Neftegaz.RU #3-17 ENG

TRANSPORTATION
Among the possible reasons that
reduce the efficiency of procurement
of logistics services by customers,
there are: erroneous estimate of
time costs in the preparation of
plans for materiel and technical
support; peculiarities of internal
orders and standards of companies
and corporations; distribution of
responsibilities between services
or subdivisions; deviation from the
established terms by production
units or manufacturers (equipment
suppliers); formation of tender
documentation without taking into
consideration logistical planning
and detailing of weight-dimension
parameters; insufficient study of
budgeting issues; unhandled system
for warning of incidents. All this is
subsequently accompanied by risks
for the interacting parties. When
we talk about the Customer, we
can speak about the rapid growth
of costs, poor project performance,
technical mistakes, loss of the
relevance of the project, investment
losses, etc. When we talk about
the Contractor, these factors not
only affect the reputation and
the reduction of potential profits,
but also lead to penal sanctions,
blacklisting, the Customer's refusal
from the project, the increase in
terms, etc.
Considering the above-mentioned,
Gazpromneft-Snabzhenie sees
the role of the system operator of
integrated logistics not only in the
development of logistics projects in
the active phase of implementation,
but also in discussing the tasks of
A comprehensive and timely approach to solving
logistics problems leads to a systematic and
sustainable reduction in potential costs within the
framework of the ongoing project
material and technical support and
logistics in the initial (conceptual)
phase of development. This path
leads to the creation of the most
accurate and well-considered
logistics concept.
Within the list of proven tools of
the given approach, which are
successfully used by Gazpromneft-
Snabzhenie, it is possible to single
out the following:
• Development of integrated
methods for managing the
movement of material and
technical resources;
• Forecasting directions of cargo
transportation, volumes of
supplies and physical distribution
of material and technical
resources within the project
facilities;
• Conceptual design and simulation
modeling – structural analysis
as the basis for object-oriented
design;
• Building an incident management
process – determining the
conditions for conflict relations
between project participants
(for instance, between building
contractors and equipment
manufacturers);
Speaking about the applied
methodology, it is especially
necessary to note the fact that an
integrated and timely approach to
solving logistics problems leads
to a systematic and sustainable
reduction of potential costs within
the framework of the implemented
project.
Among the projects implemented by
Gazpromneft-Snabzhenie, where
a lot of attention has been paid
to some of the above-mentioned
factors, some of them are worth
noting.
The first example is the
transportation of equipment to
Gazpromneft-ONPZ as part of
the implementation of tasks of the
Logistic Block, Refining and Sales
of Gazprom Neft for the construction
of a complex for deep oil refining.
For the successful multimodal
transportation of cargo shipments
containing parts of reactors, highpressure
separators, and air cooling
units to the cities of Europe, St.
Petersburg, and Volgograd, the
contract logistics department of
Gazpromneft-Snabzhenie has
carried out an analysis of possible
routes and developed a targeted
logistics scheme. In addition, in
order to optimize costs, it has been
carried out work to assess and
reduce the dimensionality of cargo
owing to visits to the shipping sites
and work with manufacturers, as
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