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Sparrows Group named Matt Corbin as its regional operations director for the UK and Europe. Corbin has more than 20 years of industry experience, having held several leadership positions including UK managing director for the subsea division at Aker and UK regional manager at GE Oil & Gas. Most recently he was the supply chain consultant for the Oil and Gas Authority, the UK government's regulatory body, and contributed to Oil & Gas UK's Efficiency Task Force. He holds a bachelor's degree in mechanical engineering from Brunel University.
A consortium of organizations has set out to tackle one of the more enduring challenges in the North Sea: the nondestructive testing (NDT) of corroded pipes under insulation and engineered temporary pipe wraps. The group—which includes TRAC Oil & Gas; the University of Strathclyde; and CENSIS, the Scottish Innovation Centre for Sensor and Imaging Systems—will methodically audit the tools, capabilities, and approaches currently used by industry to look at the steel surfaces of assets often obstructed by layers of material. While there are several NDT technologies on the market, many are ineffective when used on pipes that are protected by insulation. They tend to average out wall thickness where corrosion scabs have formed, failing to pinpoint specific areas of vulnerability. Taking and interpreting these readings is further complicated by the varying dimensions, materials, locations, and accessibility of different oil and gas assets.
CHALLENGES AND REWARDS OF B2B IN AN INTEGRATED OIL & GAS AND CHEMICAL COMPANY: THE TOTALFINAELF CASE Jean-Pierre Foehn Totalfinaelf; France. Abstract TotalFinaElf has embarked in early 2000 in several initiatives in the so call business to business (B2B) area in order to improve its competitiveness by leveraging Internet based technologies. In the presentation we will specially concentrate on the project called Global e-Procurement and illustrate how through this approach the organisation tries to reach three main objectives: to increase the transversal approach across the different branches of the group, to improve collaboration with the outside world and eventually to significantly impact the bottom line. We will also present the main challenges faced so far in terms of organisation, people, technology, practices either internally or with the different stakeholders. The context A recently formed company, present in upstream, downstream and the chemical industry, TotalFinaElf with more than 123,000 employees over the five continents is a very diversified organisation; The company produces oil & gas in 33 countries (Asia, Middle East, Africa, Europe and north and south America), operates 11 refineries in Europe only, has more than 15,000 service stations (Africa, Europe) and several hundred chemical plants and sites mainly in Europe, and USA. Almost 60% of the workforce is in the chemical branch and less than half of the staff works in France. In this context initiatives launched during the internet hype, by either the oil & gas or chemical industry like Trade Ranger, a marketplace* for goods and services or Elemica a marketplace dedicated to the transactions of chemical products were perceived by the top management as good catalysts to develop within the company internet based practices. Diving in the e- world with your peers was clearly a key factor in the decision and a way to improve the chances of success. Among these B2B projects, e-procurement has clearly emerged as one of the most resilient and most promising e-tool; Enabling electronic transactions via Internet between suppliers and customers is a probably a good definition of e-procurement; By nature e-procurement will impact a large part of the organisation: engineering and manufacturing, purchasing and procurement, accounting and finance, IT/IS, logistics and specially the businesses who are the main stakeholders. BLOCK 1 -- FORUM 5 453 CHALLENGES AND REWARDS OF B2B IN AN INTEGRATED OIL & GAS AND CHEMICAL COMPANY: THE TOTALFINAELF CASE The rewards These new practices and their associated organisation changes have started to deliver benefits (although it is still early day in the deployment and only preliminary conclusions can be drawn): · The bunkers are cracking: e- procurement has triggered more collaboration between busi- ness units within a branch, between branches at group level, best practices are shared, global contracts are signed. · The Chinese wall is opening: tools to a