Sap oil gas strategy eng April 2008

SAP OIL&GAS Update

Christina-Maria ReutterDirector Downstream, Industry Business Unit OIL&GAS

This presentation is a preliminary version and not subject to your licenseagreement or any other agreement with SAP. This document containsonly intended strategies, developments, and functionalities of the SAP®product and is not intended to be binding upon SAP to any particularcourse of business, product strategy, and/or development. Please notethat this document is subject to change and may be changed by SAP atany time without notice. SAP assumes no responsibility for errors oromissions in this document.

Legal Disclaimer

© SAP 2007 / Page 2

SAP for Oil & Gas: 1 out of 26 Industries, but

>20 years of SAP industry expertise

>700 oil & gas customers (~2% of SAP)

>1,000,000 users (~10% of SAP)

Running the core business of our O&Gcustomers

100% of the Oil & Gas companies listed inFortune 500 are running SAP

SAP is the Trusted Advisor for the Oil &Gas Industry

SAP‘s Position in the Oil & Gas Industry

© SAP 2007 / Page 3

SAP and the Oil & Gas Industry– an efficient user community

Asia/PacificRegional CouncilAmericas

Regional CouncilEurope

Middle East/AfricaRegional Council

FocusGroup

FocusGroup

GlobalFocus

Groups

FocusGroup

Russian Council

FocusGroup

FocusGroup

SAP for Oil & GasGlobal Industry

AdvisoryCouncil

(membership per election)

17 GIAC Members 2007

SAP Oil & GasGlobal Industry Advisory Council

© SAP 2007 / Page 4

PTU IndustriesPI – IBU Oil&Gas – Isabella Groegor-Cechowicz

IBU Oil&Gas

Sol. Mgm. UpstreamTimothy Crossett

Sol. Mgm. DownstreamChristina Reutter

Field ServiceUS/Canada

Chuck Pharris

Field ServiceLatin America

Alfonso Torrijos

© SAP 2008 / Page 4

Field ServiceEMEA

Ahmed Rasool

Field Service APJMichael Hanrahan

Stephen Chan

Telma Gallo SanchezSolution Expert SRM

Leanne HegartySol Specialist Upstream

Jürgen NewrzellaSol Specialist Upstream

Raghavendra AlankarSolution Specialist

Matthias PimiskernField Service Expert

Eugene BroadwayField Service N.

America

Ashok K.MuniappanSolution Specialist

Robert DavisField Service N.

America

Arif AbdullahSol Mgr Gas

Dean FittSol Mgr EAM

Volker KeinerSol Mgr SCM

Neel WoodsField Service N.

America

Joachim StiehlSol Mgr Downstream

Key Account SupportSteffen Reisacher (Shell)Jan Zielinski (Petrobras)Najam Rauf(ExxonMobil)

© SAP 2007 / Page 5

1. Challenges & Trends in the OIL Industry2. Oil & Gas Strategic Themes 2008 / 20093. Business Process Platform for OIL&GAS4. OIL&GAS Partner Management

Agenda

© SAP 2007 / Page 6© SAP 2007 / Page 6© SAP 2007 / Page 6

What are the Top Industry Priorities over the next3-5 years?

Top 3 CEO Priorities forOil & Gas Main Future Themes

* Key SAP Solution gaps analyzed in scorecard

Key Business Requirements

• Optimize investment portfolio to meet both strategic andfinancial objectives with manageable risk

• Control escalating capital costs and speed project deliveryfrom concept to on-stream

• Collaborate globally and across ecosystem to deliversuperior quality projects that meet the changing demands

• Visibility and performance management across breadth anddepth of enterprise assets

• Identify and share best practices across the enterprise• Maximize overall asset effectiveness via improved reliability

and operations• Quickly assimilate merged or acquired entities to leverage

size• Recruit, Retain, Reequip, & redistribute available work force

to minimize impact of GreY2K (aging workforce)

• Assure proactive management of sustainable operations thatmitigates risks to employees, community, and environment

• Assure compliance with flexible, secure, controlled, visible andtransparent global processes that satisfy the needs of all policymaking stakeholders

Navigate GlobalEnergy Policy

Changes

Maximize OperationalEfficiencies

Maximize ROCEwhile meetingEnergy Supply

Challenge

CapitalExcellence

OperationalExcellence

SustainableOperations

Major Impact

• ROCE• Time to First Oil• Reserve

Replacement

• Productivity• Overall Asset

Effectiveness• Cost of Goods

Sold

• Carbon Footprint• Brand Value• Lost time

accidents

© SAP 2007 / Page 7

The Outlook for Energy – A View into the futureOil & Gas remains the dominant source of supply of world’s energy

Source: International Energy Agency -World Primary Energy Demand

Demand will grow by 50%with 65% covered by Oil

and Gas Source: ExxonMobil: “The Outlook for Energy –A View to 2030”

Demand growth shifts todeveloping countries

The Future Supply of Resources is a Massive Challenge for Energy Companies

© SAP 2007 / Page 8

The Key Drivers in the Energy MarketA constant competitive squeeze

Leading to:• Fierce competition

for energy reserves& supply

• Increasing energytrading volumes

• Increasing tradingcompetition & risks

Energy Security Shapes PolicyIncreased risks of supply disruptionPolicy impacts on regulations & taxesUnconventional resource incentivesSustainable and responsible

development

GlobalizationGlobal operating modelsConcentration of portfolio into

strategic playsResource optimization (capital assets,

inventory/transport capacity, talents)

Complex & VolatileMarket

Price VolatilityChanging

Supply/Demand PatternCompetition between

‘Global Majors’ and‘National Giants’

Compliance &Governance

Sarbanes Oxley

Sanction Partycompliance

Hedging laws – IAS39, FAS133

Excise taxes

Environmentalcontrols

kde3

Slide 8

kde3 KOKE: Please make color and shape of boxes consistant with pallet and style of rest of presentation.Ken Evans; 27.10.2006

© SAP 2007 / Page 9

Refinery Manager

Powerful trends are shaping the OIL&GASBusiness

REFINERY

NEW CUSTOMERCUSTOMER

SPOT MARKETCUSTOMER

Marketprices

Field Sales

CustomerService

Refinery ManagerProduct Variability- Inconsistent quality: byplant, by product, by shift

Plants and Equipment areoldDisruptiveTechnology

No Transparency –Can’t see plant wide productionstatus due to 10 - 200disparate shop floor infosystems

Varying processconditions lead toHigherenergy use

Lack of predictabilityCan’t see business performanceto plan, and recommend newplans to affect results

Increased Risk –Makret Volatilityhigh offgrade producedand wide quality swings

REVENUE

Refinery Manager

VP SalesVP Manuf.

VP BU

Planners

CIO

Slow Reaction onCutomers needsIntensifiedCompetition

REFINERYREFINERY

Hidden capacityobscured by inefficientgrade transitions &conservative operation

© SAP 2007 / Page 10

1. Challenges & Trends in the OIL Industry2. Oil & Gas Strategic Themes 2008 / 20093. Business Process Platform for OIL&GAS4. OIL&GAS Partner Management

Agenda

© SAP 2007 / Page 11

Oil & Gas Industry Solution Map 2008

Suppliers &Partners

Customers& Channels

Exploration &Appraisal

Development &Production

HydrocarbonSupply & GasTransmission

Refining &Manufacturing

PrimaryDistribution

TerminalManagement

SecondaryDistribution

CommercialSales & Retailing

Enterprise Management & Support

UpstreamExploration and Appraisal

E&P Contract ManagementLiquid and Gas ProductionAllocation and Settlement

Supply, Transmission & TradingBulk Supply Chain Planning and OptimizationBulk Supply Chain Operations and SchedulingBulk Supply Chain Execution and SettlementBulk Supply Chain Reporting and AnalyticsPhysical Oil and Gas Commodity Trading

Oil and Gas Paper Trading and Risk Management

Refining & ManufacturingRefining Operations

Lubes Manufacturing Operations

Downstream Marketing & RetailingMarketing Planning and Execution

Sales Planning and Account ManagementOpportunity to CashCustomer Service

Terminal ManagementHydrocarbon Products Transportation

Service Station Fuel ManagementConvenience Retailing

Enterprise Asset ManagementCapital Portfolio Management, Design & Construction

Sourcing & ProcurementMaintenance Management

Remote Site Logistics

© SAP 2007 / Page 12

Oil & Gas Strategic Themes

Optimize &IntegrateUpstream

Operations

Profitable &SustainableManagement

of Growth andVolatility

ConvergeSupply &Trading

Refinery/Plant of

the Future

OptimizeDistribution

& RetailManageAsset

Lifecycle

ManageEnterprise

Risks

Govern &Manage theEnterprise

Manage Financial ComplianceReduce Market RisksReduce Operational Risks

Financial supply chainManage talent &knowledgeStrategically sourcematerials & services

Visibility and Performance ManagementCollaborative Service deliveryManage Effective Venture PartnershipsIntegrated Gas Operations & Management

Optimize market positionsClosed loop hydrocarbon SCMBulk Transportationmanagement

Real time performancemanagementPlan & SchedulePlant/Refinery

Automate fuel replenishmentand Terminal OperationsMaximize customer profitabilityImprove C-Store Operations

Optimize capital portfolio & projectsManage asset integrity

ProvideBusinessProcessPlatform

Accelerate innovation withcomposite developmentCentral management ofmaster dataService Oriented Architecture

© SAP 2007 / Page 13

• Integrated CommodityTrading Solution w.Partner (TriplePoint)

• End-To-End Logistics-Trading Integration(TriplePoint)• Railcar Management

• Further Integration ofSCM and TSW

• Bulk TransportationOptimization (PrimaryDistribution)

• Collaborative Platformfor Bulk Supply ChainManagement

• Integrated GasOperations: TechnicalIntegration• Gas Allocations

• Integrated GasOperations: ProcessIntegration (PartnerLogicaCMG)

• Packaged Solution forLNG, NGL, NG Market(Partner)

• Commodity TradingEnhancements(TriplePoint)

• Integration of End-to-End TradingManagement andAnalysis (TriplePoint)

• Emissions &Compliance Mgmt.(Technidata)• xMII (ManufacturingIntegration&Intelligence)

• Refinery Shop-FloorIntegration(Honeywell)

• End-to-End Gas MarketSolution from Productionto Retail (Partner)

• MES Connections(Honeywell)

• IntegratedManagement of the‘Perfect Plant’

• Collaborative Platformfor Global Trading(TriplePoint)

• Price Mgmt &Optimization (KSS /Vendavo)• Terminal Integration(Implico)

• Terminal / DispatchAutomation (Implico)• Loyalty Management(CRM)

• Optimization ofSecondary Distribution(Dispatching & Routing)(Implico)

• Interoperability acrossTerminal / Dealer /Shipper / Service Station(ISV)

2007

Bulk SupplyChainManagement

Natural GasSupplyChain

CollaborativeCommodityTrading

OptimizeDistribution &Retail

Refinery/Plant ofthe Future

2008 2009 2010

Operation (EhP3) Integration (EhP4) Optimization (EhP5) Collaboration

Roadmap

SAP Oil&Gas Solution Roadmap

KeyAreas

Planned Solution Roadmap – Subject to Change / No Commitment

© SAP 2007 / Page 14

Global Hydrocarbon Operations: Vision &Strategy

From Field to Terminal: forecast, monitor, measure, allocate, and analysehydrocarbon production volumes, sales and revenues, in real or near-real time

Process Example:

Plan & ScheduleProduction

CaptureProductionInformation

MeasureProduction

AllocateProduction

ReportProduction

MonitorProduction

CaptureActual

Production

CaptureSales

CaptureInventory

CaptureCapacity

Balance Sup-ply, Demand,Capacity

CreateLifting

Schedule

CaptureNomin-ations

PlanSales

CapturePlan

Production

A fully integrated solution for theproduction supply chain

© SAP 2007 / Page 15

One Example of How SAP MII Can Bring Collaboration andVisibility Across the Supply Chain and Across Disciplines

Headquarters

Field

Field DataMeter

Data CollectionSCADA

Real-time production, environmental& well information – FDC/Historian

DemandPlan

SupplyPlan / Res.Mgmt

Data integration,visualization &monitoring MII

ProductionPlan

Logistics,Supply Chain

Analytics

Field DataMeter

Field DataMeter

Field DataMeter

Field DataMeter

Field DataMeter

Data CollectionSCADA

Data CollectionSCADA

Real-time production, environmental &well information – FDC/Historian

ProductionAccounting

MaintenanceSupervisor

ProductionManager

Supply Planner

Production Planner

ReservoirEngineer

Supply Schedulers Capacity Planners

Field Manager

MaintenancePlanning &

Execution

ProductionAccountant

Drilling Team

ProductionEngineer

© SAP 2007 / Page 16

Integrated Gas Operations & Management

Source: ExxonMobil Energy Outlook / SPE/ IEA

Though cross border transportation will become a usual business , Critical will be to successfully meet thesignificant energy supply and demand challenges ahead

By 2030, global energy demand will increase by 50%

Oil & Gas will remain predominent energy source with increasing contributionof natural gas (2003: 95 Tcf, 2030: 182 Tcf)*

Gas is experiencing rapid growth in demand and production asthe energy source

Majors are shifting their focus and investement to Gas bsuienss

Investment in Gas Industry in 2005 – 3.9 Trillion USD

© SAP 2007 / Page 17

Gas Focus Group – Current Members &Activities

1. ExxonMobil2. Chevron3. BP4. E.On Ruhrgas5. Reliance Industries Limited6. Sasol7. BPCL8. Valero9. Saudi Aramco10. Shell11. ADGAS12. Qatar Gas13. PTT, Thailand

Announcement of Gas Focus Group in GIAC, Oct. 2007 – Highest rated by GIAC

Official Kick-off of Gas Focus Group – January 31st – Feb 1st 2008

Focus is to improve SAP solution for gas with direct involvement from Industry

13 Members around the globe (and growing).

Chair of Gas Focus Group – Jim Green, CIO, Chevron Global Gas

Areas of improvements identified in the kick-off meeting

Good momentum at SAP to support industry in Gas area. A peoject specificallyto target gas related improvements is planned by SAP management

Three sub-group formed as Operations, Contract mgmt and Trading Integration

Improvements are planned for EhP 5 release (availability 2009)

Industry members to provide consolidated requirements to SAP

Next face to face meeting – 8th May, Orlando, USA

PTT sending 2 people to Walldorf to work closely with SAP to support Gasoperations. The expenses will be covered by PTT

IBU, Development, Consulting and Custom Development are aligned and it isseen as strategic project for all

© SAP 2007 / Page 18

Gas Operations – Planned Areas ofimprovementsGas Planning & OptimizationGeneration of Monthly Gas Nomination/ LNG Annual Delivery Plans – Optimization andAtomizationPlanning of fuel quantity for gas nominationGas Schedule Optimization

Deal/Contract Management & HandlingGas purchase & Sales Contract (including Custody Contract)Trading & Risk Management – Interface to trading systems (e.g. TriplePoint)

Capacity ManagementHandling Guranteed/Reserved/Available capacities of pipeline

Gas PricingGas Purchase and Sales pricingTransfer Pricing

Nomination/Voyage order handlingHandling of Gas nominations including Interconnect pipeline cycle handlingGas Nomination Cockpit – PortalSupport for LNG QCI - (With Partner)

Communication

Standardization of Communications among the partners for Gas (NAESB, Edig@s etc.)(With partner)

* Planned Enhancements– Subject to Change / No Commitment

© SAP 2007 / Page 19

Gas Operations – Planned Areas ofimprovements

Cargo ManagementDemurrage Handling for cargos

Nomination Balancing

Gas Transport and Schedule Imbalances and Penalties

Allocation

Configuration of commercial metersShipper Allocation

Integration to Upstream

Mass / Component Balancing/ Allocate gas back to terminal or field supplies –Upstream Integration (To be covered in GHO)

Reporting and Analysis

* Planned Enhancements– Subject to Change / No Commitment

© SAP 2007 / Page 20

Refinery/Plant of the FuturePossible Integration with Honeywell

Petrochemicals

Source Make DeliverPrimary Distribution Secondary Distribution

Crude

Products

Refinery

Imports, Exports

Intermediates

Products

RefineryCrudeProducts

CrudeTerminal

Crude

Financials

APO

Maintenance Compliance HR CRMOGSD

Asset Mgmt

SRM

TradingLand Lease Acctg

Automation

Operations Mgmt

Asset M

gmt

Adv Ctl, Optimization

Instrumentation

Production MgmtInv, Mvmts, Blend

Terminal Automation

Inv, Mvmts, BlendAutomation

Instrumentation

E RetailTerminal Automation

Inv, Mvmts, BlendAutomation

Instrumentation

Planning & Scheduling Partners

Trader/Scheduler Workbench Marketing/Retail

Asset Logistics

JVAContract Allocation

Inv Mgmt

Product Lifecycle MgmtBusiness AnalyticsPurchasing

EnrafEnraf

© SAP 2007 / Page 21

Possible Composite Applications

Source Make DeliverPrimary Distribution Secondary Distribution

Financials

APO

Maintenance Compliance HR CRMOGSD

Asset Mgmt

SRM

TradingLand Lease Acctg

Automation

Operations Mgmt

Asset M

gmt

Adv Ctl, Optimization

Instrumentation

Production MgmtInv, Mvmts, Blend

Terminal Automation

Inv, Mvmts, BlendAutomation

Instrumentation

E RetailTerminal Automation

Inv, Mvmts, BlendAutomation

Instrumentation

Trader/Scheduler Workbench Marketing/Retail

Asset Logistics

JVAContract Allocation

Inv Mgmt

Product Lifecycle MgmtBusiness AnalyticsPurchasing

EnrafEnraf

SupplyChainPlanning

SupplyChainExecution

Operations& BusinessMonitoring

Planning & Scheduling Partners

© SAP 2007 / Page 22

Composite Application Candidates

Marine CoordinationOpportunity EvaluationSupply Chain Inventory MonitoringPrice Forecast MonitoringWorking Capital Management

Crude SC WorkbenchIntermediates SC WorkbenchProducts SC WorkbenchCommon Planning and Sched Data Mgmt

Inventory & ProductionProcessEnergy

MaintenanceCompliance

Operations and Business Monitoring

Supply Chain Planning Supply Chain Execution

Problem StatementUsers / RolesFunctionalityComponents and Data SourcesVisualization

Application DefinitionBenefits & Value

How does it change the way the job is done?What does it let you do better, faster?

Value Estimate

These are preliminary candidates – continue to assess

© SAP 2007 / Page 23

Manage Asset LifecycleSAP’s EAM Development Roadmap

Q4 2006

AutomaticRoles

CustomerFact Sheet/

MESIntegration

1

Q3 2007

EAM Roles

MaintenanceProcessing

ConfigurationControl

MaintenancePlanning

2

Q4 2007

WorkClearance

Management(Enhancement)

MaintenanceProcessing(Enhancement)

MaintenanceManagement

Asset PoolManagement

3

Q3 2008

MaintenanceProcessing

(Enhancement)

EAM Topics/User Group

Requirements

RotablesManagement

4

SIMPLIFICATION

ENTERPRISE SOA

NEW FUNCTIONALITY

INDUSTRY RETROFITS

Enhancementfocus areas:

© SAP 2007 / Page 24© SAP 2007 / Page 24

ERP EAM 3-year solution roadmapFu

nctio

nal

Prio

rity

2009 2010 2011

Simplification

EDGE

CORE

INDUSTRIES

Cro

ss-P

ortfo

lio T

opic

s DELIVER INT. SUITE

ENTERPRISE SOA

COLLABORATION

ON DEMAND

Asset Collaboration Platform(PBL* - Service Provider Collaboration, Asset Data Handover)

EAM on Demand

Operational Level and AssetLife Cycle Costing

Asset Optimization (partner)

Customer showcasesIndustry eSOA foundation

Advanced Service PartsInventory Planning

Integrated production andmaintenance planning

Asset Portfolio Management

Workforce Scheduling

Contractor Management and Outsourced Asset Management

Customer-centric AssetMgmt (Interaction Center)

Maintenance ServiceProcurement

Asset Condition andVisibility

Linear AssetsIndustry round-offs

Fleet Management/Inspection Rounds complete

Mobile Asset ManagementStabilization and Composite

*PBL = Performance Based Logistics

GIAC Confidential - do not distribute

© SAP 2007 / Page 25© SAP 2008 / Page 25

2008

Manage Enterprise RisksThe Compliance Roadmap

Pilot Shipmentfor REACH RegDB

EH&S Enhance-ments forREACH

SAP Risk Mgt.

SAP REACHCompliance 1.0

Integration ofGTS with EH&S

EH&S in ERPEhP3

New xEMRelease EC 2.1

2007 2009

SAP REACHCompliance 2.0

Content for xEM/ Energymgmt.

CorporateSustainabilityMgmt.

Verticalization ofGRC EnterpriseRisk Mgmt andProcessControls

Integration ofTMS with EH&S

2006

SubstanceVolumeTracking

Acquisition ofVirsa,Foundation ofGRC

ProcessControls

2010

Composites for:

SafetyManagement

Health & SafetySurveillance

EnvironmentalCompliance

© SAP 2007 / Page 26

Incident and Crisis Mgt – End to End Process(xApp)

• Development of Security strategies,standards and compliance• Development of Business continuity andcrisis or incident management plans (scalable from SOX, Fraud to large attacks )• Responsibilities• Alarms• Check lists for incident handling

Supported by SAP CRM, ERP, tbd

•Monitoring, Early detection and prevention• Handling of emergency cases•Collection of security data

Supported bySAP CRM, BI, tbd

SecurityE2E

How toRespond ?

Operation

Lessonslearned

EvaluationOf Security

Risks

• Continuous improvement of securityprocess

Supported bySAP CRM, GRC, BI

Analysis of the enterprise’s and it’sinfrastructure :

•Which are the top risks ?•Which are the top incidents ?•Which are the top threats ?

Supported by GRC, BI, tbd

Improve Resilience And Competivness - And The Existence AndContinuity Of Your Company

© SAP 2007 / Page 27

1. Challenges & Trends in the OIL Industry2. Oil & Gas Strategic Themes 2008 / 20093. Business Process Platform for OIL&GAS4. OIL&GAS Partner Management

Agenda

© SAP 2007 / Page 28

Business Process Platform SAP in Oil & Gas

Upstream Midstream Refining PrimaryDistribution

SecondaryDistribution

Service Station &Convenience

Retailing

O&G Enterprise ServicesTech. & Bus. IntegrationFlexible & CollaborativeCost Efficient

ISV Partner Integration

Service BasedStandardized and certified orOut-of-the-Boxand endorsed

Industry Best Practice BusinessProcess Management

BPM Concept and IT EnablerProcess OrchestrationO&G Business ProcessImprovement and OptimizationProcess StandardizationData Management

Integrated Industry AnalyticsO&G Industry-specific AnalyticsIntegrated ReportingKnowledge Management

Rich Industry Specific FunctionalityRefining & ManufacturingSupply, Trading & TransmissionSales, Marketing & Retailing

© SAP 2007 / Page 29

Step 0 Step 1 Step 2 Step 3

SAP’s Efforts to deliver on the Expectations

Time

CustomerValue

“Acquire”Solution Capabilities

ConsolidateBest Practices instabile BusinessProcess Platform

DifferentiateService enable and

compose newprocesses

Functionalcoverage

Smoothmigration

Differentiation

Non-disruptiveInnovation

EnhanceInnovation delivered

without disruption

CRM

Stab

ility

and

Rel

iabi

lity

Inno

vatio

n fo

rD

iffer

entia

tion

SAP NetWeaver

ERPPLM SCMSRM CRM IS

SAP NetWeaver

ERPPLM SCMSRM CRM IS

EnhancementPackages

SAP NetWeaver

ERPPLM SCMSRM CRM IS

EnhancementPackages

Enterprise ServiceRepository

SAP + ISV + CustomerComposites

© SAP 2007 / Page 30

The Target Architecture for Innovation withoutDisruption to ensure low TCO and Flexibility

UI

Logic

Data

TraditionalArchitecture

Application

Application

Enterprise ServicesArchitecture

Composite Applications

Legacy Systems

Innovation forD

ifferentiationStability andR

eliability

EnterpriseServiceRepository

CRMSRM ERPPLM SCM

EnterpriseServiceRepository

Business ProcessPlatform

© SAP 2007 / Page 31

New Requirements from Business NetworksIntegrating dynamic processes across the business network

FLEXIBILITY WITHOUT CHAOS

New Business Requirements:More Differentiation throughincreased Process Flexibility

More Collaboration throughintegration of processes to dynamicbusiness partners

More Visibility across the entirevalue chain

Business Process Requirements:Continued standardization of non-differentiating processes

Increased openness and flexibilityof processes through re-use ofprocess steps

Governance of processes acrossdepartments and business networks

Business Network

Networked

© SAP 2007 / Page 32

Innovation for DifferentiationInnovation for Differentiation

Stability and ReliabilityStability and Reliability

Customers want Stability and Flexibilityat the same time from IT

Innovation

Industry-specificEnhancements

Lower TCO

Single trustedvendor

Ecosystem ofInnovation

Variations/Flexibility

Stability of the Core

Standards

© SAP 2007 / Page 33

KEY BENEFITS

PEMEX Gas improved itsthroughput from improvedvisibility of performanceacross its network of 10 gasplants and associate pipelines

SAP for Oil & Gasimproves ROCE through the

designed Integration of all business processesthat span an asset’s lifecycle

Improving capitalportfolio & projectmanagement across fullasset lifecycle

Improving performancethrough increasedoperational visibility

Maximizing theeffectiveness of assetmaintenance at lowestavailable cost

KEY BENEFITS

Statoil maximizes its projectportfolio performance through adisciplined process spanningconception to execution

Anglo Platinum Improvedmanagement of its cash flowwith a more efficient, agile andauditable process for reviewingand adapting its projectportfolio

KEY BENEFITS

Valero Reduced unscheduledwork, increased asset reliabilityand safety through integrationof reliability principles intoprocesses built upon an solidasset master data foundation

OMV minimized it total cost ofownership through use of asingle centralized system formanaging all aspects of itsplant maintenance

SAP for Oil & Gas improves Return on CapitalEmployed (ROCE)

© SAP 2007 / Page 34

KEY BENEFITS

PEMEX Gas improved itsthroughput from improvedvisibility of performanceacross its network of 10 gasplants and associate pipelines

SAP for Oil & Gasimproves ROCE through the

designed Integration of all business processesthat span an asset’s lifecycle

Improving capitalportfolio & projectmanagement across fullasset lifecycle

Improving performancethrough increasedoperational visibility

Maximizing theeffectiveness of assetmaintenance at lowestavailable cost

KEY BENEFITS

Statoil maximizes its projectportfolio performance through adisciplined process spanningconception to execution

Anglo Platinum Improvedmanagement of its cash flowwith a more efficient, agile andauditable process for reviewingand adapting its projectportfolio

KEY BENEFITS

Valero Reduced unscheduledwork, increased asset reliabilityand safety through integrationof reliability principles intoprocesses built upon an solidasset master data foundation

OMV minimized it total cost ofownership through use of asingle centralized system formanaging all aspects of itsplant maintenance

SAP for Oil & Gas improves Return on CapitalEmployed (ROCE)

Combined with Market Leading20+ years of industry solution expertise

550+ customers & > 1,100,000 users

29 of top 30 oil and gas companiesworldwide DEPEND on SAP

SAP provides the only complete andintegrated solution that can manage an Oil &Gas companies complete asset lifecyclefrom concept through to retirement

Continuous innovation throughorchestration of its growing ecosystem

© SAP 2007 / Page 35

1. Challenges & Trends in the OIL Industry2. Oil & Gas Strategic Themes 2008 / 20093. Business Process Platform for OIL&GAS4. OIL&GAS Partner Management

Agenda

© SAP 2007 / Page 36© SAP 2007 / Page 36

Partners Expand Solutions, ComplementStrategy and Lower TCO for Customers

Reseller and EBSSolutions

© SAP 2007 / Page 37© SAP 2008 / Page 37

SAP

Technology Vendors

ISVs

Service Providers

Oil & Gas Industry Value Network MembersWhere are we today?

Customers???

© SAP 2007 / Page 38© SAP 2008 / Page 38

Industry Value Network –Benefits to Customers as Members

Greater Customer Value for Reduced Costsand a Competitive Edge

Industry Value Network Customer Members

Influence Industry Value Network scope & focusIndustry Value Network focus areas & portfolio

Drive collaboration & innovation focusPrioritize co-innovation priorities & development roadmapsInfluence composite, integration and service requirements

Profit from increased insightLearn from the combined knowledge of the networkGain earlier insight into SAP & partner developmentroadmaps

© SAP 2007 / Page 39

Overview Key PartnersOil & Gas Industry

SAP Environmental ComplianceCompliance for Products

OEMEBS

TechniData

SAP Productivity Pak by RWDResellerRWD

SAP Visual Information for Plants by NRX (US only)Asset Center, VIP (Global)

ResellerEBS

NRX

SAP Archiving and SAP Document AccessLivelink ECM – Records Management

ResellerEBS

OpenText

Land Lease Management & GIS

Reliability Centered Maintenance and Optimization (RCMO)

Commodity SL

RackPrice, PriceNet

SAP Price and Margin Management

SAP Oil & Gas Secondary DistributionOpenTAS

SAP Interactive Forms by Adobe

Solution IVNPartner Type

Adobe Reseller

Implico ResellerEBS

Vendavo Reseller

KSS EBS

Triple Point EBS

Meridium EBS

Quorum EBS

© SAP 2007 / Page 39

© SAP 2007 / Page 40

Back Up

© SAP 2007 / Page 41

Useful Links in SDN

BPX for Oil&Gas: https://www.sdn.sap.com/irj/sdn/bpx-oilgasES Oil&Gas Bundle WIKI: tbd. (in process)SDN: Explore ES

https://www.sdn.sap.com/irj/sdn/explore-eseSOA WIKI

https://wiki.sdn.sap.com/wiki/x/LQ0ES Workplace

https://www.sdn.sap.com/irj/sdn/esworkplaceServices registry

http://sr.esworkplace.sap.com/webdynpro/dispatcher/sap.com/tc~esi~esp~er~ui/Menu?j_username=sruser&j_password=eswork123iCOD WIKI: https://wiki.wdf.sap.corp/display/iCOD/iCOD+-

+Industry+Composite+DevelopmentiCOD on SDN / BPX:

https://www.sdn.sap.com/irj/sdn/go/portal/prtroot/docs/webcontent/uuid/b0d62f68-63d1-2910-f7b0-a7fdfbd1b089

© SAP 2007 / Page 42

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