Exploration technology, including basin modeling and its applications, is evolving rapidly, as is the way this technology is pursued in different companies. The recent wave of reorganization has had major impact on technology providers, including modeling teams. This impact can be either positive or negative. However, integration of data and technology is recognized as the most important advance possible at this time. It appears to be true that integration of geologic and, to some extent, geophysical data has found a home in basin assessment teams, which includes play modeling teams, integrated basin analysis teams, and hydrocarbon system modeling teams. Although the names and approaches might be slightly different, the overall goal of these teams is the same. The focus of basin modeling development shifted from the enhancement of internal detail calculations to integration with the larger data pool outside of traditional basin modeling. Companies realize that more is to be gained by integration of existing technology, and further development is only warranted where gaps are obvious.

The results of a benchmark study are illustrated here to provide support for the statements above. A few years ago, one major oil company sponsored a benchmark study to see how far the industry as a whole moved toward the goal of integration and embracing basin modeling technology. The data collected in the benchmark study indicated a general trend, but significant diversity in the approaches of different companies was noted. The data, which describe the situation of 1996 and earlier, have been recently released. Individual companies can decide where in the spectrum of basin modeling technology application they stood at that time and where they stand now. This is the first time these data have been published; however, permission has not been given to expose the names of the contributing companies.

Some key results highlight the relative importance of modeling, as indicated by funding levels, timing of application, and linkage to other technologies. Most companies spend about 2% of their exploration budget on hydrocarbon system technology. Most applications seem to occur late in the exploration cycle, which may indicate a problem. When comparing RD effort with application effort, a dangerous trend becomes obvious. Even before major problems are solved, the focus is shifting away from research. The data indicate that the modeling part of hydrocarbon system work is rarely outsourced, whereas all data collection functions are outsourced to varying extents. Other data presented show perceived levels of integration, support for modeling software, and the distribution of RD moneys.

The data clearly show that integration of the different disciplines and the timing of the application were at the frontier stage in 1996. Technical and organizational hurdles need to be overcome to make the large field of modeling more valuable to all.