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Project Lynx

Project Lynx. Communications Package November 2, 2004. Background. The Opportunity statement Achieve sustainable global competitive advantage by implementing targeted improvements in supply chain processes, tools and organizations Project Lynx:

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Project Lynx

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  1. Project Lynx Communications Package November 2, 2004

  2. Background • The Opportunity statement • Achieve sustainable global competitive advantage by implementing targeted improvements in supply chain processes, tools and organizations • Project Lynx: • Has its roots in a NA study conducted by consulting company, Matrikon. • Had used Matrikon previously in the UK and were very impressed with the results. • We believed the recommendations from the study could be successfully applied world-wide. • We are in Phase 2 of CPDEP, target mid- Feb to move to Phase 3

  3. Key Message • Project Lynx: • Links capabilities to consistently • win in the marketplace • People • Processes • Organization • Technology • Links the Globe • All regions • Share best practices Organization Process Technology • Links past, present and future • Past: closes the book on transformation benefits • Present: umbrella project for all our current efforts • Future: build sustainable capabilities to win in the marketplace

  4. 2004 North America SCM Benchmarking (Matrikon)

  5. NA SCM Program Summary * SMIS Replacement Budgeted Elsewhere

  6. Matrikon’s advice on developing path forward • Critical Items to ensure full benefit realization and sustainability: • This is a MAJOR SOG led effort that requires full cross-functional agreement & support coupled with solid project management & change management • Must establish clearly defined roles & responsibilities for implementation efforts and ongoing SCM processes • Mgmt must ensure focus maintained on the END GOAL, which is a step-change to best-in-class Supply Chain Management • CVX must address the significant lack of analytical resources in support of SCM (includes people, training, & systems) • AOP/SCOP processes must have the capability to plan & measure results both functionally & geographically • Scorecard/reward system must be aligned with the desired move to best-in-class SCM (including cross-functional metrics)

  7. Team Structure Endorser: Mike Wirth (GS&T) Decision Exec: Steve De Bruyn (GS&T, SOG) Joe McCoy (GS&T, PSAT) Sam Thomas (Refining, Planning) Randy Krotowski (IT) Bill Schumacher (Oronite) Joe Naylor (Global Gas) Curt Anderson (Marketing, Logistics) Danny Roden (Retail Marketing) STAKEHOLDERS Don Ferrell (GS&T SOG) Martin Donohue (GS&T SOG, UK/Ir) Bob Guldner (GS&T Global SOG) Mike O’Neal (Marketing Pricing) Don Waddell (Marketing, Logistics) Colin Parfitt (FAMM) Bob Creek (ETC) Lok Kheng Ling (GS&T, SOG) Tim Taigen (Aviation) Bruce Hutchison (GS&T SOG, Af) Jaime Eysseric (GS&T, SOG LA) Scott Mayer (GS&T, SOG ER) Sue Nutter (GS&T, SOG WR) Hayden Winkler (C&T) Rama Kumar (GS&T, SOG Asia Pacific) Many Others DRB INTERNAL CONSULTANTS CORE TEAM PM: Mark Lewis (IT) Business Contact: Walt Szopiak (GS&T, SOG) Chris Block (GS&T, SOG) Russ Pollock (GS&T, PSAT) Pramila Gardner (IT) Steve Lassek (IT) Greg Wanket (Marketing Planning and Pricing) Steven Boyd (Refining, Planning) Fabio Naranjo (Marketing, Logstics) Jay Adkins (BearingPoint)

  8. Lynx Frame, Revised Downstream Strategy & Planning • S&T Trading • execution S&T Risk Management Frame Out of Frame • Spot & Term • Trade info. & data reqmts • System-3rd party- in-country • Forward price projections • Other price info • Linkage with business & strategic plans Chemicals, Coke, Sulfur • Primary Logistics • Secondary logistics • Financial information Supply Chain Processes Marketing Logistics, Terminal Ops. • Crude selection • Refinery planning • Short range blending • Planning tools • Demand aggregation • S&T exchange planning • S&T primary distribution scheduling • Learning Lookback • Inventory management • Area operating plan • Scheduling tools • Trading Ops - cargoes Refining Operations Asphalt LPGs • Sales forecasting • Product allocation • Channel management • Interfaces with Supply Chain • Planning tools JV Refineries Aviation Dry goods Lubricants, Base Oils • Sales forecasting • Product allocation • Channel management Retail Marketing, Retail Strategy FAMM 4Q Business, lubricants • Interfaces with Supply Chain (VGO, fuel oil) People Compensation • Roles • Responsibilities • Organization • Performance indicators • Scorecards Transfer Pricing • Sales forecasting • Product allocation • Channel management Enterprise projects • Linkages with other enterprise projects C&I Marketing Credit All geographies All Matrikon Recommendations • Regional financial performance info & indicators (proxy) • Freight costs • Freight optimization • P/L Costs • P/L Utilization • scheduling Outside frame Processes inside the frame for Lynx Shared processes inside the frame for Lynx Shipping Vetting Chartering CTPL Downstream Finance

  9. How should we pursue it? • Form cross SBU, Cross regional teams to: • Keep doing what we do well (assess, document, continuously improve) • Implement quick hits from the Matrikon study (just do it) • Apply and extend best practices to regions • Validate, accelerate, delay or stop ongoing Supply Chain projects • Generate short term projects • Generate long term step change projects

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