Document NEgD5xmgOYxBrYG86ndvgMRBg

SW.i2i*6V 5**31 Shell Oil Company Interoffice Memorandum JANUARY II, 1938 FROM: CHAIRMAN, SHELL ENGINEERING COUNCIL TO: DISTRIBUTION LIST SUBJECT: SHELL CONTRACTOR UTILIZATION GUIDELINES For some years now the Shell Engineering Council have coordinated the creation and internal distribution of a set of "Contractor Utilization Guidelines". The Guides are co-sponsored by a number of Head Office organizations. The appropriate General Manager's signatures appear on page two. In this issue you will notice the addition of Purchasing as a sponsoring organization. These Guides have recently been updated and are attached for your information. ABS-013229 lam 030620 SM-32 :PV 5-*3l Shell Oil Company Interoffice Memorandum DECEMBER 15, 1987 FROM: TO: E. J. NELSON, CHAIRMAN, SHELL ENGINEERING COUNCIL J. M. BRAUS, GENERAL MANAGER, ENGINEERING - PRODUCTS W. A. CARPENTER, JR., GENERAL MANAGER, MANUFACTURING J. D. HUGHES, GENERAL MANAGER, DRILLING & PRODUCING OPERATIONS C. V. MCDONALD, GENERAL MANAGER, PURCHASING J. P. PARRISH, GENERAL MANAGER, ENGINEERING - PRODUCTION SUBJECT: GUIDELINES FOR COST EFFECTIVE USE OF CONTRACTORS As you know, for some years now the Shell Engineering Council Has been sponsoring the periodic issuing of The Shell Guidelines for Cost Effective use of Contractors. Heretofore, the Council has not involved the Purchasing Organization in signing off on this effort. In these times of Cost Effectiveness emphasis, and since Purchasing has such a vital role in the selection and management of contractors, I have asked C. V. McDonald to be a co-signer of this issue of the Guides. Attached is a copy of the Guides with a "Purpose" statement where your signatures will be required. This will be placed in front of the document to allow your individual sponsorship to be more visible. This edition has undergone review and has been updated by appropriate E&P, Products,'Industrial Relations and Purchasing personnel. It now represents the collective thinking of these organizations. Please sign the "Purpose" statement and return it to me. Publishing will be in early January. o lcorj^nni nnm n n LAM 030621 ABS-013230 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES GUIDELINES FOR COST EFFECTIVE USE OF SERVICES, MAINTENANCE, ANO CONSTRUCTION CONTRACTORS THE SHELL ENGINEERING COUNCIL AND HEAD OFFICE PURCHASING nFrFMRFR. 1 ABS-013231 LAM 030622 PURPOSE For several years now The Shell Engineering council have sponsored the Contractor Utilization Guidelines. These have continued to evolve as our experience has led us to periodically add subject matter. This year we have added Purchasing as a co-sponsor. Five years ago, the Construction Industry Cost Effectiveness (CICE) project, sponsored by The Business Roundtable, published 23 reports pointing out with 223 recommendations what the industry needed to do to become more cost effective. Mr. John F. Bookout participated actively in the dissemination of CICE throughout the industry in his Business Roundtable role as Chairman of the Construction Cost Effectiveness Task Force. As a result of CICE the Construction Industry Institute (ClI) was formed at the University of Texas. CII have a number of Task Forces which have produced indepth research on specific subjects on how to become more cost effective in construction. These CII reports are routinely distributed throughout Shell by Construction Relations. The Contractor Utilization Guidelines incorporate many of the suggestions found in the CICE and CII material. The Guides apply to the management of maintenance, services and construction contractors. Manager, Engineering - Products W. A. Carpervcer, Jr., General Manager, Manufacturing J. 0. Hughes, General Manager, Drilling & Producing Operations C. V. McDonald, General Manager, Purchasing . Parrish, General Manager, Engineering - Production OECEMBER, 1987 ABS-013232 LAW1 030623 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES . POLICY A major portion of Shell's capital expenditures, as well as a significant part of our operating and maintenance expenses, is spent through contractors. Cost-improvement opportunities on contractor work, merit the same management attention as controlling costs internally. It is in Shell's interest and Shell policy, to conduct the services, maintenance and construction activities of our business in such a way as to support positive industry forces working toward improved contractor safety performance, methods improvements, more efficient work practices and more reasonable wage costs. Our overall objective is to have available to us on a continuing basis, contractors who are quality conscious, properly concerned with worker safety, efficient, highly competitive, fully qualified, apd responsive to Shell's needs. We recognize that successful job execution is dependent on establishing a relationship between Shell and each contractor that is mutually beneficial to both Shell and the Contractor. DECEMBER, 1987 ABS-OI LAM 030624 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES BACKGROUND The Business Roundtable's Construction Industry Cost Effectiveness (CICE) studies have recommended a variety of actions by owners, contractors, labor, trade associations, government and academia that will contribute to improvements in cost-effectiveness on work performed by industrial and commercial contractors who perform services, maintenance and construction. The majority of these recommendations involve ways to manage better, including more careful planning, improved communications, more effective supervision, and more thoughtful personnel and manpower policies. The studies'concluded that past owner actions and/or inactions have contributed to many of the problems -- either because owner representatives were ill-informed as to the consequence, or because of their pre-occupation with short-term events. Consequently, many of the CICE recommendations are directed to owners. In The Roundtable Research Booklets there are 223 recommendations to industry participants on how to become more cost effective. Copies of the 23 booklets have been widely distributed and are available from Construction Relations. AN UPDATE ON, SHELL'S CICE RESPONSE Most organizations within Shell have studied these reports for applicability in their areas of responsibi1ity. Obviously, in any given area where we utilize contractors, some of the CICE material was not applicable. In many other instances the CICE principles were applied by the responsible Shell individuals with corresponding improvement in cost effectiveness. The CICE reports are as pertinent today as they were when first issued. The Business Roundtable has determined that as much as 75* of the industry still has a significant amount of work to do in implementing the CICE recommendations. Within Shell, with the turnover of people and job assignments, we have not universally applied the CICE principles in all areas of our business. It is for this reason that Construction Relations frequently share new information with the appropriate Shell personnel on what is being done in Shell and in the industry in response to the CICE recommendations. DECEMBER. 1987 ABS-013234 lam 030625 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES After five years of review we feel that for Shell's purposes there are seven of the original 23 reports which should get the lion's share of our attention. These seven are equally pertinent in services, maintenance and construction. They are: A-l Productivity Management A-2 Labor Motivation A-3 Improving Safety Performance A-4 Supervisory Training A-6 Modern Management Systems C-2 Overtime Effect C-6 Absenteeism and Turnover In locations where contractors will be using a unionized workforce, the following additional five Study Reports in the Labor Effectiveness area should be reviewed: C-l Exclusive Jurisdiction C-3 Contractor Supervision C-4 Bargaining Agreement Constraints C-5 Local Labor Practices C-7 Impact of Local Union Politics GUIDELINES The following guidelines were developed from an examination of our existing policies, in light of The Roundtable's CICE recommendations. We recognize that any guideline that recommends specific actions may be inappropriate for all situations. Management with responsibilities for contractor activities, however, are urged to make sure they are fully informed as to the consequence before departing from these guidelines. These guidelines should be read with the recognition that our con tractors are independent employers, each having ultimate responsibility for his own employee relations and labor policies. They are not intended to override or to be inconsistent with the obligations imposed by the federal government on Shell, as a federal contractor, to give fair consideration and equitable opportunity in "subcontracts" to small business, minority-owned business, businesses owned by women, and businesses located in labor surplus areas. OECEMBER; 1987 ABS-013235 LAM 030626 { SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES SAFETY It is Shell's policy to utilize only contractors whose dedication to safety in the workplace meets our expectations. "Quality" performance in safety means meeting Shell's expectation that a given contractor establish a safety program designed to eliminate accidents, near-misses and achieve "zero" employee injuries. Humanitarian considerations are reason enough to expect individual contractors to have no employee injuries but there are also significant costs to Shell when a contractor employee is injured. Recognize that the direct workers' compensation costs (doctor, hospital, medical and income) resulting from contractor employee injuries are ultimately borne by Shell, along with other owners who do business with contractors, and that these costs can easily equal 10 to 20 percent of the cost of labor for a contractor (20 to 60 percent offshore). Realize that in addition to the direct workers' compensation cost arising from the injury of a contractor employee there are also indirect costs to Shell that are not easily quantifiable prior to an accident. Among these potential indirect costs are third party lawsuits, production losses, scheduled disruptions, investigations, retraining, damage repair, cleanup and adverse publicity. In reviewing a contractor's safety record, there is a form in the Appendix of CICE Report A-3 which can be used as a pre-qualifi cation checklist. Forms similar to this are now in use in many parts of Shell. It includes such information as contractor OSHA Incident Rates, Workers' Compensation Experience Modification Rate (used in determining insurance costs) and the details of the contractor's safety program. Contractors should be made aware that Shell expects the contractor to provide a workforce free of problems on the job caused by drug abuse. DECEMBER, 1987 ABS-013236 LAM 030627 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES INCENTIVES Using incentives to stimulate contractors to higher levels of performance is recognized as an appropriate motivational tool in many contract circumstances. The objective of incentives should be to create a sensitivity in the mind of the contractor that reflects Shell's priorities. Specifically, the purposes of these incentives are: - Improve level of performance - Create win-win situations - State requirements up-front - Obtain contractor senior management focus - Influence contractor priorities - Address project specific objectives Measurable performance areas where use of incentive? can be considered are: - Safety - Design Accuracy - Fabrication Accuracy - Schedule Improvements - Quality - Rework Reduction - Site Management - Field Management - Absenteeism - Turnover The amount of the incentives will vary depending on the nature and complexity of the project. The allocation of the specific dollar awards will vary depending on the emphasis needed to address anticipated performance problems such as schedule, safety, etc. These problems can differ regionally as well as project to project. The dollar aggregate of all incentives offered should be high enough to attract the attention of the contractor senior management. This can range from 22 to 5% of the job or project cost, depending on the financial impact of failure to meet target performance levels or dates. The financial impact of schedule delays may be viewed as resulting from completion delays versus an on-schedule use of the facility. Earned incentive payments should be spaced over the life of the job to provide an ongoing reminder that success is rewarded. Encouraging contractors to include the office staff, field and craft level in incentive awards is desirable where equitable distribution criteria can be designed by the contractor. ABS-013237 DECEMBER, 1987 LAM 030628 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES OESIGN CONSIDERATIONS Emphasize quality in design. Eliminate design drawing errors and resulting field rework. Assure that both operability and constructibi1ity considerations are taken into account in the engineering of projects and in the development of bid packages. Where feasible, arrange for a representative of a construction contractor or someone knowledgeable in constructibi1ity to be involved in detailed engineering. Do not allow contractors to begin field work before engineering is sufficiently advanced to allow the work to proceed efficiently. CONTRACTING STRATEGIES At major Shell field locations and on all major projects develop written contracting strategies that consider all factors which can effect the outcome of the work. Share these strategies with appropriate Senior Management, and/or Head Office Functions and Business Management in order to obtain buy-in to any risks that may exist and for the overall approach to the work. Contracting strategies for support of operations should aim at providing a cost-effective cushion of contractor utilization to absorb variations in Shell employee requirements. Schedule significant construction with a realistic view toward labor supply-and-demand in the area. Avoid unrealistic completion dates. Allow sufficient time for Shell decisions in planning schedules. Business management should avoid establishing unnecessarily rigid product commitments or other deadlines early in the project. These may prove very costly if they limit contractor ability to deal cost-effectively with unexpected events, such as work stoppages or labor shortages. Use firm price bidding where appropriate to enhance competitive ness. At times other options, such as negotiated contracts or cost-plus, may also be appropriate to ensure best total value. Stimulate contractor attention as appropriate to 'safety/cost/schedule/quality/field management1 improvement by use of incentive contracts, performance benchmarking and mutual goal setting. DECEMBER, 1987 ABS-013238 LAM 030629 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES CONTRACTOR SELECTION Set forth specific management safety expectations to contractors being screened or pre-qualified to bid. Include only contractors whose safety performance is acceptable. Ensure that contractors have in place effective policies and procedures that they have developed to guard against problems occurring on the jobsite arising from drug abuse. In screening contractors, emphasis should be placed on selecting those whose capabilities are a good match for the work at hand; previous successful experience in the size of job planned being a primary consideration. Give weight in contractor selection to demonstrated track records especially in cost control, planning and scheduling, responsible labor management and response to the productivity improvement recommendations of the CICE studies. Before awarding work, assure that the contractor has the ability to handle the work and fully understands Shell's expectations. Where both union and open shop are available, both should be considered in developing a bid list, with final selection based on the all-inclusive equated bottom-line value to Shell. SITE MANAGEMENT * .Assure that all contractors have an acceptable jobsite safety program when they enter the field (frcm day one). * Work with contractors to maximize utilization of qualified local workers. * Construction work normally should be scheduled on a straight-time basis with overtime use limited to spot requirements and special circumstances. Consider use of shift work alternatives (two shifts/day, etc.) to improve completion dates, rather than attempting to improve schedule by using overtime. However, where scheduled overtime is justified, cost inflating effects should be minimized by use of multiple crews and periodic off-days. f>rrruoCO i no? AJBS-013239 LAM 030630 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES Consider use of modern management practices for productivity monitoring, communications enhancement, and worker motivation. Require contractors to have adequate jobsite security programs. Assist contractors in recognizing and removing work practices that limit productivity. Assure that contractors make maximum effective use of apprentices, trainees, or helpers in the work force. Require contractors to have adequate procedures for monitoring and controlling employee absenteeism and turnover. CONTRACTOR RELATIONS Maintain a positive, trust based, mutually-beneficial working relationship with our contractors. Provide opportunity for and encourage open and honest two-way communications between Shell and its contractors. Recognize that contractors can provide the service Shell requires on current work, in combination with programs for future improvement, only if they have the opportunity to earn a reasonable profit. Support efforts, including financial support to responsible programs, to expand the available supply of trained workers, including minorities, in skilled crafts. Inform contractors that Shell wishes to maintain appropriate and competitive construction wages in order to ensure that adequately skilled workers and contractors remain available. CONTRACTOR RELATIONS - UNION Support union contractors in their bargaining in a manner consistent with Shell requirements. Make sure contracts on major projects worked under labor agreements with a "no strike" clause provide Shell the option to discontinue work should a strike occur against local contractors. If contractor work is continued during a local strike, a specific management review should be conducted to determine appropriate action to be taken to support the local contractors. OECEMBER, 1987 ABS-013240 LAM 030631 SHELL OIL COMPANY CONTRACTOR UTILIZATION GUIDELINES Contractually state we will not reimburse contractors for retroactive payment of wage increases that they may negotiate during the course of the project unless a National Labor Agreement to that effect is in force when the project begins. Encourage union contractors to fully exercise their management rights, including taking appropriate contractual and legal actions to resolve violations of collective bargaining agreements and to settle jurisdictional disputes. Require contractors to advise Shell promptly of any labor dispute that might affect the completion or cost of the work. Assist contractors in recognizing and removing bargaining agreement work restrictions that limit productivity. LOCAL CONSTRUCTION USER COUNCILS I I ll II-- .1 II 1..^-- I --I-- I --I 4 * Cooperate with like-minded construction users to improve mutual understanding of construction problems through Shell membership, attendance and participation in Local Construction User Councils. * Encourage contractor involvement in responsible negotiating and self-help groups. An example of this is membership in local contractor associations, subscribership in local user councils and in the case of large national size contractors membership in the Construction Industry Institute. HFCFMRFR. 1987 ABS-013241 LAW1 030632 DISTRIBUTION (with attach.) Production L. L. Smith, Vice President J. H. Current J. F. Davis F. P. Dunn J. D. Hughes J. A. Johnson, Jr. J. P. Parrish D. B. Taylor Manufacturing & Technical R. Lopez, Vice President J. W. Armstrong J. M. Braus R. H. Brown W. A. Carpenter, Jr. A. D. Ditmar W. I. Ooty W. A. Morgan J. E. Riopelle J. C. Swank W. L. Tanner J. M. Terrell L. J. Tichacek A. K. Washburn R. F. Zimmerman Chemical D. B. Richardson, Vice President M. H. Grasley J. S. Oostermeyer D. K. Spencer H. W. Sullivan Refining \ Marketing C. W. Wilson, Vice President R. F. Andrews Q. P. Graves, Jr. M. B. Harrington J. F. Johnson R. Lopez R. D. Mueller J. W. Schutzenhofer R. H. Slaughter J. W. Thomas, Jr. Public Affairs R. G. Dillard, Vice President C. G. Walls Shell Development Co. J. R. Street, President R. D. Gerard P. T. Lucas J. E. Nicholson Administration P. J. Carroll, Senior Vice President Corporate Planning L. E. Sloan, Vice President Employee Relations V. G. Whittington, Vice President J. D. Bell B. W. Levan I. R. Maclver L. L. McDowell Purchasing & Administrative Services J. H. DeNike, Vice President A. F. Ayala G. D. Cheak . E. L. Cobb W. J. Deubner R. B. Ouggan E. D. Ellis W. V. Jacks, Jr. F. R. Jarek W. Kitchens C. V. McDonald B. A. Nelson E. L. W. Samuels W. W. Seymour J. L. Smith W. A. Wiatrek Information & Computer Services L. L. Orury, Vice President 0. C. Landholt Legal R. T. Collins D. H. Farr J. L. Schmid Health, Safety & Environment K. L. Mai, Vice President Finance R. C. Keady G. Obolensky ABS-013242 LAM 030633 DISTRIBUTION (with attach.) Anacortes R. M. Imhoff, Manager W. L. Phelps Deer Park H. J. Bettencourt, Manager G. C. Anderson W. R. Carter O. L. Golden P. A. Masta Metairie R. J. Van Laere, Manager Geismar R. D. Fowler, Manager R. J. Thompson Marietta C. J. Shearer, Manager M. T. Anderson R. M. Schwartz VI. M. Updike Martinez R. J. Banducci, Manager C. T. Allen M. T. Boyle Norco F. D. Foster, Manager R. E. Glenn J. F. Moore J. S. Szymanowski Odessa J. R. Nierman, Manager Sewaren S. J. Roig, Manager Taft L. R. Sims, Manager WiImington R. J. Swofford, Manager D. W. Patterson S. A. Reeves Wood River J. K. 8agley, Manager J. 0. McBride T. C. Moody R. St. Pierre (Separately distributed to Shell Oil Company subsidiaries) r\ I T CT ABS-013243 LAM 030634 DISTRIBUTION LIST SHELL OIL COMPANY SUBSIDIARIES (with attach.) Pecten International Company P. 0. Box 205 Houston, TX 77001 J. C. Rafferty L. H. Roark Shell Western E&P Inc. P. 0. Box 576 Houston, TX 77001 T. M. Botts F. A. Glaviano J. E. Haines R. G. Hansen C. M. Kidwell J. W. Kimmel T. P. Martin R. Planty J. R. Ruser R. W. Watkins C. R. Williams, II Shell Western E&P Inc. 601 W. 5th Avenue, Suite 810 Anchorage, AK 99501 M. L. Woodson Shell Western E&P Inc. Grandview Plaza Treaversa-City, MI 49684 O. M. Bishop P. W. Bohlmann B. J. Bulovas J. D. Houghton Shell Pipe Line Corporation P. 0. Box 2648 Houston, TX 77252 F. T. Lee J. D. Miller Shell Mining Co. P. 0. Box 2906 Houston, TX 77252 N. J. Isto Shell Western E&P Inc. Kernridge Production Division P. 0. Box 11164 Bakersfield CA 93389-1164 J. M. Bergstrom R. A. Pattarozzi Shell Western E&P Inc. West Coast Production Division P. 0. Box 11164 Bakersfield, CA 93389-1164 E. T. Bounds T. A. Christenson J. R. Hite S. H. McVejgh R. M. Warrington Shell Offshore Inc. P. 0. Box 60159 New Orleans, LA 70160 Offshore East Division 0. 0. Hellings G. H. Sterling C. L. Wickizer Offshore West Division R. D. Batten L. L. Wilkerson L. W. Wooden Coastal Division - Production H. L. Ruark D. E. Wheeler J. T. Whitten M. R. Williams ABS-013244 LAM 030635 G. H. Sherwin, Division Manager Shell Pipe Line Corporation Mid-Continent Division 8500 N. Michigan Road Indianapolis, IN 46268 T. E. Green, Jr., Division Manager Shell Pipe Line Corporation Central Division P. 0. Box 1910 Midland, TX 79702 REMINDER J.P. Deuel, Division Manager Shell Pipe Line Corporation Gulf Coast Oivision P. 0. Box 52163 One Shell Square New Orleans, LA 70152 ABS-013245 LAM 030636 DISTRIBUTION - SHELL OIL COMPANY SUBSIDIARIES R. C. McMahan, President Shell Pipe Line Corporation P. 0. Box 2648 Two Shell Plaza Houston, Texas 77252-2648 R. L. Howard, President Shell Offshore Inc. P. 0. Box 61933 One Shell Square New Orleans, Louisiana 70161 B. E. Bernard, General Manager-Production Shell Western E&P Inc. P. 0. Box 11164 Bakersfield, California 93389-1164 R. M. Sprague, President Shell Western E&P Inc. P. 0. Box 576 Houston, Texas 77001-0576 M. C. Forrest, President Pecten International Company P. 0. Box 205 . Houston, Texas 77001-0205 J. L. Mahaffey, President Shell Mining Company P. 0. Box 2906 Houston, Texas 77252-2906 J. R. Cox, President R & F Coal Company P. 0. Box 247 232 South Main Street Cadiz, Ohio 43907 J. W. Hughes, President Turn's Coal Company P. 0. Box 21 Elkhart, Illinois 62634 D. P. Cartwright*, President Triton Coal Company P. 0. Box 3027 Gillette, Wyoming 82716 ABS-013246 LAM 030637 Purchasing Finance Information and Computer Services Purchasing Manager - Information Center Purchasing Supervisor - Shell Credit Card Center Purchasing 4 Administrative Services Manager - Shell Credit Card Center Products Chemical Purchasing 4 Administrative Services - Manager - Marietta Purchasing 4 Administrative Services - Manager - Geismar Senior Purchasing Analyst - Pittsburg Plant Purchasing Supervisor - Taft Plant Refining and Marketing Controller, Products Distribution - Sewaren Plant Supervisor Purchasing 4 Administrative Services - Chicago Administrative Services Office Supervisor Purchasing 4 Administrative Services - Anacortes Refinery Purchasing 4 Administrative Services - Manager - Wood River Manufacturing Complex Purchasing & Administrative Services - Manager - Deer Park Manufacturing Complex Purchasing Supervisor - Odessa Refinery Purchasing & Administrative Services - Manager - Martinez Manufacturing Complex Purchasing & Administrative Services - Manager - Wilmington Manufacturing Complex Purchasing 4 Administrative Services - Manager - Norco Manufacturing Complex Purchasing Supervisor - Metairie Plant Supervisor Purchasing 4 Administrative Services - Atlanta Administrative Services Office Shell Development Company Purchasing Manager - Westhollow'Research Center Head Office Manager Corporate Aviation - Houston Airport ABS-013247 LAM 030638 DISTRIBUTION LIST SHELL OIL COMPANY SUBSIDIARIES - PURCHASING Pecten International Company P. 0. Box 205 Houston, TX 77001-0205 D. L. Erskine, Manager P&AS J. R. Lickvar, Manager Purchasing Shell Offshore Inc. P. 0. Box 61933 New Orleans, LA 70161 J. E. Smith, Manager P&AS Shell Western E&P Inc. P. 0. Box 576 Houston, TX 77001 J. C. Berly, Manager P&AS Shell Mining Company P. O'. Box 2906 Houston; TX 77252 J. R..'McKean, Manager Contracts & Land Shell Pipe Line Corporation P. 0. Box 2648 Houston, TX 77252 E. A. Mason, Pipe Line Operations, Manager Purchasing Shell Western E&P P. 0. BoxXL1164 Bakersfield, CA 93389-1164 A. C. Brooks, Manager P&AS Shell Agricultural Chemical Company Biological Sciences Researches Center P. 0. Box 4248 Modesta, CA 95352 B. L. Sandvik, Purchasing Supervisor Triton Biosciences Inc. 1501 Harbor Bay Parkway Alameda, CA 94501 M. J. Sprecher, Supervisor, Purchasing and Services GLD LIST ABS-013248 LAM 030639