The oil and gas supply chain: time to move from shallow to deep digitalisation | SCM

We stay in a world the place ‘talking to Alexa’ not means catching up with a good friend and synthetic intelligence touches areas as various as style and safety. In the principle, digitalisation is lauded as a revolution that’s already making us all extra environment friendly, extra correct and extra linked to one another.

And for the oil and gas trade the transformation has already begun – Wood Mackenzie estimates that the upstream sector alone may save up to US$73 billion over 5 years. We’re already seeing this in motion right now, from implementing software program to mannequin and analyse infrastructure efficiency, to utilizing drones and robots to examine offshore belongings. Each answer is designed to scale back safety-related danger whereas enhancing manufacturing and operational efficiency.

However, there’s a method to go earlier than we attain digitalisation’s full potential.

Shallow progress

Just twenty years in the past, a upkeep workforce may perform effectively with an Excel spreadsheet, handbook information gathering, and by working by issues with recommendation or perception from colleagues who had been there, completed that.

Today, digitalisation has moved upkeep from a reactive, responsive self-discipline, to a wise, proactive and preventative perform primarily based on predictive analytics and in-depth insights into asset life and stress components.

However, as spectacular and essential as such advances are, they’re usually confined to particular person tasks and processes, siloed to one specific division or firm. This is comprehensible – particular inside processes are easiest to digitise, and it makes good enterprise sense to begin with the low-hanging fruit.

We, as an trade, now discover ourselves at an attention-grabbing intersection of extra new tasks approaching on-line thanks to a steady oil value setting, a scarcity of expert, skilled folks to service all of them and continued value strain to do extra with much less. So, the urgent query stays – is there greater than digital can do for us?

Deep digitalisation

It’s no query that digitalisation has prompted enhancements and breakthroughs when it comes to security, effectivity and productiveness – parts which are basic to hydrocarbon extraction.

However, there may be robust proof to counsel there may be large untapped potential. McKinsey calculated that if an operator applied the complete digital stack – IoT, gentle automation, machine studying and superior analytics – it may translate into value financial savings of round US$11 per barrel. Not a statistic to be ignored.

But it’s value wanting on the micro, in addition to the macro stage; proper down to particular person elements. Creating and implementing data-based processes and decision-making fashions can support specifying engineers at operators or EPCs whose job it’s to maximise security, efficiency and value effectiveness by drilling into the basics of the element. Where is the metallic from? What is its chemical composition? How are related elements performing in different present tasks? In impact you have got a transparent view in real-time, slightly than having to search present, fragmented information which can be outdated, inaccurate or just not out there.

The provider, for its half, can even profit from this digitised, data-led strategy. Feedback of efficiency information allows engineers to constantly make incremental, iterative enhancements to their gear. These marginal beneficial properties supply aggressive benefit to particular person suppliers and contribute to a cumulative uptick in requirements throughout the sector as an entire.

This is the strategy we’re introducing at PJV. The digitalisation of data sharing has made it simpler to sit down with purchasers and say, let’s take an in depth have a look at what we’ve delivered up to now, perceive how we are able to proceed to get higher, and finally enhance efficiency for tomorrow’s tasks. This essentially underpins the collaborative method wherein we work to get underneath the pores and skin of our purchasers’ targets and increase every element and course of according to these shared objectives.


Partnership and collaboration

Working in such a method is based on a partnership mannequin, constructed on collaboration, belief and information sharing. Sometimes that is an uphill battle. Different corporations work with totally different information codecs and requirements, which means time spent translating and bridging incompatibilities. Time that may very well be spent innovating and bettering.

Currently, corporations pursue digitalisation in isolation, forcing engineers to spend time reinventing the wheel for issues already solved. Instead, standardised information codecs throughout the supply chain would permit all events better overarching management over the design, danger administration and efficiency of every element, system and, finally, asset.

By shifting the main target of digitalisation from inside course of to partnerships, operators improve understanding of their operations, main to elevated security, decreased prices and improved effectivity.

A concentrate on digitalisation through partnerships and collaboration additionally shifts the dial from a short-term, transactional relationship to a longer-term one, primarily based on worth supply. Each associate is incentivised to develop nearer ties as new applied sciences emerge and new information yields new, mutually helpful insights.  

Power in partnerships

The oil and gas trade has made some nice early strides in the direction of digitalisation, but it surely’s time to go deeper. That means every of us wanting up and outward and exploring the place higher information sharing and evaluation can drive efficiencies and enhance requirements throughout the board.

At PJV, that is exactly the kind of partnership mannequin we purpose for, working with our purchasers to design and ship one of the best answer, drawing on evolving know-how to discover new methods of doing so. It’s potential to construct a virtuous circle, the place partnerships propel this kind of collaborative digitalisation, and digitalisation in flip strengthens partnerships for the long-term.

Dan Munro, is the Managing Director, PJ Valves, an impartial, household owned and managed enterprise specialising within the manufacture and supply of valves to multinational power enterprises like BP, Petrobras, Shell, Aramco, Statoil and Exxon Mobil.

Related posts

Leave a Comment

Bot Varification *