Paper manufacturing is an industry type which is widespread across the globe. A lot of difficult tasks are carried out in the industry throughout the manufacturing and related process. All these processes should be done without the space of an error to make the industry loss proof and successful. To make paper processing error-free and profitable, using an ERP for paper industry will be very much helpful. An ERP in paper industry provides the industry with lot of assistance in areas such as manufacturing, inventory, shipping etc. This blog discusses the various advantages which the paper manufacturing industry make out of an ERP implementation.
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- Pulp, paper, and packaging in the next decade: Transformational change
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- Pulp & Paper Manufacturing: Inside an Industry in the Process of Reinvention
Introduction to the Plastic Manufacturing Industry – White PaperVIDEO ON THE TOPIC: Tissue paper production in Sofidel plants – National Geographic
Our mission is to help leaders in multiple sectors develop a deeper understanding of the global economy. Our flagship business publication has been defining and informing the senior-management agenda since From what you read in the press and hear on the street, you might be excused for believing the paper and forest-products industry is disappearing fast in the wake of digitization.
The year saw worldwide demand for graphic paper decline for the first time ever, and the fall in demand for these products in North America and Europe over the past five years has been more pronounced than even the most pessimistic forecasts. But the paper and forest-products industry as a whole is growing, albeit at a slower pace than before, as other products are filling the gap left by the shrinking graphic-paper 1 1.
The graphic-paper segment includes newsprint, printing, and writing papers. Packaging is growing all over the world, along with tissue papers, and pulp for hygiene products. Although a relatively small market as yet, pulp for textile applications is growing. And a broad search for new applications and uses for wood and its components is taking place in numerous labs and development centers. The paper and forest-products industry is not disappearing—far from it. But it is changing, morphing, and developing.
We would argue that the industry is going through the most substantial transformation it has seen in many decades. In this article, we outline the changes we see happening across the industry and identify the challenges CEOs and their leadership teams will need to manage over the next decade. The structure of the industry landscape is changing. The changes are not dramatic individually, but the accumulation of changes over the long term has now reached a point where they are making a difference.
Consolidation has been a major factor in many segments of the industry. The big have become bigger in their chosen areas of focus. What they have done is focus their efforts on fewer segments. As a result, concentration levels in specific segments have generally, if not universally, increased Exhibit 2.
In some segments such as North American containerboard and coated fine paper, ownership concentration as defined by traditional approaches to drawing segment boundaries may be reaching levels where it would be difficult for companies to find further acquisition opportunities that could be approved by competition authorities.
A grouping of companies has emerged that is not identical to, but partly overlaps with, the group of largest companies, and is drawn from various geographies and market segments.
Companies in this group have positioned themselves for further growth through high margins and low debt Exhibit 3. Our analysis suggests the financial resources available to some members of this group for strategic capital expenditure could be five to ten times greater than other top players in the industry.
This potentially represents a powerful force for change in the industry, and over the next few years it will be interesting to see how these companies choose to spend their resources.
Some of these companies with large war chests and sizable annual cash flows deployable for strategic capex might even face a challenge to find opportunities on a scale that matches these resources. Where there are leaders, there are also laggards. Whether companies are well positioned for further growth or still needing to earn the right to grow, they can expect demand to grow for paper and board products over the next decade.
The graphic-paper market will continue to face declining demand worldwide, and our research has yet to find credible arguments for a specific floor for future demand. But this decline should be balanced by the increase in demand for packaging—industrial as well as consumer—and tissue products.
All in all, demand for fiber-based products is set to increase globally, with some segments growing faster than others Exhibit 4. That picture is not without its uncertainties. One hazy spot in the demand skies might be concerns over how fast demand will grow in China.
Expectations of growth from only a few years ago have proved a bit too optimistic, not only in graphic papers but also in tissue papers and packaging. And recently, as a result of turmoil in the market for recycled fiber, Chinese users of corrugated packaging have reduced their consumption, through weight reductions and use of reusable plastic boxes.
Supply movements are notoriously difficult to forecast more than a few years out, but we believe the following observations are relevant to this discussion. But even with a readjustment of the market, the midterm prospects are likely to be in favor of the producers, with little new capacity until —22 and some softwood capacity that is likely to be converted to other products, such as pulp for textile applications. For softwood particularly, challenges in expanding the forest supply are constraining new supply.
The lingering question is whether such supply-side challenges can trigger an accelerated development of applications that are less dependent on wood-fiber pulp. In such an environment, what are the key challenges senior executives will need to address? What are the key battles they will have to fight? Yet given the confluence of technological changes, demographic changes, and resource concerns that we anticipate over the next decade, we believe the industry will have to embrace change that is, in character, as well as pace, vastly different from what we have seen before—and anything but traditional.
This will pose significant challenges for CEOs regarding how they manage their companies. We argue that there are three broad themes that paper and forest-products CEOs will have to address through and beyond:.
The past couple of years have seen increased instability in forest-products segments. The negative impact of digital communications on graphic paper has led many companies to steer away from the segment and into higher-growth areas, either through conversion of machines or through redirection of investment funds.
This is leading to a higher level of uncertainty and overcapacity in, for example, packaging grades. The instability has also been exacerbated by the capacity additions that primarily Asian producers have made despite the slowing demand growth in that region. A case in point is virgin-fiber cartonboard. Several producers in Europe have converted machines away from graphic paper and into this segment, creating further oversupply in Europe and leading producers to redouble their efforts to sell to export markets.
This is happening just as increasing capacity in Asia, and particularly in China, looks set to displace imports that have traditionally come into the region, mainly from Europe and North America. Some of the new Asian capacity could even find its way into export markets.
This development is likely to persist for several years until markets again find more of an equilibrium, and it poses challenging questions for companies. What, if any, safe havens exist for my products? How do I protect home-market volumes? How do I protect my export volumes? What is the appropriate pricing strategy to use in the different regions? For CEOs looking to move into a new market segment, it will be equally important to make the right assessment of which segments to enter as they shift their footing.
Where will I be the most competitive? How will my entry change market dynamics, and will this matter to me? If that might seem to trend toward stabilization, the situation in recycled fibers is still very uncertain. As China, and gradually other Asian countries, have increasingly restricted the import of recovered fiber as well as plastics and other recovered materials , the dynamics have shifted.
While prices of old corrugated containers OCC and other papers for recycling have plummeted in North America and Europe, prices of domestic Chinese OCC have increased drastically, challenging both the price and availability of recycled-based corrugated board. In response, companies have set up capacity to produce recycled-fiber pulp to export to China, while the country is jacking up its import of containerboard for corrugated packaging, as well as virgin fiber for strengthening purposes.
This of course affects how companies, in any country, think about their fiber-supply strategies as well as their product focus. Even though we see new ways of creating value in the forest-products industry, low cost is, and will remain, a critical factor for high financial performance.
One of the characteristics shared by companies with high margins and high returns is that they have access to low-cost raw materials, primarily fiber.
This will continue to be a high-priority area, albeit with some twists compared with today. Beyond the price increases of the past couple of years, fresh fiber is facing other, more long-term, cost issues. It is unclear whether plantation land in the southern hemisphere primarily for short-fiber wood will continue to be available at current low prices.
And as companies go to more remote areas to acquire inexpensive land, such as in Brazil, their infrastructure and logistics costs increase.
Will higher productivity and yield allow the global industry to add ever more low-cost capacity, or are we going to see a gradual increase in raw-material costs? For long-fiber products, the difficulties to expand long-fiber pulp capacity will make such assets very valuable over the next several years. But at what point will development of the material properties of short-fiber pulps make them rival more expensive long-fiber pulps in a number of major applications?
Operating costs for paper and board production are another area where companies need to get a tighter grip. Despite the fact that this area receives continual focus from management, our experience suggests there is still significant potential for cost reduction by using conventional approaches to work smarter and reduce waste in the production chain. This is particularly the case in areas that are less the focus of management attention, such as converting.
Many companies need to go beyond the conventional approaches to a next level of cost optimization—and many are ready to take this step. Most if not all paper and forest-products companies have completed large fixed-cost reduction programs. But there are often broader systemic issues that companies still need to address to be able to build sustainable operating models. In addition, in some segments many companies fail to reduce fixed costs as quickly as capacity disappears. By radically rethinking the operating model, companies can significantly shift their fixed-cost structure.
By doing so, they can set a very different starting point in terms of flexibility and agility for when market volumes go through their normal cyclical swings. The paper and forest-products industry has much to gain from embracing digital manufacturing : according to our estimates, this could reduce the total cost base of a producer by as much as 15 percent.
New applications such as forestry monitoring using drones or remote mill automation present tremendous opportunities for increased efficiency and cost reductions. This is also the case in areas where big data can be applied, for instance, to solve variability and throughput-related issues in each step of the integrated production flows Exhibit 5. The industry is well placed to join the digital revolution, as paper and pulp producers typically start from a strong position when it comes to collected or collectable data.
At the customer-facing end, the opportunity for innovation is huge and has the potential to transform existing industries and create new ones, especially in packaging segments.
Digital developments will also help disrupt previous B2B2C value chains, paving the way for direct B2C relationships between paper-product makers and end consumers, for example, in tissue products. The digital world is unfamiliar territory to most paper industry CEOs. To avoid too much doodling with small uncoordinated efforts, it is necessary to undertake a thought-through program, preferably guided by digitally experienced people either on the top-management team or board. For any paper-company CEO who looks out ten years, the really different challenges will not be around cost containment.
Global trends are moving the industry into a new landscape, where the challenges and opportunities for finding value-creating growth roles for forest products are changing radically. We believe examples will include new producer and distributor collaborations; pulp players collaborating more innovatively with non-integrated players; paper and packaging companies collaborating more intensively with retailers, consumer-goods companies, and technological experts; and new products such as bio-refinery products requiring novel go-to-market partnerships.
Here are some interesting examples of how these and other trends could play out. Staying relevant and increasing relevancy in a fast-changing packaging world.
The packaging market is multifaceted and continuously morphing. Digital developments influence it both by stimulating demand for packaging used in e-commerce and by enabling the integration into packaging of sensors and other technology. At the same time, the packaging industry has to deal with increasing pressures around cost, resource conservancy, and sustainability. That last topic has gained huge momentum in the past couple of years as concerns over plastic waste have added to the concern over CO 2 emissions from fossil-based packaging materials.
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TechTarget provides enterprise IT professionals with the information they need to perform their jobs - from developing strategy, to making cost-effective IT purchase decisions and managing their organizations' IT projects - with its network of technology-specific websites, magazines and events. Manufacturing Industry. Posted: 11 Dec Published: 11 Dec Posted: 09 Dec Published: 09 Dec But is that always the best decision? Find out in this white paper, which explores 1 alternative to replacing WMS: Work execution software. Posted: 06 Dec Published: 06 Dec
An official website of the United States government Here is how you know. Federal government websites often end in. Before sharing sensitive information, make sure you're on a federal government site. The site is secure. The paper manufacturing subsector is part of the manufacturing sector. Industries in the Paper Manufacturing subsector make pulp, paper, or converted paper products. The manufacturing of these products is grouped together because they constitute a series of vertically connected processes. More than one is often carried out in a single establishment. There are essentially three activities.
Pulp, paper, and packaging in the next decade: Transformational change
The pulp and paper industry comprises companies that use wood as raw material and produce pulp , paper , paperboard and other cellulose-based products. The pulp is fed to a paper machine where it is formed as a paper web and the water is removed from it by pressing and drying. Pressing the sheet removes the water by force. Once the water is forced from the sheet, a special kind of felt, which is not to be confused with the traditional one, is used to collect the water.
As one of the industries most impacted by the digital age, climate change and shifting consumer perspectives, needs and behaviors, pulp and paper could not be at a more critical crossroads. In fact, change brought about by digitalization alone is the most significant the pulp and paper industry has experienced since it became industrialized. Despite these challenges, the opportunities side of the equation conveys that the era of paper is nowhere near ending. For example, while digital solutions are replacing paper, the packaging sector is currently growing as a direct consequence of digital media — and this is only one of many interesting industry trends to be leveraged. As a result of being at such an evolutionary point in its history, the global pulp and paper industry is taking a hard look at how it needs to operate and innovate in order to address challenges, seize opportunities and, from a big picture perspective, remain relevant, sustainable and profitable. As manufacturing engineering consultants with wide-ranging experience in the pulp and paper industry, we know how imperative it is for manufacturers to increase productivity and efficiency in order to combat the above challenges and more. We also know how essential it is to have the ability, agility and capacity to capitalize on available opportunities. Equally, to do both without comprising quality. This short report shows where those leading the industry are putting their attention, as well as their level of confidence in future growth. It also compares data collected from pulp and paper manufacturing CEOs to data collected from CEOs in all industries included in the study.
Pulp & Paper Manufacturing Sector
Despite the recent growth of electronic communications, paper continues to play a vital role in communicating concepts, ideas, and opportunities, not to mention the prominent use of paper to archive of much of human knowledge. Tissue, toweling and non-woven products are critical to personal hygiene, medical care and many other aspects of modern life. Fiber-based packaging materials, which are often preferred for their low cost and recyclability, prevent damage and spoilage of contents, and facilitate the transport and handling of products. Chemicals and advanced materials derived from wood pulping have myriad applications in consumer electronics, flavors and fragrances, pharmaceuticals, and many other industries. It is little wonder that use of pulp and paper products correlates closely with the level of economic development.
Pulp and Paper Manufacturing
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Pulp & Paper Manufacturing: Inside an Industry in the Process of Reinvention
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Plastic is one of the most versatile and inexpensive materials available for consumer products and manufacturing industries. This whitepaper contextualizes the fabrication of parts and components using plastic through a variety of technological processes. The necessity and the goal of a business indicates which technology better suits the business needs.
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