Supply Chain Financingone Financial Break through in Oil and Gas Sector

2018 ◽  
Author(s):  
Herry Triatno,
Keyword(s):  
Supply Chain ◽  
Oil And Gas ◽  
Oil And Gas Sector

Supply Chain Disruption in Nigeria Oil and Gas Sector: Some Mitigation Strategies

2019 ◽  
Vol 9 (2) ◽  
pp. p8611
Author(s):  
Nsikan E. John ◽  
Ekeins-Wilson T. Margaret ◽  
Tarela O. Anyandike ◽  
Maria M. Ortencia
Keyword(s):  
Supply Chain ◽  
Oil And Gas ◽  
Mitigation Strategies ◽  
Supply Chain Disruption ◽  
Oil And Gas Sector

SCOR Implementation in Oil and Gas Company from an Emerging Market

2020 ◽  
pp. 872-887
Author(s):  
Jibran Hafeez ◽  
Rameez Khalid ◽  
Shahid Mir
Keyword(s):  
Developing Countries ◽  
Supply Chain ◽  
Oil And Gas ◽  
Emerging Market ◽  
Business Success ◽  
Success Factor ◽  
Supply Chain Performance ◽  
Structured Interviews ◽  
Scor Model ◽  
Oil And Gas Sector

Measuring supply chain performance is an important business success factor in today's competitive environment and continuous improvement culture. Several models have been developed for this purpose, however, such models lack standardized language and are not well known in the developing countries. Supply Chain Council (SCC) developed Supply Chain Operations Reference (SCOR) model. This paper presents a case-based action-research for a step-by-step implementation of SCOR model. The case company belongs to oil and gas sector in a developing country. As-Is model was developed and analyzed for gaps. Reasons were identified using company documents and semi-structured interviews. To-Be model was then developed along with recommendations keeping into account the challenges faced by companies operating in emerging markets. The step-by-step SCOR implementation was found to be effective. It is further found that adapting the SCOR model for developing countries is a time-intensive effort and adapting the best practices can be a better option.

scholarly journals Alberta’s Digital Oilfield: Technological Opportunities and Benefits for Alberta Companies and Communities

2019 ◽  
Vol 18 ◽  
pp. 83
Author(s):  
Stephen Rausch
Keyword(s):  
Supply Chain ◽  
Industry 4.0 ◽  
Oil And Gas ◽  
Digital Technologies ◽  
Industrial Processes ◽  
Significant Shift ◽  
Different Types ◽  
Digital Oilfield ◽  
Technological Opportunities ◽  
Oil And Gas Sector

<p>The global oil and gas sector has recently undergone a significant shift in supply economics, which has rippled throughout the supply chain. This has been felt as strongly in Alberta, Canada as it has in any other oil producing region. The intense need for operational changes to production, coupled with the proliferation of digital technologies into industrial processes (Industry 4.0), has led to new opportunities to dramatically reduce costs and inefficiencies through the supply chain. These opportunities can be summarized as Digital Oilfield Technologies, which are a combination of tools and disciplines that are incorporated into advanced software to improve operations efficiencies. This paper explores the different types of Digital Oilfield Technologies, its benefits to industry, and uncovers how communities in oil and gas producing regions can support the growth of this new subsector to improve the health of local industry and economy. </p><p><strong>Keywords: </strong>oilfield technology, oil and gas, oilfield optimization, digital analytics, digitalization, industry 4.0</p>

SCOR Implementation in Oil and Gas Company from an Emerging Market

2017 ◽  
Vol 8 (1) ◽  
pp. 93-107 ◽  
Author(s):  
Jibran Hafeez ◽  
Rameez Khalid ◽  
Shahid Mir
Keyword(s):  
Developing Countries ◽  
Supply Chain ◽  
Best Practices ◽  
Oil And Gas ◽  
Emerging Market ◽  
Business Success ◽  
Success Factor ◽  
Structured Interviews ◽  
Scor Model ◽  
Oil And Gas Sector

Measuring supply chain performance is an important business success factor in today's competitive environment and continuous improvement culture. Several models have been developed for this purpose, however, such models lack standardized language and are not well known in the developing countries. Supply Chain Council (SCC) developed Supply Chain Operations Reference (SCOR) model. This paper presents a case-based action-research for a step-by-step implementation of SCOR model. The case company belongs to oil and gas sector in a developing country. As-Is model was developed and analyzed for gaps. Reasons were identified using company documents and semi-structured interviews. To-Be model was then developed along with recommendations keeping into account the challenges faced by companies operating in emerging markets. The step-by-step SCOR implementation was found to be effective. It is further found that adapting the SCOR model for developing countries is a time-intensive effort and adapting the best practices can be a better option.

Early Interventions for Guyanese Business Development and Optimization

2021 ◽  
Author(s):  
Treacy Anne Roberts ◽  
Natasha Theresa Gaskin-Peters
Keyword(s):  
Supply Chain ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Business Development ◽  
Local Economy ◽  
Gas Industry ◽  
Local Content ◽  
Fit For Purpose ◽  
Oil And Gas Sector

Early Intervention and Local Content Optimization Esso Exploration and Production Guyana Limited ("ExxonMobil"), an affiliate of Exxon Mobil Corporation, and its co-venturers Hess Guyana Exploration Limited and CNOOC Petroleum Guyana Limited, discovered oil in the Stabroek block offshore Guyana during the first half of 2015. The success of safely drilling their first well (Liza-1), followed a history of 40 dry holes in the Guiana Basin prior to ExxonMobil beginning ultra-deepwater oil and gas exploration in 2008 (Varga et al. 2021). Guyana, with a small population of 750,000, was primarily economically focused on agriculture, manufacturing, and the mining of bauxite and gold. ExxonMobil identified the need for an early, focused, coordinated, and long-lasting approach to local content planning to provide tangible results for Guyana. Developing local businesses to actively participate in the industry and enter the supply chain while raising awareness of how the oil and gas industry operates was paramount, as was managing expectations of the Guyanese government and populace about local content. ExxonMobil recognized that the established mining sector in Guyana had the potential to provide a base of local suppliers able to transition into the emerging oil and gas sector. It subsequently undertook a number of assessments and studies on the local economy to further understand the local context. The finding of these assessments highlighted that most Guyanese companies were operating in the small local economy or working within the Caribbean region, limiting their exposure to international standards and providing little impetus to become globally competitive. Despite having technical competencies that could be utilized in the oil and gas industry, shortfalls were apparent in the areas of auditable systems, business processes, quality assurance, and safety. Closing the gaps would take time and investment, and a shift in culture in some parts. An internal assessment of ExxonMobil's supplier development programs was conducted, and a Guyana supplier development program was developed by drawing from best practices around the globe. ExxonMobil, with the support of its Stabroek Block co-venturers, took a proactive decision and devised a plan to engage an independent third party to run a "fit for purpose" enterprise development centre (EDC) to support the technical development in country through local content prior to final investment decision (FID). In order to be equipped to provide early roll out of local content development, and 6 months before FID for Liza 1, ExxonMobil released a Request for Proposal (RFP). Bidders were invited to submit proposals on how the EDC would function "fit for purpose" and compliment rather than compete with current Guyanese activities and vendors. The successful bidder, DAI Global LLC (DAI), had a proven track record of international socioeconomic project successes and was selected to form a unique and collaborative, strategic relationship with ExxonMobil. Although DAI had previous experience in nascent markets, the challenge in Guyana was to expand the Guyanese supplier base into a new sector. The global experience of both ExxonMobil and DAI worked in tandem to produce a flexible management structure with the capability to adapt to the ensuing exploration successes and expanding industry needs. Both short and long term programs would be utilized to engage businesses for the changing needs of businesses during varying developmental stages. Additionally, ExxonMobil's foresight to incorporate local content requirements and contractual use of the centre into prime contractor contracts provided support for the long-term viability of the EDC. The EDC established in Guyana was named The Centre for Local Business Development (Centre). The Centre design provides a supportive environment where seeking and acquiring information about the oil and gas sector is a comfortable experience. Inclusive of classrooms, meeting spaces, offices, and networking areas, the Centre sponsors engaging programs and provides mentorship for companies entering the industy. Drawing upon studies and data to drive the content and focus of its programs, the Centre addresses relevant needs in the business community. For example, a DAI baseline study on the international competitiveness of local businesses showed that two-thirds of Guyanese businesses were not internationally competitive and needed support with basic business systems (e.g. financial management, supply chain management and human resources). Other stakeholder focus group studies conducted by ExxonMobil determined that there was a lack of foundational knowledge about the oil and gas sector. Having access to this research pre-FID allowed for a head start on planning and enabled the implementation of a work program just 3 months after the Centre's opening.

Ways to improve tax administration of major taxpayers of oil and gas sector

2020 ◽  
Vol 23 (9) ◽  
pp. 1064-1076
Author(s):  
O.V. Ovchar
Keyword(s):  
System Analysis ◽  
Oil And Gas ◽  
Import Substitution ◽  
State Regulation ◽  
Tax Administration ◽  
Problems And Solutions ◽  
Original Interpretation ◽  
Instrumental Methods ◽  
Oil And Gas Sector ◽  
Tax Regulation

Subject. Under rapid changes in the external economic environment, new forms and methods of State regulation of oil and gas industries, especially, improving the taxation and tax regulation instruments become relevant. Objectives. The study aims to provide an original interpretation of methods of improving the tax administration of major taxpayers in the oil and gas sector applied at the present stage. Methods. I employ normative and holistic approaches to examine taxation efficiency in the oil and gas sector, general scientific and special methods of scientific cognition, i.e. retrospective, system analysis, observation, classification, instrumental methods of grouping, sampling, comparison and synthesis, as well as evolutionary and dynamic analysis. Results. I consider basic problems and solutions in the sphere of tax administration of major taxpayers of Russian oil and gas industries. The paper offers a package of measures and recommendations aimed at improving the efficiency of tax regulation, underpins the applied approach to tax administration of organizations operating in the oil and gas sector. Conclusions and Relevance. Our country needs a comprehensive program for tax administration of the entire technological cycle: from upstream operations to full-scale import substitution of consumer goods.

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