Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Khairul Rizal*
Dyah Erowati*
Mujiono*
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As a consequence of the current operating system and prospective contractors must enthusiastically embrace
methodology, many issues persist regarding excess the added responsibilities given by the operators and
capacity in logistics support, high mobilization costs deliver the agreed services or products on time, in full
for individual projects and redundancy in and without defects - within budget. The common
procurement management. The volume of materials focus is to be on cost reduction and performance
and services are being used collectively by the enhancement within the entire supply chain, without a
operators still exceeds optimum levels. The loss of margin to the contractors.
redundancy effort, especially in the procurement
management process, creates a high administration The operational focus of a SCH should be on the
cost, reduced competition and is often not conducted 3(three) R’s:
within a market-driven price environment. The
current practices are also resulting in excessively-high 1. Reliability
inventory levels, lower inventory turn-over ratios and, 2. Responsiveness
ultimately, unusually high levels of surplus materials 3. Relationships
in stock.
Currently most operators are unable to determine The characteristics of this focus are three-fold: (1) a
where they are in terms of performance level - Are physical component, which by nature is high friction
they efficient or not? Few precise performance and capital intensive; logistics is a core competency.
measurements for a particular functional area or (2) a cyber component, which is low friction and
geographic area are available. Without this dynamic: logistics is not necessarily a core
information, our industry cannot develop (1) competency and (3) a relationship component, which
transparent, (2) accountable and (3) disciplined Key reflects the commercial relationships, protocols &
Performance Indicators (KPI’s), the first step towards regulations within a supply chain network, the
becoming proactive and initiating strategy-driven prevailing culture and socio-economic aspects.
activities.
Within a SCH structure, all parties have to align their
The situation described above has contributed to objectives and goals on an integrated basis through
Indonesia having one of the highest average operating developing a common vision & mission. These
cost per BOE in the region. Local goods and services objectives are to meet the participating parties’
needed by the industry are not properly promoted and anticipated values and needed returns and should
used. Many of the national service companies are address and try to minimize any prevailing risks. A
reaching a critical situation - they cannot compete set of minimum standards for behaviour, service and
within the current global environment. A clear product quality, HSE and performance must be
strategy and action plan need to be developed and agreed to in advance. The underlying commercial
executed now in order to improve both of these relationship is one of an alliance and/or partnership.
conditions. Participating contractors will be part of a team
striving to attain the Operator’s objectives to
maximize return.
SUPPLY CHAIN HUBS
The Supply Chain Hub (SCH) concept is The regulator and government must act as facilitators
recommended to facilitate and improve the strategic to encourage regional and national collaborative
operational objectives of operators within a planning, while actively endorsing optimization, risk
geographic area. A SCH provides both physical and reduction and elimination of wastage in field
virtual facilities as well as many other associated operations. A SCH requires strong teamwork,
support services that can be shared by operators in a appropriate levels of empowerment, and must stay
particular geographic operating theatre. focused on continuous improvement. An effective,
nation-wide network of SCHs would undoubtedly
To develop a SCH, operators must demonstrate reduce the current average operating cost per barrel
willingness to trust and empower contractors to and create additional value for Indonesia’s oil and gas
provide needed services. On the other hand, industry.
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The SCH may be initiated by either operators or Of Materials And Information From Suppliers To
contractors - or by both jointly. In order to have a End-Users.
significant impact on the national oil and gas
operations improvement program, the development of Supply Chain Management
a SCH has to be an integral part of a national
efficiency program. Involvement and full The Management Of Upstream And Downstream
participation of the regulator and government is Relationships With Suppliers And Customers, To
required for determining the appropriate geographic Deliver Superior Customer Value, At Less Cost To
location of the SCH and to facilitate collaborative The Supply Chain As A Whole.
planning between the operators in a particular
operating area. Synergy and integration among all Logistics
participating stakeholders, parties and participants is
of paramount importance. Logistics Is The Process Of Strategically Managing
The Procurement, Movement And Storage Of
With in context above, development of commercial Materials, Parts And Finished Inventory (And The
relationships can only be achieved by addressing Related Information Flows) Through The
these key rules of engagement: Organization And Its distribution channels in such a
way that current and future profitability are
1. Commercial relationships must be developed on maximized through the cost-effective fulfillment of
the basis of transparency, accountability and orders.
discipline – it must be harmonious and
complementary in principle; The following SCH development concept is
2. Governance, standards and norms, quality, HSE, recommended given the widespread nature of current
security and performance execution must have a petroleum licences in Indonesia. It is designed to
minimum common platform regarding cover the major operating areas from Sumatra to
achievements and compliance. At the same time, Papua and encompasses SCH’s currently under
there must be a constant pursuit of the highest development.
levels of excellence;
3. The prime objective is to meet the operators’
needs on time, in full and with no defects; National coverage
4. The commercial relationships network must
reflect the required capacity, ability and scope, as Since the Indonesian Petroleum Working areas are
a whole; scattered throughout Indonesia, SCH’s are proposed
5. Participation by for the stakeholders must be to be created in the most effective locations for
profitable and commercially valuable; supporting the operators. Figure-1 shows the key
6. Execution of work must meet the necessary potential areas for future SCH’s. Some of these
protocols, regulations and statutory laws; locations have already begun to develop services
provisions. However, as of today, these have not been
7. Work performance is to be measurable (against designated as shared facilities by communities nor
KPIs), accountable and is to be continuously become part of a strategic industry action plan to
improved; improve efficiency. The prime potential areas for
8. The concept and execution must incorporate immediate SCH development are Batam, Jambi,
strong business ethics Jakarta, Matak (Natuna), Lamongan/Tuban,
Balikpapan and, in the future, Sorong.
The following definitions are commonly used in the
context of SCH development:-
Central points of shared facilities
Supply Chain
To realize the optimum value of a SCH, it must be in
A Network Of Connected And Interdependent the most effective location for shared facilities. A
Organizations Mutually And Cooperatively Working SCH must provide the most economical and viable
Together To Control, Manage And Improve The Flow infrastructure that can be shared among adjacent
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operators. With regard to physical and cyber • Supermarket for consumables items
components, optimum connectivity with global and The SCH is designed to have a Risk – Reward
regional markets is a must, as is inter-connectivity working arrangement between operators and
with other SCH’s within Indonesia. suppliers. In knowing the operators’
requirements, a vendor may stock the materials
and deliver to the operators upon demand. A
Physical Facilities Vendor-Managed Inventory approach results in a
win-win solution for both operators and suppliers.
As a major support facility, a SCH should be Operators do not need to maintain expensive
equipped with an integrated physical infrastructure inventories on their books, yet will have a wide
which includes: choice of inventory items readily available when
needed. The vendors will have a “captive”
• Jetty/Port and Supply Base market with a minimum guaranteed supply
A SCH should have open sea access and must requirement, assuring them of a base level margin
possess a seaport specifically designed for PSC of profit.
operations. It should accommodate the supply &
service companies’ needs on an internationally- • Bonded Area
recognized standard. The seaport has to have all The presence of a Customs Bonded area at a SCH
the required facilities for stevedoring, cargo will enable the operators to manage all imported
handling, fuel, water, mud plants, waste materials effectively, fulfilling import
management and material delivery. All these requirements just prior to delivering the goods to
facilities need to have access to an Information & their operation areas. Bonded areas further
Communication infrastructure. encourage the development of product
assembling or manufacturing facilities within the
• Marine Transportation country – to the benefit and enhancement of the
A SCH should provide marine transportation Indonesian supply market.
capability, required for exploration, drilling and
production support operations. This capability
will enable the PSCs operating in the area to Virtual Facilities (the Cyber components)
share the services through a “shuttle service
system” from the supply base to all the offshore Described below are some of the shared “virtual”
operational areas – also known as a ‘Milk-Run’ facilities that are now available or under preparation
services provision. in some SCHs:
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cataloging systems and the operators’ applicable under Keppres 80/2003 and the BPMIGAS
cataloging systems. Comprehensive information supply chain operating procedures.
on materials such as description, part number,
manufacturer, price either new, used or surplus
materials can be easily accessed. Central Point for Information Technology
• Center for Supply Chain Human Resources SUPPLY CHAIN HUB OPERATING
Development PRINCIPLES
A SCH with an internationally-accredited SCM
training center will also have a workshop and To ensure all parties in the oil and gas industry attain
training facility to upgrade the quality of human the national objective of improved operational
resources working within the supply chain. This efficiency, it is suggested that guiding principles be
service is also to anticipate the certification adopted from the CORAL initiatives to ensure that a
program for SCM professionals, as stipulated SCH is run effectively. These principles include:
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• Commitment
All parties must be committed to the concept that • Partnering
the SCH is one of the best alternative solutions Trust, common objectives and teamwork are key
for productivity improvement. A SCH provider values of this business arrangement. Cultural fit
must continuously measure the service levels between companies is an essential ingredient for
provided and improve the SCH’s performance. success in implementing the arrangement.
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logistics planning which confirms the optimum participants’ competencies and increase value to all
utilization of the Supply Chain Hub as discussed stakeholders in the oil and gas community.
and illustrated earlier in this paper.
A successfully-applied and implemented SCH can be
HOW DO WE START? an extremely valuable driver not only in achieving
national cost reduction and value creation initiatives,
The biggest challenge always centers on “how to but also in leading the way to operational excellence,
start?”. How can we transfer from a conceptual a goal in every company’s mission statement.
framework to implementation and realization?
BPMIGAS, as the regulatory body in the Indonesian
oil and gas industry, must identify the best possible ACKNOWLEDGEMENTS
locations for SCH development within Indonesia.
This is can be achieved by evaluating the SCH The authors would like to thank Mr. Supramu Santosa
development plan proposed here or, alternatively, the (President and CEO, Star Energy), Mr.C.W Zeliff
Government may encourage operators and vendors to (Sr.VP Exploration & Production, Star Energy) for
develop & commit to utilizing the SCH concepts allowing the authors to present this paper. Dyah
needed for achieving efficiency improvement targets. Erowati (PT Lamongan Integrated Shorebase) and
Mujiono (PT Knowledge Hub International) as the
Once all participants in an operational area agree that author partners in developing this paper. Many thanks
a designated SCH represents the best alternative also for the valuable input and comments received
solution for improvement, the parties must be from Mr Lourens J Hinrichs (Energy Partners
committed to fully utilize the SCH and adhere to a International currently assigned to PT BALIKPAPAN
continuous improvement plan. A close monitoring of Synergistics) during the paper’s development.
the service levels and Industry KPI’s is the key
success factor required for managing this
improvement process. The Government (or REFERENCES
BPMIGAS) as the largest benefactor of all cost
savings, must aggressively pursue the role of E&Y Consultant 2000, The Implementation of
champion for the coordination, facilitation and control CRINE (Cost Reduction in the New Era) report 2000
of the initiatives proposed and pursued.
Debindo Multi Expo, Indonesian Oil and Gas
CONCLUSION Directory 2004
In several countries, the SCH concept has CORAL (Cost Reduction Alliance) Malaysia,
been implemented to improve efficiency, develop Petronas Publication, 2001
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Figure 1 - Potential Locations for SCH Development.
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Figure 3 - Cost Saving Activities during the Exploration Stage. (Source E&Y report on CRINE2000)
Figure 4 - Cost Saving Activities during the Drilling Stage. (Source E&Y report on CRINE2000)
431
Figure 5 - Cost Saving Activities during the Production Stage. (Source E&Y report on CRINE2000)
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