Chemical Engineering August 2018 - 58

TYPICAL ALLIANCE GOVERNANCE
STRUCTURE
Steering Committee
Annual face-to-face meeting:
* Review strategic alignment
* Define long-term objectives in line with
the strategy
* Assess the health of the relationship
* High-level discussion of performance and
value created
Operating governance
Bi-annual face-to-face meeting:
* Define performance objectives for the alliance
* Review performance of the alliance
* Annual special project programs and budgets
Alliance experts in:
1. Project execution
2. Technology
3. Engineering
Three monthly meetings or teleconferences to
review:
* Special projects program
* Capture and implement lessons learned
* Options for new special projects and other
alliance issues
Seek alignment on core values
and principles. These include, for
instance, considerations related to
health, safety and the environment;
such so-called " sacred cows " must
be identified and agreed upon by
both owner and contractor to ensure
appropriate alignment with respect
to these key issues.
Define confidentiality and intellectual
property (IP) requirements.
To
establish a relevant
alliance, clear rules must be established
with respect to IP and confidentiality
issues, and they must
be in line with the agreed-upon exclusivity
provisions (see next bullet
point).
Set expectations about exclusivity.
The mandate in this respect must
be clearly defined. Is it linked to technology,
to a project phase (for instance,
front-end loading), to a particular
geography? Is it applicable to
the contractor's organization at large
or to specific operating centers? Is it
relevant to a specific type of project
(for instance, greenfield, brownfield,
debottlenecking or expansion), or to
retrofitting or upgrades of technologies?
Is it limited to a specific time
duration? These are the types of
questions to be asked.
Agree on how to share business
information. Clear rules must be
defined in this respect to protect
all parties. The more that effective
sharing takes place thoughout the
alliance, the more the contractor
will be able to gain insight into the
project owner's business practices
and objectives, and be able to
support the the owner's case more
appropriately.
Identify key professionals and
their roles and responsibilities.
The identification of a core team of
professionals on the contractor's
side is key to guaranteeing continuous
improvement, continuity and
success within the alliance.
Agree on the alliance location.
While there may not be one single
location or geographical place that
defines the alliance, it is still helpful
to gather all of the contractor's proFORWARD
THINKING
"
56
I chose NACE training to learn more about the corrosion industry,
challenges related to corrosion, technical information about corrosion,
and to build my network of contacts in the corrosion area. My
organization operates a northern marine atmospheric exposure
facility, and understanding corrosion issues and gaps in corrosion
prevention technology assists me in knowing what new services
we should offer.
"
- Nancy Winchester, Ph.D, MSETM, NACE Basic Corrosion and Designing
for Corrosion Control student, Vice President of the R&D Solutions
Division at Research & Development Corporation
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AUGUST 2018
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Chemical Engineering August 2018

Table of Contents for the Digital Edition of Chemical Engineering August 2018
