Our Understanding of the Study Objective is… ExxonMobil is "disappointed" with their 1999 and YTD earnings from their downstream operations. You are interested in a 90-120 day "gap analysis" to compare your performance with your competitors and identify some high priority areas for improvement.
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Our Understanding of the Study Objective is…
ExxonMobil is "disappointed" with their 1999 and YTD earnings from their downstream operations. You are interested in a 90-120 day "gap analysis" to compare your performance with your competitors and identify some high priority areas for improvement.
Our Objective for Today’s Q&A Session is...
Our Outline for the Hour is...
Integrated Engagement Approach
Our approach combines benchmarking, modeling and scenario planning. . .
Validate Objective(s) with Leadership
Catalogue XOM Data by ROCE & De-compose
Determine Quality of External Data
Define 3-5 Year Scenarios
Define Action Plans
Define Joint Team “Guiding Principles”
Develop Additional Strategies to Improve Performance
Feedback and Balanced Scorecard
Set Next Stage Analysis Criteria
Set New Priorities
Review all Work to Date
Set New Catalogue -Shareholder Value
Build Matrix to Test Strategies against Scenarios
Define Implementation and Change Projects
Interpret XOM Analysis - Set scope
Suggest Other Measures
Create Detailed Workplan, Estimates & Resource Needs
Calculate True Gaps
Define skills transfer
Project Team 1
Get New XOM L/R Plan Assumptions
Relate XOM L/R Plan Assumptions
Project Team 2
Project Team 3
Communication & Knowledge Transfer
Martin C. Stetzer
Marty is a Managing Director in the global PricewaterhouseCoopers (PwC) energy practice, in Houston. He has over 10 years consulting experience with energy company management's in complex global engagements.
He came to PwC with 18 years of industry P&L experience with Esso Eastern, Superior Oil and Mobil. His downstream operations assignments included refining, supply, logistics and marketing in a wide variety of USA and international (Far East) locations
Marty is Practice Leader for the Supply Chain Management (SCM) services in the downstream. He knows the capabilities of the leading optimization software, developed thought leadership, presented at numerous industry SCM sessions and published two articles applying SCM techniques to improve performance of the downstream.
Representative engagements include:
"Maximize competitive Advantage with a Supply Chain Vision" Hydrocarbon Processing, Feb, 1999 (co-author)
"Beyond the Gate: A New Pacesetter Context for Profitability in Refining" Hart's Fuel & Technology, July 1998
Marty has a BSME from the Kettering Institute in Michigan and an MBA from Carnegie Mellon in Pittsburgh.