Global Oil and Gas Survey 2012-2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Oil and Gas Industry

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Mar 11, 2013, 02:00 ET

NEW YORK, March 11, 2013 /PRNewswire/ -- Reportlinker.com announces that a new market research report is available in its catalogue:

Global Oil and Gas Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Oil and Gas Industry
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Synopsis
Global Oil and Gas Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Oil and Gas Industry" is a new report by ICD Research that analyzes how global oil and gas industry companies' procurement expenditure, business strategies and practices are set to change in 2012–2013. This report provides data and analysis on category-level spending outlooks, budgets, supplier selection criteria, business challenges and investment opportunities of leading purchase decision makers in the global oil and gas industry. The report also identifies future growth of buyers and suppliers, M&A and e-procurement in the global oil and gas industry. This report not only grants access to the opinions and strategies of business decision makers and competitors in the global oil and gas industry, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type and sizes.

Summary
Why was the report written?
This report is the result of an extensive survey drawn from ICD Research's exclusive panel of leading global oil and gas industry executives. The report provides data and analysis on buyer expenditure, procurement and developments within the global oil and gas industry. This report includes key topics such as global oil and gas industry buyer expenditure and procurement behaviors and strategies. This report identifies the threats and opportunities within the global oil and gas industry, economic outlook trends and business confidence within global oil and gas industry executives.
Most secondary research reports are based on general industry drivers and do not understand the industry executives' attitude and changing behaviors, creating a gap in presenting the business outlook of the industry. In an effort to bridge this gap, ICD Research created this primary-research based report by gathering the opinions of multiple stake holders in the value-chain of the global oil and gas industry.

What is the current market landscape and what is changing?
Executives from the global oil and gas industry expect increased levels of consolidation, with 57% of respondents anticipating that there will be either a 'significant increase' or an 'increase' in mergers and acquisitions (M&A) activities over the next 12 months.

What are the key drivers behind recent market changes?
M&A activity is expected to increase as a result of high growth in emerging markets, and as part of their effort to expand their geographic reach and increase profits. The need to develop new, efficient technology solutions as a long-term priority for companies is also expected to drive M&A activity in the global oil and gas industry.

What makes this report unique and essential to read?
"Global Oil and Gas Survey 2012–2013: Market Trends, Buyer Spend and Procurement Strategies in the Global Oil and Gas Industry" is a new report by ICD Research that analyzes how oil and gas industry companies' procurement expenditure, business strategies and practices are set to change in 2012–2013. This report gives you access to the category-level spending outlooks, budgets, supplier selection criteria, business challenges and investment opportunities of leading purchase decision makers. The report also identifies future growth of buyers and suppliers, M&A and e-procurement. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report also provides access to information categorized by region, company type and sizes.

Scope
Project trends
Project industry trends and revenue growth expectations in 2012 and understand business confidence to take informed business decisions

Drive revenues
Drive revenues by understanding future product investment areas and key growth regions

Uncover challenges
Uncover key challenges and opportunities and identify key actions required to maintain and win buyer business

Formulate sales and marketing strategies
Formulate effective sales and marketing strategies by identifying how buyer budgets are changing and direction of spend in the future. Better promote your business by aligning your capabilities and business practices with your customer's changing needs

Secure stronger customer relationships
Secure stronger customer relationships by understanding the behavior and changing strategies of industry buyers

Reasons To Buy
Uncovers the business outlook, forecast of buyer expenditure activity, key challenges and opportunities and procurement behaviors and strategies.

This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions surrounding business priorities. The report promotes your business by aligning your capabilities and business practices with your customer's changing needs.

The report is based on primary survey research conducted by ICD Research accessing its B2B panels comprised of senior purchase decision makers and leading supplier organizations.

Key Highlights
Buyers predict more capital spending
An analysis of responses by upstream oil and gas companies reveals that 'new product development', 'machinery and equipment purchase', and 'IT infrastructure development' will record a significant increase in capital expenditure over the next 12 months.

Emphasis on product development expected
As global oil and gas demand is projected to increase in the next 12 months, upstream oil and gas companies plan to significantly increase their capital expenditure toward 'new product development' and 'machinery and equipment purchase'.

Increased investment in IT infrastructure predicted
54% of respondents project an increase in investment toward 'IT infrastructure development', with an increasing focus on the reduction of carbon emissions and protection of the environment. For example, in February 2012, Azerbaijan International Operating Company, a consortium of 10 principal oil companies, assigned a contract to Emerson Process Management, a supplier of process automation services and technologies based in the US, to computerize a new offshore platform in the Azerbaijan sector of the Caspian Sea.

Suppliers plan to increase spending on 'machinery and equipment purchase'
Global oil and gas industry suppliers plan to increase capital expenditure on 'machinery and equipment purchase' over the next 12 months. For example, in February 2012, Lux Assure, a developer of novel detection technologies for the oil and gas sector based in the UK, introduced a new chemical detection kit, which determines the concentration of methanol or monoethylene glycol (MEG) in oil and water.

Mixed responses on staff recruitment
According to 38% of respondents from upstream oil and gas companies, and 48% from downstream and midstream oil and gas companies, headcounts in their organizations in 2012 are expected to increase steadily by up to 2%. However, 19% of respondents from upstream oil and gas companies and 24% from downstream and midstream oil and gas companies anticipate 'no change' in recruitment activity in 2012, which indicates that slow economic development in developed countries and market uncertainty could reduce recruitment activity.

Table of Contents
1 Introduction
1.1 What is this report about?
1.2 Definitions
1.3 Methodology
1) Online Survey
2) Secondary Research
3) Data Analysis and Report Writing
4) Quality Control
1.4 Profile of survey respondents
1.4.1 Profile of buyer respondents
1.4.2 Profile of supplier respondents
2 Executive Summary
3 Global Oil and GasIndustry Dynamics
3.1 Revenue Growth Projections in the Global Oil and Gas Industry
3.1.1 Revenue growth expectations by company type
3.1.2 Revenue growth expectations by region
3.1.3 Revenue growth expectations by turnover
3.1.4 Revenue growth expectations by senior level respondents
3.1.5 Company revenue growth optimism: cross industry comparisons
3.2 Future Developments in Business Structure in the Global Oil and Gas Industry
3.2.1 Future developments by buyers
3.2.2 Future developments by suppliers
3.2.3 Future developments by region
3.2.4 Future developments by turnover
3.2.5 Future developments by senior level respondents
3.3 Merger and Acquisition (M&A) Activity Projections in the Global Oil and Gas Industry
3.3.1 M&A activity projections by buyers
3.3.2 M&A activity projections by suppliers
3.3.3 M&A activity projections by region
3.3.4 M&A activity projections by company turnover
3.4 Capital Expenditure Forecast: Global Oil and Gas Industry
3.4.1 Forecast of capital expenditure by buyers
3.4.2 Forecast of capital expenditure by suppliers
3.4.3 Forecast of capital expenditure by region
3.4.4 Forecast of capital expenditure by company turnover
3.5 Planned Change in Staff Recruitment in the Global Oil and Gas Industry
3.5.1 Planned change in staff recruitment by buyers
3.5.2 Planned change in staff recruitment by suppliers
3.5.3 Planned change in staff recruitment by region
3.5.4 Planned change in staff recruitment by company turnover
4 Global Oil and GasIndustry Market Growth Outlook
4.1 Global Oil and Gas Industry: Demand in Emerging Markets
4.1.1 Demand in emerging markets by buyers
4.1.2 Demand in emerging markets by suppliers
4.1.3 Demand in emerging markets by region
4.1.4 Demand in emerging markets by company turnover
4.2 Global Oil and Gas Industry: Growth Expectations in Developed Countries
4.2.1 Growth expectations in developed countries by buyers
4.2.2 Growth expectations in developed countries by suppliers
4.2.3 Growth expectations in developed countries by region
4.2.4 Growth expectations in developed countries by company turnover
5 Threats and Opportunities for the Global Oil and Gas Industry
5.1 Global Oil and Gas Industry: Leading Business Concerns for 2012–2013
5.1.1 Leading business concerns for 2012–2013by company type
5.1.2 Leading business concerns for 2012–2013 by region
5.1.3 Leading business concerns by company turnover
5.2 Global Oil and Gas Industry: Key Supplier Actions to Secure Buyer Business
5.2.1 Actions to secure buyer business by buyer respondents
5.2.2 Actions to maintain and secure buyer business by region
5.2.3 Actions to maintain and secure buyer business by turnover
5.2.4 Actions to maintain and secure buyer business by procurement budget
5.2.5 Actions to maintain and secure buyer business by purchasing decision authority
6 Global Oil and Gas Industry Buyer Spend Activity
6.1 Annual Procurement Budgets in the Global Oil and Gas Industry
6.1.1 Annual procurement budgets by company type
6.1.2 Revenue growth vs. annual procurement budgets
6.1.3 Annual procurement budgets by region
6.1.4 Annual procurement budgets by company turnover
6.1.5 Annual procurement budgets by senior level respondents
6.2 Global Oil and Gas Industry: Planned Change in Procurement Expenditure
6.2.1 Planned change in procurement expenditure by buyer type
6.2.2 Planned change in procurement expenditure vs. revenue growth optimism
6.2.3 Planned change in procurement expenditure vs. cost containment
6.2.4 Planned change in procurement expenditure by region
6.2.5 Planned change in procurement expenditure by company turnover
6.2.6 Planned change in procurement expenditure, cross industry comparisons
6.3 Planned Change in Procurement Expenditure by Product and Service Category
6.4 Variations in Regional Supplier Prices
6.4.1 Variations in regional supplier prices by company type
6.4.2 Variations in regional supplier prices by region
6.4.3 Variations in regional supplier prices by company turnover
7 Global Oil and Gas Industry Procurement Behaviors and Strategies
7.1 Critical Success Factors for Supplier Selection
7.2 Future Procurement Objectives in the Global Oil and Gas Industry
7.2.1 Future procurement objectives by company type
7.2.2 Future procurement objectives by region
7.2.3 Future procurement objectives by company turnover
7.3 E-procurement in the Global Oil and Gas Industry
7.3.1 Procurement budget increase vs. e-procurement
7.3.2 E-procurement by company type
7.3.3 E-procurement by region
7.3.4 E-procurement by company turnover
8 Appendix
8.1 Global Oil and Gas Industry Survey Results – Closed Questions
8.2 Methodology
8.3 Contact us
8.4 About ICD Research
8.5 Disclaimer

List of Tables
Table 1: Global Oil and Gas Industry Survey Respondents by Company Type, 2012
Table 2: Global Oil and Gas Industry Buyer Respondents by Job Role (%), 2012
Table 3: Global Oil and Gas Industry Buyer Respondents by Company Turnover (%), 2012
Table 4: Global Oil and Gas Industry Buyer Respondents by Region (%), 2012
Table 5: Global Oil and Gas Industry Supplier Respondents by Job Role (%), 2012
Table 6: Global Oil and Gas Industry Supplier Respondents by Company Turnover (%), 2012
Table 7: Global Oil and Gas Industry Supplier Respondents by Region (%), 2012
Table 8: Revenue Growth Optimism in the Global Oil and Gas Industry (%), 2012
Table 9: Revenue Growth Optimism in the Global Oil and Gas Industry by Company Type (%), 2012
Table 10: Revenue Growth Optimism in the Global Oil and Gas Industry by Region (%), 2009–2012
Table 11: Revenue Growth Optimism in the Global Oil and Gas Industry by Turnover (%), 2012
Table 12: Revenue Growth Optimism in the Global Oil and Gas Industry by Senior Respondents (%), 2012
Table 13: Key Expected Changes in Business Structure: Global Upstream Oil and Gas Companies (%), 2012
Table 14: Key Expected Changes in Business Structure: Global Downstream and Midstream Oil and Gas Companies (%), 2012
Table 15: Key Expected Changes in Business Structure: Global Oil and Gas Industry Suppliers (%), 2012
Table 16: M&A Activity: Global Upstream Oil and Gas Companies (%), 2012
Table 17: M&A Activity: Global Downstream and Midstream Oil and Gas Companies(%), 2012
Table 18: M&A Activity: Global Oil and Gas Industry Suppliers (%), 2012
Table 19: M&A Activity by Region: Global Oil and Gas Industry(%),2012
Table 20: M&A Activity by Turnover: Global Oil and Gas Industry(%), 2012
Table 21: Forecast of Capital Expenditure by Global Upstream Oil and Gas Companies(%), 2012
Table 22: Forecast of Capital Expenditure by Global Downstream and Midstream Oil and Gas Companies (%), 2012
Table 23: Global Oil and Gas Industry: Forecast of Capital Expenditure by Suppliers (%), 2012
Table 24: Global Oil and Gas Industry: Forecast of Capital Expenditure by Region (%), 2012
Table 25: Global Oil and Gas Industry: Forecast of Capital Expenditure by Turnover (%), 2012
Table 26: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Buyers (%), 2012
Table 27: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Suppliers (%), 2012
Table 28: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Region (%), 2012
Table 29: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Turnover (%), 2012
Table 30: Demand in Emerging Markets: Upstream Oil and Gas Companies (%), 2012
Table 31: Demand in Emerging Markets: Downstream and Midstream Oil and Gas Companies (%), 2012
Table 32: Global Oil and Gas Industry: Demand in Emerging Markets by Suppliers (%), 2012
Table 33: Growth Projections in Developed Countries: Upstream Oil and Gas Companies(%), 2012
Table 34: Growth Projections in Developed Countries: Downstream and Midstream Oil and Gas Generation Companies (%), 2012
Table 35: Global Oil and Gas Industry: Growth Projections in Developed Countries by Suppliers (%), 2012
Table 36: Global Oil and Gas Industry: Leading Business Concerns (%), 2012–2013
Table 37: Global Oil and Gas Industry: Leading Business Concerns by Company Type (%), 2012–2013
Table 38: Global Oil and Gas Industry: Leading Business Concerns by Region (%), 2012–2013
Table 39: Global Oil and Gas Industry: Leading Business Concerns by Company Turnover (%), 2012–2013
Table 40: Global Oil and Gas Industry: Securing Buyer Business: Buyer Responses (%), 2012
Table 41: Global Oil and Gas Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012
Table 42: Global Oil and Gas Industry: Securing Buyer Business by Region (%), 2012
Table 43: Global Oil and Gas Industry: Securing Buyer Business by Turnover (%), 2012
Table 44: Global Oil and Gas Industry: Securing Buyer Business by Procurement Budget (%), 2012
Table 45: Global Oil and Gas Industry: Annual Procurement Budgets by Buyers in US$ (%), 2012
Table 46: Global Oil and Gas Industry: Annual Procurement Budgets in US$ by Company Type (%), 2012
Table 47: Global Oil and Gas Industry: Increase in Revenue Growth vs. Procurement Budget (%), 2012
Table 48: Global Oil and Gas Industry: Annual Procurement Budgets in US$ by Region (%), 2012
Table 49: Global Oil and Gas Industry: Annual Procurement Budgets in US$ by Turnover (%), 2012
Table 50: Global Oil and Gas Industry: Annual Procurement Budgets by Senior Respondents (%), 2012
Table 51: Global Oil and Gas Industry: Change in Procurement Expenditure of Buyers (%), 2012
Table 52: Global Oil and Gas Industry: Change in Procurement Expenditure by Company Type (%), 2012
Table 53: Planned Change in Procurement Expenditure vs. Revenue Growth Optimism (%), 2012
Table 54: Cost Containment as a Leading Business Concern vs. Annual Procurement Budgets in US$ (%), 2012
Table 55: Global Oil and Gas Industry: Planned Change in Procurement Expenditure by Region (%), 2012
Table 56: Global Oil and Gas Industry: Planned Change in Procurement Expenditure by Turnover (%), 2012
Table 57: Planned Change in Procurement Spend: Cross Industry Comparison (%), 2012
Table 58: Change in Spend on Products and Services: Global Upstream Oil and Gas Industry(%), 2012
Table 59: Change in Spend on Products and Services: Global Downstream and Midstream Oil and Gas Industry (%), 2012
Table 60: Global Oil and Gas Industry: Variations in Regional Supplier Prices (%), 2012
Table 61: Global Oil and Gas Industry: Variations in Regional Supplier Prices by Company Type (%), 2012
Table 62: Global Oil and Gas Industry: Variations in Regional Supplier Prices by Region (%), 2012
Table 63: Global Oil and Gas Industry: Variations in Regional Supplier Prices by Turnover (%), 2012
Table 64: Critical Success Factors for Supplier Selection: Buyers vs. Suppliers (Index Score), 2012
Table 65: Global Oil and Gas Industry: Future Procurement Objectives (%), 2012
Table 66: Global Oil and Gas Industry: Future Procurement Objectives by Company Type (%), 2012
Table 67: Global Oil and Gas Industry: Future Procurement Objectives by Region (%), 2012
Table 68: Global Oil and Gas Industry: Future Procurement Objectives by Company Turnover (%), 2012
Table 69: E-Procurement in the Global Oil and Gas Industry (%), 2012
Table 70: Global Oil and Gas Industry: Procurement Budget Increase vs. E-Procurement (%), 2012
Table 71: E-Procurement in the Global Oil and Gas Industry by Company Type (%), 2012
Table 72: E-Procurement in the Global Oil and Gas Industry by Region (%), 2012
Table 73: E-Procurement in the Global Oil and Gas Industry by Turnover (%), 2012
Table 74:Global Oil and Gas Industry Survey Results - Closed Questions

List of Figures
Figure 1: Revenue Growth Optimism in the Global Oil and Gas Industry (%), 2012
Figure 2: Revenue Growth Optimism in the Global Oil and Gas Industry by Company Type (%), 2012
Figure 3: Revenue Growth Optimism in the Global Oil and Gas Industry by Region (%), 2009–2012
Figure 4: Revenue Growth Optimism in the Global Oil and Gas Industry by Turnover (%), 2012
Figure 5: Revenue Growth Optimism in the Global Oil and Gas Industry by Senior Respondents (%), 2012
Figure 6: Company Revenue Growth Optimism: Cross Industry Comparison (%), 2012
Figure 7: Key Expected Changes in Business Structure: Global Upstream Oil and Gas Companies (%), 2012
Figure 8: Key Expected Changes in Business Structure: Downstream and Midstream Oil and Gas Companies (%), 2012
Figure 9: Key Expected Changes in Business Structure: Global Oil and Gas Industry Suppliers(%), 2012
Figure 10: Key Expected Changes in Business Structure by Region: Global Oil and Gas Industry (%), 2012
Figure 11: Key Expected Changes in Business Structure by Turnover: Global Oil and Gas Industry (%), 2012
Figure 12: Key Expected Changes by Senior Level Respondents: Global Oil and Gas Industry (%), 2012
Figure 13: M&A Activity: Global Upstream Oil and Gas Companies (%), 2012
Figure 14: M&A Activity: Global Downstream and Midstream Oil and Gas Companies(%), 2012
Figure 15: M&A Activity: Global Oil and Gas Industry Suppliers (%), 2012
Figure 16: M&A Activity by Region: Global Oil and Gas Industry (%), 2012
Figure 17: M&A Activity by Turnover: Global Oil and Gas Industry(%), 2012
Figure 18: Forecast of Capital Expenditure by Global Upstream Oil and Gas Companies (%), 2012
Figure 19: Forecast of Capital Expenditure by Global Downstream and Midstream Oil and Gas Companies (%), 2012
Figure 20: Global Oil and Gas Industry: Forecast of Capital Expenditure by Suppliers (%), 2012
Figure 21: Global Oil and Gas Industry: Forecast of Capital Expenditure by Region (%), 2012
Figure 22: Global Oil and Gas Industry: Forecast of Capital Expenditure by Turnover (%), 2012
Figure 23: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Buyers (%), 2012
Figure 24: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Suppliers (%), 2012
Figure 25: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Region (%), 2012
Figure 26: Global Oil and Gas Industry: Planned Change in Staff Recruitment by Turnover (%), 2012
Figure 27: Global Oil and Gas Industry: Top Ten Growth Regions, 2012
Figure 28: Global Oil and Gas Industry: Top Five Emerging Markets , 2012
Figure 29: Demand in Emerging Markets: Upstream Oil and Gas Companies(%), 2012
Figure 30: Demand in Emerging Markets: Downstream and Midstream Oil and Gas Companies (%), 2012
Figure 31: Global Oil and Gas Industry: Demand in Emerging Markets by Suppliers (%), 2012
Figure 32: Global Oil and Gas Industry: Demand in Emerging Markets by Region (%), 2012
Figure 33: Global Oil and Gas Industry: Demand in Emerging Markets by Turnover (%), 2012
Figure 34: Top Five Developed Regions by Growth (%), 2012
Figure 35: Growth Projections in Developed Countries: Upstream Oil and Gas Industry (%), 2012
Figure 36: Growth Projections in Developed Countries: Downstream and Midstream Oil and Gas Companies (%), 2012
Figure 37: Global Oil and Gas Industry: Growth Projections in Developed Countries by Suppliers (%), 2012
Figure 38: Global Oil and Gas Industry: Growth Projections in Developed Countries by Region, 2012
Figure 39: Global Oil and Gas Industry: Growth Projections in Developed Countries by Turnover, 2012
Figure 40: Global Oil and Gas Industry: Leading Business Concerns (%), 2012–2013
Figure 41: Global Oil and Gas Industry: Top Five Leading Business Concerns, 2012–2013
Figure 42: Global Oil and Gas Industry: Securing Buyer Business: Buyer vs. Supplier Responses (%), 2012
Figure 43: Global Oil and Gas Industry: Securing Buyer Business by Turnover (%), 2012
Figure 44: Global Oil and Gas Industry: Securing Buyer Business by Purchasing Authority (%), 2012
Figure 45: Global Oil and Gas Industry: Annual Procurement Budgets by Buyers in US$ (%), 2012
Figure 46: Global Oil and Gas Industry: Annual Procurement Budgets in US$ by Company Type (%), 2012
Figure 47: Global Oil and Gas Industry: Annual Procurement Budgets in US$ by Region (%), 2012
Figure 48: Global Oil and Gas Industry: Annual Procurement Budgets in US$ by Turnover (%), 2012
Figure 49: Global Oil and Gas Industry: Annual Procurement Budgets by Senior Respondents (%), 2012
Figure 50: Global Oil and Gas Industry: Change in Procurement Expenditure of Buyers (%), 2012
Figure 51: Global Oil and Gas Industry: Change in Procurement Expenditure by Company Type (%), 2012
Figure 52: Global Oil and Gas Industry: Planned Change in Procurement Expenditure by Region (%), 2012
Figure 53: Global Oil and Gas Industry: Planned Change in Procurement Expenditure by Turnover (%), 2012
Figure 54: Change in Spend on Products and Services: Global Upstream Oil and Gas Industry (%), 2012
Figure 55: Global Downstream and Midstream Oil and Gas Companies: Top Five Product and Service Categories Buyers , 2012
Figure 56: Change in Spend on Products and Services: Global Downstream and Midstream Oil and Gas Industry (%), 2012
Figure 57: Global Downstream and Midstream Oil and Gas Companies: Top Five Product and Service Categories Buyers , 2012
Figure 58: Global Oil and Gas Industry: Variations in Regional Supplier Prices (%), 2012
Figure 59: Global Oil and Gas Industry: Variations in Regional Supplier Prices by Company Type (%), 2012
Figure 60: Global Oil and Gas Industry: Variations in Regional Supplier Prices by Region (%), 2012
Figure 61: Global Oil and Gas Industry: Variations in Regional Supplier Prices by Turnover (%), 2012
Figure 62: Critical Success Factors for Supplier Selection: Buyers vs. Suppliers (Index Score), 2012
Figure 63: Critical Success Factors for Supplier Selection: Buyers vs. Suppliers (Index Score), 2012
Figure 64: Global Oil and Gas Industry: Future Procurement Objectives (%), 2012
Figure 65: E-Procurement in the Global Oil and Gas Industry (%), 2012
Figure 66: E-Procurement in the Global Oil and Gas Industry by Company Type (%), 2012
Figure 67: E-Procurement in the Global Oil and Gas Industry by Region (%), 2012
Figure 68: E-Procurement in the Global Oil and Gas Industry by Turnover (%), 2012

Companies mentioend

BG Group Plc, Dart Energy, SSE Energy Supply Limited, Essar Oil Limited, International Energy Agency, Common Data Access, Oil and Gas UK, Schlumberger Information Solutions, New Zealand Refining Company, CGGVeritas, Det norske oljeselskap ASA, Tamrotor Marine Compressors, Technip, Petrobras, AWE Limited, Genting Berhad, New Zealand Oil and Gas Limited, Storm Ventures International, L'Enterprise Tunisienne d'Activites Petrolieres, Pacific Energy Development Corp, Blast Energy Services, DNO International, RAK Petroleum, Puma Energy, ExxonMobil, Teekay Offshore, Sevan Marine, Piranema FPSO, Weir Group PLC, Novatech LLC, URS Corporation, Flint Energy Services, Seadrill, Equion Energia, Garware Offshore, Azerbaijan International Operating Company, Emerson Process Management, Essar Energy, Kenya Petroleum Refineries Limited, Lux Assure, OGX Petroleo e Gas Participacoes, PPL Shipyard, Sembcorp Marine, Indian Oil Corporation, Lewa, Rolls-Royce, National Petroleum Construction Company, Oil and Natural Gas Corporation of India, Mitsubishi, Encana Corp, Tap Oil, Korean National Oil Corp, DNV, Sinopec, Anglo-Dutch energy, First Titan Energy, Shell, TNK-BP, Ruhrpumpen, Chesapeake Energy Corporation, GE