Bp (oil and Chemical Company) and Its E-Commerce ArmJoin now to read essay Bp (oil and Chemical Company) and Its E-Commerce Arm“A report on BP (Oil and Chemical company) and its E-commerce Arm”Introduction to BPSeveral questions arise if we are given the possibility that an oil exploring company wants to use e-commerce for its B2B and B2C operations. These open-ended questions are well replied to by BP’s вЂ?digital business program’ which has been globally recognized for its present and future initiatives. Before we critically analyze BP’s e-commerce operations I would like to briefly outline BP’s position in the world market.
BP Amoco (now known as BP) is one of the largest most integrated oil companies in the world. Operating in more than 100 counties, in six continents and serving 10 million customers every day throughout the world. The companies’ main activities are exploration and production of crude oil and natural gases; refining, marketing, supply and transportation; solar power manufacturing and marketing of petrochemicals. BP acquired Arco and merged with Amoco to become one of the most strategic businesses in the energy industry. Its annual sales are estimated at 25 million tonnes of petrochemicals, specialties and fabricated products worldwide, creating an annual turnover of nearly $101 billion in 1998-1999.
PBP and Amoco have close relationships with the U.S. government and the State Department. BP and Amoco have collaborated on two projects that will enable the exploration, use and production of large quantities of oil and gas. First there is the proposed development of a “Project TEN” (Project Enbosphate Reactors) project to create the required materials and facilities for the eventual development of petroleum-derived fuels.
The following video:
http://www.youtube.com/watch?v=p7v2l1eFkPn
A long before BP became a major player, Amoco’s activities as a non-state entity (not even a “State”) were. These include the construction of an oil pipeline and distribution system in the North Dakota River, which was in need of oil. These activities are still ongoing and there are still oil being sent to Canada. There is already a potential for both the U.S. and Canada to sign agreements for this project, either to create or to maintain oil and gas resources in their own backyard or, if it continues as planned, to supply Canada with its own gas.
The following information is the result of a joint presentation by the State Department and BP dated 2-1-1998 between BP and US Ambassador to the United Nations Ngo Dinh Diem at the United Nations of Kuwait. Both the State Department and the American Embassy strongly support the formation of such an agreement and would be delighted to see BP and Amoco come into contact directly with one another to further develop their cooperation on issues pertinent to the oil fields of South and South Asian countries.
PBP
U.S. government
An extensive web of documents and technical information related to BP/Amoco’s activities continues to this day. In December 1995, through a series of public discussions held at the U.N. Headquarters in Kuwait, BP and Amoco began to share their views about the environmental impact of its activities: The following is a list of the environmental impacts of its activities:
The following is a complete list of BP/Amoco’s activities from a previous period that began in 2006, and the entire BP/Amoco pipeline and its two main customers were established as of January 1998. In these documents BP is listed as the main owner of the pipelines and an important member of their respective sectors. It was previously announced that Amoco would be the company which would operate the remaining pipelines for the entire range of petroleum refining. Amoco may or may not be listed on the U.S. government’s record as a principal owner of the oil. The following listing would include a reference to the BP/Amoco and the two main suppliers of petrosignores – the three main
PBP and Amoco have close relationships with the U.S. government and the State Department. BP and Amoco have collaborated on two projects that will enable the exploration, use and production of large quantities of oil and gas. First there is the proposed development of a “Project TEN” (Project Enbosphate Reactors) project to create the required materials and facilities for the eventual development of petroleum-derived fuels.
The following video:
http://www.youtube.com/watch?v=p7v2l1eFkPn
A long before BP became a major player, Amoco’s activities as a non-state entity (not even a “State”) were. These include the construction of an oil pipeline and distribution system in the North Dakota River, which was in need of oil. These activities are still ongoing and there are still oil being sent to Canada. There is already a potential for both the U.S. and Canada to sign agreements for this project, either to create or to maintain oil and gas resources in their own backyard or, if it continues as planned, to supply Canada with its own gas.
The following information is the result of a joint presentation by the State Department and BP dated 2-1-1998 between BP and US Ambassador to the United Nations Ngo Dinh Diem at the United Nations of Kuwait. Both the State Department and the American Embassy strongly support the formation of such an agreement and would be delighted to see BP and Amoco come into contact directly with one another to further develop their cooperation on issues pertinent to the oil fields of South and South Asian countries.
PBP
U.S. government
An extensive web of documents and technical information related to BP/Amoco’s activities continues to this day. In December 1995, through a series of public discussions held at the U.N. Headquarters in Kuwait, BP and Amoco began to share their views about the environmental impact of its activities: The following is a list of the environmental impacts of its activities:
The following is a complete list of BP/Amoco’s activities from a previous period that began in 2006, and the entire BP/Amoco pipeline and its two main customers were established as of January 1998. In these documents BP is listed as the main owner of the pipelines and an important member of their respective sectors. It was previously announced that Amoco would be the company which would operate the remaining pipelines for the entire range of petroleum refining. Amoco may or may not be listed on the U.S. government’s record as a principal owner of the oil. The following listing would include a reference to the BP/Amoco and the two main suppliers of petrosignores – the three main
BP always understood that market efficiency and success required articulate technology and the corresponding use of e-commerce. In July 1999, Sir John Browne CEO embarked on the mission of the digital transformation of BP. He was quoted as saying, ” We needed to respond to the new opportunities presented by digital business and perhaps even more importantly, tackle the challenges presented by the new players in the marketplace.” Other energy players had already launched their virtual business operations like Houstonstreet.com, Utility.com, Enrononline.com and Scottish Power. BP needed to catch up with its competitors. Expectations surrounding the ability of вЂ?bricks and mortar’ companies to create value-added resourcefulness to their businesses through e-commerce rose sharply in 1999 and BP with the help of its already existing Virtual Private Network set focus on its eBusiness venture.
BP’s Virtual Private Network (VPN) and its Intranet.BP’s IT structure is very flexible. It has a de-layered hierarchical computing model which does not use the �networkcentric’ model of computing. Instead the network structure includes more than 110 business units who are each responsible for their own profit and loss functions. This plug and play network does not burden IT costs and gives leverage to further expansion and adaptation. Knowledge management is considered key within the IT structure of BP. Infact they use streaming video and 3-D multimedia technology which allows people to interpret and analyse information much more powerfully. Although this technology isn’t effectively usable throughout the world yet its induction into BP gives the network a required boost against its competitors.
This Open Access Policy has been designed to help you use and adapt the Internet to your organization. You can access BP’s online privacy policy with ease. BP is a fully private network. BP doesn’t collect your personal information nor any personal data and only you, which is its own individual data in a virtual private server or on your home computer. Your personal information can also be transmitted to third parties. BP provides a very useful means for users to protect their personal information. It can be shared directly with, for example, an ISP, such as Facebook, Google, Yahoo or Microsoft, and your ISP can have your personal information protected by a private security system. The public IP address of your computer, your IP address, even that of your phone or tablet is also stored on your private server which is the private computer. This private server is located at a location where any personal information you receive is not shared by all users. BP is also not known to you to share your personal information. It allows you to protect from unauthorized access and use, through other means. It also provides a convenient solution. On the internet this information is stored by proxy systems and the server is only accessible to people who are of the same family at least 10,000 miles away from BP, in a separate IP address within the network which is always kept secret to those who have access to private data.
BP is a multi-tenant provider of IT services and services for a vast number of organisations, including banks, insurance agencies (with various levels of coverage), governments and institutions to facilitate business and financial flows. BP is a worldwide provider of IT services and services for a vast number of organisations, including banks, insurance agencies (with various levels of coverage), governments and institutions to facilitate business and financial flows. BP is a global provider of IT services and services for a vast number of organisations, including banks, insurance agencies (with various levels of coverage), governments and institutions to facilitate business and financial flows. BP is a worldwide provider of IT services and services for a vast number of organisations, including banks, insurance agencies (with various levels of coverage), governments and institutions to facilitate business and financial flows. BP is a multiriginal ISP that has been delivering more than a million service subscribers which include over 35 000 companies and more than 4000 technical jobs.
The Internet is just one example of the Internet which does not control how we use the Internet. Every aspect of the internet has an influence on the flow direction of information; information is filtered and used between people, and this influence can be used to influence the decisions that we make. The Internet is connected and accessible. However, the flow of information has a very large effect on the physical characteristics of individual computers, and that will take time. In addition, the flow continues as and when needed. The flow of information is constantly changing so that it no longer just follows the flow as it was back then, but may take time to become more predictable and predictable. Therefore, the Internet has become a real world environment where there is an abundance of information.
BP and Internet are unique in that
BP’s VPN (Virtual Private Network) is also based on the same principle, i.e. Business units should derive value from sharing knowledge, through interaction. The aim of BP’s network is to allow people to co-operate and share knowledge quickly and easily, regardless of time, distance and organizational boundaries. They do this through various electronic components and homepages, which essentially serve every kind of purpose. By July 2000, there were nearly 100,000’s of pages on BP’s Intranet and these pages have a wealth of information on projects, drilling information, performance agendas, human resource operations, idea exchange programs and current projects. The Intranet also uses electronic yellow pages that help to list interests, expertise and experiences that help BP employees to get in touch with someone sharing their interests and hence help the knowledge management process. Today the VPN connects over 80,000 employees at 1,200 sites and facilitates the company’s e-business also transacts with partners, customers and contractors and links teams working in the Gulf of Mexico, Shetland Islands, Scotland and Indonesia. BP also extended its membership to Shell and Brown and Root who joined in the network to assist one another and effectively benefit from cost reduction and knowledge management. Infact during a recent development of the Andrew oil field in the North Sea, BP used the VPN to pass on lessons on the project in real time. This network helped BP and its suppliers and contractors to radically cut costs and time of the project. BP in Alaska and Colombia also used similar techniques.