The Chemicals Practice works with clients on a variety of issues covering all aspects of the business system. Our expertise covers corporate and business unit strategy, organization/PMM, growth, innovation, industry structure management, performance management, and all aspects of operational improvement (e.g., lean transformation, sales and marketing programs, procurement/SCM, IT, site management).  Due to our experience, size, and global reach, we are especially well equipped to help our clients conduct complex, transformational programs that fundamentally shape the course of a company.

In terms of industry segments, our experience spans across petrochemicals, basic and commodity chemicals such as ammonia, chlorine, styrene, and ethylene; agrochemicals for crop protection and fertilizers; polymers such as plastics, and biopolymers; specialty and formulated chemicals such as pharmaceutical and food ingredients, electronic chemicals, water treatment, and flavors and fragrances; and advanced materials such as laminates, opto-electronics, composites, and ceramics. In the last five years, McKinsey's Chemicals Practice has conducted more than 800 engagements in the chemical industry, serving the global leaders as well as mid-sized companies and start-up's e.g. in biotechnology or in fine chemicals. The practice also supports allied industries such as synthetic fibers, cement, and rubber.

McKinsey's Chemicals Practice sustains a truly global network of chemical experts and practitioners with more that 140 firm members involved in client projects at any one time.  We additionally invest heavily in developing state-of-the-art knowledge to make our clients more successful.

Evaluate portfolio restructuring options and formulate a unique strategic direction that increases asset utilization and leverages business and product portfolios. Use growth and financial-restructuring levers to help improve stagnant stock prices.

Implement programs to improve skills in core production, supply chain, and purchasing functions; identify and capture profit-improvement potential within the supply chain by improving operations, optimizing the manufacturing logistics network, reducing the complexity of raw-material sourcing, and strengthening the value-added role of purchasing.