Efficient and effective logistics is vital to large Oil & Gas projects – equipment must be transported to work sites and raw products need to be processed and then delivered to customers, often using multiple modes of transport in a complex supply chain. In addition to this complexity, another important part of the overall logistics problem is people logistics – How do we move personnel to and from a worksite both safely and efficiently?
Why should I invest in personnel?
Particularly in Australia, where many work sites exist in remote areas, it is not always feasible to relocate employees and their families to a town near the work site. As a result, many workforce personnel are employed on a fly-in fly-out (FIFO) or bus-in bus-out (BIBO) basis, where the employer is responsible for moving personnel to and from the work site.
A 2013 report from Ernst & Young indicated that human capital deficit is one of the top ten risks facing the global Oil & Gas industry, affirming that
as the sector develops technologically . . . companies that can retain and mobilize people will be able to sustain their competitive advantage.
Effective and efficient personnel mobilization is crucial to any significant oil and gas project. Research published in 2012 by the Australian Centre of Excellence for Local Government (ACELG) into the prevalence of FIFO in Australia predicts that percentage of Australian mining sector jobs filled by FIFO roles will only increase over the coming years.
Improper workforce utilisation increases susceptibility to many internal and external issues, such as: a high employee turnover, high ongoing operational costs to the business, and under- or over-allocation of staff to specific jobs.
Analytics to cut through complexity
People logistics for a large project requires the coordination of travel and accommodation for hundreds, sometimes thousands of people in various remote locations. As with traditional logistics, several crucial decisions have to be made including BIBO vs FIFO, choice of airports or bus routes and staff roster schedules. In addition to this complexity, working with personnel often requires much greater scrutiny – we don’t always require a minimal-cost solution – we need to balance cost, project risk, employee safety and employee satisfaction.
Trying to weigh up all these variables and make decisions in an intelligent way for all of the personnel involved in a project very quickly becomes complex. A 2014 interview by Mining Australia notes that “for many companies [workforce management] is manual, or only semi-automated, which increases the risk of error or processing inefficiencies, increasing costs”. Managing a large workforce is difficult, and only with the right technology can companies provide efficient and effective workforce management.
Through analytics companies can cut through the complexity involved in workforce management. By considering specific variables and how they affect outcomes companies can make better decisions.
Analytics empowers organisations through quantitative justification so that decision makers can be certain that employees will be spending less time in transit, and working on the right jobs at the right times, with the right people.
Biarri and People Logistics
Biarri delivers consulting and SaaS solutions to provide the right technology to enable effective workforce management.
Biarri has a proven track record, delivering people logistics and FIFO solutions for Oil & Gas and Mining companies in Australia including Santos, BMA, and Arrow Energy.
To learn more about how Biarri can help your organisation benefit from analytics and optimisation for people logistics get in touch today!
Comments
The research institute of
A Technical Regulations is a
The research institute of
J’adore l’ambiance
J’ai un veritable coup de c
A Technical Regulations is a
Last Updated: August 2025 |
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
The research institute of
Leave a Reply
Want to join the discussion? Feel free to contribute!