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PwC

PwC. A business of. The BP-PwC Partnership. rpc. Working Together. February 2002. Introduction and Overview of PwC Consulting Services BP-PwC Partnership around the world Upstream Engagements Downstream Engagements Chemical Stream Engagements Gas & Power Engagements Castrol Engagements

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  1. PwC A business of The BP-PwC Partnership rpc Working Together February 2002

  2. Introduction and Overview of PwC Consulting Services BP-PwC Partnership around the world Upstream Engagements Downstream Engagements Chemical Stream Engagements Gas & Power Engagements Castrol Engagements Group / Corporate Engagements Contents

  3. Introduction

  4. This document describes the assignments that PwC has carried out for BP over the last few years. It shows that the PwC work has covered a great proportion of the wide range of services across PwC and PwC Consulting. The purpose of the document is to help answer a question that is frequently asked by BP managers, namely “What does PwC offer and what has it done with BP?” Introduction The document is divided into 3 sections: • An overview of PwC services, showing our full range of professional services (our “footprint”) • A summary of key (signature) assignments around the world • A short summary of the consulting assignments we have carried out for BP, analysed by stream, geography and focus area • A more detailed description of the consulting assignments, covering project scope and business objectives

  5. PwC Consulting Overview

  6. Services Energy & Mining Information, Communications & Entertainment (ICE) Consumer and Industrial Products (CIP) Performance Improvement Strategic Change Financial Services (FS) e-business Industries Technology Solutions Professional Services “Footprint” • Our strategy is to to help solve clients’ complex business problems - measurably enhancing our clients' ability to build value, manage risk and improve financial and operational performance • We achieve this by providing integrated management consulting services, from strategy through implementation - our aim is to bring a unique perspective by combining strategic insights and outstanding sector knowledge • Our practice model, shown diagrammatically here, incorporates a service and industry segmentation - we have over 2,000 dedicated energy professionals located in centres of excellence in Houston, Dallas, Calgary, London, Moscow, Buenos Aires, Melbourne and Singapore

  7. Performance Improvement Strategic Change e-business Technology Solutions PwC Consulting and PwC Services • e-Business • e-Business Strategy • e-Business Process (e-CRM, e-Procurement, e-HR, Content Management) • e-Business Systems (i2, Siebel, BroadVision,Vignette, ATG, Intershop, Oracle, SAP) • Alliances • Incubator • Strategic Change • Corporate & Operations Strategy • IT Strategy • Organisation & Change Strategy • Financial Advisory Services (FAS) • Performance Improvement • Finance & Cost Management • Human Resource Management • Supply Chain Management • Customer Relationship Management • Information Technology Management • Real Estate & Capital ProgrammeManagement • Business & Application Process Outsourcing (BPO / APO) • TRANSFORM Training • Technology Solutions • Enterprise Resource Planning(SAP, Oracle, PeopleSoft, JDE, Baan) • Information Technology / Systems Integration • Global Risk Management Services (GRMS)

  8. BP-PwC Outsourcing Centres of Excellence Rotterdam, The Netherlands Calgary, Canada Hamburg, Germany Chicago, IL Manchester, UK Potters Bar, UK Krakow, Poland Paris, France Tulsa, OK Istanbul, Turkey Lisbon, Portugal Athens, Greece Tokyo, Japan Houston, TX Bogotá, Columbia

  9. PwC Line of Service/Geographical Coverage 2001/2

  10. PwC Line of Service/Geographical Coverage 2001/2

  11. Upstream

  12. Upstream Engagements Summary

  13. Upstream Engagements Summary

  14. Upstream Engagement Citations 001 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts BP Exploration Vietnam - Project Dai Hong ("Maximise Sunlight") PWC Consulting was appointed by the client to provide an integrated solution, integrated team, and expertise in the packages to be implemented (Maximo and Sun Systems). The objective of the project was for the integrated systems to meet business requirements, as operations were moving into development and production phases. The key benefits achieved for the client were: Integrated systems; faster reporting; wider distribution of electronic format reports; control over procurement spending; on-line authorisation; Maintenance policy in place, and preventive planning; Inventory control. The size of the project was £500k, and consisted of four PwC Consultants and eight client staff in the project team. Technology solutions - Systems implementation for maintenance management, procurement and financials; Integration; Change management; Testing and training; Data migrationJune 2001 to June 2002 Neil McCormack, James Neophytou, Jason Duff Steve Gilmour (BP Exploration Vietnam)

  15. Upstream Engagement Citations 002 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts ePerformance Project ePerformance combines the core of BP's performance culture and processes with its aspiration to become a deeply digital organization. Short term, ePerformance is all about putting in place the right building blocks for the future performance management and reporting environment. Using current year financials and the GFO process to prove the concept, the ePerformance project will deliver an integrated management information system and financial model, an operational data store and web-enabled workflow, analysis and presentation tools. Long term, its objective is to create an integrated, web-enabled performance management and reporting environment (people, processes and technology) that facilitates the end-to-end assembly, analysis and discussion of performance management metrics for financials, HSE, Operations and People. While initially an Upstream project, the project’s guiding philosophy includes the ability to scale for other Stream and / or Group deployment and it aligns with overall Group management information systems direction. ePerformance is aligned with Upstream's focus on Safety, Teamwork and Production. Through the collaborative efforts of asset and business unit management teams setting and tracking performance targets and evaluating options and what-if scenarios, overall production and financial performance will be enhanced.   Performance Improvement/e-Business - Performance Management, iAnalytics May 2000 – Dec 2001 Neil McCormack, Don Mettica, Greg Mitchell, Bob Gruman, Jon Hopkins, Adrian Chapman, David French, Stuart Bonnington Brad Richardson, Mike Rosepiler, Garth Perry, Patrick Smith, Reb Scarborough

  16. Upstream Engagement Citations 003 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Kovykta Real Options Valuation (ROV) PwC Consulting was engaged to assess the Kovykta Development using Real Options Valuation methods and techniques. The initial project work involved the finance team to develop a case for wider ROV methodology application across the BP Amoco group. This ROV project, lasting 6 months, had immediate benefit through applying a very rigorous project evaluation methodology to all new projects, with better assessment of what upstream investment decisions should be made. These benefits were key to the identification of final markets prior to the development of the Gas Field. Strategic Change - Real Options Valuation Assessment Michael Hurley (FAS London) BP Finance & Asset Team – Jonathan Popper

  17. Upstream Engagement Citations 004 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts European Value Chain Strategy Analysis PwC Consulting was engaged to apply its Real Option Valuation Methodology to value the potential European Strategic alternatives for upstream and downstream assets. Over three months, this project provided BP Amoco with the benefit of identifying where the value lies within the European chain, and how that value is created. This served to improve the client’s understanding of risks and offered the Business Units the opportunity to see the application of a new valuation tool. Strategic Change - Real Options Valuation; Value Chain Strategy Michael Hurley (FAS London) Market Leadership Team & Finance Function – Jose Cleves

  18. Upstream Engagement Citations 005 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Fair Market Value Study – Section 907 PwC Consulting was engaged to provide a valuation of certain tangible assets (upstream only) of BP Amoco in accordance with Section 907 of the United States Income Tax Regulations (FORI / FOGEI). Valuation was conducted out of the Chicago Office, and the project’s duration was approximately 1 month. Performance Improvement - Asset Valuation Brian Moulton, Gary Brannon, Jim Dezart Bill Mangan, Murray Auchincloss

  19. Upstream Engagement Citations 006 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Petrocore PwC Consulting was assigned the task of developing and implementing and internet web site to provide a facility for the exchange of industry data. The project solution also enabled clients to handle information maintenance and AFE approvals. BP Amoco was the the first customer site to be attached to this solution. Technology Solutions - Systems Design / Implementation Ongoing John Rutter Tom Blewitt

  20. Upstream Engagement Citations 007 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts SAP PRA Implementation PWC Consulting was appointed by the client to implement SAP PRA (Production / Revenue Accounting) for Ownership, Production and Revenue Functions of BP’s current asset portfolio of US Upstream operations (Lower 48 states and the Gulf of Mexico). The project size was USD$20 million. Technology Solutions - SAP ImplementationOctober 2001 – February 2003 James Davidson Tom Blewitt

  21. Upstream Engagement Citations 008 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts ARCO / Vastar Finance Integration PwC Consulting was engaged to implement the transition of ARCO Permian and Vastar accounting information into the BPO Amoco systems infrastructure. Technology Solutions - Finance / Systems Transformation July 2000 – January 2001 James Davidson Tom Blewitt

  22. Upstream Engagement Citations 009 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts World Class Close World Class Close was launched across the BP Group with the aims of achieving a WD6 submission of BU results to Group, with improved quality. PwC helped formulate the programme structure for the Group. PwC has been working since January 2001 developing and facilitating a programme of workshops globally to help BU’s analyse their close process and prepare improvement implementation plans. Workshops are to be followed by a 6-9 month period of implementation locally. To date (Jan 2002), 20 workshops have been held and several BU’s have achieved close acceleration on target, moving from 10 to 6 days for submissions to Group. Performance Improvement - FMS, using the PwC Close Acceleration Methodology September 2000 - April 2002 Brian Adams, David H Henderson, Mark Muzzana, Kym Sanderson Downstream Project Manager: Kati Svehla Key Sponsors: David Hulf, Ian Rushby, Ian MacDonald

  23. Upstream Engagement Citations 010 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts World Class Close – Communications Strategy / Training Systems Development To ensure the effectiveness of the World Class Close project, both the business and accounting users needed to apply the process consistently. PwC Consulting [Transform] were brought in to lead the communications and training elements aimed at making the process changes a reality. As part of the communications work, Transform designed and developed a Communications Strategy, a series of workshops for key stakeholders, a 'motivational' presentation, complete with guidance notes and FAQs along with job aids, posters and e-cards. With regard to the training, Transform identified the need for highly modular, web-based training to be developed. This enabled users to quickly access the sections relevant to them and was backed up by a performance support tool to help users complete key documentation. Transform were responsible for the needs analysis, solution design, development of the performance support tool, vendor management, project management, and quality assurance aspects of the project. Performance Improvement - Process Completions date: December 2001 Whinifred Whelan (GRMS), Jennifer Matheson, John-Paul Barker (Transform) Kati Svehla, Mike Starkie, Ian Rushby

  24. Upstream Engagement Citations 011 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Real Options Valuation (ROV) – Knowledge / Skills Transfer Real Options are emerging as a new standard for valuing, selecting and managing strategic investments. BP have applied ROV successfully in the past using the help of PwC’s Corporate Finance and Recovery (CFR) Department but are keen to be able to use ROV in the future without always having to rely upon external support. To enable them to adopt ROV internally, a transfer of knowledge and skills was needed. Transform worked alongside CFR and BP to develop a one-day awareness course for senior business unit managers and a two-day case study based course for commercial analysts. The training was designed around a 5-stage approach to ROV that Transform developed through consultation with CFR. Both courses were developed to ensure hands-on and relevant learning for the participants. Transform co-instructed both courses with CFR and BP early in the roll out stage. Strategic Change - Implementation of ROV; 2001/ongoing Jennifer Matheson, Caroline Furness (Transform), Michael Hurley, CFR Mike Koy, Jose Cleves (BP Finance)

  25. Upstream Engagement Citations 012 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Internal Consultant Development Programme PwC Consulting [Transform] developed a series of two-day classroom based training modules for the various J D Edwards Financials packages that was delivered to all users in Belgium and the Netherlands. The aim of the training was to introduce the users to the new J D Edwards system and enable them to practice some of the tasks that form their daily work at the shared service center. Transform developed a series of short manuals, outlining the main steps that should be completed on the system. The training was designed and developed in only ten days. Technology Solutions - Management Development Completion date: 1996 David Wardrop-White (Transform) Adrian Dube ( now left)

  26. Upstream Engagement Citations 013 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts European Human Resources Shared Services PwC Consulting was engaged to assist BP Amoco in developing the business case, redesigning the processes, and implementing the solution to their HR Shared Services project in Singapore and Malaysia. This project involved the implementation of the PeopleSoft platform with the objective of being operational in 6 months. The project was sized at USD $300,000. Technology Solutions/Performance Improvement - Shared Service Centre; PeopleSoft Systems Implementation Doug Simpson, Roger McNicholas, Bill Farrell

  27. Upstream Engagement Citations 014 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Bogotá Shared Service Centre BP required a risk assessment of the Bogotá Shared Service Centre. PwC Consulting [GRMS] completed an assessment of operational risk in the Bogotá SSC and implemented QCM. Operate; Technology Solutions - Systems implementation and assurance June 1997 to October 1997 Chris Frost Financial Controller, BPXC – David Donald Internal Audit, Houston – Royce Rolls

  28. Upstream Engagement Citations 015 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Columbian Exploration – Procurement Process Improvement BP believed that their procurement processes were inefficient and lacked basic controls. In 1996 GRMS undertook a process improvement programme in the Colombian exploration environment to investigate and report back on key issues, along with recommendations for improvement Process improvement June 1997 to October 1997 Chris Frost Financial Controller, BPXC – David Donald Internal Audit, Houston – Royce Rolls

  29. Upstream Engagement Citations 016 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts PREMAS Design and Development – SAP PRA Module PwC Consulting supported the design and development of Amoco’s PREMAS implementation in August 1994. The solution also included the provision of base instructional materials and related training classes to support the implementation. PwC Consulting completed a service agreement for the following year, ending August 1995, which included software customisation and enhancements as well as training Amoco staff appropriate techniques to modify the system in-house. Amoco realised the following benefits from the PREMAS implementation: • Consistent yet flexible information processing system • Trained staff with shared expertise • Minimal requirements for redundant data • Proper integration of the production, revenue and gas marketing business functions Technology solutions 1994 – 1996

  30. Upstream Engagement Citations 017 • Project title • Brief description • Main focus • Project start/end dates • Key PwC contacts • Key BP contacts PREMAS Plus Conversion – BP Amoco / Chevron Amoco and Chevron agreed to participate in a joint project to plan for the conversion to Premas Plus, the recently released client server version of Premas. The project allowed the two companies to create project plans, design and construct conversion routines and pilot a business unit through the upgraded, "industry standard" version of the PREMAS Plus client-server software. This was another step in PwC's efforts to provide greater opportunities for reducing long-term application support costs for the petroleum industry. Full project start-up was November 1996. Project completion was scheduled for July 1997. Professional fees for this project will total approximately $2,000,000 and will be shared between the participating companies. Technology Solutions 1996-7 John Joyce / Tommy Eubanks (Project Partners)

  31. Upstream Engagement Citations 018 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts Amoco Exploration & Production / Chemicals SAP R/3 Implementation Amoco Corporation initiated this project to reduce back office costs across the company. It was determined that business process reengineering in conjunction with the implementation of SAP R/3 in all business areas would garner the desired costs savings. PwC Consulting was selected as the Systems Integration Partner for the Exploration and Production, and Chemicals business groups. This project engaged PwC Consulting in certain efforts such as maintaining the integration of common processes across business groups, archiving of SAP documents and the reduction of working capital levels. To build momentum and prove the concept of SAP, the Fabric subsidiary from Chemicals was piloted (a “base” configuration) and implemented into production on March 1, 1996. The resulting configuration was treated as the common design from that point forward. The common design was managed to ensure that any benefits of commonality, across business groups, was realized. To accelerate the SAP implementations at E&P and Chemicals, the base configuration was used as a Template. The Chemical business unit successfully implemented SAP into production on January 1, 1997 using a Big Bang approach.Technology Solutions January 1996 – March 1997 Scott Beckman (Project Partner), Marty Rich (Project Manager), Marybeth Brown

  32. Upstream Engagement Citations 019 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts Venezuela Operations – Software Solutions Before this project BP Amoco used a number of electronic and manual systems to manage their finance, procurement, inventory and maintenance business processes. The anticipated growth and complexity of the business in Venezuela prompted the client to review their IT requirements. PwC Consulting was engaged to review the existing processes and identify user requirements as a basis to select and tailor a recommended software solution flexible enough to meet existing and future needs. This project also required PwC Consulting to identify the owners of the applications and ensure their commitment to the project and its deliverables. It was confirmed that the system recently installed in their Colombian operation would meet BP Amoco’s needs. The commonality with the Colombian operation reduced the risks associated and allowed Venezuela to run their systems in Columbia, taking advantage of the outsourcing arrangement with PwC Consulting BPO at a later date. Technology Solutions Successfully completed on time for end date 1st January 1996 Alastair Kidd (Project Partner)

  33. Upstream Engagement Citations 020 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts Data Repository for Lower 48 States PwC Consulting was engaged to design and implement a Data Repository for BP Amoco upstream operations for the Lower 48 States. This project was designed to support GFO, Opex, Capex, Project spending and Payroll functions. Technology Solutions Tom Blewitt

  34. Upstream Engagement Citations 021 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts SAP Upgrade (3.1H to 4.6 B&C) – Upstream / Downstream / Chemicals These combined projects were part of the GBPO Outsourcing agreement between BP Amoco and PwC Consulting. All SAP systems that GBPO supported were upgraded from the R/3 3.1H platform (IS-Oil version) to 4.6B&C over two years. Initially this was a technical upgrade only, setting the stage for BP Amoco to follow subsequent to the upgrade with functional enhancements. The project team first converted two SAP instances from SAP 3.1H IS-Oil to 4.6B - IS-Downstream only and 4.6B - complete IS-Oil installation, along with a core 3.1H to 4.6B upgrade. A more concentrated effort focusing only on the European Chemical upgrade was delivered by October 2000. The remaining SAP system upgrades to 4.6C occurred between July/December 2001. PwC Consulting’s involvement with training consisted primarily of identifying necessary changes in SAP and using tools such as NetMeeting to training European users from US sites. Technology Solutions January 2000 – December 2001 Charles Kafoglis (Project Partner), David Hand (Project Manager), James Davidson Tom Blewitt

  35. Upstream Engagement Citations 022 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts Venezuela Finance Function Outsourcing Agreement BP Venezuela was a significant emerging asset at the time of this project, with some fields on stream and others still in exploration and drilling phases. Huge capital investment and rapid increases in staff levels placed many stresses on this start-up venture. PwC Consulting was selected as Outsourcers of the BP Venezuela Finance function, allowing the client to focus on its core business processes at a crucial time for the business. Operate – BPO Finance Venezuela Outsourcing went live in August 1996; Agreement ended November 1997 Stewart Keigher

  36. Upstream Engagement Citations 023 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts BPO/APO Agreement – Baseline Accounting & Finance / IT applications Support This landmark 10 year agreement engages PwC BPO in the provision of Baseline Accounting and Finance functions as well as related IT Applications Maintenance & Support for BP Amoco Upstream (US), Corporate, and Chemicals (US, UK and Europe) business streams. PwC BPO provides many Finance segments including General Accounting, Procure to Pay and Capital Assets Management. The scope of IT Support includes EDI, Premas, SAP and an IT Help Desk. Operate – BPO Finance / APO Applications Support BPO contract awarded November 1999 for 10 years (2009) Tom Eubanks (overall relationship), John O’Sullivan (Contract Administrator), Steve Grossman (BPO IT Director), John Rutter (overall BP Account Manager) Contract Administrator – Tom Blewitt Digital Business Unit – David Beaney

  37. Upstream Engagement Citations 024 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts GRMS Outsourcing Assistance PwC Consulting (GRMS) was engaged to review and provide assistance in the transition with the outsourcing from BP Amoco to PwC Accounting Centres and Application Outsourcing Support. Project Team functions included: • Service Level Agreement Due Diligence Review • Development and Maintenance of an Internal Audit Function • Downstream Security Review • Disaster Recovery Planning and Testing • Establishment of SAP Security and Controls Operate – BPO Finance / APO Applications Support Project commenced July 1999 and is ongoing. Kathy Cutlip, Winifred Whelan Tom Blewitt

  38. Upstream Engagement Citations 025 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts BPO/APO Agreement – ARCO & Vastar Finance/Accounting and IT Services This 9 year Outsourcing agreement engages PwC BPO in the provision of additional Finance / Accounting and Information Technology Services functions for BP Amoco’s acquisitions of ARCO (Atlantic Richfield) and Vastar Resources. This project tied in with the integration of the Back-Office (Lower 48 States onshore & offshore) operations of ARCO/Vastar into the existing infrastructure for serving BP in the United States. In addition to this, PwC BPO expanded the Houston Centre to provide offshore Gulf of Mexico Production and Revenue Accounting (PRA) processing. Operate – BPO Finance / APO Applications Support BPO Contract awarded December 2000 for 9 years (2009) Tom Eubanks (overall relationship), John O’Sullivan (Contract Administrator), Steve Grossman (BPO IT Director), John Rutter (overall BP Account Manager) Contract Administrator – Tom Blewitt Digital Business Unit – David Beaney

  39. Upstream Engagement Citations 069 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Canada Gas BU Portal PwC Consulting and BPO Canada were appointed to develop and deliver a portal and web-based toolset to support prospect generation, project implementation and asset management within the Canada Gas Business Unit. The toolset was designed to promote team collaboration and data sharing, improving overall access to pertinent information. This project was jointly staffed between the PwC Calgary Business Process Outsourcing Centre and Omnilogic. Creating such a multi-discipline team combined strengths in both eBusiness technology and understanding of the business. E-Business - Systems Design / Implementation September 2000 – December 2000 Lawson Findlay, Sharon Knowles Doug Hill

  40. Upstream Engagement Citations 070 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Great Game of Business This project required BPO Canada and PwC Consulting to web-enable current processes for production, financial planning and monitoring in the Canada Gas Business Unit. The web-enabled product was for use by project managers to capture, monitor and report on projects underway within the Business Unit. This project was jointly staffed between the PwC Calgary Business Process Outsourcing Centre and Omnilogic. Creating such a multi-discipline team combined strengths in both eBusiness technology and understanding of the business. Technology Solutions/eBusiness - Systems Implementation / Business Intelligence September 2000 – December 2000 Lawson Findlay, Sharon Knowles Doug Hill

  41. Upstream Engagement Citations 096 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts Oniris – JDE in Venezuela / Columbia PwC Consulting was engaged in the implementation of JD Edwards Financial applications in BPX Venezuela and Columbia. Technology Solutions 1998 – 1999 David Narrow, Tim Phillips David Donald

  42. Upstream Engagement Citations 097 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts Business Foundation Initiative The BFI (Business Foundation Initiative) Project was launched mid-1997 in response to the identification of fundamental deficiencies in basic business control process within BPV. The project team is staffed jointly by BP and PwC Consulting utilising appropriate business skills, resources and best practice from both organisations and incorporating representatives of the user community in BPV. To date they have designed (imported in some cases), built and are currently implementing robust , fit for purpose business processes in the areas of General Accounting and Accounts Payable, Capital Control, Procurement, Inventory control, Timewriting and Payroll & Office Allocation, and Planning, Budgeting and Reporting. Deliverables were to project plan. Performance Improvement - Process 1997/1998 David Narrow, Graham Benning

  43. Upstream Engagement Citations 098 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts Supply Chain Marketing Portal Pilot project This project was requested by BP Canada Supply Chain Management Group to web-enable processes using BP’s standard Plumtree web environment and assess potential for web use. The pilot consisted of applications for procurement staff to use for discussion purposes, including posting documents for business information, posting potential leads, also customized links to industry players, news feeds, etc. This project was jointly staffed between the PwC Calgary Business Process Outsourcing Centre and Omnilogic. Creating such a multi-discipline team combined strengths in both eBusiness technology and understanding of the business. Technology Solutions/eBusiness - Systems Implementation / Business Intelligence Second Quarter 2001 Lawson Findlay, Sharon Knowles Bill Hamilton

  44. Downstream

  45. Downstream Engagements Summary

  46. Downstream Engagements Summary

  47. Downstream Engagement Citations 004 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts European Value Chain Strategy Analysis PwC Consulting was engaged to apply its Real Option Valuation Methodology to value the potential European Strategic alternatives for upstream and downstream assets. Over three months, this project provided BP Amoco with the benefit of identifying where the value lies within the European chain, and how that value is created. This served to improve the client’s understanding of risks and offered the Business Units the opportunity to see the application of a new valuation tool. Strategic Change - Real Options Valuation; Value Chain Strategy Michael Hurley (FAS London) Market Leadership Team & Finance Function – Jose Cleves

  48. Downstream Engagement Citations 009 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts World Class Close World Class Close was launched across the BP Group with the aims of achieving a WD6 submission of BU results to Group, with improved quality. PwC helped formulate the programme structure for the Group. PwC has been working since January 2001 developing and facilitating a programme of workshops globally to help BU’s analyse their close process and prepare improvement implementation plans. Workshops are to be followed by a 6-9 month period of implementation locally. To date (Jan 2002), 20 workshops have been held and several BU’s have achieved close acceleration on target, moving from 10 to 6 days for submissions to Group. Performance Improvement - FMS, using the PwC Close Acceleration Methodology September 2000 - April 2002 Brian Adams, David H Henderson, Mark Muzzana, Kym Sanderson Downstream Project Manager: Kati Svehla Key Sponsors: David Hulf, Ian Rushby, Ian MacDonald

  49. Downstream Engagement Citations 010 • Project title • Brief description • Main focus • Project start/end date • Key PwC contacts • Key BP contacts World Class Close – Communications Strategy / Training Systems Development To ensure the effectiveness of the World Class Close project, both the business and accounting users needed to apply the process consistently. PwC Consulting [Transform] were brought in to lead the communications and training elements aimed at making the process changes a reality. As part of the communications work, Transform designed and developed a Communications Strategy, a series of workshops for key stakeholders, a 'motivational' presentation, complete with guidance notes and FAQs along with job aids, posters and e-cards. With regard to the training, Transform identified the need for highly modular, web-based training to be developed. This enabled users to quickly access the sections relevant to them and was backed up by a performance support tool to help users complete key documentation. Transform were responsible for the needs analysis, solution design, development of the performance support tool, vendor management, project management, and quality assurance aspects of the project. Performance Improvement - Process Completions date: December 2001 Whinifred Whelan (GRMS), Jennifer Matheson, John-Paul Barker (Transform) Kati Svehla, Mike Starkie, Ian Rushby

  50. Downstream Engagement Citations 021 • Project title • Brief description • Main Focus • Project start/end date • Key PwC contacts • Key BP contacts SAP Upgrade (3.1H to 4.6 B&C) – Upstream / Downstream / Chemicals These combined projects were part of the GBPO Outsourcing agreement between BP Amoco and PwC Consulting. All SAP systems that GBPO supported were upgraded from the R/3 3.1H platform (IS-Oil version) to 4.6B&C over two years. Initially this was a technical upgrade only, setting the stage for BP Amoco to follow subsequent to the upgrade with functional enhancements. The project team first converted two SAP instances from SAP 3.1H IS-Oil to 4.6B - IS-Downstream only and 4.6B - complete IS-Oil installation, along with a core 3.1H to 4.6B upgrade. A more concentrated effort focusing only on the European Chemical upgrade was delivered by October 2000. The remaining SAP system upgrades to 4.6C occurred between July/December 2001. PwC Consulting’s involvement with training consisted primarily of identifying necessary changes in SAP and using tools such as NetMeeting to training European users from US sites. Technology Solutions January 2000 – December 2001 Charles Kafoglis (Project Partner), David Hand (Project Manager), James Davidson Tom Blewitt

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