Shell Adopts Global Supply Chain Process to Increase Profitability and Drive an “Enterprise First” Strategy
公司规模
1,000+
地区
- Europe
国家
- Netherlands
产品
- aspenONE Planning & Scheduling
- aspenONE Supply & Distribution
- Aspen PIMS
- Aspen Petroleum Scheduler
- Aspen Collaborative Demand Manager
- Aspen Petroleum Supply Chain Planner
技术栈
- Supply Chain Management
- Demand Management
- Inventory Optimization
实施规模
- Enterprise-wide Deployment
影响指标
- Cost Savings
- Innovation Output
- Productivity Improvements
技术
- 平台即服务 (PaaS) - 连接平台
- 平台即服务 (PaaS) - 数据管理平台
适用行业
- 石油和天然气
适用功能
- 离散制造
- 采购
用例
- 需求计划与预测
- 预测性维护
- 供应链可见性(SCV)
服务
- 软件设计与工程服务
- 系统集成
关于客户
Shell is a global group of energy and petrochemical companies headquartered in The Hague, Netherlands. Its corporate strategy is 'More Upstream, Profitable Downstream,' utilizing technology and innovation for sustainable development that delivers growth for shareholders. As part of Shell’s Global Supply Excellence Program, the company focuses on three key management objectives: operational excellence, flexibility to respond to market opportunities, and margin optimization across the supply chain.
挑战
Shell, a global group of energy and petrochemical companies, was facing inefficiencies and limited flexibility due to the independent operation of its many refineries. The actions of one refinery could adversely affect another in the same region, leading to higher costs and lower overall profits. Each refinery conducted business in its unique way to increase profit margin, but such 'siloed' operations often resulted in inefficiencies and lower margins. Shell identified uncommon operating procedures at each of its refineries, which led to these inefficiencies and lower margins.
解决方案
To address these challenges, Shell’s management team created the Enterprise First initiative, which focused on standardizing and simplifying business processes across all of Shell, standardizing technology solutions that support the standardized business processes, and optimizing profit margins across the supply chain. Shell reviewed its business processes and discovered that many refineries had developed their own supply chain planning and operational processes. By standardizing these practices, Shell could improve efficiency. Shell also discovered a large number of home-grown spreadsheets and obsolete one-off applications supporting the refineries, resulting in high support, maintenance, and training costs. By standardizing IT applications across its refineries, Shell could reduce operational costs and respond faster to changing market activities. The key enabler of the Enterprise First initiative is aspenONE for refining and marketing.
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