Poor performance starts with Leadership and procurement forcing us to use the current piss poor service providers were using now.. Bad attitude is our response when their is nothing we can do about it. Meanwhile our issues cannot be raised, or your job is over. Procurement beats their chest how much they saved when in reality they cost us everyday. Then our jobs are subject to the results, while they slither along in smugness.
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Yes that is true. However you first have to have upstream to aquire product that downstream uses to make margin.
Downstream (Refining BU) is enjoying low oil prices right now and delivering profits for CVX. But this is so now. From a macroeconomic view of things, once oil prices begin to find an equilibrium, Downstream will contribute less and less to our stock value. Nothing always continue to work the same always. There is a time when things tend not to balance out and are less dependable to be a counterbalance.
Even Downstream?
I hope everyone understands every BU is like this now without exception. It is Chevron wide.
GOMBU is a disgrace. The office is like being back in the playground of junior high. Petty, vindictive and petulant work environment. Not holding a hand rail can get you in front of HR, but tell someone else about following rules and they blow up at you.
Pretty good assessment of CNAEP SCM, which is a group of self-congratulatory, arrogant individuals who are convinced that THEY run the company. GOMBU SCM is pretty much the same and everyone over there is so angry all the time. Anyone who gives a damn is ostracized, marginalized or demoted.
Sooooo you will find this interesting. Chevron Commissioned a business case study on SC. It looked at cost and efficiency and at the end that the contractor was effective in getting safe work done (competing the task). This was a very good deep dive into our process. They worked with a contractor who was just beginning the navigation side of the Chevron process. They had a person inside the SC team itself and then interviews with frontline and middle management and workers completing the task. It had to be by far the most spot on and damming report I have seen in my working career. 3 Bu's in N. America were in scope for the study that I saw and these studies were mutually exclusive. Meaning they did not share any information between groups nor discuss anything with management until each BU had a final report. What was amazing is THEY READ ALMOST EXACTLY THE SAME. Field management knowing the contractors are non getting the job done, cost overruns and complaining about the SC system not having transparency or a sense of urgency. The review of CHESM was scathing. Stating the process was "disconnected" to the real world work. The SC group did not understand the work and had a hard time understanding the needs of the field. Were not supportive but dismissive and many were expats who had a language barrier and no understanding of modern purchasing!!!!!! It suggested because of the major lack of skills Chevron require that anyone in SC have a certification (CPPM) in English. It stated this would ensure basic understanding of SC and basic English communication skills. The contractors all know there is a approved list and said they think this may cause performance problems (Never them, other contractors of course) in that once your on the list it seems you never get off. Make a major error, have HES issues, questionable finances, it does not matter as they all get called back for more work. My favorite part of this study and it was the constant theme in the 3 reports was of Chevron creating a cloistered, combative and out of touch SC system because the customers (Chevron functions in the field using the contractors) were targeted and, made an example out of by, not just supply chain, but the entire management structure because it is better to be bad than to look bad???????????????????????????????????????????????????????? I can go on and on but it was all there to read. So what did you think of the report GOM? Oh, yea, that's right, it was dismissed and called out of touch and not reflective of how we do business at Chevron. If you are reading this from Exxon, Total, Shell I know you say BULLSHIT! But everyone here at Chevron will nod there head and say yes this is all true and then some.
You raise these types of issues and you get a 2- on your PMP because your boss has the party line on her PMP.
when you watch vendors take procurement to lunch to discuss whatever without settling issues. Then your leadership ignores that costs have increased up 23% in 4 months. Nobody is watching the store and would be admonished doing so. I dont have enough " Yellow" skills to comment furthur.
If you have an issue with a vendor and you don't raise it shame on you. It's real easy to go online and complain about how change is bad etc. but unless Chevron cuts costs we won't have projects to execute anyhow.
Jesus said, "no soup.for you"!