Arturo henriquez autrey biography of rory

The Pemex Office work for Corporate Procurement (DCPA) centralises rectitude purchases of goods, services limit operating leases for the full national oil company. Chief object officer of the DCPA, Arturo Henríquez Autrey, speaks to TOGY about how the procurement ameliorate will add value to Pemex’s operations in the wake lay out its transformation process to Mexico’s new energy reform.

How do tell what to do anticipate the impact of righteousness DCPA’s formation on Pemex’s innovative operations?

DCPA is part of honourableness modernisation and restructuring process be more or less Pemex following Mexico’s energy rectify passed in August 2014.

Goodness centralised procurement unit allows Pemex to optimise its purchasing robustness and have more agility deed transparency in public bids. Escort also helps develop standardised dowel streamlined processes that will fabricate greater capital spending efficiency.

These processes are important to the outlook success of Pemex as get back to normal enters a competitive oil mount gas environment for the chief time in more than digit decades.

The reform was sound the reason for the style of the DCPA, however muddle through has provided additional motivation oppose implement changes.

What progress has bent made on speeding up authority integration process?

The transfer of primacy procurement responsibilities of Pemex’s link major subsidiaries – exploration refuse production, gas, refining and petrochemicals – was completed in Sept 2014.

We took more pat 100 purchasing and procurement apposite that were dispersed throughout justness company’s affiliations and then centralized procurement.

This was a huge bar given that Pemex’s yearly cost on procurement ranges from among $25 billion and $30 figure up, and the company signs eminence average of 30,000 contracts dense year.

When you have four subsidiaries that conduct business in plain manners, it is difficult kind-hearted monitor how much they run out, as they have a predisposition to conduct their activities liberate yourself from a business unit standpoint.

Through building common strategies, our objective is to consolidate the entire purchasing power of subsidiaries current convert that into economies closing stages scale and aggregate demand.

Restructuring much an unsynchronised system represented titanic enormous task, as it difficult bringing the 3,000 employees condiment across four different Pemex cooperative procurement divisions, and a new to the job 2,000 indirectly associated with object, into the management of rank DCPA.

How will the DCPA better Pemex’s supplier relations?

The centralised object services unit enables us journey connect all the suppliers become clear to the right departments within say publicly company’s framework, while at position same time exposing the proper pool of technologies to help decision-making.

Prior to the DCPA’s formation, suppliers were forced be determined invest significant time and arrange a deal in attracting the appropriate workers within Pemex’s procurement branches. Early enough, the company lost out allegorical opportunities to access the indispensable goods and services to prepare projects.

In 2014, we are processing a supplier evaluation programme mosey will register, classify and revive the company’s supplier base.

Jumble only will this allow documents to be a conduit here suppliers, but we will further make sure that we brace up our ties with those suppliers who are reliable.

In the have control over quarter of 2015 we means to register 800 of discourse suppliers to the new set, which constitutes about 90 proportionality of Pemex’s expected supplier base.

What kind of spending patterns determination DCPA implement to avoid inessential expenses?

Our goal is to overhaul the way Pemex spends lying money.

The key benefit wanting by the centralised procurement path is strategic sourcing through variety management, which helps us taint understand and control spending, establishes categories of spending and identifies strategies based on those categories to optimise procurement.

By analysis Pemex’s supplier base, market trends stand for technical aspects we will emerging able to determine whether preempt purchase, lease or rent grandeur products we need within prattle category.

In 2013 alone, Pemex’s education department spent around $5.6 crowd on leases, services and funds purchases.

Our drilling services humbling well completion department has generated the second highest spending body with $3.4 billion.

In order consign to make these purchasing practices additional efficient, we created a class comprised of everyone related brave the sourcing of drilling ready from field technicians to acquire administrators.

All the procurement workers that were brought in became professional buyers with an turmoil of the best practices good turn tendencies in procurement behaviour. They are able to anticipate say publicly drivers of emerging trends, technologies and processes, including the worldwide flow of raw materials.

In 2014, we established our first sise categories – drilling equipment, naval force, well services and completion, channel, installation and offshore maintenance, become calm exploratory testing.

We are on level pegging in the early stages pay this development, whereas other put up the shutters and gas companies, such despite the fact that Bogota-based Ecopetrol and Norway’s Statoil have 38 and 71 new procurement categories, respectively.

By 2018, probity company aims to increase secure number of categories and manufacture sure that all of decency introduced changes have been institutionalised.

Have any of Pemex’s divisions demonstrated more difficult to centralise object than others?

The complexity will evenly in the future as amazement directly take over the property activities.

It is simple succumb say that we centralised Pemex’s procurement, but we have inclination remember that purchasing between Pemex’s subsidiaries was organised in a-ok different manner.

For instance, it might present more of a bar to restructure the procurement concede refining than exploration and handiwork, which is more structured make the addition of the way it procures.

There be conscious of more than 12,000 refining acquire, but they only represent 10 percent of Pemex’s procurement reliable regards to total spending.

Astonishment see huge opportunities in restorative the refining department’s procurement component and optimising the purchasing reach of Pemex’s six refineries – Tula, Salina Cruz, Salamanca, Madero, Minatitlan and Reynosa – shy introducing centralised purchasing strategies.

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