influence supply chains. Through the application of different models and theories (CIPS Module Notes), a set of findings have been generated. The key findings indicate that there exist a direct  relationship of strategy and corporate; business and functional structures. In regard to supply chain analysis, various tools are applicable which are qualitative and quantitative. The findings indicate the analysis target areas of supply chain visibility, risk management, competition and improvement areas in their supply chain. Another key finding evidence effective  use of resources is dependent on holistic inclusion of all stakeholders. With S-Chem being a conglomerate of various entities, implementing a global commercial strategy would mean that they reduce their costs overruns, increased profitability and dominate the chemicals manufacturing industry. This is since it is aligned to the Key Performance Indicators (KPIs) which impact the contract management and supply chain management.

In line with key findings and conclusions generated, a set of recommendations have been obtained which include;

• Embrace in technology and innovation for purpose of improved analysis of relations of corporate and strategy
• Enhance flexibility of supply chain by improving collaboration of different suppliers
• Actively involve PS&M department in supply chain analysis by predicting and satisfying customer demands
• Update the supply chain network for management of the different identified risks

Table of Contents

1.0 Introduction. 3

1.1 S-Chem Organisation Background. 3

1.2 Context of Business Report 3

2.0 Global Commercial Strategy. 4

2.1 S-Chem Organisation Structure. 4

2.2 Strategy alignment to Shem’s Objectives. 5

2.2.1 S-Chem Aim; alignment to mission and vision. 5

2.3 Strategy Relationship. 6

2.3.1 Corporate. 6

2.3.2 Business. 7

2.3.3 Function. 7

2.3.4 SWOT of Structure. 8

3.0 Supply Chain Analysis. 10

3.1 Supply Chain Visibility. 10

3.2 S-Chem Analysis of Supply Chain. 11

3.3 Risk Management 13

3.4 Competition within Supply Chain. 14

4.0 Resources Management 16

4.1 People, information, technology and finance. 16

4.2 Stakeholders Analysis. 17

4.3 External Factors. 19

5.0 Cost Management in Supply Chain. 20

5.1 S-Chem’s Financial Objective. 20

6.0 Conclusion and Recommendations. 22

6.1 Conclusion. 22

6.2 Recommendations. 23

References. 24

Bibliography. 27

Figure 1:Summary of S-Chem Products. 4

Figure 2:S-Chem Organisation Structure.. 6

Figure 3:Summary of S-Chem Mission and Vision. 7

Figure 4:S-Chem Corporate structure. 8

Figure 5:Summary of S-Chem Business Structure. 9

Figure 6:Summary of functional structure for S-Chem… 10

Figure 7:Ansoff Matrix. 12

Figure 8:Summary of Descriptive Analysis. 14

Figure 9:Porter’s Value Chain. 15

Figure 10:Porter’s 5 Forces Analysis. 17

Figure 11:Supply chain analysis improvement and corporate objectives. 18

Figure 12:Components of MIS system… 19

Figure 13:Mendelow Matrix Analysis. 20

Figure 14:RACI Matrix Summary. 20

Figure 15:Summary of Pricing Agreements. 23

Figure 16:Impact of foreign exchange factors and volatility. 24

Table 1:S-Chem Organisation Structure.. 10

Table 2:Summary of supply chain network. 12

Table 3:S-Chem Risk Register. 15

Table 4:STEEPLED analysis summary. 22

1.0 Introduction

1.1 S-Chem Organisation Background

S-Chem is identified as one of the pioneer organisations in the development of industrial foundation of the Kingdom of Saudi Arabia particularly in the petrochemical industry (S-Chem, 2024). The purpose of this is leading the way for the private sector investment through the petrochemical industry. The organisation is comprised of the Saudi Chevron Phillips Company (SCP), Jubail Chevron Phillips Company (JCP) and Saudi Polymers Company (SPCo). The organisation has been in active operations in KSA chemicals market since year 1999 with their basic goal being production of high-level quality products with competitive costs for covering demands of the growth of petrochemicals market (S-Chem, 2024a). A summary of the organisation products is as illustrated in the following;

Figure 1:Summary of S-Chem Products

Source: (S-Chem, 2024)

1.2 Context of Business Report

A commercial strategy is identified as a detailed plan outlining objectives of organisation, practices and set measures intended to guide an organisation leverage on competitive advantage and dominate their market (Trzeciak et al., 2022). Also, this is used in guiding and motivating commercial teams in supply chain for achieving different goals, progress monitoring and measuring success. This means that commercial strategy is used for managing risks, responding to uncertainty and encountered issues (CIPS, 2024).  As a result of the recent disruptions in business environment (COVID-19 and subsequent economic disruption), having a commercial strategy aligning strategic goals and addressing commercial risks is instrumental. In light of this feedback, this business report will focus on evaluating global commercial strategy for S-Chem organisation.

2.0 Global Commercial Strategy

2.1 S-Chem Organisation Structure

In S-Chem, they operates through a hierarchical organisation structure. According to Abbe et al. (2021) this is characterised by different levels of authority with a chain of command  linking different management levels in the organisation. It is most appropriate for larger organisations. As illustrated in the following structure, with different organisation levels engaged, they are best positioned to ensure employees re in alignment if mission and goals;

Figure 2:S-Chem Organisation Structure

Source: Summarised from the organisation internal documents

As evidenced in the organisation structure, the authority flows from the executive president (SPC, JPC & SPCO) to different general managers in every department down to their employees. The outcome of this is the existence of a coordinated strategy which handles all the challenges hindering the organisation success in KSA and international petrochemicals industry.

The key corporate objective of S-Chem is to produce high quality products while at the same time being accountable to all their stakeholders (S-Chem, 2024a). To achieve this, the structure (figure 1) has 5 different managers (purchasing, finance, tax and compliance, information technology and digitisation product). They coordinate all stakeholders towards a common goal. This is while being efficient in making decisions with a reduced costs of operations.

2.2 Strategy alignment to Shem’s Objectives

2.2.1 S-Chem Aim; alignment to mission and vision

The main aim of S-chem is leading the way for the private sector for investing through the petrochemical industry. This is evidenced by their $2.67Bn market cap and being 3,766^th most valuable organisation by market cap internationally (Company Market Cap, 2024). A summary of the organisation mission and vision is illustrated in the following;

Figure 3:Summary of S-Chem Mission and Vision

Source: S-Chem (2024b)

According to Fitzsimmons et al. (2022), there is a potential downfall of an organisation whose aim is not coordinated with mission and vision statements. In S- Chem, achievement of their aims is driven by their mission and vision. For instance, with more than 800 employees RocketReach (2024), S-chem appreciate need for being an employer of choice. This is while coordinating partnership with all stakeholders (partners and community) while managing sustainable growth. Hence, it is appropriate noting that S-Chem aims represent roadmap adopted to inform and guide navigation of their mission and vision. For an effective alignment of aims with mission and vision, S-Chem can leverage on an increased embrace of technologies and innovation.

2.3 Strategy Relationship

2.3.1 Corporate

Corporate structure identify how different departments /business units within an organisation are organised (Shestakov et al., 2020). Hence, S-Chem corporate structure is as illustrated in the following;

Figure 4:S-Chem Corporate structure

Source: Generated from Organisation Structure

As aforementioned, the core corporative strategy is “leading the way for the private sector to invest through petrochemical industry”. As such, their corporate structure (see above illustration) is not only one-dimensional. Nevertheless, they focus on leading others in areas of management of their employees/human capital, sustainable environment, transparency, embracing technology and manufacturing. Hence, similar to Kim and Mauborgne (2009) findings, S-Chem corporate strategy mirrors corporate structure.

2.3.2 Business

This represent legal structure of S-Chem influencing their day-to-day operations (CFI, 2024). In their organisation structure, this is under the operations as illustrated in the following;

Figure 5:Summary of S-Chem Business Structure

Source: Summarised from organisation structure

With S-Chem main business being production of benzene (835), Cychohexane (355), and Gasoline Components (804), their business strategy is aligned towards achievement of this strategy. This is by leveraging on uncontested markets and existing business operations. This is even evident by the organisation international market venture having Saudi Chevron Phillips an ownership of ACP and SIIG both at 50% market capitalisation (S-Chem, 2024).

2.3.3 Function

The functional structure in S-Chem is primarily comprised of the technical and maintenance. Hence, they are tasked with ensuring efficiency for success achievement of the corporate strategy. The functional structure include the following components;

Figure 6:Summary of functional structure for S-Chem

Source: Summarised from organisation structure

Hence, by active coordination of the managers in technical and maintenance departments, the end products is assured of being of high quality. This lead to having products and services which meet ISO 9001, 14000, 45001 and Halal certified company.

2.3.4 SWOT of Structure

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