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transcript
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A business of
The BP-PwC Partnership
Working Together
February 2002
2
Contents
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
A business of
Introduction
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Introduction
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?”
The document is divided into 3 sections:
1. An overview of PwC services, showing our full range of professional services (our “footprint”)
2. A summary of key (signature) assignments around the world
3. A short summary of the consulting assignments we have carried out for BP, analysed by stream, geography and focus area
4. A more detailed description of the consulting assignments, covering project scope and business objectives
A business of
PwC Consulting Overview
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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
Stra
tegi
c C
hang
e
Services
Energy & M
ining
Information,
Com
munications &
Entertainment (IC
E)
Consum
er and Industrial Products (CIP)
Financial Services (FS)
Industries
Technology Solutions
Performance Im
provemente-business
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PwC Consulting and PwC Services
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hang
e
Technology Solutions
Performance Im
provement
e-business
Performance Improvement• Finance & Cost Management• Human Resource Management• Supply Chain Management• Customer Relationship Management• Information Technology Management• Real Estate & Capital Programme
Management
• Business & Application Process Outsourcing (BPO / APO)
• TRANSFORM Training
Strategic Change• Corporate & Operations Strategy• IT Strategy• Organisation & Change Strategy
• Financial Advisory Services (FAS)
Technology Solutions• Enterprise Resource Planning
(SAP, Oracle, PeopleSoft, JDE, Baan)• Information Technology / Systems
Integration
• Global Risk Management Services (GRMS)
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
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BP-PwC Outsourcing Centres of ExcellenceCalgary, Canada
Chicago, IL
Bogotá, Columbia
Houston, TX
Tulsa, OK
Tokyo, Japan
Lisbon, Portugal Athens, Greece
Istanbul, Turkey
Krakow, Poland
Hamburg, Germany
Rotterdam, The Netherlands
Paris, France
Manchester, UK
Potters Bar, UK
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PwC Line of Service/Geographical Coverage 2001/2
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PwC Line of Service/Geographical Coverage 2001/2
A business of
Upstream
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Upstream Engagements Summary
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Upstream Engagements Summary
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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 migration
June 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 Implementation
October 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 SvehlaKey Sponsors: David Hulf, Ian Rushby, Ian MacDonald
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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
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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)
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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 DonaldInternal 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 DonaldInternal 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 systemTrained staff with shared expertiseMinimal requirements for redundant dataProper 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 BlewittDigital 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 ReviewDevelopment and Maintenance of an Internal Audit FunctionDownstream Security ReviewDisaster Recovery Planning and TestingEstablishment 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 BlewittDigital 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
A business of
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 SvehlaKey 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
51
Downstream 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 ReviewDevelopment and Maintenance of an Internal Audit FunctionDownstream Security ReviewDisaster Recovery Planning and TestingEstablishment of SAP Security and Controls
Operate – BPO Finance / APO Applications Support
Project commenced July 1999 and is ongoing.
Kathy Cutlip, Winifred Whelan
Tom Blewitt
52
Downstream Engagement Citations 026 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Destiny – BP/Mobil Joint Venture SSC (Rotterdam)
PwC provides a Shared Service Centre for a cluster of European BP Businesses, in Belgium, the Netherlands, Luxembourg, Germany, Austria and Switzerland. The scope of the project included developing the business case, and the transfer of the following finance functions:•Accounts Payable•Revenue Accounting•Cash and Bank•Fixed Assets•Financial Accounting•Management Reporting•Payroll
Operate – SSC
Finance functions fully operational end 1997 – to run for 7 years (2003)
David Narrow
Colin Goodall
53
Downstream Engagement Citations 027 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Euro Transition Assistance – Rotterdam SSC (BP/Mobil)
With the arrival of the Euro, BP/Mobil wanted to ensure that their readiness to handle the new currency was backed up by sound processes and procedures in their PwC-led SSC in Rotterdam. This Project required PwC Consulting to analyse the impacts of the Euro on the SSC, then transition the new processes and systems in order to cope with the changes.
For this project, a series of workshops were run, involving BP and PwC staff, and then a series of process changes were designed and implemented. Training was given directly to the majority of staff, and in addition advice was given on a set of Key Performance Indicators to assess the impact of the Euro and test the processes and systems.
Operate; Performance Improvement
May 1998 – January 1999
Jon Hopkins
Neil Burlison
54
Downstream Engagement Citations 028 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
CRM – Global Contact Centre
PwC was appointed to develop a world class, world-wide CRM Contact Centre (formerly known as a Help Desk). PwC BPO Midwest used strategic alliances with Nortel to build a state-of-the-art technology which will better serve and satisfy existing and future customers.
The project size was USD $8.3 million, part of which was funded by BP Amoco.
Operate – BPO; Performance improvement – CRM
January 2001 – November 2001
Chris Rimkus
Tom Blewitt
55
Downstream Engagement Citations 029 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
SAP “Stabilisation”
A combination of various small PwC Consulting projects intended to bring the SAP instance for Downstream into alignment with BP Amoco requirements for monitoring exposure. Work consisted of realigning accounting for product exchanges, developing new reports and resetting movement posting to occur at movement, rather that posting, date.
This project applied across the US Downstream sector, giving Marketing and Supply a more transparent view of their costs and market exposure on a daily basis. In total this work amounted to about 2000 resource hours.
Technology Solutions - SAP Systems Transformation
5 Months (March to July)
Chris Rimkus
Tom Blewitt
56
Downstream Engagement Citations 030 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Rotterdam Shared Service Centre Finance Training
PwC Consulting [Transform] devised an accelerated knowledge transfer process for new employees in the Rotterdam Shared Service Center (BP/Mobil), training them in the new customer-driven business processes and systems and facilitating the knowledge exchange from existing, in-territory employees. This project was sized at £250,000.
Operate; Performance Improvement - Training
Completion date: August 1996
Howard Spode (BPO), Peter Lann (Transform)
57
Downstream Engagement Citations 031 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
BP Oil USA – Order Fulfilment Process Strengthening
PwC Consulting carried out this engagement for BP Oil USA to rectify problems with its customer order fulfillment process. BP considered the process to be compromising its competitiveness. The process improvement required understanding and buy-in among the many business groups involved.
The project team reviewed best practices and adopted those which improved customer responsiveness. This involved utilizing KnowledgeViewSM (best practice database) and ChangePro (process analysis resource). As a result of the project, several BP functions were consolidated and clear lines of accountability and responsibility were established, with a single contact now responding fully to customers. This success now provides a model for subsequent process improvement initiatives.
Performance Improvement
May 1999 – May 2001
Charles Kafoglis (Project Partner), Phil Caudill
58
Downstream Engagement Citations 032 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Oracle Financials R11 Upgrade – Euro zone countries
BP Amoco undertook the upgrade from Oracle Financials R10.7 to R11. This project, in ‘Euroland’ Countries, was combined with the cut-over of the system’s functional currency to the Euro. This upgrade was via a fresh implementation, and it was planned at this stage that ultimately all 28 implementations of Oracle Financials would be moved to to R11.
BP Amoco managed the implementation project but engaged PwC Consulting to assist in the planning and testing of Oracle Financials R11 and the in-house software extensions, as well as to provide implementation support for the various countries involved.
Technology Solutions - Oracle Systems Implementation
1997 – 1998
David Narrow
David Hulf
59
Downstream Engagement Citations 033 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
SAP Release 7 – v.3.1h/IS-Oil 1.0d Upgrade
As major deliverables that are part of BP Amoco’s SAP Release 7, PwC Consulting assisted with the upgrade of Production environments from v.3.0d/IS-Oil 1.0c to v3.1h/IS-Oil 1.0d.
BP Amoco systems support a combined base of 14,800 users, 391.2 million transactions per year, and have a database size of 2050 gigabytes. This project is critical to the continued support of BP Amoco’s business as SAP support of v.3.0d officially ended in October 1999.
The Downstream environment upgrade went live on November 29 th 1999.
Technology Solution - SAP Systems Transformation; Integrated ERP; Supply Chain
June 1999 – February 2000
Charles Kafoglis (Project Partner), Marty Rich, David Stroud
60
Downstream Engagement Citations 034 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Archiving
PwC Consulting was appointed to develop and implement an archiving plan for SAP instances at BP Amoco. The initial project was focused on the Downstream box, which was reaching its space limits first. Plans were made for future archiving projects across other streams.
This project was fundamental to the client in avoiding expensive equipment purchases and potential debilitating down-time, as well as in preserving the on-going health of their systems.
Technology Solutions - Systems Archiving
Dave Hunt
Dave McElhaney / Dave Beaney
61
Downstream Engagement Citations 035 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Trading Process Review (Europe)
This was an Accounting Optimisation Project aimed at introducing "best in class" procedures and practices across BP Amoco’s European Associates. The project was conducted as a jointly managed and staffed PwC/Client project.
The review was piloted in the UK where procedural and organizational templates were developed to exploit the features offered by an integrated suite of financial (Oracle), stock movement and sales systems. These templates also incorporated techniques and performance benchmarks successfully exploited by other leading companies.
The project worked ahead of the system implementation teams and successfully completed reviews in Switzerland, Germany, France, Belgium, Netherlands, Sweden, Portugal, Austria, Greece and Turkey. In addition a similar review was completed for the client's South East Asia division to assess the implications of implementing Oracle based software in Singapore and Malaysia.
Process Improvement – Best In Class Practices
June 1995 – January 1996
Glen Peters (Project Partner), David Narrow & Jon Z. Bentley (Project Managers)
62
Downstream Engagement Citations 036 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Transition Management (Pan-European “Destiny”)
In 1997 BP/Mobil, experienced major problems with finance function transition in Austria. This transition support work was then continued in Germany, Belgium, The Netherlands and Switzerland. PwC Consulting [GRMS] undertook a programme of transition management and issue resolution for all areas.
Transition project management and assurance
October 1997 to March 1998
Chris Frost, Sean Cunningham
Tony Street
63
Downstream Engagement Citations 037 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Outsourcing Transition in Benelux
A transition management and issue resolution project for BP (Commercial &Industrial) during the outsourcing of BP Amoco’s finance and accounting function.
Operate; Performance Improvement - Project Management
April 1998 to December 1999
Chris Frost, Sean Cunningham
Huub Stockman, Paul Disborough
64
Downstream Engagement Citations 038 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
BP Amoco Operations in Crisis
BP Amoco requested assistance with their invoicing and cash collection processes. GRMS implemented an operations in crisis programme for BP C & I.
Performance Improvement
December 1998 to March 1999
Chris Frost, Sean Cunningham
Huub Stockman, Teresa Hemmingway, Paul Disborough
65
Downstream Engagement Citations 039 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Problem Analyses and Resolution (Finance in Turkey)
In 2000 BP reported that their finance department in Turkey was close to a complete controls breakdown. A programme of problem analysis and resolution was successfully completed.
Performance Improvement - Process Analysis and Improvement
June 2000 to November 2000
Chris Frost, Sean Cunningham
Rod Hoffman, Jock Kerr, Paul Disborough
66
Downstream Engagement Citations 040 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Excise Tax Review
Experienced PwC Consulting (GRMS) staff were provided to BP Amoco to assist with Excise Tax Issues. The project team were involved with the responses to the State Tax authorities concerning the filing and audits with product excise tax issues. Also, reconciled the Excise tax accounts following up on the differences with the specific states.
Finance
January 2000 – May 2000
Winifred Whelan
Tom Blewitt/Brad Brill
67
Downstream Engagement Citations 041 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Due Diligence – European Transition Planning Support
PwC Consulting (GRMS) completed a transition planning support project for BP Amoco. One of the aims of the project was to provide due diligence assistance for all Business Groups locating into the Lisbon Shared Service Centre, plus Greece, Turkey and France.
The main focus of the project was to establish whether the Service Level Agreements in place with Andersen Consulting (Accenture) were still applicable when PwC took over the account, and to identify the backlog of information to be processed.
Due Diligence Assistance
October 2000 – September 2001
Paul Slater
Tony Cowsley
68
Downstream Engagement Citations 042 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
BP Oil US – Reorganisation of Product Master files and Accounting groups
The Master file set up refers to the process of setting up a new customer/product in BP's systems or changing the information related to an existing customer/product. BP Oil US had its Master file set up processes separate from the Product Accounting function. This project engaged PwC Consulting to streamline this process. Also, the Product Accounting function was not regionalized and appeared to be overstaffed. Evaluation and Envision stages were completed as a solution. The existing Product Accounting group was re-organized into the Regional Inventory Accounting Group, with one employee representing each of three regions including the Mid-west, South-east, and North-east. The BP manager already had a vision of what he wanted which included allocating resources to the following areas: working capital, site level performance, and miscellaneous billing. PwC Consulting documented the results of the evaluation and recommended an implementation plan.
Finance Transformation / Process Improvement
January 1994 – June 1995
Amy Newman
69
Downstream Engagement Citations 043 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
BP America – Business Process Transformation (BPT)
PwC Consulting was contracted to re-engineer BP America’s downstream petroleum business using our Business Process Transformation (BPT) methodology, and to develop client/server applications to support these radically redesigned businesses. Project teams were focused on Crude and Product Operations and Trading.
The functional direction for this work centred around accounting for both crude and product movement from the inception of the deal through operations and invoicing, as will as exposure position analysis and reporting. The specific business functions were: Deal Entry and Contract Administration; Supply/Demand Forecasting and Allocation; Operations and Scheduling; Inventory Management and Reporting; Performance Measurements; Settlement and Statements; and Pricing.
PwC Consulting’s role was to provide functional and software development expertise. In design and construction, two of our primary objectives were to provide a standard Graphical User Interface which considered human factors, and to utilize an Object Oriented solution.
Performance Improvement
February 1993 – May 1995
Ray Fiegel (Project Partner), Keith Thomas (Project Manager)
70
Downstream Engagement Citations 044 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Trading and Operation Process Improvement – BP America
PwC Consulting was engaged to correct BP America’s Trading problems through Business Process Transformation (BPT). This involved minimizing non-value added activities, identifying industry best practices and procedures, and implementing new processes. Shortly after focusing on the Trading area, problems were identified in some of the surrounding processes resulting in an increase in our initial project scope to include Crude and Product Operations and Inventory & Control.
The project team aided BP America in creating new desktop tools to help better facilitate the execution of the newly reengineered processes. One of the more involved desktop tools was an SQL Windows application connected to a multi-user version of SQL Base, which gave schedulers access to up-to-date inventory levels by location and allowed crude and products to be scheduled for movement into and out of those locations.
This project benefited BP America through a significant reduction in the number of personnel involved in a voyage or trade (from 13 to 2), a reduction in contract approval time (from 3 days to 1), and a reduction in lower base inventory levels by 1 million barrels.
Process Improvement
August 1992 – March 1995
Charles Kafoglis (Project Partner)
71
Downstream Engagement Citations 045 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
MaPS – Marketing Process Simplification
BP America had recognised that prior to a major marketing system replacement, the underlying business processes, notably in the order fulfilment area, had to be improved. The seven marketing organisations within BP America had no standardization in how the customer order fulfilment process works. Additionally, the current order fulfilment process was very complex, with accuracy and timeliness issues. The major concern was whether the external customer was being properly served. PwC Consulting’s involvement included: Best practice determination and consolidation; Customer focus surveys; Organizational analysis; and Business Process Transformation evaluation, methodology, and team guidance. PwC Consulting was required to provide technical assistance but not overall project management.
BP America derived various benefits from the project, including $2.5 mm annual cost reductions, and $4 mm annual working capital reductions. The project solution geared the processes for future change opportunities and afforded BP Marketing a more flexible organisational structure.
Performance Improvement
January 1994 – June 1994
Ray Fiegel (Project Partner), Dennis Byrd (Project Manager)
72
Downstream Engagement Citations 046 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Amoco Split Second – Direct Marketing Systems (Strategic Retail)
In 1990, Amoco committed to building Split Second, a new larger-format convenience store. Amoco decided to create a management group with specific convenience store industry experience to develop a state-of-the-art retail system. PwC Consulting was engaged to select, design, develop and implement the Strategic Retail System. PwC Consulting helped to design a custom front-end to J.D. Edwards general ledger and accounts payable to support the entry, tracking, and reporting of manually prepared daily store reports (showing sales, cash/credit deposits, retail inventory, fuel sales, etc.). Related to this effort, the project team assisted in moving all company-owned store employees on to the new system. Other project deliverables included designing and implementing JDE's Human Resource Module to manage collecting and entering HR data from all employees of company-owned stores, porting the Store Management System from the DOS operating system to O/S 2, implementing an automated testing facility for the POS system, developing procedures, and providing training and user hotline support. Amoco also proceeded with a pilot test to install the strategic system in company-owned stores in Milwaukee and evaluate the system's impact on the profitability of its smaller, more traditional stores. PwC Consulting provided training, installation, and operations support.
Technology Solutions
The project ended March 1993
Tom Blythe, Steve Owens (Project Partners)
73
Downstream Engagement Citations 047 Project title
Brief description
Main Focus
Project start/end date
Key PwC contacts
Key BP contacts
Central Americas / Caribbean Common IT Systems Implementation
BP had a group of companies covering 20 countries that formed the downstream operations for the Central American and Caribbean region. To improve efficiency the client requested external support to identify, and where necessary re-engineer a common set of business processes to be implemented throughout the region. Using those, a template was to be developed that would allow the implementation of common IT systems across the region, based on JD Edwards software.
PwC Consulting completed and documented Business Process Review exercises in 10 countries. The JD Edwards solution was initially designed and implemented in Guatemala, before being rolled out across the region.
Technology Solutions
Project ended in August 1996
Alastair Kidd (Project Partner)
74
Downstream Engagement Citations 095 Project title
Brief description
Main Focus
Project start/end date
Key PwC contacts
Key BP contacts
Proteus III – Oracle / SAP Business Process Outsourcing
As part of a Consortium (including Ing Bank, the TPG Group, and Oracle) BP Amoco and PwC Consulting conducted a feasibility test of a decoupled ERP. The project team established an Oracle Finance & Accounting environment and an SAP Front Office, and then successfully passed business transactions across.
Operate – BPO IT Systems
2001
David Narrow
Graham Ford, Clive Thomas
A business of
Chemicals
76
Chemicals Engagements Summary
77
Chemicals Engagements Summary
78
Chemicals 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 Solution - SAP Systems Implementation; Process Improvement
January 1996 – March 1997
Scott Beckman (Project Partner), Marty Rich (Project Manager), Marybeth Brown
79
Chemicals 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
80
Chemicals 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 BlewittDigital Business Unit – David Beaney
81
Chemicals 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 ReviewDevelopment and Maintenance of an Internal Audit FunctionDownstream Security ReviewDisaster Recovery Planning and TestingEstablishment of SAP Security and Controls
Operate – BPO Finance / APO Applications Support
Project commenced July 1999 and is ongoing.
Kathy Cutlip, Winifred Whelan
Tom Blewitt
82
Chemicals Engagement Citations 033 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
SAP Release 7 – v.3.1h/IS-Oil 1.0d Upgrade
As major deliverables that are part of BP Amoco’s SAP Release 7, PwC Consulting assisted with the upgrade of Production environments from v.3.0d/IS-Oil 1.0c to v3.1h/IS-Oil 1.0d.
BP Amoco systems support a combined base of 14,800 users, 391.2 million transactions per year, and have a database size of 2050 gigabytes. This project is critical to the continued support of BP Amoco’s business as SAP support of v.3.0d officially ended in October 1999.
The European Chemicals Stream went live on 30 th August 1999 and the US Chemicals stream went live on 27th September 1999.
Technology Solutions - SAP Systems Transformation; Integrated ERP; Supply Chain
June 1999 – February 2000
Charles Kafoglis (Project Partner), Marty Rich, David Stroud
83
Chemicals Engagement Citations 048 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Maximo Extended Enterprise Implementations – Alberta, Canada
The project was a successful implementation of key Maximo Extended Enterprise modules across 16 gas sites and 4 liquids installations in 10 months.
This project had significant process improvement priorities including:•Standard naming conventions and processes•Enabling linkages of all material activities across Bus and vendors•Improved data collection and sharing facilities•Streamlined data extraction and conversion
Technology Solution - Systems Implementation and Process Improvement
September 1999 – July 2000
84
Chemicals Engagement Citations 049 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
eBDO SAP Implementation
This project included the deployment of the FI, CO, SD, PP and MM modules of SAP with integration to a custom web front-end and overall plant operations. This technology solution served to support the launch of BP Amoco’s Butanediol (BDO) business.
The implementation effort was preceded by a comprehensive eBusiness and ERP Technology Selection effort. The scope of this effort included identification of costs, benefits, risks and opportunities tied to multiple front-end, middleware and ERP options.
Project teams were structured predominantly to support logical process chains including Customer Service, Sales/ Manufacturing Logistics, Financial Operations/Corporate Control, Technical Infrastructure, Application Development, Support & Training.
Technology Solutions/eBusiness - SAP Implementation and Integration
1999 – 2000
85
Chemicals Engagement Citations 050 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Zhuhai Project
This was a follow-on project in Asia-Pacific, which blended PwC Consulting Asia-Pacific with US Business Process Outsourcing Midwest Centre Resources, to install BP Joint Venture in Asia-Pacific on the BP Chemicals global ERP system. This project targeted the provision of local support with global economies.
The project scope included Manufacturing, Finance, Order-to-Cash, and Procure-to-Pay Value Chain segments. The project was sized at USD $900,000.
Technology Solutions - Systems Integration; Operate – BPO
1999 - 2000
US – John Davis; Asia-Pac – Jean-Francois Ausseur (Partner)
Customer Sponsor – Dave Schute; Digital BU Representative – David McElhaney
86
Chemicals Engagement Citations 051 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Common Data Warehouse Projects
In response to BP Amoco consideration that current Data Warehousing projects were disjointed “point” solutions, PwC Consulting was appointed to develop Data Extraction, Data Mapping, and Data Warehouse Processes for all SAP-based Business Units across the United States and Europe. The scope of the project included Financial, Logistics, Key Performance Indicators & Metrics, Prairie Rose, and Cost-to-Serve.
Technology Solutions - Data Warehousing (Business Intelligence)
John Davis, Meri-Ellen Cain
Chemical CFO - Tony Nocchiero Chemical IT - Nigel Wright Chemical SAP Manager - Ken Evans
87
Chemicals Engagement Citations 052 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Integrated Demand Supply Program (IDSP)
PwC Consulting was involved with the integration of all BP Amoco SAP systems to Aspen Tech MIMI systems, for the purpose of more effective management of supply chain data. This project extended to all Business Units on a global scale.
Technology Solutions - Supply Chain Management; Systems Integration
John Davis, Mark Furlong
Paul Schiler (PGM), Paul Tilsley (Project Manager), Ken Evans (SAP Manager)
88
Chemicals Engagement Citations 053 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
ChemicalsChoice – Automated Order to Cash (AOTC)
PwC Consulting was appointed to develop and roll out a web-based order taking and tracking system, based on the Asera application configured for BP Amoco Chemicals. The project required roll out to all Business Units on a Global Scale, focusing initially on the United States and Europe, and ultimately to include Asia-Pacific. The project also required PwC Consulting to assist with Systems Integration, Program Management, Change Management and Process Alignment in both the US and Europe.
Further developments in the project scope include Full Integration to Back Office, Supply/Demand, Content Management and Customer Community Management.
E-Business - Systems Design/Implementation; Process Improvement
Pilot to Roll Out Duration – 9 Months
US – David Dickinson (Partner)Europe – Manuela Castro y Castro (Lead), Brian Adams (Director)
Chemical BUL Sponsor – Robin McGillGlobal Project Manager – Michael Petillo (US) European Project Manager – Nigel Stevens (Sunbury)
89
Chemicals Engagement Citations 054 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Project Target – Global ERP System Conversion
PwC Consulting assisted the conversion from multiple ERP systems (geographic and legacy company orientation) to a post BP/Amoco merger global (single) ERP system. The project scoped the United States, the UK and mainland Europe, and included Order, Procure to Pay, Finance, and Manufacturing value chain segments.
This project was designed to take 2 years to complete, and was sized at USD $60 million.
Technology Solutions - Systems Integration
2000 – 2002
John Davis, Lute Quintrell
Sue Rataj, Mike Desmond (Target Leadership)
90
Chemicals Engagement Citations 055 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Project Target (Project Step) – Global SAP Implementation
PwC Consulting was appointed to assess the options and possible approaches to implement SAP for BP Amoco Chemicals globally, across all Business Units. This project only included minimal business functions in its scope – Financials and Order to Cash only. The costs and benefits for other functions were also assessed for future implementation.
This project was designed on a multi-year scale with a 90-day delivery of functions.
Technology Solutions - SAP Systems Integration
2000 – 2002
Richard Loew (Project Manager), John Davis
Chemical CFO – Tony NocchieroChemical GPM – John RobinsonChemical IT – Nigel Wright
91
Chemicals Engagement Citations 056 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Prairie Rose SAP Implementation
PwC Consulting was appointed to implement SAP for the back-office activities at BP Amoco’s Prairie Rose start up Chemical plant, Canada. The implementation was designed to be completed in stages, and to include the provision of back-office accounting services for the plant.
Technology Solutions - SAP Systems Implementation
1998 – 1999
Sandra Ward (Project Manager), John Davis
Hal Yeich (Chemical BUL Sponsor)
92
Chemicals Engagement Citations 057 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Profit Centre Accounting Implementation
BP needed to upgrade to version 4.6 of SAP R/3 to facilitate changeover to the Euro in 2001. This could only be achieved if Profit Centre Accounting was implemented in SAP, therefore allowing the removal of the existing Business Line Reporting (BLR) modifications.
PwC implemented the SAP Profit Centre Accounting (PCA) functionality to capture balance sheet business results. PwC created conversion programs to move the balances from the BLR ledgers to PCA ledgers populating at the profit center level. Data was reconciled and new reports were created.
Technology Solutions/ Performance Improvement - SAP Systems / Finance Transformation
May 2000 – September 2000
Andy Brown, Sally Jerome
Clive Penfound, Patty Moses, Christine Brosnan
93
Chemicals Engagement Citations 058 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
E-Mail Invoicing – SAP/Microsoft Exchange Integration
Based on customer feedback, BP decided to offer the facility for invoices to be e-mailed to customers direct from the BP Chemicals Europe SAP R/3system. PwC integrated the SAP system with BP’s Microsoft Exchange server to generate output in SMTP format suitable for e-mailing. This lead to improved customer satisfaction and process improvement.
Technology Solutions - SAP Systems Integration
December 2000 – February 2001
Andy Brown, Julian Clubbe
Laura Peparini
94
Chemicals Engagement Citations 059 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Belgian Tolling – SAP Organisational Structures
Tolling is a contractual relationship between two parties whereby the toll manufacturer processes raw materials owned by the toll principal to produce a finished product. The toll manufacturer then invoices the toll principal for the costs of production and any additional components used. This scheme generates tax and organisational efficiencies in Belgium.
The PwC Project team created new organisational structures in SAP R/3 to reflect the changes to the tolling arrangements. Manufacturing process were changed and production and sales master data was split between the toll manufacturer and the toll principal. This project affected Polypropylene production at Geel, and Olefin production at Feluy.
Technology Solutions - SAP Systems Transformation
June – September 2000
Andy Brown, Dirk Peetermans
Mike Wall, John Steedman, Alain Duchene
95
Chemicals Engagement Citations 060 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Appryl Integration – SAP Solution for Supply-Chain Handling
Following the dissolution of Appryl (a joint venture between BP and Fina), there was a need to integrate manufacturing at Appryl with the sales and finance processes in BP Chemicals.
The PwC project team created an SAP R/3 solution for the supply-chain handling of the Grangemouth and Lavera Polypropylene products.
Technology Solutions/Performance Improvement - SAP Systems Implementation; Supply Chain Management
November 2000 – January 2001
Andy Brown, Dirk Peetermans
Mike Wall
96
Chemicals Engagement Citations 061 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
E-Procurement Integration – SAP & BP Amoco BuyerXpert Interface
BP developed an e-procurement solution based on the BuyerXpert application and Vitria middleware. It was necessary to integrate this solution with SAP R/3, the main ERP package for BP Chemicals in Europe and USA.
PwC built interfaces to allow purchase orders and acknowledgements to move between BuyerXpert and SAP. It was also necessary to create interfaces to update material master data with new prices from the web based catalogue. Later developments included passing interfaces through Vitria middleware to facilitate data mapping.
Technology Solutions - SAP Systems Integration
April 2000 to March 2001
Andy Brown, Sally Jerome, Martin Blackbourn
Mark Stanke, Gary Evans
97
Chemicals Engagement Citations 062 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
TMLA Manufacturing – SAP Organisational Structures
One of the lines at the Geel plant was switched to manufacturing a new product, TMLA. New processes and structures needed to be created in SAP R/3. Manufacturing was under a tolling arrangement. Tolling is a contractual relationship between two parties whereby the toll manufacturer processes raw materials owned by the toll principal to produce a finished product. The toll manufacturer then invoices the toll principal for the costs of production and any additional components used.
The PwC Project team created new organisational structures in SAP R/3 to reflect the new manufacturing and tolling arrangements. Manufacturing process were changed and production and sales master data was split between the toll manufacturer and the toll principal.
Technology Solutions - SAP Systems Transformation
February – May 2001
Andy Brown, Dirk Peetermans
Wilfried Schwartz
98
Chemicals Engagement Citations 063 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Amoco Chemicals Malaysia SAP Implementation
The ACM Malaysian Plant was brought on line in June 1996 as the world’s biggest single unit PTA plant. This important project engaged PwC Consulting to implement SAP R/3 FI, CO, MM, AM, PM, SD and HR modules to support the start-up operations. Relevant components of the GL, MM, and PM modules were implemented early in order to support the purchase and storage of spare parts.
Technology Solutions -SAP Systems Implementation
This project was initiated in Q1 1995 and was completed in Q2 1996.
99
Chemicals Engagement Citations 064 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Distributed Integration Web Front-End
PwC was engaged to create and implement web front-end and SAP interfaces for order fulfilment transactions to and from third-party chemical warehouses. A key issue in this project was the construction of ongoing support capabilities for the NACSU / Naperville Business Unit.
Technology Solutions - Systems Design / Implementation
Patricia Hughes (Centre Project Manager), John Davis (Centre Account Manager)
NASCU Order Fulfilment – Martha Rodriguez
100
Chemicals Engagement Citations 066 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Nitriles Transition
This project involved the preparation for and assumption of responsibility for Accounting functions for the BP Amoco Nitriles Business Unit. The function was transferred from Accenture (Andersen Consulting).
PwC Consulting was also required to provide ongoing accounting services to the Nitriles Business Unit on BP Amoco legacy systems.
Strategic Change; Finance Transformation
Project began 1st January 2000; Accounting function assumed 15 th April 2000.
Rick Davis, Caroline Horn (Centre Operations)John Davis, Ray Swiatek (Centre Account Manager)
Chemical BUL – David SourwineChemical Contract Manager – Scott Morgan
101
Chemicals Engagement Citations 065 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
AS 2000 – Sunbury Efficiency and Effectiveness
PwC Consulting was engaged in a Finance Transformation project that concentrated on improving the efficiency and effectiveness of BP Amoco’s Sunbury Business Unit. The project scope included Planning & Budgeting, Costing, e-Procurement, MI, and Service Level Agreements, and was sized at approximately £1 million.
Finance Transformation
November 1999 – December 2000
Neil McCormack
Tony Nocchiero, Alastair Weight
102
Chemicals Engagement Citations 067 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Euro Conversion – SAP Upgrade
In readiness for the changeover to the Euro Currency in 2002, BP Amoco converted all systems in Euro-zone countries to the Euro in 2001.
PwC Consulting converted all in-scope local currency fields in SAP R/3 to the Euro Currency. This was achieved through use of SAP’s Euro conversion toolset, but also needed changes to reports and interfaces. A separate project later converted HR master data, and HR outbound interfaces at the end of 2001 ready for the introduction of Euro notes and coins.
Technology Solutions
Main Conversion November 2000 – April 2001; HR Conversion December 2001
Andy Brown, Tony Lobban, Kevin Ashton
Stewart Gillies, Graham Ford, Clive Penfound
103
Chemicals Engagement Citations 099 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Joffre Plant Portal Project
This project was requested by BP Canada Chemicals Business Unit to provide the Joffre plant with web enabled tools for tracking progress and communication. Applications included re for KPI scorecard reporting for the plant, individual performance reporting, a suggestion box for process improvements, news alerts and major news gadgets and so on.
This project was jointly staffed between the PwC Calgary Business Process Outsourcing Centre and Omnilogic. The Chemicals Business Unit was able to re-use applications that were developed for the BP Chemicals portal in the United States (Chocolate Bayou).
Technology Solutions/eBusiness - Systems Implementation / Business Intelligence
Second Quarter 2001
Lawson Findlay, Sharon Knowles
Saghir Ansari
104
Chemicals Engagement Citations 104 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Zhuhai PTA Plant – SAP Implementation
BP Zhuhai have invested USD $360 million in a PTA Plant that will be productive in December 2002. PwC Consulting is engaged in implementing SAP systems, which represents part of a global roll-out of a template defined in Telsa by PwC.
The scope of this project includes SD, MM, PP, PS, PM, FI and CO SAP modules for over 140 users. The first phase is set to go live in April 2002; the second phase will go live when the PTA Plant goes into production in December 2002.
Technology Solutions – SAP Systems Implementation
September 2001 – December 2002
Jean-Francois Ausseur (Project Partner), Xia Ling Fang (Project Manager)
BP Project Manager – Yvo Mast
A business of
Gas & Power
106
Gas & Power Engagements Summary
107
Gas & Power Engagement Citations 048 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Maximo Extended Enterprise Implementations – Alberta, Canada
The project was a successful implementation of key Maximo Extended Enterprise modules across 16 gas sites and 4 liquids installations in 10 months.
This project had significant process improvement priorities including:•Standard naming conventions and processes•Enabling linkages of all material activities across Bus and vendors•Improved data collection and sharing facilities•Streamlined data extraction and conversion
Technology Solutions/Performance Improvement - Systems Implementation and Process
Improvement
September 1999 – July 2000
Jason Duff
108
Gas & Power Engagement Citations 068 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Irish Market Entry Strategy – Real Options Analysis
PwC Consulting delivered a Real Options Analysis to BP Amoco’s Global Power Business Unit, to assist with developing strategies for entry to the Irish Energy Market.
This project was designed to take 4 ½ months, offering the potential benefits of better understanding and proper management of risks, as well as identifying the best flexible asset management plan.
Strategic Change - Strategy
Michael Hurley (FAS London)
Global Power – Jose Cleves, Mark Siddle
109
Gas & Power Engagement Citations 071 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
BPO/APO Agreement – Canadian Finance/Accounting, IT and Administration
In Canada, BP Amoco awarded PwC BPO an additional $200 million Business Process Outsourcing contract to manage various functions including Finance, Accounting, Information Technology, and Administration. These services support the client’s Natural Gas Exploration and Production, and Gas Derivatives business in Canada, where BP Amoco is the largest Natural Gas company.
This agreement is believed to be the largest BPO contract in Canada, and the first of its kind in the country’s energy industry.
Operate – BPO Finance / APO Applications Support
Charles Kafoglis (Project Partner)
Tom Eubanks
110
Gas & Power Engagement Citations 100 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Gas Traders Portal Development
The project was to design, develop and implement a Gas Traders portal for BP Gas & Power management and traders worldwide. The main features included real-time alerts, weather and price tracking and analysis, peer collaboration and management information.
The project was managed and delivered using remote development in Calgary, Canada. It was an excellent success story for remote development with quality on time, within budget delivery.
The 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
March 2001 – October 2001
Sharon Knowles, Lawson Findlay
John Graham
111
Gas & Power Engagement Citations 101 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
NGL eBusiness Projects
The PwC Calgary Business Process Outsourcing Centre has worked with Commerce1 in delivery of several eBusiness projects to the BP Natural Gas Liquids Business Unit.
NGL have implemented web-based applications for delivery of marketing information, interacting with customers and suppliers, managing supply and demand. The BPO Centre played an key role integrating the new web-based applications with the core NGL operations, marketing and ERP systems.
Technology Solutions/eBusiness - Systems Implementation
March 2000 – Jan 2002
Sharon Knowles
Gord Macdonald, Grant Worner
A business of
Castrol
113
Castrol Engagements Summary
114
Castrol Engagement Citations 072 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
European Manufacturing Optimisation & Distribution Study (EMDOS)
Following the acquisition of Castrol by BP, significant, ambitious, multi-million synergy benefits were expected from the supply chain. The last strategic study of the supply chain configuration in Europe (EMSS/EDS) - which resulted in the formation of the heritage Castrol configuration - was in 1996. The acquisition by BP brought new assets to the manufacturing & distribution network, and several local/national projects were proceeding with no strategic overview or direction. The project determined the optimal configuration of the Consumer Europe supply chain in order to extract maximum synergy benefits from the combined BP and acquired (Castrol) assets, and assessed the benefits of a tax optimised supply chain structure
Strategic Change - Supply chain strategy - manufacturing & distribution network optimisation
Lubricants & Services BSS (Castrol) - Consumer Europe, Commercial North Atlantic & Global Marine Business Units
October 2000 - January 2001
Jonathan Dean, Peter Kite
Theo Vandenboom, Jeff Davies
115
Castrol Engagement Citations 073 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
Contingency Planning
In Europe the Consumer Europe & Commercial North Atlantic Business Units single source all products from the eight plants in the territory. This focused approach presents the potential for disruption to customer service should any major discontinuities occur in the supply chain network.
PwC facilitated a client team to design, test and implement business processes and procedures to identify alternative sources for business critical products and manage the supply chain network during such eventualities.
Performance Improvement - Supply Chain and Operations Strategy (SCOS)
Lubricants & Services BSS (Castrol) - Consumer Europe & Commercial North Atlantic Business Units
14th November 2001 until 1st February 2002
Michael Hawdon, Jonathan F Dean, Brian Watson
Theo Vandenboom, Bob Archibold
116
Castrol Engagement Citations 074 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
EMDOS - Atlantic (1)
The project followed as an outcome of the EMDOS project. Excess manufacturing capacity in northern Europe was addressed by closure of a small factory with products transferred to other larger factories - to achieve manufacturing synergies. Distribution of bulk & packed products were consolidated into a single outsourced distribution warehouse serving several countries, leading to $2m annual savings.
Strategic Change/Performance Improvement - Supply chain strategy - manufacturing network rationalisation
Lubricants & Services BSS (Castrol) - Consumer Europe Business Unit
January 2001 - August 2001
Jonathan Dean, Peter Kite
Theo Vandenboom, Jeff Davies
117
Castrol Engagement Citations 075 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
EDMOS - Germany (1)
The project followed as an outcome of the EMDOS project. Manufacturing efficiency in Germany is being addressed by transfer of products between factories - to achieve manufacturing synergies - and a package of process improvements to optimise resulting blending & filling operations ($5m annual savings).
Manufacturing process improvement
Lubricants & Services BSS (Castrol) - Consumer Europe Business Unit
January 2001 - August 2001
Jonathan Dean, Peter Kite
Theo Vandenboom, Jeff Davies
118
Castrol Engagement Citations 076 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
Seven Hills
High level evaluation of rationalisation benefits, costs and key business risks through reduction of excess manufacturing capacity. Considered several options for closure of three factories
Strategic change/performance Improvement - Supply chain strategy - manufacturing network rationalisation
Lubricants & Services BSS (Castrol) - Specialised Industrial Business Unit
February 2001 - March 2001
Jonathan Dean, Peter Kite
Thorbjorn Larsson, Andy Rodgers
119
Castrol Engagement Citations 077 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
Asterix
The last part of the Project Gold jigsaw was to assess the optimum supply & distribution strategy for the Atlantic region - France, Spain & Portugal. The project developed the business case for factory closure, distribution warehouse relocation and product transfers
Strategic Change - Supply chain strategy - manufacturing network rationalisation
Castrol Consumer Europe (pre acquisition by BP)
January 2000 - May 2000
Jonathan Dean, Peter Kite
Theo Vandenboom, Greg Chick
120
Castrol Engagement Citations 078 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
CRM & eCRM Strategy / Vision
This multi-faceted project spanned the European and United States Business Units, and involved the preparation of a CRM strategy to provide understanding of the change initiatives that were to deliver the optimum return from investment under the banners of Customer Contact Management, Sales Force Automation, and Telesales.
Initially, PwC Consulting provided the base case using the UK and Benelux, and then followed by rolling out the analysis throughout Europe to provide an overall change plan. In the US, PwC Consulting worked closely with the Director of eBusiness and the Director of IT to assist in the articulation of the Castrol Consumer NA CRM Vision.
Strategic Change - Customer Relationship Management Strategy
Nigel Williams
Business Information Director, Castrol Consumer Europe - Bertrand Boulin
121
Castrol Engagement Citations 079 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Executive Presentation of CRM Vision – Castrol North America
PwC Consulting was engaged to interface and interview executives at Castrol North America to draw their views on Customer Relationship Management (CRM), their projects /plans and status, and develop a statement of their corporate CRM vision. Castrol’s need was to provide their global corporate headquarters (BP Amoco) with their CRM Vision within two weeks. Castrol had a number of relevant initiatives started under the banner of customer centricity and need an executive statement of their efforts and learnings.
PwC Consulting was responsible for delivering upon this effort which included focused interviews of key Castrol executives, identification and consolidation of CRM vision components, documentation of completed and planned CRM initiatives, and development of a concise, focused presentation deck, suitable for explaining the CRM vision to management.
The deliverables helped the senior executives to add value to Castrol as well as the parent BP Amoco. PwC Consulting marketing expertise was demonstrated, supporting active proposal efforts.
Strategic Change - Customer Relationship Management Strategy
10th March 2001 – 15th April 2001
Richard I. Cohen (Project Partner), Steven Boykewich (Project Manager), Patricia Pasanello
122
Castrol Engagement Citations 080 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
CRM Strategy Development – Castrol Europe
This project engaged PwC Consulting to develop the current Castrol CRM solution to the next level of detail covering functionality and sequencing, fit to specific industry and country needs. The solution was prepared in the context of the likely future rather than that of existing business requirements, and includes specific country and area management buy-ins.
The project scopes 3 major elements of CRM – Sales Force Automation, Call Centre Automation, and Contact Management – all across Castrol Europe.
Strategic Change - Customer Relationship Management Strategy
January 2002 – March 2002
Chris Huckle (Project Partner), Bob Smith (Project Manager), Amar Shabbir, Deb Archibald
123
Castrol Engagement Citations 081 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
Euro Pricing Support
PwC was engaged to assist the design and prototyping of a pan-European pricing tool required to identify key threats from the introduction of the Euro, and also opportunities where product prices can be adjusted to improve profitability.
The project scope was to provide a proof of concept for the pricing tool using UK and Benelux data and frameworks for assessing the key risks for large European customers.
Technology Solutions - Systems / Software Development
Lubricants & Services BSS (Castrol) - Consumer Europe Business Unit
12th November 2001 – 31st January 2002
Nigel Williams, Gavin Potter (Project Managers), Raj Grover, Mike Teall
124
Castrol Engagement Citations 082 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
JDE Implementation for Euro Conversion (France/Germany)
Implementation of JDE to France and Germany to overcome Euro conversion costs.
Technology Solutions - JDE Systems Implementation
Lubricants & Services BSS (Castrol)
? - August 2000
Nigel Williams
Business Information Director, Castrol Consumer Europe - Bertrand Boulin
125
Castrol Engagement Citations 083 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
Transition into BP Amoco Back Office Model
Investigate and support the transition of Castrol into BP Amoco’s Back Office model.
Performance Improvement - Finance Transformation
Lubricants & Services BSS (Castrol)
August 2000 - ?
Nigel Williams
126
Castrol Engagement Citations 084 Project title
Brief description
Main focus
Stream
Project start/end date
Key PwC contacts
Key BP contacts
PIMS Castrol Supply Chain Maturity Profiling
PwC Consulting was engaged to complete a Maturity Profiling of the Supply Chain, incorporating a study of 15 companies and 48 plants across Europe.
Strategic Change / Performance Improvement – Supply Chain Management
Jonathan F. Dean
127
Castrol Engagement Citations 103 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Castrol Own Label / Category Management Strategy Assessment
PwC Consulting was engaged to assess the merits of Castrol moving into its own Label in Europe and North America, and deliver an informed strategy decision for BP Amoco Management.
Strategic Change
Christopher Mole, Janette Bell (UK); Frank Blod (US)
Martin Smith, Chris Kirkland
128
Castrol Engagement Citations 105 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
EIS - Programme Office
PwC established the Programme Office for this Pan-European Programme (based in Germany) to design and implement Industry Best Practice business processes for the company's Sales and Marketing, Supply Chain and Finance functions, utilising JD Edwards proprietary AS400 software.
Responsibilities included establishing the Programme Office infrastructure, assisting in the creation of Programme operational plans, managing the Programme Office on a day to day basis, forming part of the Programme Management team, and training/educating Design and Implementation team leaders in the use of project tools and techniques.
Establishing and running the Programme Office
March 1997 – March 1998
Peter Kite, Paul Wilson and David Field
David Hussey
A business of
Group / Corporate
130
Group/Corporate Engagements Summary
131
Group/Corporate 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 BlewittDigital Business Unit – David Beaney
132
Group/Corporate 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 ReviewDevelopment and Maintenance of an Internal Audit FunctionDownstream Security ReviewDisaster Recovery Planning and TestingEstablishment of SAP Security and Controls
Operate – BPO Finance / APO Applications Support
Project commenced July 1999 and is ongoing.
Kathy Cutlip, Winifred Whelan
Tom Blewitt
133
Group/Corporate Engagement Citations 085 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
BP Business Infrastructure Solutions (BiS) [Previously SAM]
Commercial managers working in BP's new and emerging markets were looking for a "one stop shop" to provide all the information they need when setting up effective business infrastructure from scratch, avoiding reinvention of wheels and repetition of previous mistakes. PwC Consulting [Transform] designed and built an information portal on the web which they can access on a real-time, need to know basis, tailoring the database so that it gives them what they need whether they are in a rapidly growing marketing business in Eastern Europe or in the early stages of a huge exploration project in Africa. The portal, housed on the BP intranet, guides them through HSE, finance, HR, legal and other infrastructure minefields. Transform designed the infrastructure of the portal, managed the stakeholder communication process, managed the development of the portal and were responsible for the collection and collation of the practical guidance.
Performance Improvement - Knowledge Management / Performance Management; Systems Implementation
September 2000 – April 2001
Mark Dawson, Jennifer Matheson (Transform), Simon Calvert
Richard Charnock, Ian Rushby (CFO Upstream)
134
Group/Corporate Engagement Citations 086 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Project Carbon (Kyoto Protocol Emissions Credits Incorporation)
This was a BP Amoco / PwC Consulting joint initiative to develop a methodology for evaluating the internal & external factors impacting the incorporation of GHG emissions reduction credits into the existing BP Amoco emissions trading systems.
This project, lasting 6 months, was based on the evaluation of 10 projects globally. Together with the BP Amoco Global Environmental Issues team, PwC Consulting presented finding to all business units through road show events, and followed with a presentation in the pre-COP meeting in Paris.
Strategic Change
Anthony Browne (FAS London)
Simon Worthington (Climate Change Manager)
135
Group/Corporate Engagement Citations 087 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
1999 Fair Market Value Study – Section 864(e)
PwC Consulting was appointed to complete a valuation update of the majority of tangible assets (upstream, downstream, and worldwide) of BP Amoco and British Petroleum America, for the allocation and apportionment of interest expense.
Valuation updates are conducted annually with a duration of approximately 3 months.
Strategic Change - Asset Valuation Assistance
Targeted end date – July 2000
Brian Moulton, Gary Brannon, Jim Dezart, Rob Chiang
James Nemeth, Bill Mangan, Murray Auchincloss
136
Group/Corporate Engagement Citations 088 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
BP E-Learning Preferred Supplier Status
The Digital Business Group within BP carried out an RFI process to select a number of preferred suppliers for a range of e-Learning consultancy services. These suppliers will help BP in their drive to harness the maximum potential that e-Learning offers. The chosen suppliers are recommended internally by the Digital Business Group for use on e-Learning projects across BP.
PwC Consulting [Transform] have been chosen to provide e-Learning services in the areas project management, instructional design and the development of bespoke end-to-end learning solutions.
Strategic Change - E-Learning
Ongoing
John-Paul Barker (Transform)
David Appleton
137
Group/Corporate Engagement Citations 089 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
BP e-Expenses – End User Awareness & Behavioural Change Management
The e-Expenses project aims to roll out a new electronic expenses system across BP, to enable employees to submit their expenses from anywhere in the world using the BP network. To do this successfully it is recognised that there is a need to communicate the changes to over 60,000 employees. Transform have been engaged to design, develop and project manage the production of two high quality, interactive CD based presentations, aimed at raising awareness and changing the behaviours of end users of the new system.
Strategic Change - Communications
Completion date: February 2002
Jennifer Matheson (Transform)
Ian Blake, Stephen Croft-Baker
138
Group/Corporate Engagement Citations 090 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Audit Support – 1990-1992 Fair Market Value Studies – Section 864(e)
PwC Consulting was appointed to assist BP Amoco in an ongoing U.S. Internal Revenue Service audit of the 1990-1992 Fair Market Value analysis. Support was provided from the Chicago, New York and Los Angeles offices.
Strategic Change - Audit Support
Brian Moulton, Gary Brannon, Jim Dezart, Rob Chiang
James Nemeth, Bill Mangan, Murray Auchincloss
139
Group/Corporate Engagement Citations 091 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Peoplesoft Conversion – HR Systems
PwC Consulting was engaged to provide assistance and consultation to BP Amoco throughout the conversion of the client’s HR systems to Peoplesoft. This project effected a seamless transition of the legacy systems supported by PwC BPO.
Technology Solutions
Jim Hinkley
Mike Prosen
140
Group/Corporate Engagement Citations 092 Project title
Brief description
Main focus
Project start/end date
Key PwC contacts
Key BP contacts
Project Rainbow - Review of SE UK Property Strategy (post merger with Amoco)
Helped the group property function (GPM&S) of the newly merged organisation to develop its real estate portfolio rationalisation plan. The combined portfolio was too large for the new organisation’s needs and further planned headcount reductions were expected to result in additional surplus space in future. We began by calculating the NPV for each building of vacating the building or remaining in occupation for 15 years. Then, using a portfolio optimisation model, we were able to identify every combination of these buildings which could satisfy the client’s expected future space requirement.
We combined this financial analysis with a qualitative evaluation against operational requirements. We also looked at range of possible future floor space volumes. In this way we identified a set of possible options capable of meeting the organisation’s operational needs at the lowest net present cost.
Performance Improvement - Real Estate and Capital Programme Management (RPM)
Intermittent between May 1998 and September 1999
Mike Perkis (RPM)
Richard Paver, Juliet Filose (GPM&S)
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Property Performance Framework
Reviewed BP’s property management policies and practices on a global basis; and developed and implemented a change management framework at one of its largest UK multi-occupied sites.
The primary objectives of the property management review were to highlight differences across BP’s sites and in particular across hemispheres; and establish the business rationale for introducing a global property framework.
Change management framework allowed BP to integrate its site processes, transformation-related projects and business as usual activity. The framework is now a blueprint for site management procedures at a number of other BP sites.
Performance Improvement - Real Estate and Capital Programme Management (RPM)
October to December 2000
Mike Perkis, James Graven (RPM)
Richard Paver, Juliet Filose (GPM&S EH), Martin Wells (Sunbury Site Manager), Murray Air (GPM&S GVP), Russ Cancilla (GPM&S WH)
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Managing the selection process for a new property database system
PwC Consulting engaged to help the client define user requirements for a new property database system and carry out fast track software evaluation to produce short list of vendors to be invited in for formal demo and interview. Objective is to have identified preferred vendor solution against ‘signed-off’ requirements within a 5 week start to finish timeframe.
Real Estate Systems - Real Estate and Capital Programme Management (RPM)
January to end February 2002
Tim Reynolds, Mike Perkis (RPM)
Richard Paver, Juliet Filose (GPM&S EH), Russ Cancilla (GPM&S WH)
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BP eDesk Gadget Development
This project required BPO Canada and PwC Consulting to develop Plumtree gadgets for the BP Group eDesk portal. The gadgets were intended to create a personalized user experience in eDesk with features such as SMS messaging and advanced customized links and searches.The project was sponsored by BP Group based in London, UK. The project was managed and delivered using development in Calgary, Canada. It was an excellent success story for remote development with quality on time, within budget delivery.
The 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
Oct 2000 – March 2001
Sharon Knowles, Lawson Findlay
John Spiers