Planning and Turnaround Superintendent

CF Industries•Sergeant Bluff, IA

6d•Onsite

About The Position

The Planning and Turnaround Superintendent provides leadership for routine maintenance planning, turnaround planning, and work management quality at the Port Neal Nitrogen Complex. This role supervises maintenance planners and turnaround planners, supports safe and efficient execution of planned work, and ensures work packages are properly developed before work is released for scheduling and execution. The position owns planning standards, SAP work order quality, backlog planning quality, material readiness, turnaround readiness tracking, and continuous improvement of the planning process. The superintendent works closely with Operations, Maintenance, Engineering, Procurement, Stores, EHS, and contractors to ensure work is planned safely, efficiently, and in alignment with CF standards, regulatory requirements, and sound maintenance practices. This position is also responsible for Turn Around Management and Execution.

Requirements

Minimum of five years of experience in industrial maintenance, maintenance planning, scheduling, turnaround coordination, engineering, or maintenance supervision; chemical manufacturing experience preferred.
Previous leadership and direct supervisory experience preferred, including experience leading planners, coordinators, contractors, or cross-functional maintenance teams.
Strong working knowledge of maintenance planning, job package development, backlog management, outage readiness, contractor coordination, and work execution.
Strong SAP PM or equivalent CMMS experience required; SAP experience preferred.
Knowledge of industrial safety requirements, permit-to-work processes, LOTO, confined space, hot work, line break, and other work execution risk controls.
Solid communication skills, including the ability to write clear work instructions, communicate priorities, and interact effectively with Operations, Maintenance, Engineering, Procurement, Stores, EHS, contractors, and leadership.
Strong analytical, prioritization, troubleshooting, and decision-making skills.
Results-oriented, self-motivated, and capable of managing multiple priorities, projects, and outage planning activities simultaneously.
Strong interpersonal skills and the ability to influence work across departments without direct authority.
Good general computer skills, including Microsoft Word, Excel, Outlook, and other planning or scheduling tools.
Must be able to climb towers, enter confined spaces, and lift up to 50 lbs. as required by the role.

Nice To Haves

Bachelor’s degree in engineering, maintenance, construction management, or a related technical field preferred.
chemical manufacturing experience preferred.
Previous leadership and direct supervisory experience preferred, including experience leading planners, coordinators, contractors, or cross-functional maintenance teams.
SAP experience preferred.

Responsibilities

Supports site EHS activities by complying with environmental, health, and safety policies and actively participating in EHS programs and initiatives.
Develops long-term strategies for backlog reduction, maintenance effectiveness, turnaround readiness, and planning resource optimization.
Reports to the Maintenance Manager and serves as a key leader within the Maintenance Department, providing ownership of maintenance planning, turnaround planning, work management processes, and planning standards while driving accountability, execution readiness, and continuous improvement across the site.
Fosters a culture of ownership, accountability, planning discipline, and execution excellence throughout the Maintenance Department.
Leads the routine maintenance planning process to ensure work is properly scoped, planned, prioritized, and ready for scheduling and execution.
Ensures planned work packages include clear scope, labor estimates, required materials, tools, equipment, permits, procedures, drawings, safety requirements, and risk controls.
Owns SAP work order planning quality and ensures work orders are properly built, updated and closed out to support reliable work history and future planning.
Monitors and improves planning performance through standardized KPIs such as planning backlog, planned work percentage, schedule readiness, PM compliance etc.
Coordinates with Operations, Maintenance, Engineering, Procurement, Stores, EHS, and contractors to align work priorities, resource needs, material availability, and execution timing.
Managing of Turnarounds including turnaround planning and readiness activities for Port Neal outage cycles, scope development, work package development, schedule input, resource planning, contractor planning support, material readiness, and milestone tracking.
Turnaround execution management by ensuring planned work is ready, risks are identified, contractor interfaces are clear, and daily planning support is available during outage execution.
Ensures outside services, contractors, and vendors are coordinated in accordance with CF safety, security, and site access requirements. This includes bid management, contractor select and contractor management.
Develops and maintains strong working relationships with internal customers and cross-functional groups to ensure maintenance resources are planned against the highest priority work.
Supports maintenance budget development by providing planning input, cost estimates, resource estimates, and turnaround planning assumptions.
Works with Reliability, Engineering, Maintenance, and Operations to improve preventive maintenance strategies, job plans, task lists, and planning standards.
Captures lessons learned after major work and turnarounds and applies improvements to future job plans, outage planning, and planning processes.
Maintains close communication with all levels of supervision and supports continuous improvement through teamwork, planning discipline, and standard work practices.
Understands and complies with established departmental processes and procedures designed to support internal controls; identifies and communicates internal control deficiencies to department management.