Procurement Implemantation Guide

REPORT MAY
796 2023
GUIDE FOR IMPLEMENTATION OF JIP33 PROCUREMENT SPECIFICATIONS
JIP33 standardized procurement

specifications implementation guide
Acknowledgements
This document was written by the JIP33 Project Team and approved by the
IOGP Standards Committee.
Front cover photography used with permission courtesy of

© Oil and Gas Photographer/Shutterstock and © curraheeshutter/iStockphoto
About
This document describes best practices on how to adopt and implement
IOGP-JIP33 Standardized Procurement Specifications. This document provides
guidance to all functions engineering, purchasing, and manufacturing equipment
within operators, engineering, procurement, and construction (EPC) contractors,
and suppliers in the petroleum and natural gas industries.
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REPORT MAY
796 2023
GUIDE FOR IMPLEMENTATION OF JIP33 PROCUREMENT SPECIFICATIONS
JIP33 standardized
procurement specifications
implementation guide
Revision history
VERSION DATE AMENDMENTS
1.0 May 2023 First release

JIP33 standardized procurement specifications implementation guide
Contents
Introduction 5
Background and Objective 5
Guiding principles of JIP33 implementation 5
Critical success factors for successful implementation 7
1. Structure of JIP33 specifications 9

1.1 Technical Requirement Specification (TRS) 10
1.2 Procurement Data Sheet (PDS) 10
1.3 Quality Requirement Specification (QRS) 11
1.4 Information Requirement Specification (IRS) 11
1.5 Relationship within the JIP33 specification documents 12
2. Implementation Process 14
2.1 Overview 14
2.2 Kick-off phase 16
2.3 Adoption phase 18
2.4 Implementation phase 21
2.5 Post-implementation phase 23
2.6 Specification Updates 24
3. Further Discussion 25
3.1 Overlays 25
3.2 JIP33 misconceptions 26
3.3 Feedback and contacts 26
Acronyms 27
4
Introduction
Background and Objective

Historically, oil and gas companies have asked suppliers to deliver equipment and materials to
different sets of requirements, often hundreds of pages long, for each order. By standardizing the
specifications used for procuring equipment and materials, there will no longer be a need to create
similar but different products for each company and even project.
Initiated by IOGP and endorsed by the World Economic Forum, Joint Industry Programme 33 (JIP33)
creates standardized procurement specifications that add value by making the supply chain faster
and more efficient. JIP33 specifications are relatively new within the industry, and adoption across the
industry is starting to accelerate. IOGP has written this document to support successful implementation
of JIP33 specifications to help users extract the maximum value from the IOGP JIP33 Programme.
The information in this guide is based on the experience shared by the current users, namely the
JIP33 sponsor operating companies, Equipment Procurement Contractors (EPCs), and suppliers.
This document is organized as follows:

• Introduction: Background, guiding principles, and critical success factors in implementation.
• Section 1: Explaining the structure of a JIP33 specification: the Technical Requirement
Specification (TRS), Quality Requirement Specification (QRS), Information Requirement
Specification (IRS), and Procurement Data Sheet (PDS).
• Section 2: Implementation phases and processes.
• Section 3: Specification development, overlays, use cases, and commonly asked questions
This guide assists operating companies, EPCs, and suppliers implementing JIP33 specifications
in their organizations. This document is part of a series of guides designed to help companies
adopt and implement JIP33 specifications. These include:
S-795 JIP33 Quality Requirements Specification Implementation Guide

S-796 Guide for implementation of JIP33 standardized procurement specifications (this document)
S-797 JIP33 Information Requirements Specification Implementation Guide (in development)
S-798 JIP33 Procurement Data Sheet Implementation Guide (in development)
Guiding principles of JIP33 implementation

There are four guiding principles that help enable JIP33 implementation.
Principle 1: Successful Management of Change (MOC) is essential
For most companies, there will be an existing set of engineering standards which have been used.
A reluctance to change is understandable and common. An unfamiliarity with JIP33 and a
perception of the difficulty can create apprehension within an organization. Therefore, adopting
JIP33 will be a change through the company which needs to be managed adequately. A significant
part of effort in implementation is in Management of Change (MOC).
5
The critical drivers required for a MOC to be successful are:

• Well-understood opportunity/risks of the change
• A strong and committed drive throughout the organization to implement the change
• Dedicated change agents/resources to facilitate the change, measurement and feedback
on the change
• A clear vision set by senior management at the beginning of implementation is critical for success
As with any successful MOC, it is also a behavioural and cultural change.
The ideal timing of implementing JIP33 specifications in engineering projects is during the
“concept selection and basis of design” stage. However, it can still be considered during the Front End
Engineering Design (FEED) and detailed design engineering stage. Some companies have changed
to JIP33 in the later stages after concluding that the benefits of using JIP33 specifications outweighs
the difficulties of a later implementation. JIP33 specifications are applicable to capital (new) and
maintenance (existing) projects. Use of JIP33 specifications in renewable energy projects should be
considered on case-by-case basis, as JIP33 specifications will only be applicable for some.
The adoption and implementation period is a process. The time required to adopt the programme,
the average lifecycle of projects, and the time to apply the specifications through the supply chain
are different for each organization and need to be considered when considering adoption of JIP33.
To best manage the momentum within this period, it is important to have a company aligned to a
longer vision for a cross-industry programme like JIP33.
Principle 2: JIP33 requires coordination and resources
JIP33 adoption is a company-wide business activity. Successful implementation is not the business
of a single function/department. A successful outcome requires a strong internal ‘delivery
coalition’ between Engineering, Projects, and Contracts and Procurement functions. The alignment
between each function depends on the individual company structure. It should be noted that,
besides the primary functions mentioned above, support from Information Management (IM),
Information Technology (IT), and Human Resources (HR) departments may also be required. A clear
company-wide line of sight with shared implementation targets, Key Performance Indicators (KPIs),
and data are key to evaluating the effectiveness of the implementation process.
A common task force (referred to as a change agent in this document) is considered critical to drive
clear communication and awareness across company business units. The appropriate seniority and
established communication with company sponsors is important for an effective implementation
through the company.
Principle 3: Company overlays are not desired
There have been cases where companies have included overlays to JIP33 requirement
specifications. JIP33 recommends that companies do not create specific overlays on the
requirements specifications. Overlays defeat the purpose of JIP33 and erode the value of JIP33
for the purchasers and the suppliers. However, it is understood there are cases where overlays
and company specific information are needed to provide context or to supplement scope to the
specifications. These should be kept at minimum and the feedback to the overlays can be provided
to IOGP for further review. More discussion on this topic can be found in Section 3.1.
6
Principle 4: Brand consistency and awareness
To create the maximum benefits of standardized specifications throughout the industry, the visibility
of the use of JIP33 specifications is important. This allows an integrated, more optimized supply
chain and better familiarity with the content of the specifications. Early experience with the use of
JIP33 specifications has shown that equipment suppliers and engineering companies are not always
aware that they are utilizing JIP33 specifications, due to the operating companies’ own labelling.
Thus, it is beneficial to make it clear at all critical stages (e.g., tendering stage and purchase order
(PO) execution) that JIP33 specifications are being utilized, to avoid the unnecessary clarification
discussions and dilution of the standardization benefits.
JIP33 is a cross-industry standardization initiative, which aims to benefit all companies through an
integrated supply chain. It takes considerable time and effort to drive the implementation not only
within but also between organizations. Choosing to adopt JIP33 requires senior executive sponsorship
and support, and implementation requires consistent effort across all functions. The outcome and full
potential of a successful implementation is not only a great improvement on project performance for
the company, but also a contribution to the standardization of the oil and gas industry.
Critical success factors for successful implementation

The critical success factors below refer to the discrete pointed actions companies have taken, which
were successful and helpful in implementing JIP33 specifications. Some performance measures
are shared in Table 1.
Table 1: Critical success factors prior to implementation at actual projects
Area Critical Success Factors Measures to be Considered
Overall Well-understood opportunity/risk of • Alignment across organization (between business

organizational implementation and aligned strategy for the units or functions)
commitment company • Coherent shared set of KPIs
Senior sponsors and clear line of sight • Clear targets embedded in a visible system
Dedicated (part or full time) change • Availability of change agent(s)

agent(s) with senior sponsor support • Reporting loop in place to a senior/executive sponsor
Engineering Functional sign off to use JIP33 • Percent of available JIP33 specifications in the
function specifications by appropriate technical company’s technical library
authority, with emphasis of no additional • Percent of specifications for which an overlay
overlays (use ‘as-is’) was created
Clear communication within the • Number of communication and training sessions

engineering community • Understanding the change from the existing legacy
specifications
Commercial Prompt initiation to include in company’s • % of framework agreements that refer to

function contractual arrangements JIP33 specifications.
(procurement
/sales) Tracking the orders using JIP33 • % RFQ used
specifications • % procured
• Overall cost and schedule benefit
Proactive preparation on the use of • Engagements with key supply chain partners
JIP33 specifications
7
Table 2: Success factors during and post-implementation phases
Area Critical success factors Key Performance Indicators (KPIs)
Project’s Project leaders drive to use JIP33 • Percent inclusion of project in “basis of design” stage
function specifications in the projects • Deviation logged in the system why JIP33 was not applied
• Percent inclusion of annual target
Ability to collect procurement data related • Prior to project kick off, have established procurement
to JIP33 specifications KPI (e.g., cost, engineering hours, schedule)
Proactive collection of feedback on the • Feedback collected by company focal point

JIP33 specifications (ready for feedback)
Interfaces Consider sharing procured (or earlier

with IOGP experience) cases with IOGP on the
benefits for communication purpose
Share experience with IOGP on the clean • Feedback on overlays created (from operating
use of JIP33 company and/or EPC)
Request for IOGP support • Number of training sessions conducted
8
1. Structure of JIP33 specifications
This Section describes the basic functions of each JIP33 specification and its constituent
documents, the relationship of the documents to each other, and order of precedence
for their use.
There are currently more than 50 sets of specifications available for use and the full library
of available specifications can be found on the JIP33 website. JIP33 specifications build on
existing industry standards to provide a set of requirements to purchase equipment and
packages. The set of requirements is structured into the following documents:
• Technical Requirements Specification (TRS), specifying a set of “essential minimum
requirements” sufficient to purchase equipment that meets the needs of end users;
sometimes referred to as “supplementary technical requirements” to industry standards.
• A Procurement Data Sheet (PDS), specifying the options, within the limits permitted in
the technical requirements, that the purchaser wishes to select for a specific project;
sometimes referred to as Equipment Data Sheet or Data Sheet.
• Quality Requirements Specification (QRS), specifying quality management system
requirements and quality intervention activities based on risk.
• Information Requirements Specification (IRS), specifying a list of pre-defined
information deliverables required to purchase, operate, and maintain an equipment”.
The order of precedence (highest authority listed first) of JIP33 specifications and related
non-JIP33 documentation is:
• Regulatory requirements
• Contract documentation (e.g., purchase order)
• Purchaser defined requirements (PDS, IRS, QRS)
• Technical requirement specification (TRS)
The Procurement Data Sheet (PDS) and Information Requirement Specification (IRS)
are published as editable documents for the purchaser to specify application specific
requirements. The Technical Requirement Specification (TRS) and Quality Requirement
Specification (QRS) are fixed documents. It is possible for companies to use the contents of
QRS, IRS and PDS with the format that an individual company normally adopts, provided the
information is consistent with the relevant JIP33 documents. The ultimate purpose of QRS,
IRS and PDS is to create consistency and subsequent efficiency in the associated engineering
and procurement process, with a result of improved cost and schedule. Companies using
JIP33 specifications in their own formats should clearly identify when content is from JIP33
specifications, such that the supply chain can recognize such documents.
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1.1 Technical Requirement Specification (TRS)

The TRS typically defines the requirements for the design, manufacturing, shipping, and
preservation of the equipment in production, transportation, refining, petrochemical,
distribution, and storage facilities. The TRS covers design, sizing and selection, materials,
performance and functionality criteria, construction, inspection, testing, marking,
preparation for shipment, and preservation.
Most TRS are supplements to an international standard, such as those published by API,
IEC, and ISO. However, it should be noted that some JIP33 specifications are “standalone”,
i.e., there is no relationship to a single parent standard.
Each requirement in the TRS has been agreed by the technical authorities of the 12
sponsoring companies with comments provided by equipment manufacturers, suppliers,
and EPCs; the specific requirements in the JIP33 specifications are agreed based on a clear
justification and their verification defined.
Changing or supplementing these technical requirements would undermine industry

standardization, eroding the benefits of JIP33 (see Section 3 for further discussion on the
use of overlays).
1.2 Procurement Data Sheet (PDS)

A Procurement Data Sheet (PDS) specifies the options and values the purchaser can select
for project specific requirements and information.
The PDS defines application specific requirements, attributes and options specified by
the purchaser for the supply of equipment to the technical specification. The PDS may
also include fields for supplier provided information attributes subject to purchaser’s
technical evaluation. Additional purchaser supplied documents may also be incorporated or
referenced in the PDS to define scope and technical requirements for enquiry and purchase
of the equipment.
The PDS are published as editable documents (in spreadsheet format) for the purchaser
to specify application specific requirements. Companies may have their existing equivalent
format. It is a company’s choice on how to integrate the JIP33 documents into their
company’s existing format while maintaining consistency. Below are a few examples of
practices that show how individual organizations have adopted JIP33 PDS:
• Example 1: Utilize the contents from JIP33 datasheet only (i.e., adopt the spreadsheet)
• Example 2: Transfer the JIP33 datasheet contents into the company format (a
spreadsheet or other system)
• Example 3: Transfer the remaining (design) information required from company’s
datasheet to the JIP33 PDS (e.g., via the “Supplement” tab)
10
1.3 Quality Requirement Specification (QRS)

The QRS defines quality management system requirements and the proposed extent of
purchaser conformity assessment activities for the scope of supply. Purchaser conformity
assessment activities are defined through the selection of one of four generic Conformity
Assessment System (CAS) levels based on the risk considered, with CAS A being the most
stringent, and CAS D being ‘off the shelf’. The CAS A, B, C and D risk levels are set by each
company according to their risk management procedures and product and supplier criticality.
The quality requirements specification (QRS) provides:

• Supplier quality management system requirements
• Purchaser conformity assessment activities
• Certification type and material traceability requirements
The QRS defines only a selection of activities undertaken by the supplier in which the
purchaser wants to be involved. The applicable CAS level is specified by the purchaser in
the PDS or in the purchase order. The full specifications can be found on the IOGP website.
Most of the focus of the QRS is on defining a selection of activities (titled the purchaser
assessment activities in the QRS) undertaken by the supplier, in which the purchaser wants
to be involved. The supplier uses this information to populate the Purchaser’s column within
the supplier’s Inspection & Test Plan (ITP). In other words, the QRS is an input to the ITP.
Note: The JIP33 QRS is not a supplier qualification tool.
Sometimes, due to different contracting strategies, the CAS level for the same piece
of equipment will differ from company to company, or even project to project. In these
situations, it is the purchaser’s internal decision on which CAS level or range of CAS levels
will be most applicable during the tendering process.
1.4 Information Requirement Specification (IRS)

An Information Requirements Specification (IRS) provides a list of predefined information
deliverables to be delivered by the supplier, including contents, format, and purpose. It may
also define specific conditions which invoke information requirements.
The IRS defines the required document deliverables from the supplier to the purchaser for
information purposes or for purchaser’s approval Documents are not listed in the QRS, only
in the IRS. All deliverables listed in the IRS are required to be submitted by Supplier based
on the information specified by the purchaser.
The IRSs are published as editable documents (in spreadsheet format) for the purchaser to
specify application specific requirements. In situations where the purchaser has additional
company and/ or project specific operational, legislative requirements in addition to those
detailed in the IRS, these can be specified in the “Purchase Order Specific Information
Requirements” section in the “Requirement” worksheet. The IRS fields such as weeks,
period, and translation requirements are populated by the purchaser based on the project
schedule and project location prior to using the IRS for purchasing.
11
An IRS is similar to a Supplier Document Requirement List (SDRL), a Supplier Master

Information Schedule (SMIS), or other equivalent but without the company and/or project-
specific legislative documents. The suppliers can utilize their own format of SDRL and
SMIS based on information from the IRS.
1.5 Relationship within the JIP33 specification documents

For each equipment or package, there are typically four set of documents, namely Technical
Requirement Specification (TRS), Procurement Data Sheet (PDS), Quality Requirement
Specification (QRS) and Information Requirement Specification (IRS).
The relationship between each of the documents is outlined in Figure 1. The specifications
can be used throughout the supply chain in a number of ways; one example is shown in
Figure 2.
Figure 1: The components of a JIP33 specification and their interfaces
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Figure 2: An example of how JIP33 specifications are applied throughout the supply chain
13
2. Implementation Process
2.1 Overview
Given the varied nature and structure of each company and the different corresponding
needs, a generic process for the implementation of JIP33 specifications is provided below.
Individual users can select parts of the document and tailor the relevant process based on
their individual needs. Some commonly observed practices for different types of companies
have been included to provide the reader with guidance for efficient and effective
implementation. These different types of companies include:
• Operating companies that have a centralized organization (regionally or globally)
with a clear preference/mandate to use JIP33 specifications wherever applicable
• Projects and organizations that are in locations where regional requirements
are prevalent
• Projects and organizations in which an EPC is the predominant influencer on the
specification to use
There are four phases to adopting and implementing JIP33 specifications. Figure 3
shows general guidance and commonly observed challenges and potential solutions
for each phase. The duration and effort required during each phase may be different
depending on the type of company.
• Kick-off phase: The phase prior to the actual adoption and implementation of
JIP33 specifications
• Adoption phase: Here, JIP33 specification is included in a company’s engineering
library and part of its engineering work processes. The former company specification
covering each scope of JIP33 specification should be retired from future use.
• Implementation phase: JIP33 specifications are implemented in the development
and execution of projects.
• Post-implementation phase: After the project has been completed.
14
Figure 3 outlines a typical process for JIP33 specification adoption and implementation. It
demonstrates what actions a company could take during each phase to aid implementation.
Figure 3: a typical process for JIP33 specification adoption and implementation
15
2.2 Kick-off phase

Companies should have an implementation strategy to prepare for the adoption and
implementation of JIP33 specifications. The adoption practices below are recommended
regardless of the different nature of the companies.
What is considered critical during this phase is particularly related to Principle 1 in the
Introduction, a successful management of change.
Prior to implementation, it is imperative to understand the associated opportunity

and challenges of incorporating JIP33 specifications in a company. Some common
benefits include:
• For operating companies: Standard application leads to reduced project cost,
schedule improvement, and potential future lifecycle cost due to optimized
inventories.
• For EPC companies: Besides meeting the requirement of projects, through the
standardization, JIP33 specifications reduce the bespoke engineering effort and
service that EPC need to dedicate resource for. JIP33 specifications can become
a stand-alone specification package that EPC can offer to its client, with the
added benefit of reduced specification maintenance cost to EPC. Bringing the
standardization initiative into a company enables a digital procurement workflow. For
a lump sum type of EPC contract, cost and schedule saving, schedule certainty as
well as internal efficiency is advantageous to EPC companies.
• For suppliers: Standardization will bring benefits to inventory management,
request processing, optimization of the equipment production process with
potential to automate.
• Note: As any standardization practice, there is a snowballing effect. The initial
benefits of using JIP33 specifications may be a reduced engineering effort, with
some cost and schedule benefits from the simplification of the standards.
Once JIP33 specifications are used at scale, exponential benefits in cost and
schedule are anticipated.
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Table 3: General practice for operating companies during kick off phase
Key individuals and focus Practices to consider
Senior leaders across • Agree company’s vision on JIP33 application, generate visible commitment throughout
engineering/procurement/ the organization with the support from senior leaders and executives.
projects:
• Generate shared KPIs for individual groups, embed in individual’s performance review
Company strategic targets, including in the senior leaders’ targets
alignment on JIP33
implementation and to
• Communicate with EPCs, suppliers, operating companies, and joint venture partners
establish commitment
Sponsoring senior leaders: • Typical composition of this group: group lead (e.g., from engineering), and focal points
Establish a change agent in procurement
group dedicated for JIP33 • The change agents could be Subject Matter Experts who participated in the JIP33
implementation and create specification development. For the non-sponsoring operating company, engineering
support for this group lead or technical authority or a project engineer could be considered
Change agent for JIP33 • Create visibility, reporting system and cadence of meetings between the group and
within company: company senior leaders, where critical issues and support can be discussed, and
barriers taken away
Create and communicate
the implementation • Prepare company specific training materials on JIP33, including what it is, how to use
strategy it, its benefits, and, most importantly, the company’s vision for using. Reference IOGP
training material is available from the IOGP website.
• Identify the key users (key members of the projects to use) and key stakeholders
(engineering and procurement function to adopt JIP33).
• Conduct communication with identified groups based on training materials.
Though the content of the business, and roles within the supply chain are different for EPC and
suppliers, there are some similarities between EPCs and suppliers in terms of approach to JIP33
implementation; this is described in Table 4.
Table 4: General practice for kick off phase for EPCs and suppliers
Senior leaders across Agree company’s vision in JIP33 application, the status, clientele, potential benefits and
engineering/commercial/ how to cascade this through the company
projects:
• Create suitable KPI tracking systems, e.g., for the level of awareness in the company,
Establish company strategy level of integration within each project
in applying JIP33
Sponsoring senior leader: • Establish a group lead and representatives from procurement and sales
Establish a focused
group dedicated for JIP33
implementation
Change agent for JIP33 • Proactively identify which clients are requiring to use JIP33 specifications
within company: and which client who can be offered with using JIP33 specifications
Identify the key • Proactively communicate with EPCs/Suppliers
departments and clients
impacted, and cascade • Establish what the best way is to produce products that confirms with
company’s strategy on JIP33 requirements, the pricing implications, prepare company specific training
JIP33 implementation materials
• Conduct communication with identified group based on training materials
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Table 5: Common obstacles and considerations during kick off phase for operating companies
Common obstacles Considerations
Lack of or inconsistent understanding of • A communication plan for engagement both internally and
JIP33’s objectives externally for your supply chain partners on the JIP33 programme.
JIP33 announces web-based training sessions through the JIP33
Mailing List.
Limited (senior leaders) commitment of • Once the organization vision is aligned on standardization, the
JIP33 implementation in the organization strategy and commitment needs to be clearly and repeatedly
communicated throughout the organization to maximize its impact.
Limited visibility of a JIP33 implementation • Implementing appropriate KPIs throughout your organization will
initiative in the organization, causing ensure everyone is engaged and focused.
fragmented application within one company • Derogation on overlays or using non-JIP33 specifications where one
is available should require sign-off by a senior engineering leader.
No dedicated person/group (change agent) • Appoint a JIP33 change agent. This does not have to be full time role;
to manage JIP33 implementation in a suitable persons from all relevant functions should be identified.
consistent manner, or the dedicated resource • For the change agent to be successful, they should report
has limited visibility with senior sponsors periodically to senior sponsors.
Lack of understanding of JIP33 specifications • Training materials are available from IOGP, and IOGP can be
contacted for support
2.3 Adoption phase

In this phase, the company prepares to use the JIP33 specifications in actual projects/products.
At this time, the company needs to include and integrate JIP33 into its own engineering library
and commercial framework. Considering the varying needs of different types of companies, the
practices in Tables 7 through 9 have been designed to address the varying concerns and needs
of the different types of companies who will be using JIP33 specifications.
The successful execution of the adoption phase is critical to the implementation phase. The
main activities include how to integrate JIP33 specifications into existing system within the
organization, and how to communicate this in an effective way. If all users can understand
what the changes are, how to apply them, and manage all involved functions right, it will
enable a smoother and more successful implementation.
What is considered critical during this phase are Principles 2 and 3 from the Introduction.
Principle 1 is required throughout the following phases to ensure the change can be
followed through in a consistent manner.
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Table 6: General steps to consider during adoption phase for operating company
Engineering team: • TRS: Carry out a gap analysis between company and JIP33 specifications to gain
Adopt and map JIP33 a clear understanding of what JIP33 replaces. Map JIP33 to existing company
to existing company standards and share with the organization the difference between existing standards
specifications and JIP33 specifications.
• TRS: The existing engineering standards that covers the scope of applicable
JIP33 specifications are recommended to be retired to avoid duplication
• QRS/IRS/PDS: Map JIP33 to existing typical company document formats.
The principles of adopting these documents are shared in the Introduction.
• Visibility: It is advised to highlight, within each organization’s documentation,

which section is JIP33 to create the visibility for the supply chain.
• Overlays: The introduction of additional company overlays should require senior

management approval to restrict their use. Where overlays are considered a must,
this feedback should be shared with IOGP for further evaluation.
• Communication: Initiate the communication within the relevant engineering

community to increase familiarization.
Procurement team: • Frame agreements: Incorporating JIP33 requirements in frame agreements

Adopt into existing or other company contractual agreements.
procurement system • Release the updated contractual agreement for project team’s usage.
• Communication: Engage approved suppliers to align to JIP33 requirements and

encourage suppliers to be prepared for products that conform to JIP33 specifications.
• Communication: Engage and encourage relevant engineering leaders in EPC
to establish KPIs for presentation in strategic business reviews.
Change agent for • Coordination: Coordinate the interface between engineering, procurement,
JIP33 within company: and the project organization on above mentioned activities. Share feedback
Coordinate adoption, with IOGP on the use of overlays and any adoption issues.
create visibility within • Identify suitable activities (e.g., project, maintenance and other activities include
organization and users procurements) that can apply to JIP33 specifications.
• Coordinate training for project teams, supporting functions and key external partners.
Table 7: General steps to consider during adoption phase for EPC and supplier
“Change agent” for • EPC: Integrate the available JIP33 technical specifications into the company’s
JIP33 within company: procurement system
Introducing the company • Supplier: Review JIP33 specifications conformance for products, and engage
to JIP33 and preparing with relevant group, such as sales, information and quality functions on internal
short-term readiness for implementation and conformance.
JIP33 implementation
• Conduct training of JIP33 to the relevant groups/functions down to the individual
user level using the IOGP JIP33 training materials.
• Track KPIs for JIP33 usage
Prepare actions for • Have a system in place to receive notifications on JIP33 specifications updates
longer term adoption • Contribute to JIP33 specification development and updates, including reviews and surveys.
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Table 8: Common obstacles and potential solutions during adoption phase for operating companies,
EPC and suppliers to consider
Common obstacles Potential solutions
Misalignment between JIP33 • Once a JIP33 specification is announced to be under development, develop an
specifications and existing implementation plan for that specific product ahead of publication.
company specifications • Some company’s specification boundaries may be different from the available
complicate adoption JIP33 specifications. For example, a company specification may be to a package
level while a JIP33 specifications is for a component and equipment level.
Consider using the most applicable one to match the company’s boundary.
JIP33 specifications have limited • JIP33 specifications are not intended to cover the entire project portfolio and
scope and do not cover the entire have been successfully integrated into companies’ engineering libraries.
project scope. Implement JIP33 specifications where they cover products relevant to a project.
Suitability of JIP33 specifications • The applicability of JIP33 specifications to non-oil and gas projects needs to
to non-oil and gas type of projects be considered on a case-by-case basis, but JIP33 specifications could apply
to projects with similar equipment needs and operating environments. IOGP
welcomes feedback from companies on their experience of applying JIP33
specifications in such projects.
• Contact the JIP33 Project Team (feedback@jip33.org) for information on how
JIP33 specifications have been used for low carbon applications and projects.
Suitability of JIP33 specifications • JIP33 has been applied to maintenance of existing facilities and used as
to maintenance projects preference to legacy product. JIP33 would recommend a company perform
a SWOT analysis or risk assessment to determine what is the best long-term
solution for a given facility or project.
Overlays are added due to • Refer to Section 3.1 for more information.
company’s own requirements
The company has a “siloed” • The change agent identifies projects to apply specifications to, and
structure for its functions, communicates expectations.
creating a lack of visibility within • Create visibility in the company on projects that use JIP33 specifications
organization
• Implement relevant KPIs for all functions on JIP33 implementation.
Reluctance to be proactive due to • It should be noted that adoption and application to project takes time. This
limited scope, projects usage and is due to practical issues to adopt a specification and the project lifecycles.
unclear value gain Planning and tracking of which specifications are adopted and their uptake
in projects can be managed through KPIs.
• Operating companies to engage EPCs and their external stakeholders as early
as reasonably practicable on their JIP33 strategy.
20
2.4 Implementation phase

Sufficient preparation in previous phases (kick off and adoption) will facilitate a smooth
execution of JIP33 implementation when it comes time to start using JIP33 specifications
in actual projects. One of the key actions in this phase is not only to implement JIP33 in
projects, but also to establish a system for performance data collection, which can then be
supplied back to IOGP to identify area for refinement and improvement. The data collected
should include cost, man hours, and scheduling.
Depending on the company’s nature and specific needs, there are often overlaps or combination
between the kick-off, adoption, implementation, and post-implementation phases. It is entirely
up to the company, to see what suits the company’s structure most easily.
Table 9: General steps to consider during implementation phase for operating companies
Project team: • Suitable stage of projects: The ideal timing for implementing JIP33 specifications to
Implement JIP33 projects is during ‘basis of design’ stage; however, it can still be considered during
specifications the Front-End Engineering Design (FEED) and detailed design engineering stage.
in suitable projects This can trigger a management of change through the project.
• Applicable project types: Applicability of JIP33 specifications, for new (greenfield),

maintenance (brownfield) projects, low carbon projects, need to be considered case by case.
• Issue EPC and/or suppliers the complete procurement package, referencing JIP33
specifications prepared during the adoption phase.
• Overlays: Once JIP33 is adopted formally in the company system, individual projects
should use the specification incorporated in company system as is, and avoid overlays.
Overlay requirements additional to JIP33 should require sign-off by a senior manager.
• Highlight the use of JIP33 specifications to increase visibility: When a company

adopts JIP33 specifications as part of their engineering standards, it is encouraged to
make this visible to related EPC and supplier companies in activities such as, clearly
stating it in the Invitation to Tender (ITT) document, project kick off meetings and
supplier discussions.
JIP33 “change agent” • Set up on what information is required for KPIs: The visibility of data will
focused group developunderstanding of implementation of JIP33 specifications and evaluation of
Work alongside project their performance.
teams, collecting • Feedback and data requirement should be set up before the implementation phase
management information within the organization and EPC/Suppliers.
and feedback • The change agent should be supported with senior management’s influence as well
as functional support as required.
• Collect project information: Work with project and procurement department to

extract relevant management information, cost, schedule and engineering hours
savings to track the benefits realization.
• External communication: Consider sharing with IOGP on the experience of

JIP33 application (e.g. a case study) for further communicating the benefits
of JIP33 specifications.
21
Table 10: General steps to consider during implementation phase for EPC and suppliers
EPC – Project Team • EPC: Issue suppliers the complete procurement package, using JIP33.
and “change agent” • The principles of using TRS, PDS, QRS and IRS documents are shared in Section 1.
Implement JIP33
in suitable projects • Overlays: Once JIP33 is adopted formally in the company system, individual projects
should eliminate applying overlays.
• Evaluate the difference from the equivalent internal specification and retire existing
company standards.
• Feedback and information collection: Create tracking of value gain and feedback
for project using JIP33 specifications in project/procurement system.
Supplier – Project Team • Overlays: Evaluate the specifications received from an EPC or operating company
and “change agent” and compare with the JIP33 specifications from IOGP; recommended a clarification
Implement JIP33 and discussion if overlays are excessive. Please refer to Table 14 in Section 3.1 for
in suitable projects guidance on when overlays are acceptable.
• The company’s “change agent” should collect feedback from those applying JIP33
within their company and share it with IOGP for future updates of JIP33 specifications
• Feedback and Information collection: Create tracking of value gain and feedback
for project using JIP33 in project/procurement system
Table 11: Common obstacles and potential solutions during implementation phase for operating
companies, EPCs, and suppliers
Limited confidence in JIP33 value gain • EPC: Establish baselines for engineering, cost, and
schedule for legacy specifications and compare JIP33
performance to those.
A lack of understanding of how to use the TRS, • Track training on JIP33 as a metric
QRS, IRS and PDS inhibits the users to fully adopt it • EPC: Mentor project teams that are utilizing JIP33
specifications.
First-time users of JIP33 will need training to • Contact the “change agent” group for focused support.
familiarize themselves with using JIP33
Over-stretched “change agent” cannot directly • Establish a company web page to save time and effort required.
advise all potential users within a company • Maintain the channel with senior sponsors for support
The wider use of JIP33 has been discredited due to • Specific experience of problems with specifications should
individual unsuccessful case studies, or overlays be shared with IOGP
used on some cases • Establish a strategic implementation plan using the guiding
principles in this document.
22
2.5 Post-implementation phase
Table 12: General steps to consider during post-implementation phase for operating companies,
EPCs and suppliers
Focus Area Practices to consider
“Change agent” within • Evaluation: Analyze the management information collected (equipment purchased, benefits
the company of utilizing JIP33 to cost, schedule, engineering effort, supplier feedback) on projects
Evaluate the • Internal communication: Based on the management information collected and
information collected evaluated, share with relevant stakeholders and senior managers
and communicate with • Internal communication: Create a company database on JIP33 applications and issue
appropriate group regular updates of the experience of JIP33 within company
• External communication: Based on feedback collected from users (including their

interactions with operating company, EPC and suppliers). Provide feedback to IOGP on
significant lessons learned.
Senior sponsors of the • Evaluate the overall performance within the organization, identify the critical areas
program (with IOGP) where it requires focus, e.g., within company collaboration or closer integration with
outside organizations across the supply chain
Table 13: Common obstacles and potential solutions during post-implementation phase for
operating companies, EPC and suppliers to consider
Limited application of JIP33 or • Build a critical mass of usage and promote the knowledge sharing. Dedicated
limited data availability creating and periodic review of the implementation process needs to be in place to
the impression of slow progress monitor the dynamic progress.
• Companies should have and articulate a long-term vision for an industry
programme like JIP33, rather than referring to the immediate short-term effects.
23
2.6 Specification Updates

The developed specification goes through a maintenance review regularly (a typical
specification will be updated every five years, which is based on the lifecycle of the parent
standard) to ensure continued applicability and incorporate feedback The developed
specification also goes through a regular review to address feedback and adopt any
necessary updates.
The updates of the JIP33 specifications will then need to be reviewed against what each
company has adopted within their engineering library. It could be the case where overlays
have been included for previous version, but it is no longer necessary for the updated
JIP33 specification.
It is also encouraged that companies join the JIP33 Mailing List for the updates
of the specifications.
24
3. Further Discussion
3.1 Overlays
JIP33 specifications have been developed by the technical authorities of the 12 sponsoring
companies, with comments provided by equipment suppliers and EPC companies. Overlays
refer to the addition or modification of clauses each company applies to the specification
once it has been published. Ultimately, overlays defeat the purpose of JIP33 and erode
the value for the purchasers and the suppliers and the intent of standardization. The
application overlays can also create misunderstandings for EPC and suppliers. Therefore,
these overlays should be kept at minimum and carefully challenged at each time when they
are applied. Below is a table outlining the types of overlays and consideration for each type.
Table 14: Reasons for overlays
Reasons to apply overlay IOGP recommendations
1 Safety, regulatory and compliance requirement that is specific to Acceptable

the company or locations
2 Scope: Legacy company specifications and parent industry Acceptable

standards are broader than the JIP33 specifications.
3 Optionality: Pre-selecting (purchaser) parent standard options Acceptable

within the scope JIP33 specifications provided
4 References: References to other specifications, for example when Acceptable

other specifications are used due to the scope is outside the
scope of JIP33
5 Risk: Company seeks the additional clauses to be applied, can • These are recommended to be
address performance, reliability, quality and other risks for their minimized; however, it is beneficial to
projects. (This factor can be more prominent in certain operating understand the fundamental reasons
or regulatory environments.) why these are being raised.
6 Value: Company sees the additional clauses to be applied, can • This should be reviewed individually and
promote performance, reliability, quality and other concerns approved by the accountable person for
engineering. For reoccurring overlays,
please share the feedback with IOGP.
Reasons five and six can be seen as a risk protection and/or value improvement exercise. The
motivation behind this is appreciated and understood. However, these discrepancies, regarded as
minor adjustments, can trickle down through the supply chain with a much-amplified effect, which
erode the value of JIP33. It is not suggested these suggested overlays to be completely prohibited,
however, the reasons need to be clearly understood and fully justified.
To drive standardization and develop the specification that fits all companies in various environment is
a process, hence continuous feedback and regular maintenance process has been included to make it
a better product. For feedback section, please see Section 3.3.
As JIP33 specifications mature, the need for overlays should disappear.
25
3.2 JIP33 misconceptions

Below is a list of commonly held misconceptions about JIP33 and clarifications.
It is valuable to understand the fundamentals behind these myths, in order to provide
a more successful implementation of JIP33.
Misconception 1: JIP33 specifications are only the minimum and not a finished, ‘ready to
use’ product
Clarification: JIP33 specifications can and should be used as it is, without overlays. JIP33 is a
result of collaboration between twelve sponsoring operating companies, with inputs from major
EPC and suppliers, to provide the essential minimum specifications to procure equipment.
Misconception 2: The four component documents of a JIP33 specification can be used

selectively; the technical specification is the only important one.
Clarification: The QRS, IRS and PDS documents have been developed to further optimize
the benefit of standardization and reduce the inconsistencies in requirement that suppliers
often see. Case studies have shown that excessive information and quality requirements
can negatively affect cost and schedule.
Misconception 3: JIP33 is expensive
Clarification: JIP33 is a collaborative effort to standardize procurement processes with a

minimum essential specification. For an individual company, it may seem more expensive when
this collaboration leads to essential requirements that fall outside the company’s experience.
The reduction in requirements and standardization compared to legacy company specifications
ultimately generates benefits for scheduling, costs, and effort. All JIP33 requirements have
been scrutinized by experts and come with detailed explanations and rationales.
Misconception 4: JIP33 cannot be used as it does not cover all types of equipment
Clarification: It is true that the available JIP33 specifications do not (yet) cover the full need
of the industry. However, the available JIP33 specifications can be used, with the benefits
discussed in this guide. What needs to be considered is how to use JIP33 specifications
effectively with the non-JIP33 specifications. Many companies have successfully used JIP33
specifications in combination with their existing specifications for other products.
Misconception 5: EPCs do not use JIP33 specifications because it reduces billable hours
Clarification: There are 15 global EPCs who have signed a Memorandum of Understanding
(MOU) supporting JIP33 and effective utilization of resources is aligned with EPCs’
business objectives.
3.3 Feedback and contacts

Continuous feedback will help to improve the quality of the product. JIP33 specifications
is to seek the solution that converges the industry. Your feedback will make the product
more flexible and perfect for all the users. For all questions related to any aspect of JIP33,
please contact feedback@jip33.org.
26
Acronyms
API American Petroleum Institute
CAS Conformity Assessment System
EPC Engineering Procurement Construction (company)
FEED Front End Engineering Design
HR Human Resource
IEC International Electrotechnical Commission
IM Information Management
IOGP International Association of Oil and Gas Producers
ISO International Organization for Standardization
IT Information Technology
ITT Invitation to Tender
ITP Inspection Test Plan
IRS Information Requirement Specification
JIP Joint Industry Projects
KPI Key Performance Indicator
LLI Long Lead Item
MOC Management of Change
MOU Memorandum of Understanding
NDE Non-Destructive
PDS Process Data Sheet
PO Purchase Order
POQR Procurement Order Quality Requirement
QRS Quality Requirement Specification
SDRL Supplier Document Requirement List
SMIS Supplier master information schedule
SME Subject Matter Expert
TRS Technical Requirement Specification
27
This document describes best
practices on how to adopt and
implement IOGP-JIP33 Standardized
Procurement Specifications.
This document provides guidance
to all functions engineering,
purchasing, and manufacturing
equipment within operators,
engineering, procurement, and
construction (EPC) contractors,
and suppliers in the petroleum
and natural gas industries.
IOGP Headquarters www.iogp.org

City Tower, 40 Basinghall St, London EC2V 5DE, United Kingdom
T: +44 (0)20 3763 9700
E: reception@iogp.org
IOGP Americas IOGP Asia Pacific IOGP Europe IOGP Middle East & Africa
T: +1 713 261 0411 T: +60 3-3099 2286 T: +32 (0)2 790 7762 T: +20 120 882 7784
E: reception-americas@iogp.org E: reception-asiapacific@iogp.org E. reception-europe@iogp.org E: reception-mea@iogp.org

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REPORT MAY

GUIDE FOR IMPLEMENTATION OF JIP33 PROCUREMENT SPECIFICATIONS

JIP33 standardized procurement

Front cover photography used with permission courtesy of

IOGP welcomes feedback on our reports: publications@iogp.org

GUIDE FOR IMPLEMENTATION OF JIP33 PROCUREMENT SPECIFICATIONS

VERSION DATE AMENDMENTS

1.0 May 2023 First release

1. Structure of JIP33 specifications 9

Background and Objective

This document is organized as follows:

S-795 JIP33 Quality Requirements Specification Implementation Guide

Guiding principles of JIP33 implementation

Principle 1: Successful Management of Change (MOC) is essential

The critical drivers required for a MOC to be successful are:

As with any successful MOC, it is also a behavioural and cultural change.

Principle 2: JIP33 requires coordination and resources

Principle 3: Company overlays are not desired

Principle 4: Brand consistency and awareness

Critical success factors for successful implementation

Table 1: Critical success factors prior to implementation at actual projects

Area Critical Success Factors Measures to be Considered

Overall Well-understood opportunity/risk of • Alignment across organization (between business

Dedicated (part or full time) change • Availability of change agent(s)

Clear communication within the • Number of communication and training sessions

Commercial Prompt initiation to include in company’s • % of framework agreements that refer to

Table 2: Success factors during and post-implementation phases

Area Critical success factors Key Performance Indicators (KPIs)

Proactive collection of feedback on the • Feedback collected by company focal point

Interfaces Consider sharing procured (or earlier

Request for IOGP support • Number of training sessions conducted

1. Structure of JIP33 specifications

1.1 Technical Requirement Specification (TRS)

Changing or supplementing these technical requirements would undermine industry

1.2 Procurement Data Sheet (PDS)

1.3 Quality Requirement Specification (QRS)

The quality requirements specification (QRS) provides:

1.4 Information Requirement Specification (IRS)

An IRS is similar to a Supplier Document Requirement List (SDRL), a Supplier Master

1.5 Relationship within the JIP33 specification documents

Figure 1: The components of a JIP33 specification and their interfaces

Figure 3: a typical process for JIP33 specification adoption and implementation

2.2 Kick-off phase

Prior to implementation, it is imperative to understand the associated opportunity

Key individuals and focus Practices to consider

• Conduct communication with identified groups based on training materials.

Key individuals and focus Practices to consider

• Conduct communication with identified group based on training materials

Common obstacles Considerations

2.3 Adoption phase

Key individuals and focus Practices to consider

• Visibility: It is advised to highlight, within each organization’s documentation,

• Overlays: The introduction of additional company overlays should require senior

• Communication: Initiate the communication within the relevant engineering

Procurement team: • Frame agreements: Incorporating JIP33 requirements in frame agreements

• Communication: Engage approved suppliers to align to JIP33 requirements and

Key individuals and focus Practices to consider

• Track KPIs for JIP33 usage

Common obstacles Potential solutions

2.4 Implementation phase

Key individuals and focus Practices to consider

• Applicable project types: Applicability of JIP33 specifications, for new (greenfield),

• Highlight the use of JIP33 specifications to increase visibility: When a company

• Collect project information: Work with project and procurement department to