SREEKUMAR R

As the Supply Chain Head at BPCL, successfully orchestrated and optimized the end-to-end supply chain operations to ensure seamless production, distribution, and delivery of refined petroleum products. My role involved “Well to Wheel optimization”, process optimization, team leadership and collaboration with internal and external stakeholders to achieve operational excellence within the Corporation’s supply chain

1. Supply Chain Strategy and Planning:

Developed and executed the refinery's supply chain strategy, aligning it with overall business goals and market demand.

Collaborated with senior management to define supply chain objectives, key performance indicators (KPIs), and operational targets.

2. Demand Forecasting and Inventory Management:

Led the demand forecasting process, integrating inputs from marketing, sales, and operations to ensure accurate demand projections.

Implemented inventory management strategies to optimize stock levels, minimize carrying costs, and maintain product availability.

3. Supplier Relationship Management:

Established and nurtured strong relationships with key suppliers, negotiating contracts, terms, and conditions to ensure a reliable and cost-effective supply of raw materials.

Collaborated with suppliers to implement supplier performance evaluations and improvement initiatives.

4. Logistics and Distribution:

Oversaw the planning and execution of efficient transportation and distribution processes to ensure timely and cost-effective product delivery.

Managed relationships with logistics partners, optimizing routes, and implementing tracking systems to enhance visibility and control.

5. Process Optimization and Continuous Improvement:

Implemented principles to streamline supply chain processes, reducing lead times, and enhancing operational efficiency.

Led cross-functional teams to identify improvement opportunities, implement best practices, and drive continuous process enhancements.

6. Risk Management and Business Continuity:

Developed risk mitigation strategies to address potential supply chain disruptions, including geopolitical factors, natural disasters, and market volatility.

Ensured business continuity by implementing backup plans, alternative suppliers, and contingency measures.

7. Cross-Functional Collaboration:

Collaborated closely with Operations, Finance, Marketing, and Regulatory Compliance teams to align supply chain strategies with broader business objectives.

Participated in cross-functional projects to address complex challenges and drive comprehensive solutions.

Achievements:

Led a strategic sourcing initiative that resulted in a 10% reduction in raw material procurement costs while maintaining quality standards.

Successfully implemented a digital supply chain management platform, improving real-time visibility into inventory levels, demand patterns, and distribution processes, leading to a % reduction in carrying costs.

Ensured uninterrupted product supply during major refinery maintenance turnarounds by coordinating closely with suppliers, logistics partners, and internal teams.

Through my role as a Supply Chain Head at BPCL, I have demonstrated my ability to drive strategic supply chain initiatives, optimize processes, and ensure reliable product availability. My leadership in cross-functional collaboration and process improvement had played a crucial role in enhancing the refinery's supply chain resilience and contributing to overall operational success.

Successfully led and managed all aspects of manufacturing and production operations within a petroleum oil refinery, ensuring efficient and safe processes.

• Oversaw a team of production managers, operators, and technicians, providing guidance, mentorship, and performance evaluations.
• Developed and executed strategies to optimize production processes, enhance operational efficiency, and meet production targets.
• Implemented best practices and continuous improvement initiatives to minimize downtime, reduce waste, and increase overall productivity.
• Collaborated with cross-functional teams, including engineering, maintenance, and quality assurance, to drive process improvements and ensure product quality.
• Monitored key performance indicators (KPIs) such as yield, throughput, and downtime to identify trends and areas for improvement.
• Planned and coordinated maintenance schedules, turnarounds, and shutdowns to minimize disruptions to production operations.
• Ensured compliance with safety protocols, environmental regulations, and industry standards, maintaining a strong focus on operational safety.
• Managed the budget for the manufacturing and production department, allocating resources effectively to support operational needs and projects.
• Participated in the development and implementation of training programs for production staff to enhance their skills and ensure proper execution of processes.
• Worked closely with suppliers and vendors to ensure timely delivery of raw materials and equipment, maintaining a reliable supply chain.
• Collaborated with the research and development team to introduce new technologies, products, and processes to improve refinery operations.
• Played a key role in incident response and root cause analysis for operational issues, driving corrective actions to prevent recurrence.
• Contributed to strategic planning by providing insights into production capabilities, capacity planning, and expansion projects.

Achievements:

• Ensured uninterrupted product supply during major refinery maintenance turnarounds by coordinating closely with suppliers, logistics partners, and internal teams.
• CDU-3 Charge was restricted during LS crude oil run due to high naphtha tray DP. This was overcome by providing a scheme for routing hot naphtha from the overhead vessel directly to NSU. With this modification the CDU-3 charge could be increased by 200 T/hr during LS crude oil processing .
• CDU-3 Vac Column ejectors were adjusted for vaccum and this helped in isolating one of the ejectors from the line and thereby steam savings.
• PFCCU power maximized to 12 MW which helped in reducing OPEX and was net exporter of power.
• PFCCU feed preheater taken out from the line which helped in reducing OPEX by Rs 100 / ton of VGO feed.
• PFCCU MAB turbine extraction increased to 92 % from the design of 70 % which helped in savings of 15 T/hr of steam.
• VGOHDS unit charge could not be increased due to Amine carry over from the HP amine system. Even licensors failed to analyze the problem. Ann internal Team within the unit was formed to carry out brain storming sessions. After detailed deliberations we identified the issues and the problem was completely resolved. The team was motivated to prepare and publish a paper on the same. This analysis was later published in PTQ (Petroleum Technology Quarterly). The Paper on ‘Amine Anomaly in Mild Hydrocrackers’ prepared by team of VGO/CCR block was accepted by PTQ for publication.
• The above paper was also accepted by AIChE for their Annual Distillation Symposium held in April 18-22, 2021, in Dallas, Texas (On-line meeting).

Successfully carried out the turnaround of DHDS and VGOHDS units including catalyst change during the peak COVID period. Catalyst changeover was done by live streaming of the activities with the catalyst suppliers from USA. This was the first in kind of innovative approach carried out in the entire country.

Led the production planning and scheduling function for BPCL petroleum refinery, ensuring optimal utilization of resources, efficient operations, and timely product delivery.

• Managed a team of production planners, analysts, and schedulers, providing guidance, training, and performance evaluations to ensure effective execution of production plans.
• Collaborated with various departments, including operations, logistics, and supply chain, to develop production plans that aligned with business objectives, market demands, and inventory goals.
• Utilized historical data, market trends, and demand forecasts to create accurate production schedules, balancing between meeting customer demands and maintaining efficient operations.
• Developed and maintained production schedules considering factors such as product specifications, equipment availability, maintenance schedules, and regulatory requirements.
• Monitored and analyzed key performance indicators (KPIs) related to production efficiency, capacity utilization, and inventory levels, making data-driven decisions to optimize production plans.
• Implemented lean manufacturing principles and continuous improvement initiatives to streamline production processes, reduce waste, and enhance operational efficiency.
• Collaborated with procurement teams to ensure the availability of raw materials and supplies required for production, minimizing disruptions to operations.
• Managed the coordination of shutdowns, turnarounds, and maintenance activities in alignment with production schedules, optimizing downtime and ensuring seamless transitions.
• Participated in cross-functional meetings to communicate production plans, discuss resource requirements, and address any operational challenges or constraints.
• Contributed to the development of budget forecasts and resource allocation plans, optimizing resource utilization while meeting production targets.
• Implemented digital production planning tools and software to improve accuracy and efficiency in production scheduling, reducing manual errors and streamlining communication.
• Played a key role in assessing production bottlenecks, identifying capacity constraints, and proposing solutions to optimize production flow.
• Ensured compliance with safety, environmental, and regulatory standards in all production planning activities.
• Provided regular reports and updates to senior management, highlighting production performance, challenges, and recommendations for improvements.