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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,*,*,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,Click to edit title style,Page:,*,ValueSpeedEnergy IndustryCEO Presentation,October 2000,Leading Practices Workshop,29 30,th,November 2001,1,*,Welcome and Introductions,Day 1,Chinese Oil Industry Context,Thursdays Knowledge Sharing Session,Day 2,Fridays Basic Progressive Pioneering Session,Agenda,*,Welcome and Introductions,Day 1,Chinese Oil Industry Context,Thursdays Knowledge Sharing Session,Day 2,Fridays Basic Progressive Pioneering Session,Agenda,*,Welcome and Introductions,Day 1,Chinese Oil Industry Context,Thursdays Knowledge Sharing Session,Day 2,Fridays Basic Progressive Pioneering Session,Agenda,*,Our Industry Experience,CAPCO,The Aromatics(Thailand)Public Co.Ltd.,Ethylene/PolyEthylene,Malaysia,Mitsubishi Oil,*,Eight driving forces in the global energy&chemicals sector,Market deregulation,and liberalization,M&A,activity&,restructuring,Diversification,new capability&revenue streams,Increased Investment,Volatile oil,price,Accessing best talent,Exploitation of,new technology,Higher,customer,expectations,GLOBAL CHEMICALS&ENERGY,*,In Asia Pacific,market dynamics will continue to put downwardpressure on margins,Note:Map not to scale,CHINA,Most attractive global market,New market entrants,Infrastructure challenges,Import restrictions,WTO entry impacts,ASEAN,Increasing deregulation,Market“shake-outs”,Emerging“Nationals”,New refining capacity,JAPAN,Market deregulation,Increase level of imports,Retail price wars,Re-structuring networks,KOREA,Good margins historically,Moving to product surplus,Hyper-competition in Retail,AUSTRALASIA,Mature and tight margins,Barriers to mergers,New independents,Increased imports,Asia Pacific Region,*,Multi-nationals view ERP&SCM as tools to take performancebeyond scale,We expect multi-nationals will focus on;,Aggressive competitive strategies,Leverage of ERP&supply chain capabilities to maintain competitive advantage,Emphasis on decision support and economic analysis,Some will organizeto compete;others will becomepart of the battlefield,Market Capitalization ($bn),Focused,0,50,100,150,200,250,300,350,5,000,10,000,15,000,20,000,25,000,Mid-Tier,Super Majors,0,Total oil/NGL/gas reserves(MBOE),Source:PetroCompanies;CI;Goldman Sachs;Accenture Analysis-September 2000,Market Capitalization Vs Total Reserves,*,Technology has enabled and supported 5 phases of business change,Alignment,IntegratedSupply/Demand,Pricing,Configuration,Capacity,Material,Production,Distribution,Transportation,ATP,CTP,Integrated,Demand/Supply,Planning,Demand,Decision Support/,Advanced Planning&Scheduling,Phase 3,Function,Functional Organisation,Point solutions,Phase 1,Information Sharing,Process Orientation,Process,Transaction systems,Phase 2,Industry Networks,Strategic Value,Networks,Hosted solutions,Phase 5,Collaborative,Channels,Internet-Enabled Collaboration,Collaborative SC management,Phase 4,Transactional,Technology enablers,Disparate Businesses,Consolidation,Phase 0,Point solutions,*,The challenges for the Chinese downstream oil industryare significant,Decrease crude cost,Optimize crude slate,Increase refinery utilization,Increase Return on Capital Investment,Improve yield of light products,Decrease&optimize distribution costs(1,o,&2,o,),Form strategic alliances,Increase retail sales,end-to-end Performance Improvement Challenges,*,The unique characteristics of the oil industry will complicate the journey,From,Distinct functional operations solutions,Gaps in data availability and accuracy,People based capabilities(Art),Point solutions for supply,transport,terminal and,retail operations,To,Seamless integration,Real-time,exhaustive network data,Process and system based capabilities(Science),End-to-end network optimization,Obstacles&Road Blocks,Traditional functional silos,Scope of data requirements,Need for collaboration and processes,Lack of robust performance management systems,Inherent time lags associated with physical delivery,*,Welcome and Introductions,Chinese Oil Industry Context,Thursdays Knowledge Sharing Session,Fridays Basic Progressive Pioneering Session,Agenda,*,Progressive,Basic,Pioneering,Manual tracking of transactions.,No real time visibility of data,ERP system implemented,but many hand offs remain,Multiple instances of ERP system,Common business processes across similar businesses,ERP system used to monitor business performance,Our Approach for Thursday&Friday,Thursdays Session,Case Study Approach using Client examples,Describe the current situation,The complications arising from the situation,What did they do,What were the results,Why these are considered Leading Practices,Fridays Session,Discussion session using examples from our clients journey from Basic,to Progressive to Pioneering,*,Thursdays Agenda,Thursdays Knowledge Sharing Session,Case Study Approach using Client examples,Logi
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