FIFA World Cup Qatar 2022 Host country logistically prepared GWC.

a centralised command centre with provision for the master delivery schedule will be implemented. This will function as the central point for managing all logistical activities related to FIFA, its commercial affiliates, brands, distributors, service providers, broadcasters, and others.

“Integrated with GWC’s strategicallylocated warehousing facilities and inventory management systems, the control tower will have clear visibility of everything – right from the time an order needs to be picked up and where it has to be delivered, to when the delivery is due and its current status,” asserted Menon.

As Qatar’s number one provider of logistics and supply chain solutions, GWC will also play a critical role in helping service providers across the country operate their businesses during the tournament, when the population – and associated challenges – will increase significantly.

“With our extensive hubs, resolute workforce and world-leading we have the capacity to oversee every part of the operation and we stand ready to support FIFA 2022, Qatar to deliver a once-in-a-lifetime mega-event” Reverse logistics

After the FIFA World Cup Winner’s Trophy is lifted at Lusail Stadium on Qatar National Day, the country will be basking in the afterglow of hosting the most prestigious event in the region’s history. Fans in Qatar and around the world will be glued to the celebrations.

For GWC, the focus will firmly be on reverse logistics and ensuring everything that arrived in the country temporarily returns to its point of origin.

Legacy

After the reverse logistics, attention will immediately turn to legacy. Tournament organisers have spoken about legacy from day one, with lofty goals to accelerate Qatar National Vision 2030 by delivering projects which boost the economy, support human and social development, infrastructure, and the environment.

“We recently opened Phase 1 of our largest logistics park to-date, a 1,500,000msqm one-stop-shop that caters specifically for MSMEs. The site caters to all their commercial needs, as well as affording an opportunity to network with like-minded businesses. We function as an enabler or catalyst between these MSMEs and the companies that will come during the FIFA World Cup,” added Menon.

GWC will play an important role in Qatar’s FIFA World Cup™ legacy by helping to support the country’s burgeoning small and medium enterprises (SME) sector, the press statement concluded.

National Oil Companies must look towards new operating model for a decarbonized future

National Oil Companies (NOCs) need to rethink their operating model and clearly link it with their strategic objectives to deliver the expected future production, cost, and greenhouse gas reduction impacts, asserts a recent Boston Consulting Report (BCG).

The new BCG report entitled ‘The Future Operating Model for National Oil Companies’ observed a clear value of implementing lean operating models, as they can deliver 30-40% efficiency gains across the whole O&G upstream value chain.

This includes levers such as applying deeper resolution reservoir models and linking them with production optimization that can result in a 4-6% increase in well production and 80% shorter cycle time in early design and evaluation.

“Like any transformation effort, implementing a new operating model requires a detailed roadmap, a defined team with clear accountabilities, active change management, risk assessments, and supporting IT systems,” affirmed Bjorn Ewers, Managing Director and Senior Partner, BCG.

“For NOCs, an integrated transition approach should focus on various critical levers, including activities and processes, new ways of working, digital and technology, and decarbonization,” he continued.

Multiple parameters

Additional levers include applying Artificial Intelligence (AI) / Machine Learning (ML) models and digital twins to predict non-productive-time events and optimize oil recovery can result in a 2-6% production increase and ~25% reduction in drilling & completions CAPEX. Utilizing predictive maintenance and management by exception to increase uptime can lower maintenance expenses by 15-25%.

“The transition to low-carbon energy sources is fundamentally reshaping how energy is produced and consumed, and Middle Eastern NOCs have remained ahead of this evolutionary trend to date – broadening operational scopes to include alternative energy areas, approving decarbonization investments, to lowcarbon liquefied natural gas (LNG),” commented Szabolcs Mihalik, Partner & Associate Director, BCG.

“Hosting COP27 in Egypt and COP28 in the UAE in 2022 and 2023 will place NOCs in Africa and the Middle East in critical positions to review the challenges of climate change,” he added.

Transforming operations

International Oil Companies (IOCs) have already started to transform their operations. After decades of maintaining a long upward trajectory, O&G companies’ total shareholder return (TSR) has underperformed the S&P for the past 3-, 5- and 10-year investment periods with little relief in sight.

IOCs have realized that current upstream operating models are not sustainable; oil price volatility, oversupply, and energy transition are forcing them to evolve. Individual portfolio strategies may differ, but it has become clear that success in any future model requires radically new ways of working. To a similar extent, NOCs are also in the same position as IOCs, and a transformational change is a requirement.

Transforming an O&G company’s operating model is a three-step journey:

1. Transform the way to operate

This starts with redefining its operating philosophy – a term encompassing its vision, mission statement, principles, aims, and key business practices. NOCs will need to build cost and carbon considerations into all aspects of their operating philosophies.

This may include embracing the lean