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</span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Guttorm Aase </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j">Dennis Kim </span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/soenke-lehmitz" class="mdc-c-link-inline___7DRrt_8032924 mdc-c-link-inline--secondary___YKoOK_8032924"><span class="mdc-c-link__label___Pfqtd_8032924">Soenke Lehmitz</span></a><span> </span></span></span><span class="AuthorsByLine_mck-c-authors-byline__author__XdrlD"><span class="AuthorsByLine_mck-c-authors-byline__no-wrap__Ced0j"><a data-component="mdc-c-link" href="/our-people/jeremy-wallach" class="mdc-c-link-inline___7DRrt_8032924 mdc-c-link-inline--secondary___YKoOK_8032924"><span class="mdc-c-link__label___Pfqtd_8032924">Jeremy Wallach</span></a></span></span></div><div class="mdc-u-grid-col-md-start-8 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-8 mdc-u-grid-col-lg-end-11 ArticleContent_mck-c-article-content__share-tools__kWRRw"></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-animation-blur-in-400"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-5"><div class="mck-u-links-inline">With relatively little risk, industrial gas companies can optimize parts of their operations with advanced technologies.</div></div></div></section><main data-layer-region="article-body" class="mdc-u-grid mdc-u-grid-gutter-xxl"><div class="mdc-u-grid mdc-u-grid-col-1 mdc-u-grid-col-md-12"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><div class="mdc-o-content-body mck-u-dropcap"><div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="DownloadsSidebar_mck-c-downloads-sidebar__iFmyt mck-o-xs-right-span"><div data-layer-region="downloads-right-rail"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924"></h3><div><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924"><a data-component="mdc-c-link" href="#/download/%2F~%2Fmedia%2Fmckinsey%2Findustries%2Fchemicals%2Four%20insights%2Fgetting%20value%20from%20advanced%20digital%20technology%20for%20industrial%20gas%20companies%2Fgetting-value-from-advanced-digital-technology-for-industrial-gas-companies-vf.pdf%3FshouldIndex%3Dfalse" class="DownloadsSidebar_mck-c-downloads-sidebar__download-link__fPqFQ mdc-c-link___lBbY1_8032924" target="_self" data-layer-event-prefix="Download Link" data-layer-action="click" data-layer-report-type="" data-layer-file-name="getting-value-from-advanced-digital-technology-for-industrial-gas-companies-vf" data-layer-report-name="getting-value-from-advanced-digital-technology-for-industrial-gas-companies-vf>"><span data-component="mdc-c-icon" class="mdc-c-icon___oi7ef_8032924 mdc-c-icon--size-md___yi5fA_8032924 mck-download-icon"></span><span class="mdc-c-link__label___Pfqtd_8032924"> (3 pages)</span></a></div></div></div></div>  <p><strong>Ever-increasing volumes of data, </strong>connectivity, computing power, and advanced analytics are putting Industry 4.0 tools—which transform manufacturing and industrial processes with up-to-date digital technology—<a href="/capabilities/operations/our-insights/covid-19-an-inflection-point-for-industry-40">more within reach</a>. Indeed, about half of leaders of industrial gas companies surveyed in informal interactions have expressed interest in developments in Industry 4.0. They have reason to be interested: our analysis suggests that the industrial gas sector stands to increase EBIT<span class="FootNote_footnote-holder__tjRqy"><a aria-label="footnote" href="javascript:void(0);" class="FootNote_footnote-wrapper__AIRwL undefined FootNote_bottom__9aoSL FootNote_inactive__VZfCp" aria-describedby="bf3c9006-2767-48b6-8f69-30e8302fe827"><sup class="FootNote_footnotesup__e73z_">1</sup><span class="FootNote_notch-wrapper__b_5NS"><span class="FootNote_notch__omKtY"></span></span><span class="FootNote_tooltip__QtrbA mdc-u-mt-2"><span class="FootNote_footnote-content__r2OVl"><span id="bf3c9006-2767-48b6-8f69-30e8302fe827" aria-hidden="true" data-module-theme="light" class="FootNote_footnote-text__VjKgO mck-u-links-inline">Earnings before interest and taxes.</span></span></span></a></span> margins by two to five percentage points—a significant competitive advantage in an industry in which historical EBIT margins are a healthy 20 to 25 percent for major players. For companies that may already be piloting advanced analytics, a small collection of similar Industry 4.0 tools (including machine learning), scaled throughout an enterprise, can create value at low risk for industrial gas companies.</p>  <p>Such measures could grow the profit margins of an industry that already creates significant shareholder value. Industrial gas companies can apply Industry 4.0 tools throughout the value chain, such as advanced analytics to enhance plant efficiency or optimize bulk or packaged gas deliveries. Digital and analytical tools could also help strengthen supply chains that are especially crucial during the COVID-19 crisis—particularly ones that involve delivering liquid oxygen to hospitals and enhancing capacity at dry-ice facilities that support vaccine transportation. Gas players could start by leveraging existing technologies and approaches to quickly capture value, creating a self-funding mechanism for further digital transformation. </p> <div data-module-category="" class="PullQuote_mck-c-pullquote__DbaQ5 mck-o-lg-center"><blockquote data-component="mdc-c-blockquote" class="PullQuote_mck-c-blockquote__6n21p PullQuote_mck-c-blockquote--hide-quotes__CpGpg mdc-c-blockquote mdc-c-blockquote--is-quotes___TozKo_8032924"><p>Industry 4.0 tools could help grow the profit margins of an industry that already creates significant shareholder value. </p></blockquote></div> <h2>Pipeline operations</h2> <p>While stand-alone facilities such as single air-separation units are fairly optimized thanks to advanced process controls, there is an opportunity to optimize more complex pipeline networks with multiple plants and gas consumers. For instance, years of historical data could be used to create a model that forecasts customer-demand volumes across the network. The model could monitor actual production and consumption across the pipeline, making optimized recommendations to meet all customer needs at a minimized cost. The models could calculate the probability of sudden changes in customer demand—such as a steel mill suddenly pulling a significantly higher volume amount of oxygen—and calculate an optimized output. In such a scenario, the model would simultaneously account for remaining uncertainty in the demand model and important operational-cost trade-offs, particularly between increasing pipeline pressure and vaporizing supplemental liquid. Operators can reference a display of real-time set-point recommendations for the relevant equipment as operating and ambient conditions evolve.</p> <div data-component="mdc-c-module-wrapper" data-module-theme="default" data-module-background="transparent" data-module-category="" class="mck-c-disruptor1up mck-o-md-center mck-u-inline-module-border-top mck-u-inline-module-border-bottom mck-u-screen-only" data-layer-region="disruptor-1up"><div class="mdc-u-grid mdc-u-grid-gutter-md mdc-u-grid-col-lg-12 mdc-u-grid-col-md-12 "><div class="mdc-u-grid-col-md-span-12"><header data-component="mdc-c-header" class="mdc-c-header"><div class="mdc-c-header__block___i1Lg-_8032924"><h3 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924"><div>Would you like to learn more about our <a href="/industries/chemicals/how-we-help-clients">Chemicals Practice</a>?</div></h3></div></header></div></div></div> <h2>Bulk distribution</h2> <p>Bulk distribution (particularly trucking) can also benefit from Industry 4.0 tools. For example, an advanced-analytics model with the proper inputs and constraints—such as fleet size, fleet availability, and local transportation regulations—could optimize delivery of bulk gases to customers. A relevant model could forecast consumption and use inputs such as traffic patterns to create optimized delivery routes for drivers. Optimized routes would reduce the total cost for customers by reducing trucking miles and fuel costs.</p> <p>Furthermore, advanced models could also update trucking routes using real-time data. For example, if a highway is shut down because of an accident, the model could rerun its inputs, identify a faster route, and provide the updated route to drivers. An optimized distribution system would cut short-term costs and help industrial gas companies optimize their trucking fleets based on insights from models.</p> <h2>Plants and pipelines</h2> <p>In the longer term, drones and autonomous vehicles could contribute to the optimal functioning of plants and pipelines. Drones could automatically complete operator routes, collecting video data of the plant and leveraging unstructured data analysis to identify any concerns, such as ice accumulation on the top of cold boxes or unexpected leaks, and catch both safety and efficiency issues earlier. Similarly, autonomous vehicles could deliver needed parts to job sites, helping mechanics be more effective by providing greater wrench time. The question now is how industrial gas companies can best prepare for successful transformations.</p> <hr/> <p>Industry 4.0 tools can generate significant business impact for industrial gas companies. Those that are ready and able to make the commitment can capture sustainable competitive advantages.</p></div><div class="container-placeholder"></div></div></div><div class="mdc-u-grid mdc-u-grid-gutter-xl"><section role="contentinfo" data-layer-region="article-about-authors" class="mdc-u-grid mdc-u-grid-col-md-12 AboutAuthor_mck-c-about-author__nRJzu"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-3 mdc-u-grid-col-lg-end-11"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center"></h5><div data-component="mdc-c-description" class="mdc-c-description___SrnQP_8032924 mdc-u-ts-8 mck-u-links-inline mck-u-links-inline--secondary mdc-u-mt-5"><div><p><strong>Guttorm Aase</strong> is an associate partner in McKinsey’s New York office, <strong>Dennis Kim</strong> is a consultant in the Chicago office, <strong><a href="/our-people/soenke-lehmitz">Soenke Lehmitz</a></strong> is a senior partner in the Stamford office, and <strong>Jeremy Wallach</strong> is a partner in the Boston office. </p></div></div></div></section><section class="mdc-u-grid mdc-u-grid-col-md-12 mck-u-screen-only"><div class="mdc-u-grid-col-md-start-2 mdc-u-grid-col-md-end-12 mdc-u-grid-col-lg-start-5 mdc-u-grid-col-lg-end-9"><h5 data-component="mdc-c-heading" class="mdc-c-heading___0fM1W_8032924 mdc-c-heading--title___5qyOB_8032924 mdc-c-heading--border___K8dj3_8032924 mdc-u-align-center">Explore a career with us</h5><div data-component="mdc-c-link-container" class="mdc-c-link-container___xefGu_8032924 mdc-c-link-container--align-center___ar3mu_8032924"><a data-component="mdc-c-link" href="/careers/search-jobs" class="mdc-c-button___U4iY2_8032924 mdc-c-button--secondary___Boipq_8032924 mdc-c-button--size-large___jwpUy_8032924" aria-label="Search Openings" data-layer-event-prefix="CTA Link" data-layer-action="click" 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type="application/json">{"props":{"pageProps":{"locale":"en","dictionary":{},"sitecoreContext":{"route":{"name":"Getting value from advanced digital technology for industrial gas companies","displayName":"Getting value from advanced digital technology for industrial gas companies","fields":null,"databaseName":"web","deviceId":"fe5d7fdf-89c0-4d99-9aa3-b5fbd009c9f3","itemId":"dcf93f69-1424-4402-949d-f2ff65240223","itemLanguage":"en","itemVersion":1,"layoutId":"ae753eb4-a035-40b4-83bf-4b4438df6742","templateId":"683910db-02ba-40ba-92e7-726c880160a9","templateName":"ArticleJSS","placeholders":{"jss-main":[{"uid":"232bb7e9-289f-492d-a916-2b6185e44a84","componentName":"ArticleTemplate","dataSource":"","fields":{"data":{"articleTemplate":{"title":{"jsonValue":{"value":"Getting value from advanced digital technology for industrial gas companies"}},"sEOTitle":{"value":"Industrial gas companies advancing through technology"},"description":{"jsonValue":{"value":"With relatively little risk, industrial gas companies can optimize parts of their operations with advanced technologies."}},"sEODescription":{"value":"With little risk, industrial gas companies can optimize parts of their operations with advanced technologies."},"displayDate":{"jsonValue":{"value":"2021-02-16T00:00:00Z"}},"body":{"value":"[[DownloadsSidebar]] [[MostPopularArticles 5]]\n\u003cp\u003e\u003cstrong\u003eEver-increasing volumes of data, \u003c/strong\u003econnectivity, computing power, and advanced analytics are putting Industry 4.0 tools\u0026mdash;which transform manufacturing and industrial processes with up-to-date digital technology\u0026mdash;\u003ca href=\"/capabilities/operations/our-insights/covid-19-an-inflection-point-for-industry-40\"\u003emore within reach\u003c/a\u003e. Indeed, about half of leaders of industrial gas companies surveyed in informal interactions have expressed interest in developments in Industry 4.0. They have reason to be interested: our analysis suggests that the industrial gas sector stands to increase EBIT[[Footnote 1]] margins by two to five percentage points\u0026mdash;a significant competitive advantage in an industry in which historical EBIT margins are a healthy 20 to 25 percent for major players. For companies that may already be piloting advanced analytics, a small collection of similar Industry 4.0 tools (including machine learning), scaled throughout an enterprise, can create value at low risk for industrial gas companies.\u003c/p\u003e\n[[Audio 1]]\n\u003cp\u003eSuch measures could grow the profit margins of an industry that already creates significant shareholder value. Industrial gas companies can apply Industry 4.0 tools throughout the value chain, such as advanced analytics to enhance plant efficiency or optimize bulk or packaged gas deliveries. Digital and analytical tools could also help strengthen supply chains that are especially crucial during the COVID-19 crisis\u0026mdash;particularly ones that involve delivering liquid oxygen to hospitals and enhancing capacity at dry-ice facilities that support vaccine transportation. Gas players could start by leveraging existing technologies and approaches to quickly capture value, creating a self-funding mechanism for further digital transformation. \u003c/p\u003e\n[[PullQuote 1]]\n\u003ch2\u003ePipeline operations\u003c/h2\u003e\n\u003cp\u003eWhile stand-alone facilities such as single air-separation units are fairly optimized thanks to advanced process controls, there is an opportunity to optimize more complex pipeline networks with multiple plants and gas consumers. For instance, years of historical data could be used to create a model that forecasts customer-demand volumes across the network. The model could monitor actual production and consumption across the pipeline, making optimized recommendations to meet all customer needs at a minimized cost. The models could calculate the probability of sudden changes in customer demand\u0026mdash;such as a steel mill suddenly pulling a significantly higher volume amount of oxygen\u0026mdash;and calculate an optimized output. In such a scenario, the model would simultaneously account for remaining uncertainty in the demand model and important operational-cost trade-offs, particularly between increasing pipeline pressure and vaporizing supplemental liquid. Operators can reference a display of real-time set-point recommendations for the relevant equipment as operating and ambient conditions evolve.\u003c/p\u003e\n[[Disruptor1Up dis1]]\n\u003ch2\u003eBulk distribution\u003c/h2\u003e\n\u003cp\u003eBulk distribution (particularly trucking) can also benefit from Industry 4.0 tools. For example, an advanced-analytics model with the proper inputs and constraints\u0026mdash;such as fleet size, fleet availability, and local transportation regulations\u0026mdash;could optimize delivery of bulk gases to customers. A relevant model could forecast consumption and use inputs such as traffic patterns to create optimized delivery routes for drivers. Optimized routes would reduce the total cost for customers by reducing trucking miles and fuel costs.\u003c/p\u003e\n\u003cp\u003eFurthermore, advanced models could also update trucking routes using real-time data. For example, if a highway is shut down because of an accident, the model could rerun its inputs, identify a faster route, and provide the updated route to drivers. An optimized distribution system would cut short-term costs and help industrial gas companies optimize their trucking fleets based on insights from models.\u003c/p\u003e\n\u003ch2\u003ePlants and pipelines\u003c/h2\u003e\n\u003cp\u003eIn the longer term, drones and autonomous vehicles could contribute to the optimal functioning of plants and pipelines. Drones could automatically complete operator routes, collecting video data of the plant and leveraging unstructured data analysis to identify any concerns, such as ice accumulation on the top of cold boxes or unexpected leaks, and catch both safety and efficiency issues earlier. Similarly, autonomous vehicles could deliver needed parts to job sites, helping mechanics be more effective by providing greater wrench time. The question now is how industrial gas companies can best prepare for successful transformations.\u003c/p\u003e\n\u003chr /\u003e\n\u003cp\u003eIndustry 4.0 tools can generate significant business impact for industrial gas companies. Those that are ready and able to make the commitment can capture sustainable competitive advantages.\u003c/p\u003e"},"isFullScreenInteractive":{"boolValue":false},"hideStickySocialShareBar":{"boolValue":false},"desktopID":{"value":""},"mobileID":{"value":""},"desktopURL":{"value":""},"mobileURL":{"value":""},"desktopPaddingPercentage":{"value":""},"mobilePaddingPercentage":{"value":""},"desktopOverrideHeight":{"value":""},"mobileOverrideHeight":{"value":""},"cerosOembedURL":{"value":""},"cerosRenderMode":{"targetItem":null},"cerosBackgroundColor":{"targetItem":null},"hideByLine":{"boolValue":false},"tableOfContentsTitle":{"value":"TABLE OF CONTENTS"},"accessStatus":{"targetItem":{"key":{"value":"RegisteredUsers"},"value":{"value":"Registered Users"}}},"articleType":{"targetItem":{"displayName":"Article"}},"hasSpecialReport":{"boolValue":false},"contentType":{"targetItem":{"displayName":"Article"}},"sourcePublication":{"targetItem":null},"externalPublication":{"value":""},"excludeFromClientLink":{"boolValue":false},"originalPublishDate":{"jsonValue":{"value":"2021-02-16T00:00:00Z"}},"footnotes":{"value":"\u003col\u003e\n \u003cli\u003eEarnings before interest and taxes.\u003c/li\u003e\n\u003c/ol\u003e"},"contributoryPractice":{"targetItems":[{"displayName":"Chemicals"}]},"aboutTheAuthors":{"value":"\u003cp\u003e\u003cstrong\u003eGuttorm Aase\u003c/strong\u003e is an associate partner in McKinsey\u0026rsquo;s New York office, \u003cstrong\u003eDennis Kim\u003c/strong\u003e is a consultant in the Chicago office, \u003cstrong\u003e\u003ca href=\"/our-people/soenke-lehmitz\"\u003eSoenke Lehmitz\u003c/a\u003e\u003c/strong\u003e is a senior partner in the Stamford office, and \u003cstrong\u003eJeremy Wallach\u003c/strong\u003e is a partner in the Boston office. \u003c/p\u003e"},"authors":{"targetItems":[{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"C86AB191CF964DEBB837EAC45CC92D13","name":"Guttorm Aase","authorTitle":{"value":"Guttorm Aase"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"431D86A5F76A4F48B4865A9B14A3EDE1","name":"Dennis Kim","authorTitle":{"value":"Dennis Kim"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"87375E940E7C455693ED41E38CCAE7A3","name":"Soenke Lehmitz","authorTitle":{"value":"Soenke Lehmitz"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/soenke lehmitz/soenke lehmitz_v2alt1_4n0a0564_fc-mask_profile_1536x1152.png","alt":""},"emailLinks":{"value":"Soenke_Lehmitz@mckinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/soenkelehmitz"},"description":{"value":"Uses his expertise in B2B marketing and sales to support clients across the chemicals industry"},"locations":{"targetItems":[{"name":"Connecticut","displayName":"Connecticut – Darien"}]},"firmTitle":{"value":"Senior Partner"},"thumbnailImage":{"alt":"","src":"/~/media/mckinsey/our people/soenke lehmitz/soenke lehmitz_v2alt1_4n0a0564_fc-mask_headshot_988x741.png"},"url":{"path":"/our-people/soenke-lehmitz"}}]}},{"template":{"id":"3FBABDB63A094F68B1F8E1BBE1BA124E","name":"Author"},"id":"BD44866135D94FDAB16C172EAA704060","name":"Jeremy Wallach","authorTitle":{"value":"Jeremy Wallach"},"description":{"value":""},"thumbnailImage":{"alt":"","src":null},"profile":{"targetItems":[{"standardImage":{"src":"/~/media/mckinsey/our people/jeremy wallach/jeremy_wallach_standard_profile_1536x1152.jpg","alt":"Jeremy Wallach"},"emailLinks":{"value":"Jeremy_Wallach@McKinsey.com"},"linkedInUrl":{"value":"https://www.linkedin.com/in/jeremywallach/"},"description":{"value":"Uses his expertise in chemicals to help build businesses and evaluate opportunities in circularity and sustainability"},"locations":{"targetItems":[{"name":"Boston","displayName":"Boston"}]},"firmTitle":{"value":"Partner"},"thumbnailImage":{"alt":"Jeremy Wallach","src":"/~/media/mckinsey/our people/jeremy wallach/jeremy_wallach_headshot_988x741.jpg"},"url":{"path":"/our-people/jeremy-wallach"}}]}}]},"nonPartnerAuthors":{"targetItems":[]},"interactiveToUse":{"targetItem":null},"enableArticleComponents":{"boolValue":false},"relatedArticles":{"targetItems":[{"sourcePublication":{"targetItem":null},"publicationSource":null,"externalPublication":{"value":""},"title":{"value":"End-to-end digital transformations for chemical companies"},"url":{"path":"/industries/chemicals/our-insights/end-to-end-digital-transformations-for-chemical-companies"},"eyebrow":{"targetItem":{"name":"Article"}},"articleType":{"targetItem":{"name":"Article"}},"contentType":{"targetItem":{"name":"Article"}},"description":{"value":"Digital technologies disrupt old ways of working but also reveal opportunities to improve. 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