• For one of the US’s largest petrochemical producers, assisted a plant team to de-bottleneck and develop a plan the future of its petrochemical terminal facility (rail, inland barge, ocean tanker) and tankage. This evaluation included forecasting, operations analysis, identification of best terminal and carrier practices, coordination with customers and sister facilities, and evaluation of risks, reliability, and recovery/contingency planning. As a consequence of this study, the expanded capacity at the plant supported additional investment in two large new production lines, and a reduction in congestion and scheduling problems.
• For one of Latin America’s largest integrated petroleum and petrochemical refiners and distributors, DMA consultants helped reduce costs of marine and terminal operations through a wide range of initiatives. This included the de-bottlenecking of tanker terminals, improved refinery-terminal coordination, improved forecasting and inventory control techniques, re-assignment of storage tanks ashore, re-assignment of tankers, new cargo handling procedures, and improved fleet and terminal reliability. This project has resulted in steps that are reducing marine logistics costs by 15 percent and have dramatically improved service reliability.
• For a large petrochemical producer with a number of plants and a large fleet of inland river barges, DMA consultants conducted an evaluation of the requirements for and utilization of the fleet by various chemical producing divisions. This resulted in recommendations that improved planning and coordination and increased the accuracy of production and inventory planning. The requirements for barge capacity were reduced by more than 25 percent.
• For one of the nation’s largest pipeline companies, DMA consultants were engaged to transform the pipeline. Working with company teams, DMA consultants has helped the company to: 1) improve understanding of customer needs; 2) develop marketing strategies; 3) adapt to various regulatory orders; 4) reorganize to adjust to changing market conditions; 5) establish a customer account management system; and 6) re engineer the marketing regulatory, and operations processes to better serve customers. This work has resulted in: 1) a clearer strategic direction; 2) an alignment with customer needs; 3) smoother processes; 4) customer and internal measurement systems; 5) changes in culture that included new rewards and incentives.
• For a large US integrated oil company, DMA consultants worked closely with a client task force to develop a strategy for its petroleum products terminals. The terminals were segmented by type and then evaluated within a framework that considered the benefits and costs/risks of four options: continued independent operation for proprietary us; independent operation as a third party provider; joint venture operations; and combined operations in a multi-party venture. The evaluations considered internal and external customer needs, costs, capacity, and the risks inherent for each terminal type. Ultimately a strategy that could reduce corporate costs by approximately 15 percent was developed.