Abstract

Widely predicted to be the fastest growing economy of the world for the next 10 to 20 years, the Asia-Pacific and China region can expect significant changes in the upstream energy sector. In response to changing needs, oil companies and solutions providers are searching for new ways of working together to meet the pressing energy demands of what may soon be the world's largest collective economy.

As part of this change and as a result of the search for optimum response, the concept of integrated solutions has emerged and moved to the forefront of viable business alternatives. Seeking arrangements where greatest value creation can be achieved, many oil companies are driving service companies into the role of solutions partners.

This paper will focus on the alignment of the oil companies' and service companies' interests in integrated solutions. The paper will illustrate how misalignment degrades the value of the solution and reduces the chance of its success. Topics presented will be:

• why a step-change in performance is fundamental to the Asia-Pacific and China region

• how the various definitions of integrated solutions affect the process of buying and selling integrated solutions

• implementation barriers for national oil companies, international oil companies, and the supplier

• why integrated solutions are concept based and performance driven

• why service companies are capable of delivering integrated solutions

• the need for a buyer-protection plan

The paper will conclude with a few observations on the history of integrated solutions in the region and some recommendations for ensuring adequate alignment of the buyers and sellers of integrated solutions.