INTRODUCTION OF THE SUBJECT
This is my master final project report for the award of my Master Decree in Business Quality and Performance Management Program in 2015
This report addresses the challenges faced by my company amid fluctuating oil prices The recent decline in crude oil prices, dropping to approximately USD $35 from around USD $100, has prompted energy exploration and production companies to reevaluate their strategies In response to the depressed market, these companies are now prioritizing efficiency, aiming to maximize petroleum extraction while minimizing costs.
Which the current plumping of oil price, an effective supply chain management will become more and more important than ever
The oil and gas industry requires substantial capital investment, making the management of complex major projects particularly challenging Shareholders demand greater efficiencies in supply chain management to achieve improved return on investment and reduced risk, all while adhering to tight schedules and budgets and prioritizing safety Consequently, effective supply chain management emerges as a critical success factor for exploration and production projects in the oil and gas sector.
This report examines the key challenges faced by Lam Son Joint Operating Company, an exploration and production oil and gas firm, throughout its supply chain process It offers recommendations aimed at enhancing the effectiveness and efficiency of supply chain management By integrating various aspects of supply chain management, the report seeks to establish a framework that can be adapted for similar exploration and production operators in Vietnam.
Lam Son JOC is currently in the production phase, where meticulous planning of operational activities is essential for success Timely deliveries and proper inventory management of equipment and services are crucial for an efficient supply chain, as the output of one activity serves as the input for the next The supply chain management system at Lam Son JOC functions as an integrated framework within the organization To enhance the supply chain process, it is important to thoroughly understand and analyze each stage of Lam Son JOC's supply chain, identifying key issues that the company faces Based on this analysis, targeted recommendations will be provided to facilitate significant improvements in the system.
OBJECTIVES
This paper investigates and analyzes the total supply chain process of Lam Son JOC, aiming to enhance its effectiveness and efficiency The goal is to provide suggestions that will improve the overall supply chain management, thereby boosting the competitiveness of Lam Son JOC.
This report provides a comprehensive analysis of Lam Son JOC's total supply chain process, highlighting key challenges the company currently faces By investigating these issues, the report aims to recommend targeted improvements at each stage of the supply chain The primary objectives include offering an overview of the supply chain, identifying critical challenges, and proposing effective solutions to address these issues.
Having a competitive supply chain management could let the Company: ü Minimize of material procurement ü Maximize of manufacturing capacity ü Meet production numbers ü Respond quickly to market opportunity
METHODOLOGY
The report methodology utilized a combination of primary and secondary data, allowing the author to systematically analyze the challenges at each stage of the company's total supply chain process.
The primary data will be collected from the casual interviews were conducted with key personnel throughout the organization during breaks and free time
Interviews, as defined by Hussey (1997), are interactive dialogues used to gather data and understand people's opinions on specific topics In this study, unstructured interviews were conducted within the company to explore current issues, allowing participants to express their thoughts more freely than in standardized formats The insights gained from these interviews were crucial for identifying various perspectives on the problems at hand and for formulating potential solutions The interview questions were strategically designed to align with the study's objectives, focusing on key areas such as the overall supply chain process.
Secondary data will be collected from various literature sources, including databases, journals, newsletters, seminar papers, and the internet, to identify and understand the identified problems by compiling relevant figures and facts.
This report focuses on enhancing the supply chain management process specifically for Lam Son JOC, laying the groundwork for future research It aims to develop a comprehensive supply chain management framework tailored for contractors in Vietnam's oil and gas exploration and production sector, particularly those operating in oil fields similar to Lam Son JOC.
This report leverages publicly available data and non-confidential information related to Lam Son JOC The recommendations presented are based on insights gathered from interviews, literature review, and the author's practical experience within the organization Additionally, a mind mapping diagram served as an effective tool for organizing and structuring ideas throughout the report writing process.
LIMITATIONS
Data collection faced limitations due to a scarcity of references on the topic and the inclusion of confidential company information, which hindered comprehensive analysis.
The author has no deep knowledge in technical aspect Therefore, the analysis and the recommendations are only specifying on general management aspect
The report will only cover the investigation of the total supply chain management process of Lam Son Joint Operating Company – an exploration and production oil
To leverage the limitation, a further development of the report could be used as the general framework for supply chain management of the E&P oil and gas operators in Vietnam
The author presents an analysis and recommendations to address the current highlighted challenges, noting that a detailed action plan will be developed in a future report for comprehensive execution.
REPORT STRUCTURE
The report is structured as below chart:
The report begins with an introduction outlining its purpose, methodology, and limitations It then provides a general overview of Lam Son JOC, the project owner, and details the corporate context and total supply chain process The investigation into Lam Son JOC's supply chain identifies current challenges, with findings serving as a basis for developing a research framework and recommendations for improvement Finally, the report concludes by summarizing the investigation and suggesting future enhancements to supply chain management based on the identified issues.
PART1 TO TAL SUPPLY CHAIN MANAGEMEN T PROCESS
To gain insight into the total supply chain of Lam Son JOC, it is essential to examine the overall supply chain management context, the company's profile, and its operational processes.
THE CONTEXT OF SUPPLY CHAIN MANAGEMENT
DEFINITION
The term "Supply Chain Management" was first introduced by consultant Keith Oliver in a 1982 Financial Times interview, but it took time to gain traction By the mid-1990s, the concept gained popularity as numerous articles and books were published, leading to its rise as a management buzzword in the late 1990s, with operations managers increasingly incorporating it into their titles.
Supply Chain Management (SCM) is defined as the strategic coordination of value-added flows of materials, goods, and information among suppliers, companies, resellers, and consumers, as highlighted by Joel Sutherland, chair of the Council of Supply Chain Management It encompasses both upstream and downstream processes, aiming to enhance the long-term performance of individual companies and the supply chain as a whole A customer-centric perspective emphasizes the need for efficiency and value creation, focusing on reducing unnecessary costs and bottlenecks to improve overall system performance SCM integrates key business processes to deliver value to customers and stakeholders while fostering collaboration among channel partners, including suppliers and third-party service providers This collaborative approach has evolved into what is known as the Extended Enterprise, a network of businesses that work together to meet consumer demands effectively.
The term "supply chain" has gained significant popularity, with a 2004 survey from Ohio State University revealing that 27% of logistics professionals included it in their job titles Despite extensive academic discourse on supply chain management (SCM), definitions often lack clarity Furthermore, there is a growing recognition among senior management of the importance of effective SCM practices.
Among these definitions, the author would like to choose one of the most applicable definitions of the term SCM in the oil & gas industry from International Trade Center:
Supply Chain Management (SCM) is the strategic process of efficiently procuring goods and services from suppliers to the production point, ensuring timely delivery and budget adherence This approach aims to minimize the total life-cycle costs for the organization.
Figure 2: Supply Chain Management Source: Institute for Supply Management
THE IMPORTANT OF SUPPLY CHAIN MANAGEMENT
Effective supply chain management focuses on optimizing operations to enhance both speed and efficiency, as customers prioritize quick service While increasing speed can lead to higher costs, it is crucial to also maximize efficiency The ideal supply chain delivers products rapidly and cost-effectively, ensuring quality is not compromised.
Supply Chain Management (SCM) can create competitive advantages beyond simply lowering prices, which may not always be feasible due to business costs By optimizing the supply chain, companies can enhance efficiency and deliver orders more quickly to customers This speed in meeting customer needs can lead to a significant competitive edge in the industry, as customers tend to prefer businesses that provide faster service.
Efficient supply chain management offers significant cost savings by streamlining processes and eliminating redundant steps, which helps reduce labor expenses by preventing wasted time on unnecessary tasks Additionally, a more effective supply chain enhances negotiating power with partners like suppliers and retailers, facilitating quicker business transactions that benefit all parties involved.
Supply Chain Management (SCM) significantly enhances financial performance by positively affecting revenue, costs, and asset management The primary advantage of SCM can be summarized through the lens of Economic Value Added (EVA), which encapsulates these improvements into a single, comprehensive metric.
The primary objective of oil and gas companies is to locate and extract oil, but challenges related to environmental factors, locations, and trade routes have made this task increasingly difficult To address these challenges, implementing an effective supply chain solution is essential for optimizing the journey from the reservoir to the refinery while ensuring smooth and transparent operations Consequently, it is crucial for oil and gas companies to efficiently manage their supply chains to minimize costs and enhance operational efficiency.
PROJECT OVERVIEW
COMPANY PROFILE
Lam Son Joint Operating Company (Lam Son JOC) was formed after the signing of a Petroleum Contract on January 7, involving Petro Vietnam Exploration and Production Company and PETRONAS Carigali Overseas Sdn Bhd.
2003, providing for LSJOC to conduct petroleum exploration within Blocks 01/97 & 02/97 in the Cuu Long basin, offshore southern Vietnam
Figure 3: Lam Son JOC - Blocks 01/97&02/97 Location Map Source: Petroleum Contract – Block 01/02-97 Offshore Vietnam
The LSJOC partnership is comprised of the following companies: ü Petro Vietnam E&P: 50.00% ü PETRONAS Carigali Overseas Sdn Bhd.: 50.00%
The Thang Long – Dong Do (TL-DD) field, located in the Block 01/97 & 02/97 Petroleum Contract areas, was first discovered and declared commercial on January 6, 2009, after successful drilling results The development phase commenced on January 7, 2009, leading to the start of production on June 6, 2014.
Figure 4: Lam Son JOC - Preliminary Field Layout Source: Lam Son JOC - Field Development Plan
Thang Long – Dong Do is a marginal oil field with an average production rate of approximately 13,000 bbl/day, making cost optimization a key strategy for LSJOC To enhance profitability, the company is focused on implementing effective supply chain management practices.
CORPORATE CONTEXT
Understanding the business environment is crucial for effective management This article aims to provide a comprehensive overview of the company's context, including its vision, mission, SWOT analysis, PESTEL factors, and Porter’s Five Forces analysis.
Lam Son JOC will become a competitive exploration and production company by producing oil to contribute the growing needs of Viet Nam
Lam Son JOC produces oil and gas in an efficient and environmentally safe manner, substantially benefiting the society and all stakeholders
SWOT analysis is a strategic management tool that helps companies align their internal strengths and weaknesses with external opportunities and threats An effective strategy leverages a company's strengths and opportunities while minimizing its weaknesses and threats, ultimately driving success.
Figure 5: Lam Son JOC - SWOT analysis
A PESTLE analysis is an essential tool for grasping the broader context of an organization's operating environment It identifies and evaluates the critical drivers of change in the business landscape, focusing on six key factors: Political, Economic, Social, Technological, Legal, and Environmental.
Figure 6: Lam Son JOC - PESTEL Analysis
It’s a strategic tool designed to give a global overview, rather than a detailed business analysis technique It helps review the strengths of a market position, based on five key forces
Figure 7: Lam Son JOC - Porter Five Forces
THE TOTAL SUPPLY CHAIN AT LAM SON JOC
"The oil supply chain is also known to be a very complex chain compared to other industries" (Jenkins & Wright, 1998; Hussain, Assavapokee & Khumawala, 2006)
To describe the process required to supply equipments, materials and other resources required to carry out Lam Son JOC's work, below is the total supply chain process in LSJOC
There are ten (10) steps in the SCM process which starting from the specifying requirements and planning supply and ended in the measuring and evaluating performance These are:
1 Specifying Requirements and Planning Supply
Figure 8: Lam Son JOC - Total Supply Chain
The Company encounters challenges at every stage of its supply chain management (SCM) This analysis will focus on the key issues currently faced by the Company at each stage of the SCM process.
The analysis of Supply Chain Management (SCM) at Lam Son JOC focuses on several key objectives: ensuring customer satisfaction by maintaining availability, lead-time, delivery, quality, and cost; securing a continuous supply of inputs to support both short and long-term production plans; providing flexibility and speed in response to market changes and customer demands; reducing cycle time through effective input supply; enabling the company to concentrate on core competencies by outsourcing non-essential functions; aiding in strategic make-or-buy decisions; and contributing to total quality management and cost reduction across operations.
THE TOTAL SUPPLY CHAIN ISSUES ANALYSIS
SPECIFYING REQUIREMENT AND PLANNING SUPPLY
The purchasing and supply process begins at this crucial stage, and if it is not executed effectively, it can lead to flaws in all subsequent stages, potentially resulting in severe negative impacts on the company.
It is therefore critical to have this stage right Specifying requirement correctly is fundamental, since it is a major determine factor of cost and effectiveness, and hence of profitability
The primary objective of this stage is to furnish suppliers with the necessary information to align with user expectations, a critical factor influencing both cost and effectiveness Effective Supply Chain Management (SCM) must accurately identify and articulate these requirements to ensure that purchases fulfill the firm's needs Both over-specifying and under-specifying can lead to unfavorable outcomes.
Our previous development phase overlooked the requirement for H2S and corrosion prevention in the casings and tubing equipment used on the wellhead platform (WHP) This oversight has resulted in significant modification costs to adapt the equipment for the current H2S levels in the field The substantial expenses associated with these modifications pose a challenge for the project, especially given the current low oil prices.
Lam Son JOC is encountering challenges with over-specification and an expanded scope of work, which not only increases costs but also limits resources In the context of Floating Production Storage Offloading (FPSO), one significant over-requirement is that the FPSO must be designed to process a live multiphase crude stream with substantial amounts of produced water and associated gas at a minimum rate of 18,000 barrels of oil per day (bopd) Additionally, the FPSO must meet CAP 1 rating standards.
The current production rate of Lam Son JOC stands at approximately 13,000 bopd, which falls short of the higher process ability requirement of 5,000 bopd, leading to unnecessary financial waste Additionally, the CAP 1 requirement appears excessive given the company's current production capabilities.
In 2014, 48 suppliers, representing 52.7% of the total, returned to LSJOC for additional information across 91 packages The primary inquiries from these suppliers focused on quality, specification justification, and health, safety, and environmental (HSE) concerns.
Table 1: Statistic of Suppliers had back for further information in 2014
To ensure future success and efficiency, it's crucial to include specific information in the scope of work and order specifications To avoid wasting time, the following eight questions should be incorporated into the purchase specifications.
1 What exactly is required (in terms of quality, type, size, performance, etc.)?
2 How should the quality be tested?
5 Where should it be delivered?
6 How should it be transported?
7 What is the nature and extent of customer support required form the supplier?
8 What other responsibilities will the supplier need to fulfill, and what information will it have to provide?
To summary, the eight (8) questions above categorized in the five (5) main categories of information:
Effective planning is essential for enhancing the supply chain in oil and gas companies, as it helps to prevent project delays caused by long-lead-time equipment Inadequate planning can result in significant financial repercussions, particularly when the arrival of critical materials like pipes, casing, and tubing is delayed, leading to increased operating costs With rig rates averaging around US$ 150,000 per day, any offshore job delay can escalate costs to as much as US$ 300,000 due to manpower and support services.
In our organization, a significant issue arises from the procurement department's lack of early involvement in the specification and planning stages of requirements This often leads to urgent requests from users later in the process, creating challenges and inefficiencies.
In a previous drilling campaign, inadequate planning for wellhead equipment resulted in a 120-day delivery time from the order date When the drilling schedule was adjusted to include additional wells, the need for air freight delivery arose, leading to a 30% increase in costs due to poor planning.
For effective short-term planning, it is essential that the technical operation departments—including Drilling, Subsurface, Development, and Production—collaborate to create a detailed execution plan aligned with the approved annual work program and budget This collaborative effort should also involve sharing the plan with the Procurement Department to facilitate the preparation of a tender plan, ensuring a seamless cross-functional process.
To enhance scheduling efficiency, companies should implement computer-based materials planning systems, including Material Requirement Planning (MRP) for production and input supply management, Distributed Resource Planning (DRP) for simulating distribution activities, and Enterprise Resource Planning (ERP) for integrating various enterprise functions like production and purchasing Additionally, incorporating Maximo can further streamline operations.
Maximo stands out as a premier system integrator and solution provider in the oil and gas sector Lam Son JOC utilizes a dedicated operation module of Maximo, specifically designed for operational maintenance To enhance the capabilities of the existing Maximo software, it is essential to implement effective strategies.
The recommendation for the company is to implement this software alongside an additional Supply Chain Management (SCM) module to optimize costs and enhance return on investment This approach aims to manage growth and provide improved value to customers by ensuring zero unscheduled downtime, maintaining optimally tuned inventory, eliminating dead capital, establishing clear processes and procedures, controlling budgets, and centralizing procurement.
To ensure effective planning, it is essential to regularly update data and engage in monthly discussions Adopting the P-D-C-A (Plan-Do-Check-Act) management approach throughout the planning phase is crucial This involves collecting and analyzing information, identifying potential factors that may necessitate plan adjustments, consistently checking actual demand against the plan, and taking any necessary actions to stay aligned with objectives.
Other suggestion is the purchasing & supply should be involved at an early stage
MANAGING LOGISTIC & INVENTORY
Figure 8: Lam Son JOC - Total Supply Chain
The Company encounters challenges at every stage of its current Supply Chain Management (SCM) process This article will analyze the key issues faced by the Company in each stage.
The primary goal of Supply Chain Management (SCM) at Lam Son JOC is to ensure customer satisfaction by maintaining product availability, optimizing lead times, and delivering quality at a competitive cost Additionally, it aims to secure a consistent supply of inputs to align with the company's short and long-term production strategies while providing the flexibility and speed necessary to adapt to market changes and customer demands SCM also focuses on reducing cycle times, enabling the company to concentrate on its core competencies by outsourcing non-essential functions Furthermore, it aids in making informed make-or-buy decisions, enhances total quality management, and contributes to overall cost reduction in company operations.
PART 2: THE TO TAL SUPPLY CHAIN MANAGEMENT INVESTIGATION AND R ECOMMEND ATIONS
CHAPTER 1: THE TOTAL SUPPLY CHAIN ISSUES ANALYSIS
The company faces numerous challenges in its total supply chain management (SCM) To address these issues effectively, the author proposes a step-by-step analysis of the SCM process, identifying key problems and providing targeted recommendations aimed at enhancing both the efficiency and effectiveness of the supply chain.
1 SPECIFYING REQUIREMENT AND PLANNING SUPPLY
The initial phase of the purchasing and supply process is crucial; if executed poorly, it can lead to flaws in all subsequent stages, ultimately causing significant harm to the company.
It is therefore critical to have this stage right Specifying requirement correctly is fundamental, since it is a major determine factor of cost and effectiveness, and hence of profitability
The primary goal of this stage is to supply suppliers with the necessary information to align with user expectations, playing a crucial role in determining both cost and effectiveness Effective supply chain management (SCM) must identify and clearly define these requirements to ensure that purchases meet the firm’s needs, as both over-specifying and under-specifying can lead to negative outcomes.
The previous order during the development phase overlooked the inclusion of H2S and corrosion prevention requirements for the casings and tubing equipment used in the wellhead platform (WHP) This oversight has resulted in significant modification costs to adapt the equipment for the current H2S levels in the field As a consequence, these unexpected expenses pose challenges to the project, especially given the current fluctuations in oil prices.
Lam Son JOC is encountering challenges related to over-specification and an expanded scope of work, which not only increases costs but also limits resources Within the Floating Production Storage Offloading (FPSO) scope, one significant requirement contributing to the elevated charter rates is that the FPSO must be designed to process a live multiphase crude stream with substantial amounts of produced water and associated gas, at a minimum rate of 18,000 barrels of oil per day (bopd) Additionally, the FPSO must meet CAP 1 rating standards.
The current production rate of Lam Son JOC stands at approximately 13,000 bopd, which highlights a significant disparity with the higher process ability requirement of 5,000 bopd, leading to unnecessary financial waste Additionally, the CAP 1 requirement appears excessively ambitious given the company's current production capabilities.
In 2014, 48 suppliers, representing 52.7% of the total, sought additional information from LSJOC across 91 packages The primary inquiries from these suppliers focused on quality, justification of specifications, and health, safety, and environmental (HSE) concerns.
Table 1: Statistic of Suppliers had back for further information in 2014
To ensure a successful future outcome, it is essential to include specific information in the scope of work and order specifications To avoid wasting time, the following eight questions should be incorporated into the purchase specification.
1 What exactly is required (in terms of quality, type, size, performance, etc.)?
2 How should the quality be tested?
5 Where should it be delivered?
6 How should it be transported?
7 What is the nature and extent of customer support required form the supplier?
8 What other responsibilities will the supplier need to fulfill, and what information will it have to provide?
To summary, the eight (8) questions above categorized in the five (5) main categories of information:
Effective planning is essential for enhancing supply chain operations in oil and gas companies, particularly in managing long-lead-time equipment to prevent project delays Inadequate planning can result in significant financial repercussions, as delays in the delivery of critical materials like pipes, casing, and tubing can escalate operational costs With rig rates averaging around US$ 150,000 per day, any offshore job delays can incur additional expenses of up to US$ 300,000 due to increased manpower and support service costs.
In my organization, a prevalent issue is the lack of early involvement of the procurement department in the specification and planning stages This often leads to urgent requests from users later in the process, highlighting the need for better collaboration to address requirements proactively.
In our previous drilling campaign, inadequate planning for wellhead equipment led to a significant delay, with a delivery time of 120 days from the order date When we adjusted the drilling schedule to include more wells, we had to resort to air freight delivery, resulting in an additional cost of 30% due to poor planning.
For effective execution of the approved work program and budget, it is essential for the technical operation departments—Drilling, Subsurface, Development, and Production—to collaborate closely This teamwork will facilitate the creation of a detailed execution plan, which should then be shared with the Procurement Department to aid in the preparation of a comprehensive tender plan Implementing this cross-functional process is vital for achieving operational efficiency.
To enhance scheduling efficiency, companies should implement computer-based materials planning systems, such as Material Requirement Planning (MRP) for effective production and input supply management, Distributed Resource Planning (DRP) to simulate activities in distribution networks, and Enterprise Resource Planning (ERP) to unify various enterprise functions, including production and purchasing Additionally, utilizing Maximo can further streamline operations.
MEASURING AND EVALUATING PERFORMANCE
It says: “If you can’t measure, you can’t control If you can’t control, you can’t manage”
Measurement plays a crucial role in influencing behaviors that impact supply chain performance By implementing performance measurement, companies can effectively evaluate whether their supply chain has enhanced or declined Furthermore, assessing performance is a vital component of supply chain management, as it facilitates a deeper understanding and ongoing improvement of operational efficiency and outcomes.
Performance evaluation is essential for understanding customer satisfaction, identifying problem areas, and focusing on priority solutions It enables organizations to discover new performance improvement strategies, take corrective actions, and enhance decision-making Additionally, it fosters better relationships with customers and suppliers, identifies necessary resources, and recognizes the performance levels of staff and teams, highlighting training needs and organizational improvements Ultimately, effective performance evaluation motivates employees to excel in their roles.
Performance evaluation is a crucial final step in the supply chain management (SCM) process, serving as a reflective analysis of achievements While not directly invested by Lam Son JOC, this step is essential as it initiates a new cycle of improvement, paving the way for enhanced methodologies Ultimately, it lays the groundwork for ongoing advancements in SCM practices.
The current measurement process for Lam Son JOC relies heavily on manual data collection, which leads to inefficiencies and a higher likelihood of errors due to reliance on Excel files To enhance the accuracy and effectiveness of the system, the implementation of an e-procurement solution is recommended.
To be good at measuring & evaluating performance, a number of substantial information for measurement needs to be collected:
1 The number of requisitions received
2 The number of purchase orders issued
3 The number of purchase orders closed out without any changes
4 The number of orders closed out within “x”% of the initial order value
7 Maximum, average, and minimum price paid per purchase item
8 Number of items in inventory without stock movement
9 Value of stock held in inventory
The performance system is essential for achieving the goals of LSJOC, as its effective implementation of tools and procedures will significantly contribute to establishing a successful framework It is crucial for the performance system to align with the organization's strategic direction to ensure optimal outcomes.
For a performance measurement system to succeed, it requires strong support and commitment from top management, who must view it as an integral part of the organization A significant training period is essential for the LSJOC to understand the process and its implications The overarching goal is continuous improvement, ensuring that supply chain management (SCM) goals align with the company's objectives while encompassing all relevant processes and activities.
To effectively implement a balanced scorecard (BSC), it is essential to establish Key Performance Indicators (KPIs) that adhere to the SMART criteria These indicators should be specific and clear, measurable, ambitious yet achievable, and relevant to the organization's objectives This structured approach ensures that performance metrics are aligned with strategic goals, facilitating better decision-making and enhanced organizational performance.
Understanding the causes behind successes and failures is crucial, as every evaluation reveals underlying reasons that can be analyzed using the Ishikawa (Fishbone) diagram For instance, the fact that 20% of contracts lead to disputes indicates that projects often face delays and cost overruns Additionally, the observation that purchasing and supply staff dedicate 50% of their time to routine purchases highlights the reasons behind elevated purchasing overhead costs Furthermore, recognizing that only 5% of contracts are monitored for implementation can provide insights into the significant delivery delays experienced.
Possible for error: ü Mistakes in calculations ü Transcription errors
Errors in data input can result in completely inaccurate measurements Utilizing Maximo to organize and process data ensures fully integrated functionality that meets various performance evaluation data requirements.