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Supply Chain Management Statistics
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Supply Chain Management Statistics
Jun 1, 2023
The effectiveness of the model is measured through strategic coverage and value generation, indicators that focus on leveraging organizational goals. Aware of the relevance of SUSTAINABILITY (T-ESG®), new metrics have been incorporated into the process that seek to ensure and improve the sustainable management of the Supply Chain Process.
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historical results and evolution
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Historical Results and Evolution
SUPPLY CHAIN SUSTAINABILITY (T-ESG®) INDICATORS
During these years, the supply chain has strengthened the corporate strategy of economic, social, and environmental growth in the axes of employment generation, productive activity, and sustainable territorial development, among others, setting up new indicators to enhance the T-ESG® management integrally.
1Average of differentiated goals per semester
2Not applicable
3DECARBONISATION target not applicable for 2020 and 2021 due to the reference line was under construction
4 Target Waste exploitation (main categories managed by Supply Chain and Shared Services Vice-presidency): 2021 set for only 1 category // 2022 target contemplates 6 categories
5Completed training actions in relevant T-ESG ®
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VALUE GENERATION
This indicator measures the savings derived from supply strategies, renegotiation of contracts and purchases, when applicable, logistics management and inventory optimization; further, income obtained from reverse logistics, austerity measures and optimization of goods and services orders.
|
HISTORICAL RESULTS |
||||
|---|---|---|---|---|
|
Year |
Real |
Target |
FULLFILLMENT (%) |
Value ($ Milliards Cop) |
|
2019 |
9% |
5% |
180% |
$2.024 |
|
2020 |
9% |
8% |
112% |
$2.590 |
|
2021 |
7.83% |
7.5% |
104% |
$2.287 |
|
2022** |
7.1% |
5% |
142% |
$2.639 |
Note: In 2022, a decreasing target was set due to the unusual inflationary scenario, with historical highs in the chemicals and metals categories and significant increases in IPP, IPC food 27.8%, and IPC 13.12%. This inflationary environment affected the direct cost of services, making savings generation more difficult in this rising price environment.
|
2023 PROGRESS |
||||
|---|---|---|---|---|
|
Month |
Real |
Target |
FULLFILLMENT (%) |
Value ($ Milliards Cop) |
|
January |
6,57% |
4,53% |
145% |
706 |
|
February |
5,95% |
4,53% |
131% |
799 |
|
March |
5,00% |
4,53% |
110% |
809 |
|
April |
4,75% |
4,53% |
108% |
863 |
|
May |
4,28% |
4,53% |
98% |
880 |
|
June |
4,81% |
4,53% |
106% |
1054 |
|
July |
5,97% |
4,53% |
132% |
1415 |
|
August |
6,24% |
4,53% |
138% |
1585 |
|
September |
7,32% |
4,53% |
162% |
1992 |
|
October |
6,47% |
4,53% |
143% |
1892 |
|
November |
0,00% |
4,53% |
-- |
-- |
|
December |
0,00% |
4,53% |
-- |
-- |
LOCAL EMPLOYMENT
This indicator promotes the prioritization of local labor to generate value in the territories, in addition, Ecopetrol acts in accordance with the provisions of Colombian National legislation, Decree 1668 of 2016, when it develops hydrocarbon exploration and production projects, which established the contracting obligation 100% of unskilled labor and at least 30% of qualified labor locally.
Note: Decree 1668/16 contemplates some exceptions in the hiring of local labor, such as: i) Expanding the level of prioritization due to the non-existence of bidders registered with the Public Employment Service or authorized operators; ii) Segments of transportation and refining of hydrocarbons and municipalities where the labor prioritization rule does not apply; iii) Plant, staff, transversal, management and trust personnel, and linked before the issuance of Decree 1668/16 of the contractor companies (does not create a vacancy).
LOCAL CONTRACTING – GOODS AND SERVICES
This objective measures the impact that Ecopetrol and its Suppliers have on the contracting of local goods and services in the territories where they operate, seeking to increase the participation of local suppliers in the supply chain strategies.
