1. Lean and Agile Vision 1 © The Delos Partnership 2003 Vision and Strategy Setting the Framework

2. Lean and Agile Vision 2 © The Delos Partnership 2003 The Delos Model Vision Strategy Prioritisation Prioritisation Innovation Innovation Demand Support Supply Supply

3. Lean and Agile Vision 3 © The Delos Partnership 2003 Key Dimensions Market discipline/Value proposition Organisational Customer Relationships Supplier Relationships Performance Measures

4. Lean and Agile Vision 4 © The Delos Partnership 2003 Value Proposition StrategyNowFuture Operational Excellence Customer Solutions Product Leadership Total = 100 %

5. Lean and Agile Vision 5 © The Delos Partnership 2003 Different cultures/disciplines Product Leadership Customer intimacy Operational Excellence Product Range Continuously evolving, with a high degree of failures Continuously expanding in response to customer request, designed to provide customer solutions Constantly being reduced via the 80:20 rule to core product range. Reduced variation wherever possible Asset Utilisation Low asset utilisation as many experimental formulations being produced Low utilisation as spare capacity and inventory maintained to support “surge” demand High pressure to utilise assets, and maximise OEE. Long campaigns designed to reduce cost per unit. Development Focus On next generation of new products On products that are designed by the customer On products that minimise waste and cost and variety Organisational Dominance Research and Technical personnel Sales and MarketingFinance and Operations Key measures On time development of new products Meeting customer request date Asset utilisation and cost per unit. Customer promise dates

6. Lean and Agile Vision 6 © The Delos Partnership 2003 Functional Organisation MD Sales Marketing Technical Operations Finance HR R&DR&D R&DR&D MKTGMKTG MKTGMKTG SALESSALES SALESSALES OPSOPS OPSOPS ACCTSACCTS ACCTSACCTS HRHR HRHR Directors Managers Supervisors/Team Leaders

7. Lean and Agile Vision 7 © The Delos Partnership 2003 Process Based Organisation MD Sales Marketing Technical Operations Finance HR R&DR&D R&DR&D MKTGMKTG MKTGMKTG SALESSALES SALESSALES OPSOPS OPSOPS ACCTSACCTS ACCTSACCTS HRHR HRHR Directors Managers Supervisors/Team Leaders Innovation Process Owner Customer Process Owner Supply Process Owner Value Stream Owner

8. Lean and Agile Vision 8 © The Delos Partnership 2003 Value Stream A Value stream represents all of those activities which can and do add direct value to the customer –Sales –Marketing –Manufacturing –Procurement –Development –Accounts –HR,IT

9. Lean and Agile Vision 9 © The Delos Partnership 2003 Value Stream Definition What are Syngenta’s Value streams defined around those streams which add value to the customer ? Choices Countries ? Regions ? Product type [Seed/Liquid/Powder/Granule] ? Big Farmer/Medium Farmer/Little Farmer ? Market type ? Crop ? Active Ingredient ? What are Syngenta’s Value streams defined around those streams which add value to the customer ? Choices Countries ? Regions ? Product type [Seed/Liquid/Powder/Granule] ? Big Farmer/Medium Farmer/Little Farmer ? Market type ? Crop ? Active Ingredient ?

10. Lean and Agile Vision 10 © The Delos Partnership 2003 Customer/Supplier Relationships Vision Strategy Prioritisation Prioritisation Innovation Innovation Demand Support Supply Supply Vision Strategy Prioritisation Prioritisation Innovation Innovation Demand Support Supply Supply Vision Strategy Prioritisation Prioritisation Innovation Innovation Demand Support Supply Supply Shared Vision and Strategy Common Goals and Objectives Synchronised Demand Flow Shared Vision and Strategy Common Goals and Objectives Synchronised Demand Flow Our organisation Suppliers Customers

11. Lean and Agile Vision 11 © The Delos Partnership 2003 Workshop Who are the major players in the Supply Chain ? What are their goals and objectives ? What is the driver towards end customer value ?

12. Lean and Agile Vision 12 © The Delos Partnership 2003 Creating the Framework 1.Focus on Core Products and Customers 2.Focus on Strategic and core competency 3.Establish co-operative relationships 4.Measure the right things 5.Develop teamwork, and not functional silos

13. Lean and Agile Vision 13 © The Delos Partnership 2003 Workshop What are the key strategic changes that need to be implemented to create the right framework for Syngenta to pursue its chosen strategic focus ?