Analytics and decision support for energy operations
Support planning across assets, maintenance, materials and suppliers — built on the systems and records you already have.
Decisions made long before the information is complete
Energy operations plan against long horizons and short windows at the same time. A critical spare has to be committed months before anyone knows whether it will be needed. A turnaround scope firms up after the long-lead materials have already had to be ordered. An asset's maintenance history, its materials and its suppliers each live in a different system.
- Critical spares that move rarely but stop production when they are missing, where the cost of a stockout is downtime rather than a lost sale.
- Maintenance and turnaround requirements that have to be converted into material commitments before the scope is settled.
- Long supplier lead times on specialised equipment, where the quoted figure and the delivered one routinely differ.
- Records split across systems, so the question “what is installed where, and who supplied it” takes days to answer.
Where we usually start
-
Criticality-weighted stocking policy for spares and materials, using methods suited to parts that move rarely.
-
Turn maintenance and turnaround scope into a dated requirement plan, with the long-lead commitments made explicit.
-
Connect asset, maintenance, materials and purchasing records under consistent identifiers.
-
Link supplier and equipment records so a component can be traced to the assets it was installed on.
Stocking decisions for critical spares
The question for a critical spare is not what demand will be. It is whether the cost of holding one is less than the expected cost of not having it — which depends on downtime cost, lead time and failure probability rather than on consumption history.
That makes it a decision problem, not a forecasting problem, and it needs your maintenance and reliability engineers' knowledge as a direct input. We structure that judgement rather than replacing it, so the policy is consistent across the whole catalogue instead of varying with whoever last reviewed it.
Common questions
Most of our critical spares almost never move. Can they be planned?
Not as a demand forecast, and anyone promising one is overselling. What they need is a stocking decision: whether to hold the part at all, how many, and where. That turns on the cost of downtime against the cost of holding, which is engineering knowledge rather than sales history. We structure that judgement so it is applied consistently across thousands of parts.
How do you handle turnaround and shutdown planning?
As a requirement plan rather than a forecast. A turnaround is a known event with a known scope, so the question is which materials and spares must be on site by when, and which long-lead items have to be committed before the scope is fully settled. We make those commitment dates and their consequences explicit.
Our asset and maintenance data sit in different systems. Is that a problem?
It is the normal starting point. Maintenance history in one system, materials in another, purchasing in a third, and a spreadsheet reconciling them. Connecting those records with consistent equipment and material identifiers is usually the first piece of work, and it is often valuable on its own.
Can you support supplier and equipment traceability?
Yes. Connecting supplier, material and equipment records lets you answer where a component came from, which assets it was installed on, and what else from that supplier lot is in service. That matters for warranty, for failure investigation and for operational continuity.
Find out what your data can already tell you
A free 30-minute data readiness assessment. We look at what you have, tell you what it can support today, and name the first thing worth building. No preparation needed.