Internship graduation Report
SEU1990
sampl1.pdf
Internship starts
January 6, 2019
Ends: March 21, 2019
Working hours per week 40 hours SABIC terminal services company
SABTANK
College of Administration and Finance Sciences
MGT-430: Internship 22806
ABDULLAH ALI AON ALABDALI S150115570 Under supervision
Turki Al-Quraini (SABTANK)
Abdulaziz Al-Khurayadili (SEU)
1
Executive summary
This report is based on my internship at SABIC terminal services company (SABTANK) for the bachelor’s
degree in Saudi Electronic University at College of Administrative and Financial Sciences for the year 2019.
For the last three months (January 6,2019 / March 23, 2019) I’ve been delightful to work with chemical
business planning and logistic within SABTANK with great team who helped me to concur such amazing
internship journey. Every hour spent in completing task has given me more experience that sometime cannot
be translated into words, nevertheless it really shaped my classroom courses and helped me deploy what I
have learned to work life with success Alhamdulillah.
The report includes SABTANK history of its starts and the transformational phase from small storage
petrochemical company, to the leader of exporting/importing petrochemicals to help Saudi Arabia achieving
its economic development towards Mohammed Bin Salman vision 2030.
Joined Business planning function late 2018, and it was a great chance to explore such department within
my internship with the college guidelines which helped me to see what is really matter in work life to
concentrate on, to be better worker in the future with the help of my organization supervisor, college
supervisor and the classroom courses.
For the first 5 weeks of the program, I’ve worked along with full support of the department manager,
exploring department key performance indicators and see the best ways to configure them to numbers and
data, looking for ways to put more enhancement and improvement for both employees and work. And the
last 5 weeks worked with department supervisor of planning and logistic, planners and shift planners and
how the objectives given by the manager translated into great performance in a way of achieving
organization overall goals.
Under manager wing, I have mainly assisted translating employee performance and insuring department
KPI’s are achieved in weekly basis and provide necessary data are given in time and installed updated
employee’s performance chart,
“There are always a room for improvements” this expression is what I always here from department
manager which give the encouragement and involvement to think of ways to improve the work life and
enhance it continuously, and the table is big enough for everyone to share his ideas and thoughts.
Under department planning supervisor and the rest of the team, I’ve learned how to engage with various
tasks and techniques for serving other functions within the organization and serving stakeholders timely,
accurately and most important of them all, learning how to be responsible and accountable for the tasks
given to employees.
2
In this report I also include the major task I held during the internship program with full details and
highlighted the other daily/weekly repetitive tasks supported by pictures, sheets and charts as possible and
insure to make understandable enough for the non-industrial reader.
Through my internship program, I have learned in depth understanding of SABIC’s four value dimensions
Engaging Inspiring Creating Delivering
3
Table of content
Executive summary ............................................................................................................................................... 1
Introduction ........................................................................................................................................................... 4
SABIC Terminal Services Limited Company .............................................................................................. 4
Our Vision .......................................................................................................................................................... 4
Our Mission........................................................................................................................................................ 4
Our Values ......................................................................................................................................................... 4
Address ............................................................................................................................................................... 7
Internship activities............................................................................................................................................... 8
Conditions and functions ................................................................................................................................. 8
Organization Chart ........................................................................................................................................... 9
Business planning and chemical logistic Department chart ..................................................................... 10
............................................................................................................................................................................ 10
Services Process chart .................................................................................................................................... 10
Asset reliabilities analysis .............................................................................................................................. 10
Employee performance .................................................................................................................................. 12
External analysis ............................................................................................................................................. 13
Communications software and tools ................................................................................................................ 14
SEABERTH ..................................................................................................................................................... 14
Skype for business meeting ............................................................................................................................ 15
Microsoft Outlook ........................................................................................................................................... 16
Conclusion ............................................................................................................................................................ 17
References ............................................................................................................................................................. 18
4
Introduction
SABIC Terminal Services Limited Company
SABTANK is One of SABIC substantial companies established in 1996, a joint venture with VOPAK
international VP. Unrivaled facility on the fields of chemical petrochemical storage product transfer and ship
handling and asset management for port facility, Service Company dedicated to providing high quality bulk
handling, terminal, and material management services for SABIC and non-SABIC affiliates. SABTANK
operates two port facilities: one in Jubail (KFIP-J) and one in Yanbu (KFIP-Y).
SABTANK has two port terminal operation facilities under its fold. One is KFIP-Jubail, consisting
petrochemicals quay-1 (PCQ-1) of eight berths serviced by ninety- nine storage tanks, storing Forty-four
different chemicals, petrochemicals quay-2 (PCQ-2) consisting of five berths serviced by seventy- eight
storage tanks, storing Forty-one different chemicals manufactured by SABIC and non-SABIC affiliates.
SABTANK also operates two solid handling terminals. One is the Urea Handling and storage terminal where
Urea is stored and loaded through four berths in bulk. The other is the Iron Ore unloading facili ty which has
two berths where the Ore is unloaded from ships and directly transferr ed to steel plant through conveyor belt
facilities in Jubail Industrial City.
The other is KFIP-Yanbu where two berths are supplied with twenty products out of which three are stored in
twelve storage tanks located at the port. In total, SABTANK handles 105 different chemicals produced by
SABIC and non-SABIC affiliates. SABTANK has a cumulative storage capacity of more than one million
cubic meters and the berth throughput reaches around thirty-two million metric tons per annum, extension to
manufacture sites for the interface in their supply chain.
Our mission to reliable, proactive and dynamic leaders in operation and maintenance.
Our Vision
To be the preferred logistic service provider in port operations.
Our Mission
To be a pro-active, dynamic leader in operation and maintenance & Reliability of port facilities storage, product
handling and related logistical services that adds value and provides high quality services in a safe, secure,
healthy and environmentally- friendly manner to exceed stake holder’s expectations.
Our Values
• Customer Satisfaction.
• Quality Service.
• Credibility and Transparency.
• Trust and Mutual Respect.
• Inspire and engage employees.
5
Port facilities storage product handling and related logistics services that add value and provide high quality
service in a safe secure healthy and environmentally friendly manner to exceed stakeholder expectation.
We extend a unique, innovated services and work around the clock serving more than 27 of SABIC affiliates
and private companies.
SABTANK specialized in seaport storage and handling of liquid, solid and liquefied gases.
More than 36 MMT of petrochemicals per year are shipped by 1350 vessels (Vessel Draught 16 meter) to
KIFP of both Jubail and Yanbu. 1.75 MMT liquid capacity and 110 KMT warehouses using sophisticated
transfer methods like pipelines trucks and rail routes.
Known as the leading treading hub for liquid petrochemicals, SABTANK applies best in class technology for
various storage, loading unloading activities using 21 berth and more than 180 tanks handling more than 90
products.
Most of these tanks are connect to manufacturing sites through extensive pipelines networks, thus enabling
reliable and constant product movement between port and plant.
The storage tanks are equipped with automatic tank gauging system that measure accurately the quantity of
products.
6
SABTANK managing hyperactive stations, which facilitate to handled rail wagon as well as over 150 trucks
per day for loading and unloading activities.
Iron ore, the metal of universal use and the backbone of modern civilization, off loads here in SABTANK
through the state of art “conveyer belts”, spanning than 30 kilometers.
Urea manufactured by SABIC affiliate is exported as baulk shipment at the solid product terminal at rate of
600 ton/hr. through four jetties and five receiving stations accommodating of an average of 600 trucks per day.
SABTANK is the heart of SABIC and other private companies supply chain, handling chemicals, meatal and
fertilizers. It can limit or accelerate time to market speed, extend it service in capitalize on its relationship with
related authorities within the port areas. Elevated complexity in terminal due to the handling of specialty
products and different shipment compensation is easily roll over by SABTANK.
With every new product introduced SABTANK continue to expand it knowledge portfolio and experience.
Qualified tech and engineers preform maintenance and technical operation for terminal facility in planned and
systematic way, ensure availability of these assets, eventually leads to increase productivities and customer
satisfaction.
7
SABTANK is committed to support customer’s growth by efficiently managing their project at king
Fahad industrial port in Jubail and Yanbu.
Our commitment is safety at SABTANK is second to none. SABTANK integrated management system
SIMS emphasizes on providing quality services without ever compromising the safety, health, security
and environment standards. SABTANK is been publicly recognized with honorary such as Responsible
care certification 14001, ISO 9001, OSHAS 18001, ISO 55001 and many more.
We are committing to serve our customers better, thus conforming SABIC 2025 strategy.
We are: Sophisticated Accessible Beneficial Transparent Advanced Noteworthy Kinetic.
Address
SABTANK (Al Jubail)
P.O. Box 10135
31961 Jubail Industrial City
Kingdom of Saudi Arabia
Tel +966 13 345 3737
8
Internship activities
Conditions and functions
During the internship, Mr. Turki Al-Quraini has supervised me along with all department planning
supervisor and Logistics planners.
I worked as Analyst for Business planning department with the following main work criteria:
• Ensure all logistics system (Users, Supply Chain, SABTANK, Agent and Surveyor) functionality is aligned to optimize the shipping performance.
• Define and report metrics to track, analyze, improve and control the Berth utilization and availability.
• Incorporate SABTANK capabilities with the Users commitments to derive the Excellency.
• Collaborate with various departments internally and ensure that any system Shutdown is executed timely and efficiently.
• Enhance the departmental communication and reporting structure
Stockholder Expectation Key topics
Customers Top management ensures
that customer requirements
are understood and met, by
requiring compliance with
the documented procedure
for Customer Related
Processes
Strives to identify current
and future customer needs to
meet customer requirements
and exceed customer
expectations.
Business partner The center of SABTANK
Vision and Mission.
SABTANK considers the
needs of its stakeholders to
deliver outcomes that strike
a balance between price and
delivered quality of service
SABTANK strives to
engage with stakeholders in
a transparent manner to
create an atmosphere of
mutual trust and confidence.
9
Organization Chart
10
Business planning and chemical logistic Department chart
Services Process chart
A notification sent from (Users, SBU, ship agent) to SBATNK logistics about the services required,
loading/unloading chemical product containing all ship information such estimation time of arrival,
quantities to be loaded or offloaded, ship communication system and ship tank history (quality point of
view) …
This information to be registered within SEABERTH system to be reflected to all system end users by
logistic planner. Later, to distribute and communicate the information’s to both port authorities and shift
planner with respect to their function, the right information will be delivered timely and updated.
Once the ship called by port authorities and been berthed and served under SABTANK, an on -spot updating
will be provided by both shift planner and logistic planner till the end of ship activit ies so that the USERS
can easily get the information he need when needed.
Asset reliabilities analysis
One of the major analysis I has carried out during the internship was for SABTANK berths annual
maintenance performance and sudden shutdowns.
Here in SABTANK berths are the hearts of it, so any interruption in berth facilities will not only affect
SABTANK KPI’s, it will be as “butterfly affect” for all stockholders, users: SABIC and non SABIC, ship
owners and customers all over the world. That’s why every planned or unplanned shutdown will be under
focus by everyone.
Generally, central maintenance department developed a maintenance plan and duration to execute this plan
for all berth as a yearly plan, we as business planning department review this plan on base of time
(maintenance duration and when the best time to preform it). Our role is to challenge and reduce, delay or
even reject the proposed plan base on giving facts.
This fact is an analysis that I was responsible for during my internship, is to record all previous annual
maintenance and review all work has been carried out during it.
The analysis is put also to monitor berths day by day reliability and measures the frequent breaks down, and
help us to interfere to help these berths continuity serving:
• Which berth has been low operation performance related to maintenance issues?
• How much time did we lost for maintenance issues outside annual plan?
• Do we have repeated issues that have been reported after maintenance plan?
• Issues accountabilities.
Sr. Manager Business
planning&Logistics
ADMIN Assistance Business engineer Analyst TMS Admin Manager solid
logistic
Analyst port&agent Planner
Transportation& Inventory
Supervisor Planning&schadulin
g
Planner (Logisticsx4)
Manager Chemical Logistic
Logistic Engineer Analyst planning
&Schedualing Supervisor shipping
Planner (shiftx8)
Supervisor Planning& Schaduling
Planner (Logisticsx4)
11
This analysis helps us to point out berths need to be taken for immediate maintenance, count total time of
this outage that and hold responsible/accountable related department in front of top management to insure
business continuity.
Six lean sigma (DMAIC), one of the most power concepts that we learned in text book during collage
journey and we had the opportunity to apply in this analysis to improve and sustain berth operational
activities from asset point of view.
Technical team and logistic department have set together to DEFINE frequent problems and their affects for
organization KPI’s and put them under our radar. Since the time is the major threats, we MEASURE and
quantify the waste occurred during berth idle for maintenance and we found most of it spare parts
unavailability, with the help of the ANALYSIS that we based our challenge on, we could point out the
frequent asset break down and time wasting in waiting for maintenance readiness, and then
IMPROVEMENT has shown for berths after been retune to normal operation with sustain efficiency, and
continue CONTROLLING for such behavior and knowledge towards improvement.
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BERTH
NO.
2018 2019 REMARKS
PLAN ACTUAL PLAN ACTUAL
B36 May 06 - 10 May 12 - 16 April 21 - 25
B37 April 29 - May
03 May 27 - 31 January 27 - 31 January 27 - 31 Revised
B41 April 22 - 26 April 30 - May 04 March 12 - 16 ON GOING
B42 May 13 - 15 April 01 - 05 March 24 - 25 As planned
B43 September 24
- 28 September 24 - 28
February 24 -
28 February 24 - 28
B44 November 25 -
28
November 28 -
Dec. o2
November 24 -
28
B52 October 21 -
25 October 22 - 26
September 15 -
19 Revised
B53 October 07 -
11 October 08 - 12
October 06 -
10
Employee performance
When I joined the team, there was one weekly monitoring sheet for department employees who are pointed
as on-call planner, this sheet inputs were related to department KPI’s such as waiting time for ships at
anchorage, number of ships served over the week, ships idle time, ships operational time, net
loading/unloading flow rate, ship file closing accuracy… and so on.
I’ve managed with my supervisor to transform these numbers to evaluation measures for my team workers
and communicate, discuss the /achievement/discrepancy of this performance at weekly basis over an open
brain storming discussion every Sunday, jointly with all co-worker to share the on-call planner obstacles and
solution he brought to overcome such obstacles.
This discussion has helped improving the competency between team members to achieve high number of
performances during the week which reflect the performance over month performance and hopefully the
whole year.
13
Planners
Sum of
Ship Files
completed
Sum of
Error
Ship
Files
Average of
Ship Files
Accuracy
(%)
Average of
Waiting
Time at
Anchorage
Average of
Non-
Loading
Time
Average of
Net
Pumping
Rate
Ansari 15 3 80% 8:31:20 9:35:20 647.33
Battah 9 3 67% 6:50:40 10:05:20 763.00
Hatim 14 3 78% 5:44:40 8:15:20 578.67
Naif 12 3 75% 8:44:20 11:19:00 722.33
Rizwan 12 3 75% 7:55:20 8:08:20 752.67
Sunaitan 17 3 82% 3:24:20 11:05:00 471.67
Grand
Total 79 18 76% 6:51:47 AM 9:44:43 655.94444
External analysis
For the last couple of weeks, we got notify that one of SABIC entity (IBN SINA plant) leader manufacture
in producing Methyl tert-butyl ether (MTBE) and Methanol (MEOH) is going for unplanned shutdown,
IBN SINA plant is considered as down-stream for three other plants in regard to MEOH suppling.
Partnering with ARRAZI plant to compensate the production, and the SharePoint of this compensatory
between IBN SINA and ARRAZI is SABTANK.
The unplanned shutdown is threating ARRAZI inventories at SABTANK due to enormous quantities that
IBN SINA has requested with them in order to continue supplying down users without interruption and the
same time is threating SABTANK KPI of serving shipment timely due to the loss of product availability to
this plan.
As SABTANK planning department, we requested a high urgent meeting with affected parties, ARRAZI
business planning and production units. IBN SINA business planning. And SABIC business units and
marketing. To forecast the shutdown duration, weekly demand quantities along with customers demand over
the world and developed one analysis for these requirements.
This concern then has been taken internally with SABTANK technical team to find solutions and wa ys for
overcoming this major interruption to revenues and SABIC image to its customers with rerouting product
receiving to SABTANK tanks to build and hold inventories at port side at the same time fulfilling IBN
SINA demand quantities.
Sum of Ship Files completed
Ansari
Battah
Hatim
Naif
Rizwan
Sunaitan 0%
20%
40%
60%
80%
100%
Ansari Battah Hatim Naif Rizwan Sunaitan
Average of Ship Files Accuracy (%)
14
• Transfer rate to IBN SINA has increased from normal transfer rate by 20% without jeopardizing SABTANK integrity. (250 mt/hr-300 mt/hr)
• Shipments scheduling changed for the forecasted bottle neck of production, only for the arrival times of shipments by 10%, especially for SABIC carries.
• SABTANK operation to maintain SABTANK inventories at certain levels (50% of all MEOH old tanks and 80% of new tank) and notify us in advance for any level dropping for further
arrangements.
Communications software and tools
SEABERTH
In April 2011, SABTANK has chosen Cirrus’ SEABERTH to enhance terminal scheduling, management.
SABIC Terminal Services Co (SABTANK), decide to change the old system “TPS (terminal paper
flow system” of handling and scheduling transportation.
SEABERTH integrated system, has added efficiency to berth operation activities which is compatible with
such growing terminal.
SEABERTH philosophy is using Terminal operational business Key Performance Indicators (KPI) as
drivers for initiating an algorithm to schedule the right time, ship and berth to accommodate loading or
unloading activities. The system has enhanced decision-making and analyzing ships situation, for logistics
planner to perform scheduling activities planning and
optimizing ship and berth operation activities and to reduce cost of these operation later for both customers
and SABTANK.
SEABERTH has been integrated in all SABTANK sectors (liquid petrochemicals, Solid and Iron ore) in
both Jubail and Yanbu, which gives visible integration of the management system and allow the desired
analysis to be at hand when requested by stakeholder or SABTANK executives.
15
One of SEABERTH influences on both SABTANK and end customers is improving CS levels at the same
time as reducing waiting time, demurrage costs and increasing terminal throughput. On the other hand, the
system has standardized and molded the operation activities to insure berth optimization.
What distinguish SEABERTH from the previous system, that measures continuously, accurately and on
early basis the business KPI’s, to indicate the gaps and the pitfalls and inefficiencies once they happen to
insure rigid follow up from all SABTANK functions to adjust and correct what’s need to be corrected.
Assuring walking on the right track toward terminal operation succession and customers satisfaction.
The system also gives an opportunity to simulate solutions for planners to try several cases in front of
implementing them in real operation activities and planning to estimate pitfalls, cost and improvement if
any.
SEABERTH’s comprehensive multi-user environment also helps the logistics planning department move a
long way towards a paperless environment, whilst expediting the communication of business-critical
information up and down the supply chain.
What makes the system powerful and easy to install in any organization that mainly regarded to
transportation activities (marine transportation) to the previous one, the training material was been delivered
to employees in just weeks and from then the old system was terminated.
Skype for business meeting
A powerful communication tool has shortened
distance between us and stakeholder and made
meeting more efficient in matter of time.
In the past we had only two choices for meetings,
either to held it face to face which is difficult to
find the right time for all parties concern
especially for those outside Jubail, or by phone
conferencing meeting which contain lots of
barriers and the absences of material presented for
everyone makes it hard to follow up with topic or
issue under addressing.
With tool, no limit for invited people, all
materials from everyone can be presented and all
aspect is been fulfilling for each meeting
members.
16
Microsoft Outlook
The heart of organization communication and 95% of it gone through. Very powerful for exchanging
organization folder, organizing companies SharePoint list and helping scheduling meetings internally and
externally
During the internship and following the supervision of Mr. Turki I have gained more skills in deliveri ng data
to top management and stakeholder as well. Timing, data selectivity/quality.
I’ve gained the skills to manage time through several tasks, skills of delegate some task that required other
functions inputs, prioritizing tasks relatively.
I’ve gained the skill how to deal with different type of employee’s personality. Thinkers, independents,
perceiver, extravert and the way of motivating such kind of different personality, in the roll of being
delegated as manager during in my internship.
During in my internship as mention above, I’ve been delegated as manager responsibilities in the absence of
Mr. Turki beside of the responsibilities of planning supervisor, in this delegation I was put in the spot of
transformation from being follower to a leader of looking of organization improvement along employee's
improvement and enhance the task that given to us. The internship changes my prospective towards
organization, made me to see the big picture of how all functions within are working together in integrated
system. How one function has an impact on another and the right way of dealing and delivering this
integration towards organization success.
The internship took me from the chair of doing tasks, to the operation room of developing these tasks to
achieve organization vision and missions
17
Conclusion
Overall, the internship added an experience and new skills to what I have already. I gained from the positive
well instructed guideline of the internship program helped structured this report in the way it app eared as it
is now. I’ve have seen the similarity in facts and theories between classroom and real -life work. For the first
2 weeks I discovered some challenges in transforming the daily activities to academic format. It was a great
opportunity discovering what my strength and weakness are, gave me new insight of how to improve both in
coming future.
The internship program gives the accessibility to engage with most of organization departments, EHSS,
CMD, Operation, Finance and external stakeholder
Learning the way of dealing with ethical situation, dilemmas, environmental issues and more organization
dimensions beyond only business planning and logistics.
I thank everyone who contributed direct or indirect in my internship program duration, and I ho pe it would
be the starter for my successful career in future.
18
References
https://www.sabic.com/en/about/corporate-profile/affiliates
https://cirruslogistics.com/resources-and-news/press-releases/sabtank-selects-cirrus-seaberth/
