The Houston-based independent power producer ( IPP ) has 50 generating facilities in 12 states throughout the Northeast , Mid-Atlantic , Midwest and Texas . Dynegy has transformed from a coal-heavy portfolio of plants largely dependent on one power market , to one that is geographically diverse , generating more than 31,000 megawatts ( MW ) that are predominately natural gas-fueled – capable of producing enough energy to power the homes of 25 million U . S . families .
Managing the supply needs of a group of this size can be a challenge . Shaun Anderson , Dynegy ’ s Managing Director of Supply Chain , explains how altering some of the most basic processes proved critical to driving down operational costs .
“ When I started two years ago , there was no supply chain organization ,” he says . “ Instead , a procurement group used a transaction-based process where a group of buyers would support the needs of each site individually . Recognizing there was an opportunity to put a purchasing strategy in place , we first established a true supply chain organization with three value streams of Strategic Sourcing , Supply Chain Services and Procurement .”
40 May 2017