Event Closed

This event ran December 1-2, 2015 and has now finished.

THEME 1: PLANNING YOUR NEXT MOVE - ADDRESSING THE RISKS AND REALIZING THE BENEFITS OF ENTERING EMERGING MARKETS

7:00 am

Registration

8:00 am

Chairperson's welcome note

Ross Harvison, President
ISM Houston

8:05 am

KEYNOTE: Understanding the need for E&P firms to shift supply chain organizations to more strategic approach; pushing for a more influential seat at the executive table and building out much stronger processes, systems and organizations

This is an area where downstream firms have been forced to make changes over the last decade due to smaller margins. As oil prices have fallen, the need for similar changes in the E&P area has accelerated.

Therefore, the majority of operators have moved from a rapid capital expansion mode to one where they are reducing costs in all areas. However, the cost reduction focus is clearly on eliminating capital spend and reducing staff. The companies who have chosen to transform their operations by significantly improving strategic sourcing, supplier management, and personnel effectiveness will be the ones who benefit going forward. The program needed to deliver this new capability will only be undertaken if Supply Chain and Procurement teams are able to sell the value of the change to our executive leadership

Evelyn MacLean-Quick, Vice President Strategic Sourcing Global Supply Chain
Hess Corporation

8:35 am

How Contract Management practices aid in cost take-out-strategies

This topic will be illustrated with a selection of case studies which demonstrate how value can be driven from the implementation of contract management approach principles within the approach to vendor management.

Rick Carr, Principal
Deloitte Consulting
Joni Young, Director
Deloitte Consulting

9:05 am

INDUSTRY UPDATE: Mexico’s Energy Reform - The bidding process

• What has happened so far in 2015?
• What is happening right now?
• What does the future hold?
• What the government should do to ensure future success

Nelson Balido, Chairman & CEO
Energy Council of the Americas

9:30 am

Morning coffee and networking break

10:00 am

Round table sessions:

1. Reviewing corruption and compliancy to trade regulations across your supplier networks
2. Understanding the impact of local content requirements across supplier networks
3. Increasing awareness of import and export regulations, processes and requirements

Pablo A Zarra, Global Process Advisor – Contracting
Chevron
Darrel Froelich, Independent Supply Chain Consultant

Frank Schroder, Senior Logistics and Trade Compliance Manager - Americas Region
McDermott International

11:15 am

Interactive panel discussion: Key considerations for entering an emerging market

  • Which emerging markets within Latin America present the highest risks and rewards?
  • How do you obtain and manage the latest market information?
  • How can you develop a robust logistics process to maximize productivity?
  • How can you negotiate local content and taxation policy to gain a mutually beneficial result?
  • How could tax and currency fluctuations impact your bottom line?
  • Have you considered quality and sophistication from a technology perspective
  • Do you have internal capability in terms of inter-cultural relations and language requirements?
  • Have you considered relocation cost versus risk of transferring responsibility to someone new?
  • Is there internal reluctance to purchase overseas, or within your customer network, in relation to safety and quality, and how can you address this?
  • How do you measure and monitor the success of entering a new market?

Frank Schroder, Senior Logistics and Trade Compliance Manager - Americas Region
McDermott International
Sarah Jane Sherman, Supply Chain Manager
PetroSaudi Oil Services
Darrel Froelich, Independent Supply Chain Consultant

Pablo A Zarra, Global Process Advisor – Contracting
Chevron
Ross Harvison, President
ISM Houston

12:00 pm

Lunch and networking break

THEME 2: ADDRESSING INVENTORY MANAGEMENT SYSTEMS DURING THE DOWNTURN

1:00 pm

Case study: Developing and implementing inventory planning strategies in order to achieve a reduction in inventories

Material management is becoming a big challenge for the industry as the downturn has resulted in high quantities of overstocked items. In order for SC teams to impact the bottom line, they must have clear visibility over existing inventory, impact and opportunities. Inadequate visibility can lead to uncertainty and unpredictability, usually resulting in unnecessary duplications, redundancies and risk. Meticulous tracking and management of materials requisitions, flows and inventory levels, whilst adapting to frequent plan changes is fast becoming a required skill. This session will explore how the addition of a Material Management role to manage this process could benefit the SC team.

Alvaro Zapata, Consultant
Warehouse & Inventory Coordinator

1:30 pm

Round table sessions

1. Utilising online tracking capabilities to adjust and prepare for overflow and low stock
2. Reviewing how inventory management should be structured in order to achieve reliability

 

John F. Wadephul, Material Planning Global Functional Lead
Fluor
Alvaro Zapata, Consultant
Warehouse & Inventory Coordinator

2:20 pm

Interactive panel discussion: Tackling efficiency and waste aspects of warehouse inventory management

  • Can SC help influence how technical team approach purchasing decisions to avoid high costs of obsolete stock on projects?
  • Can specialized Category and Material Management professionals help you create higher efficiency?
  • How can you enable higher visibility of existing inventory
  • How to measure own cost savings whilst trying to ensure key vendors aren’t penalized
  • How to balance maintaining inventory levels with ensuring each item is used to full capacity?
  • How can turnover ratios, currently pegged against O&G industry, be measured in terms of success?
  • What are the effective approaches to forecasting material needs?
  • How can we manage and improve lead times to reduce project delays?

John F. Wadephul, Material Planning Global Functional Lead
Fluor
Alvaro Zapata, Consultant
Warehouse & Inventory Coordinator
Ross Harvison, President
ISM Houston

3:00 pm

Chairman's Closing Remarks

Ross Harvison, President
ISM Houston

3:10 pm

Key Takeaways Summary and End of Day 1

THEME 3: RESTRUCTURING YOUR TRANSPORTATION AND LOGISTICS STRATEGY TO HELP TRANSFORM THE SUPPLY CHAIN

7:00 am

Registration

8:00 am

Chairperson's welcome note

Peter Dill, Corporate Sourcing Manager, Indirect, Logistics & Subsea Processing
FMC Technologies

8:35 am

API Upstream standard development Update- Supply Chain management

This presentation will provide an overview and the latest update on the API 20 Series – Supply Chain Management specifications and standards published and update on future specifications to be published with a review of how the specifications are being adopted by the supply chain and customers.

Rick Faircloth, Principal Engineer
Cameron

8:45 am

Collaborative Supplier Continuous Improvement

With low oil prices here to stay for the foreseeable future, energy companies need to go beyond “sharing the pain” by asking suppliers for discounts (i.e. “rapid sourcing”) and implement cost-reduction solutions that quickly, methodically and sustainably improve supply efficiency with all of their largest business partners. Further, the highly cyclical nature of the Oil and Gas industry creates the conflicting challenges of capacity constraints in upturns and extreme cost pressures in downturns. Oil and Gas companies hold a tremendous amount of opportunity (and risk) in the supply chain, and new ways of improving agility in response to price of oil are fundamental to long term success.

Collaborative Supplier Continuous Improvement goes beyond traditional approaches with suppliers by very rapidly engaging them in joint process improvement that can reduce cost/risk and enhance capacity planning farther up and down the supply chain. Using a highly-structured and focused Continuous Improvement framework, companies can permanently drive costs out of their supply chain, achieve more timely and consistent supply, and realign their own operations to take broad advantage of all supplier innovations. We will share our thoughts on how to turbocharge continuous improvement across hundreds of suppliers in less than a year using this systematic approach.

Jeff Michael, Management Consultant and Head, Supply Improvement Practice - North America
Partners in Performance
Peter Benda, Senior Procurement Consultant
Partners in Performance

9:30 am

Round table sessions:

  1. Effectively managing service suppliers in addition to tracking and measuring performance with specific KPIs
  2. Implementing key category management strategies that can help transform your supplier partnerships
  3. Aligning people, process and technologies in order to transform the supply chain

Anders Dahl, Sourcing Director
FMC Technologies
Robert J Schneider, Senior Consultant
Supply Chain Management

10:30 am

Interactive panel discussion: How supplier simplification can create strategic relationships, improve performance agreements, standardize operations, lowers costs and improve cost benchmarking

  • Tying prices to index to secure long-term collaboration with your key suppliers
  • Forming focus groups to discuss key issues including standardization of SC processes and flows
  • Working with contractors to manage rate schedules and changes using most cost efficient solutions
  • Monitoring performance and risk, safety programs and compliance, value-added capabilities, continuous improvement strategies
  • Effectively managing the interface with the operations team
  • Determining application and impact of systematic supplier performance management
  • Creating strategic relationships with a smaller group of key suppliers to increase efficiency
  • Changing the way you work with vendors to determine needs and consumable volumes
  • Involving oilfield suppliers in rig planning to coordinate tool selection and reduce potential time delays and costs for long-lead items

Anders Dahl, Sourcing Director
FMC Technologies
Robert J Schneider, Senior Consultant
Supply Chain Management
Peter Dill, Corporate Sourcing Manager, Indirect, Logistics & Subsea Processing
FMC Technologies

11:00 am

Morning coffee and networking break

ENSURING INFORMATION VISIBILITY FOR INVENTORIES, DEMAND AND CAPACITY PLANNING - E-ENABLING SUPPLY CHAIN FOR BEST PERFORMERS

11:15 am

Case study: Examining the tools and techniques for converting big data into meaningful information which informs your business process decisions

Data is one of the pillars of any supply chain. While the oil and gas industry has not been at the forefront of leveraging supply chain data most effectively, it has made significant strides in recent years to close the gaps. This session will discuss several opportunity areas, and what ConocoPhillips is doing to take advantage of the, including – Req-to-Pay, eCommerce, big data analytics, and contract management.

Roger Bhalla, Manager, Supply Chain Strategy & Technology
ConocoPhillips

11:40 am

Round table sessions:

  1. Employing effective supplier performance measurement and management to strengthen partnerships and reliability
  2. Optimizing ERP system functionality and capability to streamline and standardize processes
  3. Gaining intelligence on the supplier ecosystem using big data and advanced analytics to reduce supplier risk, issues and market dynamics

Paul Hines, Supply Chain ERP Project Systems Lead
Marathon Oil Company
Steve Senterfit, Managing Partner
Northshore Consulting
Stephen Liverman, Director, Business Technology
Exterran

12:40 pm

Interactive panel discussion: Assessing how the e-Commerce market can support the role and processes of your SC team

• How could the direction of SAP affect the rest of the market?
• Can you align goals with needs of the business through SC and Purchasing requirements?
• Have you aligned demand with your fufillment plan?
• How do you integrate e-Business thinking into your SC strategy and management?
• Does the right team exist internally to effectively achieve it and can it be assessed and maintained?
• What are the cornerstones of successful e-Supply chain management?
• How can you integrate new technologies or solutions with the existing ERP?
• How could NFC devices affect SC purchasing approvals?
• How does big data processing support demand planning analytics and, in turn, supply planning?

Roger Bhalla, Manager, Supply Chain Strategy & Technology
ConocoPhillips
Paul Hines, Supply Chain ERP Project Systems Lead
Marathon Oil Company
Steve Senterfit, Managing Partner
Northshore Consulting
Stephen Liverman, Director, Business Technology
Exterran
Peter Dill, Corporate Sourcing Manager, Indirect, Logistics & Subsea Processing
FMC Technologies

1:20 pm

LUNCH AND NETWORKING BREAK

THEME 5: BUILDING INTERNAL SUPPLY PLANNING EXPERTISE COMBINED WITH OUTSOURCING FUNCTIONS TO MAXIMISE THE EFFECTIVENESS OF YOUR TEAM

2:20 pm

Round table sessions:

  1. Accessing knowledge capital to increase supply planning capabilities within your team
  2. Building a collaborative culture and utilising social media resources for knowledge sharing
  3. Centralizing purchasing processes to meet compliance, quality and safety standards

Tracie Slone, Director Global Supply Chain
Marathon Oil Company
JD Bhusri, Director of Global Sourcing - Supply Chain
Baker Hughes

3:10 pm

Interactive panel discussion: Determining which resources you can utilize to develop the capacity and accountability of your SC team

• How can you gain access to Intellectual Property (IP) that builds on supply planning expertise?
• Are you able to standardize and streamline how your team approaches and executes SC processes?
• How can you measure and support development of core competencies: negotiation, cost management, supplier relationship management and business acumen skills with clients?
• Do your team require educational programs to support long-term career planning goals?
• Can you restructure roles and responsibilities within your team?
• Can you change the charging structure and how could this impact the bottom line?

Tracie Slone, Director Global Supply Chain
Marathon Oil Company
JD Bhusri, Director of Global Sourcing - Supply Chain
Baker Hughes
Peter Dill, Corporate Sourcing Manager, Indirect, Logistics & Subsea Processing
FMC Technologies

3:50 pm

Chairman's Closing Remarks and Key Takeaways Summary

Peter Dill, Corporate Sourcing Manager, Indirect, Logistics & Subsea Processing
FMC Technologies

4:00 pm

End of Conference