| dc.description.abstract | The oil and gas (O&G) industry is increasingly considering using additive manufactured (AM) for spare part management. As O&G companies seek to align their inventory management (IM) strategies, adopting digital inventories (DI) in combination with AM has emerged as a promising solution to current IM challenges in the industry. O&G operators may leverage AM and DI to reduce physical inventories, supply chain risk, inventory-related costs and lead times. However, approaches that describe how companies may implement the DI in operations and existing IM strategies are lacking. As such, this thesis will investigate how Norwegian O&G operators may implement DI to existing IM strategies.
Seven companies with experience with AM and currently participate in a DI ecosystem have been interviewed as part of the research for the thesis. The aim of the interviews was to explore the current challenges, best practices, and essential aspects for enabling the successful implementation of DIs. The interview findings are compared against relevant literature to understand the DI ecosystem comprehensively.
Key challenges in the ecosystem are unsuitable procurement processes, lack of commercial models, AM spare part (SP) qualification and a lack of demand for AM projects. ERP integration and assessments of AM suitability for stored SP are discussed as key enablers of DI implementation. The benefits and challenges associated with ERP integration will be discussed, thereby providing insight towards how O&G companies may utilise existing ERP systems to maximise the value of DI. A set of frameworks for identifying SP with characteristics suitable for AM is presented. The frameworks may be used to reduce physical inventories. Two decision models visualising critical decisions and stages for a SP ordered through a DI are presented. The first decision model considers decisions and stages for a given SP ordered through a DI. The second model may be adopted by O&G operators aiming to reduce physical inventories.
In conclusion, the thesis's main contribution is expanding knowledge of implementing DI as a part of IM strategies for Norwegian O&G operators. The findings highlight a need to address current procurement processes and develop attractive commercial models for all actors in the DI ecosystem. ERP integration and assessment of stored SP suitable for AM are identified as essential enablers of DI implementation. | |
