Questions On Oil And Gas Management

The oil and gas industry is expansive and rather complex industry consisting of oil, fossil fuels, natural gas, oil and green energy sources. Combined the above sources make-up 32% of total energy consumed worldwide.

Pearce, J. A. & Robinson, R. B. (2013). Strategic Management: Planning for Domestic and Global Competition (13th ed). New York, NY: McGraw Hill.

This report is going to discuss the oil and gas production, exploration and fields in Bulgaria. The Bulgarian energy sector is comparably small in global terms, but is rather sizable in the country’s industrial portfolio. In detail, I will start the discussion with Morphotectonic provinces of Bulgaria and Bulgarian basins. I will introduce the 5 morphotectonic provinces and several Bulgarian basins. Then I will talk about the oil and gas fields in Bulgaria. The most popular oil and gas fields in Bulgaria are Tjulenovo Oil and Gas Field, which is located at the Black Sea coast on the northern slope of the Varna basin and was discovered in 1951 and is still producing, Dolni and Gorni Dubnik Oil and Gas Fields, these fields are located in the southern part of the Lorn (Moesian) Depression and Chiren Gas-Condensate Field, which is located in the west Fore-Balkan.

Strategic Perspectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

September 5, 1927 marked a turning point in the history of oil exploration. Before then, to assess the composition of subsurface rocks to find oil pay-zones, scientists had to rely on core samples brought up from boreholes. These were highly unreliable and drilling companies frequently missed oil zones. Conrad Schlumberger had the idea of running an electrical probe into the drilled borehole to measure resistivity through the formation. This first log taken in the Alsace region of France was a simple hand-plotted graph, but it effectively aided engineers to “view” what was inside the

Strategic planning is an extroverted approach to long term planning. The top-level management generally achieves the vision of the business by using this process. Strategic development is concentrated towards the planning of vision, mission, and oppositions of the business. The analytical process examines the macro and microenvironment. This process defines the question of where the organization wants to be in the future and what needs to be done to lead the company towards its final goal. This procedure is not to be implemented for one specific department but instead, for the entire business. The SWOT Analysis, PEST Analysis, Porter’s 5 forces Analysis, BCG Matrix and Portfolio Analysis are tools that help the executives design the strategy

The strategic management tool also includes on this paper. The tool that I used in the organisation is SWOT (Strength, Weakness, Opportunities, and Threats) analysis, and also noted the advantage and disadvantage of the said analysis. The SWOT analysis is usually use by the organisation because it can easily detects the strength and weakness in the internal environment and the opportunities and threats outside the organisation. I also included some advantages and disadvantages of the said

This analysis is conducted on the Porters Five Forces theory that is crucial for effective strategic decision-making, the five forces that shape industry competition are:

A good and successful article is an article that is logically organized and does not disrupt the flow of thought and content that is provided in the piece of work as well as a good writing style which keeps the reader engaged throughout their read. The author Andrew Nikiforuk has created a nice and logical structure within his article. He starts by stating how Europeans felt towards Canada before and continues by explaining what has changed their stance towards Canada. He then leads on by describing oil and the specifics of the oil Canada is refining while noting its problems along the way while recounting how Canada changed, explaining why those changes transpired. Towards the end

Executive Summary.……………………………………………………………….2 Problem Statement ………………………………………………………………...2 Situational Description and Strategic Analyses …………………………………...3 Strategic Analysis Overview & History.……………………………………………..3 External Environment.……………………………………………6 Internal Environment.…………………………………………….6 Intellectual Assets.……………………………………………......9 Strategic Formulation Business Level

In this question we saw how to use industry and competitive analysis to assess the attractiveness of a company 's external environment. In this chapter, we discuss how to evaluate a particular company 's strategic situation in that environment. Company situation analysis centres on five questions:

Hitt, M., Ireland, R., Hoskisson, R. (2013) Strategic Management: Competitiveness & Globalisation, 10th edition, Cengage Learning

Companies working in the current environment are keener to focus on the work pattern and business changes within the business market all over the world to determine their work strategy and maintain their competitive advantage (Wrisberg, et al., 2012). For the purpose, companies utilise different analytical tools to identify the internal and external factor that could directly or indirectly affects the business of the company. Some of the well-known analytical tools companies utilise to evaluate situational analysis include PESTLE analysis, SWOT analysis, Porter’s five forces, STEEPLE analysis, and others. The situational analysis helps the company to define its potential consumers, market growth, competitors and a realistic assessment of the business company that help them to maintain its competitive advantage (Newbery, et al.,

Porter (1980) created a model which considers five important forces (Porters five forces) which aims to establish a profitable and sustainable position against the forces that determine industry competition, therefore position themselves within it and differentiating themselves where necessary in order to strategically gain a competitive advantage - this model gives vision of: Threat of new entrants, Threat of substitute products or services, Bargaining power of customers , Bargaining power of suppliers and Intensity of competitive rivalry (Porter 1980). Using models and academic theory like this allows strategy to be formed through a rational and an analytical process. Chandlers (1962) cited in (Lomash 2003) suggests the analytical process is about the determination of long-term clear goals, adopting actions to achieve these goals and then building the resources within the organization around this strategy in order to ensure it succeeds. Johnson (2005), likewise, simply suggested a three step approach to strategy - analysis, choice and implementation which goes hand-in-hand with intended strategy.

The oil and gas industries involve a high amount of documentation for both transportation as well as extraction and field services. Activities are highly regulated, and subject to oversight from Federal Energy Regulatory Commission (FERC), the Department of Transportation (DoT), the Environmental Protection Agency (EPA), and the Department of the Interior (DoI). That said, the process of regulation is trending toward a more digitized system, with organizations like FERC having their own submission portals that implement a “fill-in-the-blank” platform to complete forms. However, not all forms have yet been converted to digital submission even in agencies with online portals, and other agencies still remain reliant on