Know About Your Trainer
Paul started his career in NGOs as contract negotiator in Afghanistan and then joined the Oil and Gas industry in Supply Chain positions. As Manager, he has always sought the motivation and professional development of his teams. The multicultural aspect of his professional career shows a capacity to adapt to any culture and situation.
Paul worked 5 years as Lecturer for IFP Training and has created Adinergy in 2019 with the mission of transmitting his experience acquired for years in a Major of the Energy sector.
Who Should Attend This Training
This course is primarily designed for Purchasers or Head of Purchasing.
- It is also necessary for any actor of the Supply Chain: Expediter, Stock Controller, Cost Controller, Transit Agent.
- It is also recommended to actors of the logistics function who want to enlarge their domain of knowledge of the Supply Chain.
- Finally, the Technical Administrators from the Technical Departments may also find this course necessary in order to facilitate their interaction with the Purchasing Department.
What You Will Learn
DAY ONE
Definition of the Supply Chain- The Supply Chain in the Manufacturing Industry: Definition and example
- The Supply Chain in the Upstream Industry: Definition and example
- Exercise and comparison.
- Procurement functions description:
- Purchasing: Objectives – Mission – Main Tasks – Job Description
- Expediting: Objectives – Mission – Main Tasks – Job Description.
- Inspection: Objectives – Mission – Main Tasks – Job Description.
- Transit – Shipping: Objectives – Mission – Main Tasks – Job Description
- Material Management: Objectives – Mission – Main Tasks – Job Description.
- The Purchasing Process:
- Introduction: The Risks associated to Procurement
- Golden Rules & PDCA cycle: 7 Golden Rules in Purchasing – PDCA Cycle applied to
- Purchasing Process – The Procurement wheel in E&P.
- Schedule and Define the Needs: Internal & External Lead Time – Definition of the
- “Right” need: SQSCI Criteria – SOR/SOW – Technical/Functional Specifications
- -Select a Supplier: Qualification of Vendor – Role of Category Management – OEM –
- Bidder’s List.
DAY TWO
Purchasing Process (continued):- Purchase: Consultation – Evaluation: Philosophy and methodologies – Cost Analysis:
- The various levels of Cost Structure: Should Cost and Total Cost of Ownership. Exercise and
- example of “Should Cost” model for Goods and Services – Clarification – Negotiation: An
- overview of the DIDACTICTM negotiation method – Award – The Purchasing Documents.
- – Follow-up and Receive: Expediting & Reception of the Purchase Order.
- – Evaluate Vendor’s performance: Vendor’s Evaluation Process – Vendor’s
- Progress Plan.
- – The Purchasing Strategic Tools:
- – Sustainable Purchasing: Sustainable Purchasing Definition & Principles. Examples of
- actions in Sustainable Purchasing – The standards in CSR – Compliance and Ethics.
- – Category Management: Category Management Definition – Role of the Category
- Manager – Category Management Process: Strategy Definition – Detailed
- Implementation Plan – Performance Measurement.
DAY THREE
Purchasing Strategic Tools (continued):- Market Analysis & Vendor’s Strategy: SWOT Analysis – Market Analysis – The 5
- Porter Forces – Category & Vendors Strategy – Group Exercises on “Kraljic” portfolio analysis. Matrix and on Purchasing Leverages.
- Frame Agreement & Frame Contract: Definition – Comparison Benefits and Constraints – Goods covered by the Frame contract
- Project’s Procurement: JIP33: An initiative for Standardization by IOGP
DAY FOUR
Introduction to Negotiation:- Introduction to Negotiation: The various types and situations of negotiation. Negotiation in the Oil and Gas operational business.
- Composition of the Negotiation Team
- Negotiation methodology: DIDACTICTM
- Phase 1: The Preparation
- Define the Subject: Evaluation of the Balance of Power. Tool: BOP Matrix.
- Identify the Risks: Identification of what is at stake in the negotiation depending on the evaluation of the Balance of Power. What is negotiable and non-negotiable. Tool: SWOT Analysis
- Determine the Objectives: Depends on Points 1 & 2 to define clear, measurable and realistic objectives. Tool: Company & Contractor Objectives Matrix.
- Arrange the Compensations: A successful negotiation is a negotiation to the benefit of both Parties. Business Case in Yemen. Definition of the ZOPA and BATNA. Definition of Distributive and Integrative negotiations.
- Phase 2: The Negotiation
- Confront the Arguments: How to conduct the negotiation. The Ego states – Behavior Styles – Active Listening – Listening Behaviors – Active Talking: The 7 principles of Active Talking – Emotions & Stress Management – Tools & Tactics useful when negotiating.
- Target the Reciprocity: Obtaining counterpart to concessions – Protecting oneself against a non-profitable agreement.
- Internally Evaluate the Results: Tool: Reciprocity Evaluation Table.
- Conclude.
DAY FIVE
Exercise: The last day of training will be spent on Business Cases played by Trainees.- Has worked 25 years in management positions in Contracting, Procurement and Logistics mainly in the Oil & Gas Industry. He has worked on major development Projects in Asia, Africa, Europe and Middle East.
- Paul started his career in NGOs as contract negotiator in Afghanistan and then joined the Oil and Gas industry in Supply Chain positions. As Manager, he has always sought the motivation and professional development of his teams. The multicultural aspect of his professional career shows a capacity to adapt to any culture and situation
- Paul worked 5 years as Lecturer for IFP Training and has created Adinergy in 2019 with the mission of transmitting his experience acquired for years in a Major of the Energy sector.