“Since the implementation of the procurement management benchmarking improvement, we have determined 108 items to improve the catalog of material varieties, and the proportion of suppliers has been reduced by 41.9%, effectively promoting material procurement to reduce costs and increase efficiency."Recently, Dong Zhifeng, a procurement management expert at Zhongyuan Oilfield Material Supply Center, said.Since this year, Zhongyuan Oilfield has made efforts to standardize and unify procurement technical standards, reduce supplier channels, and firmly promote the improvement of procurement management benchmarking, so as to achieve qualitative improvement in the level of material procurement management.

This year, the Material Supply Center of Zhongyuan Oilfield has repeatedly docked and continuously optimized with relevant oilfield management departments and major production units, formulated the "Zhongyuan Oilfield Procurement Management Benchmarking Improvement Work Plan", clarified the work goals and operating mechanisms of each department, and refined 9 key work links, work standards and time nodes such as determining material varieties.110 technical experts were selected within the scope of the oilfield, and four expert review teams of chemical materials, equipment and instrumentation, electrical equipment, safety and environmental protection were formed to clarify their work responsibilities and provide a reliable manpower guarantee for benchmarking and upgrading.

“After centralized review by experts, we have integrated and optimized the number of similar suppliers, and the proportion of suppliers has been reduced by 41.9%."Zhang Yang, deputy director of the Procurement management Office of the center, said.

In their work, they adhere to the principle of preference, and the proportion of famous and excellent brands of the main production materials in the oilfield has increased by 20% year-on-year; the strength ordering standard is fully implemented, and the supply share is tilted towards famous and excellent manufacturers, guiding suppliers from “fighting for price” to “fighting for strength”. Change.

In order to ensure that the selected supplier groups are of higher quality, the center has formulated a work operation plan for the expert review team to conduct inspections and reviews of suppliers through “online and offline” methods.Organize oilfield experts to jointly compile 24 sets of supplier inspection and evaluation standards in 6 categories to ensure the objectivity, authenticity and effectiveness of supplier evaluation.

They also regard the comprehensive efficiency of procurement as an important consideration in creating procurement value, strengthen the economic analysis and research of the whole chain, continuously improve professional procurement capabilities and risk control capabilities, and promote the operation of procurement business to improve quality and efficiency.

“Through unified procurement technical standards, we have effectively integrated material requirements, realized bulk procurement, large-scale procurement, and strategic procurement, saved material procurement funds, and produced materials have also been better guaranteed."Dong Zhifeng said.The center organizes relevant oilfield departments and production units to implement procurement management benchmarking and upgrading of oil production equipment and downhole tools, conduct centralized evaluation of material use conditions, technical performance requirements and use effects, and carry out technical specification verification, supplier on-site inspections and other work.

Closely follow the creation of procurement value and the improvement of procurement economic efficiency, and actively carry out localized substitution and green procurement of materials, key installations and long-term procurement of materials for major engineering projects to prevent the risk of “stuck neck” and realize the value-added of procurement.In the construction of the Zhongyuan Gas storage Reservoir group, the high-pressure emergency shut-off valve originally planned to be imported was replaced by a famous domestic manufacturer, which saved nearly 55% of procurement funds compared with the estimated investment budget.