海洋英語(yǔ)課件Lesson 22 Material Procurement

1、海洋英語(yǔ)課件海洋英語(yǔ)課件Lesson 22 Material ProcurementLesson 22 Material ProcurementLOI (letter of intention)采購(gòu)意向書(shū)SDRL (supplier document register list)供應(yīng)商文件清單ITP (inspection test plan) 檢驗(yàn)計(jì)劃節(jié)點(diǎn)VO (variation order) 加賬FAT (factory test)工廠檢驗(yàn)punch list 完工整改通知單OSD report (overage, shortage, damage report)質(zhì)量損益報(bào)告jeck h

2、orse test plan臺(tái)架試驗(yàn)計(jì)劃safety hand-over安全交底1.1 Permanent store: materials stored in the warehouse to ensure daily use. Warehouse keepers apply for the purchase (list of stock materials should be handed to user department by material department).1.2 Non-permanent materials: materials except for stock ma

3、terials. According to practical situation, non-stock materials inventory should be set. Material requirement plan should be submitted to purchase department ahead of time. Material planner apply for the purchase of required materials.1.3 Production materials: materials used directly on products (rep

4、air, conversion, construction products).1.4 Bundle equipment: value of bundle equipment account for a big proportion of the total value of the contract. Buddle equipment include but isnt just limited to well drilling system, propulsion system, electrical, control, automation system, dynamic position

5、ing system, blowout-proof device, offshore crane, jack-up system etc.1.5 Common offshore equipment: equipment except for bundle equipment on project equipment list.1.6 Non-production materials: office supplies, articles for daily use, tools, uniforms, labor production appliances, low price and easil

6、y worn articles, fixed assets etc.1.7 Stock materials: materials need to be managed in SAP system, including permanent materials and non-permanent materials.1.8 Personnel involved: Purchaser, purchase director, purchase planner, warehouse keeper, equipment coordinator, project manager, commercial ma

7、nager, technical manager, debug manager.2.1.1 CategorizationPurchase plan includes corporation annual purchase plan and purchase plan for special project. Corporation annual purchase plan include annual purchase plan for all the projects and annual purchase plan for common use, the plans are all com

8、piled by the year.Purchase plan for a special project means the material purchase plan made only for a special project, the plan is compiled by the construction progress of the project.2.1.2 Purchase planning2 .1 .2 .1 Project manager takes the responsibility of confirming bundle equipment categoriz

9、ation and making delivery plan of bundle equipment, common equipment and staple materials according to the construction plan.2 .1 .2 .2 Commercial manager makes the purchase plan for the bundle equipment, and gets that plan carried out after project managers approval.2 .1 .2 .3 Purchase manager make

10、s the purchase plan for common equipment and gets that plan carried out after project managers approval.Purchase manager in the project team makes purchase plan for common materials and submits that plan to the purchase planner so as to get the plan added to the corporation annual purchase plan afte

11、r project managers approval.Purchase manager in the project team choose equipment vendor from the vendor list .If the vendor from the vendor list cant meet the purchase criterion or the quotation deviates seriously, the purchase manager should report that immediately to the project manager and comme

12、rcial manager and discuss that with the ship-owner so as to find another qualified vendor outside the vendor list.2.1.3 Purchase plan and application procedures for non-production materials2.1.3.1 Offshore research and development center or the user department submits requirement list, gets the list

13、 posted on the ERP system after project managers approval, and forwards related technical standards, occupational health and environmental protection requirements.2.1.3.2 Purchase manager or the purchase planner checks material requirement application regularly, determines purchase quantity, establi

14、sh purchase request and gets the work assigned to a specific purchaser.2.1.3.3 The purchaser should check stock timely after he receives purchase application. For the materials that need to be controlled by the project, the quantity to be purchased or transferred should be determined. The warehouse

15、keeper should be informed to get regular stock transferred to project stock.2.1.3.4 The warehouse keeper transfers regular stock to project stock on the ERP system and marks the materials in the meantime. Feed the differentiation back to purchase department. Purchaser determines whether to establish

16、 purchase application, if not, the flow ends.2.2.1 Responsibilities2.2.1.1 Project team is in charge of planning for debugging, making preparations for debugging, collaborating with service engineer during the debugging period and determining debugging result.2.2.1.2 Material department contacts deb

17、ugging service engineer and make sure he acts on our plan. If the debugging plan or progress changes, the material department should take the lead and discuss with the service provider so as to ensure the implementation of production plans. The material department also shoulders the responsibility o

18、f confirming prize for debugging.2.2.1.3 Debugging department should be in charge of safety handover with debugging engineer, debugging operation pipe laying and progress control.2.2.1.4 Temporary entry and exit of the service provider should be strictly in compliance with health, safety, security a

19、nd environmental protection regulations for temporary personnel.2.2.2 Workflow for offshore equipment debugging2.2.2.1 The project team makes plan for debugging according to construction plans and make demands on debugging provider.2.2.2.2 Purchase director acts on project teams requirements and coo

20、rdinates with the provider and feedback the situation before debugging on the check list to the project team.2.2.2.3 The project team checks the equipment before debugging, makes preparations for debugging, and submit check list. Furthermore, the project team also checks the situation of the project

21、 and contacts the debugging engineer.2.2.2.4 The material department is in charge of such coordinating work with the service provider as identification of temporary persons entering our factory, of the working place of the persons, assistance of signing “ Safety and Security Agreements ”,“ Safety ag

22、reements ”, application of Boarding Permit and assignment of the provider to related workshop after they are all equipped with qualified labor-protection suits.2.2.2.5 The responsible department for debugging is responsible for safety definitude and assignment of work for the provider during site de

23、bugging. Of course, a detailed record of relevant work is also necessary. The debugging manager with project managers approval determines the progress of the debugging work.2.2.2.6 If there are any changes or adjustment to the project plan, the project manager submits application for that change or

24、adjustment. Then the material department takes the lead and discusses that with the provider.2.2.2.7 If the time for service by the provider exceeds the time on the contract, the project manager explains the reasons in written form. Offshore project manager and deputy manager verify the reasons and

25、submit that for general managers approval. Then the document is seemed as an amendment to the contract. The amendment is then submitted to offshore commercial manager and purchase manager. The purchase manager or the equipment coordinator gets the payment done.2.2.2.8 The project manager verifies th

26、e phased and the final result and prepares for the signature on the final debugging report.2.2.2.9 The check list is triplicate, and kept by provider, project team, and material department respectively.2.2.2.10 The material department categorizes, records, and stores accessories, debugging, operatio

27、n and maintenance parts of the equipment separately and gets the spare part list updated for check.2.2.2.11 The material department collects guarantee ranges and starting and expiring date of the equipment. If quality problems occurred during debugging or after vessel delivery, the project team or d

28、ebugging director feeds that back to material department. The material department discuss that with the provider and require them to change spare parts or come for repair work.2.2.2.12 The project manager, according to the jack horse test plan, assigns a debugging director to join the test.2.3.1 Pro

29、curement procedure for bundle equipment2.3.1.1 The offshore commercial department takes the lead to found the procurement team for bundle equipment according to offshore project information provided by the commercial headquarters. The procurement team consists of offshore commercial department manag

30、er, offshore commercial manager, offshore project manager, technical director from offshore research and development center or any other engineer assigned by the director.2.3.1.2 The project manager decides the delivery date for bundle equipment.2.3.1.3 The technical director or the engineer assigne

31、d by the director should provide POS according to the contract.2.3.1.4 The offshore commercial manager contacts the vendor or the provider and asks them for bidding.The technical director for research and development center provides technical support, the relevant technical assessment and risk asses

32、sment.2.3.1.5 The offshore commercial department manager takes the lead and holds a meeting to select a qualified vendor. The director from the research and development center or an engineer assigned by him is responsible for assignment of TA. The offshore commercial manager asks the qualified vendo

33、r for bidding for bundle equipment.2.3.1.6 The offshore department manager takes the lead and has the purchase team organized to evaluate the bidding and makes a decision which vendor to choose. If its hard to make that decision, two vendors are selected preferentially for bid negotiation. Technical

34、 director or the engineer appointed from the research and development center re-discusses the relevant technical issues with personnel from the owner company and makes an amendment to the original TA.The offshore commercial manager submits bid documents to the two vendors. The offshore department ma

35、nager gets the bid evaluated again and decides a qualified vendor.2.3.1.7 The offshore commercial department manager submits TA signed with the vendor winning the bid to Owner Company for confirmation and at the meantime, negotiates with the vendor the contract terms. The offshore commercial departm

36、ent manager signs LOI with the vendor and gets the prize and delivery date fixed.2.3.1.8 If the vendor is appointed by the owner, the offshore commercial manager together with people from the research and development center, offshore project team decides with the appointed vendor equipment specifica

37、tions, prizes, spare parts, insurance, delivery date, transportation methods and so on one by one according to the procedures mentioned above.2.3.1.9 The offshore commercial manager draws up a list of bundle equipment, including vendor name, order circle time, ways of payment and so on and submits t

38、he list as an estimate of cost to offshore project team, offshore commercial department and financial department.2.3.1.10 The offshore commercial manager gets done the internal auditing for the purchase of the fixed bundle equipment in the company. The offshore commercial department manager signs th

39、e contract for the purchase of bundle equipment and gets the appointed vendor informed of the contracts validation. At the same time, the offshore commercial department manager takes the lead and gets done the work of purchase of other bundle equipment. The commercial manager hands to the purchase d

40、irector relevant purchase documents and makes a record.3.1.1 During contract implementation of bundle equipment, the commercial manager shoulders the coordination work with the vendor before delivery and makes a track list of procurement progress of the bundle equipment. The list should include tech

41、nical amendments (technical amendment is decided by the technical manager, prize changes is decided by commercial manager), delivery date etc. Then the relevant vendor gets informed after project managers approval for the track list.3.1.2 Under the project managers leadership, the offshore commercia

42、l manager is responsible for the coordination work with the ship-owner of implementation of bundle equipment procurement contract. The purchase manager is responsible for the coordination work with the vendor of implementation of common equipment procurement contract. All the documents after signing

43、 of the bundle equipment contract should be submitted to project manager and purchase manager by commercial manager. Special person should be assigned by the purchase manager for the work of collection and compiling of the record of bundle and common equipment. All the files involved with equipment

44、procurement should be numbered and stored so as to ensure the traceability of the files.3.1.3 The purchase manager or director with the help of design manager should provide a procurement track list according to the production progress and attaches great importance to such equipment as equipment wit

45、h a long delivery term or non-frequent equipment. The vendor should provide SDRL at purchase managers request for technical managers review. The purchase manager is responsible for the track and feedback of approved drawing by class. The technical manager is responsible for the verification of appro

46、val drawing by class.3.1.4 The purchase manager should strengthen the control on equipment manufacture through payment and sample test on the basis of ITP so as to keep control on the quality of raw materials, productive technology, quality and production progress.a) The equipment coordinator is in

47、charge of the customs declaration of bundle equipment and common equipment and acts strictly on “Regulations for Import and Export Materials” and collaborates with the customs and inspection organs.b) The procedure for inspection, storage, in and out of warehouse should be strictly implemented accor

48、ding to “Regulations for Materials Management”. The director or the engineer assigned from the research and development center should check the compliance of the equipment and the maps provided previously by the vendor. If theres any incompliance, a record should be made and the project manager shou

49、ld be noticed. The project manager takes the lead and organizes negotiation and signing of VO and gets the improvement done.c) If the bundle equipment and the common equipment meet the requirements of storage, the relevant people from material department should get the whole set of files (including operation manual and certificates) compiled and handed to an assigned person by the project team after the verification by the project team.d) If theres any defect on the bundle equipment, the problem should be fed back to the commercial manager. The commercial manager contacts the vendor t