Graynomics

http://www.graynomics.com is a niche gamification platform which helps shape the “gray” behaviors in your extended supply chain in a fun and engaging environment.

Indorama Ventures PCL

Leading Procurement Excellence and Digital Transformation across Procurement Function

Global Procurement Digital Transformation Manager

Boston Consulting Group (BCG)

Global Procurement Transformation in the Category Management and Digital Procurement

Digital Procurement Transformation SME Advisor

Chevron

I was an SAFe Agile Product Manager in a corporation wide S2P Procurement Transformation project which helped the process, people and system transformation of the Legacy Source-to-Pay systems and implemented a state-of-the-art Source to Pay system and process at all Chevron Business Units worldwide.

Corporate Procurement SCM Digital Transformation Advisor

Heading SCM group for Chevron Downstream International - reporting to President. Leading internal transformation of the organization to improve efficiency, effectiveness and affordability. Leading Cost Management Initiative to further reduce the supply chain cost across the Asia Pacific and Africa region. $1BB spend, $30MM benefits, 8 countries in 2 continents.

Procurement/SCM Manager, Chevron Downstream International Products

Running several strategic change projects on behalf of the CPO office:

1. Catalog Strategy project: End to End Contract compliance initiative to help improve the ordering process while improving contract rate compliance resulting in 9 figure benefits. 

2. Materials Management Project: Strategic project to elevate the Materials Management strategy, governance while optimizing the warehouse network and enhancing the material visibility throughout the supply chain.

3. Maximize Commercial Performance:  End of End review of major contracts to identify strategic areas of opportunities to maximize mutual value delivery. This project led to an eventual reduction of $2BB of reduced Opex spend triggered by the downturn in the oil industry.

4. Global MRO Category Manager: Enhancing the business value by transforming the Global MRO category spend of $3BB.

Corporate SCM Strategy Advisor, CPO Office

In this new role I spearheaded the building of the Operational support for the existing Oil business as well as the new LNG operational support for Gorgon and Wheatstone operations. The team had a staff of around 150 people spread over 6 locations in Western Australia. 

Build the end-to-end materials supply chain model with full visibility all the way from Materials Requirement Planning to kitted deliveries with real time tracking of materials through the supply chain. Pioneer supply chain model for materials supply chain in the LNG Industry.

SCM Operations Manager - Australia BU

In this role - I  led an enterprise wide Service Delivery Transformation project to improve the efficiency and effectiveness of our Procurement Supply Chain Function's Service Delivery. The project has resulted in huge internal cost-to-serve savings to the tune of $20 MM and a more effective model on a sustained basis.

Corporate Procurement Transformation Manager

In this newly created role - I consolidated the various Logistics Procurement efforts within the company to gain overall synergies across logistics categories and efforts across regions. This role had a managed spend of over $1.6 BB in land transportation and resulted in value chain benefits of 6-10% on a sustained basis.

Global Procurement Manager - Logistics

In these series of positions I rose up from managing a single Regional Category (Logistics) to managing all categories for the Asia and Africa region to then becoming the overall head of Procurement for Chevron Asia Pacific region. I was one of the pioneers of the procurement function and initiated a number of key initiatives, primarily around Strategic Cost Management, Transport Optimization, Should-Cost Model based contracting. I grew the organization from less than 5 people to a fully functional organization of 65+ procurement professionals reporting into me. Managed spend of $1.1 BB and Value Chain Benefits of 5-7%.

Regional Procurement Manager (Asia Pacific)

Ernst & Young Consulting

In my role as a Senior Manager I was the Delivery Lead for over 10 major Supply Chain Reengineering initiatives (mostly Fortune 10 companies) in the areas of Procuement Transformation, Transport Optmization, Order-to-Cash and Procure-to-Pay Consolidation. I am in touch with my clients and I am pleased to see that most of my delivery work is still sustained.

Senior Manager - Supply Chain Consulting

ExxonMobil

Business Development & Supply Chain Management in New Market Countries in Asia Pacific region

Business Development Manager - New Markets

Mecon Limited

Started my career as a design engineer specializing in design, testing and commissioning of Programmable Logic Controllers (PLC) based shop-floor automation systems. Was involved in the Detailed Engineering (DE) design, Procurement & Contracting, Construction Management of some cutting edge projects to the tune of $1BB.

Project Engineer (Automation)

Chief Procurement Therapist

30+ Experience around supply chain transformation for Fortune 10 companies across the globe. Very well travelled around the world. Lived in 4 continents, Managed in Chevron business in 15 Countries - travelled to 45 countries. 

A change agent always on the look-out for challenging status-quo. Strategic thinking combined with excellent delivery skills. 

Experienced in major internal transformation projects.

Specialties: Gamification, Supply Chain Strategy, Logistics & Distribution, Digital Transformation of SCM, Agile Product Management

The Achilles' heel of the procurement function often lies in its fixation on initial cost reduction. However, let's face the reality: sustainable business growth cannot be achieved by simply slashing costs year after year without considering the broader implications.

True value in procurement comes from aligning with the business's strategic objectives and understanding the full lifecycle costs of the commodities we procure. It's about fostering collaboration and constructing Total Cost of Ownership (TCO) models that illuminate the true economic impact, even if these metrics aren't immediately quantifiable.

By speaking the language of the business and demonstrating a holistic understanding of financial implications beyond mere purchase price, procurement professionals can transcend their traditional roles. Rather than being perceived as a bureaucratic necessity, they become indispensable partners driving business success.

It's time for procurement to evolve from a transactional function to a strategic enabler, seamlessly integrated into the fabric of the business's operations. Let's prioritize long-term value over short-term gains and secure our position as integral contributors to sustainable growth.      

Thoughts ? 

"SK" Sanjeev Kumar Roy

The one-drive feature reminded me that this photograph was taken 20 years ago and drove me down the corridors of nostalgia. This was one of the first Business Partner/Vendor conference at ChevronTexaco's (Yes, that was the interim moniker that we all had post merger) Asia Pacific Africa Pakistan Region. The purpose of the conference was not just limited to recognizing the key Business Partner Vendors but also reinforcing the key OE & Chevron Way values. It's been over 20+ years and while none of the people in the Photograph work for Chevron/Vendor anymore but the relationships continue - that's the essence of Chevron Way and Chevron Procurement SCM Function !!  

#chevron #chevronway #chevronPSCM #ProcurementExcellence
Gerald Brisson, Xiao Fei Peng, Esther Siu, Paiboon Yingsukamol, Richard Lai Colleen Cervantes, sarath ravipati, Jingfei Guo, Kevin Kesavan, Cecilia Lu 

There are hundreds of ways in which a product/service can be made cheaper by lowering the quality or specifications. 

A person who is “only” looking for immediate cost reduction, without considering the TCO, is the perfect prey waiting to be captured !!

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