Siderca — Campana ASU

An air separation unit carried from immediately after investment approval through to startup, with engineering, project management, specialist design and construction distributed across four locations and three countries.

Engineering memoranda and process requirements had to become automation, instrumentation and equipment specifications on a schedule the field could rely on. Engineering resources were shared across several projects and had to be prioritized. Long-lead procurement decisions had to protect the project schedule.

Procurement created a recurring tradeoff between project urgency and portfolio buying leverage: bundling purchases across projects produced stronger commercial terms, but waiting for another project to be ready could damage this one.

Project controls connected schedule and cost planning — including contingency and management reserve — to the progressive maturity of engineering rather than to calendar assumptions.

Tagged-item and equipment purchase priorities were coordinated directly with Engineering and Procurement, transport to site planned with external logistics providers, and delivery sequencing tied to site readiness.

Laydown planning was treated as part of the installation strategy: equipment had to be received, offloaded efficiently, remain accessible and be available in the order construction required.

During construction, deliberate field presence put deep familiarity with engineering dependencies, procurement status and installation sequence directly next to the contractors resolving them.

The assignment continued through construction interface, mechanical completion and handover to commissioning — closing the loop between the planning assumptions made at approval and the reality of startup.