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Solution Table of Contents SECTION 1. 2 1.1 Applications of Evidenced -Based Practice to organisations. 2 1.2 Importance of Data

This project aim was evaluation of introduction of 3D printing in the spare parts supply chain in ADNOC in UAE. The importance of working on this report is guided by view that ADNOC is working to embrace automation of their supply chain particularly in the category of spare parts sourcing. Hence, for a successful sourcing, investments in 3D printing is identified as core for success in their operations. This is since 3D printing and other forms of automation are increasingly being adopted in different organisations supply chains locally in UAE and internationally. For the importance of investing in 3D printing, the findings of this report evidence the required results to entail;

• ADNOC success owing to remodelling of PS&M strategy, confident and capacity of spare parts sourcing, talent management and staff competency
• Improved relations with entire stakeholders (as explained in stakeholders matrix) improving overall organisation operations. 3-D printing would be an improvement from the current iSourcing hence success in technical and commercial-based evaluation
• Enhance an improvement and robust system and policy development to manage any potential gap in PS&M transformation
• Today, lower than 10% of ADNOC PS&M would be aligned to implementation of 3D printing and other modernisation strategies appropriate for the organisation
• Ensure development of new systems and policies which are appropriate for enhancing the current and future implementation of 3D printing and more modernised systems as a progress of their modernisation

The data which has been sourced in this report is through the application of quantitative (surveys) and qualitative (interviews). These findings have been appropriately supported through the application of desk and secondary research for ADNOC and their external environment. The analysis of these findings has been pursued by use of different tools and techniques as supported by CIPS module notes. From the findings and conclusions obtained in this report, various recommendations can be provided for management of the identified gaps. These include;

• There is a necessity for successfully adopting 3D printing starting with their spare parts sourcing
• By collaborating with UAE government which owns 70% of the ADNOC shares, more revenues would be provided for the organisation successful operations.
• ADNOC engaging all the stakeholders holistically by understanding their interests and expectations
• There is a need to collaborate with government in UAE and other regulators for the sake of improving the suppliers relations
• By collaborating with institutions, they would successfully offer employees learning opportunities
• Adoption of strategic sourcing as part of ADNOC sourcing of 3D printing in spare parts sourcing

 

Solution (AC2.3) Distinguish between third-party conciliation, mediation and arbitration. Short references should be added into your narrative below. Please remember to

For this project, the purpose was to access the overarching process and approach to SRM within Oxy organisation and coming up with appropriate implementation plan. The relevance of this project was informed by the fact that with the organisation having a large scale of operations with multiple end users, SRM is a significant issue. Also, the organisation operating in both local and international operations with multiple suppliers and spend areas to be coordinated.  The outcome of this would be to promote and improve SRM for aligning with Oxy organisation strategic objectifies, supply chain function being strategic integral partner as opposed to just transactional player.  Owing to the importance of SRM improvement, the different outcomes would entail;

• Enhanced Suppliers Performance- With an upward of 50,000 orders annually with 40% valued more than 5 million Omanis and 50% 20 Million Omanis, failure to timely settle invoices, demand for high quality materials and minimising effects would be considered.
• Cost savings- With improved SRM, it is possible for Oxy to negotiate appropriate terms, lower procurement costs (5 Rights not currently achieved) hence working below targets and lead times delivery reduced and achieving economies of scale.
• Increased efficiency- improved and streamlined SRM improve operational efficiency, reducing wastes in administration process for SRM (25% of entire suppliers pay delayed)
• Risk mitigation- this include identification of risks linked with suppliers such as dissatisfaction, financial instability and geopolitical challenges

The data used in informing the set project findings was obtained from the application of both quantitative and qualitative data by using questionnaires and interviews. Also, literature review has been sourced for affirming the relevance of the findings on best strategy in improving SRM in Oxy organisation context. This is supported by different CIPS module notes. The key findings include despite of Oxy Organisation having a stable SRM, there is still a need for improving. The findings evidence this to be an attribute of the broad scope of the organisation operation in different industries and markets locally (in Oman) and internationally.  The findings also identify existence of gaps in SRM evidenced by reduced collaboration amongst the different stakeholders with relevant solutions recommended for improvement. Part of this report has included a developed SRM approach which is applicable in Line Pipe Category. In line with the obtained research findings, various recommendations have been generated for improvement. These include;

• Oxy organisation PS&M is supposed to come up with appropriate systems and techniques for improvement of SRM
• Oxy organisation need to make sure they use various automations including AI and robotics for improving collaboration and SRM efficiency.
• Facilitate policies management for improving their operations in onshore and offshore operations with an improved SRM
• Short courses on SRM need to be provided starting with PS&M leadership to achieve 50% increase in awareness of SRM improvements areas.
• Stakeholders relations improved by leveraging on available technologies of communication and interaction.
• Ensure there is 70% increase in budget on SRM improvements