sig.org/summit
Executing the Technical Procurement Roadmap to Drive Nova Chemicals' Acquisition Strategy
sig.org/summit
NOVA Chemicals
Jean Carlos UrdanetaDirector Technical Procurement
The Hackett Group
John Kamauff Principal
Technical Procurement
Transformational Journey
Jean Carlos Urdaneta – NOVA Chemicals
Director Technical ProcurementDr. John Kamauff – The Hackett Group
Principal
3
Agenda
▪ NOVA Overview
▪ Project Background
▪ Procurement Benchmark
▪ Transformational Initiatives
▪ Questions and Answers
4
About NOVA Chemicals
NOVA Chemicals helps shape a
world where products vital to our
health and happiness are even
better tomorrow than they are today.
We are
• A leader in innovation
• A proactive partner
• Committed to Responsible Care®
To be the leader in innovation that
enables our customers to deliver
plastic products that make everyday
life healthier, easier and safer.
Responsible
Innovative
Collaborative
Passionate
Our Mission Our Values
5
Locations & Fast Facts
*Equity position in Lyondell’s Channelview styrene plant.
Number of Employees
2,800 worldwide
Annual Sales, 2016 (U.S.$)
$3.5 billion
LeadershipTodd Karran
President and CEO
Products
Ethylene and Polyethylene
Chemical Co-Products
Expandable Styrenic
Polymers
Community
Investment/Giving
$2.3 million (USD)
7,000 hrs
6
NOVA Chemicals’ Growth Strategy
In our pursuit, NOVA Chemicals has several key strategic priorities including:
Growing significantly
beyond our traditionally Canadian
production footprint, which includes
gaining additional access to the U.S.
Gulf Coast feedstock and supplying
our customer markets in the
Americas.
Being actively sought after
by all of our stakeholders
Delivering game changing
technology
that makes tomorrow even
better than today
Currently, NOVA Chemicals is growing on three fronts to meet our
consumers’ demand for plastic products:
Acquisition of Williams’ Geismar, Louisiana olefins plant and complex, an
operating facility with positive cash flow and significant opportunity for future
growth
Proposed Joint Venture with Borealis and Total involving Total’s existing
Bayport, Texas polyethylene facilities, development of a new light feed
cracker in Port Arthur, Texas and a new Borstar® technology polyethylene
facility in Bayport, both with expected start-up in 2020
Proposed polyethylene plant utilizing NOVA Chemicals’ Advanced
SCLAIRTECH™ technology, base case is Sarnia Ontario, with a final
investment decision expected in 2017 and start-up targeted for 2022
NOVA 2020 Projects
✓ Corunna Cracker Revamp - completed in 2017
✓ PE1 expansion - completed in 2016
✓ Corunna All Ethane Conversion- planned completion targeted for 2018
7
Technical Procurement Roadmap to World Class
Our Purpose: The purpose of the Technical Procurement Team is to be a clear competitive advantage for NOVA by positively
impacting business results through the supply of goods and services required to support our existing and future business
operations and growth projects. The Technical Procurement Team will also have an explicit and purposeful impact on NOVA’s RC
Goal ZERO. This will be accomplished through effective market research, active supplier relationship management, and
consistency in our business process with a continuous improvement focus and drive for quantifiable value generation.
Our Vision: Achieve a sustainable, flexible and scalable integrated service delivery model that positions the Technical
Procurement team as a World Class Leader in Procurement Practices to achieve maximum value and sustained competitive
advantage to NOVA.
Our World Class Definition: NOVA Technical Procurement is a valued business Partner who contributes to the success of
NOVA’s Journey to be # 1 in the Americas and Goal ZERO drive through collaboration, standard of excellence, customer service
and is strategically driven.
Our Scope: The Technical Procurement team is responsible for the procurement activities associated with large and sustaining
capital, plant operational services and equipment, material repair and operation items and materials management.
We are strategically located in several regional areas, influencing close to $1 Billion Dollars annually across the organization.
8
Technical Procurement Organization Alignment to NOVA’s Growth Strategy
TP Purpose: The purpose of the Technical Procurement Team is to be a clear competitive advantage for NOVA by positively impacting business results through the
supply of goods and services required to support our existing and future business operations and growth projects. The Technical Procurement Team will also have an
explicit and purposeful impact on NOVA’s RC Goal ZERO. This will be accomplished through effective market research, active supplier relationship management, and
consistency in our business process with a continuous improvement focus and drive for quantifiable value generation.
External Market
Factors
• Economic
• Political
• Social/Cultural
• Technological
• Legal
• Environmental
Procurement
Best Practices
Core Competencies
Technical
Procurement
Transformational
Initiatives
FlexibleStakeholder
Centric
Technology
DrivenIntegrated ScalableOrganizational
Attributes
9
Technical Procurement Integrated Center-Led Delivery model
• Several best in class org structure/models were evaluated for NOVA fit and purpose and
ultimately it was determined that a Center-Led organization would drive maximum value for
NOVA versus a centralized or decentralized model
• As a part of the design phase, there was great attention to ensuring the organization focused on
key competencies and attributes all in an effort to create a World Class organization for NOVA
• TP will operate as one integrated organization across all of the NOVA enterprise however be
regional or project centric when needed
• The organization will focus and deliver on five enterprise wide core competencies including:
Category Management, Contract Management, Procurement Management, Procurement
Operations, and Procurement Development
• Several critical new roles (Technical Procurement Leaders) focused on driving NOVA
stakeholder satisfaction and leading procurement competencies delivery across the organization
in order to leverage existing TP resources and aligns with procurement core capabilities
• Strategy development/execution
decisions are tailored based on
stakeholder requirements
• Maximize spend leverage across the
Organization
• Full Integration of resources,
capabilities, tools, and processes with an
alignment to a procurement core
competency
• Enables the development of resources
to multiple skillsets/capabilities to open
opportunities for placement and
advancement among multiple
competencies
• Utilizes a procurement council to align
NOVA business strategies with
Procurement goals
Center-Led
10
• The Integrated center-led delivery model enables Technical Procurement
to align with NOVA’s strategic objectives, and position the team to
perform and meet those strategic objectives in the services that we
provide to our stakeholders.
• TP Organization Core Capabilities will drive both quantitative and
qualitative benefits for NOVA
• Increased staff productivity due to function alignment rather than regional
alignment
• Procurement resources will focus more on strategic activities versus
tactical activities
• Organization will leverage best-in-class technology to support all
functions via process automation, reducing cycle times and transaction
costs
Technical Procurement Integrated Center-Led Delivery modelBenefits
▪ Higher savings and cost avoidance attainment
▪ Greater spend under influence
▪ Spend under formally documented sourcing strategies and exceptions robustly scrutinized
▪ Increased stakeholder alignment
▪ “Right first time” transactions
▪ Higher-performing suppliers and minimal supply disruptions
▪ Rapid access to high-quality data
▪ Lower and competitive functional costs
▪ Faster operational cycle times (Source-to-contract, Requisition-to-order)
▪ Highest productivity levels (RFx, PO per FTE)
▪ Optimal staffing allocation
▪ Greater leveraging of technology and process automation
2X EFFICIENCY
2X EFFECTIVENESS
IMPACT
11
Project Approach
We employed a multi-phased, integrated approach in our transformation journey by assessing the current state,
developing recommended initiatives, and currently implementing these initiatives.
Assess NOVA against
Benchmark/Best
Practices
Implement,Measure,
Refine
Current state assessment and organizational mapping against business requirements/objectives
Refine the business case, plan the implementation and change management
program, and execute implementation
Phase 1: Current State Assessment and Gap Analysis Phase 2: Implementation
Ph
ase
Jou
rney
Co
mp
on
ents
Obtain Voice of the
Customer Input
(interviews,survey)
Refine Initiatives&
ImplementationPlan
RecommendInitiatives
and Roadmap
Identify MajorThemes Define FutureState
Vision
1 2 3
24
1 3
12
NOVA Procurement Benchmark
NOVA initiated a Procurement Benchmark to gain a comprehensive perspective into the TP organization’s current
state environment and to determine key opportunities
Benchmark Scope & Data Guidelines
▪ Geographic Scope:
▪ NOVA Chemical production locations in the
U.S. and Canada
▪ Benchmark data collection period = Fiscal Year 2015
▪ All cost data was represented in US Dollars
Benchmark Comparisons
▪ Size & Complexity Peer Group – represented the median of a custom group of companies in multiple industries that hadsimilar size and business complexity to NOVA
▪ World-Class – represented the median of the companies in the Hackett database that had achieved first quartile performance in both efficiency and effectiveness for Procurement overall
Hackett’s Process Taxonomy
▪ Hackett's PR taxonomy has four process categories, subdivided in fifteen process groups for which FTEs, associated labor costs, and outsourcing costs were captured; Technology costs and other overhead costs were captured on a functional level
Sample Benchmarks
▪ Suppliers Per NOVA Spend
▪ Percentage of Spend that is Competitively Bid
▪ Cost ($) Per Order
▪ Procurement Cost as a % of Spend
▪ Procurement ROI
13
Key Benchmark Findings
Several benchmarks highlighted key areas where NOVA Chemicals could become more efficient and effective
Perception of Procurement’s Role in
Supporting Business Success
Competitive savings
achievement was offset by
high headcount and labor
rates across Procurement
processes
Fewer than 20% of
Internal Customers
viewed Technical
Procurement as a
Valued Partner in
Business Outcomes
More than half of the
Procurement team rated
Sourcing and Category
Management technology
access, quality, and adoption
as inadequate
NOVA Peer Group World-Class
Source: The Hackett Benchmark
3.33.8
9.1
Procurement Operations
costs were nearly 2.5x
peer and 6x world-class
levels, driven by labor
cost and long cycle times
0.29%
0.13%
0.05%
Indirect
47%
52% 42%
43% 47%
53%
6%
10%
Sourcing Execution
Supplier Management
and Development
Sourcing and Supply Base
Strategy
Tools and technology are
available and utilized
Some tools and technology but
they are inadequate
Lack of tools and technology
Procurement Technology Utilization
16%
31%20%
33%
Valued Business Partner
Negotiation/SourcingExpert Gatekeeper Administrator
Return on Investment Requisition and PO Processing Cost as a % of Spend
14
Additional Current State Inputs
In addition to the Procurement Benchmark, NOVA also used multiple inputs to gain further insight into the
Technical Procurement environment and to determine key improvement opportunities
Stakeholder SurveyInterviewGuides
Executive Interviews & Stakeholder Survey
▪ Interviews of NOVA executives were conducted to gain
insight into opportunities according to leadership
▪A stakeholder survey was used to glean additional
insight from both internal and external customers
Best Practices Workshops
▪Over 200 procurement best practices were reviewed
and evaluated against NOVA current state
▪The best practices were aligned to transformational
initiatives to ensure they would be addressed
15NOVA Chemicals Confidential
Technical Procurement – Targeted Service Delivery Model
Technology
Service Design
Information
Organization Design
Service Partnering
Governance
Culture
Talent
• SAP and Source-to-Pay technology is used to promote
efficiency; high degree of automation for transactions,
sourcing, and SRM activities
• Master Data Management is integrated to other systems
• Requisitions are auto sourced to contracts or preferred
suppliers
• Jointly developed/managed efficiency
& effectiveness metrics with
stakeholders
• Spend reporting available & used to
support planning
• Integration of analytics with scorecards to
enable decisions
• Process management is consolidated where possible
• ‘Fit for Purpose’ organizational design
• Selective outsourcing where it is best
suited (EPC & EPCM Major Projects
Contracting Strategies)
• Operating model is continually
refined to meet business needs
• High degree of alignment
• Enterprise end-to-end Source-to-
Pay process management
• Viewed as a valuable business partner
• ‘One NOVA’ strategy successfully
rolled-out
• Levels of skills across process are high and support delivery of
tactical and higher value process activities
• Resources trained on end-to-end processes
• Formal approach to Continuous Improvement
• Technical Procurement has low turnover and high
retention; supported by strong training program
Business
Outcomes
• Technical Procurement participates in
stakeholder budgeting/planning process
• Provides Leadership in strategy
development based on business needs
• Creating a competitive environment in
our supplier base
• Category Management Focus
• Extensive Supplier Management
• End to End Contract Management
Architecture Organization Human Capital
16NOVA Chemicals Confidential
Capability Maturity - Current State vs. Future State
Technical
Orientation
Service-
Minded
Individual Centralized
Globally
Aligned
Manual Automated
Fragmented Optimized
Decentralized
Current State Target State
Achieving LeadingExceedingLagging
Skills &
Talent
Requirements
Information
Governance &
Organizational
Model
Enabling
Technology
Architecture
Functional &
Service
Process
Design
Future StateCurrent State
17
Technical Procurement Transformational Initiatives
# Initiative Service Delivery Component
1 Finalize and Implement the Technical Procurement World-Class Roadmap All
2
Define the future state Technical Procurement Organizational Design
▪ Define the future state Technical Procurement design
▪ Reaffirm roles & responsibilities of each job
Organization Design
3 Implement Strategic Sourcing and Category Management across the organization Service Design
4 Support Design, Development, and Implementation of the Source-to-Pay (S2P) project Technology
5 Implement Contract Management with a safety focus Service Design
6 Implement broad-based Supplier Lifecycle Management Service Design
7 Service Center Integration and Process optimization Org. & Service Design
8 Dashboard Development (Goal Tracking-Strategic & Operational) Information
9 Define Communication Protocol and Reporting Governance
10 Implementation of Market Intelligence Toolbox Information
11 Targeted Training (Enhance Strategic Sourcing, Category Management, Contract Management, and SRM skills) Talent
12 Capital Execution Process Implementation Service Design
13 Business Process Standardization Service Design
14 Maintenance Process Purchasing Effectiveness Governance
15 Align Knowledge Management (SharePoint integration) Technology
19
Select Transformational Initiative Summaries
Initiative Scope Benefits
Define the future state
Technical
Procurement
Organizational Design
▪ Define the future state
Technical
Procurement design
▪ Reaffirm roles &
responsibilities of
each job
▪ Review/refine job descriptions based on aspirational roles
▪ Clearly communicate roles/accountability to TP
▪ Conduct cross-functional leadership workshop to develop and
establish clear objectives and goals for the Technical Procurement
Team
▪ Establish a clear framework for integrating TP roles and
responsibilities
▪ Define and socialize Technical Procurement definition of purpose and
World-Class.
▪ Improved understanding of roles and responsibilities
cascading throughout the TP organization to all BUs,
geographies, and levels
▪ Increased visibility to sourcing stages and timelines
▪ Improved speed to market enabling greater efficiency,
increased capacity, and quicker realization of savings
▪ Clearly defined expectations for all parties reduces
confusion and increases buy-in from the businesses,
segments, and geographies
Implement Strategic
Sourcing and
Category Management
across the
organization
▪ Establish a Category Management framework that including:
▪ Profile and document all categories with an appropriate level of
detail and completeness
▪ Establish process for periodic category review and updates
▪ Create a NOVA specific spend taxonomy, that is mapped to a
UNSPSC classifications
▪ Increased spend visibility and maximized category
leverage
▪ Reduced overall risk
▪ Increased supplier collaboration
▪ Spend taxonomy will support a Category Management
framework to understand total spend, while driving
P2P catalog benefits
20
Project CharterFuture Organization Design & Structure
Objective Define the Future state of Technical Procurement Organizational Design
Deliverables/Outcomes
• Organizational Journey Map – demonstrates the realignment of TP’s
Organization including (1) Service Delivery Model (2) Organizational
design (3) Core Competencies
• Job Descriptions/Profiles – align with TP aspirational organizational
model; coordination with HR reaffirmation of roles & responsibilities
Key Interdependencies
• PMO, Manufacturing Site Operations, HR
• All Transformational Initiatives
Team
Project Manager: Jean Carlos Urdaneta
Project Support: Ray Wasdal, Sue Romphf, Amanda Laverty, ME, MW,
PMOSecondary Support: ALL TP
Sponsor: Peter Masterman
Overall Progress Timelines: 70% (2017), 30% (2018)
Scope
• Review/refine job descriptions based on aspirational roles
• Clearly communicate roles/accountability to TP
• Conduct cross-functional leadership workshop to develop and establish
clear objectives and goals for the Technical Procurement Team
• Establish a clear framework for integrating TP roles and responsibilities
• Define and socialize Technical Procurement definition of purpose and
World-Class.
Benefits
• Improved understanding of roles and responsibilities cascading
throughout the TP organization to all BUs, geographies, and levels
• Increased visibility to sourcing stages and timelines
• Improved speed to market enabling greater efficiency, increased
capacity, and quicker realization of savings
• Clearly defined expectations for all parties reduces confusion and
increases buy-in from the businesses, segments, and geographies
• Ensure sustainability of the Organizational Capabilities and building a
framework to maintain professional proficiency in the TP Team
21
Improving Efficiency & Effectiveness Metrics
EF
FIC
IEN
CY
Operational
Cost per order $24 $16
Requisition and PO
processing cost as % of
spend0.29% 0.12%
% of spend supported by
auto-PO<81% >90%
Procurement technology
utilized %56.4% 100%
Customer
N/A
Financial
Total Procurement function
cost % of spend1.261% 0.84%
People
N/A
Technical Procurement Future State
EF
FE
CT
IVE
NE
SS
Operational
% of spend influenced by
Procurement50% 95%
% of spend covered via
formal documented
Sourcing Strategy50% 80%
% of Spend under formal
SPM/SRM program22.5% 60%
% of Suppliers comprising
top 80% of Spend6.17% 4.11%
Customer
% of stakeholders perceive
Procurement as supporting
business success45.5% 80%
Financial
Procurement ROI 3.31 6
People
Ratio of Strategic to
Tactical FTEs0.947 3.5
Current State Future State Current State Future State
22
Risk Matrix
1. Changes in Business
Priorities
2. Resources Workload
Management
3. Stakeholder Availability &
Support
4. Schedule Compliance
5. Source-To-Pay Approval &
Implementation
LIK
EL
IHO
OD
Lo
wM
ed
ium
Hig
h
Low Medium High
SEVERITY & IMPACT
• Operational priorities vs transformational initiatives will have to be actively managed
• Timelines could be refined after further assessment and input from stakeholders
• Source to Pay project is essential to fully achieve expected targets
• Full engagement from our client groups to ensure alignment, getting feedback, and working together in the
implementation of the practices proposed in each transformational initiatives.
Assumptions
24
Core
CompetenciesCategory Management Contract Management Procurement Management Procurement Operations
Enterprise-
Wide
• Category focused approach consisting of
activities and practices to manage spend,
procurement, and business needs
• Strategic Sourcing activities and execution
(Regional and/or Project Centric as needed)
• Implementation of Supplier Relationship
Management program tailored to NOVA
supply base
▪ Systematically and efficiently managing
contract creation, execution, analysis, and
maintenance for the purpose of maximizing
financial and operational performance and
minimizing risk (Regional and/or Project
Centric as needed)
▪ Support the application of Responsible Care-
Goal ZERO, value driven, and sustainable
principles into Contract Terms & Conditions,
Schedules and Contract Management.
▪ Maintain core knowledge in the overall
procurement execution of sustaining capital
projects as well as specific projects that
require TP to perform procurement activities.
▪ Continue building internal competency in the
management and coordination of purchasing
activities (Material & Equipment) conducted by
third parties
• Performs buying including tactical sourcing,
requisition, and PO processing in compliance
with preferred suppliers and purchasing
policies (Regional and/or Project Centric as
needed)
• Includes supplier master, item master
management and procurement system
support
Regional
Centric
• Category specific resources will work with
business stakeholders to ensure their needs
are met by procurement
▪ Implementation of End to End Contract
Management Lifecycle fit for purpose model in
Maintenance, Sustaining Capital and
Operations.
• Sustain competitive advantage in the
execution of sustaining capital projects
• Warehouse management and Tactical
expediting activities included in this function
Project Centric
• Leverage benefits acquired through the
implementation of category strategies in
project execution as applicable
• Continue building internal competency in the
execution of End to End Contract
Management for Large and Small capital
projects.
• Executes and manages Large growth
projects and Sustaining Capital goods and
equipment purchases for the organization
• Includes capital purchases where NOVA is
self-performing purchasing processes
• Strategic expediting activities are also
executed here in support of these purchases
• Develops and executes plan for capital and
operating spare parts
The Center-Led Model will support the Core Competencies at Enterprise, Regional, and Project level
1
Represent the Technical Procurement capabilities/function that supports the corresponding stakeholder groups
Se
rvic
e D
eli
ve
ry
2 3 4
25
Initiative Deliverables –NOVA Category Management Framework
Category
Strategy
Category
Governance
Category
Performance
Management
Category Strategy
Execution
Category Planning
& Segmentation
Category Definition
Category Stratification
Category Alignment
Category Profiling
Benchmarking Analysis
Defined Category
Objectives
Category Roles
Definition
Ongoing Governance
Competency
Management
Ongoing Management
Initiative Execution
Savings & Benefits
Tracking
Performance
Management
Category Strategy
Development
Step 1 Step 2 Step 3 Step 4 Step 5
▪ What are the categories?
▪ How should they be prioritized?
▪ How should each category be managed across regions and businesses?
▪ What are category objectives and opportunities?
▪ What “value levers” should be applied?
▪ What category strategy will maximize value in each category?
▪ How should category teams be organized to manage categories across the business?
▪ What decision processes and reviews are needed to manage each category?
▪ What is the right execution plan for each Category Strategy?
▪ How should day-to-day management and project-based initiatives be conducted?
▪ How should savings be planned and tracked?
▪ How can savings be realized at the bottom line?
▪ How should operational performance be tracked?
26
Initiative Deliverables –NOVA Procurement Category Spend Taxonomy
NOVA’s existing category taxonomy was restructured to align to a leading practice two level hierarchal taxonomy that
can be leveraged across the enterprise to improve and standardize reporting and analysis capabilities
Construction and
Maintenance
Services31 Categories
Engineering
Services10 Categories
Chemicals18 Categories
General &
Administrative19 Categories
Feedstocks7 Categories
IT & Telecom10 Categories
MRO Supplies24 Categories
HR Services12 Categories
Property Services9 Categories
Professional
Services8 Categories
Responsible Care6 Categories
Transportation
and Logistics14 Categories
Raw Materials14 Categories
Utilities5 Categories
Travel7 Categories
15 Level 1 indirect and direct categories were identified, with a total of 194 reportable Level 2 categories
Indirect
categories
Direct
categories
27
Initiative Deliverables –NOVA Supplier Relationship Management Framework
Create Supplier
Development Program
Assess Supplier
PerformanceEstablish GovernanceStratify Suppliers
1 2 3 4
Evaluate, track, and
document supplier
performance
✓ Define standard and
consistent
KPIs/metrics/SLAs
✓ Track and manage supplier
performance regularly
Identify continuous
improvement opportunities
and value creation
opportunities with suppliers
✓ Identify strategic supplier
partnership opportunities
✓ Evaluate and execute
partnerships with select
suppliers
Defines roles /
responsibilities and activities
for supplier management
✓ Define governance model by
supplier level and establish a
review cycle
✓ Develop RACI, Escalation
paths, and supplier review
guidelines
Segment supplier base within
each category to provide
guidance on SRM activity by
supplier and resource
allocation
✓ Use standard criteria for
stratification in addition to
spend
✓ Perform annually (initially)
Org. Structure
Escalation Path
Supplier
Scorecards
Stratification Criteria
Supplier Opportunity
Identification
28
Initiative Deliverables:Procurement Technology Infrastructure 2.0 A core technology infrastructure helps enable the Procurement Service Delivery Model and associated processes and provides value add throughout
the Procurement lifecycle
eProcurement (Including Catalogs)
Spend Analysis
MDM (Master Data Management)
Contract Management
eSourcing
P-CardExpense
Mgt.(T&E)
Supplier Relationship
Supplier Item Contract Catalog
Market Intelligence/
Research Tools
Reporting & Analytical Tools
Support Tools
Partner Systems
Product Lifecycle Mgmt
Supply Chain
eInvoicingCompliance Management
Risk Management
Payables
FoundationalTransactional Informational/Event-based
Supplier Portal
Core Procurement Infrastructure
29
Key Activities Aug 4 Aug 11 Aug 18 Aug 25 Sep 1 Sep 8 Sep 15 Sep 22 Sep 29 Oct 6 Oct 13 Oct 20
1. Overall Integration Management Support:
• Tactical Supplier Transition Support (e.g., supplier
meeting coordination, communication development,
status tracking)
• Provide contract review and integration support for
Supply Chain, Raw Materials, Indirect Procurement and
logistics
• Support Nova Category Managers with strategy
framework development for top suppliers
2. Procurement Taxonomy Alignment Support
• Support efforts to modify and enhance procurement
taxonomy
• Coordinate Geismar ISNET mapping
3. Support Integration into SAP
4. Major Master Agreement Service Review
• Data Collection
• Perform Analysis
• Develop Recommended Actions
Position to Integrate New Ventures
31
Next Steps
Activity Date Range Activity Owner Stakeholder/Resources Involved
a) Formalize future TP Org Structure & Communication with the whole TP Team November Jean Carlos TP Leadership Team, HR, TP Team
b) Implementation of Technical Procurement new Organizational Structure Jan 2018 Jean Carlos TP Leadership Team, HR
c) Implementation of Year 2 Road Map to World Class Jan 2018 – ongoing Jean Carlos Technical Procurement Team
d) Stakeholder engagement Review & Feedback Jan 2018 – ongoing Jean Carlos TP Leadership Team, Main Stakeholders
© 2017 NOVA Chemicals - All rights reserved.
The information contained herein is provided for general reference purposes only. By providing the
information contained herein, NOVA Chemicals makes no guaranty or warranty and does not assume
any liability, with respect to the accuracy or completeness of such information, or product results in any
specific instance, and hereby expressly disclaims any implied warranties of merchantability or fitness for
a particular purpose or any other warranties or representations whatsoever, expressed or
implied. Nothing contained herein shall be construed as a license to use the products of NOVA
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Executing the Technical Procurement Roadmap to
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The Hackett Group
JOHN KAMAUFF
Principal