The role of people logistics in oil and gas projects

in Oil and Gas / by dnsadmin

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!

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Cracker Barrel’s modern

Submitted by Josephdrors on Thu, 08/28/2025 - 13:34

Cracker Barrel’s modern makeover doesn’t stop with redoing its restaurants. It’s dropping the barrel and the man from its logo, too. On Tuesday, the Southern-inspired casual dining chain unveiled a new logo “rooted even more closely to the iconic barrel shape,” but without the barrel itself — a central part of the brand’s identity since 1977. (As for the the barrel itself, it was “essentially the water coolers of the day,” Cracker Barrel explained in a blog post.) <a href=https://tripskan39.cc>tripscan top</a> The identity refresh also includes new TV commercials, a redesigned menu and several new fall-themed foods, part of a larger $700 million transformation plan to shake off its stodgy image and lure in new diners. “The way we communicate, the things on the menu, the way the stores look and feel … all of these things came up time and time again in our research as opportunities for us to really regain relevancy,” said CEO Julie Felss Masino in 2024. https://tripskan39.cc tripskan In particular, the new logo is the latest in a string of changes angering some of its loyal fans who fear the 56-year-old chain is drifting too far from its bucolic roots. On social media, some users griped, with one writing that the “changing the logo just feels like another little piece of culture dying off.” The change also angered some conservatives, too, like President Donald Trump’s son. Cracker Barrel has also been remodeling some of its 660-plus restaurants. The chain has “decluttered” the interiors by removing the country-themed trinkets that lined the walls and lightened up the interiors, shifting away from the dark woods. So far, reaction has been mixed on social media, with some videos on TikTok going viral voicing their displeasure. Masino remains adamant that the renovations are working, telling ABC News this week that “people like what we’re doing” and that feedback has been “overwhelmingly positive.” In June, Cracker Barrel posted an unusual earnings report for a restaurant: It’s taking a $5 million hit from tariffs because of its retail shops, which largely has products imported from overseas. Restaurant revenue and same-store sales both slightly grew, mirroring other increases casual dining chains are experiencing.

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Why should I invest in personnel?

as the sector develops technologically . . . companies that can retain and mobilize people will be able to sustain their competitive advantage.

Analytics to cut through complexity

Biarri and People Logistics

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