Integrated Planning and Logistics (IPL) - the Petrobras Business Case

Integrated Planning and Logistics (IPL) - the Petrobras Business Case

This page is a business case describing a case study or a pilot project involving one or several industry partners

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Petrobras has been one of the main participating industry partners for the Integrated Planning and Logistics topic project since 2010. It has been a fruitful collaboration and much of the insight gained in this collaboration has been important in developing the tools and methods in this project. The IO Centre has been warmly welcomed to Brazil to see how the operations have been performed within Petrobras. This has helped our team to understand the IPL challenges, enablers and the human and cultural capabilities for cultivating IPL ( 4C Culture). In addition we have aimed to identify the best IPL -practices within Petrobras as a basis for further studies for comparable with other relevant business cases.

Petrobras has been an important partner throughout the work with Integrated Planning and Logistics in the IO-Center. In the first phase of the IO Center, the collaboration with Petrobras constituted of a pilot focusing on integrated planning at different planning levels and especially at the operational level. A survey was carried out at seven plants for identifying the AS-IS situation and challenges in planning related to human-, organizational and technological (ICT) aspects.

Several disciplines have been visited in our studies:

  • Planning and Control - Critical Resource planning (PRC)
  • Maintenance and inspection engineering (UO-RIO/OPM/EMI)
  • FPSOs and floating units tanks inspection plans according to class societies (UO-RIO/OPM SEOP)
  • Lift and Flow  Production engineering (EE)
  • IPL overview and ICT systems (UO-RIO/OPM/EOO and TIC/Rio)
  • Logistics IO and IPL (US-LOG in Macaé)
  • Unit of Underwater Services, US-SUB

Identification and description of main challenges

Based on the IPL model, and with a particular focus on the IPL enablers, namely ICT, Roles and Processes, and Coordination Arenas, this section highlights some of the key topics regarding IPL from our investigations.

Process and roles

Whit in Process and Roles we targeted to identify potentials for improvements, based on experiences and best practices throughout the organisation. We targeted some general elements such as:

  • Current work processes;  To which extent are they followed? Are they harmonised and is there a clear link between activity and responsibility?
  • Management of an introduction to the IPL philosophy; Will it be possible to roll-out the philosophy in the whole company? Do we see different views between the managers? Is there different IPL-maturity between leaders/locations/departments/fields?

ICT tools

Our investigation regarding ICT tools have mainly been focused upon the way the information has been shared, understood and potentials for integration of information between different systems to be used in an IPL setting. Therefore we have asked questions focusing on :

  • The level of ICT functionality; Are many stand-alone or "home-made" ICT systems used for planning? What are the integration possibilities with other ICT systems? Are different systems used within the different disciplines? Are tools suited for decision support?
  • Quality of data; Are "historical" data used as input to the plans? In which extend are the data stored for future use? Are same data entered multiple times? Is it possible to cross check data to gain more understanding?  (i.e.  is the statistic weather picture used when planning an maritime operation?)

Arenas for plan coordination

We have aimed to identify the arenas for plan coordination and collaboration possibilities.  Questions we have asked are related to: 

  • Coordination and collaboration arenas; Have clear communication channels between the planners and involved domains been established? Is critical resources identified across the "silos", and have the resources the same degree of criticallity for all?  Do the coordination arenas work as initial planned and are they standardised across the whole company?  Is collaboration between onshore and offshore efficient organized?
  • Coordination quality; In which extend do you consider the data quality level regarding planing? Is the precition good enough to take the right decisions? Do you see any link between trust building and data quality? Our questions have been to identify how trust and quality of information has been practiced? 


One successes factor within all planning activities is that people are committed to the planning process. At the same time the commitments normally varying a lot within a company. In our studies we have especially focused on :

  • Planning practices; planning practices appears often to differ between disciplines, do we see potentials for doing it better? Is it easy to gain experiences from previous planes/work? Is commitment to plan focused? Where does normally deviations on plan occur and are there potentials to avoid them? Exist de-briefing sessions or similar knowledge transfer sessions?
  • Trust building; is building trust part of the strategy? If so, describe the way you practices trust building? Identify if the IPL-laboratory could be used in the process of building trust.


The level of planning competence within different disciplines seems normally to differ substantially when observing competence. Very often the competence is limited to own discipline and not covering the whole value chain or the whole company, or from strategic to operational planning. Relevant topics and questions in the study have been:

  • Coordination; Does the planners focus on thinking the "big picture/the whole company" when coordinating activities? Does the coordination between the short-term, medium-term and long-term planning have potentials for improvement? Do the staffs have enough competence in doing qualified planning? Is moving competence from off-shore to on-shore locations a recommended way of building competence and trust between land and sea?
  • Competence philosophy; Observe the way of building competence. Is it by training, practicing, mentoring or lecturing? Is competence building organised with focus upon the tools or work processes? Is the IPL work processes descriptions and introductions good enough to achieve understanding and competence about how to execute efficient IPL among the staff?


For good collaboration practices the facillities should be suited to serve the needs. The requirements for facilities will differ some between role of the people involved, the disciplines and locations. Some needs are addressed to mobility while others are more to a meeting room facility. Our aims have been to identify how the collaboration works and if there are potentials for improvements.

  • Collaboration facilities; Is the facilities efficient for collaboration between different parties? Is collaboration sessions efficient and well structured or is it potential for improvements? Is the level of collaboration between the disciplines well described in the work processes diagrams?
  • Collaboration with 3rd party; Is it easy to collaborate with 3rd parties (knowledge, tools, mobility, i.e.)? Is it easy to exchange information with 3rd parties? Does the company have procedures to included external expertises when decisions are taken?

Continuous learning

The learning process is closed linked to competence and collaboration activities. Continuous learning is also to use previous experiences in a new setting, and let the historical data and processes to be applied as input to taking new decisions.

  • Learning arenas; Does it exist good learning arenas for continuous learning? Is it possible to learn best practices by looking into previous successes and failures? Is de-brief sessions in place? Describe the way improvement building as topic is organised?
  • IPL laboratory; Identify if the IPL laboratory could be used as a tool for learning?

Integration of the logistical planning into the integrated planning processes

Petrobras are facing many challenges in the coming years, due to the expected increase in production. They have established a program called GIOp to identify the potentials of using the IO philosophy as one supporting activity to control the process. The program's main objective is introducing the "new" IO philosophy of work, mostly due to the expected growth in production and upscale of operations towards 2020.

The IPL work is in some extend aligned with the work in GIOp. 

Within the research program Integrated Operations in Petroleum Industry, integrated planning is focused as one important area to obtain increased value creation in the industry. With the prospect of increasing oil production, lowering operating costs, and prolonging field lifetimes, the petroleum industry is actively working to improve its ability to operate in an integrated and efficient manner across geographical, organizational, and professional boundaries. This effort is labelled Integrated Operations (IO) and it focuses on new technologies and enhanced work processes for improved decision making and safer, more efficient production. Transferring the IO principles to the planning domain has led to the development of the concept of Integrated Planning (IPL). Traditionally, the various domains of an asset, such as reservoir management, drilling, operations and maintenance, all have their separate activity and resource plans specific for their domain. These plans enable them to prepare for and follow up on their various operations and ensure that appropriate material and human resources are available for the specific tasks. The different domains more often than not function as separate “silos” with little or ad hoc collaboration between them. This way of planning and organizing leads to an atomistic operational picture and inefficient resource management, for the asset as a whole. As counterbalancing measure the concept of Integrated Planning addresses these issues and lifts the goals of IO into the field of planning and deviation management.

The Integrated Planning Model forms the basis for analysis and recommendations. The model is applied for structuring the findings in investigation at Petrobras. It constitutes a focus on key capabilities when it comes to implementing and improving integrated planning;  three enabling capabilities, seen as the three focused areas in the circle above, and four basic capabilities that characterize a robust and proactive planning culture, a 4C-Culture. The three enabling capabilities are means/instruments/tools that can be designed and implemented for rendering the organization capable of achieving IPL, while the four Core Capabilities are cultural and personal abilities that need to be developed and cultivated over time in order to realize the value potential in IPL.

The table shows the most important elements for the capabilities which need to be focused for successfully design and implementation of an integrated planning practice.




Integrated Planning Presentations



Video Presentations

Power Point Presentations


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