Abstract
Purpose: In order to achieve excellence, outsourced maintenance contractors in Oil&Gas sector play a key role due to the important impact of their task on security, availability and energy consumption. This paper presents the process followed in order to implement a Supplier Development Program in a refinery using Company Maturity Model (CoMM) and the results obtained in three cases validating the method to obtain a strategic improvement project medium term grid.Design/methodology/approach: The methodology followed consists of constructing a CoMM capturing the knowledge existing in the refinery and applying it with three supplier improvement teams. Findings and conclusions have arised through an observation of the three processes and extracting common conclusions.Findings: The resulting CoMM has been used for self-assessment by three suppliers and has demonstrated its potential to define a medium-term improvement project road map validated by the customer. Furthermore, during the design and application processes, the contribution of CoMMs to the SECI process of knowledge management has been observed.Practical implications: The use of CoMMs in a service contractor context can be applied in other sectors. It contributes to alignment of targets between the supplier and customer companies and to knowledge sharing inside both firms.Originality/value: Maturity models in many transversal fields (CMMI, EFQM, BPMM, PEMM, etc.) have been thoroughly studied in the literature. Less effort has been made analysing the case of using maturity models constructed and implemented by a company for its specific purposes. In this paper, the process followed by a company to establish a Supplier Development Process using CoMMs is described.
Highlights
European refineries are going through a challenging period during the last years because of international competition and the rising effects of progressive low carbon economy
The performance level in each one of the factors with evidences, action plans and other generic comments, the estimated impact on strategic targets of the customer and a very concrete project road map are included in an output document of the process for each one of the contactors
It’s important to indicate the high level of agreement between the assessment made by the supplier company and the perception of the customer company about the excellence level of the provided maintenance services
Summary
European refineries are going through a challenging period during the last years because of international competition and the rising effects of progressive low carbon economy. Global installed capacity is increasing while refinery number is decreasing. New refineries have more capacity and newer and more efficient technologies. Energy and manpower costs are lower in other regions of the world than in Europe. From 2008 to 2015, 54 refineries were closed in OECD countries and 19 in West Europe countries.
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
