Reengineering Of Management System Of Oil Production Enterprise Capital Repairs


More than 50 years have passed since the discovery of large oil fields in the Volga region and Western Siberia. Since then, all of them have entered the final stage of development, characterized by a decrease in oil production, an increase in water cut in wells and an increase in the share of hard-to-recover reserves. In such conditions, the achievement of economic efficiency of implemented projects largely depends on the productivity of the business process management system at the enterprise. In the last decade, the improvement of the management system at the enterprises of the oil-producing complex was associated with the withdrawal of non-core assets from the structure, the basis of which was oilfield services. However, due to insufficiently effective competition in this market segment, the price for the provision of oilfield services is overstated. This work is devoted to the management of service production processes in the system of an oil production enterprise. According to statistics, service production is a major source of cost formation for an enterprise. For example, it accounts for 30-50% of all operating costs. Due to the fact that most of the large oil fields in Russia are at the final stage of development (over 70%), the largest share of operating costs is well workover services. Accordingly, the purpose of the study is to substantiate the theoretical provisions for the implementation of reengineering of business processes and develop practical recommendations for improving the efficiency of management in this segment of services.

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