A Legacy of EmpowermenT
and Excellence
Executive Insight spoke with Tracie Slone, Vice President of Global Supply Chain and Enterprise Process Optimization at former Marathon Oil Company about how her team enhanced Marathon Oil’s performance through strategic supply chain management and a dedication to continuous improvement, and also left a lasting impact on the broader energy sector.
Strong supply chain management
Marathon Oil’s success in the industry was largely attributed to operational excellence and strong leadership, supported by a strategic and efficient supply chain organization. We had the pleasure of speaking to Tracie Slone, Vice President of Global Supply Chain and Enterprise Process Optimization at former Marathon Oil Company, who provided an insight into her team’s role in support of the company’s operations and vision.
In her role, Tracie led a supply-chain and process optimization team of over 100 professionals supporting contracting, materials procurement, inventory management, SAP systems, company process and data optimization, and shore-based management efforts in the U.S. and around the world.
With her experience in global supply-chain management and procurement, she successfully partnered with her team to implement sophisticated process and system automation improvements, organization and role optimisation, the launch of AI for reporting and analytics, and improved commercial strategies leading to increased efficiency in supply-chain operations.
Tracie obtained her Bachelor of Science in
Business Administration (BSBA) specializing in Procurement and Operations Management. She reflects on her career journey: “When I started college, Supply Chain Management as a degree was a fairly new concept. I was one of those early individuals enrolling in the course, and this decision, in a way, defined my career path for the next nearly 25 years, most of which were spent at Marathon Oil.”
Focus on communication
Tracie further says that in terms of leadership, Marathon Oil was always a company with a strong focus on communication and feedback from its stakeholders, defined aspirations, the vendor base, peers and company executives. She points
out that although the company had been working towards a very consistent vision for the last ten years, there was always space for the business to evolve in line with the feedback.
“In 2015 the supply chain defined a roadmap of where we wanted to be in the next ten years, which we largely accomplished, reflecting and utilizing the latest developments in technology, such as artificial intelligence, to deliver value. We had a structured approach based on constantly soliciting feedback from the broader audience. The reason we did that was clear –the more we could gain in feedback, the more we could translate trends, and ultimately, that allowed us to identify the biggest opportunities to drive value.”
Diverse and talented
Tracie attributes much of her team’s success to having the right people in the right jobs, explaining that Marathon Oil’s culture was supportive of a diverse and inclusive workforce. “Still, finding the right people with the breadth of experience we required could be a bit of a challenge,” Tracie admits, noting that to address this challenge, Marathon Oil had invested in talent development to build much of its talent in-house. “Continuous coaching and mentoring was one way of helping to develop members of our team.
We fostered an inclusive culture where employees were positioned to grow, thrive and strengthen our business. When I was in college, there
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DNOW is a trusted partner to leading names in the oil, gas, and chemical industries, including former Marathon Oil Company. Executive Insight recently spoke to key personnel from DNOW to explore what sets them apart and the foundation of their long-standing relationship with former Marathon Oil.
Josh Covatch, Director of Operations at DNOW, provides an overview of DNOW’s operations and its pivotal role in supply chain management across industries. With over 17 years of experience, Covatch brings operational expertise that has strengthened DNOW’s client partnerships. “Our goal at DNOW is simple,” Covatch explains, “and that is to be a trusted partner our clients rely on as they grow and improve their competitive position in the marketplace.” DNOW’s supply chain solutions—ranging from sourcing and procurement to warehousing and inventory management—are tailored to drive improved profitability and efficiencies, especially in its relationship with former Marathon Oil.
DNOW’s significant partnership with former Marathon Oil exemplifies the company’s dedication to operational alliances. Covatch’s coordination of a team of 40 employees across eight nationwide operating assets and warehouses highlights DNOW’s agility in scaling to meet client needs,
reaching operational capacity within 90 days. However, Covatch emphasises that maintaining such a partnership relies on contributions from the entire DNOW leadership team, who collaborate to achieve consistent client success.
Brian Claverie, a Senior Director of Sales who oversaw the Marathon Oil account, led DNOW’s executive relationship with Marathon, managing strategy and ensuring seamless integration of DNOW’s supply chain solutions. “My role with Marathon focused on embedding DNOW into their operations to support continuity,” Claverie shares. As one of the primary points of contact, Claverie tailored DNOW’s services to fit Marathon’s operational requirements, which included resources, inventory, logistics, sourcing, and a safe environment. This integration allowed Marathon Oil to streamline operations, reduce costs, and focus on its core areas, with DNOW functioning as an essential internal team.
Claverie’s hands-on leadership emphasised the efficiency Marathon gained by entrusting DNOW with its operational support. “We didn’t just manage warehouses; we aligned with Marathon’s goals,” Claverie notes. His collaboration with Marathon, including key internal figures like John Coyle, ensured that DNOW continuously met evolving requirements. This
strong relationship gave Marathon flexibility and enhanced visibility in its supply chain, further reinforcing the value DNOW provides.
Josh Miller, Vice President of Operations, focuses on DNOW’s overarching supply chain solutions and cost-saving strategies. With a commitment to efficiency, Miller oversees supply chain initiatives that help reduce clients’ costs, with strategic alignment through operations and supply chain groups. “At DNOW, our mission is to provide clients value at every stage,” Miller explains, pointing to DNOW’s strong value solutions that deliver improved working capital, reduction of non-productive time, and a streamlined procurement strategy. Miller enables DNOW to pass savings to clients, giving them flexibility to reinvest resources more effectively. This is one of the many qualities that makes DNOW such a reliable partner.
Miller’s close work with clients like former Marathon Oil supports DNOW’s comprehensive service offering, aligning every process with cost-efficiency and client value. “Aligned strategies are vital to the value we deliver,” Miller notes. By optimising these partnerships, he ensures DNOW offers a high level of client support and continually refines its processes to meet changing client needs while upholding high standards.
Sustainability and People-Centred Values are central to DNOW’s philosophy and are championed by the leadership team. Recognizing the importance of environmental responsibility, DNOW has embedded sustainable practices across its operations. Covatch emphasises that sustainability is “a commitment to doing what’s right for our clients, communities, and the planet.” DNOW’s sustainable initiatives include waste reduction, inventory optimization, and resource management, all of which reduce costs while minimising environmental impact. Reducing redundant inventory is a key example, aligned closely with Marathon Oil’s sustainability goals by reducing waste. Advanced forecasting allows DNOW to anticipate client needs and minimise excess stockpiling, reinforcing DNOW’s role as a responsible supply chain partner.
A people-first culture is a defining trait of DNOW, promoted by Covatch, Miller, and Claverie. The company prioritises local hiring and retains existing staff during transitions, fostering stability and community trust. “Our people are the backbone of our company,” Covatch says. “Investing in their growth means we’re prepared for tomorrow’s challenges.” This people-centred approach strengthens DNOW’s operational success, with a workforce that feels valued and supported. Retaining Marathon Oil’s warehouse staff during DNOW’s transition highlights its
dedication to job preservation and community engagement.
Collaboration and customization are core elements of DNOW’s approach, especially with clients like former Marathon Oil. Covatch, Claverie, and Miller worked in close partnership with Marathon, continuously aligning DNOW’s services to meet Marathon’s unique needs. “When we worked together, we weren’t just providing a service,” Covatch explains. “We were solving problems, creating value, and building something that lasts.” This collaboration allowed DNOW to address real-time challenges, adapting processes to deliver client-specific solutions. For example, to reduce working capital investment, DNOW and Marathon collaborated on reviewing and adjusting inventory investment, resulting in a customized demand driven program. This collaboration yielded improvements in working capital efficiencies for both parties.
Future Growth and Vision remain at the forefront for DNOW’s leadership as they look to expand into adjacent industrial industries and regions. While oil and gas remain foundational, DNOW’s growing success in sectors like mining, water management, and chemicals reflects the company’s versatility and ability to adapt its solutions across many industries. Co -
vatch, Miller, and Claverie envision similar partnerships across the U.S. and internationally. At the same time, they are committed to maintaining DNOW’s alignment with its core values as it grows. Any new technological advancements or service offerings will be implemented thoughtfully, preserving the personal touch and high standards that define DNOW’s reputation. “Our vision is to grow in a way that stays true to our roots,” Covatch shares. “We want to be the partner clients rely on, not just for products and logistics, but a partner that can help deliver improved financial results for our customers.”
Under the unified leadership of Covatch, Miller, and Claverie, DNOW has set a high bar for excellence in supply chain management. By combining technical expertise with a people-centred approach, they have strengthened DNOW’s positive impact on clients and communities. Through a commitment to sustainability, employee development, and collaborative partnerships, DNOW is uniquely positioned to provide customized and collaborative solutions that deliver improved financial results in a sustainable way, fostering lasting positive change. As DNOW looks to the future, the shared vision of its leaders will guide the company’s growth, setting new standards for the supply chain industry.
Continuous coaching and mentoring is one way of helping to develop members of our team
were not very many women on my programme but today the industry offers a diverse set of jobs and opportunities for a very diverse talent pool.”
“We targeted diverse skills, but we also look at individuals very early in their careers and started to assess their potential. By investing early in careers, we were successful in partnering with most of our team to assist in optimizing skill sets and having a talent pipeline of highly skilled team members. Our team was a key contributor to our success as an organization. I had seen this organization evolve over the last 26 years, and I am proud of the development of the organization and the deliverables this team accomplished.
The right leadership
She further affirmed that reflecting, valuing and leveraging diversity, equity and inclusion is essential to attracting, developing and retaining people who bring the best ideas and the most innovative solutions.
“When you looked at our leadership team, most of the team members had been with the company for a good portion of their careers and had grown and developed into their positions. Developing talent internally was one of our success stories.”
Leadership development was available to leaders throughout the year and its content was intentionally focused on learning objectives. These programmes ranged from new supervisor training to executive-level business simulations.
Building Strong Partnerships
Integrity and ethics were not only the fundamental principles of Marathon Oil’s operation but also values that were required from the company’s suppliers, Slone affirms. “We were committed to working with suppliers who uphold the law and applicable regulations, including those related to employment, the environment and safety. We maintained the same expectations for all of our suppliers regardless of where they performed their work.”
“Before a supplier was approved to work with Marathon Oil, we conducted a thorough assessment of its health, environment and safety (HES) performance and capabilities. Our vetting process included determining technical capabilities, complexity and risk of the associated service and a supplier’s HES record.”
“The partnerships that we looked for tended to match our priorities and our gaps. For example, for our software and our technology, we fostered long-
term partnerships because when you’re designing or implementing, you want a sustainable ROI. We had been very intentional in selecting companies who aligned with our values and priorities.
“On the other hand, when it came to the more commoditized things that we bought, and where there are lots of companies that provided it, once you met the technical capability threshold, it was about cost and commercial safety.”
A Legacy of Sustainable Business Practices
At the end of the day, Slone agrees that her team helped to cement Marathon Oil’s legacy as a top-performing company with a multi-year track record of peer-leading operational execution, strong financial results and a compelling return of capital for its shareholders – all while holding true to its core values of safety and environmental excellence.
Footnote: Marathon Oil Company was acquired by ConocoPhillips on November 22, 2024
We have been very intentional in selecting companies who align with our values and priorities.
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inEfficiency Motion
John Coyle, Director of U.S. Production Operations and Corporate Supply Chain at former Marathon Oil, is a cross-functional supply chain and business leader with a strong performance track record and experience across the whole function. Throughout his career, he has focused on unlocking value in the supply chain through collaboration and ensuring the integration of business processes across internal and external stakeholders.
John Coyle’s career spans military service, leadership in supply chain management, and strategic transformation within the oil and gas industry. His journey began in the military, where he served in the 1st Battalion Parachute Regiment in the UK, completing four deployments across Northern Ireland, Sierra Leone, Afghanistan, and Iraq.
I try to encourage team ownership and foster a continuous improvement mindset that focuses on innovation.
Later, he transitioned to civilian life and assumed material and logistics management roles, initially with Woodgroup and Shell, where he contributed to onshore and offshore operations in the North Sea.
Empowerment and accountability
In 2011, he joined Marathon Oil as the UK procurement and shore-based manager, overseeing material and equipment acquisition, inventory, logistics, and shipping. As his career progressed and his responsibilities increased, he moved to the United States in 2015 to lead supply chain management for the Eagle Ford asset.
“My role required handling decentralized operations, which later evolved toward a centralized model after Marathon’s acquisition of assets in the Permian Basin,” he explains, adding that his leadership style helped the team to increase efficiency and adaptability. “I believe in empowerment and accountability. I try to encourage team ownership and foster a continuous improvement mindset that focuses on innovation.”
One notable initiative Coyle championed was the creation of a Commercial Community of Practice (COP) in 2023, designed to foster cross-functional engagement and knowledge sharing among different supply chain functions. “Providing more opportunities for cross-learning across the different functional groups is important - supply chain doesn’t differ whether you are sourcing drilling conditions or production material equipment services,” he points out.
He further explains that the COP provided Marathon employees with leadership opportunities and has helped standardize best practices across the company, enhancing collaboration and efficiency.
Proud achievements
When asked about his most notable achievements throughout the years at former Marathon Oil, he says: “Of course, there are the standard achievements and multiple initiatives aimed at streamlining operations and reducing costs. Some stand out - a major achievement was outsourcing material management and warehouse services to DNOW, a leading global distributor to the oil and gas and industrial market.”
“This allowed Marathon to maintain a leaner inventory without compromising on timely access to critical materials, and, importantly, facilitated a smooth staff reduction process, with many Marathon employees transitioning to DNOW roles.”
He further mentions a major project in transportation, where inefficiencies and fraud were
addressed by implementing a Transportation Management System (TMS), allowing Marathon to monitor logistics more effectively and ensure compliance. “As a result, Marathon was able to strengthen its relationships with vendors and achieve operational cost savings.”
“Implementation of the outsource model, leveraging technology to manage trucks, the integration of an inflationary model and helping with planning and capital allocation decisions, were all important initiatives with major impacts to the business - not only on how we make decisions, but on our bottom line.”
Environmental and social considerations
Needless to say, the ESG (Environmental, Social, and Governance) principles and their integration into Marathon’s supply chain were also looked at very carefully under Coyle’s management.
In terms of helping employees to grow, I feel mentoring is very important.
“The ESG principles affected every part of the supply chain and we launched several initiatives to support our operations teams,” he says, highlighting the investment the company made in electrifying its gas compressors to significantly reduce its carbon footprint.
Another focus was on water savings and recycling. “Our operations used a lot of water and we looked at how to reduce consumption and increase recycling rates. To this end, my team collaborated closely with operations and vendors to extend our water recycling efforts, setting ambitious targets for reducing freshwater consumption in hydraulic fracturing operations.”
“By partnering with external water transfer companies and negotiating shared resource agreements, we managed to enhance our recycling capabilities, a formidable achievement,” he affirms, adding that sustainability initiatives also included optimizing truck routes to reduce fuel consumption, another significant environmental initiative his team helped to promote.
Leveraging artificial intelligence
Looking to the future, Coyle admits that artificial intelligence (AI) applications within sup -
ply chain management will play a significant role to increase efficiency. “AI will certainly help to enhance tracking, data validation, and vendor compliance.”
“Also, automating data processing will reduce human errors and allow companies to reduce manual oversight while maintaining accurate records. This will make the supply chain team more agile and capable of handling large-scale operations more easily.”
In terms of commercial strategy, Coyle has redefined the approach to vendor relationships by implementing a holistic commercial role model. This structure allowed supply chain professionals to engage across the full lifecycle of vendor relationships, from contract drafting to performance management.
Coyle points out that by having a single point of contact throughout the process, vendors build stronger relationships with companies, and internal teams gain deeper insights into both market conditions and vendor performance. “This structure resulted in higher operational efficiency and stronger vendor partnerships, which has clearly benefited the company.”
People - the key asset
Against his wide-ranging experience and proven track record in the supply chain management, there is one aspect that Coyle is particularly proud of - the impact he has made on his people, helping them to discover their full potential and to grow. Through his empowerment-focused management style, Coyle has cultivated a collaborative team culture that emphasizes continuous improvement and accountability.
His own career, which spans material control, procurement, contracts, and supply chain management, serves as a model of versatility that he aims to promote in his team. “ A comprehensive skill set positions anyone well for future opportunities, be it in oil and gas or any other industry,” he says.
“In terms of helping employees to grow, I feel mentoring is very important. Not only does it create the right culture of employee support and cooperation but also helps to foster a high level of retention and also prepares the next generation of leaders. Seeing my people develop and grow their professional careers under my leadership has been the most rewarding achievement of all.”
Operations evolving
Former Marathon Oil’s supply chain operation evolved significantly under the guidance of its leaders, aligning with market demands and sustainability initiatives. Caitlin Jones, Direct Expense US Ops Supply Chain Manager, was integral to this evolution. With nearly two decades at Marathon Oil, she brought a unique perspective to supply chain management rooted in deep industry knowledge and a commitment to responsible practices. Her leadership bolstered the company’s operational efficiency while prioritising local partnerships and sustainable growth.
Caitlin Jones began her journey with Marathon Oil as an intern in the supply chain organisation in 2007, before joining full-time in 2010. Since then, she held multiple roles across various field offices, from North Dakota to Texas, gaining invaluable on-the-ground experience in operations and an understanding of the business’s core needs. “Understanding operations in detail was essential for creating impactful supply chain strategies,” she notes. She led a diverse team, focusing on daily supply chain activities essential to maintaining and optimising production. “Our goal was to not only support production efficiently but to align with broader company values of sustainability and cost-effectiveness.”
As part of the leadership team, Jones credited much of her success to her team. She led a group of six skilled professionals and emphasised open communication, trust, and collaboration. “I strongly believe in empowering my team by creating a safe space where they can share ideas and learn from each other,” she explains. This approach encourages creativity and problem-solving, pushing her team to explore innovative solutions that align with the organisation’s objectives. “The diversity of experience within my team was invaluable. Each member brought fresh perspectives, which was a cornerstone of our success.” By trusting her team’s abilities and allowing them autonomy in decision-making, Jones fostered a work environment where everyone felt valued and invested in the company’s mission.
In her tenure, Jones established several practices that transformed supply chain functions at Marathon Oil. One such practice was the shift towards long-term partnerships with suppliers, which she saw as essential for operational resilience and community engagement. By building relationships with strategic suppliers, Marathon Oil was able to drive down costs, ensure quality, and reduce supply chain disruptions. This approach not only benefited the bottom line but also helped strengthen the company’s relationship with local communities, especially in North Dakota.
Sustainability was central to Jones’s vision for supply chain management. Her team actively integrated sustainability practices into their operations, seeing tangible results that aligned with the company’s commitment to environmental responsibility. “Sustainability wasn’t just a target for us; it was a responsibility to the communities we worked within,” Jones explains. Collaborating with Marathon Oil’s engineering groups, Jones’s team focused on reducing freshwater use in fracking operations by reusing and recycling produced water, while also investing in technologies like methane capture systems for compressors. These initiatives reflected Marathon Oil’s broader commitment to minimising environmental impact while supporting safe, responsible operations. By taking trucks off the road through advanced water pipeline systems, Jones’s team supported enhanced road safety and reduced emissions.
A unique and essential aspect of Jones’s
work involved partnerships with Indigenous-owned businesses in North Dakota. “Our partnerships with Indigenous-owned businesses were mutually beneficial; they provided invaluable local insights and helped us strengthen our supply chain,” says Jones. Marathon Oil collaborated closely with the Tribal Employment Rights Office (TERO) to ensure its business operations supported Indigenous employment and local enterprises. “Many of these partnerships grew from simple vendor relationships into trusted collaborations,” she explains. Working with local businesses helped Marathon Oil meet its supply needs and supported the local economy meaningfully.
Jones’s approach to supply chain management also involved leveraging market intelligence and forecasting to create a more proactive operation. In a post-COVID world, with market fluctuations affecting the industry, Jones led initiatives to integrate real-time data from trusted partners into Marathon Oil’s sourcing strategies. These partnerships gave Marathon Oil vital insights into pricing trends, raw materials, and service availability, helping the company navigate market complexities. “We relied on accurate, timely data to stay ahead of potential disruptions,” she notes. By incorporating this market intelligence, Jones’s team could make informed sourcing decisions and mitigate risks, ensuring the company’s supply chain remained robust amid shifting economic landscapes.
Under Jones’s leadership, Marathon Oil’s supply chain became more streamlined, efficient, and strategically focused. She believes that fostering a holistic approach, where team members are responsible for the entire commercial process—from scoping to contract management—enhanced operational outcomes. This comprehensive ownership fostered accountability and built a deep understanding of the supply chain’s impact on Marathon Oil’s goals. “Our team’s approach allowed us to anticipate needs and respond more effectively,” she explains. By integrating responsibilities like cost modelling and contract administration, Jones’s team reduced spend leakage and optimized supply chain operations, making a noticeable impact supporting Marathon Oil’s long-term objectives.
Reflecting on her career, Jones identifies several standout achievements that defined
her journey at Marathon Oil. She contributed to the development of Marathon Oil’s Eagle Ford asset, helping to build central facilities that facilitated the region’s production capacity. “Being part of the Eagle Ford expansion was an exhilarating experience,” she recalls. Another defining moment was her participation in developing the self-source frac sand business model. This practice was implemented at Marathon Oil by colleague Sam Reynolds’s team and has become an industry norm. Jones’s journey at Marathon Oil underscores her commitment to responsible, forward-looking supply chain management. Through her focus on sustainability, local partnerships, and innovative practices, she helped to build a supply chain operation that supported Marathon Oil’s business goals while reflecting the company’s values. As she looks to the future, Jones remains dedicated to fostering resilient, adaptable teams capable of meeting challenges with the same commitment to excellence that has defined her career.
Being part of the Eagle Ford expansion was an exhilarating experience.
Leading innovation Through
Former Marathon Oil Company’s commitment to operational excellence was reflected in its robust supply chain management, which was integral to supporting the company’s energy operations across multiple locations. As the company adapted to the evolving demands of the energy industry, the expertise of its supply chain leadership was essential in optimising processes, building sustainable partnerships, and driving community engagement. Among the leaders steering this mission was Sam Reynolds, whose role as Completions Supply Chain Manager was a cornerstone of the company’s domestic operations in the United States. Reynolds and his team’s contributions underscored the importance of a flexible and forward-looking approach to supply chain management in an industry that requires continuous adaptation and innovation.
Sam Reynolds, Completions Supply Chain Manager, has crafted a career marked by hands-on experience and a deep understanding of field operations. His journey at Marathon Oil began as an intern in Wyoming, working his way up through various field roles across South Texas, the Gulf of Mexico, and Houston. This experience has given him insight into the operational complexities of oil and gas production from the ground up. With nearly 15 years in the industry, Reynolds was responsible for overseeing a team that managed crucial supply chain functions and coordination between former Marathon Oil’s business units and suppliers across regions. With a focus on completions, he and his team ensured that essential supplies like sand and fuel arrived promptly to well sites across Texas, North Dakota, Oklahoma, and New Mexico, supporting the company’s ongoing production needs. Reynolds’ leadership style was rooted in a belief that understanding field realities is key to building effective processes. “It’s not just theoretical,” he explains, “it’s about making sure what we plan actually works on the ground, no matter how remote or challenging the location.”
Reynolds introduced innovative practices to Marathon Oil’s supply chain, especially in completions, notably through “de-bundling.” Marathon Oil bypassed intermediaries by directly negotiating with raw material suppliers like sand mines and fuel providers, yielding significant cost savings. This strategy saved the company an estimated $500 million since 2017. The completions supply chain team continually refined this model, trying to keep the supply chain cost-effective without sacrificing quality or reliability. The approach also strengthened relationships with vendors, fostering transparency and trust.
“Our strategy wasn’t just about getting materials on time,” he says, “it was about building a resilient supply chain that could withstand market and operational shifts.”
This strategy has
saved
the
company an estimated $500 million since 2017.
Reynolds’ team was small but carefully selected, with each member bringing a unique set of skills that complemented the department’s needs. A mix of experience levels and industry backgrounds gave the team a dynamic problem-solving approach, and Reynolds intentionally fostered a supportive environment. Rather than demanding outputs, he prioritised removing obstacles for his team, asking what they needed from him to achieve their objectives. He created a structure that balanced autonomy with accountability by empowering his staff and allowing them to manage their areas of expertise. This approach, he explains, ensured that the team could respond quickly to challenges while continuously refining processes to support Marathon Oil’s broader operational goals.
Sustainability is another central theme in Reynolds’ work. Reynolds helped advance several initiatives to reduce environmental impact, including trialling dual-fuel technology to reduce diesel consumption on Marathon Oil’s fracking sites. This innovation replaced a portion of diesel fuel with cleaner alternatives like compressed or liquefied natural gas, cutting emissions and enhancing overall efficiency. In colder regions like North Dakota, Marathon Oil also utilised propane for water heating in operations, ensuring continuity in freezing conditions without excessive diesel consumption. Through these efforts, Reynolds aligned with Marathon Oil’s commitment to environmental stewardship while addressing the unique challenges of oil and gas production. “Sustainability was not just a goal for us,” he notes, “it was about integrating practices that genuinely reduced our footprint and made us a better neighbour in every community in which we operated.”
Vendor performance and collaboration were crucial to Reynolds’ supply chain strategy. His team regularly evaluated suppliers, from significant logistics firms to local contractors, ensuring they met both Marathon Oil’s standards and regional regulatory requirements. One notable success story was Marathon Oil’s partnership with a transportation
company that initially relied on heavy involvement from Reynolds’ team. Through geofencing and real-time GPS tracking, Marathon Oil shifted to a self-dispatching model for the company’s drivers, improving operational efficiency and reducing downtime by nearly 98%. Another success was working with suppliers on reservation lands, providing business opportunities for Indigenous-owned companies. Reynolds saw this as part of Marathon Oil’s broader mission to invest in local communities and empower suppliers through longterm partnerships. “We were not just bringing in vendors,” he explains, “we were investing in them, giving them the resources and training needed to grow with us.”
Throughout his career, Reynolds has achieved significant milestones reflecting personal dedication and strategic foresight. His work on de-bundling and vendor optimisation has saved Marathon Oil millions and set new benchmarks within the industry. Looking to the future, Reynolds aspires to expand his leadership role, with a long-term goal of attaining an executive-level position where he can drive both strategic and operational initiatives. He envisions contributing to a C-suite role, whether in the supply chain or a broader operations role, further enhancing the efficiency and sustainability of the industry. “I enjoy the strategy side as much as the hands-on work,” he shares, “and I hope to bring those skills together in a way that adds value at the highest level.”
Reynolds’ commitment extends beyond cost savings and logistical improvements; it is rooted in a desire to leave a lasting positive impact. Reflecting on the influence of mentors like Tracie Slone, Reynolds emphasises the importance of fostering a collaborative and supportive environment within his team. As he prepares for the next phase of his career, he remains focused on building a resilient, adaptable, and responsible supply chain model. For Reynolds, each success is a step towards a legacy built on integrity, innovation, and a commitment to sustainable growth in the energy sector.
Supply Chain Management
at Its Best
Cyndi Frasier, one of Tracie Slone’s team’s supply chain managers at former Marathon Oil, helped to advance supply chain practices. “As a leader, I emphasized a collaborative, open environment where teams felt comfortable contributing ideas to help us move forward,” she said in an interview with Executive Insight.
Frasier celebrated her 23rd year at Marathon Oil, a progressive journey through various roles to her post as Process Systems and Controls Manager. “Throughout my entire career, I have worked with systems and processes to help company departments operate smoothly and efficiently,” she says.
I’ve been working on developing a roadmap and doing systems evaluation and business cases support the systems roadmap
developing systems cases to roadmap
Her professional journey began at regional and field locations, providing her with a comprehensive view of Marathon Oil’s operations. After spending five years in Fairfield, she transitioned to roles focused on systems and processes, where she found her niche. This diverse background equipped Frasier with insights into the nature of supply chain management.
“As Process Systems and Controls Manager, I evaluated systems that fit our business needs. I worked on developing a roadmap and doing systems evaluation and business cases to support the systems roadmap. This entailed interviewing business partners - operations, drilling and completions - to understand what their needs were and how they related to supply chain processes and systems,” she explained.
“My role was also charged with compliance, ensuring that Marathon Oil and its supply chain were conducting business that was compliant with company policies and standards. In addition, my team supported the supply chain and business partners in general. In a nutshell, we were a service team within a service organization,” she summarizes her team’s responsibility.
The right role
A significant aspect of Cyndi’s career is her approach to leadership. While she initially did not envision herself as an executive leader, her natural ability to inspire and guide others soon became apparent.
In this context, she attributes much of her growth to the influence and encouragement of colleagues, particularly Tracie Slone, who pivotally pushed her to take on supervisory positions. “I started working with Tracie in 2004 when I moved
to our Houston office. First, we were on the same team as individual contributors. Then she became a leader, and I have worked under her leadership for 15 years.”
Slone’s encouragement propelled Frasier to embrace leadership formally in 2017, and she joined the management team three years later. “Was I always dreaming of becoming a leader? If you asked me before 2017, the answer would be ‘no.’ However, you could be a leader of people without a title,” she reflects. “And for a very long time, I was a leader of people without that title. I always felt that I impacted the organization, even before being a supervisor or a manager. “
“I had been in the organization for so long, and I understood our processes and systems so well that people often sought my expertise, help, or assistance and listened to my guidance. And I could influence people long before Tracie pushed me to become a supervisor.”
No idea is dumb or stupid.
Engaging leadership style
Frasier emphasized a collaborative, open environment where her team feels comfortable contributing ideas regardless of their perceived simplicity. Her belief that “no idea is dumb or stupid” underscores her commitment to fostering a culture of innovation. This practice has empowered her team to propose and implement changes that collectively lead to significant impacts.
This approach also promoted transparency and mutual learning, reinforcing Frasier’s belief that even the most experienced professionals can benefit from diverse perspectives.
Frasier’s team, composed of ten members, including a direct supervisor and their reports, operated under a “one team” mentality. They prioritized mutual support and shared goals, focusing on smaller, continuous improvements that contributed to more considerable successes. Weekly meetings facilitated hands-on collaboration, allowing the team to identify gaps and solutions.
“It’s really about empowering the team members to drive the change they feel will make the biggest impact. I’ve learned throughout my career that even the most experienced people always have something to learn by watching somebody else, so learning from each other is important.”
Technological Advancements
Frasier explains that approximately ten years ago, Marathon Oil began shifting from traditional, “old-school” methods to embrace more modern, streamlined processes. “We’ve worked on several projects to integrate technology into our day-today business, whether it be to benefit the supply chain or our business partners.”
An important project in 2014 saw the company modify its purchase-to-pay system by creating inhouse applications designed to improve user experience and efficiency. Recognizing the limitations of standard platforms like SAP, the team developed intuitive tools for invoice and purchase order approvals. These innovations were instrumental in reducing bottlenecks and enhancing productivity.
“We also entered into collaboration with external partners to introduce a ground-breaking contracting tool that simplifies the process by minimizing touchpoints and ensuring systematic rate compliance during invoice submissions. The shared access feature allowed suppliers and Marathon Oil to operate from the same platform, promoting transparency and accuracy in billing,” explains Frasier.
When asked about other hot topics such as sustainability and social responsibility, Frasier says that although her team’s direct involvement in environmental, social, and governance (ESG) initiatives was limited, they provided support to other departments and teams from a reporting and systems standpoint. “As I said right at the beginning, we were a service group within a service team. This often meant supporting the rest of the organization in doing what they must do,” she says.
A glimpse into the future
Looking ahead, Frasier opined that artificial intelligence will significantly change supply chain management. While widespread adoption of AI is still in its early stages, she expects it to play an increasing role in data analytics and compliance checks, saving valuable time and resources.
Reflecting on the imminent changes that companies now face, she remains open to exploring new opportunities within and beyond the oil and gas industry. Her expertise in systems and supply chain processes is versatile and applicable across various sectors, and her achievements in successfully implementing complex projects speak for themselves.
“I was typically selected for cross-functional projects because I think holistically. I think about downstream impacts and upstream impacts. So, whenever a project involves a supply chain, I was usually one of the names on the list of the people selected to participate in that project. That really does say how much the company valued me as a contributor.”
GoinG
Surface Beyond the
Tight inventory control and robust material management are necessary for any successful business. Jessica Rowlands, supply chain manager for construction and material management, masterfully handled this task at former Marathon Oil Company.
Jessica Rowlands has had a rich and varied career in supply chain management, particularly in her nearly 20-year tenure at Marathon Oil, a company she joined initially as an intern. Over the years, she has grown through various roles across former Marathon Oil Company’s supply chain operations, gaining experience in domestic and international supply chains, offshore and onshore projects, contract negotiation, and leadership roles.
“My colleagues often described my leadership style as collaborative and focused on integrity, something I take to heart. I was committed to building a culture where excellence and mutual respect drive results, and I took pride in seeing my team develop, consistently surpassing expectations to meet our strategic goals.”
In her most recent position, Rowlands managed two primary domains within Marathon Oil: materials management and construction. She explains that her team oversaw capital spending areas of production in the construction line. “The team was focused on developing and executing commercial strategies to maximize value, enhance productivity, and ensure we had resources available at a competitive rate in these areas.”
Her other team oversaw material management across the group’s North American operations, ensuring strict inventory controls. “This team ensured that we had proper stocking levels to meet operational needs, our KPIs were met, and we complied with laws and rules. The team also managed our warehouse provider and disposition of materials at their end of life.”
She continues: “In addition to that, my team was responsible for buying and expediting. This included warehouse replenishment and overseeing a timely delivery of materials that needed to be bought for anyone in our North American operations.”
She is passionate about her work. What I appreciated about my role in material control was
that it’s entirely different from my previous focus on contract negotiation and commercial strategy; it’s all about ensuring accuracy and availability. In the commercial space, I enjoyed engaging with vendors, developing strategic approaches, and seeing how negotiation impacts the bottom line. And yes, there’s something satisfying about making spending decisions that drive real value for the business.”
Cooperative vendor management
In the construction space, a significant portion of Rowlands’ team strategy was centered around vendor relationships. Moving beyond traditional cost-cutting, she emphasized building strong partnerships with vendors. “Cost alone isn’t the sole determinant of value; labour quality and productivity can often outweigh savings from reduced hourly rates,” she points out.
Instead of squeezing vendors on price, Rowlands developed a strategy to enhance vendor productivity and foster long-term relationships. The team drove value by strengthening these partnerships while ensuring reliability and alignment with Marathon Oil’s strategic goals.
“We offered flexible, transparent commitments that helped vendors prepare staffing and resources, even as project schedules fluctuated. This proactive approach turned Marathon Oil’s vendors into strategic partners, often providing operational insights and suggesting ways to optimize labour deployment.”
To ensure consistency and reduce potential billing discrepancies, the team standardized contract terms for labour vendors, covering key areas like overtime, break times, and compliance requirements.
“Contracts often remain in place for extended periods without frequent adjustments, so standardization was a significant undertaking for us, but it’s delivered substantial benefits. We also implemented post-contract performance evaluations, a critical tool to ensure agreements align with actual usage patterns. This approach supported continuous improvement in vendor relationships and enhanced the effectiveness of our contracts.”
Inventory control and data visibility
Rowlands drove substantial improvements in inventory control and data transparency in materials management. She implemented systems that provided real-time data on inventory levels and trends. These insights gave senior management a comprehensive view of inventory value, ownership, and makeup.
“We integrated key practices to enhance our visibility into our inventory. Our goal was to identify accountability, reduce excess stock, and improve our overall materials management.”
“The increased visibility also allowed the team to identify obsolete items and unnecessary stock, leading to cost savings and better resource allocation, ultimately resulting in a leaner and more agile inventory.”
The adoption of reporting systems and similar tools furthered this transformation. These tools provided a detailed view of inventory across Marathon Oil’s operations, helping Rowlands’ team make data-backed decisions about which materials to keep in stock and which to remove.
The benefits of technology
Looking at current market developments, Rowlands sees an increasing impact of AI on businesses, affirming that AI is set to enhance supply chain efficiency significantly. “ Exploring predictive analytics to manage inventory levels more effectively was the focus.”
Another potential use of AI she explored complied, particularly around labour tracking. For example, by leveraging GPS data, Rowlands proposed validating hours worked against travel time and location data, which could significantly
improve accuracy and accountability.
Sustainability, another big topic, was reflected in Rowlands’ daily work only to a limited extent, although her teams made an impact. Other teams led the specifics of the ESG initiatives, and Rowlands’ role in ensuring material availability was crucial to enabling Marathon Oil to meet its sustainability commitments. For example, vapor recovery units were procured and delivered to align with Marathon Oil’s sustainability targets. Her supply chain operations contributed to the company’s broader environmental objectives by coordinating with vendors and internal teams.
Supportive leader
Speaking specifically about recent achievements, she points out that her team recently overhauled procedures and metrics related to inventory management.
“Our initial goal was to rebuild the entire inventory process from the ground up with a strong focus on procedures, control, and alignment with the business partners. We ensured that new policies were aligned with operational needs and were understood and accepted by those implementing them. After we established that foundation, the focus shifted to optimization.”
In this context, Rowlands highlighted the importance of teamwork. She believes in fostering a culture of innovation, trust and openness; to this end, she empowered her team to make independent decisions, giving them ownership over their areas of expertise. By providing space for growth and encouraging autonomy, her management style has enabled her team to build their skills, enhancing problem-solving capabilities and a commitment to continuous improvement.
Looking back at her time at Marathon Oil, she says, “In all those years, I’ve seen supply chain evolve a lot in line with Marathon Oil’s development from a fully integrated business into a more agile, independent company. I’ve been proud of how we’ve adapted our supply chain throughout those years.”
She concludes, “I have always been passionate about driving efficiencies and continuously improving processes to focus on strategy. Because that’s where we want to be. We don’t want to do things to check the box or follow a process. We want to be doing things that add value. To do that, you need optimized processes. And that’s what we strived to achieve.”
Supply Chain
Data driven management
As the next era of supply chain digitisation emerges, the role of IT and vendor management professionals with expertise is increasing. One such expert is William Bentley, Supply Chain Manager in Drilling Category Management at former Marathon Oil, who explained how data-driven supply chain management is shaping the future of the oil and gas sector.
William Bentley has a broad and diverse background across several industries. With a degree in supply chain management and educational focus on IT, he initially joined ConocoPhillips, where he gained experience in corporate contracts and eventually in category management for drilling and completion services.
He later joined Marathon Oil as a category manager for hydraulic fracturing, only to transition after a year to Apple, where he managed supply chains for iPhone and iPad chargers.
“Although the work for Apple was exciting, I eventually returned to the oil and gas industry, first joining companies like Eni and ultimately returning to Marathon Oil,” he says,
He explains that he progressed through various roles at Marathon Oil. “Seven years ago, I came in as the category manager of drilling services. After Marathon Oil acquired the Permian asset, I became category manager of drilling rigs, escalating my progression, which ultimately culminated in a leadership position within the drilling category management team.”
Although the work for Apple was exciting, I eventually returned to the oil and gas industry,
“My team’s responsibilities included overseeing the supply of critical drilling components like rigs, tangibles, and services, as well as handling international supply logistics, preparing the company for the next year’s drilling program.”
His team comprised five category managers who oversaw areas such as drilling rigs and drilling services, oil country tubular goods (OTCG), and market intelligence. Inspired by his previous mentor at Marathon Oil, he emphasizes empowerment, mentorship, and collaboration as a manager.
“My focus was on ensuring that my team had the tools and guidance when needed and the autonomy to succeed while aligning with the company objectives. I fostered a proactive environment, making sure that my team was adaptable to changes in market conditions and project requirements.”
Right place, right time
Studies in supply chain dynamics emphasize the importance of data-driven decision-making and real-time responsiveness in resource-intensive industries. Considering this trend, Bentley has developed and adapted several strategic practices to optimize supply chain operations.
He worked with his team on predictive indicators for the drilling lifecycle, helping forecast demand for critical resources like pipes and drilling rigs, resulting in significant cost savings for Marathon Oil. Using indicators and predictive analytics, his team adjusted strategies based on market conditions, securing materials before
price hikes or supply disruptions occurred.
“The method that we introduced triangulated supplier insights, economic data, and macroeconomic trends, providing a foundation for responsive, forward-looking SCM practices within the team,’ he says. “It helped us develop our strategy based on the best available information. This can lead to great commercial outcomes and an effective use of time and a correct allocation of resources.”
The predictive supply chain strategies involved a structured process starting with securing longlead-time items like pipe, which served as indicators for the overall demand in drilling. Following this, rig demand was forecast, and drilling services were finally provided. This allowed us to align supply chain operations with broader industry trends, working closely with suppliers and market indicators to make informed, optimized procurement decisions. Bentley says that his team had effectively saved millions by timing market engagements for rigs and pipes.
Advancing sustainability and strategic supplier relationships
Speaking about other initiatives that he and his team introduced, he mentions the creation of a supplier strategy and market analysis guide to maintain best practices and serve as a tool for newer category managers and commercial specialists.
Sustainability is another topic that has been addressed. In this context, Bentley highlights Marathon Oil’s efforts to implement dual-fuel drilling rigs that reduced diesel usage through
natural gas alternatives—though the supply chain team did not lead this initiative, they helped bring it to fruition. Additionally, his team monitored emerging solutions like carbon-free steel production, which could lower the environmental footprint of steel, a critical resource in drilling operations.
While only partially implemented, these initiatives reflected an awareness of sustainability within supply chain practices. “We engaged with suppliers to assess their sustainability initiatives so that we were all aligned towards a common goal.”
“Lowering the carbon footprint of the steel production process, although challenging, is certainly something that was on our radar. Steel procurement posed unique challenges for the oil and gas industry due to its reliance on broader economic trends and geopolitical factors, such as tariffs and regional conflicts.”
“In OCTG, relationships with the mills and distributors were critical. The focus was on having a common benefit between us to ensure a balance - they want stable demand, and we want stable supply. The aim is to foster stable supplier relationships to ensure consistent access to steel—a priority over simply securing the lowest price.”
The new shape of supply chain management
Concerning current trends, Bentley points out that artificial intelligence is reshaping industries, with a profound potential to influence global economic and social dynamics. “I believe
the impact of AI will be similar to the dot-com boom. AI’s impact on supply chains will be transformative, potentially even more significant than the Internet’s evolution.”
“Within supply chain management, I can see AI’s application in predictive analytics as a valuable tool, especially in demand forecasting and supplier relationship management, to enhance decision-making in complex supply networks. However, data quality is a critical bottleneckpoor data can hinder AI’s effectiveness.”
With a passion for technology and data science, Bentley is now pursuing a master’s degree in data science. During his certification studies at MIT and Cornell, he gained insights into AI’s strategic potential and practical application in decision-making. “I’ve been especially interested in the intersection of AI and supply chain management, as supply chains generate substantial data that, if properly utilized, can lead to enhanced decision-making and efficiency.”
“We were looking at how supply chain management could help us best compete with our peers and the broader market. The ability to make longer-term decisions based on predictability tools was set to bring a significant competitive edge.”
Bentley can be rightfully proud of the results of his work and dedication. However, he insists that much of the achievement was about having a great team. “I’m fortunate to have had an excellent team of category managers. Without their excellence, we would not have the achievements that we had,” he affirms in concluding.
Improvements Driving Cross-Functional
Russell McKinnon was not directly related to supply chain management, but his team provided fundamental support across departments with a view to drive collaborative cross functional projects and operational excellence through the reduction of manhours associated with process/systems through the elimination of work, rework or inefficient processes.
With a background in mechanical engineering, Russell McKinnon boasts a varied career in the oil and gas industry. In addition to being a member of the Society of Petroleum Engineers (SPE), he also holds a Project Management Professional (PMP) designation from the Project Management Institute (PMI) over the last 10+ years. He spent a decade working for oilfield service companies in field operations, engineering, and manufacturing roles, and following an MBA from Rotterdam University, he transitioned to roles in supply chain management for industry leading E&P companies including former Marathon Oil.
He joined Marathon as the Category Manager for Drilling Rigs and progressed to the Supply Chain Manager of North America. Soon after Marathon created a group called Enterprise Process Solutions (EPS), he transitioned out of Supply Chain activities and became the leader of this corporate team.
“We were a small group of project managers and Subject Matter Experts (SME’s) who focused on identifying and solving issues within business processes and then providing resources to achieve cross-functional process improvements. We were not directly a part of the supply chain team as our improvement initiatives touched on various areas, from HR to operations,” he explains.
We are a small group of project managers and Subject Matter Experts (SME’s) who focus on identifying solving issues
Auditable and traceable
McKinnon further explained that his team followed a simple framework that involved defining the problem, securing leadership support, analysing the current state, and creating a roadmap to achieve a future vision. Once the solution was designed and implemented, the EPS group assisted in ensuring a smooth transition, offering ongoing support to sustain the improvements.
When asked for examples, he mentions a significant initiative regarding corporate reporting of greenhouse gas (GHG) emissions, particularly for Scope 1 and Scope 2 emissions. “The US Securities and Exchange Commission (SEC) had proposed a rule about two years ago, which was recently finalized in March of this year, to incorporate this information into the Corporate annual reporting process. This required a significant change on the level of internal controls and scrutiny around the source data.” In addition to this particular rule, there were a number of other environmental rules at the federal and state levels that were considered within this project.
“We tackled this challenge by identifying critical environmental equipment, any associate data points required, collaborating with environmental and operations teams, and developing a streamlined process to regularly collect, QA/QC, consolidate data and approve related data.”
“This project started about two years ago and we had completed processes around the top 80% which are the materially impactful sources. However, it was not just about the data or the process changes. It was also about the culture change within the organization about how we view the importance of environmental data, which had its own challenges in a big organization. But fortunately, we had always worked closely with all stakeholders as well as maintained key project champions at the Operations and Executives levels.
Transformative initiative
As regulatory requirements continued to increase on E&P operators, so did demands on data accuracy and reporting. In addition to process changes, we had also launched a major initiative to conduct a comprehensive field inventory of environmental critical equipment to ensure accurate equipment data within our SAP system. This massive undertaking included taking a physical
inventorying over 100,000 pieces of equipment at over 5000 site locations, each piece of equipment with multiple data points, to ensure regulatory compliance and operational accuracy.
Working with field operations, IT and the Environmental team, we created digital forms for field to collect, dashboards to consolidate and help QA/QC, and new processes to support the data remaining accurate and audit-ready. These new process(s) were embedded across all operations, with ongoing training and support from EPS, to ensure consistency and continuity.
“I want to emphasize the importance of embedding a culture of data integrity and sustainable practices within the organization. To achieve this, working with field personnel to standardize data collection and ongoing maintenance was key. The whole project was been a massive undertaking and its impact was significant. We touched easily over 200 people within the organisation, significantly changing the way they worked with environmental data.”
Digital Software Solutions
McKinnon provided an example of another very impactful project his team was able to deliver which involved introducing an innovative tool for asset scheduling and management. “Previously, various departments relied on their own internal spreadsheets, or spreadsheets shared by other teams, and this led to a time consuming process with potential for errors of having old information,” he reflects.
“When my team was asked to help one of our assets restart their scheduling process after a period of inactivity, I knew we needed something more efficient after completing an assessment of the current processes. We also looked at new technology on the market and looked at what our E&P peers were doing in this space. Then we came across a software that merged all the experience sheets together to a consolidated view. It also automated the push and pull, the impacts when something changes.”
“In other words, the software centralized and automated the entire scheduling process, eliminating inefficiencies caused by manual updates and version control issues across multiple spreadsheets. The software allowed various groups to access live data, facilitating better decision-making.”
There’s s always more work to do, there are always new opportunities to make big improvements.
The rollout of the software also fostered industry collaboration. Under McKinnon’s guidance, the company didn’t simply adopt the software as an off-the-shelf product. He consulted with industry peers, creating a user group to share best practices and maximize the tool’s potential. This allowed Marathon Oil to learn from others’ experiences and optimize deployment.
The project team also collaborated with the vendor throughout the process. By providing insights into operations and sharing suggestions for product improvements, the vendor was able to adapt and improve their product to fit the company’s needs. The team also passed on leadership of the peer user group to the vendor who continues to lead the industry collaboration today.
“The software became a strategic and critical tool for the entire organization. It became more than just a software – it became a platform for collaboration and building and maintaining consistent data sources that was extremely helpful to the team. From a Supply chain management perspective, it provided transparency into operations needs and a platform to have access to key operational data. This project that provided so much value across the organization over time was probably my proudest achievement”.
New opportunities
In addition to environmental data and operations scheduling improvements, McKinnon oversaw several smaller projects as well supporting processes in Operations, Accounting, HR, Supply Chain, IT, Planning, HES. The EPS team was also leveraged to lead a number of workshops to support cross functional understanding, alignment and process improvements.
Throughout all his projects, McKinnon highlighted the importance of cultural change management. He worked closely with all teams to encourage a mindset shift toward transparency, data sharing, and collaboration.
The initiatives led by McKinnon transformed how departments operated, particularly in terms of data accessibility and regulatory compliance. The EPS team’s work in automating data flows reduced redundant tasks, allowing employees to focus on analysis and strategic activities rather than data collection.
“My career is probably more about collaboration, looking at software or other IT solutions as an enabler. My group was a kind of an internal consulting group that makes sure that process improvements are implemented properly and sustainable. There’s was always more work to do, there were always new opportunities to make big improvements.”
