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STRATEGIE

Crediamo che sia necessario, a questo punto, sot- su di essi la necessaria attenzione e sviluppare
tolineare che tutto quanto sopra esposto richiede, sinergicamente quanto necessario per
in realtà, un profondo cambiamento nel rappor- raggiungere l’assegnazione, con mutuo
to tradizionale tra contractor e fornitore. Occorre vantaggio dei partner;
passare infatti da un rapporto tradizionalmente • Il carico di lavoro deve essere costantemente
“transazionale”, cioè basato sull’ottenimento di aggiornato, comunicato e monitorato, così
un risultato specifico relativo alla singola trattativa come quello dei subfornitori deve essere
e spesso teso al conseguimento di un vantaggio tenuto costantemente sotto controllo: evitare
immediato (chi vuol esser lieto sia: di doman non i rischi legati a ritardi inaspettati e non gestiti è
c’è certezza…), a un rapporto diverso, molto più di fondamentale importanza nella ricerca della
“strategico”, che risulta necessario alla costruzione competitività;
di una cooperazione solida e duratura. • L’origine dei materiali e dei semilavorati deve
essere apertamente discussa e concordata fin
Sviluppare partnership basate dalla fase offerta dell’impianto, avendo essa
su reale collaborazione, un impatto diretto sui costi e su tutta la catena
produttiva;
“trasparenza e rispetto • Il fornitore deve dimostrare nei fatti la
disponibilità a sviluppare la sua presenza nel
Paese del cliente per soddisfare la sempre
Questo nuovo rapporto necessita di una reale più pressante richiesta di un “Local Content”
e totale trasparenza tra le parti che debbono reale e misurabile. Anche in questo caso, il
scambiarsi tutte le informazioni necessarie a contributo dell’associazione di categoria può
supportare la reciproca competitività: risultare molto utile, in particolare per i soggetti
• I target su cui puntare devono poter essere più piccoli, favorendo forme di cooperazione
individuabili per tempo in modo da focalizzare che riducano la spesa del singolo.

Giovanni Del Serrone

Giovanni Del Serrone, today Partner Vendors & Sub. Strategy Director with TechnipFMC, has 38 years of solid and
qualified professional experience developed in Technip.
He started his career in Engineering (Machinery), then moved to Project Management, where he covered increasing
responsibilities up to the role of Project Director on large EPC projects.
His experience has been enriched by various International assignments. Since November 2005, he was Procurement
Department Manager for Italy; since 2008, he took also a coordination responsibility at Group level in the Global
Procurement Organization. From November 2013 he was appointed Chairman of Italian Procurement for the joint-
venture with HQC and Deputy Chairman of the Chinese joint-venture.

Post-Covid for the Oil&Gas sector

COVID 19 pandemic suddenly disrupted Global Economy obliging to lock-down to preserve population and blocking (or dramatically reducing) most of
the activities. General consumptions collapsed; the reduction of PIL in most of developed nations is the evidence of the crisis.
O&G sector has been affected as well: sudden reduction of industrial production and of transportation led to the Oil overproduction that has caused an
immediate Oil price extreme reduction with the consequent blockage or, in the best case, the postponement of the investment in the sector.
O&G is coming out from another crisis started in 2014 that obliged all actors to a severe “cost restructuring” to obtain the Client restarting their
investment plans; the new crisis risks vanishing the positive effects in the meantime achieved and severely hiting the medium/small size companies
financially weak against the new tsunami. All the above while O&G is generally opposed because of its impact on environment and “global heat” effect
and forced to investment for a sustainable energy transition.
In this situation, Clients require to save at least other 20%: how? Easy to say, but difficult to do: be more competitive, even more and more competitive!
A strict collaboration between Contractors and Suppliers appears to be the only possible way: collaborate to find and develop technological initiatives
based on mutual synergic approach to improve process efficiency, standardize work processes and products focusing on the “process needs” only
and abandoning the “nice to have”, study together any possible way to utilize the digital approach to reduce the lead time of information exchange/
approval and increase the efficiency of a structured data transmission utilizing the 3D Model and the remote approach to “expediting/inspection” to
reduce the related costs, be ready to front together the Clients to obtain them to accept all the above new concepts sharing the risks of this.
Target is to reduce costs and execution time: any saving in the return of the investment represents a great advantage for its confirmation.
The above represents the actual concept of “partnership” versus the standard transactional approach between Contractor and Supplier. This type of
relationship requires openness, transparency and trust between partners ready to help each other to sustain their competitiveness sharing targets to
focus on, workload information, full control of the supply chain, common decision on material origin since the bidding phase, availability and capability
to develop the local presence more and more required by the Clients.
ANIMP, together with any related association, can obviously help to easy the achievement of the target.
40 40 Impiantistica Italiana - Luglio-Agosto 2020