[en] Over the past 10 to 15 years, petrochemical companies have aggressively cut costs due to increased international competition. Unfortunately, these conditions will remain part of the future business environment. To remain international as players, leading chemical companies must develop new methods to keep a competitive edge. One option is to use global supply-chain management. With this strategy, organizations can optimize costs in an integrated fashion along the entire manufacturing and delivery system worldwide. This is a sharp contrast to previously used compartmentalized cost cutting by departments such as transportation, manufacturing, etc. Rethinking the supply-chain management requires devising a new order on how all manufacturing process costs contribute to the total product costs. Manufacturers can no longer look at operation segments as separate puzzle pieces. They must devise a framework that integrates all functions of production and distribution to be the lowest-cost manufacturer in that market

[en] The opportunity in Asia for petrochemical companies generally is well known among global players in the industry. Conventional wisdom dictates that most companies at least consider investing in Asia, and for good reason, in most cases. The more aggressive, growth-oriented companies, however, already are attempting to discover the ''next Asia,'' if there is such a thing. Latin America has been nominated as one of the less developed regions that might inherit the Asia/Pacific region's enviable position. This nomination, however, was made before the Mexican financial crisis and the burgeoning pressure on the currencies of Brazil and Argentina. In light of current events, can Latin America still be considered the next Asia, and, if so, what opportunities will follow the devaluation of the Mexican peso? An analysis of the economic and political factors affecting the petrochemical industry in Latin America indicates that the region still hold excellent prospects for petrochemical companies