Integrated Logistics Solutions Provider Project

The Integrated Logistics Solutions Provider concept was introduced to support offshore drilling and production operations, save 20% on logistic costs, increase operational efficiency to achieve Just-in-Time deliveries and enable the upstream portfolio to focus on core competencies, thus seeking an One-stop contractor for logistics. This manuscript details how the logistics provider changed its operating model to an Integrated Logistics model, changed the status quo to become a competitive low-cost operating logistics provider and enabled operational and cost efficiency for Exploration and Production (E&P) customers. It also reflects on the technologies and commercial mechanisms used to drive the functioning of the operating model that meets the requirements of oil and gas operators.

Can the Trust in Uber-like Platform Use Be Translated into Parcel Logistics?

Rising expectations for urban logistics are the biggest challenge for parcel service providers. The increased costs posed by obstacles reduce profitability, and providers are forced to develop a novel operating model based on cooperation. The new model can combine what is known so far, which can be integrated into a platform-based system to implement collaborative resource sharing. The implementation of the platform will result in the introduction of a new player and the creation of a partly common ICT background. The platform-based approach is known in the context of the sharing economy initiative, which has also brought a novel trust-based model to life. On the one hand, this article presents a possible business model for parcel logistics providers and, on the other hand, the operation of a third-party IT platform and the method of resource allocation designed to reduce costs. In addition, it presents the possible reasons for the intention to join the platform and the conditions necessary to maintain the platform. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

An Operating Model for an EPB Shield TBM Simulator by the Correlation Analysis of Operational Actions and Mechanical Responses

This study reports on the development of an operating model for an EPB Shield TBM simulator by the correlation between operating parameters. First, four main operating parameters required for excavation are analyzed, then multiple regression analysis estimates their requirements depending on the ground conditions and the TBM’s specifications. Further multiple regression analysis then determines the interactions between six operational actions and ten mechanical responses. Operating procedures are established, and interlock and warning alarm systems are designed for use in the operating model. Lastly, several simulations were tested for the operating model of the TBM simulator under various conditions.

Design of Laparoscopic Executive Instruments for Robots

The main objective of this work is focused on improving some technical deficiencies of existing laparoscopic executive instruments to robots. For this reason two main problems have been overtaken: i) to perform a kinematic-structural analysis of existing executive instruments by structural and kinematic criteria, to estimate their engineering characteristics, motivating the need to develop new ones and ii) to develop functionally operating model of an executive tool, with simplified kinematics of actuation of end-effectors, with higher reliability and easier support of the sterility of the instrument. In contrast to daVinchi robot system which includes structures with three orthogonal rotations this study describes other decision with combination of perpendicular and parallel rotations. The design is simplified, no additional transmission mechanisms of the executive links are required, which in turn facilitates the process of control of the device and proved higher reliability.

LH2 Tanker Design Based on WIT Operating Model and CAPEX as Competitive Advantage

This paper presents the concept and design of a tanker powered by, and carrying, liquid hydrogen (LH2). Beyond the realization of a complete reduction in carbon emissions, the concept is closely related to the authors’ proposal for a rethinking of ship operation with a substitution of Just-in-Time (JIT) by Warehouse-in-Transit (WIT). Ways to fund a LH2 tanker is also reviewed and suggested.

Implementation of a Digital Roadmap with Best-in-Class Applications

The paper describes a project known internally as "InWell" to address multiple requirements in Repsol Drilling & Completions. InWell is defined by a new Operating Model comprising Governance, People, Process, Functions and Technology. This paper addresses changes to the Technology element - often referred to as "Digitalization". The paper includes a discussion about the business transformation strategy and case studies for addressing three of 18 functionalities identified in the first round of development. The InWell development strategy followed four steps; identification of performance issues, envisioning of a future operating model, identification of functionalities required/supporting this operating model and matching to digital solutions. Our case studies focus on three functionalities provided by three separate companies, Unification of Planning and Compliance, Real Time Data aggregation and Key Performance Indicators. Each functionality was addressed with an existing commercial application customized to meet specific requirements. A corporate web-based Well Construction Process (WCP) was initially piloted and then extended to include all well projects. The WCP identifies the key Tasks that must be completed per project, and these are all tracked. Data from this application is used by a third-party Business Analytics application via an API. Real time data from many sites and a wide range of sources was aggregated and standardized, Quality Controlled and stored within a private secure cloud. The data collation service is an essential building block for current third-party applications such as the operating centre and is a prerequisite for the goal of increased automation. A suite of Operator specific Key Performance Indicators (KPIs) and data analytics services were developed for drilling and completions. Homogenized KPIs for all business units provide data for objective performance management and apples-to-apples comparison. Results are presented via custom dashboards, reports, and integrations with third party applications to meet a wide range of requirements. During a four-month Pilot Phase the InWell Project delivered € 2.5 million in tangible savings through improvements in operational performance. In the first 12 months € 16 million in savings were attributed to InWell. By 2022 forecast savings are expected to exceed € 60 million (Figures 1 & 2). The value of Intangible benefits is thought to exceed these objective savings. Figure 1 The Business Case for InWell – Actual & Projected Savings and Costs. Figure 2 InWell Services addressing Value Levers and quantified potential impact. A multi-sourced digital strategy can produce quick gains, is easily adapted, and provides high value at low risk. The full benefit of digital transformation can only be realised when supported by an effective business operating model.

Mobility as a Service Operating Model to Enable Public Policy

Mobility as a Service (MaaS) is the concept through which travelers plan, book, and pay for public or private transport on a single platform using either a service or subscription-based model. Observations of current projects identified two distinct approaches to enabling MaaS: the private-sector approach defined as a “business model,” and the public sector approach that manifests as an “operating model.” The distinction between these models is significant. MaaS provides a unique opportunity for the public sector to set and achieve public policy goals by leveraging emerging technologies in favor of the public good. Common policy goals that relate to transportation include equity and access considerations, environmental impact, congestion mitigation, and so forth. Strategies to address these policy goals include behavioral incentivization and infrastructure reallocation. This study substantiates two models for implementing MaaS and expanding on the public sector approach, to enable policy in favor of the public good.