How the chemical industry can build a comprehensive business decision-making system and develop refined management capabilities.

　　In recent years, the chemical industry has faced increasingly fierce market competition, with growing demands for high-quality products, rapid delivery times, and competitive pricing—placing significant pressure on companies to meet production and delivery targets. Moreover, the chemical industry is highly sensitive to upstream and downstream factors, leading to substantial fluctuations in business volume. For instance, the recent surge in global energy prices, coupled with persistently high shipping costs, has put considerable pressure on chemical companies to control their costs. On the other hand, influenced by regional geopolitical developments, prices of certain chemical products—such as fertilizers—have skyrocketed, and market demand is changing rapidly and unpredictably. As a result, chemical companies must promptly monitor shifts in end-use demand and swiftly adjust their business strategies accordingly. Specifically, chemical companies currently face challenges in the following areas:

　　In the upstream supply chain, chemical raw materials come in a wide variety of types, and bulk futures prices are subject to significant fluctuations. There are diverse constraints on material demand and supply quantities, making the allocation process highly complex. Moreover, demand varies considerably across different production lines, which greatly complicates the task of integrated procurement and supply planning for enterprises.

　　In the mid-stage of production, with continuous manufacturing and maximum capacity utilization expected, yet demand remains volatile—coupled with factors such as environmental protection policies, power restrictions, and on-site logistics—it’s crucial to align production capacity with market demand, allocate capacity appropriately, and produce the right product mix to maximize profitability.

　　In the later sales stage, information flows in a unidirectional manner, and there’s a lack of information sharing and collaboration among departments. Each department operates independently, making it impossible to gain a holistic view of the company’s overall business performance. How can we leverage existing resources within a short timeframe to achieve optimal results, boost revenue, and support growth?

　　These challenges place higher demands on the quality of business decision-making across all aspects of chemical enterprises—ranging from the allocation of production resources and scheduling tracking to refined process management, marketing systems, and integrated production-and-sales coordination. The traditional business decision-making approach, which relies on business rules combined with experiential judgment, can no longer meet enterprises’ needs, making it urgently necessary to adopt more intelligent decision-making mechanisms.