The final frontier E&P's low-cost operating model
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Hoboken, New Jersey :
Wiley
2017.
|
| Edición: | 1st ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009849097506719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright
- Contents
- Acknowledgments
- Abstract
- Chapter 1: Introduction
- A Vital Industry
- What Now?
- Industry Evolution
- Ten Reasons to Update Your Operating Model
- Evolving Global Resource Base
- Disruption from the "Ripple Effect" of Unconventionals
- Discovery Challenges
- Fading Production
- Costs and Capital Efficiency
- Technology and Expertise
- Supply Chain and Services
- Fiscal and Regulatory Terms
- Social License and Environmental Costs
- Weak Oil and Gas Prices
- E&
- P Needs a New Agenda
- Notes
- Chapter 2: The New Agenda
- Upstream Cost Transformation
- Intrinsic Value of Cost Savings
- High-Grading
- Reprioritizing (to Suit Forward Prices)
- Fiscal Terms
- Strategy-Led Cost Transformation
- Cut Costs and Grow Stronger
- Capabilities-Driven Strategy for E&
- P
- Asset Portfolio
- Operating Model and Organizational Capabilities
- E&
- P Capabilities
- Organizational Capabilities
- Integrated Geosciences Capabilities
- Focused Applications for Technology Development
- Field Life Cycle Management
- Applying "New" Capabilities to "Old" Resources
- Supply Chain Management as Capabilities Sourcing
- Capital Planning and Portfolio Management
- Resource-Based Key Capabilities
- Conventionals
- Unconventionals
- Oil Sands
- Notes
- Chapter 3: E&
- P Operating Model Redesign
- Internal Operating Model
- Business Delineation and Performance Measurement
- Economic Profit Centers
- Commodity Prices, Hedges, and Transfer Pricing
- Allocations
- Costing
- Joint and Common Costs
- Costs for Capacity Decisions
- Book Losses and Other GAAP Treatments
- Tax Treatments
- Key Performance Indicators (KPIs)
- Organization Structure, Capabilities, and Workflows
- Business Unit (BU) versus Headquarters (HQ)
- Workflows.
- Geotechnical Workflows and Big Data Analytics
- Standardization versus Optimization
- Talent
- Operations Management Processes
- Delegation of Decision Rights
- Informal Social Norms and Corporate Culture
- Corporate Culture of "Wall Street" Preoccupation
- The Imperial Chief Executive Officer
- Management by Email
- Implications of Industry Evolution
- Business Model Considerations
- What Others May Operate More Efficiently/Productively
- Partnering Where Capabilities Are Advantaged
- Using Vendor or Customer Capabilities to Reduce Costs
- Notes
- Chapter 4: PMI and Other Event-Driven Redesigns
- The Search for a Perfect Ownership Model
- Preparing to Go Public
- Key Success Factors
- Event-Driven Redesign
- Note
- Chapter 5: National Oil Company Considerations
- National Oil Company Context
- National Oil Company Competitive Landscape
- Sovereign and National Oil Company Strategies
- Importers
- Developers
- Exporters
- Business Model Implications
- Importers
- Developers
- Exporters
- Notes
- Chapter 6: Collaborative Operating Models
- Who Uses Joint Ventures?
- Access to Markets/Access to Capital
- A Syndication of Capital
- Economies of Scale
- A Syndication of Risk
- Access to Capabilities and Positional Assets
- Other Joint Venture Trends
- Joint Venture Strategic Intent
- Joint Venture Value and Valuation
- JV Costs and Challenges
- Deal Structure
- Build, Borrow, or Buy?
- Nonoperated Ventures or Operated by Others
- Public-Private Partnerships
- Joint Ventures in Practice-The "How
- Treatment of Sources and Uses of Cash Flow
- How to Create Real Options with Contract Rights
- Exit and Termination
- Operating Model Complications
- Notes
- Chapter 7: Financial Implications
- Financial Strategy and Policy
- 1. Size the "Problem
- 2. Types and Sources of Capital
- 3. Capital Structure.
- 4. Ownership Structure
- 5. Operating Model
- Hedging and Trading
- Comingling of Sourcing, Sales, Trading, and Hedging
- Strategic Risk Management
- Risk Strategy (What Risks to Own)
- Risk Capacity (Metrics and Targets)
- Objectives, Exposures, and Tactics
- Hedge Horizon, Hedge Ratio, and Instruments
- Business Models for Trading
- Hedging and Trading Operating Model
- Performance Measurement in Trading
- Notes
- Glossary of Terms
- Other Useful Links
- Works Cited
- About the Author
- Index
- EULA.
