Three pillars of supply chain resiliency: Aramco’s Story
Saudi Aramco, the world’s largest integrated energy and chemical company, has long made resiliency a core tenet of its corporate strategy. By focusing on three core pillars—local manufacturing, multiregion sourcing, and strategic inventory management—it has been able to navigate turmoil and disruption to remain a reliable supplier of energy to the world.
Faisal Rashid is a senior procurement specialist at Aramco with over 20 years’ experience leading transformational supply chain management, financial, and operations strategies in energy and tech sector.
Supply chain resilience used to denote effectively managing supply risks. But lately resiliency has come to mean much more than risk management. It now covers the ability to confront and overcome threats to one’s supply chains and then be in a stronger position afterward.
Similarly, resilience in the corporate world is the ability of a company to bounce back from a catastrophe or a disruption and return to normal operations levels. Dr. Yossi Sheffi, a professor at the Massachusetts Institute of Technology and author of The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage, highlights three main ways companies can develop resilience: increasing redundancy, building flexibility, and cultivating an empowering culture.
For many companies, resiliency is a fairly recent area of focus. For Aramco, however, resiliency and persistence are long-standing parts of the culture and history. Aramco traces its beginnings to 1933, when Saudi Arabia signed a concession agreement with the Standard Oil Company of California (SOCAL) that allowed SOCAL to survey the Saudi desert for oil. Drilling began in 1935 but failed to produce any results. Instead of abandoning the drilling program, company executives followed the advice of their chief geologist Max Steineke, to “keep on drilling.” That persistence paid dividends when in 1938 commercial oil production began with Dammam No. 7 or “Prosperity Well.” At that time, there was no basic infrastructure, equipment manufacturing, or services in Saudi Arabia. As a result, Aramco’s drilling operation required extensive planning and coordination as all material and services came from providers outside of Saudi Arabia. The supply chain had to be designed for resiliency out of necessity. Whether drilling for one well or hundreds, the operations required a supply chain designed around redundancy due to the long lead times for materials and services. As a result, a culture of resiliency took root, and it is now second nature.
As Aramco’s operations grew, a more strategic approach to redundancy and supply chain resiliency started to take shape. The foundation for Aramco’s redundancy strategy is based on three core pillars:
Local manufacturing base. Having local sources for key products shortens lead times and creates a more flexible supply chain. If a disruption occurs, suppliers can respond more quickly, and materials can arrive sooner.
Multi-geography sourcing. Having suppliers located in more than one region creates redundancy and supplier diversity while enabling flexible production capacity. If suppliers in one region are affected by a risk event, Aramco can source from suppliers in a different region.
Strategic inventory management. By taking a strategic approach to setting and managing inventory levels, the company ensures that optimal safety stock levels are maintained to help respond to disruptions.
As a result of the company’s focus on these three pillars, Aramco’s supply chain has proven to be highly resilient, weathering multiple disruptions and proving to be capable of returning to normal operations.
These pillars were formalized in programs that enabled local investments and in the building of strategic inventory. One example is the Aramco In-Kingdom Total Value Add (iktva) program that was launched at the end of 2015. The program was designed to drive supply chain efficiency and value across Aramco’s operations by developing a diverse, sustainable, and globally competitive oil and gas supply chain within the Kingdom of Saudi Arabia, as opposed to relying on imports.
The three pillars and the iktva program have enabled Aramco to weather several significant disruptions and risk events. On September 2019, for example, just prior to the COVID pandemic, the Abqaiq and Khurais producing plants were hit by drone attacks, cutting production by 5.7 million barrels. Following the attacks, Aramco restored production levels within 11 days, demonstrating its long-standing reputation for reliability. Figure 1 outlines some of the key actions that the Procurement & Supply Chain Management organization took to expedite recovery for both plants.1 These actions were all based on the three core pillars and many of them were enabled by Aramco’s iktva program.
Shortly after Aramco recovered from the attacks, the company faced another incident when the COVID-19 pandemic started in early 2020. The pandemic disrupted many global supply chains due to not having available capacity, regional lockdowns, and suppliers facing financial distress. Aramco, however, experienced minimal impact from these global supply chain disruptions because of the strategic inventory it held for critical commodities and its reliance on local suppliers.
A study conducted by Boston Consulting Group (BCG) assessing Aramco’s supply chain resilience during the pandemic showed that the company was more effective than its peer group of national oil companies and oil and gas majors. The assessment focused on four key areas and 11 subgroups. The key areas included 1) demand assessment, 2) risk monitoring, 3) risk mitigation, and 4) opportunity capture. The outcome of the assessment is outlined in Figure 2, showing Aramco is best in class for seven of the 11 subgroups, with minor gaps in the remaining four areas. The study’s results indicate that Saudi Aramco's Procurement & Supply Chain Management organization managed to overcome challenges brought on by the pandemic based on having redundancy and flexibility combined with a culture focused on being resilient.
For the four subgroups with gaps, the study identified the following key actions Aramco needs to take to reach best-in-class performance in supply chain resilience:
Conduct a comprehensive risk assessment and monitoring of suppliers’ financial, strategic, and technological risks;
Incentivize performance for service contracts to ensure alignment of contract goals, resulting in better quality of service and mutual trust with suppliers;
Conduct market research to identify and evaluate partnership opportunities to reduce risks; and
Drive sustainability along the supply chain, including assessing suppliers to ensure alignment.
Going forward, other focus areas to strengthen the resiliency of the supply chain operations include:
Leveraging technology to establish end-to-end visibility, driving further insights with tier-1 and tier-2 suppliers;
Maintaining strong networks locally and globally to increase transparency with the supply base; and
Developing long-term partnerships, including acquisitions that focus on innovation, operational efficiency, and extending strategic objectives (for example, localization and sustainability) across the supply chain network.
These are just some of the areas for continuous improvement that Aramco is focusing on to develop an even more resilient supply chain in the future.
Resiliency is a choice
Supply chain resilience is a critical factor for businesses to succeed in today's dynamic and unpredictable marketplace. Resilience is not an inherent trait of supply chains; it is a choice that companies must choose to make. Businesses need to invest in creating a resilient supply chain by developing strategies that focus on risk management, agility, and flexibility. They must proactively assess potential risks and threats and develop contingency plans to mitigate them. Furthermore, organizations must recognize that achieving resilience is an ongoing process and requires a long-term commitment. It involves continuous monitoring, assessing, and updating of plans and procedures to ensure that they remain relevant and effective.
For Aramco, building a resilient supply chain was a strategic imperative rather than a cost center. The benefits of a resilient supply chain are significant and have allowed Aramco to create a competitive advantage by enabling its operations to respond quickly and effectively to disruptions, minimize losses, and maintain a reliable supply of energy.
In conclusion, being resilient is a choice that businesses must make. Companies that prioritize building a resilient supply chain will be better equipped to navigate the challenges and uncertainties of today's business environment, maintaining their competitiveness and ensuring their long-term success.
Notes:
1. For more detail about how Aramco recovered from the drone attacks, see the October 16, 2019, edition of the Arabian Sun, a weekly Saudi Aramco publication for employees: https://www.aramco.com/-/media/publications/arabian-sun/2019/2019-40.pdf
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.
Inclusive procurement practices can fuel economic growth and create jobs worldwide through increased partnerships with small and diverse suppliers, according to a study from the Illinois firm Supplier.io.
The firm’s “2024 Supplier Diversity Economic Impact Report” found that $168 billion spent directly with those suppliers generated a total economic impact of $303 billion. That analysis can help supplier diversity managers and chief procurement officers implement programs that grow diversity spend, improve supply chain competitiveness, and increase brand value, the firm said.
The companies featured in Supplier.io’s report collectively supported more than 710,000 direct jobs and contributed $60 billion in direct wages through their investments in small and diverse suppliers. According to the analysis, those purchases created a ripple effect, supporting over 1.4 million jobs and driving $105 billion in total income when factoring in direct, indirect, and induced economic impacts.
“At Supplier.io, we believe that empowering businesses with advanced supplier intelligence not only enhances their operational resilience but also significantly mitigates risks,” Aylin Basom, CEO of Supplier.io, said in a release. “Our platform provides critical insights that drive efficiency and innovation, enabling companies to find and invest in small and diverse suppliers. This approach helps build stronger, more reliable supply chains.”
Logistics industry growth slowed in December due to a seasonal wind-down of inventory and following one of the busiest holiday shopping seasons on record, according to the latest Logistics Managers’ Index (LMI) report, released this week.
The monthly LMI was 57.3 in December, down more than a percentage point from November’s reading of 58.4. Despite the slowdown, economic activity across the industry continued to expand, as an LMI reading above 50 indicates growth and a reading below 50 indicates contraction.
The LMI researchers said the monthly conditions were largely due to seasonal drawdowns in inventory levels—and the associated costs of holding them—at the retail level. The LMI’s Inventory Levels index registered 50, falling from 56.1 in November. That reduction also affected warehousing capacity, which slowed but remained in expansion mode: The LMI’s warehousing capacity index fell 7 points to a reading of 61.6.
December’s results reflect a continued trend toward more typical industry growth patterns following recent years of volatility—and they point to a successful peak holiday season as well.
“Retailers were clearly correct in their bet to stock [up] on goods ahead of the holiday season,” the LMI researchers wrote in their monthly report. “Holiday sales from November until Christmas Eve were up 3.8% year-over-year according to Mastercard. This was largely driven by a 6.7% increase in e-commerce sales, although in-person spending was up 2.9% as well.”
And those results came during a compressed peak shopping cycle.
“The increase in spending came despite the shorter holiday season due to the late Thanksgiving,” the researchers also wrote, citing National Retail Federation (NRF) estimates that U.S. shoppers spent just short of a trillion dollars in November and December, making it the busiest holiday season of all time.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
Specifically, the two sides remain at odds over provisions related to the deployment of semi-automated technologies like rail-mounted gantry cranes, according to an analysis by the Kansas-based 3PL Noatum Logistics. The ILA has strongly opposed further automation, arguing it threatens dockworker protections, while the USMX contends that automation enhances productivity and can create long-term opportunities for labor.
In fact, U.S. importers are already taking action to prevent the impact of such a strike, “pulling forward” their container shipments by rushing imports to earlier dates on the calendar, according to analysis by supply chain visibility provider Project44. That strategy can help companies to build enough safety stock to dampen the damage of events like the strike and like the steep tariffs being threatened by the incoming Trump administration.
Likewise, some ocean carriers have already instituted January surcharges in pre-emption of possible labor action, which could support inbound ocean rates if a strike occurs, according to freight market analysts with TD Cowen. In the meantime, the outcome of the new negotiations are seen with “significant uncertainty,” due to the contentious history of the discussion and to the timing of the talks that overlap with a transition between two White House regimes, analysts said.
That percentage is even greater than the 13.21% of total retail sales that were returned. Measured in dollars, returns (including both legitimate and fraudulent) last year reached $685 billion out of the $5.19 trillion in total retail sales.
“It’s clear why retailers want to limit bad actors that exhibit fraudulent and abusive returns behavior, but the reality is that they are finding stricter returns policies are not reducing the returns fraud they face,” Michael Osborne, CEO of Appriss Retail, said in a release.
Specifically, the report lists the leading types of returns fraud and abuse reported by retailers in 2024, including findings that:
60% of retailers surveyed reported incidents of “wardrobing,” or the act of consumers buying an item, using the merchandise, and then returning it.
55% cited cases of returning an item obtained through fraudulent or stolen tender, such as stolen credit cards, counterfeit bills, gift cards obtained through fraudulent means or fraudulent checks.
48% of retailers faced occurrences of returning stolen merchandise.
Together, those statistics show that the problem remains prevalent despite growing efforts by retailers to curb retail returns fraud through stricter returns policies, while still offering a sufficiently open returns policy to keep customers loyal, they said.
“Returns are a significant cost for retailers, and the rise of online shopping could increase this trend,” Kevin Mahoney, managing director, retail, Deloitte Consulting LLP, said. “As retailers implement policies to address this issue, they should avoid negatively affecting customer loyalty and retention. Effective policies should reduce losses for the retailer while minimally impacting the customer experience. This approach can be crucial for long-term success.”