Maintaining Business Intelligence Standards Chris Reynolds – BI/ Data Architect
Integrated Supply & Trading (IST) - a brief history of supply and trading in BP 2 nd major consolidation of supply & trading 1 st major consolidation of supply & trading 1970 s Production assets in OPEC countries nationalised culminating in 1979 with Iran 1980 s Discrete supply and trading businesses start emerging around the world Mid 1990 s 2000 Country level supply. Some consolidation takes place in London with Oil Trading International (OTI) 2001 2002 IST created. All supply and trading activities brought together IST today Growth Efficiency Control (1996) Mobil JV (1999) Amoco (2000) Arco (2001) Mobil Europe (2002) Veba 2
the need for trading in BP…in gas • BP is the world’s 2 nd largest gas producer • Production is set to grow by 4% to 2010 to around 10. 7 bfcd • BP is the 2 nd largest supplier of gas into LNG plants • BP is the largest supplier of gas in the US However… • Gas transportation and storage are more costly than oil • Global gas markets vary widely by physical, contractual and regulatory characteristics How can we ensure access to midstream (delivery) and downstream (consumers) to secure maximum production flow for our gas? 3
IST‘s purpose and role • To enhance the group’s performance through supply and trading across the whole value chain: − Optimising BP’s assets by securing optimal supply and off-take; − Engaging in controlled trading around assets and supply positions; − Applying risk management and commercial expertise underpinned by a world-class control infrastructure 4
what does IST do? selects and purchases crude oil and other feedstocks for the refinery system markets BP’s equity crude oil, NGLs and natural gas offers risk management products to third parties selects and purchases products to meet marketing demand sells the finished products and components to maximise refinery margins generates entrepreneurial trading income manages BP’s forex requirements, debt positions and share buybacks 5
IST adds value across the entire supply chain production manufacturing, refining & power distribution consumers chemical farm wellhead oil refinery airports tank farm oil-fired power plant wellhead oil grid retail processing plant wellhead natural gas domestic terminal transport/logistics gas-fired power plant manufacturing 6
IST operates from 35 offices in more than 20 countries… North America Omaha, Tulsa, Toronto London Calgary La Palma Eastern Hemisphere Europe & Africa Chicago Houston Milton Keynes, Sunbury, Moscow, Krakow, Paris, Hamburg, Bochum, Gelsenkirchen, Vienna, Zurich, Zug, Amsterdam, Madrid, Lisbon, Athens, Istanbul Tokyo Dubai Jakarta, Guangzhou, Mumbai, Singapore Cape Town Melbourne, Wellington 7
IST trades more than crude and natural gas… • Crude • Natural gas • Products • Liquefied Natural Gas (LNG) • Refinery and chemical feedstocks • Power • Product blending components • Foreign exchange • Chemical intermediates • Natural Gas Liquids (NGLs) • Condensates • Precious metals (catalysts) • Coal • Ship chartering and freight • Short and long term debt • Interest rates • Credit • Emissions and carbon credits • Renewable energy credits 8
BI Diversity in IST 9
Common Myths about Non-Standard Apps Myth 1. It is cheaper to go with product X. Although it may have a lower license rate, you pay in other ways, such as extra development and maintenace costs. Myth 2. It is easier to use. The ease of use may just be more of a training issue rather than a case of ease of use. Standard Applications have a more mature architecture, such as semantic layer, managed services and deeper integration. Myth 3. It is more flexible. This usually plays into Myth 2, and usually the remedy is the same as Myth 2, training, but there also has to be some more cheerleading involved. Such deeper integration and give the developers reason on wanting to go to the standard. Myth 4. It is quicker to deploy. There may be some truth to this in the beginning, but using non-standard increases time for other activities such as maintenance, upgrades and fixes. 10
Evangelizing a Standard Why Clients go to a Non-Standard Application? 1. Perceived Lower Cost 2. Timelines 3. Local Resource Experience Benefits of Staying on a Standard 1. Reuse of Currently Built Infrastructure 2. Decrease Timelines 3. User Local Resource to Integrate with 11
How do we sell the Standard? 1. Have a strong shared service model. a) Lowers the Cost of Ownership b) Reuses current Architecture 2. Enforce Standard Principles a) Work with Application Owners on Best Practices a) Show them the big picture of things b) Entice them on improving business metrics b) Have them work with Delivery Leads 12
Questions? Contact Information: Chris Reynolds Business Intelligence/ Data Architect chris. reynolds 2@bp. com http: //www. linkedin. com/in/cireynolds 13
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