The oil industry face heightened challenges as it enters the 21st century. Five major forces are among those shaping the topography of its business landscape: increasing globalisation markets, societal demands for higher environmental performance, financial market demands for increased profitability and capital productivity, higher customer expectations, and changing work force requirements. Due to advanced technical progress and to the new competitive parameters which result from the improvement of both product performance and costs, oils companies must develop a competitive advantage through the effective use of their resources. Develop of a system of making of decisions by means of the evaluation of dimensions of impact social, environmental and economic, to carry out transcendent strategies; those which, they should be consistent between the natural-human resources and the corporate and business strategic objectives of the Petroleum industry.
Amalgamating the decision maker's inputs is a new and unique decision model that can be classified as a transcendent-system and the business strategies that realise those objectives. The decision model can be applied iteratively in a define-analyse-and-refine cycle that highlights how proposed integral projects (economic, environmental & social) can be enhanced to better fulfil business-level strategic objectives.
This research shows, first and foremost, that it must improve operations, with a focus on better management of the supply chain; improve efficiency in the use of resources, the reuse of recycled materials, and the generation and use of energy; balance environmental and economic considerations; and balance investments in technology by leveraging the capabilities of the society, environmental and industry as a whole trough targeted collaborative efforts in R&D.
In the petroleum industry, most executives think it's good to be big in a globalizing economy. They declare that you can not look at the front pages of the news without seeing yet another megadeal in the headlines. Oils Companies seem to be combining at a rate almost unprecedented in history and on a global scale. In this sector, there's Exxon and Mobil, not to mention BP's mergers with Amoco and Atlantic Richfield. Similar merger examples can be found in industries as diverse as exploration, petrochemical, and chemical1.
Pushing these huge and pricey-cross-border deals is the almost universal belief that industries will inevitable become more concentrated as the world's markets become more globalized. The spoils of the market are supposed to go to a select few in each industry. And oils companies believe that if they are going to be among the winners, they will have to shore up economi