Trends in Oil Sector IT Spending

Transcription

1 UNCTAD Expert Meeting In Support of the Implementation and Follow-Up of WSIS: USING ICTs TO ACHIEVE GROWTH AND DEVELOPMENT Jointly organized by UNCTAD, OECD and ILO 4-5 December 2006 Trends in Oil Sector IT Spending by Mr. David Rose Director Benchmarking, AUPEC Ltd. The views expressed are those of the author and do not necessarily reflect the views of the United Nations

2 Trends in Oil Sector IT Spending UNCTAD Expert Meeting on ICTs & Development 4-5 December 2006 Palais des Nations, Geneva

3 2 Contents Background on Aupec oil sector IT benchmarks Trends in IT spending Upstream Downstream Refining Challenges and achievements facing oil company IT function Concluding comments Most slides contain text in the notes pages.

4 Aupec IT Benchmark Evolution Global Upstream IT Benchmark started as a North Sea study UK, Norway and The Netherlands business units Introduced Global Downstream in 1994, ERP benchmark in 1999 and IT benchmark for Refineries in 2000 Pilot Technical Computing benchmark ran in 2002 and upgraded and repeated in 2005 Since it s inception Aupec have provided over 500 individual benchmarking reports to E&P business units around the world Latest studies included over 50 observations in Upstream, 18 observations in Downstream, over 50 Refineries and over 50 instances in ERP from 24 companies and encompassed: IT Spend = US$ 6.5 Billion Production = > 11 Billion Barrels Oil Product Sales = > 5 Billion Barrels Desktops = 270,000 Year Benchmark 1991 Global Upstream IT 1994 Global Downstream IT 1998 TCO PC 1999 ERP (SAP/JDE) 2000 Global Refining IT 2001 Technical Computing 2003 Super Major Assessment 2004 E&P Service Providers 2005 Technical Computing : Value of IT 2006 GU, GD, GR, & ERP Annual or recurring benchmarks 3

5 4 Benchmarking Objectives Focus or measurement objective Business Efficiency Business Effectiveness IT Efficiency IT Effectiveness IT Intensity IT Productivity IT Penetration KPIs or metrics (examples) Gross Company Opex per Gross BOE or Sales Volume Revenue, production or profitability per FTE IT costs or spend normalised by desktops or other appropriate cost drivers IT spend or costs normalised by a business variable; e.g., revenue, sales volume, production, asset value or profitability. IT costs or spend as a percentage of company costs or spend Sales or Production per IT FTE or IT desktop Desktops per FTE

6 5 AUPEC Economic & IT Service Models Data Collection Framework IT Spending Framework Total IT Spend Project Operating Expense Project Capex Base Operating Expense Applications Desktops Network & Comms Applications Desktops Network & Comms Applications Desktops Network & Comms Applications WAN Data Voice Fax & Video WAN Data Voice Fax & Video WAN Data Voice Fax & Video Non-discretionary discretionary Definition Discretionary spend Investments in new IT functionality and improvements to the IT organisation / Non-discretionary Spend Costs required to maintain current IT functionality and operations Base capex Desktops WAN Data Network & Comms Voice Fax & Video Apps = Software & Hosting Apps = Software & Hosting Desktop = PC & Workstation Desktop = PC & Workstation

7 6 Upstream IT Spend per Desktop (US $) $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 Max Q3 Q2 Q1 Min Average $10,000 $ Panel data based on 50 separate business units

8 7 Upstream IT Spend per Desktop Regional View (Q2) $30,000 Panel data $25,000 $20,000 $15,000 $10,000 $5, Europe Q2 NA Q2 Africa Q2 Asia Pac Q2 Canada Q2 USA Q2 Middle East Q2 S.America Q2

9 8 Upstream IT Spend per desktop (US$) Peer Group Averages MMBOE IT Spend $m Desktops > > $60,000 $50,000 $40, actuals >3500 Max $30,000 $20,000 $10,000 $0 Q3 Q2 Q1 Min Peer 1 Peer 2 Peer 3 Peer 4

10 9 Downstream IT Spend/Desktop (US $) IT Spend/ Desktop 25,000 20,000 15,000 10,000 Q 1 Q 2 Q 3 Average 5,

11 10 Downstream IT Spend per desktop (US$) Peer Groups 30,000 IT Spend/Desktop 25,000 20,000 15,000 10,000 5,000 Max Q3 Q2 Q1 Min 0 Peer Group 1 Peer Group 2 Peer Group 3 Peer Group Production ranges Average IT Spend $ million Average Desktops 1 < 100 million barrels annually million barrels >500 million barrels

12 11 Refining IT Spend/Desktop (US $) IT Spend / Total Desktop 25,000 21,000 17,000 13,000 9,000 5, Q1 Q2 Q3 Average IT Spend / Total Desktop - Q2 21,000 17,000 13,000 9,000 5, EU Q2 NA Q2 ROW Q2

13 12 Refining IT Spend per desktop (US$) by peer & region IT Spend per Desktop IT Spend per Desktop 16,000 16,000 14,000 14,000 12,000 12,000 10,000 Q3 10,000 8,000 6,000 4,000 Q2 Q1 8,000 6,000 4,000 2,000 2,000 - PG 1 PG 2 PG 3 PG 4 - EU NA ROW Peer Group Throughput in bbls/day Average IT Spend $ million Average Desktops 1 < 100, >100,000 <200, > 200,000 < 300, > 300,

14 13 Downstream sector IT challenges With the business (funding) Between IT departments Risk Management Cost Management ERP Implementation Company Separation Communication Project Management Demand Management Projects Challenges IT Management Global Standards roll-out Benefits Realisation Standards Resource Management Problem Management End user work processes ITIL Processes Outsourcing Management Project Processes Global IT Standards

15 14 Downstream sector IT achievements IT Training Met project deadlines New ERP Implementation Better cost management Improved customer service Implementation of global ERP Alignment with the business Projects Achievements IT Management Readiness for IPO Integration of acquired assets Standards Governance model for new company Maintained service levels Met SOX milestones Improved standardisation Standardisation of Processes in IT management

16 15 Upstream Technical Computing Challenges New G&G architecture project Migration to Linux from Unix Technology Storage solutions Managing hardware and infrastructure evolution and the environment with mega data centers, cluster computing, etc. Managing the interface between Technical Computing Infrastructure and applications. Data Management Data Management Populating the gold databases for all data types Standards Keeping systems standardized and consistent in times where the business doesn t have time for it! Ability to keep up with business acquisition activity Business change Supporting standardization, simplification and efficiency with the increasing rate/level of innovation/change required to meet business objectives Surge in activity in upstream activities requiring support from Technical Computing. Organisational change Lack of technical resources available to support our needs Resources Maintaining and finding sufficient human resources Improving end user productivity

17 Upstream Technical Computing Achievements Upgrade of desktop hardware Petrotechnical hardware refresh at scale High Performance Computing Technology Meeting the demands for capacity utilising the latest technologies at the best possible market price. Bringing Linux to the desktop in a robust, stable, supportable form. Creation of a cohesive architecture enabling rapid deployment to remote locations. Full data management support model implemented globally with excellent results Data Management Database clean-up Raising the visibility and activity in data management Communications with Business Setting proper expectations with the business and communicating effort required to complete the individual efforts Establishing positive relationships with the business units at all levels of management User friendly helpdesk for petrotech area established Business change Integration of many acquisitions and mergers into the company way of doing things Project Management Identifying critical path elements required by the business and acting on them first 16

18 17 Concluding comments IT spending trends upward in upstream sector Downward pressure on spending in downstream and refining sector Economies of scale possible for very large E&P operations Scale and complexity of global downstream businesses pushes up IT spending for very large players Challenges facing Super Majors and majors not just technological but management and communications big challenges too. Lessons to be learned from experience of IOCs which could be helpful to developing world NOCs