Blockchains – achieving consensus in oil and gas business processes

2021 ◽  
Vol 61 (2) ◽  
pp. 522
Author(s):  
Scott Waller
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Oil And Gas ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Great Opportunity ◽  
Goods And Services ◽  
Blockchain Technology ◽  
Social License ◽  
Trusted Data

As the oil and gas industry comes under increasing pressure from government, activist groups and society on carbon offsetting, a trend that is building is the disclosure of consistent, comparable and reliable data. As companies develop their abatement plans, it is critical that the accounting and reporting of activities are made transparent or companies risk not achieving the social license to operate they are aiming to build. This proposal will discuss the opportunity for operators to use blockchain to digitise the information and processes that operate between unincorporated joint ventures, companies and third parties they deal with – customers, suppliers, government and society. At its heart, blockchain is a distributed ledger that offers the potential to make processes between companies more efficient through standardised processes and trusted data; in the same way companies have implemented internal Enterprise Resource Planning systems to achieve this goal within their own entities. The current landscape of systems and processes has been set up to optimise internally, but when processes cross company boundaries, they execute via email and analogue processes. Gartner predicts that by 2030 $3.1 trillion of goods and services will be tracked by blockchain technology. This is a technology that will revolutionise supply chains and company-to-company interactions. The energy sector has embraced contractors and suppliers who support engineering, operations, maintenance, services and supply of parts. Blockchain is therefore a technology that offers great opportunity in optimising in-bound supply chain and increasingly will be required to communicate on their outbound product with more transparent and trusted data enabled by blockchain technology.

scholarly journals Effective Strategies to Overcome Challenges in ERP Projects: Perspectives from a Canadian Exploratory Study

2019 ◽  
Vol 12 (7) ◽  
pp. 12 ◽  
Author(s):  
Sreekumar Menon
Keyword(s):  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Project Managers ◽  
Gas Industry ◽  
Team Members ◽  
Effective Strategies ◽  
The Right

This qualitative exploratory case study explores strategies and mitigating actions for successful Enterprise Resource Planning (ERP) implementations. The research was conducted in a Canadian case organization in the oil and gas industry, using a semi-structured interview guide with a total of twenty interviews that includes members from four project role groups of senior leaders, project managers, project team members, and business users. For triangulation purposes, the study used interview responses and also ERP project documentation collected for the purpose. The research highlighted several strategies and mitigating actions that can be put in use by organizations. The key themes that emerged as effective strategies include having the right people for support and guidance from experts, change management, clear communications, hands-on training, lots of testing, and risk management. The study also provided evidence that adopting strategies can help overcome critical challenges during ERP implementations.

scholarly journals Complexity Theory: Insights from a Canadian ERP Project Implementation

2019 ◽  
Vol 14 (6) ◽  
pp. 84
Author(s):  
Sreekumar A. Menon ◽  
Marc Muchnick ◽  
Clifford Butler ◽  
Tony Pizur
Keyword(s):  
Complexity Theory ◽  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Project Managers ◽  
Gas Industry ◽  
Team Members ◽  
Interview Guide

This research paper explores complexity theory based on insights from an Enterprise Resource Planning (ERP) implementation in the Canadian oil and gas industry. The qualitative exploratory case study was conducted in a Canadian case organization using a semi-structured interview guide with a total of twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. Besides interview responses, the study also collected and reviewed ERP project documents for triangulation purposes. The research showed the importance of complexity theory to ERP projects, and the relationship between critical challenges and complex categories of human behavior, system behavior, and ambiguity. The study findings also evoked rich and comprehensive data related to the phenomenon of critical challenges in ERP.

scholarly journals Critical Success Factors for ERP Projects: Recommendations from a Canadian Exploratory Study

2020 ◽  
Vol 15 (2) ◽  
pp. 80
Author(s):  
Sreekumar Menon
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Single Case ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Gas Industry ◽  
Critical Success

This research paper discusses key recommendations for improving future Enterprise Resource Planning (ERP) implementations based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted using a semi-structured interview guide from twenty participants belonging to four project role groups of senior leaders, project managers, project team members, and business users. The research evoked a comprehensive list of forty-two critical success factors (CSFs) and out of which, top ten CSFs discussed include: Know your data, longer and more integrated testing, utilization of the right people, longer stabilization period (hyper-care), communication, address legal and fiscal requirements, hyper-care must be longer, early buy-in from business, have a Lean Agile program, less customization and more vanilla out of the box, and project must be business-driven and not IT-driven. This study is one of first ERP case studies in the Canadian oil and gas industry and the research recommendations can prove to be beneficial for organizations when undertaking ERP implementations.

scholarly journals Critical Challenges in Enterprise Resource Planning (ERP) Implementation

2019 ◽  
Vol 14 (7) ◽  
pp. 54 ◽  
Author(s):  
Sreekumar A. Menon ◽  
Marc Muchnick ◽  
Clifford Butler ◽  
Tony Pizur
Keyword(s):  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Single Case ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Project Managers ◽  
Erp Implementation ◽  
Gas Industry ◽  
Team Members ◽  
First Case

This research paper explores critical challenges in Enterprise Resource Planning (ERP) implementation based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted in a Canadian case organization using twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. The study further collected and reviewed project documents from the ERP implementation for triangulation. The research evoked a comprehensive list of sixty critical challenges and out of which, the top twelve challenges discussed in detail were drawn from the responses of participants from all four project role groups. The study findings indicated that critical challenges were significant during ERP implementation. This research is one of first case studies in the Canadian oil and gas industry that focuses on critical challenges in ERP implementation projects.

Smart upstream to LNG

2018 ◽  
Vol 58 (2) ◽  
pp. 508
Author(s):  
Russell Byfield
Keyword(s):  
Supply Chain ◽  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Big Data Analytics ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Oil Field ◽  
Gas Field ◽  
Gas Industry ◽  
Supply Chain Optimisation

With today’s current technologies, it is possible to answer the question, ‘What is the most profitable mode of operation for the next few hours, for the rest of today, tomorrow and beyond?’ With ‘lower for longer’ oil prices, the need for enterprise wide optimisation in the upstream and midstream oil and gas industry is greater than ever. The terms ‘Digital Oil Field’, ‘Digital Gas Field’, ‘Digital Twin’ are being utilised to extol the virtue and value of big data analytics and model-based asset optimisation and supply chain optimisation by enabling this in efficient ways not previously possible with multiple unintegrated systems, processes and procedures. Multiple different point solutions rolled out across multiple sites become difficult to integrate horizontally for management of safe and optimised operations and vertically up to business enterprise resource planning level to give useful and timely business insights. With careful planning, coupled with deep operational technology and operations knowledge, an integrated enterprise wide supply chain and asset operations and management system can unlock significant hidden value. This is enabled by the correct and efficient integration of many systems and the efficient collection, management and use of huge amounts of data. As the industry needs to ‘do more with less’, getting this integration right is critical to enable desired outcomes and functionality. This paper summarises the current state-of-the-art solutions that enable optimised well to liquefied natural gas plant process, asset and business management to deliver desired functionality and outcomes.

scholarly journals PETA RENCANA (ROADMAP) RISET ENTERPRISE RESOURCE PLANNING (ERP) DENGAN FOKUS RISET PADA USAHA KECIL DAN MENENGAH (UKM) DI INDONESIA

2012 ◽  
Vol 6 (2) ◽  
pp. 140
Author(s):  
Putu Wuri Handayani ◽  
J.W. Saputro ◽  
Achmad Nizar Hidayanto ◽  
Indra Budi
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Small And Medium Enterprises ◽  
Resource Planning ◽  
Fast Response ◽  
National Data ◽  
Critical Issues ◽  
The Republic ◽  
Medium Enterprises

Usaha Kecil dan Menengah (UKM) di Indonesia telah dapat berkontribusi terhadap PDB (Produk Domestik Bruto) nasional sebesar 55.56% berdasarkan data Biro Perencanaan Kementerian Negara Koperasi dan UKM Republik Indonesia, pada tahun 2008. Untuk memperluas pangsa pasar dan meningkatkan daya saing UKM, UKM membutuhkan suatu aplikasi yang dapat mengintegrasikan dan mengotomatisasi proses bisnis UKM. Aplikasi ERP dapat menjadi salah satu solusi untuk UKM dikarenakan keuntungan yang dapat diberikan seperti memberikan informasi dengan waktu respon yang cepat, meningkatkan interaksi antar bagian dalam suatu organisasi, meningkatkan pengelolaan siklus pemesanan barang, dsb. Beberapa isu kritis yang dihadapi oleh UKM adalah terbatasnya dana dan kapabilitas teknologi informasi yang dimiliki. Dalam memahami kebutuhan layanan yang diperlukan oleh UKM untuk aplikasi ERP dan untuk menyediakan arahan bagi UKM serta menanggapi kurangnya riset ERP di Indonesia maka riset ini bertujuan untuk menggambarkan peta rencana jangka panjang dari agenda riset ERP yang akan dilakukan untuk UKM di Indonesia. Small and Medium Enterprises (SMEs) in Indonesia has been able to contribute to the GDP (Gross Domestic Product) of 55.56% based on national data Planning Bureau of the Ministry of Cooperatives and SMEs of the Republic of Indonesia, in 2008. To expand market share and improve the competitiveness of SMEs, SMEs need an application that can integrate and automate business processes of SMEs. ERP applications can be one solution for SMEs because of the advantages that can be provided such as providing information with fast response time, increase the interaction between the departments of an organization, improving the management of ordering goods cycle, etc. Some of the critical issues faced by SMEs are the limited funds and information technology capabilities they have. In understanding the needs of the services required by SMEs for ERP applications and to provide guidance for SMEs and response to the lack of research about ERP in Indonesia, this research aims to describe the long-term plan maps of the ERP's research agenda that will be made for SMEs in Indonesia.

scholarly journals THE IMPACT OF ICTS ON CORE SECTORS OF THE NIGERIAN ECONOMY

2013 ◽  
Vol 1 (3) ◽  
pp. 58-62
Author(s):  
Dike Ike
Keyword(s):  
Business Processes ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Managerial Decision ◽  
Gas Industry ◽  
Agricultural Industry ◽  
Human Endeavor ◽  
Efficiency And Effectiveness ◽  
Information And Communication ◽  
The Impact

Information and Communication Technology (ICT) has taken the center stage in almost every aspect of human endeavor. ICT help companies to improve the efficiency and effectiveness of services offered to customers, and thus enhances business processes, managerial decision making, and workgroup collaborations, thus strengthening their competitive positions in rapidly changing and emerging economies. This paper considers the impacts and trends of ICTs on core sectors of the Nigerian economy. Three core industry sectors of the Nigerian economy were examined namely: Banking Industry, Oil and Gas Industry, and Agricultural Industry in order to examine the level of impact ICTs have on the overall Nigerian economy.

Information System Assurance for Enterprise Resource Planning Systems: Unique Risk Considerations

2002 ◽  
Vol 16 (s-1) ◽  
pp. 99-113 ◽  
Author(s):  
Sally Wright ◽  
Arnold M. Wright
Keyword(s):  
Enterprise Resource Planning ◽  
Relational Databases ◽  
Business Processes ◽  
Implementation Process ◽  
Resource Planning ◽  
Structured Interview ◽  
Process Reengineering ◽  
Erp Systems ◽  
Client Experiences ◽  
Implementation Problems

Enterprise Resource Planning (ERP) systems inherently present unique risks due to tightly linked interdependencies of business processes, relational databases, and process reengineering. Knowledge of such risks is important in planning and conducting assurance engagements of the reliability of these complex computer systems. Yet, there is little empirical evidence on this issue. To examine this topic, a semi-structured interview study was conducted with 30 experienced information systems auditors (from 3 of the Big 5 firms) who specialize in assessing risks for ERP systems. This approach allowed us to obtain detailed information about participants' views and client experiences. The results indicate that the implementation process of ERP systems has an important impact on system reliability. Further, interviewees identified a number of common implementation problems (e.g., improperly trained personnel and inadequate process reengineering efforts) that result in heightened risks. Interviewees also reported that ongoing risks differ across applications and across vendor packages. Finally, in providing assurance on ERP systems participants overwhelmingly indicate a focus on testing the process rather than system output.

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