Ici Supply Chain Management Report by Ali Raza

Imperial Chemical Industries PLC

REPORT ON

BY: -

ALI RAZA----------------------------------------1390AYESHA CURMALLY--------------------------1188SYED SABIH AHMED-------------------------1303SHOMAILA MALLICK-------------------------1185FAIZAN SHEIKH--------------------------------1309

SUBMITTED TO:- RANA MUHAMMAD IDREES

COURSE: - SUPPLY CHAIN MANAGEMENT

Supply Chain Management Report KASBIT (University With a Difference)

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ACKNOWLEDGEMENTS

Our all acknowledgments and regards to MERCIFUL ALLAH, Who blessed us with courage and enhanced our skills in formation of the report.

In lasts but of course not the least We show homage and all gratitude to our honorable teacher MR. RANA MUHAMMED IDREES, who supported us and shared his great professional experience and knowledge with us and the management of ICI for sharing very comprehensive information about their production and transportation from raw material to finished goods and whole process of supply chian.

DATED: 10-MAY-2010


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TABLE OF CONTENT

ICE’S VISION--------------------------------------------------------------------------------------1ICI GROUP IN BRIEF------------------------------------------------------------------------------1INTRODUCTION------------------------------------------------------------------------------3COMPETIVE AND SUPPLY CHAIN STRATEGIES---------------------------------------------------5AN INTRODUCTION TO SUPPLY CHAIN MANAGEMENT ---------------------------------------6DIRVERS AND SUPPLY CHAIN PERFORMANCE---------------------------------------6MODE OF TRANSPORTATION ------------------------------------------------------------------8SUPPLY CHAIN DECISIONS------------------------------------------------------------------ 10DESIGNING DISTRIBUTION NETWORK IN A SUPPLY CHAIN NETWORK------------------ 10SUPPLY CHAIN MODELING APPROACHES------------------------------------------------ 12CREATING VALUE BY ALIGNING SUPPLY CHAIN----------------------------- 13EFFICIENT CONSUMER RESPONSE (ECR) ----------------------------------------------- 13PLANNING DEMAND AND SUPPLY IN SUPPLY CHAIN-------------------------------------- 15SYNCHRONIZATION OF PRODUCTION TO CONSUMER DEMAND------------------------ 15DEMAND AND SUPPLY CHAIN SYNCHRONIZATION-------------------------------------- 16DEMAND FLOW MANAGEMENT-------------------------------------------------------------- 16SUPPLY FLOW MANAGEMENT--------------------------------------------------------------- 17AGGREGATE PLANNING IN SUPPLY CHAIN------------------------------------------------- 19PLANNING AND MANAGING INVENTORIES-------------------------------------------------- 21MANUFACTURER------------------------------------------------------------------------------ 21PRODUCTION DECISIONS ------------------------------------------------------------------- 22INVENTORY DECISIONS ---------------------------------------------------------------------- 23PRODUCT AND PROCESS INNOVATION----------------------------------------------------- 24CREATING CUSTOMER VALUE BY ALIGNED PACKAGING SUPPLY CHAIN OPERATIONS------- 24PACKAGING SUPPLY CHAIN BENEFITS---------------------------------------------------- 25SOURCING TRANSPORTING AND PRICING PRODUCTS------------------------------------ 26LOCATION DECISIONS ----------------------------------------------------------------------- 26TRANSPORTATION DECISIONS-------------------------------------------------------------- 27INFORMATION TECHNOLOGY AND SUPPLY CHAIN---------------------------------------- 27ELECTRONIC DATA INTERCHANGE--------------------------------------------------------- 27MASTER DATA MESSAGES------------------------------------------------------------------ 28COMMERCIAL TRANSACTIONS MESSAGES----------------------------------------------- 28REPORT AND PLANNING MESSAGES------------------------------------------------------ 29BENEFITS OF ICI SYSTEM APPLICATION-------------------------------------------------- 29E-BUSINESS AND SUPPLY CHAIN BUSINESS PROCESS REENGINEERING------------- ----------30E-BUSINESS IMPLEMENTATION------------------------------------------------------------- 30BUSINESS PROCESS AUTOMATION-------------------------------------------------------- 31STANDARDIZATION--------------------------------------------------------------------------- 31KEY BENEFITS OF ICI SYSTEM APPLICATION-------------------------------------------- 32FORWARD-LOOKING STATEMENTS--------------------------------------------------------- 33BIBLIOGRAPHY-------------------------------------------------------------------------------- 34


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ICI’S VISION

To become the leader in formulation science. Outstanding customer and consumer understanding. Leading edge technology platforms. Products that provide superior performance.

ICI GROUP IN BRIEF

ICI Pakistan Limited (Imperial Chemical Industries) is located in Karachi, Pakistan. The company was subsidiary of ICI Plc United Kingdom but with worldwide takeover of ICI PLC by AKZO NOBEL now AKZO NOBEL is 75.81% stake holder of ICI PAKISTAN. It was set up as a public limited company in Pakistan in 1952. ICI’s presence in this part of the world, however, predates the formation of the public limited company and indeed, Pakistan itself. The Khewra Soda Ash Company, a predecessor of ICI Pakistan Limited, set up a soda ash manufacturing facility in Khewra in 1944 with a capacity of 18,000 tonnes per annum. This facility was sited next to the salt range as rock salt and limestone; two key raw materials for manufacturing Soda ash were available here in abundance.

AkzoNobel is the largest global paints and coatings company and a major producer of specialty chemicals. It is a Fortune 500 company, and is listed on the Euronext Amsterdam stock exchange as well as being included on the FTSE4Good Index, and is also a leading company in the Chemicals Industry sector on the Dow Jones Sustainability Indexes.

AkzoNobel is a dynamic, forward-looking company that strives to deliver only the best of products and solutions to its customers and that is driven by a set of values geared toward challenging the future, thinking with courage, and delivering tomorrow’s answers today, all to benefit the customer by maintaining competitiveness and anticipating future needs before they arise.

ICI Pakistan today : -Looking ahead to tomorrow

We now operate as an independent business unit within AkzoNobel and as a part of its specialty chemicals portfolio, known as Chemicals Pakistan. Legally we remain ICI Pakistan Limited until such time as the transition phase is completed.

We are one of the largest quoted companies on the Karachi, Lahore and Islamabad Stock Exchanges

We have a paid up share capital of Rs 1.39 billion.


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http://en.wikipedia.org/wiki/Limestone

http://en.wikipedia.org/wiki/Rock_salt

http://en.wikipedia.org/wiki/Khewra

http://en.wikipedia.org/wiki/Soda_ash

http://en.wikipedia.org/wiki/Public_limited_company

http://en.wikipedia.org/wiki/Public_limited_company

http://en.wikipedia.org/wiki/Imperial_Chemical_Industries

http://en.wikipedia.org/wiki/Pakistan

http://en.wikipedia.org/wiki/Karachi


Our turnover in 2008 was Rs 31.92 billion and profit before tax crossed Rs 3.13 billion.

Our company employs around 1300 permanent staff members.

Our five businesses, Polyester, Soda Ash, Paints, Chemicals and Life Sciences, manufacture and sell a wide range of industrial and consumer products. These include:

A bit of history

ICI Pakistan Limited was set up as a public limited company in Pakistan in 1952. However, ICI was an active presence in this part of the world well before the formation of the public limited company and indeed, even before Pakistan itself was created.

1944

The Khewra Soda Ash Company, a predecessor of ICI Pakistan Limited, set up a soda ash manufacturing facility in Khewra with a capacity of 18,000 tonnes per annum. This facility was sited next to the salt range as rock salt and limestone, two key raw materials needed for manufacturing soda ash, were available here in abundance.

1953

The Khewra Soda Ash company was incorporated as a public limited company.

1966

The Khewra Soda Ash Company changed its name to ICI Pakistan Manufacturers Limited.

Over the next few decades, major changes took place in the company as our Specialty Chemicals and Polyester plants were commissioned, and Imperial Chemical Industries (Pakistan) Private Limited and Paintex Limited both merged into ICI Pakistan Manufacturers Limited.

1987

We changed our name to ICI Pakistan Limited

We launch our Seeds business as well as the Dulux range of coatings.

We also established ICI Pakistan PowerGen and set up the ICI Pakistan Foundation as a charitable trust.


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1995

We set up a USD 490 million PTA manufacturing facility at Port Qasim, near Karachi.

1998

PTA manufacturing facility commissioned.

2000

The business was de-merged to form Pakistan PTA Limited, which was at the time a subsidiary of ICI Plc UK.

2007

We completed 50 years of continuous listing on the Karachi Stock Exchange.

2008

We formally became part of the AkzoNobel Group, bringing us under the banner of one of the largest coatings and chemicals companies in the world

Businesses & Products

Diversity at every step

One of the most unique things about ICI Pakistan is the wide spectrum of products we offer and the varied industries that we service through our five diverse businesses.

From home and auto paints to essential pharmaceuticals and agricultural products, to chemicals for use in every major industry, and polyester for the textile sector to soda ash for glass and detergents we have something to offer everyone.


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Imperial Chemical Industries PLC Our five businesses are:

About Polyester

Weaving our way forward

We manufacture and market Polyester Staple Fibre (PSF) , a man made fibre and a key substitute and complement for cotton. In a textile intensive country like Pakistan, it is a highly critical raw material that is spun into yarn, which is then woven or knitted into fabric used to make shirts, shalwar kameez, bed sheets etc. that each one of us uses.

It is hard to comprehend thus that this fibre, which so closely resembles cotton in its applications, is not grown in the fields but is a part of the petrochemicals chain, and the shirt that you wear has actually been derived from crude oil!

We introduced this wonderful product to this country as far back as the early 80’s. As pioneers of the polyester staple fibre technology in Pakistan, we enabled the cotton rich textile industry to diversify their products and be more competitive in the international arena where the growth of man made fibres has been phenomenal.

About Paints

Coloring Pakistan for 44 years

We know from years of experience that our customers expect nothing short of the best from us. Delivering results is a part of our DNA; it’s how we do business. And so, we launch innovative products, train our teams, continuously improve our processes, and invest in research to make sure our customers have access to a wide range of high quality products, paint solutions and services.

In Pakistan, the latest surveys indicate that 97 out of 100 people know who we are! Our huge distribution setup across the country makes sure our products are available to all these potential customers.

Of course, we now have an added advantage; the world’s largest decorative and performance coatings company is backing us. With AkzoNobel and its global reach and expertise, we have lots of exciting opportunities for growth and to enter new fields.

We realize that a sustainable business needs to be responsible. While we provide leading innovation and services, we also make sure that our premium quality paint doesn’t harm our consumer or


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Imperial Chemical Industries PLC damage the environment. Additionally, we help our communities through volunteer programs and development initiatives.

Put together, all of this makes us the leading paints company in Pakistan.

About Soda Ash

Delivering reliability for decades

Did you know that every time you pick up a glass, read a newspaper or do your laundry, you experience the use of soda ash?

We are market leaders for this key ingredient in the manufacture of glass, paper and detergents. Soda ash is an essential commodity and we’re proud to be the largest producers of it in the country.

Our Soda Ash Plant in Khewra was established in the 1940s, even before the creation of Pakistan! Since then, we have seen tremendous growth; we currently have an annual production of 350,000 tons. Our plant is the largest of its kind in Pakistan.

We use indigenous raw materials to ensure substantial foreign exchange savings through input substitution. Over the years we have also done our bit for the locality of Khewra; we provide employment to a large number of residents of this relatively impoverished area, and we run community welfare and development initiatives to benefit the people.

About Life Sciences

Committed to improving lives

We’re in the business of improving quality of life. We have a strong portfolio of well-researched leading brands, and we keep diversifying our product range so that whether you need advanced pharmaceuticals for your healthcare needs, or superior seeds to improve the quality of essential crops, we can ensure that you get the best.

Our business is diverse and we are proud of the important role we play in helping to enhance lives; for example, we market some of the leading pharmaceutical brands today such as drugs to fight life-threatening diseases like cancer.


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Imperial Chemical Industries PLC Because of this, we are even more committed to innovation and keeping ahead of the curve with products and services that draw on the newest research and latest advances. We want to make sure our customers trust in us remains solid and that our brands remain synonymous with quality and consumer confidence.

About Chemicals

Turning the wheels of industry

We’re not stretching the truth when we say we service practically every industry in the country! Our products are essential in all kinds of manufacturing processes and in products from adhesives to paint, and from insulation for housing and refrigeration to textile auxiliaries that determine the finish of fabrics we use.

We enjoy the benefit of global insights, and knowledge amassed from a long history of serving our customers’ needs. We don’t just manufacture and market essential ingredients for today’s demanding industrial world, we also offer technical solutions, and we’ve begun exporting into the region.

Where chemicals are involved, we know we have to be extra careful about our impact on people and the world around us. Our strong emphasis on health, safety, and environment means we incorporate the best practices from around the world, providing full safety information to customers, a safe workplace for employees, and care for the environment through many of our projects focusing on sustainability

OUR BRANDS: -

Dulux

Dulux is a renowned brand the world over, and here in Pakistan it’s no exception.

Wherever you travel in the country, you are likely to see our premium paint brand at work beautifying and protecting people’s homes and workplaces. As a brand Dulux has been known and trusted for generations. We are proud of that, and work hard to ensure not only that we give our consumers the same top quality products they have grown to rely on, but also that we keep innovating to create new products for the ever-evolving paint market.

Whatever your paint needs, we’re sure you will find something in our Dulux range to give you the results you want.


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ICI Soda Ash

ICI Soda Ash is widely used in several industries

Soda ash is an essential ingredient in the manufacture of glass, paper and detergents. We produce and market two different varieties of soda ash under the ICI brand name:

Dense Soda Ash Light Soda Ash

International

International Paint is part of AkzoNobel, the world’s largest coatings supplier. Our unrivalled investment in product development leads us to provide you with high quality protective coating products.

When uncoated carbon steel structures come into contact with the environment, the usual result is corrosion. Protective coatings are essentially designed to help prevent and seriously slow down the corrosion process. In addition, protective coatings can also be used to provide passive fire protection for structural steel.

We provide protective solutions to several markets including chemical, infrastructure, mining and metals, oil and gas, power, port machinery, and rail. Our sub business units include Protective Coatings, Marine and Yacht businesses.

Our technical sales representatives are always available to provide technical support, and recommend coating systems best suited to each customer’s individual needs

Paintex

We all want the best quality but we also want it at a reasonable price.

Paintex, our mid-tier paint brand, provides you with an opportunity to enjoy the finer things in life while still spending your money sensibly. Paintex gives you a complete range of exciting color and high quality finishes for all your requirements, at an affordable price that lets you enjoy color without worrying about costs.

Our Paintex range includes the following products:

Paintex Emulsion Paintex Hi-Gloss Paintex Putty


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Sikkens

Sikkens, a world-reknowned brand, is now available across Pakistan.

At Sikkens it all starts with ideas. We use innovative R&D to produce our range of professional coating systems. Then we make them to the highest standards. And if customers have something specific in mind, they can always call on our experts for personal support.

High performance, low maintenance; our products will do everything you need them to. Plus they’re long-lasting and easy to maintain.

We now supply premium Sikkens refinish products for the automobile industry to the best dealerships and garages across Pakistan.

Terylene

Weaving our way ahead with Terylene, our synthetic Polyester Staple Fiber (PSF) brand.

We manufacture and market Terylene Polyester Staple Fibre (PSF) on a large scale. Terylene is a key substitute and complement for cotton and is used widely in the textile sector where it is spun into yarn, which is then woven or knitted into fabric.

COMPETIVE AND SUPPLY CHAIN STRATEGIES

National starch

Quest Uniqema Paints

Top 10 customers as a % of sales of division

c. 7.5% c. 33% c. 25% c. 30%

Major customers (alphabetical)

General mills

General mills

Akzo Nobel B & Q

Kimberly-Clark

PepsiCo BP Castrol Crown Cork

P&G P&G Henkel Focus Unicharm Sara lee Sygenta home baseUnilever Unilever Unilever Home depot

Major competitors (alphabetical)

A.E staley Firmenich BASF Akzo nobelAir products

Givaudan Cognis BASF

Fuller IFF Croda PPGHekel Symrise Degussa Sheriwin

WilliamsRohm & hass

Takasago Olean Valspar


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AN INTRODUCTION TO SUPPLY CHAIN MANAGEMENT

Traditionally, marketing, distribution, planning, manufacturing, and the purchasing organizations along the supply chain operated independently. These organizations have their own objectives and these are often conflicting. Marketing's objective of high customer service and maximum sales dollars conflict with manufacturing and distribution goals. Many manufacturing operations are designed to maximize throughput and lower costs with little consideration for the impact on inventory levels and distribution capabilities. Purchasing contracts are often negotiated with very little information beyond historical buying patterns. The result of these factors is that there is not a single, integrated plan for the organization---there were as many plans as businesses. Clearly, there is a need for a mechanism through which these different functions can be integrated together. Supply chain management is a strategy through which such an integration can be achieved.

DIRVERS AND SUPPLY CHAIN PERFORMANCE

FACILITIES

ICI uses facilities decision s to be more responsiveness to their customers. ICI has an end goal of opening manufacturing facilities in every major market that they enter. While there are other benefits to opening local facilities such as protection from currency fluctuation and trade barriers, the increase in responsiveness plays a large role in ICI’s decision to locate in their local market.

INVENTORIES

ICI’s competitive targets upper-end customers with high responsiveness requirements. These customers are willing to pay a premium to have the products they want when they want them. To support this competitive strategy. ICI uses inventory the industry stocks a large variety and quantity of products to ensure a high level of availability. In fact ICI stocks a significantly larger amount of inventory. It incurs higher costs because of their large inventory but they gain extra margin fro their customers.


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TRANSPORTATION

IDENTIFICATION OF LOCATIONSLocations are identified by ICI Global Location Numbers (GLN). Location numbers are

a key concept in supply chain management. A location number is a numeric code that identifies any legal, functional or physical entity within a business or organization. Each location is allocated a unique number. The identification of locations is required to enable an efficient flow of goods and information between partners through EDI messages to identify the parties involved in a transaction (e.g. buyer, supplier, place of delivery, place of departure).

Combined with EDI, the SSCC provides a link between the information flow and the physical flow of goods

To date, it has developed 47 standard messages in its standard. They cover the transmission of master data, commercial transactions, report and planning, transport, financial and general messages.


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MODE OF TRANSPORTATION

There are six ways to move products produce by: air, truck, rail, ship, pipeline and electronic transportation. The farm or market location largely determines which modes of transportation are available. The buyer usually selects the type of transportation and pays for it directly. In some cases, you might pay the transportation cost and include it in the final product selling price.

AIR

Airlines are used exclusively to ship a few high-value and extremely perishable products to domestic and export markets. Air freight accounts for no more than 10 percent of all chemical shipped from the Pacific Northwest. It is the most expensive mode of transportation.

Produce is loaded in containers for placement in the aircraft. Precooling the product and the container helps ensure lower arrival temperatures and lengthens the product's shelf life. Using disposable insulation and dry ice inside the container also can help maintain lower transit temperatures. Be sure to check with the airline for regulations on the use of dry ice. Permanently insulated containers also are available for produce shipping.

TRUCK

The most widely used means of transporting paints is truck trailer. This method has grown in importance as the national highway system has expanded. Products can be shipped by truck from any growing area to any market in the costal areas around the world.Transportation by truck usually is more expensive than by rail or ship but less expensive than by air.

RAIL

Five percent or less of all produce shipments are by rail. Rail service is used primarily. Destinations usually are major eastern cities.

Full carloads almost always are necessary. Product groups move large volumes into large markets on a steady basis. Trailer-on-flat-car service is increasing, while straight railcar service is declining.The shipper or the buyer books directly with the originating railroad company. The railroad assigns a nearby loading facility and handles the billing.

SHIP


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Total worldwide shipments by sea account for 50 percent or greater of the chemical transported. Refrigerated containers and each unit has its own electric refrigeration unit powered by the ship's engines. Some containers can use modified atmosphere to protect produce better. Dry containers often are used for long-lived.

ELECTRONIC TRANSPORTATION

All the orders are received by fax, telephone and on the internet and payments are received from banks of the world within the industry.

PIPELINE

ICI uses unique kind of pipes to transport the chemical in the industry which are in the form of liquid like petroleum and other dangerous chemicals which effect the environment and transported with the help of pipes.

INFORMATION

ICI is a major manufacturing of chemical worldwide and invested in an information system that enables them to rapidly get customized products to the market. This system allows distribution and customers to actually design windows to custom-fit their needs. Users can place the order and can get price quotes and automatically sends the order to the factory if the customers decide to buy.

SUPPLY CHAIN DECISIONS

We classify the decisions for supply chain management into two broad categories -- strategic and operational. As the term implies, strategic decisions are made typically over a longer time horizon. These are closely linked to the corporate strategy (they sometimes {\it are} the corporate strategy), and guide supply chain policies from a design perspective. On the other hand, operational decisions are short term, and focus on activities over a day-to-day basis. The effort in these type of decisions is to effectively and efficiently manage the product flow in the "strategically" planned supply chain.

DESIGNING DISTRIBUTION NETWORK IN A SUPPLY CHAIN NETWORK

NETWORK DESIGN METHODS

As the very name suggests, these methods determine the location of production, stocking, and sourcing facilities, and paths the product(s) take through them. Such methods tend to be large scale, and used generally at the inception of the supply chain. The earliest


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Imperial Chemical Industries PLC work in this area, although the term "supply chain”. They introduce a multicommodity logistics network design model for optimizing annualized finished product flows from plants to the DC's to the final customers. later give a review of the evolution of distribution strategies over the past twenty years, describing how the descendants of the above model can accommodate more echelons and cross commodity detail.

It attempt to provide a framework for a comprehensive model of a production-distribution system, "PLANETS", that is used to decide what products to produce, where and how to produce it, which markets to pursue and what resources to use. Parts of this ambitious project were successfully implemented at General Motors. It develop a conceptual framework for manufacturing strategy analysis, where they describe a series of stochastic sub- models, that considers annualized product flows from raw material vendors via intermediate plants and distribution echelons to the final customers. They use heuristic methods to link and optimize these sub- models. They later give an integrated and readable exposition of their models and methods.

It present a normative model for resource deployment in a global manufacturing and distribution network. Global after-tax profit (profit-local taxes) is maximized through the design of facility network and control of material flows within the network. The cost structure consists of variable and fixed costs for material procurement, production, distribution and transportation. They validate the model by applying it to analyze the global manufacturing strategies of a personal computer manufacturer.

It provide the most comprehensive deterministic model for supply chain management. The objective function minimizes a combination of cost and time elements. Examples of cost elements include purchasing, manufacturing, pipeline inventory, transportation costs between various sites, duties, and taxes. Time elements include manufacturing lead times and transit times. Unique to this model was the explicit consideration of duty and their recovery as the product flowed through different countries. Implementation of this model at the Digital Equipment Corporation has produced spectacular results --- savings in the order of $100 million dollars.

Clearly, these network-design based methods add value to the firm in that they lay down the manufacturing and distribution strategies far into the future. It is imperative that firms at one time or another make such integrated decisions, encompassing production, location, inventory, and transportation, and such models are therefore indispensable. Although the above review shows considerable potential for these models as strategic determinants in the future, they are not without their shortcomings. Their very nature forces these problems to be of a very large scale. They are often difficult to solve to optimality. Furthermore, most of the models in this category are largely deterministic and static in nature. Additionally, those that consider stochastic elements are very restrictive in nature. In sum, there does not seem to yet be a comprehensive model that is representative of the true nature of material flows in the supply chain.


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SUPPLY CHAIN MODELING APPROACHES

Clearly, each of the above two levels of decisions require a different perspective. The strategic decisions are, for the most part, global or "all encompassing" in that they try to integrate various aspects of the supply chain. Consequently, the models that describe these decisions are huge, and require a considerable amount of data. Often due to the enormity of data requirements, and the broad scope of decisions, these models provide approximate solutions to the decisions they describe. The operational decisions, meanwhile, address the day to day operation of the supply chain. Therefore the models that describe them are often very specific in nature. Due to their narrow perspective, these models often consider great detail and provide very good, if not optimal, solutions to the operational decisions.

To facilitate a concise review of the literature, and at the same time attempting to accommodate the above polarity in modeling, we divide the modeling approaches into three areas --- Network Design, ``Rough Cut" methods, and simulation based methods. The network design methods, for the most part, provide normative models for the more strategic decisions. These models typically cover the four major decision areas described earlier, and focus more on the design aspect of the supply chain; the establishment of the network and the associated flows on them. "Rough cut" methods, on the other hand, give guiding policies for the operational decisions. These models typically assume a "single site" (i.e., ignore the network) and add supply chain characteristics to it, such as explicitly considering the site's relation to the others in the network. Simulation methods are a method by which a comprehensive supply chain model can be analyzed, considering both strategic and operational elements. However, as with all simulation models, one can only evaluate the effectiveness of a pre-specified policy rather than develop new ones. It is the traditional question of "What If?" versus "What's Best?".

CREATING VALUE BY ALIGNING SUPPLY CHAIN STRATEGY WITH BUSINESS STRATEGY

Supply chain strategy has evolved from integrating logistics and lowering costs to working together with customers and suppliers to fulfill consumers’ wishes better, faster and at less cost. The need to reduce supply chain assets and costs, while at the same time increase customer service and company growth is driving the application and development of common standards. Recognizing the strategic importance of the supply chain, companies across the world have implemented ICI standards. The ICI System enables efficient supply chain management and international trade by providing standard tools that allow all supply chain participants to communicate in one global language of business. Because supply chain capabilities are related to financial performance, aligning supply chain strategy with business strategy has become a top priority for many companies. By uniting corporate and supply


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Imperial Chemical Industries PLC chain objectives, they can boost profitability and growth, and therefore increase shareholder value.

EFFICIENT CONSUMER RESPONSE (ECR)

Implementing strategic initiatives, such as ECR, could result in total supply chain cost reductions as high as a 6.5% reduction in consumer prices. Even when taking the average 5.7% figure (consisting of a reduction in operating costs of 4.8% and reduction in inventory costs of 0.9%), this translates into over $ 33bn worth of savings across the entire industry. Manufacturers, with or without ECR programmes, do not ignore the role of packaging suppliers since they account for 30% to 50% of total costs and frequently dictate downstream service levels. Under these strategic alliances, ECR places a high priority on joint efforts that address replenishment concepts, which compress cycle times and improve demand visibility. Research undertaken by Andersen Consulting for a consumer goods manufacturer shows that reducing the selling price by 1% requires a 5% cut in supply costs to avoid a profit shortfall, which usually has a further negative impact on customer service. This is having an enormous effect on the packaging industry and is considered one of the drivers behind its consolidation. Relating to packaging materials. Nonetheless, given that the manufacturers spend the largest amount of their costs on ingredients and packaging (46.4% of all their external costs), and that they represent a substantial portion of the consumer price, packaging material buyers cannot ignore them. Many manufacturers’ first reaction is to eliminate high inventories due to poor communication of actual consumer demand. When this process is taken to its logical extreme, it will result in synchronization of production to retail sales.

MANFATURER SOURCS OF COST – EXPRESSED AS % OF CONSUMER PRICE

Advertisement 13.9%Consumer promotion funds 11.3%Ingredients and packaging 46.4%Introduce products 2.6%Merchandise products 2.7%Promote product 1.8%Replenish products 21.3%

There is no doubt that the synchronization of production to retail sales will have a profound impact on packaging companies. They will have to be highly efficient to remain in business. However, efficiency alone will not be a sustainable source of competitive


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Imperial Chemical Industries PLC advantage. Not only to facilitate and satisfy their customers with additional levels of service and supply chain integration, but also to stimulate and inspire demand for their own products and services. Ultimately, packaging companies will evolve from measuring performance in terms of market and category share, to measuring performance in terms of overall consumer spending.

Cost Reduction - Total Supply Chain

PLANNING DEMAND AND SUPPLY IN SUPPLY CHAIN

SYNCHRONIZATION OF PRODUCTION TO CONSUMER DEMAND

Retailers and consumer goods manufacturers, were first to increase shareholder value by improving inventory and logistics management by means of ICI standards. Daily deliveries from regional distribution centers to points of sale eliminated the need for most of the backroom stock. In-store inventories were even further reduced by electronic point of sale data capture, combined with automated store level, sales-based ordering. Just-in-time supplier delivery and optimized order sizes kept distribution centre stock to a minimum. The future source of inventory reduction and supply chain optimization is the synchronization of production to consumer demand. Packaging suppliers are increasingly asked by their customers to apply leading edge management methods and available technologies to reduce costs and response times. According to the study, raw materials and packaging suppliers receive on average 32.8% of the consumer price in revenue from the manufacturers. Since the study did not closely examine suppliers, we do not have a detailed cost structure


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The Key Enabler of Efficient Supply Chain Management Is the Establishment of International Business Standards

DEMAND AND SUPPLY CHAIN SYNCHRONIZATION:

Companies that wish to achieve state-of-the-art supply chain management should look for a holistic strategy and a supply chain model that not only accounts for both supply and demand management, but also supports the shift from supply chain integration towards synchronization. While the demand chain includes processes, such as product development, marketing, sales and category management, the supply chain flow covers purchasing, manufacturing, warehousing and Distribution. Each of these processes consists of numerous sub-processes, which all provide opportunities to improve efficiency and effectiveness of packaging supply chain operations. Traditional supply chain management has focused on improvements in the supply-side processes. However, the relationship between supply and demand is one of interdependency. Companies need to understand customer demand in order to manage it, create future demand, and meet the level of desired customer satisfaction. Demand defines the supply chain-target. The supply side capabilities support, shape and sustain demand. ICI standards play a crucial role in these processes. The overall financial success of a company is determined by how it responds to its customers. Demand flow strategy defines the linkage between a company’s customers and sources of products and services it provides. In order to understand the demand-side processes, packaging companies increasingly focus on coordinated improvements in two spheres of activity - movement of information and movement of goods and services. This translates into:• “Demand flow management”, which involves communicating demand from the point of sale, back-up the supply chain;• “Supply flow management”, which involves shortening the time it takes to produce and deliver a product from the point at which the demand is communicated to until it reaches the end-user.


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DEMAND FLOW MANAGEMENT

Most companies forecast future demand based on historical customer order patterns. However, actual consumer demand is often very different from the stream of orders. Each member of the supply chain observes the demand patterns of its customers and in turn produces a set of demands for its suppliers. The further a company is upstream in the supply chain, or in other words further from the consumer, the more distorted is the order stream relative to consumer demand. Forecasts are inevitably more accurate when they are based on actual consumerdemand, such as point of sale data. The supply chain begins with the end-customer.

Linking Point of Sale Data with the Ordering Process by Means of ICI System Tools

SUPPLY FLOW MANAGEMENT

Supply flow management is centered on the delivery of products through the supply chain to the end-customer. Inventory planning was traditionally confined to the downstream end of the supply chain. Nowadays, retailers have started to push inventory-planning responsibilities back to manufacturers of finished products. Increasingly, packaging companies are expected to perform logistics functions for their customers (the manufacturers). Some packaging suppliers are doing this before customers ask, while others are being forced along by their customers’ requirements. Understanding the principles of inventory planning and the ICI standards used in it is valuable for all partners in the supply chain, packaging companies and their own suppliers included. Point of sale scanning of goods identified by ICI numbers and bar codes allows retailers to track exactly what is being sold and operate computerized perpetual inventory systems.


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Examples of ICI Messages Used in “Demand Flow” Management

ICI System Tools Used in “Supply Flow” Management

It is the critical link between the chain’s supply and demand sides:• From the demand side, the distribution centre must meet all customer specific requirements with maximum responsiveness;• From the supplier’s viewpoint, it focuses on efficient handling, inventory management, product flow, transportation and delivery.

Example of ICI Messages used in "Supply flow" Management

Linking orders with inventories and inventories with purchasing and production provides a leap forward in improving customer responsiveness and efficient replenishment. ICI


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Imperial Chemical Industries PLC System tools enable the distribution centre to efficiently perform its four basic functions: receiving, replenishment, picking and shipping.

ICI Standards drive the Warehouse Management System

The WMS responds to relayed data by information triggering the next task. ICI numbers and bar codes and ICI messages drive the WMS. They replace manual processes, inclusive of confirmation and validation of all product movement.

AGGREGATE PLANNING IN SUPPLY CHAIN DELIVERING SIGNIFICANT AND SUSTAINED PERFORMANCE IMPROVEMENT

• Four year Group targets announced in October 2003• Substantial bottom line improvement from greater emphasis on:- Differentiated resource allocation- Cost and capital effectiveness- Effective execution facilitated by new organization model• Stronger cash generation over time:- Refocusing ICI’s businesses- Reducing legacy cash flows


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Imperial Chemical Industries PLC • Improved balance sheet flexibility

ICI’S STRATEGY:DIFFERENTIATED RESOURCE ALLOCATION

• Basic strategies will differ in each segment• Resources for top line growth will be allocated preferentially to businesses in the” grow aggressive” quadrant• In some cases divestment will be considered for “maintain selectively” businesses where value- adding

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Paint N America Pan – Atlantic (European and

North American Adhesives) Pan – Atlantic Starch

Fragrances Flavors Electronic materials Starch Asia Adhesives Asia Paints Asia

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Packaging coatings Base oleo chemicals Base surfactants

Paints Europe Paints L America

Maintain GrowStrategic Approach

PLANNING AND MANAGING INVENTORIES

MANUFACTURER

Automated store ordering relies on the ICI System to record product movement (inventory) and automatically generate a store order. The order is sent electronically to the distribution centre. A similar ordering process is repeated between the product manufacturer and his supplier of packaging materials, and between the packaging company and its own suppliers. The companies that have adopted this best practice benefit through


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Imperial Chemical Industries PLC lower inventories and higher product availability allowing for more accurate synchronized production forecasting, planning and execution.

The ICI System enables suppliers of packaging materials and their customers to share information that allows both to exercise judgment on the quantities and timing of deliveries and production. Responsibility for the management and ownership of inventory is agreed upon between trading partners. “Vendor managed inventory” requires more knowledge and total control over the logistical processes involved. It enables suppliers to make better decisions on how to replenish customers’ warehouses with the input of necessary product movement information from their customers. The concept of self-billing is also enabled by ICI standards. In essence, it allows the customer to pay for the actual goods received. The price, delivery and payment terms are previously agreed on between the trading partners. Self billing is often applied in tandem with vendor managed inventory.

The

reason for using these concepts is to ensure that materials are always ready for delivery (reliability and flexibility) and to reduce costs by improving the total planning, production, and delivery processes. This enables the end-consumer to buy fresher products at minimum market cost and permits the supply chain to react faster on market volume changes.

PRODUCTION DECISIONS

The strategic decisions include what products to produce, and which plants to produce them in, allocation of suppliers to plants, plants to DC's, and DC's to customer markets. As before, these decisions have a big impact on the revenues, costs and customer service levels of the firm. These decisions assume the existence of the facilities, but determine the exact path(s) through which a product flows to and from these facilities. Another critical issue is the capacity of the manufacturing facilities--and this largely depends the degree of vertical integration within the firm. Operational decisions focus on detailed


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RAW MATERIALS

PetrochemicalE,g vinyl acetate monomer Ethylene oxideAcrylic monomersResins/solves

~40%

Renewable resourcese.g. Com/tapica/potatocitrus derivation vegetable oilstallow

~30%

OtherThousands of products as varied as T1O2 and China clay

~30%

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Imperial Chemical Industries PLC production scheduling. These decisions include the construction of the master production schedules, scheduling production on machines, and equipment maintenance. Other considerations include workload balancing, and quality control measures at a production facility.

INVENTORY DECISIONS

These refer to means by which inventories are managed. Inventories exist at every stage of the supply chain as either raw materials, semi-finished or finished goods. They can also be in-process between locations. Their primary purpose to buffer against any uncertainty that might exist in the supply chain. Since holding of inventories can cost anywhere between 20 to 40 percent of their value, their efficient management is critical in supply chain operations. It is strategic in the sense that top management sets goals. However, most researchers have approached the management of inventory from an operational perspective. These include deployment strategies (push versus pull), control policies --- the determination of the optimal levels of order quantities and reorder points, and setting safety stock levels, at each stocking location. These levels are critical, since they are primary determinants of customer service levels.

PRODUCT STEWARDSHIP

Commitment to product stewardship is one of the core elements of ICI’s Responsible Care Management System. This encompasses protecting our customers and the public by the assessment and management of potential risk from our products throughout their life cycle: research and development, raw material sourcing, manufacture, storage, distribution,Applications, reasonably foreseeable uses, including the proper handling by customers, distributors and other companies. Our product stewardship system applies five global standards: design and development; product management; distribution and use; suppliers and other purchased services; material hazards; and resource conservation. We have made good progress in the coverage of product stewardship assessments, with improving performance in the majority of businesses. In one business the compliance levels are below expectations: there is a focused drive to improve understanding and performance. There has been a significant reduction in distribution incidents, mainly due to improved performance in our Paints business. Our procurement and safety, health and environment professionals have carried out in excess of 300 assessments of priority suppliers using our integrated assessment process: of these, 69 have included a verification visit to discuss the assessment results and improvement plans. The assessments have helped us to identify areas where we can work together to improve performance.


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PRODUCT AND PROCESS INNOVATION

We made progress in strengthening the way we integrate sustainability issues into the innovation processes used across the company. Both Uniqema and National Starch have carried out a full review of their stage-gate processes and formalised their use across the business. Processes are developed to reduce the impact of both operations and products. These improvements include reduced use of energy, water and raw materials; reduced waste; and raw material substitutions. Our scientists and engineers are also developing products andservices that give social and environmental benefits in use.

CREATING CUSTOMER VALUE BY ALIGNED PACKAGING SUPPLY CHAIN OPERATIONS

Different customers have different product flows through a variety of downstream supply chain channels. All these supply chain flows require tailored logistic responses. Proprietary item numbering structures and bar code symbologies, and proliferation of different pallet labels, were set to meet the needs of packaging material suppliers’ operations and not the needs of their customers. The key to building cost-effective tailored logistics services is to satisfy different customer requirements by applying the same global multi-industry standards. For these packaging companies, which do not use global business standards, providing customized services could result in additional cost to serve their customers. Any company could easily end-up investing in several different bar coding and information systems in an effort to satisfy various identification and communication requirements by its customers.


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Applying EAN•UCC Standards Is the Key to Building Cost Effective Tailored

For most customers the additional cost cannot be recovered from the margins associated with them. Aligning internal logistics operations with customer logistics by means of ICI standards enables packaging companies to satisfy the variability in services their customers require. As well as their own internal needs, such as to improve the return on assets and funds employed on logistic activities. By deciding to implement ICI standards, companies are able to cost-effectively develop logistics operations that are aligned to their customer requirements. This provides a new competitive advantage for packaging companies that are able to convert their logistics strategy from complexity reduction and cost-efficiencies to revenue and margin enhancement. Preferred supplier status and increased margins are the rewards that await suppliers of packaging materials that master the alignment of the supply chain.

PACKAGING SUPPLY CHAIN BENEFITS

The benefits for suppliers of packaging materials are obvious. They are now able to follow their products by scanning them and save on administration costs by automating the link between the physical flow of goods and the information flow. Furthermore, they can safely invest in new procedures and equipment in the knowledge that they now use a global business standard instead of bilateral solutions forced by one trading partner on another. Their customers benefit because warehouse and inventory administration is now done simply by scanning the pallet and their orders are automatically fulfilled. Both parties benefit by communicating by means of ICI standards - the global language of business, thus providing an optimal control of the flow of goods, services and information. The application of internationally standardized automated data capture technology provides a solid basis for further automation by introducing EDI-based ordering and invoicing. Smurfit Stone Container Corporation is the world leader for packing cardboard. It is the number one for


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Imperial Chemical Industries PLC corrugated paper and cardboard, collapsible boxes, paper bags and recuperation of used paper. Globally, Smurfit makes 10% of all cardboard boxes. With 564 company sites, Smurfit is present in 33 countries.

SOURCING TRANSPORTING AND PRICING PRODUCTS

LOCATION DECISIONS

The geographic placement of production facilities, stocking points, and sourcing points is the natural first step in creating a supply chain. The location of facilities involves a commitment of resources to a long-term plan. Once the size, number, and location of these are determined, so are the possible paths by which the product flows through to the final customer. These decisions are of great significance to a firm since they represent the basic strategy for accessing customer markets, and will have a considerable impact on revenue, cost, and level of service. These decisions should be determined by an optimization routine that considers production costs, taxes, duties and duty drawback, tariffs, local content, distribution costs, production limitations, etc. (See Arntzen, Brown, Harrison and Trafton [1995] for a thorough discussion of these aspects.) Although location decisions are primarily strategic, they also have implications on an operational level.

TRANSPORTATION DECISIONS

The mode choice aspect of these decisions is the more strategic ones. These are closely linked to the inventory decisions, since the best choice of mode is often found by trading-off the cost of using the particular mode of transport with the indirect cost of inventory associated with that mode. While air shipments may be fast, reliable, and warrant lesser safety stocks, they are expensive. Meanwhile shipping by sea or rail may be much cheaper, but they necessitate holding relatively large amounts of inventory to buffer against the inherent uncertainty associated with them. Therefore customer service levels and geographic location play vital roles in such decisions. Since transportation is more than 30


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Imperial Chemical Industries PLC percent of the logistics costs, operating efficiently makes good economic sense. Shipment sizes (consolidated bulk shipments versus Lot-for-Lot), routing and scheduling of equipment are key in effective management of the firm's transport strategy.

INFORMATION TECHNOLOGY AND SUPPLY CHAIN ELECTRONIC DATA INTERCHANGE

ICI messages are used for EDI communications. EDI is the communication of standardized information between organizations by way of information technology. In other words, communication between computer applications. The idea behind EDI is to minimise human intervention in this exchange and allow employees to focus on business processes rather than administrative functions.

Standard messages are divided into four categories

MASTER DATA MESSAGES

These contain data that rarely changes (product measurements, names and addresses,etc.):• The Party Information message is used to identify all the locations (Global location numbers: name, address, contact persons, financial accounts, etc.) associated to subsequent commercial transactions and their related operational information.


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Imperial Chemical Industries PLC • The Product Information messages provide parties with information containing the descriptive, logistical and financial details of a product or

Data Alignment

COMMERCIAL TRANSACTIONS MESSAGES

These messages cover the general trading cycle from quotation request to remittance advice.

REPORT AND PLANNING MESSAGES

These messages provide valuable and up-to-date reports and forecasts concerning delivery, sales and inventory, thus enabling the partners involved to plan their activities and marketing strategies.

BENEFITS OF ICI SYSTEM APPLICATION

The application of state-of-the-art packaging supply chain management supported by ICI System-tools, enables more economic capacity planning, more flexibility in production (faster reaction) and optimization of articles to be produced, less production runs (reduction of capacity downtime and set up wastage), and improved quality. Improvements were made in raw material disposition and availability, as well as logistics. Working capital was reduced by more efficient stock control, and so was the administration. In concrete terms, the new e-business process resulted in overall savings between 7 and 8%. Production and delivery forecasts, inventory reports, dispatch and remittance advices are exchanged with the suppliers of packaging materials. Administrative savings from a streamlined procurement process and self-billing, reduction of inventory, out-of-stock and write-offs are the key benefits achieved by ICI. In tangible terms, its supply chain security level now stands at 99%. Packaging material costs are reduced by 5-10%, and so are the packaging material stocks, by nearly 30%. In view of the positive results will extend the application of the reengineered


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Imperial Chemical Industries PLC business process and ICI standards to all of its suppliers of raw and packaging materials, while it will extend them to other customers. Over the years Kappa Packaging has grown to become one of largest producers of recycled paper, graphic and specialty boards, and “performance packaging” solutions. Today, it is the largest producer of recycled paper and solid board based on waste paper. With some 8,000 employees at 50 paper, board, and packaging companies in 12 countries, it provides its customers with a mix of opportunities in corrugated and solid board. The company’s vision is to supply its customers with cost effective, highly protective packaging with a maximum of service. Knowing that packaging plays an important role in logistical processes, it has acquired expertise not only in packaging, transport, unpacking and recycling, but also in customer service. it includes as many aspects as possible of the total logistical process in its packaging solutions. This creates extra advantages at many stages of this process, both with regard to the sender and the recipient.

E-BUSINESS AND SUPPLY CHAIN BUSINESS PROCESS REENGINEERING

The two trading partners decided to optimize their entire business process by abandoning the classic procurement process. It relied on the customer, first specifying its packaging material requirements, searching for suppliers and receiving their offers, identifying the best, and only then proceeding to order the materials. Once they were received, would then verify their quality and the invoice before proceeding to pay it. The main weakness of this process was that it had too many steps that did not add value (e.g. supplier selection and price negotiation per each item, checking of quality of incoming goods and invoices) and encouraged safety stocks along the supply chain. The changing business environment rendered this procurement practice obsolete. During the last decade, product life got shorter while flexibility requirements increased prompting frequent packaging design changes. The cost of buffer stocks became unsustainable, and at the same time, sales and production forecasts continued to fluctuate. In response, a new optimized business process was developed and enabled by e-tools based on ICI standards.

E-BUSINESS IMPLEMENTATION

ICI decided to form strategic business alliances for long term contractual co-operation with its packaging suppliers. It demanded delivery of quality materials from controlled (ISO certified) production processes, switched price agreements to product lines and embarked on a partner selection based on quality, reliability, flexibility, and cost criteria.It would communicate to them its production requirements, such as the quality, quantity and timing of deliveries of packaging materials. This was translated into delivery, production, and information windows, as illustrated in table below. The selected packaging suppliers had to be ready to progress to e-business by being ICI System competent. The chosen communication technology was EDI - because of the speed and security of communication, as well as allowing for a standard interface between IT applications by means of ICI


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Imperial Chemical Industries PLC messages. Another requirement was the ability to provide accurate and timely product movement data and implement the concept of self-billing. Therefore, trade item numbering and bar coding was another pre-requisite.

BUSINESS PROCESS AUTOMATION

The main purpose of the application was to record packed production and to indicate when orders were complete and ready for dispatch. The finished goods warehouse at a corrugated factory is essentially a holding area where the pallets making up an order are assembled, immediately prior to dispatch. The norm for Packaging is for goods to be manufactured to meet specific orders rather than being manufactured for future dispatch from stock.

STANDARDIZATION

Once this system was operational, a number of customers requested the addition of further bar coded information to the pallet labels on loads delivered to their factories, so that they could record the pallets automatically into their computerized warehouse stock control systems. Each of these customers required different information to be added to their labels and used a variety of bar code symbologies. Because the label printing system was written in-house, including the control of the printers, it was possible to accommodate these disparate requirements, but it did complicate the software involved. To cater for the requirement an area of the label was reserved for this information. Because of the potential nightmare scenario where every customer would eventually request a special unique label and the benefits of using a standard packaging label became quite clear. Packaging saw that the ICI Logistics Label, apart from being a global standard, provided a number of other advantages. The use of bar code increased the readability of the label in less friendly environments. The use of a range of ICI Application Identifiers provided the flexibility needed to cater for variability in customer requirements without necessarily prejudicing the standard. The Serial Shipping Container Code (SSCC) provided a facility for the automatic traceability of loads.

KEY BENEFITS OF ICI SYSTEM APPLICATION

A first analysis of the process has produced three key benefits:• This partnership allows both companies to know and understand each other's constraints;• This system speeds up the process;•Cutting non-value-adding activities has reduced costs. For Smurfit, the key benefits are mainly qualitative.

The entire staff responded to the goals, the factory planning and manufacturing improved and the safety stocks disappeared. ICI standards application helped everyone in the logistics operations to become more precise. Now, only full pallets are delivered. For


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Imperial Chemical Industries PLC the benefits are more quantitative.Before, the average delivery time was two weeks. So, customers had to order three weeks in advance, generating three weeks of stocks. Now, with the application of SMI, decisively supported by ICI standards, the delivery is always done in one week. Furthermore, Smurfit’s service rate is now increased to 99%. Benefits. The other qualitative benefits and changes in working methods are summarized below.

Supplier Managed Inventory: Major changes in working methods

Because SMI has proved to be efficient, the two companies now plan to set up the same kind of collaboration with other trading partners. Migration to the daily flow is their other objective. It will surely be the year of SMI roll-out throughout our factories and with strategic suppliers.

FORWARD-LOOKING STATEMENTS

This document contains statements concerning the Group’s business, financial condition, results of operations and certain of the Group’s plans, assumptions, or expectations with respect to these items. These statements are intended as forward-looking statements within the meaning of the US Private Securities Litigation Reform Act of 1995. These statements include, without limitation, those concerning: the Group’s strategy and its ability to achieve it, the benefits of the Group’s restructuring programmes, the Group’s disposals plans, the implementation of new systems, the Group’s possible or assumed future results of operations, trends in raw material costs, the Group’s views on improvements in markets and trading conditions and those preceded by, followed by, or that include the words ‘‘believe’’, ‘‘expect’’, ‘‘intend’’,‘‘plan’’, ‘‘anticipate’’ or similar expressions. Actual results may differ from those expressed in such statements, depending on a variety of factors including, among other things, the impact of competitive products and pricing, adverse macro economic factors, changes in the price of raw materials, the occurrence of major operational problems, the loss of major customers, limitations imposed by the


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Imperial Chemical Industries PLC Company’s indebtedness and leverage, a credit rating downgrade by the rating agencies, contingent liabilities, including those arising in connection with recently disposed businesses, risks associated with the Company’s international operations, risks of litigation, and other factors described in the Company’s filings with the Securities and Exchange Commission.You should read the Company’s Annual Report and Accounts and Form 20-F, which is available without charge at the internet site of the Securities and Exchange Commission for more information regarding factors that could cause actual results and developments to differ from those expressed or implied by the forward-looking statements in this document. You should also read the Company’s related quarterly results press release that is included in these presentation materials and is also located at the Internet site of the Securities and Exchange Commission.

BIBLIOGRAPHY

BOOKS:


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Imperial Chemical Industries PLC SUPPLY CHAIN MANGEMENT By:BURT, DOBLER, STARLING

SUPPLY CHAIN MANGEMENT By:SUNIL CHUPRA, PETER MEINDL

WEBSITES:

http://en.wikipedia.org/wiki/ICI_Pakistan

http://www.akzonobel.com/pk


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http://www.akzonobel.com/pk

http://en.wikipedia.org/wiki/ICI_Pakistan

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Ici Supply Chain Management Report by Ali Raza

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