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Petroleum Supply Chain Management

Petroleum Supply Chain Management. Dr. Dale S. Rogers Center for Logistics Management University of Nevada Petroleo Missao Tecnica Houston, Texas December 3, 2007. 2008 University of Nevada-COPPEAD courses. University of Nevada Center for Logistics Management Research Websites.

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Petroleum Supply Chain Management

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  1. Petroleum Supply Chain Management Dr. Dale S. Rogers Center for Logistics Management University of Nevada Petroleo Missao Tecnica Houston, Texas December 3, 2007

  2. 2008 University of Nevada-COPPEAD courses

  3. University of Nevada Center for Logistics Management Research Websites • http://www.rlec.org • http://value.coba.unr.edu • http://www.sustainable-supplychain.com

  4. Brazil Firms - Bullish 2007-05-11

  5. Structure determines behavior Behavior does not determine structure Structure Drives Behavior

  6. “End of the Beginning” “We are much closer to the end of the beginning than the beginning of the end.” Source: Thomas Friedman, (2004) The World is Flat

  7. Brazil Best solution Taxes big issue Interest rates big issue Technology US Sufficient solution Taxes not as much of an issue Interest rates important but not problem Technology that is cheap Differences between Brazil & US Business

  8. NASCAR vs. F1

  9. Dollar to Real - November 2007

  10. 2003-2006 U.S. Logistics Costs

  11. Source: http://www.eia.doe.gov/pub/oil_gas/natural_gas/analysis_publications/deliverability/pdf/chapter3.pdf

  12. Source: http://www.aopl.org/pubs/2004/Final%20Rabinow%20print%2040804.pdf

  13. http://www.aopl.org/pubs/misc/aopl_brochure.pdf

  14. Where does it come from? Where does it go?

  15. U.S. Oil Basic Statistics

  16. Source: (EIA)

  17. Regional Crude Oil Production 1980-2003

  18. US Imports 1973-2005

  19. Source: (EIA)

  20. U.S. Crude Oil Imports

  21. Oil Reserves

  22. Source: Guy Caruso, EIA, 10th Annual AsiaOil and Gas Conference, June 14, 2005

  23. Key findings from EIA’s outlooks… • In the short-term, tight markets and political uncertainties keep world oil prices high. • Through 2025, oil remains the dominant source of U.S. and world energy use with about 40 percent of total world energy demand. • Both domestically and internationally, natural gas demand will expand rapidly. • The United States and developing Asia, including China, account for 60 percent of the growth in world oil demand in the mid-term. • Transportation will account for much of the growth in oil use inthe industrialized world; in the developing world, oil demand grows in all end-use sectors. • The United States will rely on net imports for 68 percent of itsoil demand in 2025 and for 28 percent of its natural gas demand. • In 2025, nearly three-fourths of U.S. net imports of natural gas will be liquefied natural gas. Source: Guy Caruso, EIA, 10th Annual AsiaOil and Gas Conference, June 14, 2005

  24. Source: Guy Caruso, EIA, 10th Annual AsiaOil and Gas Conference, June 14, 2005

  25. Key findings from EIA’s outlooks… • In the short-term, tight markets and political uncertainties keep world oil prices high. • Through 2025, oil remains the dominant source of U.S. and world energy use with about 40 percent of total world energy demand. • Both domestically and internationally, natural gas demand will expand rapidly. • The United States and developing Asia, including China, account for 60 percent of the growth in world oil demand in the mid-term. • Transportation will account for much of the growth in oil use in the industrialized world; in the developing world, oil demand grows in all end-use sectors. • The United States will rely on net imports for 68 percent of it soil demand in 2025 and for 28 percent of its natural gas demand. • In 2025, nearly three-fourths of U.S. net imports of natural gas will be liquefied natural gas. Source: Guy Caruso, EIA, 10th Annual AsiaOil and Gas Conference, June 14, 2005

  26. Source: Guy Caruso, EIA, 10th Annual AsiaOil and Gas Conference, June 14, 2005

  27. Criteria for Measuring Viability of Fuel Types Source: Rogers, Kelly, Rogers and Carter, (2007), Alternative Fuels: Are They Achievable, ILJRA

  28. Fuel Type Viability Source: Rogers, Kelly, Rogers and Carter, (2007), Alternative Fuels: Are They Achievable, ILJRA

  29. Domestic Petroleum Industry • The domestic petroleum industry is having difficulty meeting consumer demands for refined products like gasoline, diesel and jet fuel. • With economic recovery in the US occurring in 2003 and 2004, demand for these products has resumed growth that had been stalled since 9/11/2001. • August year over year demand growth of approximately 2% for gasoline, 10% for diesel and 14% for jet fuel is exceeding the historical growth rates for these products. • In the West Coast, we anticipate that for the next 5 years gasoline demand will continue to grow at 2.2% per year while diesel fuel will grow at 2.6% and jet fuel will grow at 1.7% per year. This continued growth would add stress to a refining system that is already running at maximum output.

  30. Domestic vs. Foreign Refining • While cleaner burning fuels are supported by the refining industry, the upgrades required to produce them are consuming resources that a refining company may have used to expand capacity. • There will not be significant enough refinery expansions to alleviate growth in demand due to the fact that refiners will continue to focus resources on upgrading their plants to produce cleaner burning fuels. • Refiners in the US West Coast market will have to rely more on foreign imports of refined products like gasoline, diesel and jet fuel in order to meet future demand for these products. • Based upon supply and demand growth projections we assume that by 2008 the West Coast petroleum industry will have to more than triple its current levels of refined product imports from approximately 160,000 barrels per day (“bpd”) to approximately 480,000 bpd in 2008 in order to meet consumer demands in PADD V. • Imports primarily come on tanker ships through the three major West Coast storage and distribution hubs of Los Angeles, San Francisco and Portland.

  31. Availability of Domestic (California) Crude • The availability of domestic crude oil in the state of California (primarily produced in the San Joaquin Valley) has been declining for several years and will continue to decline in future years at a rate of around 3% - 4% per year. • California crude oil has been a major feedstock to California refineries for many years. With domestic crude oil supplies continuing to decline, refiners in California will have to import more foreign crude oil through the same waterborne ports. • It is estimated that by 2008 refineries in California will need to import almost 1.2 MM bpd of crude oil versus the current level of .85 - .95 MM bpd.

  32. Logistics Infrastructure • The logistics infrastructure supporting petroleum imports is already near capacity and permitting and funding these types of facilities (wharf’s, terminals, pipelines, etc.) can take several years at minimum. • Also, future import growth does not necessarily match up to where spare capacity exists in the system. • The future need to import more refined products and crude oil into the US West Coast is causing the petroleum industry and politicians to scramble to find supply-chain solutions that will alleviate the upcoming bottlenecks of the current infrastructure.

  33. U.S. Refineries • In 1981 there were well over 300 refineries in the United States while today there are less than 150. • Refineries have kept pace with demand during the last 20 years by expanding capacity and running at higher utilization. In the future refineries cannot look towards improved utilization as a means to satisfy increasing demand. • In 2004 refineries operated at around 95% utilization, which experts believe to be the maximum. • Also, a series of costly upgrades have been imposed on the refining industry in order to produce cleaner burning fuels as mandated by the federal government.

  34. Populations US (1/1/2005) 295,412,139 China (11/2004) 1,400,000,000

  35. Asia’s Thirst for Oil • World-wide use is forecast to rise more than 50% to 121 million barrels a day by 2025, from 80 million barrels a day now. • Experts warn that without alternative fuel sources, the need for oil could pit massive consumers such as the U.S. and the rest of the Americas against China, India and the rest of Asia.

  36. Chinese Oil Demand • Chinese crude imports jumped 33 percent to 40 million metric tons in the first four months of 2004 compared with 2003. • 2004 estimate - total of 100 million tons for the year. • China is now the second-largest importer of oil after the U.S. • Cosco has five very large crude carriers of 220,000-300,000 deadweight tons, and two more under construction at Japan's Kawasaki Heavy Industry Co. Ltd.

  37. Current Trends – National Station Count • Inefficiency has been a key contributor to station count decline over the last decade 2002 National Petroleum News, FBR Estimates

  38. Sustainable Supply Chain Management Defined • Sustainable supply chain management (SSCM) is the strategic, transparent integration and achievement of an organization’s social, environmental, and economic goals in the systemic coordination of key interorganizational business processes for improving the long-term economic performance of the individual company and its supply chains. Source: Carter and Rogers, 2007

  39. The Sustainable Supply Chain • Organizational • Culture • Deeply Ingrained • Organizational • Citizenship • Values and Ethics Good? • Strategy • Sustainability as part • of an integrated • strategy • Long-term view Natural Environment Society Sustainability Best Better Better • Risk Management • Contingency Planning • Supply Disruptions • Outbound Supply Chains • Headline Risk • Transparency • Stakeholder Management • Financial Reporting (SOX) • RFP/RFQ Process • Supplier Operations • Leadtimes to Customers Economic Performance

  40. Hubbert’s Peak

  41. $100 a Barrel Oil?

  42. PETROBRAS ANNOUCES PURCHASE OF 50% OF TOTAL SHARES OF PASADENA REFINERY SYSTEM

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