Chief Supply Chain Officer — Upstream Portfolio

The mandate

The chair and executive committee are aligned that the immediate priority is network design no longer matching demand and geopolitical risk within a listed integrated energy producer and services platform. The immediate arena is the upstream portfolio during a transition-investment decision. For mandate 399, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Supply Chain Officer operating perimeter covers approximately NOK 32,400 million in operated asset and trading portfolio, with activity spanning several upstream portfolio customer, product and delivery clusters rather than a single asset. The Chief Supply Chain Officer Oil & Energy remit carries direct influence over roughly 900 colleagues and third-party capacity.

The board and its investment committee want a Chief Supply Chain Officer who can convert ambiguity into a short list of explicit choices for the upstream portfolio. The Chief Supply Chain Officer Oil & Energy seat must resolve a transition-investment decision, while preserving the underlying strengths of the upstream portfolio. For mandate 399, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Supply Chain Officer’s first year on the upstream portfolio is expected to end with resilient supply, lower working capital and predictable fulfilment. In mandate 399, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The Chief Supply Chain Officer — Upstream Portfolio requirement was not included in the approved hiring calendar. It became urgent after a transition-investment decision created an immediate need for one accountable owner of the upstream portfolio. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the Chief Supply Chain Officer value-creation thesis for the upstream portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately NOK 32,400 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Supply Chain Officer Oil & Energy organisation of about 900 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the upstream portfolio economics and execution constraints created by a transition-investment decision, with Chief Supply Chain Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Supply Chain Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the upstream portfolio; remove reconciliations that obscure accountability.
• Have redesigned a multi-tier supply network and evidenced resilience, inventory and fulfilment outcomes in mandate 399.
• Build the Chief Supply Chain Officer’s three-year succession and capability plan for the upstream portfolio, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the upstream portfolio baseline, meet the 30 stakeholders most consequential to network design no longer matching demand and geopolitical risk, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Supply Chain Officer portfolio and organisation choices for the upstream portfolio, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable upstream portfolio trend against resilient supply, lower working capital and predictable fulfilment, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Chief Supply Chain Officer’s agreed first-year upstream portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Supply Chain Officer forecast that remains decision-useful across three consecutive quarters and reconciles the upstream portfolio’s operating, cash, customer and people assumptions.
• Closure of the Chief Supply Chain Officer mandate’s highest-priority upstream portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical upstream portfolio talent and ready-now successors for at least 70% of the Chief Supply Chain Officer’s direct reports.
• A quantified Chief Supply Chain Officer-owned improvement in the upstream portfolio operating constraint behind a transition-investment decision, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 399: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Chief Supply Chain Officer, EVP Procurement or Manufacturing Executive in a listed Oil & Energy or adjacent enterprise. In relation to the upstream portfolio, your Chief Supply Chain Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this Chief Supply Chain Officer brief.

As a Chief Supply Chain Officer candidate, you bring 18–22 years of progressive Oil & Energy or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of NOK 18,800 million and led an organisation of at least 750 people.

For mandate 399, the board wants two transitions: a difficult upstream portfolio portfolio choice and a leadership-system change during a transition-investment decision. As the prospective Chief Supply Chain Officer for this upstream portfolio, you must challenge optimistic cases and still create followership. References for mandate 399 must distinguish your contribution from the institution around you.

The Chief Supply Chain Officer must be based in Stavanger; international relocation is supported, but this Oil & Energy role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Chief Supply Chain Officer, EVP Procurement or Manufacturing Executive, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Chief Supply Chain Officer ownership of at least NOK 18,800 million and leadership of no fewer than 750 employees in a comparable upstream portfolio context.
• One completed Oil & Energy or adjacent-sector example of network design no longer matching demand and geopolitical risk with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks Chief Supply Chain Officer-level upstream portfolio consequences will not meet the bar.
• Willingness to meet the Stavanger location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 399.

Compensation and terms

The anticipated Chief Supply Chain Officer package is NOK 4.2–5.8 million base + annual incentive and LTI, calibrated to the final upstream portfolio scope and the candidate’s current mix. Any long-term participation for mandate 399 follows standard vesting and performance conditions. The Chief Supply Chain Officer appointment in Stavanger, centred on the upstream portfolio, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 399.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 399. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 399.