Curiosity, creativity and collaboration – creating a digitally integrated supply chain

2017 ◽  
Vol 57 (2) ◽  
pp. 477 ◽  
Author(s):  
Christopher Jordan
Keyword(s):  
Supply Chain ◽  
Oil And Gas ◽  
Early Stage ◽  
Building Blocks ◽  
Maintenance Cost ◽  
Bill Of Materials ◽  
Management Processes ◽  
Production Output ◽  
The Right ◽  
Integrated Supply Chain

With the need to extend the life of ageing assets, manage shorter maintenance campaigns and ensure availability of resources, companies are becoming more curious and creative about possible solutions and more willing to collaborate across traditional silos. Oil and gas companies are building more digitally integrated supply chains and are seeing significant results. When a damaged gasket can cost US$1M/day and create a major safety hazard, even early stage implementation of digital technologies can generate significant improvements. A liquefied natural gas (LNG) plant was curious about what they could achieve through better data integration and alignment. Visualising activity plans and digitally integrating equipment strategies through bill of materials improved the plant’s supply responsiveness, increasing both asset availability and production output by 2%. Creatively leveraging automation across the supply chain is helping companies become more connected. Starting with advanced analytics, the building blocks for end-to-end solutions are being built. In the near future, predictive part failures data will automatically load into work management processes, maintenance plans will immediately update and the right parts automatically ordered at the right time. Some companies are experimenting with this ‘virtual handshake’ across departments and systems, creating a smarter, faster and more reliable operation. Using both analytics and improved collaboration, one LNG operation has seen a 40% reduction in duplicate parts, a 30% reduction in inventory and an 8% reduction in overall maintenance cost. Through curiosity, creativity and collaboration across a digitally integrated supply chain, industry organisations can reduce controllable operational cost, making them more reliable and competitive.

scholarly journals 3PL provider selection in oil and gas industry using the analytic hierarchy process: A case study in oil-field services company X

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Nguyen Thi Duc Nguyen ◽  
Le Tran Chinh
Keyword(s):  
Supply Chain ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Oil Field ◽  
Analytic Hierarchy ◽  
Software Support ◽  
Gas Industry ◽  
Expert Choice ◽  
The Right ◽  
Outsourcing Logistics

This study aims to: (1) Summarize the criteria for selecting 3PL Provider in supply chain management from literature review and apply these criteria to build the criteria model in choosing 3PL Provider for oilfield services company X for the purpose of expanding their market in the oil and gas industry and (2) Analyze, evaluate two 3PL Providers, along with a new 3PL Provider and suggest the strategy for selecting the suitable 3PL Provider to meet the specific requirements from company X. By arranging in-depth interviews with ten people with different positions, including Operation Manager, Supply Chain Manager, Logistics Manager, Base Manager and Logistics Specialist, along with AHP approach and expert choice 11.0 software support in collecting, processing and synthesizing data to evaluate and determine the appropriate 3 PL Provider for company X. In this study, three 3PL Providers have been chosen for analyzing and evaluating – 3PL Providers A, B, and C. The final results demonstrate that there are six main criteria and 13 sub-criteria in choosing 3PL Provider for oilfield services company X. The six main criteria are Performance, Price, Services, Quality assurance, IT system and Intangible values. The results and hypothetical situations have also been presented and discussed again with the expert logistics group to get their feedback about the practicability of the built model. The expert logistics group has agreed that the built criteria model and results are appropriate and adequate for evaluating and selecting a suitable 3PL Provider from the company’s specific demands. Consequently, this study can also be applied for similar purposes in other companies and shipping agents who need to work with outsourcing logistics services in oil and gas industry by using this built criteria model and synthesis results to find out the right decision for selecting 3PL Provider.

Development of Global Contract for In-Line Inspection

2008 ◽  
Author(s):  
Stephen R. Gower ◽  
Jude Moore
Keyword(s):  
Supply Chain ◽  
Best Practice ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Successful Implementation ◽  
Gas Industry ◽  
The World ◽  
Exploration And Production ◽  
Process Work ◽  
The Right

In-Line inspection has increasingly been used across the oil and gas industry over the past 30 years as a key part of pipeline integrity programmes. Whilst the industry has started to develop standards through the ILI Association and the Pipeline Operators Forum the way in which the industry selects tools and contractors has not developed to the same extent. A significant amount of time is spent managing the procurement process rather than focusing on the selection of the right tools and ensuring they perform to expectations. The challenge is further exacerbated when operations are dispersed globally and involve many different operating relationships. BP has been a user of ILI technology since its introduction in the late 1970s and it has consistently grown in importance to BP in managing the integrity of an aging pipeline asset base. In 2006/2007 BP’s Exploration and Production Technology Group (EPTG) in conjunction with the Procurement and Supply Chain Management group (PSCM) carried out a review of its procurement arrangements across the globe for pipeline ILI to ascertain best practice and capture key lessons. It also gathered experience from other strategic long term supply chain initiatives around the BP Group to help inform and develop the ILI strategy. Early discussions held with ILI Suppliers confirmed that, whilst regional frameworks have been in place in some countries, extending this to a global operation would be breaking new ground in engaging ILI services and would be of benefit to both ends of the supply chain. The process not only needed to follow rigorous supply chain procedures that would meet EU Procurement Directives and BP Group requirements, it also had to meet the specific requirements of many Countries around the world. It was recognised that flexibility would be required to accommodate the introduction of new tools, developing technology and accommodate new areas of operation. BP also wanted to stimulate continuous improvement in ILI tool performance and application of innovative improved technology. More significantly a key objective of the Global Contract was to drive inspection quality and consistency, whilst maintaining a competitive but equitable pricing strategy. Successful implementation was not just about delivering a contract scope of work; it required the development of relationships and a common understanding so that when problems arise they can be resolved quickly and efficiently. This required a significant amount of work engaging both the ILI Contractors and Operating Units across the world in the process. Work on developing the Global ILI Contract was successfully concluded with contract awards in late 2007. The paper explores some of the challenges, lessons learnt and benefits of developing a Global Contract for ILI.

Concept and Practices of Cyber Supply Chain in Manufacturing Context

2018 ◽  
pp. 5306-5316
Author(s):  
Anisha Banu Dawood Gani ◽  
Yudi Fernando
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Manufacturing Industry ◽  
Supply Chain Network ◽  
Security Measures ◽  
Cyber Threats ◽  
Management Processes ◽  
Integrated Supply Chain

The objective of this chapter is to discuss the concept and practices of cyber supply chain (CSC) in manufacturing context. Technological advancements are drastically transforming manufacturing industry, which in turn drives the need for a digitally integrated supply chain. While CSC has its share of benefits, it is also vulnerable to cyber threats. In order to mitigate the risks, a comprehensive security measures must be undertaken in the areas of technology, organization, governance, and culture, and integrate them into the company's established risk management processes. To ensure a resilient CSC, all members of the supply chain network must play a role to protect their respective systems from potential breach.

Concept and Practices of Cyber Supply Chain in Manufacturing Context

2019 ◽  
pp. 942-955
Author(s):  
Anisha Banu Dawood Gani ◽  
Yudi Fernando
Keyword(s):  
Risk Management ◽  
Supply Chain ◽  
Supply Chains ◽  
Manufacturing Industry ◽  
Supply Chain Network ◽  
Security Measures ◽  
Cyber Threats ◽  
Management Processes ◽  
Integrated Supply Chain

The objective of this chapter is to discuss the concept and practices of cyber supply chains (CSC) in the manufacturing context. Technological advancements are drastically transforming the manufacturing industry, which in turn drives the need for a digitally integrated supply chain. While CSC has its share of benefits, it is also vulnerable to cyber threats. In order to mitigate the risks, comprehensive security measures must be undertaken in the areas of technology, organization, governance, and culture, and they must be integrated into the company's established risk management processes. To ensure a resilient CSC, all members of the supply chain network must play a role to protect their respective systems from potential breach.

scholarly journals Supply Chain Management: A Game Changer in the Oil and Gas industry in Nigeria: A Review of Literature

2021 ◽  
Vol 5 (3) ◽  
pp. 54-68
Author(s):  
Oluwarotimi Odunayo Akintokunbo ◽  
Biebele Emmanuel Arimie
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Management System ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Chain Management ◽  
Supply Chain Management System ◽  
The Right ◽  
Game Changer

Nigeria has abundant deposit and supply of accessible crude oil and gas resources and it remains the mainstay of her economy. The oil and gas industry in Nigeria is a part of the global oil and gas market which depends on effective and efficient supply-chain management system for the seamless procurement of goods and services (domestic and international), logistics, operations and production management, warehousing, storage of goods from organisations supplier’s suppliers to the customer’s customers with the help of adequate use of modern information and communication technology. The purpose of this study was to examine supply chain management: a game changer in the oil and gas industry in Nigeria. The paper is largely a literature review, hence a desk research methodology was adopted. The paper revealed that the industry offers a classic model for changing the competition game in the sector through a lean, innovative and environmentally sustainable integrated supply chain management system, as today’s competition is no longer between organizations, but among supply chains that compete to reduce their cost of acquisition, production, logistics and warehousing along the chain while delivering customers products and services of quality at the right time, quantity and quality, at the right place and total cost, and creating value throughout the chain.

Teaching Supply Chain Management Using an Innovative Practical Game

2020 ◽  
pp. 837-856
Author(s):  
Iwan Vanany ◽  
Ahmad Syamil
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Undergraduate Students ◽  
Building Blocks ◽  
Chain Structure ◽  
Chain Management ◽  
Bill Of Materials ◽  
Competitive Game ◽  
Supply Chain Structure ◽  
Rules Of The Game

This paper presents a new practical game which helps undergraduate students to understand how the concept of supply chain management (SCM) works. The game uses a simple supply chain structure incorporating three entities of the supply chain: supplier, plant, and customer. The game employs a set of toy building blocks such as LEGO® blocks and has the rules of the game, responsibility of each player, product descriptions and bill of materials. This competitive game is used supply chain cost as the measuring to determine the winner team of the game and the Bloom's taxonomy as guidelines to develop the assessment testing based on the learning objectives of courses. This proposed board game has been tested by many undergraduate students who are taking SCM and Logistics Management courses. The results show that the students who played the game reached the higher scores of assessment testing than students who didn't play the game. Furthermore, most students have also positive view about this game.

Teaching Supply Chain Management Using an Innovative Practical Game

2016 ◽  
Vol 9 (4) ◽  
pp. 82-99
Author(s):  
Iwan Vanany ◽  
Ahmad Syamil
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Undergraduate Students ◽  
Building Blocks ◽  
Chain Structure ◽  
Chain Management ◽  
Bill Of Materials ◽  
Competitive Game ◽  
Supply Chain Structure ◽  
Rules Of The Game

This paper presents a new practical game which helps undergraduate students to understand how the concept of supply chain management (SCM) works. The game uses a simple supply chain structure incorporating three entities of the supply chain: supplier, plant, and customer. The game employs a set of toy building blocks such as LEGO® blocks and has the rules of the game, responsibility of each player, product descriptions and bill of materials. This competitive game is used supply chain cost as the measuring to determine the winner team of the game and the Bloom's taxonomy as guidelines to develop the assessment testing based on the learning objectives of courses. This proposed board game has been tested by many undergraduate students who are taking SCM and Logistics Management courses. The results show that the students who played the game reached the higher scores of assessment testing than students who didn't play the game. Furthermore, most students have also positive view about this game.

scholarly journals Mitigation processes – antecedents for building supply chain resilience

2014 ◽  
Vol 19 (2) ◽  
pp. 211-228 ◽  
Author(s):  
Kirstin Scholten ◽  
Pamela Sharkey Scott ◽  
Brian Fynes
Keyword(s):  
Supply Chain ◽  
Hurricane Katrina ◽  
Disaster Management ◽  
Theory And Practice ◽  
Content Type ◽  
Supply Chain Resilience ◽  
Management Processes ◽  
Management Context ◽  
Resilience Framework ◽  
Integrated Supply Chain

Purpose – This study aims to combine theory and practice to develop an integrated supply chain resilience framework by investigating the inter-dependencies between the strategic literature based concept of supply chain resilience and operational practitioner based disaster management processes. Design/methodology/approach – Utilising an in-depth qualitative case of a collaborative agency, this study identifies best practices within disaster management for insights on the operationalisation of supply chain resilience. Findings – The empirical data leads to the development of an integrated supply chain resilience framework capturing the interplay of disaster management processes and capabilities required to build supply chain resilience. The critical importance of mitigation processes in building supply chain resilience is highlighted. Practical implications – The generic supply chain resilience framework represents a valuable guide for managers when directing resources and planning for building the capabilities required in each phase of disaster management, while remaining strategically focused. The value of the framework is demonstrated by a retrospective analysis of aid operations in response to Hurricane Katrina. Originality/value – The study's results are the first to bridge theory and practice on supply chain resilience. By utilising the unique humanitarian aid disaster supply chain management context, a two-way knowledge and learning flow between humanitarian and commercial organisations is established.

Global Economic Crisis of 2008-2009: Sources and Roots

2009 ◽  
pp. 18-31
Author(s):  
G. Rapoport ◽  
A. Guerts
Keyword(s):  
Oil And Gas ◽  
Trade Deficit ◽  
Developed Countries ◽  
The Other ◽  
Energy Resources ◽  
Market Mechanisms ◽  
Production Output ◽  
The One ◽  
To Receive ◽  
Partial Destruction

In the article the global crisis of 2008-2009 is considered as superposition of a few regional crises that occurred simultaneously but for different reasons. However, they have something in common: developed countries tend to maintain a strong level of social security without increasing the real production output. On the one hand, this policy has resulted in trade deficit and partial destruction of market mechanisms. On the other hand, it has clashed with the desire of several oil and gas exporting countries to receive an exclusive price for their energy resources.

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