北京燃气其他参考

1、 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.Gas Community of Practice CallDiscussion DocumentJuly 2008 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.2AgendaWelcome Key TrendsGas Client Portfolio Gas CoP PeopleGas Assets/InvestmentsQu

2、estions Appendix 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.3Gas/Midstream Scope - After the Wellhead and Stops at the City GateProductionFractionationPipelines & StorageGathering & ProcessingMarketing & TradingEnd Use CustomersLiquefactionShippingRegasGas to Liqui

3、dsRaw NGLsEthanePropaneButaneNatural GasolineDieselPower GenerationIndustrial CustomersLocal UtilitiesUnconventional Sources 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.4Global TrendsOpportunitiesStrategy and portfolio management/simulation for companies that want t

4、o expand or that need to adapt to the changing gas marketBusiness process, organization, and performance management (HPPE) and system design (commercial/transaction and operating systems) for new facilities Capital projects and procurement and plant and asset management to help companies manage majo

5、r infrastructure growth projects (e.g. building regasification facilities and connecting pipelines and storage for LNG imports)Outsourcing for companies with rapid infrastructure growth, joint venture projects, etc.Trading and Risk Management for companies expanding their supply/demand portfoliosGlo

6、bal Gas Market GrowthHigh oil prices, increased energy demand, green initiatives, and the need for oil & gas companies to maintain their reserve levels have increased gas production and investment, driving: LNG chain infrastructure developmentA more liquid market with potential for arbitrageThe LNG

7、market is estimated to double by 2020Global 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.5EALA TrendsAccenture OpportunitiesCommercial/MarketingCustomer Management Capabilities (CRM/Billing)Supply ManagementRisk ManagementTransaction ManagementAsset Operation (Regula

8、ted/Unregulated)Customer Management (CRM/Billing)Real time optimization (SCADA)Transaction Management (Nominations, Confirmations, etc.)Accenture OpportunitiesTrading & Settlement PlatformUnbundling in EALAUnbundling is leading to infrastructure development for regasification and pipelines European

9、companies may need to be able to carry out more complex analytics and risk management to manage the changing supply and demand options availableEstablishing Trading HubsPotential opportunities for establishing trading hubs similar to be the Henry Hub gas trading (Italy, Netherlands, Germany, etc.)EA

10、LA 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.6North America TrendsSources: 1) FERC Web site: , 2) CERA North American Gas Roundtable, Spring 2008.Accenture OpportunitiesStrategic pricing and risk management analysis to help manage complexities with new contract ty

11、pes allowedIncreased demand for system work to adapt to changes to US regulations, including updating legacy systems or replacing legacy systems with more sophisticated, newer systems/tools availableAccenture OpportunitiesStrategic planningBusiness process, organization, and performance management (

12、HPPE) Capital projects & procurement, plant and asset management, and system development for new infrastructureOutsourcing for high growth companies, joint ventures, etc.FERC Regulation Changes (June 19, 2008)Removing all price caps for capacity releases of less than one year Legalizing bundling of

13、services (supply, transport & storage) Legalizing and encouraging 3rd party asset managers and giving them rights equivalent to local distribution companiesAllowing the tying of storage capacity to the actual stored volumes Unconventional Gas GrowthUnconventional gas production is growing, including

14、 coal bed methane2 and coal gasification, and it is driving infrastructure expansion in the mid-stream sector in North America. North America 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.7APAC TrendsAccenture OpportunitiesStrategic planningBusiness process, organizat

15、ion, and performance management (HPPE), capital projects & procurement, plant and asset management, and system development for new infrastructureStrategic pricing and risk management analysis to help manage complexities with new contract types allowedAccenture OpportunitiesAssistance needed to help

16、companies define their market strategy and plant and asset management, along with system development and BPO to grow and manage their infrastructure and to bring non-traditional gas into the market Supply Security and Moving UpstreamMarket players who have traditionally been in the regasification, s

17、torage, pipeline, and utility space are considering expanding into gas production, liquefaction, and trading (in addition to expanding their existing domestic infrastructure). In some cases, unconventional gas could be considered. Australian LNG IndustryRise of Australias gas industry, while trying

18、to meet environmental needs (e.g. looking for viable floating LNG plant technologies)APACDRAFT 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.8Global Gas Client PortfolioGlobal PlayersExxonMobilChevronBGShellBPConocoPhillipsNorth AmericaGolden Pass (XOM)TransCanadaTarg

19、a ResourcesEnogexDCP MidstreamEl PasoBoardwalk PipelineRussiaGazpromNovatekEuropeGasUnieENISnamretegasShell Energy EuropeGDFWest AfricaAngola LNGNNPCSouth AfricaSasol GasAustraliaWoodsideChinaPetroChinaMiddle EastRasGasQatarGasQatar PetroleumKoreaKOGASSouth AmericaRepsol YPFNote: This list is non-ex

20、haustive. 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.9Key Global Gas Projects and ContactsClientProjectKey ContactsNorth AmericaExxonMobil Golden PassBusiness process and system implementation for LNG regas and pipelineJeff Miers, Jeb Bartley, Chad CoveyTransCanada

21、Supply chainJim PerrineTarga ResourcesApplication outsourcingMike Preston, Larry StewartEnogexIT StrategyElfije LemaitreDCP MidstreamSupply Chain/Purchase to PayPeter Buettgen, Victor BiegaEl PasoMike PrestonBoardwalk PipelineF&A systems consolidationJeff MiersONEOKIT strategyTommy Mann, Darrin Cara

22、montaEurope & RussiaBGApplication outsourcingColin Fulton, Mike PrestonGasUnieRegas business and systems architectureWytse KaastraShell Energy EuropePan-European gas systems implementationWytse Kaastra, Ed CuocoSnamretegasMarco Malaspina, Andrea FalciaiENIMarco Malaspina, Andrea FalciaiGazpromKate K

23、ozinchenkoNovatekKate Kozinchenko 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.10Key Global Gas Projects and ContactsClientProjectKey ContactsAfricaNNPCNigeria Gas Master PlanAdetunji, YemiAngola LNGSAP implementation for liquefaction plant constructionMiguel Fitas,

24、Carlos MoutinhoSasol GasRegulatory workJames Arnott, Stephan Kornelius, Heloise Van ZylMiddle EastRasGasSAPTommy Mann, Mark Gargiulo, Jeff MiersQatarGasTommy Mann, Mark Gargiulo, Jeff MiersQatar PetroleumTommy Mann, Mark Gargiulo, Jeff MiersAsia PacPetroChinaFrank Chou, Claire YangKOGASSAP implement

25、ationHee Jip Kim, Seong-Wook JeonWoodsideBernadette Cullinane 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.11Gas Community of PracticeCommunity Statistics104 MembersBy Region17 APAC 52 EALA35 NABy Level32 Sr. Exec.39 Sr. Mgr.1 Level A1 Level B10 Managers3 Level C12 C

26、onsultants3 Analysts1 Level E2 Other 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.12CompetitorsTraditionalBearingPointBooz Allen HamiltonCapgeminiDeloitteIBMMcKinseySAICSatyamWiproOther/NicheBlack & VeatchDecision StrategiesNavigantPaceGalway GroupKey Competitors &Tr

27、aditional CompetitorsThe traditional competitors do not have gas/midstream-specific offerings and servicesOnly 3 of the traditional competitors have recent publications (research, case studies, etc.) specific to gas (McKinsey, IBM, Wipro)Pace - ExxonMobil, GazpromDecision Strategies - XOM, COP, BP,

28、Shell, ChevronIBM - Williams, BP Gas & PowerDeloitte - XTO, SasolOther/Niche CompetitorsNiche players tend to have gas specific offeringsHalf of the niche players also have publications specific to gas. Navigants Natural Gas Market NotesTheir ClientsSources: Accenture Research, Energy Competitor Pro

29、files - June 2008; July 2008 gas client team competitor surveys; Research on companies Web sites.Bearing Point- Woodside, KOGAS 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.13Our Gas Assets High Performance Process Excellence (HPPE)HPPE Goals The HPPE assets are desi

30、gned to demonstrate our industry-specific expertise. They provide a framework to structure project work, using industry language. The assets provide bundled knowledge, created and reviewed by internal and external SMEs. The HPPE assets can speed delivery of many project types from M&A to SAP impleme

31、ntations. The knowledge repository is accessible any time, from anywhere. Logical Operating Model “Gas on a Page” 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.14Our Gas Assets Accenture Advanced Enterprise Solution (AAES)Accenture is currently developing a packaged E

32、nterprise solution for the Energy industry. The solution links our process excellence knowledge capital with IT assets. The solution components coverKnowledge CapitalEnergy industry-specific Best Practices process libraryImplementation Accelerators Full lifecycle engagement process documentation Wor

33、k plans; cutover checklistsIndustry-specific object repository (RICEFW)Accenture Building BlocksPre Configured SolutionLeading Practices DemoThe solution embedded into a proven delivery methodology to accelerate IT implementations by up to 50%.AAESAccenture Building BlocksKnowledge Capital Implement

34、ation Accelerators 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.151. Plan andManage theEnterpriseEnterprise Strategy& Performance ManagementEnterprise Risk ManagementStakeholderRelationshipManagementPortfolio Management3. Support ServicesFinance & AccountsHuman Resou

35、rces & Knowledge ManagementRegulatory ComplianceInformation TechnologyPhysical InfrastructureData & Information ManagementProcurement2. Operational BusinessHydrocarbon Supply ChainNon-Hydrocarbon Supply ChainAssets and materialsSupply Chain StrategyServiceSourcing & ProcurementFulfillmentBusiness &

36、Competitive IntelligenceNatural Gas2.2 Gas OperationsNGLGTLCommercial OperationsAsset ManagementTechnology & EngineeringOperations Compliance & SupportProcessingTransportation & StorageNatural GasLNGNGLsGTLGas Trading & Risk ManagementGas Supply Chain ManagementPerformance ManagementService Manageme

37、ntRequisition to PayOur Gas AssetsHPPE Logical Operating Model Layers2.2 Gas Operations2.2.1.3.7 Pipeline Comm. Ops. Market Pipeline Capacity and Service Process Flow 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.16Our Gas AssetsHPPE Supporting DocumentsHPPE Asset Ope

38、rating Model Related DocumentationKey Performance Indicator (KPI) Frameworks list the key metrics used to describe process performance. Role Descriptions describe sets of related responsibilities for individuals that participate in a business process. Organization Models show typical bundling of bus

39、iness functions for certain types of companies within the industry. G as O peration s C om m ercial O p eratio nsK P I fram ew orkC apability areaC om m ercial O peration s - R eg asificationS hare of 3rd party costs (% )R eturn on investm entG ross m argin per m etric ton (LN G ) and/or M M B tu/M

40、M cf (G as)R eturn on capital em ployed (R O C E )N et cash m argin per m etric ton (LN G ) and/or M M B tu/M M cf (G as)C ost of good soldO & M expense per unit of throughputO & M expense per em ployeeO pE x as a % of revenueR evenue per em ployee per yearE m plo yee / Learning P erspectiveP rocess

41、 / Internal business perspectiveN um ber of training hours per em ployeeE m ployee satisfaction scoreE m ployees as % of annual throughputA ctual utilization (% )A ctual throughput and actual throughput vs design throughputFuel consum ption as a % of throughputU tility expense as a % of throughputM

42、olecular loss as a % of throughputP roduct loss and uncontained product lossTotal unscheduled downtim eR eactive m aintenance as % of total m aintenanceE xternal PerspectiveFinancial P erspectiveKPI FrameworkOrganization ModelsRole DescriptionCapability Maturity IndicatorsCapability Maturity Indicat

43、ors describe the characteristics of a capability area with regards to how advanced ones process mastery is. Fun Fact: A critical process KPI for pipeline commercial management is “fuel use as a % of throughput.”Fun Fact: We will have a capability assessment quiz available in FY09 for clients to asse

44、ss the value of improving their operations.Fun Fact: In the ARIS tool (where the model is housed), we can link roles to any layer of the operating model.Fun Fact: The organization of a liquefaction plant typically includes a “tug scheduler.” 2008 Accenture. All rights reserved. Strictly confidential

45、. Internal use only.17Our Assets HPPE Linked to System implementations Position PapersBusiness Scenario Docs.Configuration DocumentsTest ScriptsProcess DemonstrationsAccenture Logical Operating ModelProcess Flow Charts and Asset Catalogue 2008 Accenture. All rights reserved. Strictly confidential. I

46、nternal use only.18Questions 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.19APPENDIX Appendix Accenture Gas Resources Contact Information 2008 Accenture. All rights reserved. Strictly confidential. Internal use only.20Gas ResourcesGas Page on the Kx UK & Ireland Company Research and Reports - Each quarter our UK and Ireland energy practice sends out updates on major IOCs, NOCs, etc. They put together presentations t