Engineering Procedure: SAEP-12 29 June 2020 Project Execution Plan

Engineering Procedure
SAEP-12 29 June 2020

Project Execution Plan
Document Responsibility: Project Management Office Standards Committee
Contents
Summary of Changes ........................................................... 2
1 Scope ................................................................................... 4
2 Conflicts and Deviations ....................................................... 6
3 References ........................................................................... 7
4 Definitions ............................................................................. 8
5 Instructions ........................................................................... 9
6 Responsibilities ................................................................... 22
Exhibit A - Table of Contents.............................. ........................... 24

Exhibit B - Approval Sheets................................ ........................... 25
Exhibit C - Revision Control................................ ........................... 30
Exhibit D - Contracting Plan Matrix..................... ........................... 31
Exhibit E - Comparison of Various Contracting Alternatives .......... 32
Exhibit F - Integrated Project Team (IPT) Organization Charts ..... 33
Exhibit G - Project Responsibility Matrix ........................................ 36
Previous Issue: 21 April 2020 Next Planned Update: 29 June 2025

Contact: PMOD/Project Optimization Division - General Supervisor
©Saudi Aramco 2020. All rights reserved.
Saudi Aramco: Company General Use

Document Responsibility: Project Management Office Department SAEP-12
Issue Date: 29 June 2020
Next Planned Update: 29 June 2025 Project Execution Plan
Summary of Changes
Paragraph Number
Change
Previous Current Technical Change(s)
Type
Revision Revision
21 April 2020 29 June 2020
Clarified that for:
 PEP roles and responsibilities shall be per CMS-RAPID
Section 1.1 Section 1.1 Clarification matrix.
 CMS-RAPID matrix’s required deliverables which are subset
of PEP shall not be duplicated.
Added requirements for the PEPs of Accelerated Capital
Section 1.1 Section 1.1 Modification
Projects designated per SAEP-38.
Clarified that PEP is evolved during FEL1 Business Case, FEL2 Study
phase & DBSP phases, and FEL3 Project Proposal phase:
Section 1.3 Section 1.3 Clarification  The Abbreviated PEP is approved prior to the release of PE
funds.
 The Full PEP is to be approved by 30% PP phase
Replaced FEL definition with its parent system, the “Capital
Section 1.4 Section 4 Clarification Management System” and elaborated definition of
“Construction Agency”, Project Leader and Project Manager.
Added MSAERs cut-off-date. Also, added relevant or removed
unrelated references (added: SAEP-17, -38, -71, -72, -134, -
Section 2 Section 3 Clarification 302, -331, -1350 as well as AIM-201 and removed: SAEP-21,
SAEP-40, CMS Manuals and Saudi Aramco Cost &
Scheduling Manual and cancelled SAEP-125).
Section 3.2.8 Deleted obsoleted requirement of Deliverable Waivers
NA Deletion
Request, see CMS-RAPID matrix.
Section 3.3 Modification Added that Contracting Strategy Selection Guidelines available from
Section 5.3 PMOD may be useful in developing a Contracting Strategy.
Section 3.4 Clarification Elaborated procurement items that require special early attention, added
Section 5.4 requirement for Value Added Tax (VAT) and corrected title as Quality
Planning & Management.
Section 3.5 Modification Aligned preparation timing and responsibilities for Pre-Com & Mech.
Section 5.5 Completion Plan with RAPID matrix [SAEP-17] requirements.
Section 3.6 Modification Deleted redundant note about Operational Readiness Plan which is
Section 5.6 separate deliverable as per RAPID matrix [SAEP-17].
Section 3.8 Clarification Replaced reference to Saudi Aramco Cost & Scheduling Manual with
Section 5.8 SAEP-331.
Section 3.9.3 Deletion Deleted redundant requirement of Interface Management as it now
NA covered in SAEP-367.
Section 3.10 Modification Deleted redundant wording about VIPs as the same is now covered in
Section 5.10 SAEP-367.
Section Section Modification Clarified that similar facilities that differs in design or operation may
3.11.1.2 5.11.1.2 not be considered duplicate for HAZOP perspective.
NA Section 5.13 Addition Added new requirement for Modularization plan.
NA Addition Added new requirement for Capital Assets List including Functional
Section 5.19 Locations.
NA Addition Added new requirement for Enterprise Project Management (EPM)
Section 5.20 Utilization Plan.
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1. Scope
1.1 Definition
The Project Execution Plan (PEP) is a strategic planning document that defines
objectives, plans, requirements and related information necessary for optimum project
execution. It is a master reference guide that promotes common understanding and
alignment of all project participants.
The PEP is prepared by the Project Leader (FPD) during the FEL1 (Business Case) and
FEL 2 (Study & DBSP) stages, and is updated by the Construction Agency (Project
Manager) during FEL3 (Project Proposal) phase and onward with input from the
Integrated Project Team (IPT), the Proponent and other Saudi Aramco organizations
that have key roles in the project's planning and execution.
Note:
1. For stakeholders’ detailed roles and responsibilities related to PEP and its required
Capital Management System (CMS) deliverables (for example, Contracting Strategy,
Materials Procurement Strategy, Project Schedule, Pre-commissioning & Mechanical
Completion Plan, etc.) and their issuance timing, CMS-RAPID matrix will supersede this
SAEP-12, as applicable.
2. To fulfill requirements of respective PEP’s contents and to avoid duplicate efforts, once
PEPs related CMS-RAPID’s required deliverables are prepared and approved, those
shall be included in the PEP as appendices.
3. For Accelerated Capital Projects’ PEP, the responsibilities of Project Leader and Project
Manager are assumed by the Project Director (PD) from the Pre-FEED phase onward.
For details about Accelerated Capital Projects and Project Director, refer to SAEP-38.
For sample approval sheet of those PEPs, refer to Exhibit B.
1.2 Purpose
The PEP serves as a communication and coordination tool that formally establishes the
Project Leader’s/Manager's front-end project planning, with emphasis on identifying
issues critical to project success and defining strategies to address these issues. It is an
agreement endorsed by the IPT defining the execution strategy of the project.
The PEP provides strategic guidance in developing more detailed tactical planning and
execution tools as the project progresses. In one comprehensive document, the PEP
relates the approved project scope with contracting and materials plans, cost
information, summary schedules, value improving practices implementation,
departmental responsibilities, and project staffing requirements.
1.3 Application and Timing
The Project Execution Plan is applicable to all Capital Projects (BIs). It has evolved in
three stages: the Initial PEP, the Abbreviated PEP, and the Full PEP during FEL1
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Business Case, FEL2 Study phase and DBSP phases, and FEL3 Project Proposal phase,
respectively.
Exception:
PEPs are waived for Maintain Potential Master Appropriation projects (see GI 20.720)
and CMS Digital Projects.
For a program that consists of several BIs, a single, combined PEP may be prepared
provided it addresses matters related to all BIs included in the program.
The PEP shall be issued in accordance with the timing outlined below, which is
designed to support the PEP's purpose of serving as a strategic planning tool:
1.3.1 Initial PEP
To be developed and issued for approval by the Project Leader during the
Business Case phase. The Initial PEP is intended to provide a framework for
subsequent planning and as a minimum shall address the following items using
the best information currently available:
 Project Summary (that covers aspects of the Project Charter);
 Contracting Strategy;
 Project Schedule;
 Project Organization and Interfaces; and
 Value Improving Practices (VIP) Plan.
As the project progresses through follow-on phases, the Initial PEP is updated to
become the Abbreviated PEP.
1.3.2 Abbreviated PEP

To be developed by the Project Leader during the Study phase and updated in
the DBSP phase. This is approved prior to the release of Preliminary
Engineering funds. When requested, Project Management Office Department
(PMOD) shall participate and assist in the preparation of the project schedules as
per SAEP-331. The Abbreviated PEP is intended to provide an updated and
enhanced framework for subsequent planning. As a minimum, the Abbreviated
PEP shall address the following items using the best information currently
available. It is understood that all sections are subject to further development
and change:
 Project Summary (reflecting the update of the Project Charter);
 Contracting Strategy;
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 Materials Procurement Strategy;

 Project Organization and Interfaces;
 Project Cost;
 Project Schedule;
 Value Improving Practices (VIPs);
 Project Safety;
 Environmental Assessment;
 Modularization;
 Contractor Saudization Plan;
 Maximizing In-Kingdom Engineering, Procurement and Construction
Work;
 Projects within Existing Facilities (Non-Grass Roots);
 Areas of concern; and
 Project Closeout Reports.
The Abbreviated PEP will be the basis for development of the Full PEP.
1.3.3 Full PEP

The Project Manager shall develop the Full PEP and ensure it is approved by
30% FEL3 Project Proposal phase completion or within 90 days of FEL3 Project
Proposal phase start date, whichever comes first. The Full PEP shall address all
items listed in this procedure using the latest information available. Construction
Agency will report the status of the PEP submittals in the PPU or MPU
Comments section, as applicable.
The Full PEP shall be updated prior to implementing major scope changes,
significant changes in the Contracting Plan, Pre-commissioning & Mechanical
Completion Plan, and at other times as deemed necessary by the PEP approval
authority. Construction Agency may issue a completely revised document or an
addendum covering the changed section(s) only with revision control as per
Exhibit C.
2. Conflicts and Deviations
Any conflict between this document and other applicable Mandatory Saudi Aramco
Engineering Requirements (MSAERs) shall be addressed in writing to the EK&RD
Coordinator.
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Any deviation from the requirements herein shall follow internal company procedure
SAEP-302, Waiver of a Mandatory Saudi Aramco Engineering Requirement.
3. References
The editions of the following Manadatory Saudi Aramco Engineering Requirements

(MSAERs) that are in effect on the project’s standards cut-off date (see SAEP-14) are
applicable to this procedure:
Saudi Aramco Engineering Procedures:

SAEP-302 Waiver of a Mandatory Saudi Aramco Engineering Requirement.
SAEP-13 Project Environmental Impact Assessments.
SAEP-14 Project Proposal.
SAEP-16 Project Execution Guide for Process Automation Systems.
SAEP-17 Project Stage and Gate Governance.
SAEP-25 Estimate Preparation Guidelines.
SAEP-26 Capital Projects Benchmarking Guidelines.
SAEP-31 Corporate Equipment and Spare Parts Data Requirements and
Responsibilities.
SAEP-38 Accelerated Capital Projects.
SAEP-50 Project Execution Requirements for Third Party Royalty/Custody
Metering Systems.
SAEP-71 Portfolio Execution Planning (PXP).
SAEP-72 Plot Plan Development and Control for Onshore Facilities).
SAEP-329 Project Closeout Reports.
SAEP-331 Project Schedule Requirements.
SAEP-360 Project Planning Guidelines.
SAEP-367 Value Improving Practices Requirements.
SAEP-417 Project Cost Requirements.
SAEP-1350 Design Basis Scoping Paper (DBSP) Preparation and Revision
Procedure.
Saudi Aramco General Instructions:

GI-0002.710 Mechanical Completion and Performance Acceptance of
Facilities.
GI-0020.500 Expenditure Requests.
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GI-0202.305 Capital Assets Record Creation and Tag Numbering.

GI-0202.451 Engineering Work Order Authorization for Preliminary
Engineering Preparation.
GI-0400.001 Quality Management Roles & Responsibilities.
GI-0710.002 Classification of Sensitive Documents.
Saudi Aramco Engineering Report:

SAER-5437 Guidelines for Conducting HAZOP Studies.
Saudi Aramco Manuals

Supply Chain Management Manual.
Saudi Aramco Construction Safety Manual.
Saudi Aramco Safety Management System.
4. Definitions
1) Capital Management System (CMS) is the general framework adopted by
Saudi Aramco for managing project activities, clarifying stakeholders’ roles
and responsibilities, and enabling timely and informed decision making for
Capital Projects. CMS manages the Front-End Loading (FEL) of capital
projects through a Stage Gate. Wherein, the RAPID (Recommend, Agree,
Perform, Input, Decide) matrix defines roles and responsibilities in the work
process related to the CMS and development of FEL deliverables in each
Stage Process. For more details, refer to SAEP-17.
2) Project Types A, B, C & C1 are categories assigned to projects based on
criteria evaluating cost and technical, commercial, and stakeholder
complexity. For details, refer to SAEP-71 which also address sequence of
projects (i.e., Portfolio Execution Planning).
3) Construction Agency is the organization assigned to execute the project.
This is the Saudi Aramco Project Management administrative area (for types
A, B and C projects) and the Proponent’s assigned organization (for C1 type
projects).
4) Proponent is the Saudi Aramco organization that owns, operates, and
maintains the completed facility. The Proponent is responsible for signing the
Mechanical Completion Certificate as owner of the facility.
5) Integrated Project Team (IPT) is a team composed of appointed members
from different organizations who work in an integrated manner and have clear
roles and accountabilities toward project planning and execution. For details,
refer to SAEP-17.
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6) Saudi Aramco Project Management Team (SAPMT) is the Construction

Agency team assigned to the project during project planning and execution.
7) Project Sponsor (PS) is an Executive or a member of Management, appointed
by the Proponent organization, who is accountable for meeting project
objectives and steering the IPT towards maximizing investment value. For
details, refer to SAEP-17.
8) Project Leader (IPT Leader) is a representative from the Facilities Planning
Department (FPD), who leads the IPT during FEL1 and FEL2 stages. This
position transfers to the Construction Agency representative (Project
Manager) who leads the IPT during FEL3 and the project’s execution phases.
9) Senior Operations Representative is the Proponent Business Line
representative involved in all phases of the project, to ensure the short- and
long-term objectives of the Business Line are incorporated during the project
development process.
5. Instructions
The PEP shall include the following sections:
5.1 Table of Contents, Approval Sheet(s) and Revision Control.

For format, see Exhibits A, B, and C.
5.2 Project Summary

Provide a brief synopsis of the objectives, scope, and current progress status of the
project. Incorporate into the Project Summary:
5.2.1 Project Purpose

Summarize the purpose of the project explaining why it is being done (e.g.,
to increase production capacity of a plant by 100,000 barrels/day).
5.2.2 Design Basis

Provide a synopsis of how the project is to be accomplished (e.g., to increase
production by expanding existing facilities or by constructing a new plant)
by summarizing the project's basis of design as described in the current
scoping paper.
5.2.3 Project Scope

Briefly describe what is to be accomplished by the project, such as project
activities to be achieved, physical facilities to be built, demolished, or
revamped, etc. This information will be a summary of the work described in
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the current Design Basis Scoping Paper and/or Project Proposal scope of
work.
5.2.4 Project Progress Status

Define where the project currently stands in the project life cycle, in order to
establish the information basis on which the PEP is being prepared. Briefly
identify the major ongoing activities and provide current percentage of
completion of the Business Case, Study, Design Basis Scoping Paper,
Project Proposal, Detailed Engineering, Procurement, and Construction, as
applicable.
5.2.5 Project Location

PEP should state location of project and indicate whether offshore or
onshore and reference any issues regarding site selection (Land Use Permit
or other issues).
5.2.6 Project hot tap/stopple operations, tie-ins & shutdown requirements

In addition to hot tap/stopple operations and tie-ins, the PEP should also
identify shutdown requirements and if it is planned during Plant T&I.
5.2.7 Related Projects

PEP should identify other related projects that may impact the project
positively or negatively.
5.3 Contracting
The contract development process is often intricate and interrelated and once actions
based on a particular strategy are initiated, it may not be practical or possible to
modify the strategy. An overall contracting strategy, which addresses all aspects of
the work, must be developed and presented by the contract proponent (Construction
Agency) to management at an early stage of every project. Development of the
contracting strategy shall conform to directives set forth in the Saudi Aramco
Procurement Manual (SAPM). The Contracting Strategy Selection Guidelines
available from PMOD may be useful in developing a Contracting Strategy.
5.3.1 Contracting Strategy

An initial Contracting Strategy document reflecting the IPT's initial view on
what type(s) of contracts to be used shall be prepared as part of each Initial
PEP during the Business Case and then updated in following phases with
incremental information. The final version is developed in the Project
Proposal phase.
This final version of Contracting Strategy shall be updated by the contract
proponent (Construction Agency) to reflect any major changes (particularly
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related to OOK contracts, non-lump sum contracts, and non-competitive

awards). For other organizations, the Contracting Strategy is included in the
PEP for information purpose only.
The Contracting Strategy shall summarize the plans for developing and
procuring the necessary contracts including 3rd party outsourcing for the
project's major contracting phases (i.e., Project Proposal, Detailed Design,
Procurement and Construction). Information shall be categorized by the
major contracting phases mentioned and include the following:
a) Type of Contract (Lump Sum Turnkey, Lump Sum, Lump Sum
Procure/Build, Reimbursable Cost, Unit Rate, etc.) and the reasons for
selection.
b) Procurement Method (Competitive Bid, Sole Source, etc.) and reasons
for selection and whether an existing General Bid Slate / Screening List
will be used.
c) Appropriate Project and Contracting Milestones, for example:
- Prepare and Issue Bid Packages;
- Expenditure Request Approval (ERA);
- Contract Award;
- Mechanical Completion; and
- On Stream.
The Contacting Strategy shall include an exhibit illustrating the contracting

plan in matrix form (see sample format Exhibit D).
5.3.2 Contracting Plans
A Contracting Plan is required for each contract action (or related contract
actions) unless the requirement has been waived in writing by the
Contracting Representative. The Contracting Plan is the joint responsibility
of the Contracting Department and the contract proponent (Construction
Agency). After approval by the Contract Signatory, the Contracting Plan
shall be incorporated into the Project Execution Plan. For more detailed
instructions, refer to the Saudi Aramco Procurement Manuals (SAPM).
Prior to carrying out a detailed analysis as part of the Contract Plan, potential
contracting alternatives in the form of a summary level schedule comparison
shall be prepared (see sample format Exhibit E).
5.4 Materials Procurement

The Materials Procurement Strategy describes the potential strategies for the
different procurement options available. The Materials Procurement Plan addresses
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project material requirements, their procurement and movement and it should define
the proposed procurement and traffic responsibilities of Saudi Aramco and the
Contractor(s).
5.4.1 Materials Procurement Strategy

The procurement strategy is to be developed near the end of the DBSP (after
all major equipment are identified) and feeds the Materials Procurement Plan
during Project Proposal. The Materials Procurement Strategy:
 Provides important project background information that highlights the
main procurement requirements for the project.
 Highlights those items (i.e. long lead and novated items, first time
purchased materials and sole source materials) that require special early
attention from a procurement perspective in order to avoid delays in
project execution.
 Details the various strategies that could be used to source equipment and
materials, including internal sourcing (using existing inventory), external
sourcing by Saudi Aramco, and external sourcing via a contractor.
 Provides a recommended strategy to utilize for procurement of materials
(to be used and detailed further in the Materials Procurement Plan in the
Project Proposal phase).
5.4.1.1 Critical and Long Lead-Time Material and Equipment

Prepare an itemized listing of material and equipment considered
critical and/or long lead items. Specific actions should be
identified to ensure that such items will arrive at the designated job
site on or before the required dates irrespective if handled by Saudi
Aramco or by a contractor. Examples of such actions include use
of air freight, dedicated trucks, premiums, penalty and incentives,
identification, prioritization, and close monitoring of critical
material and its proper ties to the construction schedule, SAPMT
representative at vendor's shop, expediting custom clearance,
unloading and placing large material on foundations rather than
storing, etc.
If procurement of major equipment and materials is on the critical

path of the project schedule, SAPMT shall consider various
strategies to reduce its impact to the project schedule. Such
strategies may include early Company procurement, early
Company procurement and assignment (“novation”), Company or
Project Proposal Contractor procurement of early vendor
engineering (“beneficial engineering”), and early engineering by
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vendors using time unit rates under the Project Proposal

Contractor's contract.
5.4.1.2 Surplus 9COM Material and Equipment

Review Surplus 9COM (previously known as Direct Charge – DC)
material and equipment list that could be incorporated in the
project's design. Surplus 9COM material and equipment should be
looked at in the earliest stages of design so that it can be
incorporated into the design.
5.4.1.3 Excess 9CAT Materials

Review Excess 9CAT (previously known as Saudi Aramco
Materials System – SAMS) materials list of high-dollar-value
items ($10,000 and above) that could be incorporated in the
project's design.
5.4.2 Materials Procurement Plan

The Material Procurement Plan is to be completed nearing completion of the
Project Proposal package. It also relies upon information from the
Procurement Strategy developed in the DBSP phase. The Materials
Procurement Coordinator will ensure that recommendations are agreed upon
by the relevant departments of the Materials Supply organization before
decisions are made by the Construction Agency.
This plan designates responsibilities between Saudi Aramco and Contractors
for cost effective supply of materials and equipment to meet project
schedules.
The Materials Procurement Plan requires addressing maximum cost-effective
usage of locally manufactured materials, use of on-hand and surplus materials,
materials quantity concerns, standardization and total cost of ownership, and
takes into consideration the guidelines of Saudi Aramco Mandatory
Engineering Requirements, and the Supply Chain Management Manual.
Furthermore, the plan should address the use of existing corporate agreements;
vendor selection criteria; material quality concerns; documentation; expediting;
inspection; packing and marking; shipping, clearance and receiving; storing,
issuing, staging, and the return and disposal of excess project material and
equipment. The following should also be considered:
5.4.2.1 Heavy/Oversize Material or Equipment

Prepare a list of heavy/oversize material or equipment. Establish
responsibilities for heavy lift requirements. Heavy lift planning for
materials and equipment, and related requirements, will be
coordinated with the Saudi Aramco Heavy Lift Group. Consult
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with the Materials Logistics Department regarding proposed

international shipping arrangements and with the Transportation &
Equipment Services Department for in-Kingdom movements of
heavy/oversize material or equipment.
5.4.2.2 Start-up, Operating, and Capital Spares

Establish responsibilities and requirements for start-up, operating,
and capital spares procurement. Ensure compliance to
requirements for operating spare parts in accordance with SAEP-
31. Address the disposition of contractor procured spares, if
applicable.
5.4.2.3 Customs Duties and Value Added Tax (VAT)

Address responsibility and requirements for payment of customs
duties and VAT, based on the most recent Government regulations
including compliance with proper exemption requirements, if any.
5.4.2.4 Quality Planning and Management

Identify materials quality planning and management requirements.
Address vendor inspection requirements and plans, including
identification of materials to be factory tested and coordination
with Saudi Aramco Vendor Inspection. For details, refer to GI-
0400.001.
5.5 Pre-commissioning and Mechanical Completion

The Pre-commissioning and Mechanical Completion Plan includes all pre-
commissioning activities, a listing of all systems/subsystems, a detailed schedule,
procedures required to support each system, and the activities that need to be
performed prior to handover and the commencement of commissioning, startup and
operations.
The Pre-commissioning and Mechanical Completion Plan shall be developed during
FEL-3 Project Proposal phase and further refined or updated prior to implementing
major scope changes throughout the subsequent project phases.
The development, approval attainment and execution of the Pre-commissioning and
Mechanical Completion Plan is the responsibility of the Project Manager with
inputs from IPT (including Safety and Industrial Security (S&IS), Inspection,
Proponent etc.) The Project Manager shall ensure that this is performed as an
activity that is planned and tracked as well as the approved plan(s) are distributed to
the relevant stakeholders.
The main components of the Pre-commissioning and Mechanical Completion Plan
during the FEL-3, Project Proposal phase shall include the following:
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 Detailed Pre-commissioning Schedule illustrating all major pre-commissioning

activities and their timing and duration (to be aligned with the tail-end construction
schedule.).
 Pre-commissioning procedures for all testing and inspection required under the
mechanical completion checklist for each system, including the applicable pre-
commissioning forms. The procedures should cover all disciplines (for example
buildings, electrical systems, instrumentation, non-hydrocarbon mechanical
systems, etc.).
 Identification of the Mechanical Completion Packages, which describe the limit
and scope of the system. This is to include drawings that indicate the system
boundaries and isolation locations.
 Identification of signatories for Final MCC at Budget Item (BI) level.
 Vendor Representative Requirements.
 Pre-commissioning Status Tracking System.
 Systems Turnover Sequence - Provides a conceptual plan of the breakdown of
the facility into systems and the sequence in which these systems will be
checked out and turned over to the Proponent. Also, address specific plans to
implement Partial Mechanical Completion, if applicable.
For reference and details, please refer to GI-0002.710. The Planning for Startup
best practice (see SAEP-367) is a useful reference and provides tools designed to
assist in developing early plan.
5.6 Commissioning and Startup

The Commissioning and Startup Plan is a planning document that defines the
objectives, plans, requirements, and related activities and information necessary for
a successful startup. It is a master reference guide that promotes common
understanding and alignment of all project participants.
The Commissioning and Startup Plan also describes the roles and responsibilities of
key persons and organizations, as well as the estimated timing and duration of
commissioning and startup and execution activities including operations and
maintenance training required prior to startup.
Additionally, it provides a conceptual plan of the breakdown of the facility into
systems and the sequence in which these systems will be completed and taken over
from the SAPMT.
Saudi Aramco GI-0002.710, provides the framework for startup planning. The
Planning for Startup best practice is a useful reference and provides tools designed
to assist in developing and implementing an early startup plan (see SAEP-367).
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The development of the Commissioning and Startup Plan (as an integral part of the
Operational Readiness Plan “ORP”- a separate deliverable per CMS-RAPID
matrix) is the responsibility of the Senior Operations Representative with input from
the IPT (including Project Manager, Safety and Industrial Security (S&IS),
Inspection, etc.) It also relies upon information from the Pre-commissioning &
Mechanical Completion plan, developed per above section 3.5. The Project
Manager is to provide oversight to ensure that commissioning and startup planning
is performed as an activity that is planned and tracked.
5.7 Project Cost
5.7.1 Project Funding

Describe Preliminary Engineering Funds requirements (see GI-0202.451),
Prior Approval Expenditure Request (PAER) Funds requirements (see GI-
0020.500) if applicable, and plans for ER Estimate preparation (see SAEP-25).
Also, describe the project budget amount and provide a summary of its major
elements of engineering, material, and construction if available. Describe the
basis of the current estimate. Identify any critical cost items that will require
special attention to avoid cost overruns.
5.7.2 Cost Control

Describe the strategies to be utilized to ensure effective cost control and
accurate cost reporting throughout the project life from Preliminary
Engineering Funds approval through project closeout. Address the subjects
of work breakdown structure, cost contingency management, cost status
reporting systems, and expenditure forecast preparation. Identify any unique
project characteristics that may require deviations from standard Saudi
Aramco cost control procedures, and provide plans for handling such cases.
The project's work breakdown structure should be developed as a unified
system that supports integrated cost and schedule control.
For additional details and requirements, see SAEP-417.
5.8 Project Scheduling
5.8.1 Project Schedule

Describe the summary logic, interdependencies and contracting strategy
used to develop the Project Schedule. Identify critical risk items, long lead
equipment delivery durations and any other factors that could result in
potential schedule delays. And provide Project Schedule per SAEP-331.
5.8.2 Progress Measurement and Schedule Control
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Describe the methodology to be utilized to ensure accurate progress

measurement and effective schedule control throughout the project life.
Address the subjects of work breakdown structure, progress reporting
systems, responsibilities of contractors with respect to progress measurement
and schedule control, and Critical Path Method (CPM) scheduling software
requirements. For additional details and requirements, see SAEP-331.
5.9 Project Organization and Interfaces
5.9.1 Establishing the Integrated Project Team (IPT)

Describe the process of establishing the IPT, including the following:
 Thorough review process that will be conducted to determine the type of
disciplines needed to be covered by the IPT.
 Objectives and responsibilities for the Project Sponsor, Senior Operations
Representative, Project Leader, Project Manager , Senior Project
Engineers, Business Administrator, HSE Coordinator and other SAPMT
members. This shall also include organizations such as Safety &
Industrial Security, Finance, Materials Supply, Engineering Services and
others, as appropriate.
In the Initial PEP, include the IPT organization chart for the Business Case
and proposed Integrated Staffing Assignment for Study & DBSP phases.
In the Abbreviated PEP, include the IPT organization chart for the Study and
DBSP phases and proposed Integrated Staffing Assignment for the Project
Proposal phase.
In an updated Abbreviated PEP or Full PEP, include the IPT organization
chart for the Project Proposal and proposed Integrated Staffing Assignment
for the execution phases.
Note: Integrated Staffing Assignment is a document that defines the
necessary staffing to perform the activities in the following phase.
This ensures that there is no lack of resources to prepare the
deliverables for the next gate, and ensures continuity.
For typical organization charts for each major phase of the project, see
Exhibit E1 to E5. For more details, refer to SAEP-17.
5.9.2 SAPMT Interfaces

Describe roles, responsibilities, and reporting relationships between the
SAPMT, Proponent, and other stakeholders involved in the project,
including Saudi Aramco departments, contractors. Include a typical project
responsibility matrix (for sample see Exhibit F).
Page 16 of 35

Note: Roles and responsibilities of various organizations for execution of

projects related to Saudi Aramco and Third party Royalty/Custody
Metering Systems and Process Automation Systems (PAS) are
specified in SAEP-50 and SAEP-16, respectively.
Describe how the SAPMT will provide effective and efficient
communications among the SAPMT, proponent, support groups, and
contractors during all phases of the project.
Describe how the SAPMT will provide close coordination and effective
interface with other BIs, SAPMTs or Proponents and other stakeholders,
whose work will have direct impact on the Project's activities.
The CMS-RAPID matrix’s required deliverables that may be used as
reference (see SAEP-367) to assist in developing SAMPT interfaces include:
 Project Interface Management Plan; and
 Project Stakeholders Management Plan.
5.10 Value Improving Practices and Benchmarking

Summarize the plan for implementing Value Improving Practices (VIPs) and
Benchmarking as required per SAEP-367 and SAEP-26, respectively. Provide
implementation schedule identifying when and by whom workshops for those will be
conducted.
5.11 Project Safety

Summarize the plan for implementing all project safety studies required per
MSAERs (like SAEP-14, SAEP-1350 etc.) The objective in performing these
studies is to identify, assess and evaluate (analyze and rank) major hazards and risks
to personnel, and other assets. Additional goals are to develop measures to reduce
and control risks, improve process safety, protect personnel, the Company’s
reputation, assets, and business, and to minimize operability problems.
5.11.1 Project Safety Studies

As example, requirements for Preliminary Hazard Analysis (PHA) and
Hazard & Operability (HAZOP) Studies are provided hereunder. For
reference, see SAER-5437 Guidelines for Conducting HAZOP Studies.
5.11.1.1 Preliminary Hazard Analysis

All facilities shall perform a Preliminary Hazard Analysis
(PreHA) regardless of the type of facilities (includes permanent
and project support facilities).
Page 17 of 35

5.11.1.2 Hazard and Operability (HAZOP) Studies

The SAPMT and Proponent, in conjunction with the Loss
Prevention Department (LPD), Environmental Protection
Department (EPD), and Process & Controls System Department
(P&CSD) shall decide which projects and specific facilities
require HAZOP studies, how many and how detailed each should
be. Duplicate facilities shall not require new HAZOP studies.
Only new or upgraded facilities that use, produce, process,
transport, or store flammable, explosive, toxic (including sewer
gases, e.g., H2S), biological or reactive substances in large
quantities should have HAZOP studies. Similar facilities that
differs in design or operation may not be considered duplicate
and relevant stakeholders must decide the HAZOP approach for
such facilities which shall be project specific and risk based.
The first of the HAZOP studies shall be conducted during the
Project Proposal stage (see SAEP-14) and the report shall be
incorporated into the Project Proposal. During the detailed
design, HAZOP studies shall be performed, when the facility
design is firm and no major design changes are forecasted. The
study recommendations shall be incorporated into the final design
of the facility.
The final HAZOP study shall be performed as soon as the
operating procedures are developed in sufficient detail to allow
analysis of startup, shutdown, and emergency shutdown modes of
operation. The study recommendations shall be incorporated
before startup of the facility.
5.11.1.3 Safety Studies Execution

The PreHA shall be conducted during the DBSP.
HAZOP studies should be part of the Project Proposal and
Detailed Design contract, if Saudi Aramco decides the contractor
is qualified to support conducting the studies.
If the contractor is not qualified to support conducting the study,
a subcontractor can be used.
The Project Leader/Manager shall notify concerned stakeholders
(including LPD, EPD, P&CSD) at least six weeks in advance of
any PreHA and HAZOP study so that qualified personnel can be
assigned to participate in the studies. Supporting documentation
(PFDs, P&IDs, operating procedures, etc.) can be arranged at this
time.
Page 18 of 35

A copy of each report shall be provided to LPD for review prior to

release. The Project Leader/Manager shall distribute copies of the
PreHA and HAZOP study reports (as applicable) to all participants
within four weeks after the study.
5.11.2 Project Safety Program

Describe the safety program for the project. The program should describe
the safety objectives for the project and how the program will be managed to
ensure these objectives are met. Address the issues of accident prevention
and contractor safety that shall also include job site safety. For details,
please refer to both Saudi Aramco- Safety Management System and
Construction Safety Manual.
5.12 Environmental Assessment

Describe the plan for performing the Environmental Assessment and mitigation of
environmental impacts as required by SAEP-13.
5.13 Modularization
Describe the modularization plan (if applicable) for the project and clarify the level
of its usage, i.e. full or partial modularization. Also, address the impact of
modularization on contracting, procurement, cost, schedule, safety, quality and
logistics during the development of this plan.
Saudi Aramco Engineering Procedures (SAEP-360, -1350 & -72) incorporate
requirements for the identification, assessment and selection of modularization
approach and subsequent scoping during the FEL2 stage. As per SAEP-367, during
constructability workshops, IPT evaluates the outcome of the Modular Design
Assessment Study.
5.14 Contractor(s) Saudization

Address what actions will be taken to promote and support the hiring and training of
Saudi Arab personnel by contractors working on the project.
5.15 Maximizing In-Kingdom Engineering, Procurement and Construction Work

Address what actions will be taken to promote maximizing the IK engineering,
procurement and construction work. Also, address the feasibility of performing
portions of any planned LSTK OOK design work IK.
5.16 Projects within Existing Facilities (Non-Grass Roots)

Address what actions will be taken with regards to upgrade renovation or addition to
existing facilities in the following areas:
Page 19 of 35

 Design and site investigation work required during the project proposal
development and detail design phases to determine as-built condition of existing
facilities.
 Risk assessment for items that may impact the project cost estimate.
5.17 Areas of Concern

Address project concerns where corresponding plans of action or solutions have not
been completely defined. Concerns for project delivery should be addressed by
Project Risk Management, including any unusual efforts or procedures required for
successful project completion. Areas of Concern related to external interfaces and
engineering or operational issues that may affect the resulting capability provided
by the project shall also be highlighted here.
5.17.1 Engineering Design

Highlight factors that may influence the project design (e.g., operations
manning philosophy, operating reliability, capital versus operating costs,
material sourcing premiums, labor premiums and location constraints, etc.).
Provide action plans to address any concerns.
5.17.2 Construction
Highlight factors that can influence the project construction (e.g., site
location, security, other projects, etc.). Provide action plans to address any
concerns.
5.17.3 Company Interface

Summarize other Saudi Aramco activities that will be affected by the
project (e.g., maintaining minimum production rates at existing facilities).
5.17.4 Government Interface

Identify anticipated interfaces with Saudi Arabian Government authorities
including Land Permits and other required approvals. Address the timing
and duration of all such activities.
5.17.5 Other Concerns

Identify other known factors that may impact efficient execution of the
project and provide plans that address the concerns (e.g., SAPMT and
others staffing restraints as well as skilled labor force availability).
5.18 Project Closeout Reports

Summarize the plan for preparing and submitting the Project Closeout Reports in
accordance with SAEP-329. The Project Leader/Manager is to ensure that
Page 20 of 35

preparation and submission of the Project Closeout Reports is included as an

activity that is planned and tracked.
5.19 Capital Assets and Functional Locations

Develop a plan for creating/updating Capital Assets record including functional
locations in accordance with GI-202.305. The plant functional locations are
required during FEL-3 Project Proposal phase with all available information and
should be updated throughout subsequent phases. The Project Manager shall ensure
this is performed as an activity that is planned and tracked to ensure that the capital
assets list is completed prior to the Mechanical Completion.
5.20 Enterprise Project Management (EPM) Utilization Plan

Summarize the plan to address actions taken to ensure utilization of Enterprise
Project Management (EPM). The plan should include:
 Authorization for IPT Members, Construction Agency, contractors and
stakeholders
 Awareness and Training for IPT Members, Project Team and contractor
 Telecommunication infrastructure for design offices and construction sites to
account for network bandwidth, hardware and software requirements
6. Responsibilities
6.1 Preparation
For Initial and Abbreviated PEP preparation with input from IPT, coordination of
reviews, and obtaining approval signatures are the responsibility of the Project
Leader. Whereas, for the Full PEP those responsibilities transfer to the Construction
Agency’s Project Manager.
6.2 Approvals
6.2.1 Initial and Abbreviated PEPs

The Initial PEP and the Abbreviated PEP (and all subsequent revisions)
require concurrence of the Project Sponsor and approval of the Construction
Agency Department Manager (see approval sheet, Exhibit B.1).
A copy of the Abbreviated PEP is to be submitted to Project Management
Office Department (PMOD) to verify the milestones.
Copies of the latest version of the Initial and Abbreviated PEPs shall also be
included in the Project Closeout Report to be submitted at FEL2 DBSP
phase completion (see SAEP-329).
Page 21 of 35

6.2.2 Full PEP

6.2.2.1 For Type A, B and C projects with a value over $100MM the
original Full PEP requires approval by the Admin Area Head of
the Construction Agency after concurrence by the Project Sponsor
and Proponent Admin Area Head (see approval sheet, Exhibit B.2).
6.2.2.2 For Type B and C projects with a value:
 over $50MM and up to $100MM, the original Full PEP
requires approval by the Construction Agency’s Area General
Manager after concurrence by the Project Sponsor and
Proponent Admin Area Head (see approval sheet, Exhibit B.3).
 of $50MM or below and where the Construction Agency
Department Manager has elected to prepare Full PEP, the initial
issues only require approval by the Construction Agency
Department Manager.
6.2.2.3 For Type C1 projects, Full PEP requires approval by the Admin
Area Head of the Proponent Organization after concurrence by the
Proponent Department Manager and Project Sponsor (see approval
sheet, Exhibit B.4).
A revised Full PEP only requires approval by the Construction
Agency Department Manager after concurrence by the Proponent
Department Manager.
PMOD shall review PPU/MPU comments on the status of Full
PEP at 30% FEL3 Project Proposal phase as an integral part of
BISR reviews. Copies of the latest version of the Full PEP shall
be included in the progressive Project Closeout Report (see SAEP-
329).
6.3 Distribution
The Project Leader is responsible for distributing the signed-off Initial and
Abbreviated PEPs. For Full PEPs, the Project Manager is responsible. Original and
electronic or hard copies of the Initial, Abbreviated and Full PEPs will be
distributed to signatories of Rev. 0 PEPs.
6.4 Confidentiality
In accordance with GI-0710.002, Classification of Sensitive Documents, PEPs are
to be classified as either “Restricted” or “Confidential” (for “major” expansions or
developments) and marked and handled accordingly.
Page 22 of 35

Exhibits
Exhibit A – Table of Contents
SECTION TITLE
- APPROVAL SHEET
- REVISION CONTROL
1 PROJECT SUMMARY
2 CONTRACTING
3 MATERIAL PROCUREMENT
4 PRE-COMMISSIONING & MECHANICAL COMPLETION PLAN
5 COMMISSIONING & STARTUP PLAN
6 PROJECT COST
7 PROJECT SCHEDULE
8 PROJECT ORGANIZATION AND INTERFACES
9 VALUE IMPROVING PRACTICES
10 PROJECT SAFETY
11 ENVIRONMENTAL CONSIDERATIONS
12 MODULARIZATION
13 CONTRACTOR SAUDIZATION PLAN
14 MAXIMIZING IN-KINGDOM ENGINEERING,

PROCUREMENT AND CONSTRUCTION WORK
15 PROJECTS WITHIN EXISTING FACILITIES
(NON-GRASS ROOTS)
16 AREAS OF CONCERN
17 PROJECT CLOSEOUT REPORTS
18 ASSETS INFORMATION
19 ENTERPRISE PROJECT MANAGEMENT (EPM) UTILIZATION
20 EXHIBITS
Page 23 of 35

Exhibit B.1 – Approval Sheet for Initial and Abbreviated PEPs

(Refer to Section 6.2.1 for approval levels)
PROJECT EXECUTION PLAN
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
PROJECT LEADER DATE
FACILITIES PLANNING DEPARTMENT
CONCUR:
_____________________________________ ______________
DEPARTMENT MANAGER DATE
PROPONENT ORGANIZATION
CONCUR:
_____________________________________ ______________
PROJECT SPONSOR DATE
OPERATIONS ORGANIZATION
APPROVE:
_____________________________________ ______________
DEPARTMENT MANAGER or Higher DATE
CONSTRUCTION AGENCY
Page 24 of 35

Exhibit B.2 – Approval Sheet for Full PEP

(Type - A, B & C Projects with value > $100MM)
(Refer to Section 6.2.2.1 for approval levels)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
PROJECT MANAGER DATE
CONSTRUCTION AGENCY
_____________________________________ ______________
CONSTRUCTION AGENCY
_____________________________________ ______________
GENERAL MANAGER DATE
CONSTRUCTION AGENCY
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
ADMIN AREA HEAD DATE
APPROVE:
____________________________________ ________________
CONSTRUCTION AGENCY
Page 25 of 35


(Type - B & C Projects with value > $50MM < $100MM)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
CONSTRUCTION AGENCY
_____________________________________ ______________
CONSTRUCTION AGENCY DEPARTMENT
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
APPROVE:
_____________________________________ ______________
GENERAL MANAGER DATE
AREA CONSTRUCTION AGENCY
Page 26 of 35


(Type - C1 Projects)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
CONSTRUCTION AGENCY
CONCUR:
_____________________________________ ______________
CONCUR:
_____________________________________ ______________
APPROVE:
_____________________________________ ______________
Page 27 of 35

Exhibit B.5 – Approval Sheet for Abbreviated PEP (updated) and Full PEP
(Accelerated Capital Projects)
BUDGET ITEM NO.
PROJECT TITLE
_____________________________________ _____________
PROJECT DIRECTOR DATE
APPROVE:
_____________________________________ ______________
Page 28 of 35

Exhibit C – Revision Control
Date Rev Description
Page 29 of 35

Exhibit D – Contracting Plan Matrix
WORK PROJECT DETAILED MATERIAL

CONSTRUCTION
SCOPE PROPOSAL ENGINEERING PROCUREMENT
LSTK CONTRACT
Selective Bid Screened from SRC Master Bidders List

PACKAGE NO. 1
IFP: mm/yy
Award: mm/yy
Mechanical Completion (MC): mm/yy
GES Service
Order
IFP: mm/yy
Award: mm/yy
Compl: mm/yy LSPB CONTRACT
GES Service
Order Open Solicitation with Selective
PACKAGE Bidding
NO.2 IFP: mm/yy
Award: mm/yy IFP: mm/yy
Compl: mm/yy Award: mm/yy
MC: mm/yy
Page 30 of 35

Exhibit E – Comparison of Various Contracting Alternatives
Page 31 of 35

Exhibit F.1 – Integrated Project Team “IPT”

(Typical- Business Case “FEL1” Phase)
Project Sponsor/ Sr.

Project Leader
Ops Representative
Finance
Coordinator Business Admin
(Finance) Sr. Planning
Engineer
Coordinator
Planning Engineers Specialist Engineers Env. Engineer
(S&IS)

(Typical- Study & DBSP “FEL2” Phases)

Project Leader
Ops Representative
Business Admin
Future Project Manager/
Sr. Project Engr
Contracting Estimator
Finance Coordinator
Coordinator (CD) Scheduler
(Finance)
Mat. Procure. Cost Engr
Inspection Coordinator
Coordinator (MSO)
Sr. Planning
Engineer
Coordinator
Planning Engineers Specialist Engineers Env. Engineer
(S&IS)
LEGEND: Operations FPD Construction Agency Others
Page 32 of 35


(Typical- Project Proposal Phase “FEL3”)

Project Manager
Ops Representative
Previous Project Leader/ Business

Sr. Planning Engineer Admin
Contracting
Coordinator Cost Engr
Finance
Coordinator (CD)
(Finance) Scheduler
Mat. Procure.
Coordinator
Inspection (MSO)
Coordinator
HSE
Coordinator
Sr. Project Sr. Project Sr. Project

Engineer Engineer Engineer
Project Specialist Project Specialist Project Specialist
Engineers Engineers Engineers Engineers Engineers Engineers

(Typical- Detailed Design & Procurement Phases)

Ops Representative Project Manager
Business
Admin
Inspection
Mat. Procure. Cost Engr
Coordinator
Coordinator
(MSO)
Scheduler
HSE Contract
Coordinator CRCC Rep Administrato
r

Project Specialist Project Specialist Project Specialist
Engineers Engineers Engineers Engineers Engineers Engineers
Page 33 of 35


(Typical- Construction Phase)
Project Sponsor/ Sr. Project Manager

Ops Representative
Inspection Business
Coordinator Administrator
HSE
Coordinator Cost Engr Scheduler
Material
Specialist Contract
CRCC Rep.
(MSO) Administrator

Specialist Specialist Specialist

Engineers Engineers Engineers
Project Project Project

Engineers Engineers Engineers
Site Site Site

Superitendents Superitendents Superitendents
Page 34 of 35

Exhibit G – Project Responsibility Matrix (Sample)
Activity Prepare/Execute Manage Consult Approve
Budget Brief FPD/P FPD FPD P

Design Basis Scoping FPD FPD FPD/ES/S&IS FPD/P/CA/ES
Paper
Initial FPD FPD CA/P/PMOD/ES P/CA
Project
Execution Abbreviated SAPMT FPD CA/P/PMOD/ES P/CA
Plan Full SAPMT SAPMT FPD/P/PMOD/ES P/CA
Project Proposal C SAPMT FPD/P/ES/S&IS P/ES/CA-EM
Expenditure Request FPD/CA/ PMOD SAPMT FPD/PMOD EXCOM
Engineering/Design C SAPMT P/ES/S&IS CA
Contracting CD/SAPMT SAPMT CD CA-EM/SRC
Material Procurement:
9COM C/MS/SAPMT SAPMT MS CA
9CAT C/MS/SAPMT SAPMT MS CA
Inspection C/PMC SAPMT ID CA
Expediting C/PMC SAPMT MS CA
Spare Parts C SAPMT MS CA
Quality Control C/PMC SAPMT MS/ID CA
Construction C SAPMT ID SAPMT
Turnover C SAPMT P SAPMT/P
Symbols Description Symbols Description

C Contractor ID Inspection Department
CA Construction Agency MS Materials Supply (SAO/ASC/AOC)
CD Contracting Department P Proponent
EM Executive Management (SAO) PMC Program Management Contractor
EPD Environmental Protection Department PMOD Project Management Office Department
ES Engineering Services Organizations SAPMT Saudi Aramco Project Management Team
EXCOM Executive Committee S&IS Safety & Industrial Security
FPD Facilities Planning Department SRC Services Review Committee
Page 35 of 35

Engineering Procedure: SAEP-12 29 June 2020 Project Execution Plan

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Engineering Procedure

SAEP-12 29 June 2020

Exhibit A - Table of Contents.............................. ........................... 24

Previous Issue: 21 April 2020 Next Planned Update: 29 June 2025

©Saudi Aramco 2020. All rights reserved.

Saudi Aramco: Company General Use

Saudi Aramco: Company General Use

1.3 Application and Timing

Saudi Aramco: Company General Use

1.3.1 Initial PEP

 Project Summary (that covers aspects of the Project Charter);

 Project Organization and Interfaces; and

 Value Improving Practices (VIP) Plan.

1.3.2 Abbreviated PEP

Saudi Aramco: Company General Use

 Materials Procurement Strategy;

1.3.3 Full PEP

2. Conflicts and Deviations

Saudi Aramco: Company General Use

The editions of the following Manadatory Saudi Aramco Engineering Requirements

Saudi Aramco Engineering Procedures:

Saudi Aramco General Instructions:

Saudi Aramco: Company General Use

GI-0202.305 Capital Assets Record Creation and Tag Numbering.

Saudi Aramco Engineering Report:

Saudi Aramco Manuals

Saudi Aramco: Company General Use

6) Saudi Aramco Project Management Team (SAPMT) is the Construction

The PEP shall include the following sections:

5.1 Table of Contents, Approval Sheet(s) and Revision Control.

5.2 Project Summary

5.2.1 Project Purpose

5.2.2 Design Basis

5.2.3 Project Scope

Saudi Aramco: Company General Use

5.2.4 Project Progress Status

5.2.5 Project Location

5.2.6 Project hot tap/stopple operations, tie-ins & shutdown requirements

5.2.7 Related Projects

5.3.1 Contracting Strategy

Saudi Aramco: Company General Use

related to OOK contracts, non-lump sum contracts, and non-competitive

The Contacting Strategy shall include an exhibit illustrating the contracting

5.3.2 Contracting Plans

5.4 Materials Procurement

Saudi Aramco: Company General Use

5.4.1 Materials Procurement Strategy

5.4.1.1 Critical and Long Lead-Time Material and Equipment

If procurement of major equipment and materials is on the critical

Saudi Aramco: Company General Use

vendors using time unit rates under the Project Proposal

5.4.1.2 Surplus 9COM Material and Equipment

5.4.1.3 Excess 9CAT Materials

5.4.2 Materials Procurement Plan

5.4.2.1 Heavy/Oversize Material or Equipment

Saudi Aramco: Company General Use

with the Materials Logistics Department regarding proposed

5.4.2.2 Start-up, Operating, and Capital Spares

5.4.2.3 Customs Duties and Value Added Tax (VAT)

5.4.2.4 Quality Planning and Management

5.5 Pre-commissioning and Mechanical Completion

Saudi Aramco: Company General Use

 Detailed Pre-commissioning Schedule illustrating all major pre-commissioning