Trading Information Management – Moving Beyond ETRM

Today’s energy trading and risk management (ETRM) systems offer a wealth of capability, with functionality covering the vast majority of the business processes of buying and selling commodities, from contract management through invoicing and accounting. Given that many of these systems are rarely fully integrated, few companies are able to answer fundamental business questions with them (such as P&L, deal profitability, and asset performance) without considerable time and effort to manually consolidate data and extract key information and metrics.
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Data Driven Models…The Tide of Opportunity


“There is a tide in the affairs of men which, taken at the flood, leads on to fortune; Omitted, all the voyage of their life is bound in shallows and in miseries.”
William Shakespeare (Julius Caesar)

It’s hard to escape the chatter about “big data”. Evangelists talk of volume, velocity and variety of data across business verticals and the impact that big data will have on traditional analytics. Certainly, surfacing trends and identifying relationships and correlations in a multivariate, multivariant and multidimensional system provides food for thought. But does big data without business context provide any knowledge that enriches upstream decision-making?
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Closing the ‘Missing Middle’ Can Help Energy Companies Make the Most of Analytics Investments

Energy companies have historically based their success on the analytical abilities of their scientists and engineers. In areas ranging from exploration and production to refinery management to downstream distribution, these companies rely upon hard data to make the right strategic decisions to support operations and make the right tactical decisions.
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Let Your Data Do the Talking – A Three Part Series

Part 1. The Generation Y Opportunity
Part 2. Data Driven Models for the Real World
Part 3. What Next for Advanced Analytics?

Leveraging your data to take advantage of the big crew change

One of the greatest challenges facing our industry today is managing the ‘Big Crew Change’. Anticipating the impending shortage of technically proficient personnel as they exit stage right, we are faced with not only an experience gap, but also a fundamental difference in the way that the next generation thinks. What cannot be quantified is the extent of the impact of this demographic shift. What type of changes in efficiency and performance might we anticipate if about 20 percent of the business has fewer than 5 years of pertinent experience?
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