Supply Chain Management

Gustavo Pisani

Richmond, Texas *****

********@***.*** 918-***-**** www.linkedin.com/in/gustavopisani

Optimization, SAP, Lean Management Supply Chain Leader

Energy & Industry / SCM Architect

An innovative Supply Chain leader with a vision to manage and automate business process on ERP platforms for Contracts, Procurement & Materials Management integrated with Projects, Operations, Maintenance and Category Management on key categories. A unique combination of Mechanical engineering, SAP Material Management & ISO 9000 certification and Six-Sigma allows me to manage at world-class level; categories, optimization, compliance, continuous improvement projects & performance. Change management advocate.

Category Management

Lean Management

Big data / Analytics

Carbon efficient / Sustainable SC

Professional Experience

Statoil, 2012 to 2015

Senior Supply Chain Consultant – Houston,TX 4/2014 to 10/2015

Providing oversight of MM integration with PM for Asset Integrity, PS for WBS management and FI-CO for master data, cost objects and business rules alignment. Gathering requirements, performing fit-gap analysis, benchmarking, defining the service concept and options to sustain the operations, master data strategy development, supporting account mapping for automatic posting, integrating valuation functionality (split valuation and FIFO), conceiving business scenarios, developing testing scripts, documenting business processes.

Responsible to provide Materials Management expertise to the SCM MM project ($10 MM) in key categories with specific commercial strategies, i.e. OCTG, MRO for US onshore unconventional assets (Bakken, Eagle Ford and Marcellus), and integration with the Plant Maintenance function, SAP PM, Asset Integrity (ISO 55000), Sales & Distribution for asset disposal, SAP Smart Technology, Standardization, Master Data, SPIR and logistics flow.

Responsible for big data extraction via SE16 tables, SQVI queries and BW (Bex,Netweaver) customized queries for analytics and value creation for enterprise and requirement analysis leading to solutions, savings and improvements for key categories.

Elevating the assessment for a Materials Management solution for the onshore assets required a superior degree of logistics knowledge to align otherwise disparate legacy processes. By capturing the key elements of the process, tools and people in the field it was possible to standardize gaps and propose fits quicker. Benefit in capping the length of discussion and pulling forward for approval on the Capital Project Gates decision by three months.

Expanding the concept of design of the Materials Management to-be processes that faced conflicting cultures in three different assets. The adequate incorporation of sustainability relevant aspects, e.g. NORM, pushed the decision through by taking the discussions to a different level. Benefit on containing the risk of lack of compliance and related fines – up to $10K per occurrence and reputation damages.

Challenging the status quo to differentiate the design of the supply chain that required additional features of the business process. The performance management included carbon efficiency as one of the key aspects that were out of the discussion when it came to adopt a “one for all” solution. Benefit to comply with the vision to become a leader on Carbon Efficiency aligned with COP21 discussions in Paris.

Conceiving the solution for the new SAP requirements to comply with JV agreements and corporate policies required additional external consultant to provide for it. Split Valuation (based on material condition), FIFO and Asset disposal via Sales Order were conceived on business scenarios for testing, documentation and training for both internal and external consultants. Benefit to comply with partners agreement – minimizing audit efforts and increasing trust with investors and corporate.

Supply Chain Leader – Austin,TX 11/2012 to 3/2014

Providing Supply Chain leadership to the Asset (Bakken) while in high gear (120 wells per year) and developing the Supply Chain discipline and Category Management principles at the same time. Mentoring and leading on company values while developing local talent not familiar with E&P or SAP MM/PM/PS during a ramp up production period – up to 60k bopd.

Leading the local development and plan for rolling out of the US OCTG category commercial strategy - $100M - with the Global Steel Category Manager –Norway including spend review, market intelligence, interviews with key players, risk and containment, should cost model, strategic road map on a category management plan. Applying proprietary CM methodology, knowing state of the art manufacturing processes and developing extensive knowledge of the market were key outcome of the exercise.

Leading the OCTG standard technical review for Onshore as a specialist in the category by aligning legacy specifications with active engagement of Mills, Distributors, Users, and the global Category Manager & QA/QC Lead from Norway.

Rolling out, developing and projecting the Statoil brand recognition among vendors in North Dakota and other regions of the country, when the name of the Company was not common. Resulting on a trusted company with top values worth working with across categories.

Building trust and reputation among the vendors to participate in complex tenders (OCTG, Completion Water) for key categories and increased the awareness on HSE compliance as a prequalifying condition.

Negotiating commercial terms with vendors to allow operations continuity when the SAP Project transition impacted the days to pay invoices. Business continuity and reputation was kept during critical times thanks to a category management approach.

Developing small and remote vendors into the Statoil Value Book and guided them through the new Supply Chain process (e-commerce, ADP) on an over $1bn Supply Chain by category. Reputation and recognition reached top levels for a new operation after transition from legacy owner to new one.

ConocoPhillips, 2001 to 2012

Procurement Specialist – Gulf Coast Lower 48 – Houston,TX 11/2011 to 11/2012

Providing supply chain and project management expertise to both development engineering team and retrofitting equipment team to support the increasing needs to develop the Eagle Ford brown field. Managing the key vendors’ relationship to ensure the flow of information, materials, crews and money with accuracy and under compliance for key categories. Assisting in the development of scope of work, wording and specific clauses required by the risk structure and participating in peer reviews of contracting strategies for other categories, i.e. Production skids. Issuing ITT to suitable companies, managing the bid cycle, responses, negotiations, contract execution and close out. Auditing documentation, safety and quality systems on key vendors to set up quality plans as part of the company policy for continuous improvement and safety leadership, including visits to construction/manufacturing sites.

Developing, executing and improving the commercial strategy to ensure line pipe availability under competitive terms and supply chain visibility for a $100M per year spend for the infrastructure required for a development oil project under a stocking program involving demand forecasting, mill rolling plan, transport, coating and inspection for the DOT compliant pipeline construction (350 mi). Compliance, cost control and availability were ensured as a result of this action.

Developing additional commercial strategies for categories assigned with similar results, i.e. atmospheric tanks, I&E and Contingency work force, estimated $100M per year. First ever onshore telemedicine contract negotiated with an innovative approach and cost containment results. Similar results to the category management activity above

Supporting a Fast track development of the Eagle Ford Unconventional Project ($1.2bn) allowing a ramp up in production from 5k bpd to 75k bpd in over a year in key categories –tubular & capital equipment - with outstanding results (cost, availability).

Project & Performance Business Analyst – Bartlesville,OK 07/2007 to 11/2011

Providing metrics and analytics to monitor and improve a global P2P process by identifying savings, improvements and business risks/opportunities by key categories and providing leadership in direction and sense of urgency for chasing value in a global Supply Chain worth $ 20bn per year to an audience of managers (100K PO’s, $ 850M per year), reporting, creating ad hoc queries, running benchmarking exercises (Hackett) and the person to go to for extracting data from SAP and Business Intelligence (BI) and converting it into information and analytical.

Bringing an executing a top-level vision to a newly created Business Analyst position for a recently formed Procurement Leveraged Center, with energy, determination and expertise to become the internal consultant for the Department in Performance Management using a Netweaver/BI dashboard and creating a web delivered procurement data distribution service as an effective tool in supporting the Department quality goals. Decisions, visibility and trust came to support the nascent unit.

Designing, testing and publishing SAP multi tables query to capture the value and volume of commitments and spend that was adopted business wide and migrated into production as a global tool for analytics. Knowledge was captured and used for years for other purposes, i.e. audit, standardization.

Supply Chain Coordinator – Latin America - Venezuela 2004 to 2007

Acting manager providing guidelines and directly involved in negotiations for the key categories of the Offshore $800M Corocoro Mega Project; FSO “Nabarima” being built at SHI Geoje, South Korea, Drilling rig, Supply vessels, cutting barges, fixed wing transport, chemicals and MRO. The exploration campaign (3 wells) took place on the Orinoco River delta, close to the Trinidad-Venezuela border under a highly regulated, security sensitive area. Assisted in negotiations and was part of the Contract Board for the review of contract plans to ensure compliance with the company policies and best commercial practices.

Assessing and documenting Marine MRO while assigned to the SHI Yard, Geoje, South Korea, for the FSO Critical Spare Parts / SPIR assessment and documentation prior to its inaugural trip to Venezuela to ensure IMO compliance. Compliance and safe trip were critical for the start up.

Leading a team to troubleshoot and solve compliance with a Corporate Records Management policy with looming deadlines and no solution in sight. Managing the USD 500K project to ensure compliance by a model for communication, procedure approvals, role assignments, and training as per ISO 15489:2001. Awarded 2006 Corporate Recognition The Can Do Spirit Award from the ConocoPhillips Document and Records Management organization a global commendation that appreciates individuals who “Cut new trails of innovation in promoting and executing the global DRM program”.

Material System Consultant – Venezuela 2001 to 2004

Managing a CMMS (Maximo Sytem) $ 500K project implementation on a fast track basis, with a scope comprising Requisitions, Procurement, Warehouse (Shore Base), Drilling rig support and AP integration. Cognos BI was part of the implementation. Project was managed under SAP methodology in order to align a future deployment – not in sight to the internal customer – but effectively sold as a global solution for the company. Time just proved it right.

Being tasked during most of 2003 to be in charge of the recently formed PM team for the $ 800M Corocoro Mega Project, as the Cost & Plan Supervisor. Responsible for the selection, implementation and documentation of the Project Information Management System, a solution provided by Omega Project Solutions, used as a preferred PIMS tool for large projects in the Corporation.

Developing single handedly the body of project procedures with input from a wide talent pool, covering planning, reporting, payments and project controls that supported the Project Execution Plan (PEP).

Education

Master’s Certificate in Supply Chain (MBA), University of San Francisco, California, USA

Bachelor of Science (BS), Mechanical Engineering, University Central, Caracas, Venezuela

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