Michael Gustafson
MIDDLE EAST “ We ’ ve almost finished Phase II to expand our business . It ’ s like you ’ re running on a treadmill and the speed is set at a six-minute mile but you ’ re used to running an eight-minute mile ,” he explains . “ People think of procurement as being some sleepy , back office support group . But , it ’ s not . You ’ re actually on the front line and if this spare part , chemical additive , or catalyst doesn ’ t arrive on time , you could shut down a facility .”
Procurement is certainly an area that Petro Rabigh prioritises . The firm has three different departments operating in that area of its organisation ; with contracting , material handling and procurement all housed under the same roof . Gustafson maintains its current procurement strategy is to enhance its existing arrangements .
“ In general , the majority of our strategy is to push our agreements and expand into MRO and chemical agreements ,” he explains . “ This is opposed to the ongoing spot buying that takes place , which decreases the time it takes to turnaround , as well as the cycle time .”
In a bid to handle its supply chain items more effectively , Petro Rabigh has made the decision to split into two separate groups .
“ The group here in Saudi Arabia handles all the inbound supply items
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EXECUTIVE PROFILE
Michael Gustafson
Having joined Petro Rabigh in 2017 , Michael has used his 25 + years of experience and knowledge from working in commercial and business development , acquisitions , divestiture and supply chain management to develop the supply chain infrastructure for the $ 20bn Refinery & Petro- chemical business in Saudi Arabia .
Michael has outlined his intention for Petro Rabigh to embrace the incoming Saudi Vision 2030 and is responsible for driving the company ’ s procurement strategy .
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