An Energy Industry Leader

Our client is engaged in the gathering, processing, and transportation of natural gas; the transportation, fractionation, storage and marketing of natural gas liquids; and the gathering and transportation of crude oil.

ENERGIZING THE BUSINESS WITH CROSS-FUNCTIONAL SOLUTIONS

Our management consulting team has served this longtime client on a variety of business-critical projects.

 

 

Streamlining the Financial Reporting Process

Rapid growth had the company struggling to meet mandated financial reporting deadlines. Complex reporting calculations were performed and reviewed manually, increasing the risk of error and the time it takes to cycle through the reporting process. We assessed, identified, and prioritized opportunities for improvement by leveraging customized evaluation criteria and best practices. We also developed a management reporting dashboard that provides the current status of business financials, production, and cash position, all of which have helped support effective and timely decisions for the company’s leadership team.

We recommended a new supply chain model that improved the definition surrounding roles, responsibilities, and the reporting structure for field personnel affiliated with the supply chain function.

Improving Visibility into Field Activity with Standardized Processes

The company required systematic documented, standardized, and consistent procedures for pre-construction and right-of-way (ROW) acquisitions. We developed requirements and designed a system to manage ROW acquisition activities that include all pipeline and pre-construction activity (i.e., routing, environmental, permitting, mapping, pre-construction, and engineering).

The system and standardized processes provides the company with improved visibility of field activity and reliable access to agreements and documents. It also enables our client to have one system of record for routing, permitting, and environmental record-keeping.

 

 

Recommending a New Supply Chain Model for Long-Term Success

The company’s supply chain was operating on a new and improperly integrated technology platform and suffered due to competing priorities and ownership between regional field operations and the corporate office.

We interviewed leadership to learn their respective procurement practices, demand drivers, and criteria for the supply chain. We also assessed the current landscape, identifying material strengths and weaknesses with respect to process execution, system utilization, and organizational structure. Leveraging our interview findings and assessment insights, we recommended a new supply chain model that improved the definition surrounding roles, responsibilities, and the reporting structure for field personnel affiliated with the supply chain function.

 

 

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