Senior Global Material Management Manager - Wells & Projects
Job description
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Please note that roles based out of SJS or Sunbury will move to Timber Square, Southwark, from Q4 2027.
Our purpose is to deliver energy to the world, today and tomorrow. For over 100 years, bp has focused on discovering, developing, and producing oil and gas in the nations where we operate. We are one of the few companies globally that can provide governments and customers with an integrated energy offering. Delivering our strategy sustainably is fundamental to achieving our ambition to be a net zero company by 2050 or sooner!
Role Purpose
Provide end-to-end Materials Management leadership across Wells and Projects, encompassing strategy, governance, and execution of all MM subject areas to ensure safe, reliable operations, effective project delivery, and optimised working capital.
Safety Leadership
Demonstrate visible, consistent safety leadership by setting clear expectations, reinforcing safe behaviors, and intervening early to address hazards and non-conformances. Foster a culture where everyone is empowered to stop work, learn from incidents and near misses, and continuously improve risk controls across Wells and projects.
Global Materials Management Visibility & Governance
Establish and maintain global visibility of materials across Wells and Projects, covering operational, project, and capital materials. Ensure visibility across owned, consignment, and vendor-managed inventory (VMI). Provide transparency on material demand, consumption, receipts, aging, surplus, and obsolescence.
Materials Strategy & Optimisation
Develop and deploy a global Materials Management strategy supporting Wells operations and Project execution. Optimise materials availability and criticality to balance operational reliability, project schedule certainty, risk, and cost. See opportunities for standardisation, simplification, reuse, and value release.
Demand Planning, Forecasting & Replenishment
Oversee materials demand planning aligned to Wells activity plans and Project execution schedules. Enable definition and control of planning parameters including re-order points, safety stock, lot sizing, and replenishment logic. Ensure replenishment decisions are data-driven and consider consumption profiles, project phasing, lead times, and supply constraints.
Inventory & Materials Lifecycle Management
Establish governance across the full materials lifecycle. Lead programmes addressing aging, excess, surplus, and obsolete materials. Drive redeployment, reuse, and disposal strategies to maximise cross-asset and cross-project value.
Non-Conformance Visibility, Takeaways, and Compliance
Provide oversight of regional non-conformance compliance across Wells and Projects NCR system of record. Maintain end-to-end visibility and tracking through routine reporting and trend analysis and support applicable technical requirements and standards to strengthen corrective and preventive actions (CAPA) and prevent repeat issues.
Warehousing, Logistics & Material Flow
Define standards for warehousing, storage, and material flow. Enable optimisation of warehouse productivity, material availability, and logistics interfaces across Wells and Projects.
Consignment, Vendor-Managed & Supplier-Held Inventory
Provide global oversight of consignment and VMI models. Define governance standards covering performance management, inventory optimisation, and commercial alignment to support availability without excess working-capital exposure.
Critical Materials & Preservation
Own the global critical materials framework. Align critical materials to equipment and execution risks. Embed preservation standards for long-lead and critical materials across operations and projects.
Data, Systems & Master Data Management
Govern materials master data to global standards. Ensure inventory accuracy, reconciliation, and data integrity. Enable consistent reporting and analytics to support operational and project decision-making.
Stakeholder Engagement & Capability Leadership
Act as the global MM focal point for Wells, Projects, Procurement, and Supply Chain interested parties. Provide direction, standards, and context to MM teams. Drive capability development and continuous improvement across the subject area.
Key Performance Indicators (KPI) Define and Monitoring
Define and track global MM performance metrics covering availability, service level, inventory health, and working capital. Lead development of fit-for-purpose KPI definitions, calculation logic, and data quality controls to ensure consistent, auditable reporting across regions. Provide KPI oversight through performance reviews, variance analysis, and action tracking to drive continuous improvement and sustained value delivery.
Why join us?
At bp, we support our people to grow in a diverse and exciting environment. We believe that our team is strengthened by diversity.
There are many aspects of our employees’ lives that are meaningful, so we offer benefits to enable your work to fit with your life. These benefits can include flexible working options, a generous paid parental leave policy, excellent retirement benefits, among others!
We will ensure that individuals with disabilities are provided reasonable accommodation to participate in the job application or interview process, to perform essential job functions, and to receive other benefits and privileges of employment. Please contact us to request accommodation.
Reinvent your career as you help our business meet the challenges of the future. Apply now!
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Key skills extracted
Our AI analysed the job to identify the required skills.
Our tips for applying
5 recommandations générées par notre IA pour maximiser vos chances.
⭐ Open your CV with a Personal Statement that explicitly references 'end-to-end Materials Management' and 'Wells and Projects' — these are the exact phrases bp uses to define the role's scope.
📊 Quantify your inventory management impact: e.g. 'Reduced surplus materials by 22%, releasing £1.4M in working capital across 3 offshore projects'.
🌐 Highlight any global or multi-asset Materials Management experience prominently, as the advert stresses 'global visibility' across owned, consignment, and VMI inventory types.
🎯 Dedicate a bullet point to your experience with demand planning parameters (re-order points, safety stock, lot sizing) — the advert calls these out specifically as key responsibilities.
🤝 Include a concrete example of safety leadership — bp explicitly requires 'visible, consistent safety leadership' and the ability to intervene on hazards, so a specific incident or near-miss learning example will differentiate your application.
Bullets CV suggérés
3 bullets générés par notre IA pour cette offre, alignés sur ses mots-clés ATS.
Ajoutez ces 3 bullets sous votre expérience la plus récente :
- •Established global materials visibility framework across 4 offshore assets, covering £38M of owned, consignment, and VMI inventory, reducing unplanned stock-outs by 31%.
- •Led surplus and obsolescence programme across 6 capital projects, driving redeployment of 1,200 line items and releasing £2.7M in working capital within 18 months.
- •Redesigned demand planning parameters — safety stock, re-order points, and lot sizing — for a 3-year Wells drilling programme, improving schedule certainty by 18% and cutting emergency procurement spend by £900k annually.
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Votre lettre de motivation est prête
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Aperçu — adapté à Appcast Enterprise
Dear Hiring Manager,
bp's commitment to delivering integrated energy solutions at scale — and the complexity of managing materials across global Wells and Projects portfolios — is precisely where my expertise lies. I am applying for the Senior Global Material Management Manager role, bringing proven capability in end-to-end inventory governance, VMI strategy, and demand planning within large-scale capital projects.
My background in global supply chain and materials management includes establishing visibility frameworks across owned, consignment, and vendor-managed inventory, as well as leading surplus and obsolescence programmes that have released significant working capital. I have direct experience setting replenishment parameters — safety stock, re-order points, and lot sizing — aligned to project execution schedules and operational reliability requirements. I also have a strong track record of safety leadership, intervening early on non-conformances and embedding a continuous improvement culture across cross-functional teams.
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Likely interview questions
10 questions générées à partir de cette offre.
Technical
- ›How have you established global visibility of materials across multiple asset classes, including consignment and VMI inventory?
- ›Describe your approach to setting demand planning parameters such as safety stock levels, re-order points, and lot sizing in a Wells or Projects environment.
- ›What methodologies have you used to manage aging, surplus, and obsolete materials, and how did you measure value recovery?
- ›How have you integrated materials management strategy with project execution schedules to ensure schedule certainty and cost optimisation?
- ›Walk us through your experience with Non-Conformance Reporting (NCR) systems — how did you ensure end-to-end compliance and trend analysis?
Behavioural
- ›Tell me about a time you demonstrated visible safety leadership and intervened to address a hazard or non-conformance on a project.
- ›Describe a situation where you had to balance operational reliability, project schedule certainty, and cost when making a materials availability decision.
- ›Give an example of when you led a programme to drive reuse or redeployment of surplus materials across multiple assets or projects.
- ›Tell me about a time you identified an opportunity for standardisation or simplification in a materials management process and how you implemented it.
- ›Describe a situation where data-driven replenishment decisions you made had a measurable impact on working capital or project delivery.
Exemples de réponses STAR
Réponses modèles avec la méthode Situation-Tâche-Action-Résultat. À adapter à votre vécu.
Tell me about a time you demonstrated visible safety leadership and intervened to address a hazard or non-conformance on a project.
Describe a situation where data-driven replenishment decisions you made had a measurable impact on working capital or project delivery.