Global Refining IT Benchmark

Global Refining IT Benchmark is an IT management tool for the Refinery IT Manager or Downstream CIO's office that provides important economic performance indicators (or key performance indicators -KPIs) on the IT services of a refinery or petrochemical plant.

It benefits clients by providing indicators of how efficient or effective their IT organisation is in areas such as applications software, applications hosting, desktop computing & networks and communications services. This is achieved through accurate comparisons with other refineries of similar size and complexity. Clients receive reports that provide recommendations on how they can further improve economic performance, which in turn provide opportunities for improving productivity or reducing costs.

Aupec's benchmarking reports provide clients with reliable and robust metrics based on high quality, up-to-date data collected from unique industry peer groups. Reports are customised to the client's requirements.

Benefits of IT Performance Measurement at refinery level

• Distinguish everyday costs from investment
• Understand where cost savings can be made
• Assess the size of the prize available by moving to average or quartile 1 performance
• Focus on IT performance within the refinery fence

IT Performance in a Refinery Context

• Aupec's IT Benchmark for refineries is closely aligned to our other industry business performance tools. 
• Benchmark data includes a requirement to submit business normaliser data to provide KPIs that are meaningful to non-IT plant management. 
• Aupec's expertise in the energy industry is a solid foundation for ensuring that IT performance is given the business context required to ensure good communications with your business customers.
• Aupec benchmarking studies provide tools to extend further communications with your business customers through satisfaction surveys and effectiveness assessment.

Aupec collaboration provides innovation and flexibility

• Aupec understands the benefits of active partnering with clients to maintain interest to each year's benchmarking study. This may take the form of additional data for drill down detail needed to take corrective action. 
• Recent innovations included the addition of a telephony section that collects both financial and telephony profile data.  Clients have identified this area as most locally controlled and in a state of financial and technological evolution and through data collection are learning more about process habits, and spending standardisations.  This is an example of one type of initiative that is supported by Aupec's philosophy of active client participation.