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Aspen Planning and Scheduling Seminar

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  • 1

    2010 Aspen Technology, Inc. All rights reserved |

    1

    Agenda (17th & 18th Sep)

    Refinery Industry Vision

    Overview of PIMS software

    Demonstrate Planning activities using Aspen PIMS

    Discuss & demonstrate Audit findings of BORL PIMS Model and improvements

    Refinery Scheduling and its significance

    Q&A

    2010 Aspen Technology, Inc. All rights reserved |

    2

    Plan vs Actual gap: Issues & its sources

    85%

    90%

    95%

    100%

    105%

    1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

    Gro

    ss M

    arg

    in (

    % o

    f th

    e p

    lan

    )

    December

    Plan vs. Actual Analysis

    Planned Profit Actual Daily Profit Average Reconciled Actual Profit

    5-1

    0%

    How do you control and reduce your reconciled gap?

    This could be costing you

    millions/month

  • 2

    2010 Aspen Technology, Inc. All rights reserved |

    3

    Issue 1: No methodology to analyze it.

    Inventory

    Gap

    General Operations Issues

    Operational & Hardware Trouble

    Variant Constraints

    Blending Issues

    Off-spec &

    reprocessing

    Non-economic blending

    Logistics Constraints

    Improper timing of unloading or shipping Pipeline

    Occupation

    There is no or limited KPI and visualization(notification). It is hard to find its reasons and resolution with logical frame.

    Schedule vs Operations Differences

    Process model inconsistency

    Demand Qty, Mode Change

    Change OP. Conditions.

    2010 Aspen Technology, Inc. All rights reserved |

    4

    Report on Findings Manual data mapping, correlation and analysis

    Issue 2 : Performance appraisal process is manual

    Manual Data Collection

    Analyst

    Laboratory (Quality)

    Marketing (pricing)

    Yield Accounting

    Planning

    Operations Accounting

    Scheduling / Blending

    1 2 Weeks

    Summary

    Manual process

    - Very time intensive

    - Very complex

    - Requires expertise

    Prone to error

    - Data manually mapped and interpreted each time

    - Potential for missed analysis

    - Inconsistent results

    Purely retrospective

    - Identify issues that may have occurred 10-40 days ago

    - Bleeding profits during this time

  • 3

    2010 Aspen Technology, Inc. All rights reserved |

    5

    Issue 3 : No Common Communication and Method to solve issue.

    Management

    Process Department Operations Planning & Scheduling Performance Mgmt

    Why are we not

    performing to plan?

    I dont know, Im still collecting data

    Plan from HQ is

    unrealistic, we will

    never reach the plan

    You are giving me

    continuously changing

    targets Your LP models are not

    representing the reality

    2010 Aspen Technology, Inc. All rights reserved |

    6

    Refinery Industry Vision

    Margin Maximization by setting the KPIs for :

    Crude and feedstock supply

    Product slate

    Crude/Product logistics

    Refinery asset utilization

    Decision support on margin & cash-flow

    Maximize margins from Refining Business

    Margin Management

    Primary

    Distribution

    Crude

    Chartering/logistics

    Refining Blending Crude

    Trading

  • 4

    2010 Aspen Technology, Inc. All rights reserved |

    7

    What are Typical Planning Horizons ?

    Long term (1-5 years or more) Strategic investment planning Supply/demand strategy New units/debottlenecking

    Medium term (up to 18 months) Six-quarter rolling plan/annual budget

    Feedstock selection

    Product market targets

    Short term (up to 3 months) Plant optimization

    Inventory management

    Products blending

    Immediate Production planning

    Performance monitoring

    2010 Aspen Technology, Inc. All rights reserved |

    8

    Refinery Model (Aspen PIMS)

    Plan Recommendations

    Crude selection.

    Crude indifference values.

    Crude arrival sequencing

    Production plan.

    Marketing plan

    Operating strategies

    Constraints

    Processing constraints

    Blending constraints

    Inventory levels.

    Feed availability

    Product demand

    Export term contracts

    Product specifications

    Refinery Process Models

    Base vectors

    Shift vectors

    Stream property data

    Drivers

    Performance targets

    KPIs

    Scheduling

    Economics

    Feed-stock prices

    Product prices

    Data flow in Planning

  • 5

    2010 Aspen Technology, Inc. All rights reserved

    Dharmendra Sah, Principal Business Consultant

    17th & 18th Sep 2012

    Aspen PIMS Seminar

    Advanced Refinery Planning for Better and quicker Decision Making

    2010 Aspen Technology, Inc. All rights reserved |

    10

    Agenda

    Refinery Best Practices

    Planning Key Activities

    Why Refinery Planning

    The Basics

    LP Concepts

    PIMS Features & Options

    Study Areas

    Optimization Areas / Economic Studies / Profit Improvement Plans / Investment Options

    When to use Aspen PIMS

    Aspen Petroleum Scheduler

  • 6

    2010 Aspen Technology, Inc. All rights reserved |

    11

    Refining Best Practises

    Emphasis on operational excellence

    Lowering of feedstock acquisition costs

    Increasing use of technology

    Better utilization of supply chain assets

    2010 Aspen Technology, Inc. All rights reserved |

    12

    Aspen Solutions in Space and Time to support Industry Best Practices

    Daily Weekly Seasonal Annual

    Ou

    tsid

    e

    the

    Fe

    nce

    Geogra

    phy

    Insid

    e

    Th

    e F

    en

    ce

    M

    ark

    et

    Wid

    e

    Primary Distribution (IMOS)

    Historical

    Refinery Planning (PIMS)

    Refinery Scheduling

    (APS)

    Collaborative Demand Manager

    (CDM)

    Yield Accounting (Advisor)

    Fleet Optimizer

    (AFO)

    Distribution Planning

    (DPO/PSCP)

    TIME

  • 7

    2010 Aspen Technology, Inc. All rights reserved |

    13

    Selects Crudes

    Plans Operations

    Optimizes Sets

    Targets for schedulers

    Delivers profits

    What is PIMS?

    Planning

    2010 Aspen Technology, Inc. All rights reserved |

    14

    Schedules Crude

    Schedules Units

    Schedules &

    Optimizes Blends

    Sets Targets for Operations

    Delivers profits

    What is APS and MBO?

    Scheduling

  • 8

    2010 Aspen Technology, Inc. All rights reserved |

    15

    Leaders in Planning & Scheduling

    70%

    11% 9%

    10%

    PIMS Honeywell

    Haverly No/Unknown

    36%

    7% 0% 0%

    55%

    APS

    M3

    Honeywell

    Haverly

    Excel based/Unknown

    Planning Scheduling

    2010 Aspen Technology, Inc. All rights reserved |

    16

    Refinery Planning Key Activities

    Evaluate Crude Feedstocks

    Create Regional Plan

    Create Production Plan

    Maintain On-going Models

    Create Long-Term Strategic Plan

  • 9

    2010 Aspen Technology, Inc. All rights reserved |

    17

    Why Refinery Planning ??

    Monthly Refinery Operating Plan

    Determine next months production plan for feedstock, operating parameters, modes of operation, blend flexibility, and sales

    Shutdown planning

    Inventory optimization

    Cost of constraint

    Cost of QGA

    Performance Management

    Compare plan vs. actual operation for on-going improvement

    Capital Investment and Long-Term Plan

    Decide whether to invest in new plant or shutdown assets

    Determine production plans for multiple months or years

    Technology evaluation

    Feedstock Evaluation

    Requires running dozens or hundreds of scenarios to evaluate optimal purchases and sales

    2010 Aspen Technology, Inc. All rights reserved

    Dharmendra Sah, Principal Business Consultant

    The Basics

  • 10

    2010 Aspen Technology, Inc. All rights reserved |

    19

    aspenONE Application Integration

    aspenONE Planning & Scheduling is a Key Component of Integrated Supply Chain Management

    Collaborativ

    e Demand

    Mgmt (CDM)

    ERP

    Historical

    Demand

    30/60/90Day

    Inventory Mgmt

    & Operations

    Scheduling

    Demand

    Product Date Location Channel of Trade

    30/60/90Day

    Actualized Movements

    Daily

    3rd Party Nominations

    -Pipeline Companies

    -Vessel Providers

    -Inspection Companies

    -Rail

    Terminal

    Inventories

    Daily

    Secondary

    Distribution

    (Retail)

    Short

    Term

    Demand

    Next 50 lifting

    Deal

    Capture Deals Spot, Term, Exchange

    Daily

    Production Plan

    30/60/90/120

    Day

    Refinery

    Planning

    Fwd

    Demand

    Terminal Demand

    & Inventories

    30 Day Distribution

    Planning

    Transportation Loading

    Pl

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