Executive management at a major international chemical company saw the need for a consistent Process Automation Systems (PAS) strategy to ensure alignment of future expenditures of human and financial resources with the corporation’s business requirements. The company had grown through acquisition and the resulting diverse cultures naturally led to local optimizing. This thwarted the benefits of economies of scale, a collaborative culture, and common best practices. This ARC client understood the industry experience and knowledge ARC would bring to orchestrate the development of their formal strategy.

With an extraordinary level of consensus, the leadership team has a corporate-wide plant systems strategy from sensors and actuation through to supply chain. They documented a formal PAS (DCS) strategy across multiple plants with different legacy automation systems and local strategies which executive management accepted. It established a baseline infrastructure required to insure successful projects with a clear correlation between project initiatives and business objectives.

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