SUPPLY CHAIN

COMPETENCE
FRAMEWORK

Downstream
TABLE OF CONTENT

WHAT IS THE SUPPLY CHAIN

COMPETENCE FRAMEWORK?
The Supply Chain Competence Framework is
a structured document that captures the specific
competencies that have been identified to drive
personal and professional success in Supply
Chain roles across Downstream.
It will help you to understand the key
competencies you need in order to be able to
fulfill your role in the organization. You can also
get inputs to guide you in preparing for future
assignments.

INTRODUCTION 01 HOW TO NAVIGATE

THROUGH THE DOCUMENT?

Return to the table

GETTING THE MOST FROM THE SUPPLY CHAIN COMPETENCES 02 of content

DEVELOPMENT EXPLAINED 03 Go back

Go forward
SUPPLY CHAIN COMPETENCES 04
Print
INTRODUCTION

Welcome to the new Downstream Supply Chain

Competence Framework, which consolidates multiple
frameworks to one simple, easy to navigate solution
that will improve and build supply chain capability
across Downstream.

Supply Chain Competence Framework consists
of competences used across the Supply Chain
organisations in Downstream. When executed well,
these competences will enable Downstream to best
support Shell in becoming the world’s most competitive
and innovative energy company.
The Framework is to be used in conjunction with:
Job Competence Profiles, providing an understanding
of the relevant competences and proficiency levels for
every job.
Actions suggested by the developmental resources
to support all employees’ formal and in-role
development against each of the Supply Chain
competencies
Career development tools including experience
navigators and career paths
Additional information on Leadership Attributes,
HSSE, Information & Data and Product Stewardship

The Downstream Supply Chain Competence Framework will help you engage in a meaningful discussion with your
supervisor on your IDP around your professional development goals with the emphasis on your current role. Use it
together with the developmental resources and appropriate career development tools to help optimize your strengths
and accelerate your development and career.

Good luck with your development and future career!

GETTING THE MOST FROM THE SUPPLY CHAIN COMPETENCES

THE FRAMEWORK ENABLES YOU TO: HOW CAN I BENEFIT FROM USING THE THE NEW FRAMEWORK -
Easily identify which competencies are FRAMEWORK? WHAT’S CHANGED?
relevant to you, in your job, today The new Framework is designed to be simple, focused The refreshed Supply Chain Competence framework
and easy to use. It helps you to focus on the skills key to consolidates the previous frameworks from across all four
Identify specific development needs that
your role by supporting you in: Businesses which have Supply Chain organisations to a
need to be addressed
simpler, more consistent set of standards. The framework
Doing your current job more effectively
Provide focus and priority for your reflects:
development needs Thinking about your development needs
Commonality of supply chain skill requirements across
the Downstream businesses
WHY DO WE NEED SUPPLY CHAIN Key and emerging skills for supply chain capability
COMPETENCES? management
The Supply Chain Competences capture the skills,
Competences used for development purposes only
knowledge and behaviours that are key to effectively
managing the world’s largest hydrocarbon supply chain.
They set the knowledge and skill standards we need to
meet if we are to deliver effectively in Shell. They enable
us to speak a common language around skills and
development, helping us to raise the overall effectiveness
of people in supply chain roles.
DEVELOPMENT EXPLAINED (1/2)
The Supply Chain competences and relevant Job Competence Profile should be used in conjunction with the
new Leadership Attributes, the Behavioural Imperatives, as well as often HSSE Competences and Product
Stewardship to understand the skills, knowledge and behaviours required to do your job successfully. These
should help guide your short and long-term planning to make the most of your development.
SUPPLY CHAIN COMPETENCES
These competences are specific to working in a
Downstream Supply Chain role.
JOB COMPETENCE PROFILES
Job Competency Profiles represent the key “generic”
Supply Chain roles in the Downstream COBs. You will
find that not every Supply Chain role in the Downstream
is covered by the Job Competency Profiles - you
should use your best judgement to identify the profile
most closely linked to your role. Then record agreed
development areas in your IDP. If necessary you can
add competencies you and your supervisor feel are
important to your job not included in the job profile.
Remember, the aim is not to build as long a competency
list as possible! Keep it simple and focus on the critical
few things!
Select the Job Competence Matrices relevant to your
Business
Trading & Supply
Lubricants Supply Chain
Chemicals Supply Chain
Specialities – coming soon
Manufacturing – coming soon
LEADERSHIP ATTRIBUTES
The new Leadership Attributes are Authenticity, Growth,
Collaboration and Performance.
These define the core behaviours expected of leaders
and is a fundamental step-change aimed at the personal
involvement of existing leaders in developing others.
Click here to download a more in depth view of the
Leadership Attributes, including a detailed description
via job level.
BEHAVIOURAL IMPERATIVES
The “5 behaviours” relate to areas of Shell’s
character that must improve to drive stronger business
competitiveness and underpin our growth strategy. The
5 behaviours are External Focus, Commercial Mindset,
Delivery, Speed and Simplicity.
Refer to Behavioural Imperatives
HSSE & SOCIAL PERFORMANCE
For Supply Chain, addressing Health, Safety, Security
and Environment (HSSE) appropriately is critical as
failure to do so could have potentially catastrophic
consequences for people and the business. As Supply
Chain professionals we have an important influence in
determining HSSE Outcomes. We do it at a Personal
level, considering our own health, safety and security
and in how we care for other people we work with and
impact. We do it in our Supply Chains how we design,
deliver and implement our commercial activities and
how this then shapes the operating environment that
others have to work in.
The resources that are considered valuable to staff either
in the own personal health and safety management
and/or to support the delivery of commercial activities is
available on the following websites:
DS HSSE
Life Saving Rules
PRODUCT STEWARDSHIP
For some roles crucial would be also to comply with
Product Stewardship legislations throughout the products
life cycle.
DEVELOPMENT EXPLAINED (2/2)

The purpose of the Proficiency Scale is to provide a consistent framework that enables managers and employees
to have a relevant discussion on developmental needs against a specific competence. The scale should be used
to guide feedback in support of individual developmental planning.

LEVEL PROOF POINTS

Knowledge Able to interpret and evaluate information and advice from experts in an area of expertise

Able to use correctly the terminology (vocabulary) of the area of expertise

Able to hold an informed debate with experts in the area of expertise

Able to ask questions that test the viability of proposals in an area of expertise

Able to carry out some of the activities with help

Skill Can do

Able to perform consistently and satisfactorily majority of activities of an area of expertise

Able to translate guidelines and standards for the area of expertise into practical actions

Able to solve imaginatively, common technical / operational problems in the area of expertise

Able to guide and advise others in technical / operational aspects of the areas of expertise

Mastery Troubleshoot / adapt

Being able to diagnose and resolve significant complex, non-routine problems in the area
of expertise

Able to creatively solve significant, complex, non-routine problems in the area of expertise

Able to adapt practices from other markets or countries for use in the area of expertise

Able to generate substantial improvements to local practices and procedures for the area
NEED TO KNOW MORE?
of expertise
Please contact your CoB Learning Advisors.
CONTENTS SUPPLY CHAIN COMPETENCES

ENERGY ECONOMICS SUPPLY CHAIN SCHEDULING

VALUE CHAIN MANAGEMENT AND E2E PROFITABILITY SUPPLY CHAIN TRANSPORT MANAGEMENT

SUPPLY CHAIN ANALYSIS SUPPLY CHAIN CUSTOMER SERVICE

SUPPLY CHAIN STRATEGIC PLANNING AND IMPLEMENTATION APPLYING TECHNICAL EXPERTISE TO CVP

SUPPLY CHAIN PROJECT MANAGEMENT SUPPLY CHAIN PRODUCT QUALITY MANAGEMENT

SUPPLY CHAIN TACTICAL PLANNING ASSET MANAGEMENT AND MAINTENANCE

SUPPLY CHAIN INTEGRATION AND OPTIMISATION FACILITY OPERATIONS

COMPLIANCE CONTROL, RISK & EXPOSURE MANAGEMENT REFINERY/PRODUCTION UNIT CONFIGURATION & PROCESSES

TRADING RISK MANAGEMENT TRADING OPERATIONS & DOCUMENTATION

SUPPLY CHAIN CONTRACTS AND NEGOTIATIONS APPLICATIONS USAGE – TOOLS/SYSTEMS/PLATFORMS

ENERGY ECONOMICS (1/2)
Knowledge
Definition
Relates to the supply and use of energy in societies.
Key Energy Economics areas related to the E2E
Value chain include: Security and sustainability of
supply and analysis of risk; Economics of energy
infrastructure; Forecasting of energy demand and
energy sources; Market Analysis; Elasticity of
supply and demand in energy market; and Refinery
Economics.
To determine the drivers, dynamics, and
interrelationships in the supply chain and their impact
on the value of crude, processing, product and
transport opportunities and constraints.
recommendations.
Skill
Demonstrates awareness of the economics in the
subject area of work and a good understanding of
how they are connected and influence each other,
able to have an informed discussion with experts in
each area.
Demonstrates a working knowledge of basic risk
including energy policy, sustainability and new fuels/
energy sources, risks related to social impact,
network security risks and various supply related risks.
Ability to identify and summarise consequences of
such risks and inter-dependencies.
Understands the physical infrastructure required for
the exploration, development and production and
distribution of energy; Knowledge of the basics of oil
refining and mode of transport.
Demonstrates a working knowledge of the range
of influencing factors in the oil and gas market and
is able to gather and analyse qualitative as well and
quantitative market data in order to identify profitable
trading opportunities and strategy development.
Understanding of impact of price changes on
demand and supply in a specific market. Awareness
of what information and what data is needed to allow
the organisation to quickly and effectively respond to
changing market conditions and able to make some
Understands the factors at play in the choice of
crude, the refinery configuration and the desired
product slate. Understand the impact of these
decisions on refinery utilization rates, kit reliability and
durability and relevant environmental considerations.
Analyse energy policy, energy security and
sustainability (including new fuels/energy sources),
risks related to social impact, network security risks
and various supply related risks. Able to translate
these into meaningful plans.
Applies a deep understanding of the physical
infrastructure required for the exploration, development
and production of energy, oil refining transmission
and distribution of energy and translates these into
meaningful plans.
Able to use the processes, data and systems to
forecast energy demand and sources. Able to
articulate how this effects immediate and longer term
decision making along the value chain and how this
influences the company’s strategic direction.
Analyse and use qualitative as well and quantitative
market data to identify the most profitable opportunity
and actively influence business strategy.
Recommends appropriate actions based on
understanding of impact of price changes on demand
and supply in a specific market and information
(including taxes, transfer pricing and duties) to allow
the organisation to quickly and effectively respond to
changing market condition.
Able to advocate a position with respect to
refinery planning and scheduling based on a deep
understanding of the factors at play in the choice of
crude, the refinery configuration, the desired product
slate. refinery utilization rates, kit reliability and
durability and relevant environmental considerations.
ENERGY ECONOMICS (2/2)

Mastery
Recommend solutions around significant risk or
unusual problems related to energy policy, energy
security and sustainability (including new fuels/energy
sources).
Generate substantial improvement to the processes,
data and systems used to forecast energy demand
and sources including implementation of best
practices and new ways of working.
Provides meaningful guidance to strategic/long
term planning of company’s infrastructure based
on expert understanding of exploration, development
and production of energy, oil refining transmission
and distribution of energy.
Identifies risk and opportunities and influences
business strategy through rare insights gained from
deep expertise around market discontinuities, an E2E
view and market complexities.
Diagnose and resolve significant, unusual problems
and to successfully adapt aspects of price changes on
demand and supply in specific markets/regions.
Generate substantial improvements and significant
value on factors at play in the choice of crude, the
refinery configuration and the desired product slate.
VALUE CHAIN MANAGEMENT AND E2E PROFITABILITY (1/2)
Definition
Involves the identification of key activities or
elements of value along the supply chain and the
planning and management of those key activities,
to ensure business profitability while maintaining
HSSE standards, strong high levels of customer
service and security of supply. This would include
having knowledge & expertise to make consistent
and sustainable commercial and operational
decisions in support of the overall business
strategy.
Knowledge
Able to identify the relevant KPIs to discuss Supply
Chain results in own/team area and explains the
correlation between them. Able to define the
commercial trade-offs between various operational
areas and KPIs.
Able to perform root cause analysis to improve Supply
Chain performance in own area of work (using input
from experts).
Knowledge of internal/external customer needs in
the most cost effective manner and with a timely and
appropriate level of service.
Knows the variety of Supply Chain good practices,
trends, tools and techniques used in Supply Chain
Management.
Recognises the main external developments and
trends and their potential effect on the business.
Effectively communicate to create a shared
understanding, within the Supply Chain organisation
and its stakeholders, of the need to extend Supply
Chain management upstream to suppliers and
downstream to distributors and customers.
Understands options on modes of logistics within
the supply chains intra/inter region and for different
products/crude, and what options deliver maximum
value.
Understands how to rank options on what, where,
when to buy and sell based on knowledge of
different trade positions that can be taken, the impact
of capability, demand (e.g. data, crude assay),
demurrage costs, contract terms, modelling
techniques, risk management and constraints.
Understands the impact of key value levers in
profitability within one’s own area of work. (e.g.,
CFS team and PO need to understand the importance
of the right crude selection and optimal planning and
scheduling on gross refining margin, should be able
to explain the constraints due to refinery capability
and optionality and the longer term technical impact
on sustainability and reliability of the kit).
Able to interpret and evaluate available trading
market info, refinery production information and
relevant expert advice to arrive at optimal make/
blend/buy decision and ask the right questions testing
the viability of proposals. Able to hold an informed
debate with experts.
Able to interpret and evaluate pricing information,.
Understanding of the different pricing strategies and
their impact on the market. Knowledge of the
different pricing mechanisms available and able to
make a considered judgment on which one to use
in a given situation. Able to think through issues from
a customers perspective.
Able to understand the interrelationship and economic
impact of quality, transportation, blending and store
and the impact on profitability of a deal.
Understands how hydrocarbon streams flow within
DS and what the corresponding value of these
hydrocarbons to the business is.
VALUE CHAIN MANAGEMENT AND E2E PROFITABILITY (2/2)
Skill
Makes decisions to drive E2E value with the
full understanding of the key value levers (e.g., on
feedstocks into refineries/crackers, Refinery Margin
Optimisation, Product Channel/Placement, pricing at
the market, logistics & freight).
Demonstrates E2E value mindset and deploys systems
thinking while using data and tools (such as network
optimisation, LP’s, simulation) to make decisions.
Analyse performance to identify opportunities and
trade-offs to improve profitability and customer service
while maintaining highest HSSE standards.
Implement and monitors continuous process
improvement in own / team area of responsibility &
across various products and different levels of supply
chain complexity. Able to apply relevant
methodologies (RCA, Lean etc.) to successfully
improve business performance.
Implement and monitors delivery of cross-functional
business goals (inside & outside Supply Chain) for
maximising value to the Enterprise.
Apply Supply Chain leading practices, external
benchmarking data and tools and techniques to
optimise Supply Chain Management to improve
business performance.
Make decisions that are consistently sustainable
commercially and operationally and align to the
overall business strategy.
Demonstrates expertise on optimisation decisions,
e.g., on crude selection deploys the understanding
of the different trade positions and their value, refinery
capability, demand and options.
Mastery
Demonstrated ability to assess trade-offs between Champions end-to-end integration / synchronization
production, stocks, supplies and lifting requirements of Supply Chain processes with Trading objectives
and the economic impact of alternative refinery and Marketing commitments to ensure the value for
modes of operations and configurations. the enterprise is maximized.
Demonstrated ability to come to optimal make/ Utilize trends and emerging developments that are
blend/buy decisions that maximise value. Has not obvious to others and adjusts/ influences strategy
proven track record of successful coordination accordingly.
and collaboration with channel partners, suppliers, Recognized as an expert on Supply Chain
intermediaries, third-party service providers, and Management in Shell and provides expert advice to
customers. other parts of Shell business to address contingencies
Demonstrated deep knowledge and understanding and countermeasures to reduce Supply Chain related
of the role of price and how pricing impacts the business risk.
market. Understands profitability and customers’ Leads in complex and non-standard situations,
perceptions from a product quality/performance adjusting response and approach to maximize both
perspective. short term and long term value creation.
Demonstrated ability to weigh up various pricing
mechanisms that are available and make sound
recommendations on which one to use. Actively
drives coordination of processes and activities with
and across marketing, sales, product design, finance
and information technology and brings this together to
achieve profitable outcomes for the enterprise.
Identifies the elements needed for a purchase and
sale contract or processing deals and calculate the
expected margin. Actively incorporates costings for
alternatives within the deal and assesses the impact
on the profitability. Evaluates supply options and effect
added value for Trading and Supply, Distribution and
Manufacturing.
SUPPLY CHAIN ANALYSIS

Definition
Market, competitor and supply chain intelligence to ensure a robust and competitive supply chain business performance.

Knowledge Skill Mastery

Understands supplier constraints, customer demands Identify, collects and monitors data (market price Uses supply chain analysis to propose a business
and competitor activities and strategies. trends and other info, supply and business drivers, case for a step change in the business performance
operating modes, mass balance, stocks, yields through the implementation of the medium and long
Effectively describes supplier customer and competitor
and targets, oil market impact, feed/component/ term supply chain strategies.
strategies, trading patterns, supply chain and
product supply and transportation/freighting) to
distribution channels including competitive advantages Diagnose and resolve significant, complex and
define optimisation strategies and margin growth
or disadvantages unusual supply chain problems and to successfully
opportunities.
adapt business plans.
Explain own cost structures and performance relative
Synthesize information from multiple sources including
to competitors. Analyse supply chain practices and models in
price reporting agency/publications, studies on future
different markets / countries and adapt appropriate
Explains the choices, methods and relevance to be price implications of backwardation/contango market
practices for internal use.
used in the benchmarking process. conditions, data on market movements &
developments, marker crude interrelationships and/or Generate significant improvements to tactical plans,
product pricing. practices and procedures in supply chain
management through robust analysis.
Identify possible impact to the supply chain and
recommends solutions by analysing overall supply/
demand in crude and product markets (OPEC/non-
OPEC supply) available capacity, transport/freighting
patterns, refinery margins and product blending
values, compulsory and commercial stocks,
availability of independent storage, competitor
activity.
Proactively look for continuous improvement in the
way market movements and opportunities are
captured on an ongoing basis in order to leverage
best practices.
Develops key metrics for benchmarking by analysing
market and competitor trends, their key success
factors and how these relate to supply chain
performance.
SUPPLY CHAIN STRATEGY & IMPLEMENTATION
Definition
To define the strategic plan for supply chain
management including supply chain infrastructure,
processes and outcomes in order to ensure the
long-term competitive cost of supply to customers
at the required service levels.
Knowledge
Understands the levers to effectively manage supply,
to optimize the value in view of the different
constraints in order that we have the right position
versus market.
Understand the customer market, its key players,
counterparties and internal or external interface
requirements.
Know what is of ‘value’ to other businesses, the
barriers and opportunities in improvement and
optimisation.
Able to holistically understand & debate the related
processes (Sales and Operations Process (&OP) etc.)
& tools.
Able to understand the commercial and economic
considerations as a integrated supply chain from end
to end.
Able to appreciate all the elements that go to make
up the supply chain and understand the chain of
events that go to make up a trading deal.
Skill
Assesses existing/planned infrastructure of Shell/ Utilize appropriate asset management framework to
partner / competitor networks (refineries, pipelines, appraise current and potential future logistics projects,
depots, railways, barges, ports, warehouses, minimizing risk of regret expenditure and balances the
blending plants etc) and determines associated business, legal and operational requirements.
capabilities and costs. Identifies potential operational Prepare processes for the supply/trading interfaces
constraints, structural strengths and weaknesses in the to maximise added value from the trading activity.
supply chain.
Develops and assesses long-term geographical
Mastery
demand projections and supply/demand scenarios
in potential supply chain envelopes. Assesses trends Diagnose systemic supply chain issues, define root
in existing markets and alternative energy sources. causes and put in place strategic measures to
Determines key uncertainties/risks/impacts of supply enhance the reliability, efficiency and effectiveness of
options such as own refinery, buy-in, or exchanges. the supply chain.
Estimates lead times and costs of supply. Able to creatively solve significant, complex,
Identifies and evaluate realistic options to improve non-routine problems in the area of supply chain
margin in supply chain management with respect to management and adapt these to the organisation’s
strategic decisions such as to buy, build, lease, set strategic plan.
up ventures, partnerships etc. Apply best in class Generate substantial improvements practices and
supply chain models to optimize the supply and procedure and influence decisions around the supply
distribution economics. Determines optimum supply chain strategy. Finding new and innovative ways to
chain strategy (sources, locations, sizes of envelopes, continuously improve the supply chain.
mix of transport modes for primary distribution, levels
of exchanges, etc.). Sets overall objectives for supply Provide subject matter expertise and guide the design
chain while balancing supply security/quality/service of the organisation’s supply chain architecture in line
levels/customer image/control/capex/operation with the organisation’s business model and strategic
costs. objectives.
Determines key principles and basis of supply
arrangements (products/volumes/timings/valuation/
governance structures for JVs.) Assesses future
consequences for network, customers, and
competitors. Reviews arrangements in terms of tariff
rates vs. market rates, and prepares positions on
logistics options, nomination requirements and
exchange balance management.
SUPPLY CHAIN PROJECT MANAGEMENT
Definition
Effective planning of the critical phases in a project
from front end planning until complete execution
and securing agreement of the broad scope with
key players and stakeholders.
Knowledge
Understand the basic requirements as per ORS/ODM
(Opportunity Realisation Standard/Opportunity
Delivery Manual).
Identified key stakeholders in project planning and
how they map into the overall project.
Produces a schedule of work and costs to optimize
use of resources.
Defines the objectives of the project and articulates
this to stakeholders.
Uses project terminology, processes, roles and
responsibilities and ownership
Understands Project management tools and provide
examples of when and how to use them e.g. cause
and effect charts; PERT charts etc
Demonstrate an appreciation of project risk
prioritisation, planning, assessment, and reporting
Consistent evaluation and monitoring of progress to take
corrective action when required.
Major roles in each Project/Opportunity are:
Business Opportunity Manager, Project Manager
Skill
Ability to apply project management tools from
respective discipline to projects with various changing
demands
Applies ORS/ODM and can differentiate the needs
for scaling of ORS/ODM.
Leads frontend planning until successful FID (Financial
Investment Decision) or as otherwise advised by the
Decision Executive.
Manages problems and obstacles and consistently
develops contingency plans.
Involves stakeholders in project planning to
identify requirements and contracts outcome at the
commencement of the project with the project sponsor.
Produces schedule of work and costs and monitors
deviations from planned project schedules and reports
against key project milestones
Drives projects successfully with limited guidance and
meets own targets of cost, quality and time.
Effectively delegates work amongst project team and
proactively communicates between members.
Keeps updated on best practice applied to project
management both internally and through maintaining
external contacts with professional bodies/other
leading companies.
and Operations Representative. The competence
requirements for both Capex and non Capex projects
for the BOM are captured here. Engineers who
manage the Capex projects in T&S are governed by
Discipline Engineering competence frameworks.
Coach others on project execution so that potential
problems can be identified in time and corrective
action taken.
Understands and drives project value delivery
and benefits within project framework and business
objectives
Mastery
Applies deep knowledge of ORS/ODM in areas
such as risk identification, proactively taking corrective
actions, challenging project management (including
engineers) as appropriate.
Leads frontend planning until successful FID (Financial
Investment Decision) or as otherwise advised by the
Decision Executive.
Plans work and sets targets with an achievable
yet stretched timeframe and aligning expectations
of stakeholders.
Use external network/consultants or other
professional partners to introduce new project
management approaches and innovative practices
from outside Shell.
Explore, evaluate and communicates the impact of
long term trends in project management.
Internally represent and own the Project Management
process and directs improvements on these processes.
SUPPLY CHAIN TACTICAL PLANNING
Definition
To plan the medium-term activities of the supply chain such that they are economically optimum and operationally viable. To identify and assess existing/planned infrastructure,
potential operational constraints and flexibilities in use of assets and partner arrangements (JVs, buy/sell agreements, exchanges, supply deals etc), supply/demand scenarios,
key risks and opportunities.
Knowledge
Understands the existing supply chain infrastructure,
can identify the key steps in developing a supply
chain plans and gaining stakeholder agreement and
the methods used to assess supply / demand.
Explains the factors influencing supply options, the
business case for developing joint ventures, through-
putting deals and product exchanges with
competitors.
Explains the objectives/strategies and impact of
the current supply chain plans and tests viability of
proposals.
Identifies the key stakeholders in the integrated supply
chain and understands their impact on supply chain
plans.
Skill
Aims for dynamic optimisation of a supply chain,
balancing flexibility (e.g., changing KPI and targets)
with operational efficiencies (e.g., stable production.)
Analyse short term/medium-term/operational demand
forecasts and capacities and identifies appropriate
supply chain options to meet forecasted demand,
while ensuring required service levels, stock policies,
contingencies, delivery point capacities and
constraints and trends in freight tariffs other
considering other potential impacts on demand.
Evaluates and assesses the supply chain infrastructure
in order to deliver the tactical plan. Highlights the
opportunities as well as threats based on an
assessment of both Company and competitor
infrastructure.
Engages traders on options/economics/timing for
balancing sales/purchases and evaluate (cost and
benefits) medium term third party purchases and
processing opportunities.
Generates integrated supply chain plans that ensure
best value delivery across Manufacturing, Trading &
Supply and Marketing businesses and engages
traders.
Communicates improvement plans to create optimum
supply chain performance conditions in support of the
overall effort to maximise margins.
Mastery
Employs models and simulation on a practical level to
manage trade-offs; relating the model output to
physical reality, alternative sources of supply, various
market options and interpreting the financial and
operational consequences.
Reviews the basis for joint ventures, product
exchanges and 3rd party business opportunities,
detailing the business case and presenting the
implications for the organisation.
Diagnose and resolve significant, unusual problems
affecting the supply chain network.
Adapt practices from other markets or countries for use
in supply chain management.
Able to generate substantial improvements to local
practices and procedures for supply chain
management.
Reviews investment options and capacity sharing
deals with competitors to optimize the local network.
Prepares investment proposals to improve logistic
capability and applies sensitivity analysis to the
various options, ranks them and obtains the required
approvals from the stakeholders.
SUPPLY CHAIN INTEGRATION & OPTIMISATION (1/2)

Definition
To utilise business processes that treat the supply chain from end to end ( crude/feedstock to customer), rather
than as a collection of operational silos, and promote efficient business operations across all aspects of
the supply chain. To pro-actively manage these sub-processes to meet commitments, deliver required levels
of customer service, be responsive to market changes, manage contingencies across external and internal
boundaries of the business to maximize value for the Enterprise.

Knowledge Skill
Understand the levers to effectively manage supply, to Adopts an integrated view of the Downstream Supply Establishes/operationalises systems to define and
optimize the value in view of the different constraints Chain and implements a Supply Chain Management cascade targets and measures of supply chain
in order that we have the right position versus market. System to make decisions. For example, which activities to the required operational level (e.g.,
Crude/Feedstock to select and purchase, which waste, quality, or reliability service levels).
Understand the customer market, its key actors and
refineries to run and to what capacity, which terminal,
internal or external interface requirements. Utilising the E2E mindset analyse potential value
which SKUs (stock keep unit), distribution/logistics
gaps in the business processes and establish possible
Know what is of ‘value’ to other businesses, to use in order to create maximum value for the
‘money left on the table’ in the supply chain.
the barriers and opportunities in improvement and Enterprise.
Establishes processes and actions to close the
optimisation.
Makes decisions based on a holistic view of the gap, and optimises the supply chain KPIs, removes
Able to holistically understand & debate the related balance between demand and supply to ensure the constraints, aligns key customer and internal/external
processes (Sales and Operations Process (&OP) etc.) overall objectives of the organisation are met interfaces.
& tools. including meeting profitability, cost, asset utilisation
Utilize supply chain management process (e.g.
Able to understand the commercial and economic and service level targets.
Sales & Operation Process) and tools to align the
considerations as a integrated supply chain from end Optimizes quantity and quality of supply while organisation and provide fit for purpose solutions to
to end. managing the trade off between commercial value to deliver on commitments while ensuring greatest value
the organisation and customer commitment. for the Enterprise.
Makes decisions based on an analysis of risks and Analyses supply chain benchmarking data and
opportunities in one’s own part of the supply chain identifies and implements actions required to improve
and articulates the business case in terms of the performance.
integrated value of those decisions.
Develops and maintains an overview of constraints
that hamper additional value creation. On the basis
of this list, prioritizes and initiates actions to remove/
relax constraints
SUPPLY CHAIN INTEGRATION & OPTIMISATION (2/2)

Mastery
Takes a strategic view on the role of supply chain in
the organisation’s value delivery, defines and
articulates a vision for effective supply chain
performance.
Influences the organisation’s strategy by defining
the role of supply chain as a source of competitive
advantage.
Drives corrective action on the basis of performance
data on parameters such as supply chain
customer service, costs to serve and supplier delivery
performance.
Being able to diagnose and resolve significant,
unusual problems which stem from underlying supply
chain inefficiencies and to successfully optimise the
supply chain performance.
Contributes to the solving of significant, complex,
non-routine organisational challenges (e.g.. due to
changes in the market place) by implementing
innovative improvements to the supply chain
performance.
Able to adapt practices from other markets or
countries for use in the area of integrated supply chain
management.
Influencing substantial improvements to local
practices and procedures for the area of supply chain
management.
COMPLIANCE CONTROL, RISK & EXPOSURE MANAGEMENT
Definition
Maintain and apply up to date knowledge
of relevant legislative, statutory, regulatory
and Shell Group codes to all Supply chain
activities such that reputation and fiscal
outcomes are enhanced.
Knowledge
Explain the purpose of the Group Governance
Standards, Risk Policy and Guidelines.
Understands the Shell Group, national and
international standards including the techniques and
tools used to monitor and control them and the
potential level of exposure risk to Shell.
Explain how Shell complies with the relevant
legislation / regulations
Explains the necessary practices in the avoidance of
conflicts of interest arising from representing Shell.
Explain the importance of compliance, control and
exposure management to Shell’s reputation and
financial impact.
Skill
Applies and provides assurance on relevant Group
policies and standards by advising and enabling
business leaders how to comply with these.
Identifies and assesses the financial and commercial
risks to which the business is exposed and explain the
business outcome.
Applies and advises on financial / commercial risk
quantification methodologies and techniques.
Develops, implements or recommends appropriate
controls in relation to risks.
Advises on allocation of risk in contracts both for
acquiring goods and services and for sales of
products and services.
Mastery
Develop and maintain external networks and
proactively contributes to industry level compliance
control risk standards.
Provides subject matter expertise to steer negotiations
with governments or other third parties to ensure we
are fully compliant and long term interests
safeguarded.
Acts as custodian / guardian of business control
frameworks; challenging and guiding Leaders and
they are fully aware of the consequences of their
actions.
Manages an effective and constructive relationship
with the external auditors.
Represent company at appropriate forums to enhance
Shell’s visibility. Develop a shared understanding of
the importance of effective compliance, mentor and
coach others to understand the role and
responsibilities in this.
Educates the organization on Compliance
requirements in different roles and provides expertise
in the building of a Learning Curriculum on this area.
TRADING RISK MANAGEMENT
Definition
Understands and manages against various
risk measures to maintain targeted risk level.
Balances risk against reward; understands
unmeasured and immeasurable risks.
Knowledge
Identify basic risk concepts and techniques including
exposure in deal structure, inter locational arbitrage,
market liquidity issues, suitability and control
requirements.
Understands the concept of hedging and basis risk
and actively gains sufficient knowledge to be
conversant on markets and tools (futures, forwards,
over the counter, e-trading and swaps).
Describes appropriate risk management tools and application of new tools and areas of business. .
techniques e.g., Crude/Product spreads, hedging of
stocks, EFPs etc.
Describe the key concepts including contango,
backwardation/volatility and VAR.
Skill
Accurately identifies risk/exposure on an ongoing
basis.
Apply appropriate risk management techniques
including hedging.
Compares alternative strategies, evaluates options
and makes decisions based on Value at Risk Metrics,
gross margin and prospecting metrics.
Proactive steering once VAR limits are approached or
when they exceed their deal authorities.
Manage daily VAR position for the company
considering the overall risk profile and situation versus
natural length position.
Uses a variety of data sources and analysis to identify
trades that provide the highest value against the
agreed risk position.
Mastery
Assesses the limitations to standard risk mitigation
measures and quantitatively and qualitatively assesses
the dimension involved. Develops alternative
structures, approaches and measures to mitigate
these risks.
Formulates complex hedging strategies including
position taking plays in line with authorities.
Formulates innovative strategies and investigates the
Develops new ways to illustrate risk and variables and
apply state of the art risk metrics.
Reviews and assesses overall risk of portfolio
or projects and identifies and applies appropriate
approaches.
Have clear oversight of all exposures and ensuring
we are acting in accordance with relevant policies
and limits and proactively take action as required.
Providing thought leadership on this subject and
developing shared understanding on strategies
and approaches.
SUPPLY CHAIN CONTRACT & NEGOTIATIONS

Knowledge Skill Definition

Understands Shell contract policy and process Able to negotiate value adding supply chain related Negotiate and manage contracts including
including competition & anti bribery & corruption deals, taking into account risks and legal and fiscal monitoring supplier and service provider
policies. requirements. Completes well-planned negotiations performance to achieve the maximum value to
making use of all possible information sources and Shell and build effective, long term relationships
Understands contract deliverables & key terms and
tactics. and alliances with key suppliers and service
can identify key risks and exposures associated with
Understands contract law and is able to advise others providers in compliance with relevant laws and
the contract e.g. HSSE, credit, price, volume, quality,
on the meaning and implications of contract wordings consistency with company policy and authorities.
exchange rate etc.
in both straightforward and more complex contractual
Monitor supplier’s performance against key KPIs to arrangements and to propose and develop suitable
drive improvements and capture opportunities alternatives. To understand the legal and financial
Demonstrates an understanding of Shell & risks implicit in the contractual obligations and to
counterparties value drivers, suppliers’ Supply Chain, know how to avoid or minimise them. Mastery
supplier data and market intelligence, supply and Assesses compatibility of counterparty on areas such Able to diagnose and resolve significant contractual
demand position and the activities of competitor as operational standards, policies and procedures, disputes and problems dialogue, negotiations,
buyers. ethics and culture, history of relationships, operational litigations, arbitrations, mediations.
Identifies the essential components and clauses capabilities and financial viability. Identifies key
Actively generates and seeks internal and external
required to ensure that a contract is complete and issues (own and competitors) e.g., ownership/
best practise, including from other markets or
unambiguous. control, capacity to meet requirements, termination
countries and incorporating these in the contracting
arrangements, liabilities etc.
Articulate the linkages between the contract clauses process to create substantial improvements
and the implementation, settlement and post award Negotiates win/win options. Generates options and
Expert in main legal concepts of contract law and
contract management of the deal and under alternatives, setting specific commercial/operational
their application and can arbitrate in case internal
supervision to be able to adapt the contract wording terms and conditions, including HSSE standards:
conflicts and dilemmas along with internal legal
product quality, measurement, title, documentation,
accordingly where appropriate while maintaining the counsel.
settlements, credit, incentives and penalties.
clarity of the parties obligations and rights.
Builds rapport and relationships with service providers Able to improve negotiated outcomes by linking
and suppliers including other sourcing entities from negotiations to positions in other countries or Shell
different regions of the business, different LoBs and businesses and wider Group relationships.
third party organizations. Foresees indirect impact of deals on market dynamics,
Aligns internal stakeholders to identify and agree (including effect on counterparties and suppliers and
on Supply Chain deals that add most value across the wider stakeholders such as Governments) and
Enterprise. mitigating risks when required.

Able to identify options and competitiveness available

in the market through use of different sources or
market information and translate these into value
generating opportunities during contracting or deal-
making events.
SUPPLY CHAIN SCHEDULING
Knowledge
Understand the fundamentals of supply chain
scheduling and its role in the value chain.
Recognise the various levers ( HSSE, cost, margin,
product quality, asset design, transport contract
requirements, reliability, operational excellence)
and use them to optimize the supply chain through
appropriate scheduling.
Able to have an informed discussion about the
relevance of appropriate processes, IT systems
(GSAP, CROSS, VMI FE, GIB, PDS, OAS
etc.), Demand Forecasting concept, legislative
requirements, contractual obligations, risk and
commercial considerations that impacts supply
chain scheduling.
Know who are the internal and external interfaces
and enablers that supports the delivery of an effective
schedule.
Understands and follows processes to ensure
compliance with duty customs and oil industry
legislation.
Understands how product specifications, unit capacity
/ tankage constraints and vessel availability / notice
periods may impact scheduling activities
Skill Definition
Generate optimised, cost effective and timely delivery Manage getting the right products to the right
plan based on customer orders to ensure that the right place at the right time for Shell customers
product and volume is delivered from the right source while maximising business margin for Shell –
to the right destination at the right time by the right competitively and safely. Scheduling activities in
transportation. the supply chain to ensure crude and products
are available in the necessary quantities and
Accurately synthesizes the  data into an efficient
qualities to meet commitments, optimal usage
schedule by working across all relevant stakeholder
of asset and opportunities within the confines of
channels, shared services and organisations. This
governance. This includes scheduling of:
data includes HSSE, demand forecast accuracy,
refinery plan, external market circumstances, service 1. Packed goods
level to customers, stocks, right quality costs and
2. Bulk liquids by Road
logistics contract requirements.
3. Massive Means (Rail, Pipeline, Marine)
Monitors the implementation of schedule, adjusts and
minimizes cost impact while understanding rationale
behind customer prioritization and communicates any
in-period deviations to supply availability or demand.
Mastery
Collaborate with blenders and refinery teams to blend
Diagnose and resolve significant, unusual cross-
finished products to requirements and blending rules
business problems or conflicts making full use of
while minimising giveaway.
supply chain resource and to successfully adapt
Plan & execute mitigation remedial plan in response aspects of scheduling.
to known as well as unplanned constraints or risks.
Creatively identify opportunities of enhancing value
Utilize the right processes and tools to plan, monitor by exploring a variety of scheduling options.
and improve scheduling performance against agreed
Identify and embed best practices from other markets
KPIs.
or countries to enhance the value of scheduling.
Manage schedule deliveries using centralise
Generate substantial improvements to existing
scheduling system and connected application systems
scheduling practices and procedures and sustain
(e.g.. GSAP, VMIFE, TAS) required in the area of
it through continuous improvement.
operations.
Proactively quantifies and analyses discrepancies
between planned and actual performance post
activity, takes corrective action to improve
performance and shares with relevant stakeholders.
SUPPLY CHAIN TRANSPORT MANAGEMENT (1/2)
Definition
Ensure that transport operations are capable of
meeting current and future customer demand,
legislative, HSSE and service requirements
that ensure long term competitive cost of
supply to customers. Provide operational and
HSSE guidelines, monitor transport service
provider’s performance against guarantees,
instituting longer-term corrective action where
necessary. Sets performance standards/norms
for transportation staff/equipment including
government legislation requirements and
scheduling system. Manages CAPEX/running
costs /relationships / transport contracts and
commercial terms. Optimises resource utilization,
maximising productivity for fleet capacities/
performance and terminal capabilities with
customer and market requirements. Covers:
1. Primary Transport (ships, barges, rail).
For LSC this includes Road Transport.
2. Secondary Transport (trucks, secondary
distribution channel)
3. Pipelines
Knowledge
Understands and explains the minimum Shell /
legislative requirements as well as country specific in
the specific area of supply chain transportation.
Articulates the commercial, operational and asset
utilization levers of the specific area of supply chain
transportation. (maintenance, fixed costs, running
costs).
Understands the Company’s requirements for
contractors and drivers comparing them with industry
standards in the areas of recruitment, standards,
risk assessment, product quality, emergency response
plans, equipment requirements, roles /
responsibilities, maintenance and HSSE management
systems
Understands the supply and demand aspect of the
different business to make short and long term forecast
and its impact on supply chain transportation.
Understand about service levels, trends in freight
tariffs, stock policies, contingencies, delivery point,
cost drivers, capabilities and constraints.
Understand the elements of Commercial shipping
arrangements and the concept of exposure in relation
to oil contract
Broader and deeper understanding of the complexity
of shipping arrangements, with additional knowledge
of associated areas of finance and documentation
such as letters of credit and bills of lading.
Able to identify non-compliance with accepted
standards and procedures and alert more
experienced people or specialist units.
Able to understand the viability of different shipping
options.
SUPPLY CHAIN TRANSPORT MANAGEMENT (2/2)

Skill Mastery
Drive policies and performance monitoring measures covering compliance, effectiveness and efficiency ( e.g. Creates Models on Transport Costing for various
cost per unit, EVDS, fleet and asset utilisation) with the use of appropriate tools and processe to ensure Continuous business driven scenarios with related assessment of
Improvement in transport operations. options & cost measurements.
Applies the local regulatory, HSE & compliance to one self, our partners, contractors and/or customer sites and Influences the industry, regulatory or business
recommends and identifies appropriate remedial action(s) in day-to-day operations. regulations that will bring positive impact to the
business.
Plans long term and medium term approaches to reliably utilize transport asset and it’s supporting infrastructures and
vendors with understanding about service levels, trends in freight tariffs, inventory policies, contingencies, delivery Influences customer’s delivery requirement to arrive at
point capabilities and constraints. a win-win solution with respect to transport costs.
Post award contract management of transport contracts in order to deliver the contract value without any Influences delivery profile to ensure current route
incremental exposure, taking into account: performance metrics, trends, constraints, contract details (demurrage, to market is the most efficient and drives their
cancellation rights, penalties, etc.) in consultation with Operations. Analyses non-compliance to delivery standards, implementation.
identifies causes and taking corrective action.
Identifies, decides and implements transport best
Effectively manage contingencies/emergencies to deliver products on schedule and meet service level practices having a positive impact on the Enterprise.
commitments.
Challenges legislation that may have an adverse
Secures and interprets medium/short-term location specific demand forecasts, building in required service levels, impact on vehicle economics and operations and
inventory, contingencies, delivery point capabilities and constraints, trends in freight tariffs and converts forecasts to offers alternatives to policy makers of an area
supply/primary and secondary transportation capacity requirements to consistently meet customer demand customer of expertise.
demand.
Creatively solve significant, complex, non-routine
Conducts Risk Management Appraisals and route hazard assessments on contractors and customer sites, problems in supply chain transportation to deliver
recommends remedial actions and identifies appropriate action(s). value.
Applies road transport policies, evaluates contractor performance and drives a safety culture through executing Adapts best practices from other markets or countries
emergency response plans, road emergency drills in conjunction with government agencies, reviews performance, for use in the supply chain transportation.
implements the driver management system including conducting regular tool box meetings.
Evaluates supply logistic infrastructures, analyse supply and demand data. and use logistics models to assess
options and develop medium/longer term transport strategy in collaboration with other stakeholders.
SUPPLY CHAIN CUSTOMER SERVICE (1/2)
Definition
Optimise resources to meet appropriate customer service whilst minimizing cost. Understanding of the customer
promise and elements of the CVP (products, packaging, delivery promise, service levels), including the
costs and financial impact on the Supply Chain and within own area of activity achieve optimum cost and
sustainable Customer Satisfaction.
Note: Explicit that it is for the front facing staff doing OTC and OTD function.
Knowledge
Define customer needs and translates this into a plan
to respond in the most cost effective and timely level
of service.
Understand customer agreements, terms of sale,
appropriate complaint handling, anticipating,
resolving conflict, claims process steps & legal
liability exposure.
Explain the HSSE requirements specific to sites,
customer on-site HSSE risk & discharge requirements
of drivers and hauliers.
Define all relevant aspects of Supply Chain including
inventory, capacity related KPI definitions, targets,
stock accuracy, cycle counting and current
performance; Understands the constraints and ‘drivers’
that affect inventory levels and capacity.
Explain elements of CVP and the appropriate
key interfaces.
Interpret customer service feedback into relevant
actions to improve planning and deployment and
deliver on CVP.
Understands Order-to-Cash process and systems used
for invoicing customers, the centralised order capture,
vehicle scheduling and delivery system, wet stock
inventory and invoice accuracy.
Skill
Applies a deep understanding of our customers, Leads continuous improvement in application of
what are our customers’ alternatives, who are our tools that support Supply Chain Management sustain
competitors and what are their strengths to enable Customer Satisfaction and deliver on CVP.
to manage customer relationships effectively (both
Champions, forecasts and analyses customer needs /
internally and externally) and maintain the CVP.
specifications and uses the right processes and tools
Owns and resolves customer’s issues with speed to sustainably meet service level performance KPIs.
and simplicity working with the relevant functions
Effectively negotiates with different stakeholders to
and Business Partners.
balance cost against service levels
Proactively looks for solutions and drives change and
Influencing where appropriate to resolves constraints
improvements in processes and practices to enhance
due to external factors such as customer requirements,
customer experience.
fleet access capability, local traffic patterns and local
Assesses the implications of HSSE requirements, regulatory requirements
customer on-site HSSE risk & discharge requirements
Holds constructive dialogue with class of business
of drivers and hauliers and work on solutions or
Marketers or other Supply Chain functions to review
alternatives to mitigate risk
and resolve operational issues.
Utilises the knowledge of what customer value brings
Create feedback loop with appropriate stakeholders
into the setting of appropriate inventory levels in line
and ensures follow through on committed actions to
with customer banding.
minimise close out times and recurrence of problems.
Proactively identifying the impact of demand
changes on materials, resources, costs and asset
and communicating to relevant stakeholders
in the Supply Chain.
SUPPLY CHAIN CUSTOMER SERVICE (2/2)

Mastery
Champions and leads the incorporation of
appropriate practices and tools on Inventory
and Capacity Management.
Designs guidelines, policies and procedures
appropriate to Supply Chain Planning to help
optimise inventory levels and costs across the Supply
Chain while improving customer service.
Translates inventory / capacity drivers and integrates
into the designing of strategies and initiatives.
Develops, influences and leads regional / global
strategies to achieve significant improvement
in the relevant CVP element.
Establishes and implements centralised order capture
system with all functionalities certified.
Develops and evaluates effective customer
service standards and sets longer term strategies
for improvements meeting customer requirements and
business needs including designing procedures and
systems to enhance customer service through
capability building of skill sets in the use of the
operating systems.
APPLYING TECHNICAL EXPERTISE TO CVP

Definition
Possesses knowledge of product, services, operational equipment and technical systems within the concerned
business unit. Generates business opportunities through recommending appropriate solutions to customers and
leverages expertise of the product lifecycle as well as gathering insights with partners to develop innovative
product/ service packages based on customer needs.

Knowledge Skill Mastery

Detailed understanding of the product portfolio and Manages overall cycle for own portfolio and Constructively challenges Marketing’s specification
the potential CVP elements which can be leveraged. leverages existing portfolio of CVP elements and CVP and provides alternatives.
and optimises the product / packaging / delivery
Identifies all stakeholders across the Supply Chain Develops new cost effective specification to meet
service cost using TCO whilst complying with existing
and initiates appropriate communication with regards market requirements.
performance standards.
to technical components of CVP.
Designs and develops the Supply Chain in line with
Applies Supply Chain expertise to manage the
Has detailed knowledge of Total Cost of Ownership TCO to ensure profitable delivery of the CVP element.
constraints and opportunities when developing the
(TCO) relating to the CVP including technical
technical elements of the CVP. Anticipate potential competitor reaction to new CVP
elements.
element introductions and proactively develops Supply
Manages the creation of new product / packaging /
Understands specifications, quality controls and Chain strategies to assist with Shell’s response.
delivery service to meet all identified customer needs.
international standards associated with the CVP
Develop and maintains relationships with partners
element. Ensuring ongoing alignment of specifications,
who provide additional product / packaging /
test protocols and standards related to CVP element
Identifies cost and pricing issues, undertakes cost delivery service required in the portfolio.
including performance orientated specifications.
measurement, identifies efficiencies and makes
Overseeing the technical components of local /
recommendations for potential changes. Effectively manages the communications for any
global agreements with key suppliers.
changes of product /packaging / delivery service
to key stakeholders and ensures actions are taken in Improves communication channels with other
respect to feedback on the technical elements of CVP. functional areas to ensure that changes to product /
packaging / delivery service are known and
Maximises Shell Global Purchasing structures/
end-to-end view of Supply Chain is developed and
processes in order to procure the right feedstock and
maintained.
services.
SUPPLY CHAIN PRODUCT QUALITY MANAGEMENT (1/2)

Knowledge
Definition Illustrates a detailed understanding of PQMs
Use the techniques of Quality, Risk and Incident role across the holistic supply chain. Map the
Management, to ensure that the production, stakeholder/inter-relationships detailing the
supply, trading and delivery of fit-for-purpose expectations from all parties.
quality product meets the requirements of the Demonstrates a clear understanding of Quality
business and customers. Establish and maintain Management standards & procedures.
standards and procedures to control product
quality throughout the Supply Chain, minimising Understands the impact of Manufacturing quality
the likelihood of product quality incidents whilst system requirements on the plant and laboratory.
optimising overall cost. Implements existing Quality Management standards &
procedures.
Demonstrates a clear understanding of commercial,
contractual and legal obligations of stakeholders.
Understands how to apply quality systems and
controls at outside supply points and in joint venture
activities.
SUPPLY CHAIN PRODUCT QUALITY MANAGEMENT (2/2)
Skill
Leads QA audits of company and third party
manufacturing and distribution facilities and
quality systems and processes including laboratory
performance.
Articulates and advocates the business impact of
PQ issues (technical, regulatory, customer) to business
owners to enable informed, risk-based decision-
making.
Drives excellence in PQ performance across the
supply chain by addressing key standards,
procedures and processes
Advises others how to ensure product documentation
/ registration is correct and up to date.
Instils the principles of Product Stewardship at
all levels of the organisation in order to improve
understanding and value.
Mastery
Develops plans and establishes/challenges targets for
QC with supply chains.
Defines and implements protocols for testing Adapt/adopt practices from other markets or
requirements/methods/procedures; appropriate
record keeping; test equipment calibration and test
result validation.
Manages product quality incidents. Provides timely,
accurate and cost-effective solutions to address
product quality incidents/defects and non-
compliance. Recommends action to resolve a PQ
issue associated with third party supply process
upsets, non-standard blend recipes, product
contamination, re-blending to specification and
downgrading, disposal - taking due account of both
economic (loss/supply risk) and “fitness for purpose”
(reputation) factors Applies causal learning techniques
in the investigation of PQ incidents.
Manages application of industry or Shell recognised
QA and QC principles throughout the supply chain.
countries for use in businesses through to
accreditation. Establishes and shares best-practice.
Generates substantial improvements to local practices
and procedures for Supply Chain Product Quality
Management.
Defines and reviews the performance and
effectiveness of the Quality Management systems.
Coaches others to ensure that the community complies
with appropriate legislative and regulatory
requirements.
Uses the benefits and value of Product stewardship to
develop customer relationships.
Assesses effectiveness of complex third party
operations (i.e. 3rd party terminals, blenders)
and their quality controls.
ASSET MANAGEMENT & MAINTENANCE
Knowledge
Describes the organizational structure of facility,
main business, HSSE controls, local legislation
financial, activities, maintenance approach,
automation & machineries utilised with links to policies
and procedures.
Understands the management of asset using risk
based assessment with the necessary frontline barriers
in regards to people, processes and procedure.
Be familiar with the application of AMS, GAME, TA
structure and how they are applied to manage
process safety and asset integrity.
Understand the importance of asset in driving the
KPIs of the business and why it is important to be
reliably managed via surveillance/ inspection
or asset improvement projects.
Skill
Implements asset management strategy with
corresponding maintenance (shutdown, expansion
and upgrading projects) and corrective plans.
Manage assets in compliance to the HSSE and
Social Performance, group & country legislative
requirements. Effectively applies AMS, GAME, and
TA structure processes to meet T&S asset management
requirements.
Ensure system and processes are in place to manage
risks of the assets to As Low as Reasonably Possible
(ALARP).
Drive performance and improvement via audits,
benchmarks, KPIs monitoring with specific activities/
projects.
Improve the asset performance through motivated
human resources and the right operational skills.
Definition
To improve reliability and maintenance to the
facility, cost, quality, time, HSSE and integrity
standards in order to increase gross margin
and reduce breakdown costs.
Mastery
Influences Government and national bodies in
defining policies, setting standards, supporting
industry networks etc. with respect to asset safety
and integrity.
Adapt solutions to improve the processes and systems
in place for the management of assets.
Diagnose and resolve significant complex, non-routine
problems with respect to asset management.
Generate substantial improvements to local asset
management practices and procedures.
FACILITY OPERATIONS
Definition
Manage facilities, warehouses and equipments
to ensure optimum operational efficiency and
effectiveness. Meet agreed operational , HSSE
and financial performance targets.
Knowledge
Describes HSSE hazards and the major controls used
to minimize the risks within Facility.
Describe operations, equipment and basic processes
in depth.
Describes major cost control points in each of prime
functions and identifies basic issues, bottlenecks and
suggests changes.
Analyses performance against KPIs and provides
insights into potential issues impacting performance.
Explains the principles of management systems and
ways of improving work efficiency, increasing storage
space and carrying out safe work practices.
Explains methods of stock control including principles
of physical stock accuracy and of cycle counting
frequency.
Understands specific Shell operating requirements
and local legislation; monitors these for own /
contractor operation.
Understands how barriers work to mitigate
identified risks
Skill
Understands the capabilities and constraints of the
facility and resolves immediate operational capacity
problems impeding efficient utilization of the
equipments.
Sets performance monitoring measures, reviews and
reports on all key drivers.
Apply HSSE management and controls to reduce/
mitigate risk.
Analyses performance against KPIs and
diagnoses issues hindering performance and makes
recommendations to make improvements.
Understands the economics around each facility
and makes decisions on capacity utilization, resource
deployment and investments based on agreed
financials.
Implement actions to reduce waste and make step
changes in overall performance.
Proactively manages risks and barriers. Acts as
Frontline Barrier Manager
Designs LOPs for product receipts, handling and Acts as Subject Master Expert (SME) and promotes
loading operations, ensure robust implementation,
embedment and sustainability
Applies Continuous Improvement ways of working to
improve efficiency and increase control
Mastery
Analyze, design and implement relevant KPIs in
areas of HSSE, cost control and productivity across
the facilities.
Develops and implements cross facility initiatives
or adopts the appropriate technologies to improve
performance.
Interprets benchmarking data & best practices in the
areas of HSSE, cost control and productivity and uses
it to drive performance improvements.
Designs new processes, methodologies and tools to
maximize utilization of the facility in order to arrive at
the most optimal cost-to-serve.
Anticipates risks and design controls to proactively
avoid risks
Develops and deploys mechanisms to give
operational assurance across terminals including
metrics and monitoring
Drives Continuous Improvement initiatives, simplifies
processes and eliminates waste
learning from best practices
REFINERY/PRODUCTION UNIT CONFIGURATION & PROCESSES

Definition
Using the knowledge of refinery configurations,
the main processing units of a refinery and
production units* and the interrelation of physical
and chemical processes of the refinery in order
to optimise the supply chain and best commercial
decisions for the Enterprise.
*Chemicals plants, LSC lube oil plants,
bitumen plants

Knowledge Skill Mastery

Understand the fundamental structure of a refinery and Can explain all constraints and flexibilities of that Diagnoses significant, unusual problems in managing
production units and the processes. Can clearly refinery/refineries and production units to relevant supply commitments due to refinery/refineries and
describe the inter-relating components and the impacts stakeholders (i.e. Traders) both technically (e.g. cut- production units configuration and constraints, based
of a planned or unplanned changes. point control and capacity restrictions) and on crude availability and product demand.
economically, and can advice traders on crude intake
Proactively participates in informed debates with options in light of product demand. Adapts practices from other markets or regions to
experts in Refinery Configuration & Processes and can optimize crude / feedstock selection to maximise
Evaluates the technical and economic
interpret data into Business context. value in refining.
consequences of any planned or unplanned change
Is comfortable in testing the viability of proposals in refinery operation and production units, including
in respect of Refinery and Production Units the impact on product characteristics and on the supply
Configuration & Processes. / demand balance of the refinery. Advices relevant
stakeholders on options based on this analysis.
Understands how hydrocarbons move through
Utilizes basic data issues for all processing units in
the production process (input/output), how each
discussion with refinery technologist or plant manager
unit impacts the hydrocarbon structure/composition,
in reviewing refinery level plans for crude and
and where products can move once they leave the products & proposing optimized solutions that work
production unit across Downstream classes of business.
Advises traders and marketing businesses on refinery
slate, how the different components from refining for
product blending are derived, and how margins
maybe affected based on final product quality.
Advices relevant stakeholders on crude/feedstock
quality requirements for different processing units and
impact on product yields.
TRADING OPERATIONS & DOCUMENTATION (1/2)
Crude and Products scope may include:
Definition
The knowledge and skills required to ensure
that all contractual obligations for a deal are
executed in a professional and efficient manner
by liaising with any specialist units to ensure all
aspects are covered. This includes dissemination
information on deals and updating trading
systems. Solid understanding of the flow of the
barrel and business and a focus on value delivery
wihin the flow of the deal. Understand the deal
financial drivers and operational components that
contribute to adding value through the life of the
deal and identify opportunities to deliver value
through the life of the deal and movement.
them.
Obligations arising from a trading contract & ensure
that the value of the deal is delivered.
Compliance with the contractual obligations, Marine Specific:
including documentary requirements.
Dealings with counterparties regarding all pre and
post deal activities.
Cargo and vessel/pipeline/barge nomination.
Trading systems- update with operational information
and maintenance of adequate records for the
company’s legal and fiscal obligations.
Communication with stakeholders (including Finance)
– dissemination of relevant operational information as
soon as possible so that invoices and payments can
be sent on time.
Assistance and advice to specialist units regarding
claims and/or overdues.
Deal options monitoring and flagging of commercial
opportunities or options to traders.
Dealing with regulatory agencies, generating reports
if applicable.
Pro-active support for traders - highlighting potential
operational problems and actively seeking to address
Operating additional value on deal leveraging
optionality in the market.
Cargo Specific
Appointment of independent inspectors and
expeditors.
Documentation instructions and voyage orders;
Voyage progress.
Vessel/barge clearances.
Vessel/pipeline/barge nominations.
Lease Administration (US Specific)
Lease production and operations including units,
allocations, offshore platforms, gas processing plants.
Methods of transportation, chain of title on purchased
volume and impact on structure of deal.
Deal with state and federal requirements on reporting
and taxation of transported and/or purchased
volumes, if required.
Volume measurements and calculations.
Calculations of over/short positions at truck unload
facilities.
Obligations arising from a purchase or sale of
lease production & ensure that the value of the deal is
delivered.
Land Law, Title Opinions, Division Orders and various
legal documents pertaining to division of interests and
individual mineral interest ownership.
Laws of descent and distribution for each state.
Rules and guidelines for federal and state interests.
Transportation reporting to state agencies
Unclaimed property reporting
Truck ticketing activity including volume, BS&W,
Temperature, gravity and loss gain analysis
TRADING OPERATIONS & DOCUMENTATION (2/2)
Knowledge
Knows the essential elements of operating a deal, the
importance of proper documentation of financial
aspects such as invoicing and payment and of
updating trading systems.
Understands the impact of deal entry & scheduling
on all subsequent activities such as FERC reporting
and invoicing.
Knows which internal and external contacts to go to
for specific issues or information. Internal examples:
risk, accounting, IT, traders. External examples: ISO,
counterparty schedulers.
Knowledge of various pricing structures and
components and implications to value and costs.
Able to identify the main obligations under a charter
party. Understand the elements required to set-up
a voyage, monitor its progress in STN* Systems to
completion and liaise with other units to pass on all
relevant information.
Able to operate a voyage from entry into STN*
Systems, through preparing voyage orders to
completion of the voyage and advising other units
of the vessel’s performance.
Skill Mastery
Independently extracts the relevant action points of a Implements the best practices and processes across
deal or contract and takes the required action. different locations and operations.
Understands the linkages with other parts of the Solve problems in commercial operations and deals
organization involved in the Life of a Deal in order to with non-standard activities.
facilitate other areas in carrying out their
Identifies and resolves constraints and bottlenecks than
responsibilities as expeditiously as possible.
inhibits the delivery of the full value of the deal.
Identifies opportunities to increase the value of a deal.
Be able to train others in use of STN* Systems and
(example: Arbitrage).
the elements of operating a voyage. Able to transfer
Utilizes systems and processes to secure the margins to other situations and locations good practices and
(example: Ensure financial security is in place prior adapt to local conditions.
to passing title or making payment, resolves
Scans external environment and presents optionality to
accounting discrepancies).
the commercial team
Independently carry out the elements associated with
Proactively adds value to the deal negotiation process
recording a voyage and ordering a vessel in STN*
Systems. Pro-actively suggest solutions or
improvements to cargo stowage issues and other
voyage related issues. Be able to participate in the
Duty Rota.
APPLICATIONS USAGE – TOOLS/SYSTEMS/PLATFORMS (1/2)

Definition
Know what IT systems are used in own area of responsibility and be able to use them effectively and efficiently to record all transactions, store all required data, find
information and communicate within and outside your Business in an understandable and informative way. Also be aware of all IT systems throughout your business.

Scope
Applications - select those relevant

Trading & Supply Global Trading & Supply NA Specific Trading & Supply WONA Chemicals
Local Intranet Nucleus Specific GSAP
FED- Front End to Deal ESP- Estimated Sales Purchases CSA- Crude LOLA
DEX- Deal Exchange Kstat- Name of Contract Database Summary Appraisal Omnicom
Navarik EAI- Enterprise Application Integration Task Sheet Elemica
Radar- Real Time Analysis of Deals & HMS-Hydrocarbon Mgmt. System Business Object 360
Reporting DEA- Deal Entry Application Trade.net Sharepoint
Access Database IO- Inventory Optimization BSN OAS Bukom Emptoris
E-Confirms Endur /Open Link Shipping Nomin Chemicals Customer Lounge
MIM- Management Information & ALMS – Alliance Logistics Mgmt. System GSAP
Messaging Filenet STI
PIR- Projected Inventory Report Right Fax
Gas Operations
ECAP- Electronic Capture For Accounts TMS- Transport Mgt Systems
MTS
Payable EDocs
Eurorunner
HR Online RightStore
Coderunner
Microsoft Applications LPS - Lease Purchase System
I4C
(Word, Excel, Outlook/Exchange) Sales Force - Gas Operations
Aligne
Gas Pipeline EBB-(Electronic Bulletin
Gas Exchanges
Board)/WBB
Horizon/SAP
Dataloy, GMAS, ISM
Transportation System Operator web
Sharepoint
sites
Ice Chat
Storage System Operator web sites
TRIM
Distribution System Operators web sites
Esales
VPP
MRD
Prisma
Claims Validation Agent
Upstream web browsers
Excel tools
APPLICATIONS USAGE – TOOLS/SYSTEMS/PLATFORMS (2/2)

Knowledge
Able to use the basic functionality of all the systems
in own area.
Be aware of the implications of any updates to the
systems on other areas and systems.
Able to search systems and retrieve data.

Skill
Able to use independently all the systems
in own area.
Adapt different use of existing systems with
full dexterity.
Make decisions based on full understanding
of the interaction of the different systems.

Mastery
Identify the systemic problems and offer long term
solutions.
Drive through alternative methods of use.
Train others to Skill level and ensure correct uitilisation
of systems, provide steer in problem areas and
delegate corrective actions.
Ability to build reports and creativly query data