Slide 1I’m Phuong from Viet nam. To

Slide 1
I’m Phuong from Viet nam. Today I would like to bring with you the topic “how to solve the problem of “right time” in providing the services and materials for a gas transporting and processing system- a case study of Namconson pipeline company- where I’m working
Slide 2
The agenda of my presentation includes company overview, research problem and objectives, theory highlight, business analysis, solutions and questions & answers.
Slide 3-4
Namconson pipeline is a gas company operating under the BCC between PetroVN, BP and Conocophilips. In the first period, it was built and operated by BP group. After that, the operatorship was handed over to Petrovietnam-the biggest shareholder. Company’s main activities is to transporting gas from offshore fields to onshore terminal, the gas then will be processed and provided to the power plants which produce up to 40% electricity capacity of Vietnam. Namconson plays very important role in ensuring power security of country.
Slide 5
That’s the reason the top mission of our company is to sustain “safety-reliability- efficiency” for the operations.
Slide 6
One of the most important factors to get company’s mission is to maintain the availability of the materials and service which is in charge by Procurement and Supply Chain Management team. The efficiency of PSCM is measured by 3 dimensions: “right time, right quality and right cost”. Recently, we are now facing the big problem of “right time” factor. That’s the reason we choose this problem to solve for this study.
The objectives of the study includes identify problems, justify root causes, access the problem, recommend solutions to improve

Slide 7

For the theory applied, I use Mc Kinsey 7s model and cross business culture to analyze the business environment and give out recommendations.

Slide 8

As per statistics byHay Group, most of company’s merger and acquisition is not successful because the leaders do not pay enough attention to the business culture and management style. This is quite true for our case. BP has built Namconson Pipeline with this international model. When the operatorship and the technology is transferred to PVG, Namconson has been facing the culture sock due to the difference in management style of new operator; the second difficulties is 12 years old terminal with a bid workload arisen. NCSP is gradually turning into a different model like this and the “right time” element of PSCM is seriously influenced.

Slide 9

We now will look at Mc Kinsey 7s elements of company and justify if currently they are effectively aligned with each other to obtain the company’s shared value. We will find out non-aligned elements and suggest the necessary changes to make it well-aligned with the others.

The first one is strategy. After transition, our strategy is kept unchanged. However there is a big change in the system: longer procurement process with the tender law complied; No more decentralization to working level, all the power concentrates on the leadership team; More maintenance required due to the aged terminal.

Unfortunately, in the skill area, the staff are not well equipped with tender law competencies to support the new procurement procedure. They are just familiar with the flexible procurement practice. The structure and style areas in the meanwhile do not support the system: the high hierarchy has been gradually replaced the democratic working environment. The critical changes of system, structure and style have created more workload for PSCM, we haven’t got enough time to handle all. However, the staff quantity is not allowed to increase to meet the workload demand due to the cost policy by the investors. It is obviously that the 6S elements are totally not effectively aligned with each other. The result is the belief of most staff is reduced and this impact the company performance and productivity