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
A hefty 42% of procurement leaders say the biggest threat to their future success is supply disruptions—such as natural disasters and transportation issues—a Gartner survey shows.
The survey, conducted from June through July 2024 among 258 sourcing and procurement leaders, was designed to help chief procurement officers (CPOs) understand and prioritize the most significant risks that could impede procurement operations, and what actions can be taken to manage them effectively.
"CPOs’ concerns about supply disruptions reflect the often unpredictable nature and potentially existential impacts of these events," Andrea Greenwald, Senior Director Analyst in Gartner’s Supply Chain practice, said in a release. "They are coming to understand that the reactive measures they have employed to manage risks over the past four years will not be sufficient for the next four.”
Following supply disruptions at #1, the survey showed that the second biggest threat to procurement is seen as macroeconomic factors, which include economic downturns, inflation, and other economic factors. While more predictable, those variables can substantially influence long-term procurement strategies.
And the third-most serious perceived risk was geopolitical issues, including tariffs and regulatory changes, and compliance issues, including regulatory and contractual risks.
In addition, the survey also revealed that “leading organizations” are 2.2 times more likely to view energy availability and cost as a top risk; indicating a focus on future emerging risks. As electrification drives demand for power, brittle grid infrastructure raises concern about whether the energy supply can keep pace. Therefore, leading organizations recognize that access to energy will become a significant future risk.
The market for environmentally friendly logistics services is expected to grow by nearly 8% between now and 2033, reaching a value of $2.8 billion, according to research from Custom Market Insights (CMI), released earlier this year.
The “green logistics services market” encompasses environmentally sustainable logistics practices aimed at reducing carbon emissions, minimizing waste, and improving energy efficiency throughout the supply chain, according to CMI. The market involves the use of eco-friendly transportation methods—such as electric and hybrid vehicles—as well as renewable energy-powered warehouses, and advanced technologies such as the Internet of Things (IoT) and artificial intelligence (AI) for optimizing logistics operations.
“Key components include transportation, warehousing, freight management, and supply chain solutions designed to meet regulatory standards and consumer demand for sustainability,” according to the report. “The market is driven by corporate social responsibility, technological advancements, and the increasing emphasis on achieving carbon neutrality in logistics operations.”
Major industry players include DHL Supply Chain, UPS, FedEx Corp., CEVA Logistics, XPO Logistics, Inc., and others focused on developing more sustainable logistics operations, according to the report.
The research measures the current market value of green logistics services at $1.4 billion, which is projected to rise at a compound annual growth rate (CAGR) of 7.8% through 2033.
The report highlights six underlying factors driving growth:
Regulatory Compliance: Governments worldwide are enforcing stricter environmental regulations, compelling companies to adopt green logistics practices to reduce carbon emissions and meet legal requirements.
Technological Advancements: Innovations in technology, such as IoT, AI, and blockchain, enhance the efficiency and sustainability of logistics operations. These technologies enable better tracking, optimization, and reduced energy consumption.
Consumer Demand for Sustainability: Increasing consumer awareness and preference for eco-friendly products drive companies to implement green logistics to align with market expectations and enhance their brand image.
Corporate Social Responsibility (CSR): Companies are prioritizing sustainability in their CSR strategies, leading to investments in green logistics solutions to reduce environmental impact and fulfill stakeholder expectations.
Expansion into Emerging Markets: There is significant potential for growth in emerging markets where the adoption of green logistics practices is still developing. Companies can capitalize on this by introducing sustainable solutions and technologies.
Development of Renewable Energy Solutions: Investing in renewable energy sources, such as solar-powered warehouses and electric vehicle fleets, presents an opportunity for companies to reduce operational costs and enhance sustainability, driving further market growth.
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Peter Weill of MIT tells the audience at the IFS Unleashed user conference about the benefits of being a "real-time business."
These "real-time businesses," according to Weill, use trusted, real-time data to enable people and systems to make real-time decisions. By adopting that strategy, these companies gain three major capabilities:
Increased business agility without needing a change management program to implement it;
Seamless digital customer journeys via self-service, automated, or assisted multiproduct, multichannel experiences; and
Thoughtful employee experiences enabled by technology empowered teams.
The benefits of this real-time focus are significant, according to Weill. In a study with Insight Partners, he found that those companies that were best-in-class at implementing automated processes and real-time decision-making had more than 50% higher revenue growth and net margins than their peers.
Nor is adopting a real-time data stance restricted to just digital or tech-native businesses. Rather, Weill said that it can produce successful results for any companies that can apply the approach better than their immediate competitors.
Weill's remarks came today during a session titled “Becoming a Real-Time Business: Unlocking the Transformative Power of Digital, Data, and AI" at at the “IFS Unleashed” show in Orlando, Florida.
For example, millions of residents and workers in the Tampa region have now left their homes and jobs, heeding increasingly dire evacuation warnings from state officials. They’re fleeing the estimated 10 to 20 feet of storm surge that is forecast to swamp the area, due to Hurricane Milton’s status as the strongest hurricane in the Gulf since Rita in 2005, the fifth-strongest Atlantic hurricane based on pressure, and the sixth-strongest Atlantic hurricane based on its peak winds, according to market data provider Industrial Info Resources.
Between that mass migration and the storm’s effect on buildings and infrastructure, supply chain impacts could hit the energy logistics and agriculture sectors particularly hard, according to a report from Everstream Analytics.
The Tampa Bay metro area is the most vulnerable area, with the potential for storm surge to halt port operations, roads, rails, air travel, and business operations – possibly for an extended period of time. In contrast to those “severe to potentially catastrophic” effects, key supply chain hubs outside of the core zone of impact—including the Miami metro area along with Jacksonville, FL and Savannah, GA—could also be impacted but to a more moderate level, such as slowdowns in port operations and air cargo, Everstream Analytics’ Chief Meteorologist Jon Davis said in a report.
Although it was recently downgraded from a Category 5 to Category 4 storm, Milton is anticipated to have major disruptions for transportation, in large part because it will strike an “already fragile supply chain environment” that is still reeling from the fury of Hurricane Helene less than two weeks ago and the ILA port strike that ended just five days ago and crippled ports along the East and Gulf Coasts, a report from Project44 said.
The storm will also affect supply chain operations at sea, since approximately 74 container vessels are located near the storm and may experience delays as they await safe entry into major ports. Vessels already at the ports may face delays departing as they wait for storm conditions to clear, Project44 said.
On land, Florida will likely also face impacts in the Last Mile delivery industry as roads become difficult to navigate and workers evacuate for safety.
Likewise, freight rail networks are also shifting engines, cars, and shipments out of the path of the storm as the industry continues “adapting to a world shaped by climate change,” the Association of American Railroads (AAR) said. Before floods arrive, railroads may relocate locomotives, elevate track infrastructure, and remove sensitive electronic equipment such as sensors, signals and switches. However, forceful water can move a bridge from its support beams or destabilize it by unearthing the supporting soil, so in certain conditions, railroads may park rail cars full of heavy materials — like rocks and ballast — on a bridge before a flood to weigh it down, AAR said.
Imports at the nation’s major container ports should continue at elevated levels this month despite the strike, the groups said in their Global Port Tracker report.
To be sure, the strike wasn’t without impacts. NRF found that retailers who brought in cargo early or shifted delivery to the West Coast face added warehousing and transportation costs. But the overall effect of the three-day work stoppage on national economic trends will be fairly muted.
“It was a huge relief for retailers, their customers and the nation’s economy that the strike was short lived,” NRF Vice President for Supply Chain and Customs Policy Jonathan Gold said in a release. “It will take the affected ports a couple of weeks to recover, but we can rest assured that all ports across the country will be working hard to meet demand, and no impact on the holiday shopping season is expected.”
Looking at next steps, NRF said the focus now is on bringing the International Longshoremen’s Association (ILA)—the union representing some 45,000 workers—and the United States Maritime Alliance Ltd. (USMX) back to the bargaining table. “The priority now is for both parties to negotiate in good faith and reach a long-term contract before the short-term extension ends in mid-January. We don’t want to face a disruption like this all over again,” Gold said.
By the numbers, the report forecasts that U.S. ports covered by Global Port Tracker will handle 2.12 million twenty-foot equivalent units (TEU) for October, which would be an increase of 3.1% year over year. That is slightly higher than the 2.08 million TEU forecast for October a month ago, and the strike did not appear to affect national totals.
In comparison, the August number was 2.34 million TEU, up 19.3% year over year. The September forecast 2.29 million TEU, up 12.9% year over year, November is forecast at 1.91 million TEU, up 0.9% year over year, and December at 1.88 million TEU, up 0.2%. For the year, that would bring 2024 to 24.9 million TEU, up 12.1% from 2023. The import numbers come as NRF is forecasting that 2024 retail sales – excluding automobile dealers, gasoline stations and restaurants to focus on core retail – will grow between 2.5% and 3.5% over 2023.
Global Port Tracker, which is produced for NRF by Hackett Associates, provides historical data and forecasts for the U.S. ports of Los Angeles/Long Beach, Oakland, Seattle and Tacoma on the West Coast; New York/New Jersey, Port of Virginia, Charleston, Savannah, Port Everglades, Miami and Jacksonville on the East Coast, and Houston on the Gulf Coast.