...Production and Operations Management Strayer University May 14, 2011 Production and Operations Management On April 20, 2010, the Deepwater Horizon drilling rig exploded fifty miles from the coast of Louisiana, killing eleven men and setting off the largest oil disaster in U.S. history. Its impact would reverberate well beyond the Deepwater Horizon and the families of the eleven men who died, and even beyond the people and places of the Gulf of Mexico. Known as the BP spill, this tragedy seemingly was not an isolated incident. According to Juhasz (2011), “BP was not a lone actor; rather, this tragedy was the predictable outcome of an industry that has pushed well beyond its own technological capacity and beyond the government’s ability to regulate it” (p. 2). This oil well disaster has had important ramifications for the future of our country. In order to tackle the nation’s energy crisis, there must be an establishment of an orderly transition from crude oil to an affordable, sustainable energy future. The purpose of this paper is to explore ways of converting crude oil to consumer fuels. The paper will examine Marathon Oil’s product process and give a determination as to which phase shows a need for the greatest efficiency improvements. In addition, the paper will address the retail price of gasoline and its relation to the world’s demand for crude oil, as well as what Marathon can do to keep the gas prices the same without losing profits even if global crude...
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...Business Enterprise: 508 Strayer University Assignment # 3 Production and Operation Management Presented to Dr. Terry Dowdy By Calvin J. Gaiter August 7, 2011 Explain one possible option that Marathon could take to reduce the time involved in the production process. One likely option that Marathon could take to reduce the time involved in the production process is to restructure how the production and operations managers manage the every day work of the people and machinery. Marathon uses an analytic production system, which reduces raw material to its component parts in order to come up with one or more marketable products (Boone & Kurtz, 2010). Petroleum refining breaks down crude oil into a number of profitable products that includes gasoline, heating oil, and aviation fuel. Marathon delivers more than 111 million gallons of crude oil and petroleum products each day through its pipelines. The company already uses high-speed computers, continuously evolving technology and satellite communications allow the company to supervise and manage its many pipelines throughout the U.S. from a centralized control center (http://www.marathonpetroleum.com). However, as a result of computerizing other aspects of its operations they could get better operations by standardizing and automating other tasks, which will make the process quicker and more efficient. This is computer-integrated manufacturing, or CIM, production technologies in which computers...
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...Strategic Research Project Analysis: NOBLE ENERGY, INC Respectfully Submitted to: Dr Shengsheng Charlie Huang Strategic Management MGMT 4309- Fall 2013 Table of Contents 1. Executive Summary 2. Introduction 3.1 Company Background 3.2 Purpose of the study 3. External Analysis 4.3 General Environmental Analysis 4.4.1 Demographic Segment 4.4.2 Economic Segment 4.4.3 Political/Legal Segment 4.4.4 Socio-Cultural Segment 4.4.5 Technological Segment 4.4.6 Global Segment 4.4.7 Summary of the General Environmental Analysis 4.4.8 Industry Driving Forces 4.4 Industry Analysis 4.5.9 Description of the Industry 4.5.10 Industry Dominant Economic Features 4.5.11.1 Market Size 4.5.11.2 Market Growth Rate 4.5.11.3 Industry Trends 4.5.11 Five Forces Analysis 4.5.12.4 Threats of New Entrants 4.5.12.5 Power of Suppliers 4.5.12.6 Power of Buyers 4.5.12.7 Power of Substitutes 4.5.12.8 Intensity of Rivalry 4.5.12.9 Summary of Industry Analysis 4.5 Competition Analysis 4.6.12 Industry Competitors 4.6.13 Rivals Anticipated Strategic Moves 4.6.14 Summary of Competitive Analysis 4.6.15 Key Success Factors 4. Internal Analysis 4.1 Organizational Analysis 4.1.1 Corporate Values...
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...UNIVERSITY THE INTERNATIONAL OIL COMPANIES BY AMY MYERS JAFFE WALLACE S. WILSON FELLOW IN ENERGY STUDIES JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY RONALD SOLIGO, PH.D. PROFESSOR OF ECONOMICS, RICE UNIVERSITY RICE SCHOLAR, JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY PREPARED IN CONJUNCTION WITH AN ENERGY STUDY SPONSORED BY JAPAN PETROLEUM ENERGY CENTER AND THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY NOVEMBER 2007 International Oil Companies THIS PAPER WAS WRITTEN BY A RESEARCHER (OR RESEARCHERS) WHO PARTICIPATED IN THE JOINT BAKER INSTITUTE/JAPAN PETROLEUM ENERGY CENTER POLICY REPORT, THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS. WHEREVER FEASIBLE, THIS PAPER WAS REVIEWED BY OUTSIDE EXPERTS BEFORE RELEASE. HOWEVER, THE RESEARCH AND THE VIEWS EXPRESSED WITHIN THIS PAPER ARE THOSE OF THE INDIVIDUAL RESEARCHER(S) AND DO NOT NECESSARILY REPRESENT THE VIEWS OF THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY NOR THOSE OF THE JAPAN PETROLEUM ENERGY CENTER. © 2007 BY THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY OF RICE UNIVERSITY THIS MATERIAL MAY BE QUOTED OR REPRODUCED WITHOUT PRIOR PERMISSION, PROVIDED APPROPRIATE CREDIT IS GIVEN TO THE AUTHOR AND THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY. 2 International Oil Companies ABOUT THE POLICY REPORT THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS Of world proven oil reserves of 1,148 billion barrels...
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...UNIVERSITY OF OREGON INVESTMENT GROUP 10.6.2009 IME Chevron Corp. RECOMMENDATION: BUY Stock Data Price (52 weeks) Symbol/Exchange Beta Shares Outstanding Average daily volume (3 month average) Current market cap Current Price Dividend Dividend Yield Valuation (per share) DCF Analysis Comparables Analysis Target Price Current Price $56.12 – 81.92 CVX / NYSE From regression or other method 2 (Biln) 9,766,056 $153.5 (Biln) $76.64 $2.76 (annually) 3.5% $108 $165 $113 (.9 DCF & .1 Comps) $76.29 Summary Financials (millions) Revenue Net Income Operating Cash Flow $55,112 $23,931 $29,632 BUSINESS OVERVIEW Chevron Corporation’s (CVX) core business provides their customers with fully supportive administrative and financial management dealing with the integrated petroleum, chemicals, and coal mining segment of the Integrated Oil sector. The company is centered around and ran by CEO David O’Reilly. As of January 2000 O’Reilly and company Covering Analyst: Matt Hollands Email: mhollan1@uoregon.edu The University of Oregon Investment Group (UOIG) is a student run organization whose purpose is strictly educational. Member students are not certified or licensed to give investment advice or analyze securities, nor do they purport to be. Members of UOIG may have clerked, interned or held various employment positions with firms held in UOIG’s portfolio. In addition, members of UOIG may attempt to obtain employment positions with firms held in UOIG’s portfolio. Chevron...
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...effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2009, Ivey Management Services Version: (A) 2009-07-02 In June 2008, John Manzoni, president and chief executive officer (CEO) of Talisman Energy Inc. (Talisman), and his senior management team were called to a special board of directors’ meeting. The board was debating Talisman’s proposed entry into the oil-rich Kurdistan region of Iraq. This move was potentially very lucrative for the company but also posed many risks. Talisman had been tracking the issues related to the Kurdistan region for a number of years. The company had consulted multiple stakeholders and carefully assessed the investment risks. Manzoni and the senior management team now had to convince the board that they had done the proper due diligence and Talisman should proceed into Iraq. Manzoni knew, however, the decision to enter Iraq...
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...INTRODUCTION The United States Steel Corporation more commonly known as U.S. Steel is an integrated steel producer with major production operations in the United States, Canada, and Central Europe. The company was the world's 13th largest steel producer in 2010. It was renamed USX Corporation in 1986 and back to United States Steel Corporation in 2001 when the shareholders of USX spun off the oil & gas business of Marathon Oil and the steel business of U. S. Steel to shareholders. In 2001 it was still the largest domestically owned integrated steel producer in the United States, although it produced only slightly more steel than it did in 1902, after significant downsizing in the 1980s. U.S. Steel is a former Dow Jones Industrial Average component, listed from April 1, 1901 to May 3, 1991. It was removed under its USX Corporation name with Navistar International and Primerica. Formation J. P. Morgan and the attorney Elbert H. Gary founded U.S. Steel in 1901 (incorporated on February 25) by combining Andrew Carnegie's Carnegie Steel Company with Gary's Federal Steel Company and William Henry "Judge" Moore's National Steel Company for $492 million ($13.58 billion today). It was capitalized at $1.4 billion ($38.63 billion today), making it the world's first billion-dollar corporation. At one time, U.S. Steel was the largest steel producer and largest corporation in the world. In 1907 it bought its largest competitor, the Tennessee Coal, Iron and Railroad Company, which...
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...Analyst for the private equity firm Celash, Byrne & Moovon. They are considering approaching either the management of Company A or Company B (choose from the list below) to discuss with management their possible interest in selling out to CB&M. You have been asked to do a comprehensive analysis and evaluation of both companies and make a recommendation as to which of the two is the most desirable acquisition and at what price. You report directly to Mr. Moovon (pronounced “move on”). He is not a patient person and has a low tolerance for waffling and indecision. You have less than two months to complete the task and he will expect frequent updates. You can also expect that he will interrupt you with other projects. (Welcome to the real world.) Choose one of these pairs of companies to compare. Choose one company from column A and the company immediately to its right in column B. Company A Company B Google (GOOG) Yahoo (YHOO) Target (TGT) J. C. Penney (JCP) Merck (MRK) Lilly (LLY Marathon Oil (MRO) Valero Energy (VLO) Your Tools Are: a. The course textbook, especially Chapters 3, 17, 18 and 19. b. The supplemental text The Interpretation of Financial Statements, Benjamin Graham. c. Detailed Financial Statements for your companies are filed with the Securities and Exchange Commission and available on the company web sites. d. The Value Line Investment Survey (available online from the Columbia College Library. e. Your imagination and creativity. What...
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...Statements 49 2 010-11 was a challenging year for AWE shareholders and a year in which the Board and Management of the Company has been transformed. AWE completed the tail end of its major exploration program. The lack of major success over this two year program coincided with the global financial crisis, and the announcement of a new Carbon Tax and a new onshore Petroleum Resource Rent Tax in Australia. This combination of factors resulted in the Company’s share price underperforming. However, the Company has implemented changes to address its recent underperformance and to build a foundation for future growth and success. AWE is now in a sound financial position, with an excellent portfolio of diverse production assets delivering strong, long term cash flows. The Company’s strategy has been revised and a number of Board and Management changes have been implemented. The forward strategy will involve a greater technical and commercial focus aimed at maximising the value of the Company’s assets and delivering a profitable and sustainable future. AWE will pursue growth through selective exploration and acquisition opportunities. This will include opportunities in the broader energy industry as well as in conventional upstream oil and gas. The Company’s recent successful entry into unconventional gas through the Adelphi takeover represents an initial investment in the broader energy area. AWE appointed a new Chairman, Bruce Phillips, and a new Managing Director, Bruce...
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...Analysis…………………………………………………………………………………..…………….……3 3.1 Foreign Direct Investment…………………..…………………………………….……………...3 3.2. Sakhalin………..……………………………………………………………………………………….…..4 3.3. Production-Sharing Agreement……………………………………………………………..….4 3.4. Approvals-TOEC…………………………………………………………………………………..…….5 3.5. NGO’s and the Environment………………………………………………………………..…...5 3.6. SEIC’s strategic moves……………………………………………………………………..………..6 4. Recommendations……………………………………………………………………………..……..7 1. Executive Summary: In the following report the case study titled “Journey to Sakhalin: Royal Dutch/Shell in Russia” will be examined. A summary of the main issues that SEIC came across with, is analyzed including issues with the PSA and the political usage of Sakhalin II project, as means to an end. Other issues including late approvals, TOEC acquisition and nongovernmental organizations’ influence to potential buyers and lenders are also mentioned. Conclusively a recommendations section is created for the future of Sakhalin II project, that emphasizes on the PSA matter and the TOEC acquisition. 2. Introduction In the period of 1997-1999 Russia faced a great economic decline with a massive fall in GDP and the proportion of Russians living under poverty raised from 2% to 50%. But Russia was endowed with enormous oil and gas reserves which dominated Soviet exports (75% of the total exports was gas and oil). Specifically Russia controls the largest concentrated...
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...biodiversity. In past years, the increase of mortality rates in coral has been caused by a number of factors, including wide-spread stress and disease. In the Indo-Pacific, coral reefs have been declining at a rate of approximately 2% per year for the last 20 years (Yip). Coral reef fish biodiversity is crucial for the sustainability of the coral reef ecosystem, as well as for the ability of the coral reefs to provide services to the ecosystem (Ehrenfeucht). Such services include coral reef fisheries and the tourism industry. An artificial coral reef is a “man-made structure that may mimic some of the characteristics of a natural reef” (What). They are built from a wide range of objects, and are generally located in areas with submerged shipwrecks. Oil and gas platforms, bridges, lighthouses, and other offshore structures are often able to function as artificial reefs. Today, a number of companies specialize in the design and manufacturing of long-lasting reefs that more closely resemble natural coral reefs made from steel, limestone, or concrete (What). Hard surfaces — whether natural coral or man-made — appeal to tiny creatures such as plankton, which in turn attract species up the food chain. Steel structures, especially, quickly become covered by calcareous algae, which provide an adequate surface for coral larvae to grow (Andrews). Artificial reefs are created and used for a multitude of purposes, such as replacing natural coral reefs damaged by the dilapidation of the environment or...
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...British Journal of Management, Vol. 9, 91-114 (1998) Attributes of Successful and Unsuccessful Acquisitions of US Firms^ Michael Hitt,* Jeffrey Harrison,^ R. Duane Ireland* arid Aleta Best§ *Lowry Mays College of Business Administration, Texas A&M University, College Station, TX 77843-4221, •College of Business Administration, University of Central Florida, Orlando, FL 32816, 'Hankamer School of Business, Baylor University, Waco, TX 76798-8004, and ^College of Business and Industry, University of Massachusetts Dartmouth, North Dartmouth, MA 02747, USA Acquisitive growth strategies continue to be popular, in spite of increasing evidence that they often do not enhance the financial performance of acquiring firms and may adversely affect innovation. However, some acquisitions are associated with both increases in financial performance and a strengthened commitment to R&D while others experience decreases in both. Multiple theories have been offered to explain acquisitions and their outcomes, but few have received strong empirical support. This paper describes a multiple rater, multiple-case study of acquisitions that had highly favourable outcomes and others that experienced highly unfavourable outcomes. All twelve of the high performing acquisitions studied were found to exhibit the dual characteristics offiriendlinessduring acquisition negotiations and resource complementarities between the two firms. Additionally, debt played an important role in the success (low...
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...STRATEGIC MANAGEMENT ASSIGNMENT ASSIGNMENT ON ANALYSIS OF THE SECTOR USING PORTERS DOUBLE DIAMOND MODEL ON INDIAN AUTOMOBILE INDUSTRY Submitted To Prof. A. K. Kher Submitted By Rameez Bagban 03 Shahanawaz Mujawar 11 For the academic year 2014-15 INTRODUCTION: The Indian automobile industry is one of the key drivers of industrial growth and employment, which will gain rapid importance. In order to accelerate and sustain growth in the automotive sector, a roadmap is needed to steer, coordinate and synergize the efforts of all stakeholders. Exogenous and endogenous factors affecting industry also affects the competitiveness of the firms. Competitiveness captures the awareness of both the limitations and the challenges posed by global competition as an exogenous factor. Underdeveloped economies tend to be competitive by producing cheaper products, developing economies by producing better products, and developed economies by producing innovative products continuously. Though Indian automobile manufacturers are manufacturing innovative products and leading India to a new summit, there are various roadblocks, which prevent this industry from being a global player. COMPETITIVENESS DEFINED: Competitiveness has emerged as a paradigm towards the economic development. Michael Porter has defined competitiveness as productivity with which a nation utilizes its human, capital and natural resources. To understand competitiveness, the starting...
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...3 - Overview of the Oil and Gas Industry – Daniel Ogeto Week 4 - Chesapeake Energy & its four affiliates - Kyle Thompson Week 5 - Chesapeake Company Operations - Misti Smith Week 6 - Chesapeake Company Future - Daniel Ogeto Abstract Chesapeake Energy is headquartered in Oklahoma City, Oklahoma. This independent company is involved in oil and natural gas exploration and production. The company’s operations, shares and debt; affiliations, outsourcing and future will be discussed in this paper. The oil and gas industry overview will also be covered. CONTENTS 1. Overview of the Oil and Gas Industry ------------------------Page 4 – 21 2. Chesapeake Company Operations ----------------------------Page 21-27 3. Chesapeake & Affiliates ----------------------------------------- Page 28-32 4. Outsourcing -------------------------------------------------------- Page 32-37 5. Chesapeake’s Future --------------------------------------------- Page 37-42 References ---------------------------------------------------------- Page 43-44 OVERVIEW OF THE OIL AND GAS INDUSTRY Companies in this industry develop and operate fields to extract crude oil and natural gas. Major players include Apache, Conoco Phillips, and Exxon Mobile (all based in the US), as well as BP (the UK), and Tatneft (Russia), National Iranian Oil Company, PETROBRAS (Brazil), Royal Dutch Shell (the Netherlands), and Saudi Aramco (Saudi Arabia). The global oil and gas exploration...
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...PETRONAS: A NATIONAL OIL COMPANY WITH AN INTERNATIONAL VISION BY DR. FRED R. VON DER MEHDEN RICE UNIVERSITY WITH AL TRONER ASIA PACIFIC ENERGY CONSULTING PREPARED IN CONJUNCTION WITH AN ENERGY STUDY SPONSORED BY THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY AND JAPAN PETROLEUM ENERGY CENTER RICE UNIVERSITY – MARCH 2007 THIS PAPER WAS WRITTEN BY A RESEARCHER (OR RESEARCHERS) WHO PARTICIPATED IN THE JOINT BAKER INSTITUTE/JAPAN PETROLEUM ENERGY CENTER POLICY REPORT, THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS. WHEREVER FEASIBLE, THIS PAPER HAS BEEN REVIEWED BY OUTSIDE EXPERTS BEFORE RELEASE. HOWEVER, THE RESEARCH AND THE VIEWS EXPRESSED WITHIN ARE THOSE OF THE INDIVIDUAL RESEARCHER(S) AND DO NOT NECESSARILY REPRESENT THE VIEWS OF THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY NOR THOSE OF THE JAPAN PETROLEUM ENERGY CENTER. © 2007 BY THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY OF RICE UNIVERSITY THIS MATERIAL MAY BE QUOTED OR REPRODUCED WITHOUT PRIOR PERMISSION, PROVIDED APPROPRIATE CREDIT IS GIVEN TO THE AUTHOR AND THE JAMES A. BAKER III INSTITUTE FOR PUBLIC POLICY ABOUT THE POLICY REPORT THE CHANGING ROLE OF NATIONAL OIL COMPANIES IN INTERNATIONAL ENERGY MARKETS Of world proven oil reserves of 1,148 billion barrels, approximately 77% of these resources are under the control of national oil companies (NOCs) with no equity participation by foreign, international oil companies. The Western international oil companies now control...
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