“the ohio polymer industry” · industry overview • polymers are ohio’s largest...
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“The Ohio Polymer Industry”
Dennis Barber, Executive DirectorOhio Polymer Strategy Council
August 10, 2011
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Industry Overview
• Polymers are Ohio’s largest manufacturing industry
Other major market sectors use polymer materials for new, innovative applications andproducts.
• The industry is market driven and has a rich tradition of commercially successful innovation.
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Ohio’s Polymer Industry Cluster
2011 Ohio is home to more than 2,400 polymer and advanced material companies.
2,160 of these companies have fewer than 100 employees.
These organizations are moving into new technology‐based materials for growing markets.
Source of Graphic: Three Scale Research, LLC, February 2011
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Appalachia
• Chemical/polymer industry dominant-- 21 chemical/polymer establishments-- > 4300 employees-- Global presence/opportunity-- Leverage Ohio location/value chain-- Experienced/trained work force
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The Opportunity
• Focus on strengths/skills• Cluster is in place – organize/action• Collaborate with in-state partners• Cleveland/Akron/Columbus• Leverage the value chain potential• Market the area/capabilities within industry
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• Strengths
– Complete, in-place, local– Multi-faceted– Low-risk, low cost– Stability– Custom capabilities
Value Chain (the Advantage)
Research & Design
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Assets in Ohio
Develop/commercialize- Wright-Patterson AFB- NASA- University of Dayton Res. Inst.- Kent State Liquid Crystal Inst.- Battelle- National Polymer Innovation Center- Austen BioInnovation Inst.- University of Toledo Polymer Inst.- Ohio Supercomputing Center
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OPSC and its Impact
• OPSC formed in 2001
• Gained major recognition and visibility of the polymer opportunities in Ohio-- 130,000+ employees– $50B in annual shipments– $3.5B in annual payroll– Market and technology leadership– Major role in gaining support for 4 Wright Centers of Innovation– Secured more than $300M in OTF grants
• Ohio Polymer Strategic Opportunity Roadmap – 2004
• OPSC leads commercialization efforts and new collaborations across Ohio
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New Technology Commercialization
(Opportunity)
Value Chain
(Advantage)
Talent
(Sustainer)
‐Train‐Retain‐Attract
Access to Funding(Enabler)
‐State‐Federal‐Private
Build on Strengths
LeverageCollaborative Efforts
Industry Dynamics
Four Major Thrusts
Two Guiding Principles
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• Multiple Strategies and Actions
• Key Technologies– Direct Digital Manufacturing– Advanced Computational Tools / Modeling and Simulation– Combinatorial and High-Throughput Methods
– Biomass Conversion to Chemical Feedstock
Outcomes
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New Technology Commercialization –(the Opportunity)
Key Market Areas:Alternative/Renewable EnergyAutomobile, Aerospace & DefenseBiomedicalBuilding MaterialsElectronics (flexible electronics)Packaging
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New Technology Commercialization –(the Opportunity)
Key Market Areas:Alternative/Renewable EnergyNano coatings for increased solar cell efficiencyHigh strength to weight ratio composite wind
blades but costs must be reducedWeather resistant coatings and erosion resistant
adhesives maximize productivity"Smart" polymer materials and coatings being
used for blade reliability
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New Technology Commercialization –(the Opportunity)
Key Market Areas:Automobile, Aerospace & DefenseLight weight protective gear and flame retardant
fabrics for defenseStrong growth for sealants (noise) and adhesives
(weight savings) in automotiveBio-plastics and other sustainable materials for
automotiveHigh value, high performance bio-based
engineering polymers will continue to gain
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New Technology Commercialization –(the Opportunity)
Key Market Areas:Electronics (flexible electronics)Flexible chips must be durable and reliable to
replace siliconRoll-to-roll manufacturing consistency and
improved performance needed to be a force in printed electronicsOrganic Light Emitting Diodes (OLEDs) are
polymer film layers and could be a major factor in flat panel displays (longer life required)
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Overview of Key Opportunity Areas
Bio-based Feedstocks/Bio-PolymersConductive & Electronic Polymers Liquid Crystal Polymers
Polymer-NanocompositesHigh Performance Polymers Fiber-reinforced composites
Degradable/Recyclable Polymers
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Overview of Key Opportunity Areas
2008 2009 2010 2011 2012 2013 2014 2015 2016 CAGR
Conductive Polymers
250m lbs
3%
Liquid Crystal Polymers
9%
Flexible Printed Electronics
$1b $45b
Polymer Nanocomposites
68K MT 214K MT 27%
$467 million $1.4b
Nanocoatings/Nanoadhesives
$2.3b $19.1b 39%
High-performancePolymers
$6.1b 6%
Biopolymers 2.7 milliontons
27%
Biodegradable Polymers
13%
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Thank you
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Strategies
• Upgrade polymer research infrastructure to pursue key opportunity areas• Establish efficient mechanisms to increase commercial success rates for
emerging technologies• Increase the speed of new technology commercialization
New Technology Commercialization
• Strengthen value chain in Ohio by improving competitiveness of small-to-medium sized manufacturers
• Increase the number of collaborative projects by identifying productive partnerships across the value chain, reducing time to market for new technologies and advances in existing technologies
Value Chain
• Strengthen existing infrastructure to ensure the established manufacturing talent is capable of leveraging new technologiesTalent
• Increase access to state, federal and corporate fundingFunding
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Actions
Pillars Strategies Actions
1.New Technology Commercialization
1. Upgrade polymer research infrastructure to pursue key opportunity areas
2. Establish efficient mechanisms to increase the commercial success rates for emerging technologies
1. Increased support of $30million for the National Polymer Innovation Center, an industrially-focused center (located at the University of Akron) designed to accelerate the technology commercialization of new polymeric materials.
2. Build on early achievements of CMPND & increase the operational funding with added focus on driving applications development from the research/discovery phase to a feasibility stage that warrants business investment.3. Enhance bio-based materials cluster formation through support of $16 -$20million over 3 years.4. Establish a Virtual Applications Development Lab with funding support of $11million
3. Increase the speed of new technology commercialization
1. Establish a U.S. Consortium on Direct Digital Manufacturing for polymers and advanced materials to develop new high-performance functional materials and nano-composites, with funding support from the state, federal and the industry itself.2. Develop a web-clearinghouse of all applicants to Ohio Third Frontier Advanced Materials Program, linked to PolymerOhio’s industry database for efficient linkages3. Increase state and industry support of PolymerOhio
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Actions
Pillars Strategies Actions
2.Value Chain
1. Strengthen value chain in Ohio by improving competitiveness of small-to-medium-sized manufacturers
1. Develop a polymer portal, providing access to high-performance computing, advanced computational tools, and modeling & simulation software to small and medium polymer manufacturers, with funding support of $7million
2. Increase the number of collaborative projects by identifying productive partnerships across the value chain, reducing time to market for both new technologies and incremental advances in existing technologies.
1. Establish integrated bio-refineries to achieve sustainability in alternative materials with funding support of $30m
2. Increase number of polymer industry events promoting supply chain collaborations, hosted by PolymerOhio, with support from the industry and the State
3. PolymerOhio to provide leadership role in collaborative multi-Edison center conferences designed around one or multiple large industry player such as Proctor & Gamble, Airbus
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• Polymers are the materials used to create a competitive advantage, revenue growth and new jobs.
• Ohio’s economic health is highly dependent on an innovative and healthy polymer and materials sector.
• Companies have growth initiatives underway but need leadership and competitive support from the state.
Conclusion
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U.S. Petroleum Market(The Value Addition in Advanced Materials)
use value value/share
≈ 67%transportation fuel
(auto, air, truck, rail, etc)
$350billion
$5.2billion
≈ 7%materials
(chemicals, polymers, etc)
$255billion
$36.4billion
Source: Frost (2005). Industrial Biotechnology, Vol.1(1) .
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• Ohio’s polymer industry sustains its global leadership in polymers, advanced materials and bio-based materials products, processes and services. Companies grow and prosper through the development and adoption of new technologies. Growth companies and talented people are attracted to Ohio because the business advantages of collaborative excellence focused on commercial growth are clear. New technology commercialization, product and process innovation, and value chain collaboration have been institutionalized as business processes.
Vision
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• Build on Ohio’s strengths of proven innovation, research universities, public and private laboratories and institutes, access to a broad array of markets and a skilled workforce to enable Ohio’s polymer industry to achieve a position of global leadership. Engage and mobilize industry innovators through collaboration to grow existing companies and form new companies that provide high value-added products and services to growing markets. Attract and retain world-class talent through consistent evidence of emerging technology commercialization and industry growth.
Mission
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• Private / Corporate– First/Best option– Individual company– Venture capital– Foundation
• Public Funds– A necessary catalyst– ODOD in transition– ROI potential will be important– Opportunity for custom collaboration/benefits
Funding (The Enabler)
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• Train– Intern programs– Curriculum changes– Ongoing distant learning
• Retain– Institutes/Laboratories (AFRL, NASA, Battelle, UDRI, LCI)– Industry innovation
• (Zyvex, Venture Plastics, PolyOne, Andersons, PTI, APS)
– World-class universities (2 out of top 3)
• Attract– Nature of work - Personal growth– Peer collaboration - Support to innovation
Talent (the Sustainer)
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New Technology Commercialization –(the Opportunity)
Key Market Areas:BiomedicalRenewable, recyclable materials for disposable
medical productsMedical adhesives for implantablesEquipment will use “benign” chemicals, coatings
and sealants and renewable materialsBiofilms will be used for timed release antibiotics
and bacterial resistance
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New Technology Commercialization –(the Opportunity)
Key Market Areas:Building MaterialsCast polymers provide increased durability and
design flexibilityComposites (shingles, siding) for improved
durability, shape, colorFlame resistant polymersResidential attributes - easy to customize, cost,
durability
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New Technology Commercialization –(the Opportunity)
Key Market Areas:PackagingA $400B market; sustainability growing in
importanceFlexible packaging and single serve packaging are
growingProtective packaging seeing major growth due to
retail sales on internetOpportunity in custom resins with aesthetic and/or
design advantages
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Actions
Pillars Strategies Actions
3. Talent
1. Strengthen existing infrastructure to assure the established manufacturing talent is capable of leveraging new technology.
1. Expand online learning degree programs at universities offering polymer-related programs
2. Create a pool of innovative workers that would support the needs of 21st century businesses, through incenting early linkages between students pursuing science degrees and the technology businesses within the polymer industry
3. Develop innovative online tools and programs for the incumbent workforce training and development
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Actions
Pillars Strategies Actions
4. Access to Funding 1. Increase access to State, federal and corporate funding.
1. Increase availability of seed and venture capital to commercialize technologies in polymer and advanced material area
2. Create a $30 million polymer and advanced material focused venture capital fund with funding support from state and industry corporate group
3. Launch marketing campaigns to portray Ohio’s strengths and leadership in the industry
4. Increase advocacy with federal agencies and increase their awareness of Ohio’s polymer industry, its strengths and capabilities
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Process
Thought Leadership
Forums
3 Industry Surveys
Phone Interviews /
Visits
OPSC Meetings
Background
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Strategic Program Development
Develop Programs
Identify Opportunities
Review Resources
Background