China's petroleum material management reform to tackle low-cost operational records

As of July 31, China Petroleum spent less than three years and walked through the **** of supplies from centralized procurement to some material concentration reserves.

On March 20, 2009, the "Measures for the Management of the Purchase of Materials by China National Petroleum Corporation" was formally promulgated and the centralized procurement of materials began to be implemented. On July 8, 2011, the pilot project for the centralized reserve of seamless steel tubes and medium-thickness steel plates in the Northeast of China National Petroleum Corporation was started in Shenyang. In general, bulk purchases of seamless steel tubes and medium-thickness steel sheets are directly supplied by production companies, and new operating models for centralized and unified delivery of scattered purchases are born.

From centralized procurement to centralized reserves, China's petroleum and material management reforms have entered a crucial stage.

Centralized procurement, set a large profit

The development of PetroChina cannot be separated from the strong support of the material procurement system. PetroChina regards low-cost development as its long-term strategy, focuses on sustainable corporate development, focuses on optimizing investment and controlling costs, and strengthens internal management. On October 15, 2008, the "China Petroleum First-level Procurement Material Catalogue" was promulgated, stipulating that bulk, general-purpose, complete sets, and important materials are collectively purchased by the group company. Since December 2009, with regard to centralized procurement of materials such as oil-used special pipe materials, pipeline steel, and tanks, the effect of centralized tendering has reduced the number of suppliers and reduced the purchase price.

Through centralized procurement, material systems have become the main force for reducing costs and increasing efficiency. From a set of data, we can see the benefits of centralized procurement: In 2009, Changqing Oilfield reduced costs by more than one billion yuan through centralized procurement. In 2010, Daqing Oilfield reduced costs by 1.33 billion yuan through centralized procurement. The pipeline project department reduced the cost by 11 billion yuan through three years of centralized procurement. In 2009, China Petroleum saved procurement funds by 14.8 billion yuan. In 2010, it reduced procurement costs by 5% to 8%.

Focus on reserves, set high efficiency

“The shortage of materials can be used with the tune from the centralized reserve warehouse immediately. The price is not only cheaper than sporadic purchases, but also has no order cycle.” Some units in Northeast China PetroChina felt the convenience brought by centralized storage.

On August 1, Gao Liping, an employee of Shenyang Branch of the China Petroleum Materials Sourcing Center, told reporters that the centralized purchasing pilot began and they reserved 4,500 tons of general seamless steel tubes and 1,900 tons of medium and thick steel plates. As of July 31, 1168 tons of medium and thick steel plates and seamless steel pipes have been brought up.

From research to experiment, centralized reserve work has been carried out for nearly two years. This time, the pilot work for the centralized reserve of seamless steel tubes and medium-thickness steel plates in the northeast region started in Shenyang and opened the curtain for China's oil concentration reserve. The group company authorized the material procurement center as a pilot implementation unit to specifically undertake the procurement, warehousing, distribution and settlement of centralized reserve materials. The northeast region centralized reserve physical storage location is located in the material procurement center Shenyang branch.

Concentration reserve plays an important role in reducing the total inventory, resisting market risks and guaranteeing supply, and the benefits of centralized purchasing have thus been extended.

Focus on the unified standard

China Petroleum centralized procurement implements the “six unifications” (unified management and trading platform, unified expert library, unified supplier management, unified stock reserve, unified business process, and unified standards), of which the most important is unified technical standards, product standards, and designs. standard. Without uniform standards, there is no basis for centralized procurement and central reserve.

The reporter interviewed Daqing Petrochemical Company and saw the "universal" equipment, which caused great difficulties for operation and maintenance. Refining companies need to overhaul every year and need to replace a large number of consumable parts. However, most of China's oil refining and chemical companies use different design patterns and different devices and cannot implement centralized procurement and reserve.

Standardization is an important task that must be completed in the development of China's oil. Changqing Oilfield has reduced the cost of material procurement by implementing standardized design and modular construction.

The key power component of the natural gas pipeline is the gas compressor. At present, gas compressors are completely dependent on imports. Once damaged, they will affect pipeline gas transmission. However, if each pipeline is prepared for several compressors, it will be a huge expenditure. At present, CNPC has achieved a centralized reserve of compressor accessories.

CNPC is "a game of chess." Exploration, refining, natural gas and pipelines, and equipment manufacturing must promote standardization. If a company looks like it will increase production and operation and maintenance costs, it will not be able to centralize purchases and reserves. Standardized construction is an important part of China's green, international, and sustainable development, and it needs to work together to promote it.