Successful capital project execution rests on owners/operators and their contract construction partners’ ability to rapidly respond to events before project timelines are affected.

 

 

Leading oil and gas companies are leveraging the E2open network and supply chain solutions to operate their multi-enterprise supply chains in real-time, giving them end-to-end visibility and control.

Across upstream, midstream, and downstream operations, oil and gas firms face a magnitude of supply chain challenges that impact not only their customer service, but also their capital asset utilization, environmental health & safety status, and product innovation. Upstream operations, with their large capital operations, manage some of the most complex supply chains in the world – requiring the coordination of joint venture partners with multiple tiers of manufacturing and construction.

Successful capital project execution rests on owner/operators and their construction partners’ (EPCs) ability to rapidly respond to events before project timelines are affected. Project teams that are equipped to receive alerts of short ships or projected late arrivals are able to better plan work to maximize workforce availability. Furthermore, visibility into inventory stocking locations, goods-in-transit, and receipts can expose surplus material at supplier factories or project sites, allowing procurement teams to minimize spend while improving parts availability. In the downstream part of their business, oil and gas companies have to be prepared to fulfill the requirements of retail channels and maximize on-shelf availability.

E2open, working with oil and gas companies, has developed a set of solutions to address these key challenges.

Challenge

  • Dealing with unpredictable demand at the retail level (downstream)

Solution

  • Demand Sensing to accurately predict near-term demand by using current information to better reflect market realities
  • Ensuring that decisions made in mid- to long-term will enable profitable and streamlined execution
  • Sales & Operations Planning / Integrated Business Planning for making decisions jointly with internal functions (such as, sales, materials management and finance) and external partners (operators, contractors, service providers, and the like), on mid- to long-term actions for operating profitably and avoiding risk, through scenario building and analytics
  • Running global operations, with multiple tiers of supply chain partners
  • Streamlining procurement processes across many partners
  • Forecast Collaboration to exchange forecasts and commits with suppliers and contract manufacturers
  • Sourcing & Procurement to exchange forecasts, commits, orders, and shipments as well as tracks issues with suppliers and contract manufacturers
  • Quality Collaboration to ensure the exchange of quality and other relevant information and the detection of non-conformance exceptions with suppliers
  • Inbound VMI to enable various replenishment models with suppliers
  • End-to-end material visibility
  • Ensuring efficient repairs and returns
  • Return and Repair solution to handle supply chain activities for returned products
  • Ensuring high finished goods availability at the retail level (downstream)

“One of our challenges had been managing the huge amount of transactional and planning data in order to make really effective and timely supply chain decisions. Now, we can crunch big data to get to key value opportunities. This has been a core element of our Integrated Business Value program.”
– Shell