Post on 20-Aug-2015
SAP OIL&GAS Update
Christina-Maria ReutterDirector Downstream, Industry Business Unit OIL&GAS
This presentation is a preliminary version and not subject to your licenseagreement or any other agreement with SAP. This document containsonly intended strategies, developments, and functionalities of the SAP®product and is not intended to be binding upon SAP to any particularcourse of business, product strategy, and/or development. Please notethat this document is subject to change and may be changed by SAP atany time without notice. SAP assumes no responsibility for errors oromissions in this document.
Legal Disclaimer
© SAP 2007 / Page 2
SAP for Oil & Gas: 1 out of 26 Industries, but
>20 years of SAP industry expertise
>700 oil & gas customers (~2% of SAP)
>1,000,000 users (~10% of SAP)
Running the core business of our O&Gcustomers
100% of the Oil & Gas companies listed inFortune 500 are running SAP
SAP is the Trusted Advisor for the Oil &Gas Industry
SAP‘s Position in the Oil & Gas Industry
© SAP 2007 / Page 3
SAP and the Oil & Gas Industry– an efficient user community
Asia/PacificRegional CouncilAmericas
Regional CouncilEurope
Middle East/AfricaRegional Council
FocusGroup
FocusGroup
GlobalFocus
Groups
FocusGroup
Russian Council
FocusGroup
FocusGroup
SAP for Oil & GasGlobal Industry
AdvisoryCouncil
(membership per election)
17 GIAC Members 2007
SAP Oil & GasGlobal Industry Advisory Council
© SAP 2007 / Page 4
PTU IndustriesPI – IBU Oil&Gas – Isabella Groegor-Cechowicz
IBU Oil&Gas
Sol. Mgm. UpstreamTimothy Crossett
Sol. Mgm. DownstreamChristina Reutter
Field ServiceUS/Canada
Chuck Pharris
Field ServiceLatin America
Alfonso Torrijos
© SAP 2008 / Page 4
Field ServiceEMEA
Ahmed Rasool
Field Service APJMichael Hanrahan
Stephen Chan
Telma Gallo SanchezSolution Expert SRM
Leanne HegartySol Specialist Upstream
Jürgen NewrzellaSol Specialist Upstream
Raghavendra AlankarSolution Specialist
Matthias PimiskernField Service Expert
Eugene BroadwayField Service N.
America
Ashok K.MuniappanSolution Specialist
Robert DavisField Service N.
America
Arif AbdullahSol Mgr Gas
Dean FittSol Mgr EAM
Volker KeinerSol Mgr SCM
Neel WoodsField Service N.
America
Joachim StiehlSol Mgr Downstream
Key Account SupportSteffen Reisacher (Shell)Jan Zielinski (Petrobras)Najam Rauf(ExxonMobil)
© SAP 2007 / Page 5
1. Challenges & Trends in the OIL Industry2. Oil & Gas Strategic Themes 2008 / 20093. Business Process Platform for OIL&GAS4. OIL&GAS Partner Management
Agenda
© SAP 2007 / Page 6© SAP 2007 / Page 6© SAP 2007 / Page 6
What are the Top Industry Priorities over the next3-5 years?
Top 3 CEO Priorities forOil & Gas Main Future Themes
* Key SAP Solution gaps analyzed in scorecard
Key Business Requirements
• Optimize investment portfolio to meet both strategic andfinancial objectives with manageable risk
• Control escalating capital costs and speed project deliveryfrom concept to on-stream
• Collaborate globally and across ecosystem to deliversuperior quality projects that meet the changing demands
• Visibility and performance management across breadth anddepth of enterprise assets
• Identify and share best practices across the enterprise• Maximize overall asset effectiveness via improved reliability
and operations• Quickly assimilate merged or acquired entities to leverage
size• Recruit, Retain, Reequip, & redistribute available work force
to minimize impact of GreY2K (aging workforce)
• Assure proactive management of sustainable operations thatmitigates risks to employees, community, and environment
• Assure compliance with flexible, secure, controlled, visible andtransparent global processes that satisfy the needs of all policymaking stakeholders
Navigate GlobalEnergy Policy
Changes
Maximize OperationalEfficiencies
Maximize ROCEwhile meetingEnergy Supply
Challenge
CapitalExcellence
OperationalExcellence
SustainableOperations
Major Impact
• ROCE• Time to First Oil• Reserve
Replacement
• Productivity• Overall Asset
Effectiveness• Cost of Goods
Sold
• Carbon Footprint• Brand Value• Lost time
accidents
© SAP 2007 / Page 7
The Outlook for Energy – A View into the futureOil & Gas remains the dominant source of supply of world’s energy
Source: International Energy Agency -World Primary Energy Demand
Demand will grow by 50%with 65% covered by Oil
and Gas Source: ExxonMobil: “The Outlook for Energy –A View to 2030”
Demand growth shifts todeveloping countries
The Future Supply of Resources is a Massive Challenge for Energy Companies
© SAP 2007 / Page 8
The Key Drivers in the Energy MarketA constant competitive squeeze
Leading to:• Fierce competition
for energy reserves& supply
• Increasing energytrading volumes
• Increasing tradingcompetition & risks
Energy Security Shapes PolicyIncreased risks of supply disruptionPolicy impacts on regulations & taxesUnconventional resource incentivesSustainable and responsible
development
GlobalizationGlobal operating modelsConcentration of portfolio into
strategic playsResource optimization (capital assets,
inventory/transport capacity, talents)
Complex & VolatileMarket
Price VolatilityChanging
Supply/Demand PatternCompetition between
‘Global Majors’ and‘National Giants’
Compliance &Governance
Sarbanes Oxley
Sanction Partycompliance
Hedging laws – IAS39, FAS133
Excise taxes
Environmentalcontrols
kde3
Slide 8
kde3 KOKE: Please make color and shape of boxes consistant with pallet and style of rest of presentation.Ken Evans; 27.10.2006
© SAP 2007 / Page 9
Refinery Manager
Powerful trends are shaping the OIL&GASBusiness
REFINERY
NEW CUSTOMERCUSTOMER
SPOT MARKETCUSTOMER
Marketprices
Field Sales
CustomerService
Refinery ManagerProduct Variability- Inconsistent quality: byplant, by product, by shift
Plants and Equipment areoldDisruptiveTechnology
No Transparency –Can’t see plant wide productionstatus due to 10 - 200disparate shop floor infosystems
Varying processconditions lead toHigherenergy use
Lack of predictabilityCan’t see business performanceto plan, and recommend newplans to affect results
Increased Risk –Makret Volatilityhigh offgrade producedand wide quality swings
REVENUE
Refinery Manager
VP SalesVP Manuf.
VP BU
Planners
CIO
Slow Reaction onCutomers needsIntensifiedCompetition
REFINERYREFINERY
Hidden capacityobscured by inefficientgrade transitions &conservative operation
© SAP 2007 / Page 10
1. Challenges & Trends in the OIL Industry2. Oil & Gas Strategic Themes 2008 / 20093. Business Process Platform for OIL&GAS4. OIL&GAS Partner Management
Agenda
© SAP 2007 / Page 11
Oil & Gas Industry Solution Map 2008
Suppliers &Partners
Customers& Channels
Exploration &Appraisal
Development &Production
HydrocarbonSupply & GasTransmission
Refining &Manufacturing
PrimaryDistribution
TerminalManagement
SecondaryDistribution
CommercialSales & Retailing
Enterprise Management & Support
UpstreamExploration and Appraisal
E&P Contract ManagementLiquid and Gas ProductionAllocation and Settlement
Supply, Transmission & TradingBulk Supply Chain Planning and OptimizationBulk Supply Chain Operations and SchedulingBulk Supply Chain Execution and SettlementBulk Supply Chain Reporting and AnalyticsPhysical Oil and Gas Commodity Trading
Oil and Gas Paper Trading and Risk Management
Refining & ManufacturingRefining Operations
Lubes Manufacturing Operations
Downstream Marketing & RetailingMarketing Planning and Execution
Sales Planning and Account ManagementOpportunity to CashCustomer Service
Terminal ManagementHydrocarbon Products Transportation
Service Station Fuel ManagementConvenience Retailing
Enterprise Asset ManagementCapital Portfolio Management, Design & Construction
Sourcing & ProcurementMaintenance Management
Remote Site Logistics
© SAP 2007 / Page 12
Oil & Gas Strategic Themes
Optimize &IntegrateUpstream
Operations
Profitable &SustainableManagement
of Growth andVolatility
ConvergeSupply &Trading
Refinery/Plant of
the Future
OptimizeDistribution
& RetailManageAsset
Lifecycle
ManageEnterprise
Risks
Govern &Manage theEnterprise
Manage Financial ComplianceReduce Market RisksReduce Operational Risks
Financial supply chainManage talent &knowledgeStrategically sourcematerials & services
Visibility and Performance ManagementCollaborative Service deliveryManage Effective Venture PartnershipsIntegrated Gas Operations & Management
Optimize market positionsClosed loop hydrocarbon SCMBulk Transportationmanagement
Real time performancemanagementPlan & SchedulePlant/Refinery
Automate fuel replenishmentand Terminal OperationsMaximize customer profitabilityImprove C-Store Operations
Optimize capital portfolio & projectsManage asset integrity
ProvideBusinessProcessPlatform
Accelerate innovation withcomposite developmentCentral management ofmaster dataService Oriented Architecture
© SAP 2007 / Page 13
• Integrated CommodityTrading Solution w.Partner (TriplePoint)
• End-To-End Logistics-Trading Integration(TriplePoint)• Railcar Management
• Further Integration ofSCM and TSW
• Bulk TransportationOptimization (PrimaryDistribution)
• Collaborative Platformfor Bulk Supply ChainManagement
• Integrated GasOperations: TechnicalIntegration• Gas Allocations
• Integrated GasOperations: ProcessIntegration (PartnerLogicaCMG)
• Packaged Solution forLNG, NGL, NG Market(Partner)
• Commodity TradingEnhancements(TriplePoint)
• Integration of End-to-End TradingManagement andAnalysis (TriplePoint)
• Emissions &Compliance Mgmt.(Technidata)• xMII (ManufacturingIntegration&Intelligence)
• Refinery Shop-FloorIntegration(Honeywell)
• End-to-End Gas MarketSolution from Productionto Retail (Partner)
• MES Connections(Honeywell)
• IntegratedManagement of the‘Perfect Plant’
• Collaborative Platformfor Global Trading(TriplePoint)
• Price Mgmt &Optimization (KSS /Vendavo)• Terminal Integration(Implico)
• Terminal / DispatchAutomation (Implico)• Loyalty Management(CRM)
• Optimization ofSecondary Distribution(Dispatching & Routing)(Implico)
• Interoperability acrossTerminal / Dealer /Shipper / Service Station(ISV)
2007
Bulk SupplyChainManagement
Natural GasSupplyChain
CollaborativeCommodityTrading
OptimizeDistribution &Retail
Refinery/Plant ofthe Future
2008 2009 2010
Operation (EhP3) Integration (EhP4) Optimization (EhP5) Collaboration
Roadmap
SAP Oil&Gas Solution Roadmap
KeyAreas
Planned Solution Roadmap – Subject to Change / No Commitment
© SAP 2007 / Page 14
Global Hydrocarbon Operations: Vision &Strategy
From Field to Terminal: forecast, monitor, measure, allocate, and analysehydrocarbon production volumes, sales and revenues, in real or near-real time
Process Example:
Plan & ScheduleProduction
CaptureProductionInformation
MeasureProduction
AllocateProduction
ReportProduction
MonitorProduction
CaptureActual
Production
CaptureSales
CaptureInventory
CaptureCapacity
Balance Sup-ply, Demand,Capacity
CreateLifting
Schedule
CaptureNomin-ations
PlanSales
CapturePlan
Production
A fully integrated solution for theproduction supply chain
© SAP 2007 / Page 15
One Example of How SAP MII Can Bring Collaboration andVisibility Across the Supply Chain and Across Disciplines
Headquarters
Field
Field DataMeter
Data CollectionSCADA
Real-time production, environmental& well information – FDC/Historian
DemandPlan
SupplyPlan / Res.Mgmt
Data integration,visualization &monitoring MII
ProductionPlan
Logistics,Supply Chain
Analytics
Field DataMeter
Field DataMeter
Field DataMeter
Field DataMeter
Field DataMeter
Data CollectionSCADA
Data CollectionSCADA
Real-time production, environmental &well information – FDC/Historian
ProductionAccounting
MaintenanceSupervisor
ProductionManager
Supply Planner
Production Planner
ReservoirEngineer
Supply Schedulers Capacity Planners
Field Manager
MaintenancePlanning &
Execution
ProductionAccountant
Drilling Team
ProductionEngineer
© SAP 2007 / Page 16
Integrated Gas Operations & Management
Source: ExxonMobil Energy Outlook / SPE/ IEA
Though cross border transportation will become a usual business , Critical will be to successfully meet thesignificant energy supply and demand challenges ahead
By 2030, global energy demand will increase by 50%
Oil & Gas will remain predominent energy source with increasing contributionof natural gas (2003: 95 Tcf, 2030: 182 Tcf)*
Gas is experiencing rapid growth in demand and production asthe energy source
Majors are shifting their focus and investement to Gas bsuienss
Investment in Gas Industry in 2005 – 3.9 Trillion USD
© SAP 2007 / Page 17
Gas Focus Group – Current Members &Activities
1. ExxonMobil2. Chevron3. BP4. E.On Ruhrgas5. Reliance Industries Limited6. Sasol7. BPCL8. Valero9. Saudi Aramco10. Shell11. ADGAS12. Qatar Gas13. PTT, Thailand
Announcement of Gas Focus Group in GIAC, Oct. 2007 – Highest rated by GIAC
Official Kick-off of Gas Focus Group – January 31st – Feb 1st 2008
Focus is to improve SAP solution for gas with direct involvement from Industry
13 Members around the globe (and growing).
Chair of Gas Focus Group – Jim Green, CIO, Chevron Global Gas
Areas of improvements identified in the kick-off meeting
Good momentum at SAP to support industry in Gas area. A peoject specificallyto target gas related improvements is planned by SAP management
Three sub-group formed as Operations, Contract mgmt and Trading Integration
Improvements are planned for EhP 5 release (availability 2009)
Industry members to provide consolidated requirements to SAP
Next face to face meeting – 8th May, Orlando, USA
PTT sending 2 people to Walldorf to work closely with SAP to support Gasoperations. The expenses will be covered by PTT
IBU, Development, Consulting and Custom Development are aligned and it isseen as strategic project for all
© SAP 2007 / Page 18
Gas Operations – Planned Areas ofimprovementsGas Planning & OptimizationGeneration of Monthly Gas Nomination/ LNG Annual Delivery Plans – Optimization andAtomizationPlanning of fuel quantity for gas nominationGas Schedule Optimization
Deal/Contract Management & HandlingGas purchase & Sales Contract (including Custody Contract)Trading & Risk Management – Interface to trading systems (e.g. TriplePoint)
Capacity ManagementHandling Guranteed/Reserved/Available capacities of pipeline
Gas PricingGas Purchase and Sales pricingTransfer Pricing
Nomination/Voyage order handlingHandling of Gas nominations including Interconnect pipeline cycle handlingGas Nomination Cockpit – PortalSupport for LNG QCI - (With Partner)
Communication
Standardization of Communications among the partners for Gas (NAESB, Edig@s etc.)(With partner)
* Planned Enhancements– Subject to Change / No Commitment
© SAP 2007 / Page 19
Gas Operations – Planned Areas ofimprovements
Cargo ManagementDemurrage Handling for cargos
Nomination Balancing
Gas Transport and Schedule Imbalances and Penalties
Allocation
Configuration of commercial metersShipper Allocation
Integration to Upstream
Mass / Component Balancing/ Allocate gas back to terminal or field supplies –Upstream Integration (To be covered in GHO)
Reporting and Analysis
* Planned Enhancements– Subject to Change / No Commitment
© SAP 2007 / Page 20
Refinery/Plant of the FuturePossible Integration with Honeywell
Petrochemicals
Source Make DeliverPrimary Distribution Secondary Distribution
Crude
Products
Refinery
Imports, Exports
Intermediates
Products
RefineryCrudeProducts
CrudeTerminal
Crude
Financials
APO
Maintenance Compliance HR CRMOGSD
Asset Mgmt
SRM
TradingLand Lease Acctg
Automation
Operations Mgmt
Asset M
gmt
Adv Ctl, Optimization
Instrumentation
Production MgmtInv, Mvmts, Blend
Terminal Automation
Inv, Mvmts, BlendAutomation
Instrumentation
E RetailTerminal Automation
Inv, Mvmts, BlendAutomation
Instrumentation
Planning & Scheduling Partners
Trader/Scheduler Workbench Marketing/Retail
Asset Logistics
JVAContract Allocation
Inv Mgmt
Product Lifecycle MgmtBusiness AnalyticsPurchasing
EnrafEnraf
© SAP 2007 / Page 21
Possible Composite Applications
Source Make DeliverPrimary Distribution Secondary Distribution
Financials
APO
Maintenance Compliance HR CRMOGSD
Asset Mgmt
SRM
TradingLand Lease Acctg
Automation
Operations Mgmt
Asset M
gmt
Adv Ctl, Optimization
Instrumentation
Production MgmtInv, Mvmts, Blend
Terminal Automation
Inv, Mvmts, BlendAutomation
Instrumentation
E RetailTerminal Automation
Inv, Mvmts, BlendAutomation
Instrumentation
Trader/Scheduler Workbench Marketing/Retail
Asset Logistics
JVAContract Allocation
Inv Mgmt
Product Lifecycle MgmtBusiness AnalyticsPurchasing
EnrafEnraf
SupplyChainPlanning
SupplyChainExecution
Operations& BusinessMonitoring
Planning & Scheduling Partners
© SAP 2007 / Page 22
Composite Application Candidates
Marine CoordinationOpportunity EvaluationSupply Chain Inventory MonitoringPrice Forecast MonitoringWorking Capital Management
Crude SC WorkbenchIntermediates SC WorkbenchProducts SC WorkbenchCommon Planning and Sched Data Mgmt
Inventory & ProductionProcessEnergy
MaintenanceCompliance
Operations and Business Monitoring
Supply Chain Planning Supply Chain Execution
Problem StatementUsers / RolesFunctionalityComponents and Data SourcesVisualization
Application DefinitionBenefits & Value
How does it change the way the job is done?What does it let you do better, faster?
Value Estimate
These are preliminary candidates – continue to assess
© SAP 2007 / Page 23
Manage Asset LifecycleSAP’s EAM Development Roadmap
Q4 2006
AutomaticRoles
CustomerFact Sheet/
MESIntegration
1
Q3 2007
EAM Roles
MaintenanceProcessing
ConfigurationControl
MaintenancePlanning
2
Q4 2007
WorkClearance
Management(Enhancement)
MaintenanceProcessing(Enhancement)
MaintenanceManagement
Asset PoolManagement
3
Q3 2008
MaintenanceProcessing
(Enhancement)
EAM Topics/User Group
Requirements
RotablesManagement
4
SIMPLIFICATION
ENTERPRISE SOA
NEW FUNCTIONALITY
INDUSTRY RETROFITS
Enhancementfocus areas:
© SAP 2007 / Page 24© SAP 2007 / Page 24
ERP EAM 3-year solution roadmapFu
nctio
nal
Prio
rity
2009 2010 2011
Simplification
EDGE
CORE
INDUSTRIES
Cro
ss-P
ortfo
lio T
opic
s DELIVER INT. SUITE
ENTERPRISE SOA
COLLABORATION
ON DEMAND
Asset Collaboration Platform(PBL* - Service Provider Collaboration, Asset Data Handover)
EAM on Demand
Operational Level and AssetLife Cycle Costing
Asset Optimization (partner)
Customer showcasesIndustry eSOA foundation
Advanced Service PartsInventory Planning
Integrated production andmaintenance planning
Asset Portfolio Management
Workforce Scheduling
Contractor Management and Outsourced Asset Management
Customer-centric AssetMgmt (Interaction Center)
Maintenance ServiceProcurement
Asset Condition andVisibility
Linear AssetsIndustry round-offs
Fleet Management/Inspection Rounds complete
Mobile Asset ManagementStabilization and Composite
*PBL = Performance Based Logistics
GIAC Confidential - do not distribute
© SAP 2007 / Page 25© SAP 2008 / Page 25
2008
Manage Enterprise RisksThe Compliance Roadmap
Pilot Shipmentfor REACH RegDB
EH&S Enhance-ments forREACH
SAP Risk Mgt.
SAP REACHCompliance 1.0
Integration ofGTS with EH&S
EH&S in ERPEhP3
New xEMRelease EC 2.1
2007 2009
SAP REACHCompliance 2.0
Content for xEM/ Energymgmt.
CorporateSustainabilityMgmt.
Verticalization ofGRC EnterpriseRisk Mgmt andProcessControls
Integration ofTMS with EH&S
2006
SubstanceVolumeTracking
Acquisition ofVirsa,Foundation ofGRC
ProcessControls
2010
Composites for:
SafetyManagement
Health & SafetySurveillance
EnvironmentalCompliance
© SAP 2007 / Page 26
Incident and Crisis Mgt – End to End Process(xApp)
• Development of Security strategies,standards and compliance• Development of Business continuity andcrisis or incident management plans (scalable from SOX, Fraud to large attacks )• Responsibilities• Alarms• Check lists for incident handling
Supported by SAP CRM, ERP, tbd
•Monitoring, Early detection and prevention• Handling of emergency cases•Collection of security data
Supported bySAP CRM, BI, tbd
SecurityE2E
How toRespond ?
Operation
Lessonslearned
EvaluationOf Security
Risks
• Continuous improvement of securityprocess
Supported bySAP CRM, GRC, BI
Analysis of the enterprise’s and it’sinfrastructure :
•Which are the top risks ?•Which are the top incidents ?•Which are the top threats ?
Supported by GRC, BI, tbd
Improve Resilience And Competivness - And The Existence AndContinuity Of Your Company
© SAP 2007 / Page 27
1. Challenges & Trends in the OIL Industry2. Oil & Gas Strategic Themes 2008 / 20093. Business Process Platform for OIL&GAS4. OIL&GAS Partner Management
Agenda
© SAP 2007 / Page 28
Business Process Platform SAP in Oil & Gas
Upstream Midstream Refining PrimaryDistribution
SecondaryDistribution
Service Station &Convenience
Retailing
O&G Enterprise ServicesTech. & Bus. IntegrationFlexible & CollaborativeCost Efficient
ISV Partner Integration
Service BasedStandardized and certified orOut-of-the-Boxand endorsed
Industry Best Practice BusinessProcess Management
BPM Concept and IT EnablerProcess OrchestrationO&G Business ProcessImprovement and OptimizationProcess StandardizationData Management
Integrated Industry AnalyticsO&G Industry-specific AnalyticsIntegrated ReportingKnowledge Management
Rich Industry Specific FunctionalityRefining & ManufacturingSupply, Trading & TransmissionSales, Marketing & Retailing
© SAP 2007 / Page 29
Step 0 Step 1 Step 2 Step 3
SAP’s Efforts to deliver on the Expectations
Time
CustomerValue
“Acquire”Solution Capabilities
ConsolidateBest Practices instabile BusinessProcess Platform
DifferentiateService enable and
compose newprocesses
Functionalcoverage
Smoothmigration
Differentiation
Non-disruptiveInnovation
EnhanceInnovation delivered
without disruption
CRM
Stab
ility
and
Rel
iabi
lity
Inno
vatio
n fo
rD
iffer
entia
tion
SAP NetWeaver
ERPPLM SCMSRM CRM IS
SAP NetWeaver
ERPPLM SCMSRM CRM IS
EnhancementPackages
SAP NetWeaver
ERPPLM SCMSRM CRM IS
EnhancementPackages
Enterprise ServiceRepository
SAP + ISV + CustomerComposites
© SAP 2007 / Page 30
The Target Architecture for Innovation withoutDisruption to ensure low TCO and Flexibility
UI
Logic
Data
TraditionalArchitecture
Application
Application
Enterprise ServicesArchitecture
Composite Applications
Legacy Systems
Innovation forD
ifferentiationStability andR
eliability
EnterpriseServiceRepository
CRMSRM ERPPLM SCM
EnterpriseServiceRepository
Business ProcessPlatform
© SAP 2007 / Page 31
New Requirements from Business NetworksIntegrating dynamic processes across the business network
FLEXIBILITY WITHOUT CHAOS
New Business Requirements:More Differentiation throughincreased Process Flexibility
More Collaboration throughintegration of processes to dynamicbusiness partners
More Visibility across the entirevalue chain
Business Process Requirements:Continued standardization of non-differentiating processes
Increased openness and flexibilityof processes through re-use ofprocess steps
Governance of processes acrossdepartments and business networks
Business Network
Networked
© SAP 2007 / Page 32
Innovation for DifferentiationInnovation for Differentiation
Stability and ReliabilityStability and Reliability
Customers want Stability and Flexibilityat the same time from IT
Innovation
Industry-specificEnhancements
Lower TCO
Single trustedvendor
Ecosystem ofInnovation
Variations/Flexibility
Stability of the Core
Standards
© SAP 2007 / Page 33
KEY BENEFITS
PEMEX Gas improved itsthroughput from improvedvisibility of performanceacross its network of 10 gasplants and associate pipelines
SAP for Oil & Gasimproves ROCE through the
designed Integration of all business processesthat span an asset’s lifecycle
Improving capitalportfolio & projectmanagement across fullasset lifecycle
Improving performancethrough increasedoperational visibility
Maximizing theeffectiveness of assetmaintenance at lowestavailable cost
KEY BENEFITS
Statoil maximizes its projectportfolio performance through adisciplined process spanningconception to execution
Anglo Platinum Improvedmanagement of its cash flowwith a more efficient, agile andauditable process for reviewingand adapting its projectportfolio
KEY BENEFITS
Valero Reduced unscheduledwork, increased asset reliabilityand safety through integrationof reliability principles intoprocesses built upon an solidasset master data foundation
OMV minimized it total cost ofownership through use of asingle centralized system formanaging all aspects of itsplant maintenance
SAP for Oil & Gas improves Return on CapitalEmployed (ROCE)
© SAP 2007 / Page 34
KEY BENEFITS
PEMEX Gas improved itsthroughput from improvedvisibility of performanceacross its network of 10 gasplants and associate pipelines
SAP for Oil & Gasimproves ROCE through the
designed Integration of all business processesthat span an asset’s lifecycle
Improving capitalportfolio & projectmanagement across fullasset lifecycle
Improving performancethrough increasedoperational visibility
Maximizing theeffectiveness of assetmaintenance at lowestavailable cost
KEY BENEFITS
Statoil maximizes its projectportfolio performance through adisciplined process spanningconception to execution
Anglo Platinum Improvedmanagement of its cash flowwith a more efficient, agile andauditable process for reviewingand adapting its projectportfolio
KEY BENEFITS
Valero Reduced unscheduledwork, increased asset reliabilityand safety through integrationof reliability principles intoprocesses built upon an solidasset master data foundation
OMV minimized it total cost ofownership through use of asingle centralized system formanaging all aspects of itsplant maintenance
SAP for Oil & Gas improves Return on CapitalEmployed (ROCE)
Combined with Market Leading20+ years of industry solution expertise
550+ customers & > 1,100,000 users
29 of top 30 oil and gas companiesworldwide DEPEND on SAP
SAP provides the only complete andintegrated solution that can manage an Oil &Gas companies complete asset lifecyclefrom concept through to retirement
Continuous innovation throughorchestration of its growing ecosystem
© SAP 2007 / Page 35
1. Challenges & Trends in the OIL Industry2. Oil & Gas Strategic Themes 2008 / 20093. Business Process Platform for OIL&GAS4. OIL&GAS Partner Management
Agenda
© SAP 2007 / Page 36© SAP 2007 / Page 36
Partners Expand Solutions, ComplementStrategy and Lower TCO for Customers
Reseller and EBSSolutions
© SAP 2007 / Page 37© SAP 2008 / Page 37
SAP
Technology Vendors
ISVs
Service Providers
Oil & Gas Industry Value Network MembersWhere are we today?
Customers???
© SAP 2007 / Page 38© SAP 2008 / Page 38
Industry Value Network –Benefits to Customers as Members
Greater Customer Value for Reduced Costsand a Competitive Edge
Industry Value Network Customer Members
Influence Industry Value Network scope & focusIndustry Value Network focus areas & portfolio
Drive collaboration & innovation focusPrioritize co-innovation priorities & development roadmapsInfluence composite, integration and service requirements
Profit from increased insightLearn from the combined knowledge of the networkGain earlier insight into SAP & partner developmentroadmaps
© SAP 2007 / Page 39
Overview Key PartnersOil & Gas Industry
SAP Environmental ComplianceCompliance for Products
OEMEBS
TechniData
SAP Productivity Pak by RWDResellerRWD
SAP Visual Information for Plants by NRX (US only)Asset Center, VIP (Global)
ResellerEBS
NRX
SAP Archiving and SAP Document AccessLivelink ECM – Records Management
ResellerEBS
OpenText
Land Lease Management & GIS
Reliability Centered Maintenance and Optimization (RCMO)
Commodity SL
RackPrice, PriceNet
SAP Price and Margin Management
SAP Oil & Gas Secondary DistributionOpenTAS
SAP Interactive Forms by Adobe
Solution IVNPartner Type
Adobe Reseller
Implico ResellerEBS
Vendavo Reseller
KSS EBS
Triple Point EBS
Meridium EBS
Quorum EBS
© SAP 2007 / Page 39
© SAP 2007 / Page 40
Back Up
© SAP 2007 / Page 41
Useful Links in SDN
BPX for Oil&Gas: https://www.sdn.sap.com/irj/sdn/bpx-oilgasES Oil&Gas Bundle WIKI: tbd. (in process)SDN: Explore ES
https://www.sdn.sap.com/irj/sdn/explore-eseSOA WIKI
https://wiki.sdn.sap.com/wiki/x/LQ0ES Workplace
https://www.sdn.sap.com/irj/sdn/esworkplaceServices registry
http://sr.esworkplace.sap.com/webdynpro/dispatcher/sap.com/tc~esi~esp~er~ui/Menu?j_username=sruser&j_password=eswork123iCOD WIKI: https://wiki.wdf.sap.corp/display/iCOD/iCOD+-
+Industry+Composite+DevelopmentiCOD on SDN / BPX:
https://www.sdn.sap.com/irj/sdn/go/portal/prtroot/docs/webcontent/uuid/b0d62f68-63d1-2910-f7b0-a7fdfbd1b089
© SAP 2007 / Page 42
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