Seadrill's Drilling: A Case Study

Senator Everett Dirksen once noted “The oilcan is mightier than the sword”. In today’s world, it is easy to see why oil can be considered the most important resource to hold. Without oil, many of the common day occurrences we take for granted would be impossible. Oil is used for almost everything; from the fuel used to drive our vehicles, to the plastics used in every facet of life, and providing the heat needed to live through the winter. In fact, the United States depends so much on oil that as a nation it uses over 20 million barrels a day. Importing oil increases the total costs because of the need to transport it from around the world. It is estimated

More than one licence is required for a company to offer a full range of drilling services in southwestern region. This may be a slow and complex process and may influence the company’s performance to some extent. Yet it is still much more stable than the rest of the factors that might change the macro-environment.

Alaskan men have a long history of struggling to survive in the wilderness. Today, some, like the Gwich 'in, a native Alaskan tribe, still choose to live off nature. Recently, though a new argument has come to Alaska, one that could destroy the traditions of the Gwich’in forever. Politicians, environmentalists, economists and neighbors now fight over the prospect of oil drilling in the Arctic National Wildlife Refuge. Many of the arguments for drilling are worth consideration; however, in comparison to the evidence against it, they are neither convincing nor compelling.

(NSY) had been providing parts and services to the Mega-Yacht Industry since receiving their initial seed capital in 2000. The Mega-Yacht industry provided an attractive opportunity for NSY. Although the industry was small by comparison, serving only 10,000 vessels, it generated in excess of $1 billion in economic activity annually, divvied amongst the new build, and maintenance, refit and repair business sectors (Mark & Mitchell, 2003, p. 48). The industry’s supporting cast included captains and crews, owners, management companies, procurement agents, yacht builders and repair entities, brokers, and local husbanding agents. Although unknown to the firm at its inception, consultants in 2002 forecasted the mega-yacht industry would see annual growth of 6%, with the potential for even better numbers in the short-term (Mark & Mitchell, 2003, p. 48).

The Arco Avon is a suction dredger flagged in the United Kingdom that is owned and operated by Hanson Aggregates Marine Limited. It was built in 1986 with a steel hull, an overall length of 98.6m, and gross tonnage of 3,474. The vessel has a minimum safe manning of 8 persons issued by the Bureau Veritas, the classification society for the Arco Avon. The propulsion for the Arco Avon is made up of a Mirrlees Blackstone KMR6 Mk3, 4-stroke, single acting, 6 cylinder in-line diesel engine that is coupled to a controllable pitch propeller through a reduction gear. The main engine also has a shaft generator attached to the free end that is called No. 1 generator (DG 1). In addition to the shaft generator the ship also has an

However, the maturity of the North Sea basin presents some challenges. Consequently, the next decades are set to see asset restructuring as the North Sea oil and gas industry with its 300 platforms and 200 subsea installations and 14,000 km of pipelines, approaches the end of its economic hydrocarbon producing life. This competition gives you the chance to study the issues facing our North Sea operations and come up with new ideas that will extend the useful life of the oil and gas infrastructure – and potentially the oil and gas fields themselves.

Besides, the organization has upgraded its technological capacity through the projects and innovation section of its business. In this word, there are few oil companies and most of the oil and natural business is controlled by powerful organizations. The large amount of capital investment tend to remove a lot of supplier of rigs, pipeline, refining and other. even the suppliers product are important info to the oil organizations, the oil organizations still have critical control over smaller drilling and support

Maersk Drilling (MD) is undertaking a large-scale, fundamental change to implement a new ERP strategy and develop the proficiencies to accomplish effects not possible simply by refining and enhancing their current way of organizing and optimizing work procedures. Maersk Drilling is implementing a deep change, in that it involves shifts in the behaviors, normative procedures, and standards of end-users. Structures, work processes, technologies, and finance practices are being intentionally redesigned to foster new procedures and performance. The employees mutually develop perceptions as they participate in both scattered and ongoing self-help training to plan and implement changes in what and how work is done with the new ERP system.

Northern Alberta, the oil sands development area surrounding Fort McMurray, is the fastest growing economic area in Canada for several years. Obviously Bolster’s total market share in this area was the highest with one third of the total market share it held national wide. Vickers based in Edmonton, Alberta covered 50% of the local market share and 75% of servicing in that area in spite having a national distributor, National Electronics (National). Also local firms preferred to do business with Vickers than National which has their nearest warehouse in Calgary, Sothern Alberta around 750 Km from Fort McMurray. (Exhibit 1)

Perhaps the easiest approach to the acquisition of BoatU.S. is to leave BoatU.S.’s current demand and forecast planning untouched and separate from West Marine’s planning processes. This would be inexpensive and non-disruptive to the current corporate culture. The drawbacks, however, could be a slow steady decline in profitability and reliability of the BoatU.S. brand, hence the reason for the acquisition in the first place.

Ocean Carriers Inc. was approached in January of 2001 with a contract proposal for the leasing of one of their ships for a term of 3 years beginning in 2003. Ocean Carriers currently has no ship to accommodate the customer. To commission the construction of a new vessel would take 2 years from start to completion. The average rate in the spot market is $22,000 per day. Ocean Carriers deployed a younger fleet than average carriers and generally earned a 15% premium over the average daily rate placing them in position to capitalize in strong economies. However, the industry is volatile and suseptable to extremes both low and high. Many ship owners sought to sign contracts with time charters in order to shield themselves from the swings

The first issue presented for CJ Industries was its contract with Great Lakes. Though CJI had sufficient excess capacity to ramp up production on the parts to be supplied in the Great Lakes’ contract, they were not sure about the ability or willingness of Heavey Pumps to increase their production of the bilge pumps. The problem is that CJ Industries had signed the contract with Great Lakes prior to any discussions about ramping up production with Heavey Pumps.

The company’s closest competitors are Canadian Natural Resources Limited, EnCana Corporations, Talisman Energy Group Inc., and Canadian Oil Sands Limited. One of the company’s major assets is the research and development of state of the art technology to reach and unlock gas & oil deposits. They implement the use of hydraulic fracturing technology to unlock unconventional gas assets, are able to drill up to 34,000 feet deep into the Gulf of Mexico to access oil deposits below the gulf floor, and implementing gasification technology which uses steam to separate oil deposits from the sand in the northern Alberta oil sands (Nexen’s way). The company has been successful to date, however their lack of resources and capital has limited their growth and expansion, as well as the $4.3 billion debt that they currently have (Financial Post 2). This is why the

This is the one area where PCSB and SM-EP faces most problems every year. SES capitalizing on this problem has made commitment to PCSB and SM-EP to ensure that they will have the work barge or boat to execute their work in time. For example at the time of writing this report, SES currently has all their three work barges plus one outsourced and two work boats working on both PCSB and SM-EP contracts.

This project is dealing with the transition from drilling on-shore to more difficult tasks that companies are taking upon them with drilling off-shore into shallow and deep water. Since drilling for easy oil has depleted, companies are pursuing sources for the heavy oil by moving to offshore drilling. The project was originally approved in 2014, but since the approval of the project oil prices have plunged more than 50% percent in 2015. XYZ’s Houston refinery is located on the Texas Gulf Coast and has a capacity of 200,000 bpd. It is capable of processing mix of light and heavy crudes. The company for years has been considering an expansion project for the Houston based refinery, which can provide the company with an advantage due to the favorable heavy crude prices and light oil from the Middle East. The expansion would be beneficial because bringing the heavy oil from Mexico and Venezuela have both low shipping cost and lesser travel distance to the refinery. The expansion project would also benefit from the Trans-Canadian pipeline when it’s completed which would bring heavy oil from the Oil Sands in Canada.