Big Data Presentation v05

Big Data and
Oil & Gas
how big data can be used to gain valuable operational insight and to
assist in decision-making.
March, 2016
©2015 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International
provides no services to clients. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such
1
authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
Executive summary:
1. Setorial pain points
2. Opportunities and challenges
3. What is big data
4. Life cycle
5. Oil and Gas market drivers
6. Big data potential
7. How KPMG can help?
8. Next steps
2
The prudent energy supplier
must ask yourself…
What is next?
3
The prudent energy supplier
has on the table...
Inovation & Technology Future Energy
Demand
Pricing What new Complex Regulations

Strategy capabilities will be
required ?
Operation Assets Optimization What opportunities

Excellence and and challenges do
Sustentability these create ?
4
Rethinking my business
model...
What is around the corner?
Customer desires What you
Where do I want to play ? & External realties sell?
How do I want to win ? &
Internal
Business models do not last as long as they How you activities
used to – and digitization accelerates Make
disruption and rapidly shortens the cycle; $$$
Every organization must come to terms with
digitization and its effects, such as how:
• it will affect their industry and
competitive position;
Your goals
• their own organization can leverage &
digital capabilities. financial targets
5
Looking into my operations
model…
Invest the right resources in the right projects
• Initiate new projects with reliable analytics and integrated
processes to support quality work on time and within budget.
• Gain insights to support fact-based investment decisions (“world
without oil” article)
Maximize production without compromising safety or compliance
• Optimize asset performance through streamlined and integrated
processes.
• Enhance visibility into asset performance to improve maintenance
efficiency and proactively manage risk and safety.
Deliver greater value while consistently reducing the cost
• Streamline all financial functions with minimal error rates and self-
service reporting for business users.
• Work with efficient and effective planning and budgeting, detailed
reporting of costs and profitability, and quick and easy scenario
analysis.
6
Continuous Industry
Transformation
Although the oil and gas (O&G) industry has been highly automated and connected for decades, the
Internet of Things (IoT) will touch nearly every area of O&G operations and customer engagement, all
integrated by one plataform.
IoT in Oil and Gas will be focusing

on the key areas of:
• Big data
• Cybersecurity
• Automation
• Real-time analytics
• Industrial control networks
• HSE and process safety
7
The fourth industrial
revolution
First Second Third Fourth
Water and steam power Division of labor Electronics Datafication
Mechanical production Mass production Information technology Hyper-connectivity
Electricity Automated production Digital labor and
professional
augmentation
1800 1900 2000 Tomorrow starts

1784: First 1870: First 1969: First today…
mechanical assembly programmable
loom line logic controller
8
Disruptive technologies
Third industrial revolution:
Digital disruption
GPS Sensors Machine learning

Robotics Artificial Agile
Apps intelligence
Internet of things Natural language
Blockchain
Mobile
IPv6
DevOps
Data center
extension—cloud
FinTech
Mobile first
Personalization Social media
3D printing Big Data Predictive analytics

Cloud
Gamification computing
Storage in the cloud
Ubiquitous broadband
Motivational design Crowdsourcing
9
Disruptive technologies
Third industrial revolution: Fourth industrial revolution:
Digital disruption Disruptive capabilities
GPS Sensors Machine learning

Innovating by harnessing the
Robotics Artificial Agile confluence of digital disruption to:
Apps intelligence
Internet of things Natural language
Blockchain
Mobile
IPv6
DevOps
Data center
extension—cloud
FinTech
• Make almost anything
Mobile first
• Connect almost everything from
Personalization Social media
everywhere
3D printing Big Data Predictive analytics
Cloud • “Datify” and digitize almost everything
Gamification computing
Storage in the cloud
Ubiquitous broadband • Access extensive content and compute
Crowdsourcing
Motivational design • Automate thought processes
10
Five big bets for disruptive
technology Cognitive automation
Augmentation or replacement
of people
Omnichannel Transformation
for customer centricity
Internet of services Product as a service
Cloud dominance Everything in the cloud
Software development
Continuous delivery
at the speed of business
11
Continuous delivery
plataform
Software development at the speed of business
Drivers
• Customer expectations
• Urgency
• Inclusiveness
Environments
• Iteration Business Customer
• Quality Development
CODE
Product DEPLOY
PL Owner
AN
BUILD
OPERATE
Adjust
ASE
E Customer
R EL Feedback
MONITOR
TEST
Operations
12
The big dollars behind the big
data
89% $59.4
Of companies believes
that will lose maket
$8
share if do not adopt a
Big Data analytics
bi will be
spent on
just the
software
million is the
corporations
currently average
annual spending
strategy in the next year in 2018. on Big Data
initiatives.
of Oil and Gas bi will be spend EBITDA

companies list Big globally on Growth
87% Data analytics as one

of their top three
corporate priorities.
$114 hardware, software
and services related
to Big Data till 2018.
2x
of organizations that of companies are Stock
don’t adopt Big Data investing more than Price
75% will see some

negative effect on
their daily operations.
73% 20% of their overall
technology budget
on Big Data.
2.5x Appreciation
15
What is Big Data?
Big data includes information garnered from social media, data from internet-enabled devices (including
smartphones and tablets), machine data, video and voice recordings, and the continued preservation and
logging of structured and unstructured data. It is typically characterized by the four “V’s”:
The four V’s

• Volume: the amount of data being created is vast • Click stream
• Active/passive sensor
compared to traditional data sources • Log • Unstructured
• Event • Semi-structured
• Variety: data comes from different sources and is • Printed • Structured
being created by machines as well as people • Corpus
Volume Variety
• Speech
• Velocity: data is being generated extremely fast — a • Social media
process that never stops, even while we sleep • Traditional Big
Data
• Veracity: big data is sourced from many different
places, as a result you need to test the Veracity Velocity
veracity/quality of the data • Speed of generation • Untrusted
• Rate of analysis • Uncleansed
16
Big data cycle
Resources
Creation Processing Output and
Processes
Big data eliminates intuition

Decisions can be made with a structured approach through data-driven insight, including:
• Customer and product profitability
• Customer acquisition and retention strategies
• Customer satisfaction strategies
• Marketing segmentation
• Operations and performance management
• Supply chain and delivery channel strategy
17
Big Data Potential
Big Data and analytics technologies describe a new generation of technologies and architectures designed to
economically extract value from very large volumes of a wide variety of data (structured and unstructured)
by enabling high-velocity capture, discovery, and/or analysis.
Terabytes Data Volume Petabytes+
Structured Data Variety Unstructured
Batch Data Velocity Streaming
$ Value $$$
18
The power of becoming data-
driven
Analytics at scale: from descriptive to predictive Types of question (analytic class)
Data usage and setting
what should happen?

(Prescriptive)
Use near-realtimedata for new

what will happen? business processes
Business Value
(Predictive)
Modelling and planning

based on historic data
why did it happen?
drives decisions
(Diagnostic)
what happened? Dashboards show “what

(Descriptive) happened?” and niche tools
used for the “why?”
Data stored for in-domain
analysis in research or
operations
Implementation sophistication
19
Why is it so difficult?
• Operating companies don’t understand Big Data and Analytics
• Service companies show too much inertia in product development
• IT companies don’t understand the Oil industry
• Functional and technical domains speak different languages
• Challenges are often very-domain specific
• Culture of providing the right solution “off-the-shelf”
• Data is collected and stored in “chunks” and these chunks must be broken down by niche applications
for pre-defined tasks
• Data integration is possible but currently only occurs after complex and often one-off transformation
• Application workflows are rigid and compartmentalized –architectures exist to enable more flexibility
• It is a long journey from the data to the decision; operationalization of data shortens time-to-decision
20
Five big bets for disruptive
technology Cognitive automation
• Systems
CIO’s are challenged to respond
• Complex, inflexible legacy

• Large legacy system “mortgage”
Omnichannel
• Process
• Slow development processes and
methodologies
• Backlog of existing projects
Internet of services
• People and culture
• Incomplete understanding of business
• Poor relationships with business
Cloud dominance • Misaligned skills

• Risk averse culture
• Governance and context
• Challenging regulatory requirements
Continuous delivery • Lack of resources and funding
• Privacy and data concerns
21
How
KPMG is
helping
other
22
Asset integrity (Real-time)
Strategic
Process
Integrated Digital Operational Integrity
Capital and Hydrocarbon
Oil Su
Sp
fiel ppl
en
d y
d
Op Ch
Eff
er ain
ect
ati
Strategy Management ive Field Data Capture and Surveillance Commodity Management Risk Analysis and Governance
ons
nes
s
Real-time maintenance plan scheduling

Planning, Building and Integrated Planning and Refining and Plan Management Operational Risk Management
Commissioning Assets Performance Analysis
Operational Process
Supplier Discovery and Lifecycle Hydrocarbon Supply and Distribution
Field Execution Asset Integrity
Management
Commercial Sales and Retailing
Analyzing, Sourcing, and Order Environmental Stewardship

Collaboration Hydrocarbon Accounting
Procurement and Order Training and Certification

Collaboration
Support
Process
People
© Accenture, 2009and
All Rights Reserved Finance IT Management Technology Solutions
Talent
With Big Data

Today Technology
• Manual and error-prone process • Schedule all maintenance plans
Improve of preselecting maintenance within a specific timeframe
quality of preventive plans • Plan several times a day
maintenance program • Potential lack of objects (instead of once a week) for up-
necessary for automatic to-date scheduling information
generation of maintenance in maintenance operations
orders
• Maintenance plan scheduling • Accelerate mass transactions

Reduce that consumes a great deal of • Preselect plans due to speed the
time for maintenance time process significantly
plan scheduling • High number of maintenance
plans that need to be scheduled
frequently
Easier and more flexible scheduling of maintenance plans that leads to real-time adjustments based on
asset usage and therefore to better uptime, fewer failures, and mitigation of production losses.
KPI improvements are high-level estimates and will have to be validated for each customer situation.
© 2015 KPMG Consultoria Ltda, uma [estrutura legal] brasileira e firma-membro da rede KPMG de firmas-membro independentes e afiliadas à KPMG International Cooperative (“KPMG International”), uma entidade suíça. Todos os
direitos reservados. Impresso no Brasil.
23
Asset integrity (Real-time)
Strategic
Process
Oil Su
Sp
fiel ppl
en
d y
d
Op Ch
Eff
er ain
ect
ati
ons
nes
s
Real-time spare parts planning

Operational Process
Management


Collaboration
Support
Process
People
Talent
With Big Data

Today Technology
Reduce • Decisions often based on • Faster replanning to allow more
periodic material requirements frequent MRP runs in shorter
out of stocks
planning (MRP) runs and cycles
outdated information; process • Instant reaction to demand
done in batch changes and updates to the
supplier
• Demand information propagated
through the supply chain more
quickly
Decrease
inventory and safety • Inability to replan quickly if More frequent MRP runs:
stocks conditions change due to long • Allow reduction in inventory
run times and safety stock levels
• Difficult prediction of inventory • Accelerate information flow to
coverage for critical parts suppliers to enable them to react
to changed planning conditions
more quickly
24
Asset integrity
Strategic
Process
Oil Su
Sp
fiel ppl
en
d y
d
Op Ch
Eff
er ain
ect
ati
ons
nes
s
Warehouse management
Operational Process
Management


Collaboration
Support
Process
People
Talent
With Big Data

Today Technology
• No up-to-date view of the • Real-time access to complex
Reduce inventory situation inventory management data
inventory levels by
2%–5%
• Need for accurate display of • Real-time stock insight and

Improve actual stock to react to stock inventory monitoring
SLA with real-time shortfalls quickly
product allocation
• Time-consuming reporting on • High-performance inventory

Optimize inventory management management with large volumes
working capital of documents
• Higher process efficiency in
adjacent procurement processes
25
Planning, building, and
Strategic
Process
Oil Su
Sp
fiel ppl
en
d y
d
Op Ch
Eff
er ain
ect
ati
ons
nes
commissioning assets
s
Operational Process
Management


Collaboration
Support
Process
People
Talent
Project management
Today
With Big Data
Technology
• Project members experience long • Faster access to my tasks and my
Increase waiting times when starting the projects
user productivity project and task dashboards. This • Accelerated access to project,
situation reduces user productivity task, and checklist items
when working on several projects
dashboards
and tasks across projects.
• Updates on multiple tasks are • Ability of project team members

Reduce inefficient and time-consuming to confirm times, status, and
time for task because project team members dates and to attach documents
confirmation confirm tasks one by one to for several tasks at once
reduce waiting times. • Increased user productivity
• Searching for documents across • Accelerated search for

Improve projects takes a very long time for documents
search for documents a large portfolio of projects. • Accelerated ability to find
and project elements • The process of finding projects, projects or tasks by responsible
tasks, and phases by those
project member
responsible is slow.
26
Planning, building, and
Strategic
Process
Oil Su
Sp
fiel ppl
en
d y
d
Op Ch
Eff
er ain
ect
ati
ons
nes
commissioning assets
s
Operational Process
Management


Collaboration
Support
Process
People
Talent
Project management (PS)

Today
With Big Data
Technology
Increase • Long wait and locking times • Reduced waiting and locking
along business processes hinder times of critical transactions
user productivity and
project execution and the along the end-to-end process
end-to-end process
flexibility needed to react to result in higher process
efficiency
deviations. efficiency and improved
• User acceptance is reduced due employee productivity.
to affected usability in handling
large amounts of project data. • Acceleration of project information
system reporting and new project line
Improve item reporting deliver faster insights.
transparency and • Real-time analysis of high • Early insight in deviations and risks
volumes of data for complex, enable timely corrective measures by
decision support to take
long-lasting projects or cross- highlighting deviations in real time.
appropriate corrective • Planned: Project execution cockpit
measures in time project monitoring is
enables project managers and
challenging due to high data employees to analyze the status and
volumes. progress of one or more projects in
• Due to missing 360 degree real- execution from an end-to-end
time transparency across perspective at maximum speed with
applications deviations in costs, real-time data and to derive and
time, resources, or quality are execute actions wherever applicable.
seen too late in the process.
27
Refining and plant
Strategic
Process
Oil Su
Sp
fiel ppl
en
d y
d
Op Ch
Eff
er ain
ect
ati
ons
nes
management
s
Operational Process
Management


Collaboration
Support
Process
People
Talent
Global plant performance

Today
management
With Big Data
Technology
• Inability to gather and visualize • Combines quantitative performance
Improved data from production in real time measures with qualitative context
return on assets, costs to improve the status of and reasons for performance issues
of goods sold, and manufacturing performance • Combines plant performance with
product quality within and across multiple sites business context
• Inability to understand where • Facilitates corrective action at the

Increased machine maintenance issues and plant level and across plants
resource utilization and bottlenecks exist in production • Enables broader supply chain,
asset uptime • Need to capture the root causes for sustainability, financial, and
downtime, efficiency loss, and poor enterprise performance
quality improvements
• Unplanned downtime, suboptimal • Allows enterprise-level overall

Reduced performance, and poor product equipment effectiveness (OEE) to
unplanned downtime, quality all contribute to decreased roll up plant-level OEE for
changeover, and waste asset utilization, poor product enterprise analytics and comparing
by yields, increased costs, and reduced assets and performance across
customer responsiveness multiple sites
5%–10%
28
Commercial sales and retailing
Strategic
Process
Capital and Integrated Digital
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
ly Operational Integrity
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns
Strategy Management Field Data Capture and Surveillance Commodity Management Risk Analysis and Governance
Contact management with interaction center

Operational Process
Hydrocarbon Supply and
Supplier Discovery and Lifecycle Distribution Asset Integrity
Management Field Execution


Collaboration
Support
Process
People
Talent
With Big Data

Today Technology
• Missing real-time insight into • New configuration options for
Increase operational procurement reporting procurement analysis
transparency • Lack of functions to create • Modern and easier-to-consume
operational procurement–related user-interface
reporting dynamically in a modern
user interface
• Slow and costly paper-based • Complete visibility into end-to-

Improve processes end procurement activities
procurement • High transaction costs
operations cost by
20%
• Long-running transactions while • Real-time insight and easier-to-
Reduce posting documents with a high manipulate information
process number of line items • Accelerated long-lasting
effectiveness • Frequent errors yield to processing of purchasing
maverick spend documents
29
Accounting and financial close
Strategic
Process
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns
Entity close
Operational Process


Collaboration
Support
Process
People
Talent
With Big Data

Today Technology
• Long-running processes • More time for analysis, less
Minimize • Time-intensive reconciliations overtime, or earlier publishing of
time to close the • Limited time for analysis financial results through faster
entities’ books by period-end processes and better
50% reconciliation
• Inefficiencies due to manual • Increased efficiency through

Reduce processes and low automation smarter reconciliation and
cost of financial • Missing financial excellence reporting, reducing operating
reporting by results in higher cost of equity costs and improving stakeholder
40% on the capital markets satisfaction
• Difficulties in supporting • Real-time analytics down to the

Enhance parallel financial reporting lowest level of detail –
compliance and standards on a global basis and delivering quality at source,
accuracy by in simulation of scenarios transparency, and process
efficiencies
50%
30
Financial performance
Strategic
Process
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns
management
Operational Process


Collaboration
Support
Process
People
Talent
Planning, budgeting,
Today
and forecasting With Big Data
Technology
• Planning performance limited to • Smooth replication of master
Improve OLAP; staged cubes for and transactional data from
service level transactional and master data Business Suite
performance • Availability of more granular
data to support planning
• Data-load performance driven by • Negation of Big Data challenge to

Reduce the amount of data extracted from allow for faster extract and
cycle times and manual Business Suite activation times for days sales
effort • Reporting, loading, and retraction outstanding (DSO)
performance that limit planning • Iterative planning and real-time
iterations simulation supported through
improved performance
• Drilldown within OLAP cube • Improved performance for drill-

Minimize and drill-through to data in down (expand) and
operating costs Business Suite and OLTP data consolidation (collapse)
within standard times • Fast drill-through and live view
of transactional data in
Business Suite
31
Strategic
Process
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns
management
Operational Process


Collaboration
Support
Process
People
Talent
Profitability and cost

Today
analysis With Big Data
Technology
• Data latencies and process delays • Timely execution of critical
Improve affect the ability to react to issues business processes that supports
service level and opportunities decision making and increases the
performance • Lack of data depth and user self- ability to act swiftly (insight to
service affect internal decision- action) in dynamic market
making environments
• Long-running processes • Critical transactions and

Reduce • Time-intensive data queries calculations that run quickly
cycle times and manual • Primarily manual data analysis • Instant response times on queries
effort by • Prebuilt analytics that automate the
data analysis process
40%
• Substantial amount of effort • Leaner processes from data
Minimize (time spent) not directly adding capture through data analysis
operating costs value • Increased productivity through
• Suboptimal resource efficiency process-optimized analytics and
and effectiveness mobile support
32
Strategic
Process
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns
management
Operational Process


Collaboration
Support
Process
People
Talent
Financial and managerial

Today
reporting With Big Data
Technology
• Risk of noncompliance due to • Timely execution of compliance-
Improve unfulfilled (overruns in) audits relevant validation tasks
service level • A lot of data; decision-relevant • Increased end-user satisfaction
performance information not readily available (accurate, detailed, visualized,
• Data analysis not supported or timely, and actionable information)
automated
• Long-running batch jobs and • Accelerated key, critical-path

Reduce reports processes and reports
cycle times and manual • Time-intensive data analysis • Instant response time on most data
effort analysis queries
• Large number of time- • Elimination of workarounds and

Minimize consuming, and non-value- data latencies
operating costs by added processes required to • End-user data analysis through
provide (access) accurate, up-to- self-service means (with Business
10% date information Objects business intelligence
solutions)
33
Strategic
Process
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns
LoB Sales
Operational Process


Collaboration
Support
Process
People
Talent
With Big Data

Today Technology
• Missed market opportunities due to • Agile marketing to respond faster
Improve lack of visibility and inefficient to changing market dynamics and
profitability by processes opportunities
• New analytical data-mining
0.5% capabilities on Big Data (social
media and predictive)
• Data explosion, driven by new • Near-real-time monitoring and

Optimize level of connectivity of reporting on marketing
return on marketing consumers through mobile performance
investments by devices and social networks
15%
• Data in disparate sources, • One central place for collecting all
Increase preventing a true 360-degree customer data, leading to a 360-
customer view of the customer degree view of customers in real
satisfaction by time
• Precision marketing to personalize
40% every interaction with the customer
34
Strategic
Process
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns
LoB Marketing
Operational Process


Collaboration
Support
Process
People
Talent
With Big Data

Today Technology
• Difficulty in distinguishing • Easy identification of profitable
Increase profitable customers in the customers with account
profitability by customer pool intelligence analytics
• Faster transaction search functions
0.5%
• Inability to identify gaps in the • Complete transparency into sales

Increase sales pipeline, leading to missed pipeline based on real-time
percentage of sales reps targets information with unlimited drill-
achieving quota by down functions
17%
• Extraction of actionable • Real-time analysis of Big Data to
Improve information from enterprise-wide understand buying patterns better
offer win rate customer data to maximize the • Real-time access and assembly of
chance of a sale all data including social and sales
• Minimal insight into buying data
preferences of customers in social-
data context
35
Strategic
Process
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns

Operational Process


Collaboration
Support
Process
People
Talent
With Big Data

Today Technology
• To successfully resolve customer • With the new agent inbox based on
Decrease issues, companies need to be able HANA, users can more easily
average handing time to locate the right experts or search for relevant experts – in
(AHT) by 50% resources within the organization

quickly, whether they reside inside
their own team or elsewhere in the
organization – to dispatch or
the contact center or elsewhere. escalate issues to the best-suited
employee roles
• Managers and supervisors lack • A new interactive work

Improve actionable reporting and distribution dashboard provides
SLA compliance visibility into the workload of supervisors with actionable
their teams. insights into the workload of
their teams and employees
• A high volume of customer • Searches in the interaction center

Reduce records and interactions result in are significantly faster including
increased search times and account searches, interaction
service cost by 20% greater difficulty in locating history, and the customer fact
specific customer records. sheet
36
Strategic
Process
Sp Oi
Hydrocarbon
en lfi
Su
d el
pp
Ef d
fe O
C
cti pe
ha
ve ra
in
ne tio
ss ns

Operational Process


Collaboration
Support
Process
People
Talent
With Big Data

Today Technology
• Missing real-time insight into • New configuration options for
Increase operational procurement reporting procurement analysis
transparency • Lack of functions to create • Modern and easier-to-consume
operational procurement–related user-interface
reporting dynamically in a modern
user interface
• Slow and costly paper-based • Complete visibility into end-to-

Improve processes end procurement activities
procurement • High transaction costs
operations cost by
20%
• Long-running transactions while • Real-time insight and easier-to-
Reduce posting documents with a high manipulate information
process number of line items • Accelerated long-lasting
effectiveness • Frequent errors yield to processing of purchasing
maverick spend documents
37
Next steps
• KPMG offers a proven methodology and approach to discover the customer-specific business
improvement areas and quantify value potential.
• We suggest such a workshop with your line-of-business and IT experts.
• As starting point, we recommend a performance and usage analysis of your current system.
38

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Big Data and

Oil & Gas

Pricing What new Complex Regulations

Operation Assets Optimization What opportunities

IoT in Oil and Gas will be focusing

1800 1900 2000 Tomorrow starts

GPS Sensors Machine learning

Personalization Social media

3D printing Big Data Predictive analytics

GPS Sensors Machine learning

Internet of services Product as a service

Cloud dominance Everything in the cloud

of Oil and Gas bi will be spend EBITDA

87% Data analytics as one

75% will see some

The four V’s

Big data eliminates intuition

Terabytes Data Volume Petabytes+

Structured Data Variety Unstructured

Batch Data Velocity Streaming

Data usage and setting

what should happen?

Use near-realtimedata for new

Modelling and planning

what happened? Dashboards show “what

• Complex, inflexible legacy

Cloud dominance • Misaligned skills

Real-time maintenance plan scheduling

Commercial Sales and Retailing

Analyzing, Sourcing, and Order Environmental Stewardship

Procurement and Order Training and Certification

With Big Data

• Maintenance plan scheduling • Accelerate mass transactions

Real-time spare parts planning

Commercial Sales and Retailing

Analyzing, Sourcing, and Order Environmental Stewardship

Procurement and Order Training and Certification

With Big Data

Commercial Sales and Retailing

Analyzing, Sourcing, and Order Environmental Stewardship

Procurement and Order Training and Certification

With Big Data

• Need for accurate display of • Real-time stock insight and

• Time-consuming reporting on • High-performance inventory

Commercial Sales and Retailing

Analyzing, Sourcing, and Order Environmental Stewardship

Procurement and Order Training and Certification

• Updates on multiple tasks are • Ability of project team members

• Searching for documents across • Accelerated search for

Commercial Sales and Retailing

Analyzing, Sourcing, and Order Environmental Stewardship

Procurement and Order Training and Certification

Project management (PS)

Commercial Sales and Retailing

Analyzing, Sourcing, and Order Environmental Stewardship

Procurement and Order Training and Certification

Global plant performance

• Inability to understand where • Facilitates corrective action at the

• Unplanned downtime, suboptimal • Allows enterprise-level overall

Contact management with interaction center

Commercial Sales and Retailing

Analyzing, Sourcing, and Order Environmental Stewardship

Procurement and Order Training and Certification