Accenture works with the leading agricultural chemical companies to annually benchmark supply chain and business performance. This report highlights the key findings and insights from our 2016 study, which focused on the quantitative and qualitative aspects of performance within the crop protection segment.

1. 2016
SUPPLY CHAIN
BENCHMARKING
STUDY
AGRICULTURAL
CHEMICALS:
EXECUTIVE SUMMARY
MAY 2017
Copyright © 2017 Accenture. All rights reserved.

2. STUDY BACKGROUND
Copyright © 2017 Accenture. All rights reserved. 2
Accenture works with the leading agricultural chemical (AgChem) companies to annually benchmark
supply chain and business performance. This report highlights the key findings and insights from our
2016 study, which focused on the quantitative and qualitative aspects of performance within the crop
protection segment.
2012-2015 calendar year data for the leading global
AgChem companies
Capture quantitative and qualitative data on supply
chain performance
SCOPE OBJECTIVES
Note: Composition of participants changed from past year, so the previous year’s metric values have been revised to include data for new participants.
Each participant is active across product categories Understand the drivers of supply chain performance
Active ingredient (AI) and formulations & finished
products (FFP) supply chains
Generate key performance indicators (KPIs) for
comparative analysis among participating companies
Focus on quantitative and qualitative performance
metrics across key financial measures, digital supply
chain, planning, logistics and manufacturing
Understand digital supply chain capabilities and
maturity of AgChem companies

3. SUMMARY OF RESULTS
BY PERFORMANCE METRIC
Copyright © 2017 Accenture. All rights reserved. 3
REVENUE &
PROFITABILITY >
SUPPLY CHAIN
PLANNING >
LOGISTICS > MANUFACTURING >
DIGITAL SUPPLY
CHAIN >
WORKING CAPITAL
& CAPITAL
EFFICIENCY >

4. REVENUE & PROFITABILITY
Copyright © 2017 Accenture. All rights reserved. 4
• Average peer revenue growth rate was
stagnant from 2011 until 2013 and has been
declining year-over-year (YOY) since 2013.
• Furthermore, for the first time in the last five
years, 2015 revenue for all participants fell
compared to the prior year.
• EBITDA* growth has consistently declined for
all participants over the past three years.
Annual revenue growth
10.2%
-15.0%
-10.0%
-5.0%
0.0%
5.0%
10.0%
15.0%
2010 2011 2012 2013 2014 2015
Average
10.2% 10.2%
-10.1%
4.6%
4.0%
*Earnings before interest, taxes, depreciation and amortization

5. Average inventory days on hand
WORKING CAPITAL
& CAPITAL EFFICIENCY
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• Average industry inventory days on hand
(DOH) has consistently increased since 2012.
• For the past four years, peer average cash
conversion cycle (CCC) has increased by 17
days due mostly to the increase in peer
average days sales outstanding (DSO) and
inventory DOH growth.
200
212 214
2012 2014 20152013
205Days

6. DIGITAL SUPPLY CHAIN
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• 80% of survey participants have a digital
supply chain strategy in place and have
developed it within the past 24 months.
• 60% indicate that they are “neither satisfied
nor dissatisfied” with their digital
investments relative to the achievement of
expected business outcomes.
• Most participants note “planning” and “end-
to-end supply chain” as the areas of most
potential value for digital capabilities.
Time period for developing digital supply
chain strategy
20%
60%
20%
Within past 6
months
Within past 24
months
No strategy in
place
% Respondents

7. SUPPLY CHAIN PLANNING
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• All participants consider scenario planning,
exception planning and integrated business
planning highly important to achieve their
supply chain objectives.
• Sales and operations planning (S&OP) is very
important to all participants, but the peer set
average current maturity level for S&OP is
“medium,” indicating an area for continued
improvement.
• Most respondents (80%) have demand
planning organized locally, and 20% are using
a hybrid model.
Importance of supply chain planning
capabilities
0
0.5
1
1.5
2
2.5
3
Demand Sensing
Demand Shaping
Multi-echelon
Inventory
Optimization
Scenario
Planning
Exception
Planning
Integrated
Business
Planning
Operational Supply
Chain Risk
Management
Industry Average

8. LOGISTICS
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• Most participants (60%) work on an operating
model using third-party logistics (3PL)
services while 26% are leveraging a carrier
operating model.
• More than 70% of the warehousing models
that are used by respondents are owned by
third parties.
• The majority of respondents (80%) have
global harmonization of KPIs, which indicates
that the companies are aligning their logistics
goals across geographies.
Transportation models
26%
60%
14%
Carrier Operating
Model
3PL Operating
Model
4PL Operating
Model

9. MANUFACTURING
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• 60% of participants utilize a central, fully-
integrated network plan and optimize
between multiple sites for both AI and FFP.
• All participants plan their production
activities through some form of automation.
• According to peer average responses, 62% of
AI is acquired externally through passive
tolling and purchase.
Production network plan
0%
60%
14%
Locally within
each site
Centrally with fully
integrated network
plan and optimization
between multiple sites
OthersCentrally with
part
collaboration
across sites
20%
% Respondents

10. 1. MOVE FROM DESCRIPTIVE TO PREDICTIVE ANALYTICS TO MORE
QUICKLY RESPOND TO SUPPLY CHAIN DISRUPTIONS.
2. BUILD A DIGITAL OPERATING MODEL TO INSTILL A DATA-DRIVEN AND
ANALYTICS CULTURE THROUGHOUT THE ORGANIZATION.
3. ALIGN YOUR DIGITAL STRATEGY TO YOUR BUSINESS STRATEGY,
CONNECTING CUSTOMER EXPERIENCES INTO THE DIGITAL SUPPLY CHAIN.
LOOKING AHEAD
Copyright © 2017 Accenture. All rights reserved. 10
Our research points to three areas where agricultural chemical companies should focus their digital
supply chain efforts to help improve operating performance:
It continues to be an exciting yet disruptive time for AgChem companies. Digital strategies are gaining
momentum and taking hold in more significant and impactful ways across all parts of the industry. And,
digital disruption is only just beginning. Accenture will continue to monitor this trend, and we look
forward to sharing the results of our 2017 study next year.

11. ADDITIONAL SUGGESTED READING
Copyright © 2017 Accenture. All rights reserved. 11
WORLD ECONOMICFORUM
DIGITAL TRANSFORMATION
INITIATIVE: CHEMISTRY &
ADVANCED MATERIALSINDUSTRY
CHEMICAL INDUSTRY:
NAVIGATINGU.S. SUPPLYCHAIN
DISRUPTIONS
DIGITAL TRENDSETTERS:
SECRETSOF THE MOST
SUCCESSFUL DIGITAL SUPPLY
CHAINS
CAN YOUR SUPPLYCHAIN AVOID
EXTINCTION?
LIBERATINGTHE SUPPLY CHAIN
WORKFORCE: HOW ARTIFICIAL
INTELLIGENCE, ROBOTS AND
PRESCRIPTIVEANALYTICSWILL
BOOST HUMAN POTENTIAL
CHIEF SUPPLY CHAIN OFFICERS:
DO YOU KNOW WHEREYOUR
WEAKESTLINK IS?

12. CONTACT US FOR ADDITIONAL
INFORMATION ABOUT THE 2016
AGRICULTURAL CHEMICALS SUPPLY
CHAIN BENCHMARKING STUDY.
Michael Insogna
Senior Manager, Chemicals
Accenture Consulting
michael.a.insogna@accenture.com
Jennifer Helle
Managing Director, Global Agribusiness Lead
Accenture Consulting
jennifer.a.helle@accenture.com
CONTACT US
Copyright © 2017 Accenture. All rights reserved. 12
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13. ABOUT ACCENTURE
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improve the way the world works and lives. Visit us at www.accenture.com.
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This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your circumstances.
If you require advice or further details on any matters referred to, please contact your Accenture representative.