Abstract
As the subsea well intervention sector ascends from a double-dip downturn, operators are motivated to execute projects with increased agility. By adopting new rationale and supported by strategic partnerships, an enhanced focus on operating efficiency is targeted.
This paper discusses how operators can –deliver predictable operational expenditure (opex) results, safeguarding life-of-field economics through routine interventions and robust risk mitigation–align objectives with service providers through technology, strategy, and process–realize value of integrated alliances in the subsea intervention sector.
Reliability is the cornerstone on which operational integrity is established. Repeatability is the foundation on which partnerships are formed, forging a synchronized philosophy; pledging operational efficiency as commanded in a dynamic environment; bringing to market a holistic, multileveled, multiskilled solution to subsea interventions; and uniting product and operational experts to evaluate the range of scope requirements selecting fit-for-purpose solutions, delivered with synchronized processes.
Here we describe how this approach, coupled with repeatable field-proven product and service reliability and driven by true customer-centric thinking, minimizes operating risk to deliver predictable outcomes.
This ethos is demonstrated in action via three case studies that discuss the benefits of combining customer expertise with product and operational specialists during the initiation and planning phases of subsea well intervention projects.
The shared examples demonstrate how inculcating a continuous improvement mindset and applying lessons learned to product design, process, and procedures can drive operating efficiency to new levels.
Campaigns executed in 2020 by the supplier delivered best-in-class results, exceeding customer expectations. The campaign represented the first fully synchronized service operation on the Q5000 intervention vessel at 90% operating efficiency. In addition, they demonstrated outstanding versatility by outperforming budget on the first deployment of the 15,000 psi intervention riser system (IRS) from the Q4000 intervention vessel. Less than 1% operating nonproductive time (NPT) was attributed to the well access package for the campaign.
Sustaining this level of success via collaborative performance management is the next step on the roadmap to ensure this becomes the new normal. Conclusions drawn from customer feedback indicated expectations were surpassed, and that synchronicity is the key that unlocks the door to sustainability in the subsea deepwater intervention sector.
BUILDING INFORMATION MODELING INTEGRATED WITH ELECTRONIC COMMERCE MATERIAL PROCUREMENT AND SUPPLIER PERFORMANCE MANAGEMENT SYSTEM
