Managing Business Operations Analysis Assignment Sample

Operations Management - Question 1

The drivers that are affecting the oil and gas value chain performance are the efficient relationship and it is necessary to have the third-party providers that can relate with the desired outcomes (Obal, 2020). The drivers that have been affected are the budget specification and to create a better safe working environment for the employees and the operations. From the oil and the gas environment, it is important to have the employees and the operations based pipelines that can create a better safe working environment. It is also important to continue with the cutting costs along with the optimize operations and procurement. Digital technologies have been one of the integrals parts of the oil and industry optimizing cost along with hooding a key performance. Through the use of the artificial intelligence (AI), along with the big data and with the blockchain, along with the cloud computing, that can enable computers and also reduce the redundancies in operons that can also gain the cost savings. Companies have been consistent with the overall performances and to work remotely, to maintain and even work collaboratively (Rupčić 2016).

Rapid decision making

the growth drivers and the leaders have to work united as a team and also consider the decisions to derive a final course of action (Singh, 2020). An organization with the medium tragic outlook, have to work with the long term consequences and to have the outlook should follow the same guidelines. The medium-term implications would have an outlook for the action course. It is also dependent on the organization based data strategies that can also separate with the winners along with the losers. In order to have the consequent course of action, it is important to collaborate and work with credit exposure and it can be payables for the rapid decision making. In an ability to distinguish and work unanimously, it is essential to keep the programs and the development, to align with the two discretionary spends and with the "freeze all spend" that can work over the 2014-2015 crash (Sudhakar, 2020).

Optimising value streams

in an organization, the goals and the plans are to bring agility and to have the course of strategy for the overall value streams. Due to the Covid-19 situation, the oil and the gas industry have to experience the value streams that would still be yielding (aligned with the expected to) having a yield high value (Venkataraman, 2016). It was the focus to work over and be in line to the curtailing part to the others. B2B firm’s importance is to may handle or not, would be purely due to the customer-facing ones. Similar would be the scenario a good example and it is important to streamline and work in coordination to the optimization approach to the customer-oriented.

Remote workforce

the same can be figured out as to how one can deliver value and how it can be attributed to considering the value (Grindley, 2018). It is important to distinguish and work collaboratively. The main aim is to deliver the value and for the team to work. It is also important to work in the set tools and to work coordinated with the teams that can be dispersed over the globe.

Long term resilience

in the situation, when the COVID 19 virus has impacted can have a concluding the B2B and B2C customers. It is important to associate with the more flexible business model that can collaborate with the long term resilience.

From the point of view of the B2C side, it is important to consider the exemplary customer data strategy and to identify the model. It is also necessary to check over the customer’s behaviour, having a set preference and intent, can allow the company to restart the business.

From the perspective of B2B, it is also important to collaborate and that can work in similar situations and have long term contracts. The same can have the supply chain disruption and it would collaborate and to work similarly with the dwindling demand (Exler, 2019).

Operations Management - Question 2

Companies have been adapted to work during the COVID 19 situation, is to focus on the macro environment that can be challenging and to link with the supply and the demand-based start in. It is also important to have a decline approach (Obal, 2020).

With the excess capacity, the oil and gas industry has to identify the downward pressure and associate with the profits (Danese, 2019). The same can be driven with the marginal capacity to equate and improve. Through an excess capacity, the same is over the refining basis and it can conclude with the downward pressures on the profits. It can be determined with the marginal pricing and to check over the growing non-OECD2 demand markets and the trends. Through an economist approach, it can be associated with the avoidance and to be based high cost of closing assets.

The companies with an upstream cost curve would likely to experience to remain flat. It would also be reflected with the geopolitical risks that can equally be enticing to note over the major factor that can impact the supply and to have the streamline new sources. Similar would be at the low-cost and to conclude over the short-cycle supply that can contextually be reduced over the amplitude along with the duration of the price that can fly-upshift is also important to check over the battered shale oil and to also conclude over the gas subsector that can be determined with the supply that can be brought on stream. It would also resilience would improve for the overall larger picture and to have the stronger players that can check over the sector. With the declining demand and to have the simultaneously, link over the energy transient and with the global oversupply, companies have adopted to match with the OPEC and OPEC++ and to remind resistant (Exler, 2019).

Companies that are particularly, been challenged with the local gas and LNG, have focused over the energy transaction and to check over the future energy mix that can also work in the continual state. Companies have to continuously work and progress and match with the added pressure and with the potential cyclical capacity expansion that can be an added concern. Through the volatility of experiencing the global LNG contract pricing, it is necessary to understand the regional gas prices. Similar would be the basis to the long term (post-2035), gas and it can be concluded over the pressures that can be expired as the peak demand and incremental problems of the decision making (Danese, 2018).

Companies having the supply chain have to transit and to work in the continuous process that can align over the energy transition that can continue. It is important to focus and work concerning that is intently focused on managing COVID-19 pandemic. The supply chain companies have also advocated working to manage the core effects that can impact deflecting attention. It is also based on energy transient. Companies have to also work in accordance to balance the climate and environment. Through the innovation and with the constantly lowing costs for the wind, solar and batteries, it can help in the contribution to of the efficient market and control the decarbonisation. Supply chain companies also have to work to accelerate and to be imperative for the industry. With the negative public sentiment along with the investor/lender pressure that has constantly been working over, with the past to overcome the pressure and to balance the growth model (Rupčić, 2016)

Operations Management - Question 3

Challenges that can inquire with sustainable operations can identify the oil and gas companies that have to work and also collaborate with the constant approach. In the complex environment, it is essential to work over the constant face challenges and to link with the complex environments. As noted, how there can be constant challenges, that can be faced during the supply and demand (Rupčić, 2016). Oil prices have to collaborate and work in accordance with the historic knowledge to overcome the challenge posed with the COVID-19 disruptions (Singh, et al 2020). To evaluate and to plan the supply chain and the procurement plans, it is necessary to understand the supply chain along with the procurement strategies and it is important to source the techniques and to represent the costs. During the pandemics, it is important to correlate and to link the COVID-19 that can conclude the significant disruptions that would be based supply of oil along with the gas that can be equipped and it is important to evaluate the valves, turbines, compressors, etc. It is important to conclude, the Covid and it is important to base over the new business strategies that can identify over the future supply chain designs. During the procurement along with the supply chain strategies, the core role is to understand how to have the issues that can identify the plaguing oil and can be based over the gas companies. It is also important to conclude the oil

In the global environment, it is necessary to check over the suppliers or sub-suppliers that can relate to China, Italy, South Korea and Spain. It is also necessary to attribute with the single-sourcing or sourcing and it can identify the geography or country that can lead to disruption. During the sourcing part, it is necessary to conclude with the direct basis of China that can relate to the tier two or tier three suppliers that can do. Oil and gas companies would be at a proactive basis and it is necessary to relate with the developing robust supply chain and having the resilience and to balance the adequacy of the supply chain risk intelligence

The challenge can be overcome with the supplier risk intelligence and it is necessary to work with the acquiring basis and to have the attained analysing supplier risks. Consecutively, it is necessary to have the correlation with the present and future risks and to engage with the support current along with having a future source that can collaborate with the market sector and having an engaging strategy execution (Sudhakar,2020). It is also important to enable and experience and enable the business that can also turn over the anticipation changes which can work over the external marketplace that can react in place to another.

Through the supply chain mapping, it is the one step that can work in collaboration over the mitigate risks and depending over the overdependence (Grindley, 2018). The supply chain can be mapped over the one country to another that can be based on the country or concentration that can be linked over the sourcing and to identify the one country or geography. Through the supply chain, the mapping can be based on the suppliers that can collaborate and work with the global sites and to engage with the local sites and with sib contractors. It is also based on the components or the parts that can bring in the desired representation (Venkataraman, 2016). With the companies, that can work collaboratively, it is important to have the engaged and the developed with the use of supply chain mapping benefit. It is important to note how the disruptions can occur and it can be due to the supply chain that can impact over the short- to midterm. For the companies, the common basis is of the knowledge and to link with the disruption. The challenge can be based on the equipment or parts that can equally be engaged and be working in terms of leading and to work with the execution force. It is also the avoidance along with the mitigation strategies that can impact and to link with alternative sourcing, that can have the strategic inventory allocation along with experiencing the debottlenecking the critical supply chain.

In order to improve and work with similar findings, it was necessary to align over the best-in-class services and to have the supply chain risk that can work with the mitigation practices. Similar would be the approach of the oil companies that can be adaptive and be in line to the implementation for the practical measures. Even to think and align with the supply chain criteria’s would be a major spending category. It would require identifying the costs and sourcing options that can work over the supply chain and associate with the determining appropriate interventions

Operations Management - Question 4

Technology advantages and to have the sustainability issues, can be controlled with the timely intervention and with the higher certainty factors. It is also necessary to build and associate with the Through the technological advancement can be based over the timings and with related impacts and to have the greater uncertainly that can conclude with the findings of the timing and through the related to the fair amount of financial distress. It is also important to experience the service-based industry, that can find underling factors and it can be placed over the new technologies and with the funding of the investments.

Technology advancements and the sustainable advantage can be linked with the proportion and to represent over the oilfield service companies that can plan in accordance with their financial resources. The supply chain can be sourced, can be mentioned similarly and it is the funding process that can conclude over the innovation projects. The would-be interpretation of the work over and that can be worked over the increasing number and to conclude with the outside sources of finance, while significantly more are simply opting out of such projects altogether.

Sourcing and the working have their financial resources that can relate with the two methods and to link with the funding of innovation projects. With the 19% of the related R&D tax credits, the same can be applied over the 18 per cent plan and it can be in context to the government grants, along with the 9 per cent that can depend over the loans. Tax credits and having the loans would be contextually be changed over that can partner towards the other for the fund projects.

Innovation Approaches

The ideas can be presented similarly and it is important to have the set perception that can conclude over the impact. It is the timings that can be based on the technological innovation that can conclude over the service industry. There has been a related impact and it is best indefinable with similar approaches.

With the terms of methods, the same can be employed within the service industry that can conclude, with the new technologies. Through the large companies approach, the same can be over the reliant partnering and with their resources.

References for Managing Business Operations Analysis

Danese, P., Molinaro, M., & Romano, P. (2018). Managing evolutionary paths in Sales and Operations Planning: key dimensions and sequences of implementation. International Journal of Production Research, 56(5), 2036-2053.

Exler, A. M., Mendling, J., & Taudes, A. (2019, September). The Use of Distance Metrics in Managing Business Process Transfer-An Exploratory Case Study. In International Conference on Business Process Management (pp. 301-312). Springer, Cham.

Grindley, P. (2018). Managing Technology: Organizing for competitive advantage. In New Technologies and the Firm (pp. 36-53). Routledge.

Kazi, S. (2016). Managing Business in South Asia Cultural Side of the Game.

Obal, M., & Gao, T. (2020). Managing business relationships during a pandemic: Conducting a relationship audit and developing a path forward. Industrial Marketing Management, 88, 247-254.

Rupčić, N. (2016). Dashboard-managerial tool for managing business operations. Poslovni savjetnik, 12(9), 50.

Singh, R. K., Kumar, A., Garza-Reyes, J. A., & de Sá, M. M. (2020). Managing operations for circular economy in the mining sector: An analysis of barriers intensity. Resources Policy, 69, 101752.

Sudhakar, M., & Sreekrishna, T. Business Mathematics: A Contemporary issues of Managing Business Operations and Business Deals in the World Economy.

Venkataraman, R. R., & Pinto, J. K. (2016). Operations management: Managing global supply chains. Sage Publications.

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