Recent dig­i­tal trans­for­ma­tion ini­tia­tives in the oil and gas sec­tor have made cor­po­ra­tions assess how evolv­ing tech­nolo­gies will con­tribute to reshap­ing their oper­a­tional land­scape. As a proac­tive orga­ni­za­tion, Sem­pra LNG (SLNG) aims to be at the fore­front of this jour­ney. In col­lab­o­ra­tion with Ernst & Young (EY), a women-led sup­ply man­age­ment team devel­oped and began exe­cut­ing a dig­i­tal trans­for­ma­tion roadmap con­tain­ing a strong reper­toire of strate­gic ini­tia­tives in sup­port of sig­nif­i­cant growth goals and a desire to enhance matu­ri­ty. Dri­ven to change man­u­al process­es, extra­ne­ous approval layers/​handoffs, and poor user expe­ri­ences, SLNG part­nered with EY to trans­form using SAP Ari­ba Sourcing.

In this ses­sion, we will dis­cuss how the SLNG and EY teams laid out a strong, trans­for­ma­tive roadmap anchored in process design before embark­ing on their goal to imple­ment an elec­tron­ic, tem­plate-based approach to strate­gic sourc­ing in order to max­i­mize the val­ue deliv­ered through­out the organization.

Key take­aways:

• Seam­less team­ing across the enter­prise (i.e., busi­ness, IT, cus­tomers) and part­ners (EY & SAP) with a focus on devel­op­ing a ded­i­cat­ed, col­lab­o­ra­tive, and engaged OneTeam approach.
• Devel­op­ing a roadmap and detailed process design, approved and test­ed pri­or to imple­ment­ing the sys­tem. A curat­ed approach to gath­er­ing require­ments, con­fig­u­ra­tion, and test­ing are crit­i­cal to a suc­cess­ful implementation.
• Prac­ti­cal and proac­tive change man­age­ment to engage sup­ply man­age­ment SMEs and busi­ness unit rep­re­sen­ta­tives to ensure suc­cess­ful adoption.