Stan Lew Email & Phone Number

Houston, Tx, Us

Houston, Texas, United States

Lead category strategy for electrical and mechanical long lead equipment to support a portfolio of complex, multi-disciplinary, multi-billion, and multi-year Air Gapped Cloud datacenter construction projects. Responsible for category vision and strategy, negotiations, supplier selection, contracting, supplier relationship management, production planning, supply security, continuous improvement, and partnering across functions.

Houston, Texas, United States

Led and developed global strategy for Stimulation, a critical product service line, impacting 10+ business units, ranked second in company-wide annual spend (~$700M) within Corporate Supply Chain Management function.• Accelerated enterprise sustainability goals by creating and implementing targeted category management strategies. • Unified business units under common strategic vision by fostering collaborative relationships with cross-functional teams, including Engineering, Planning, Operations, Legal, and Contracting.• Drove quantifiable enhancements in cost-effectiveness and operational efficiency while pioneering strategic business projects, including strategic sourcing for electric hydraulic fracturing to lower Chevron’s carbon footprint.• Championed diversity, equity, and inclusion (DEI) by serving as Lead Facilitator of key cultural enhancement program, conducting regular DEI-focused panels and discussions to foster inclusive, culturally aware workplace environment.

Advanced to oversee end-to-end category management for high-impact product service lines with ~$250M annual spend across Well Construction Services for challenging Gulf of Mexico business unit.• Accountable for multi-year strategy development, sourcing, negotiations, supplier management, contracting, compliance, and change management. • Cultivated and managed relationships with key cross-functional stakeholders to implement innovative processes that continuously reduced costs and mitigated business and supply chain risk.• Led 7-member team to revamp strategy for four product service lines, aligning with stakeholders to drive synergies and process improvements; efforts culminated in new sourcing initiative, generating $15M in cost savings.• Successfully guided business unit's adoption of new procurement system as part of corporate-wide initiative; acted as system Power User, serving as trusted strategic advisor to senior leaders on system requirements to meet team needs.

Managed ~$300M annual spend for product service lines across Well Construction Equipment, Well Construction Services, and Geology and Geophysics for the Gulf of Mexico business unit.• Realized $70M in cost savings through strategic leadership of all sourcing, contracting, negotiations, total cost of ownership improvement, and Lean Six Sigma initiatives.• Reduced number of contracts 29% by spearheading supplier optimization initiative; drove initiative’s success by leveraging relationship-building and change management skills to secure buy-in among key stakeholders.

Houston, Texas, United States

Oversaw category strategy, contract management, market analysis, and procurement excellence for ~$250M annual spend in support of Equipment, Logistics, & Engineering Services across Chevron’s Deepwater business unit.• Directed project teams (up to eight personnel) to achieve critical objectives, fostering culture of cross-functional collaboration and enhancing stakeholder engagement to drive optimal results. • Successfully delivered $100M+ in cost savings amidst massive industry downturn in 2014 by developing and executing on inaugural strategic category plans, as well as working closely with key suppliers to drive down costs.

Houston, Texas Area

Expanded scope to manage 50+ contracts (~$100M annual spend) in support of Well Construction Services for all U.S. onshore and offshore operations.• Obtained $20M in cost savings through development of innovative strategy focused on extending, renewing, and bidding contracts to obtain lowest cost, manage supply risk, and drive efficiency across all commercial activities.• Reconciled ~$2M in past due invoices within 30 days by leveraging extensive knowledge of SAP, Ariba, and procure-to-pay (P2P) process to identify efficiencies and streamline operations.

Stewarded a complex portfolio of 10 contracts (~$60M annual spend), supporting U.S. downstream and upstream operations within a centralized organization.• Achieved combined $6M in cost savings through successful bid event, negotiations for material cost reductions, and mitigation of supplier price increase requests.