Aspen Planning and Scheduling Seminar

Agenda (17th & 18th Sep)
Refinery Industry Vision

Overview of PIMS software
Demonstrate Planning activities using Aspen PIMS
Discuss & demonstrate Audit findings of BORL PIMS
Model and improvements
Refinery Scheduling and its significance
Q&A
2010 Aspen Technology, Inc. All rights reserved
Plan vs Actual gap: Issues & its sources

Plan vs. Actual Analysis
This could be
costing you
millions/month
100%
5-10%
Gross Margin (% of the plan)
105%
95%
90%
85%
1
Planned Profit
How do you control and

reduce yourDecember
reconciled gap?
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Actual Daily Profit
Average Reconciled Actual Profit
Issue 1: No methodology to analyze it.

There is no or limited KPI and visualization(notification).
It is hard to find its reasons and resolution with logical frame.
Schedule vs
Operations Differences
Process model
inconsistency
Demand Qty,
Mode Change
Logistics Constraints
Change OP.
Conditions.
Inventory
Off-spec &
reprocessing
Variant Constraints
Gap
Operational &
Hardware Trouble
Non-economic
blending
Blending Issues
Improper timing of
unloading or shipping
Pipeline
Occupation
General Operations Issues
Issue 2 : Performance appraisal process is

manual
1 2 Weeks
Summary
Manual process
- Very time intensive
Yield
- VeryAccounting
complex
- Requires expertise
Marketing
(pricing)
Laboratory
(Quality)
Analyst
Prone to error
Planning
- Data manually mapped and interpreted each time
- Potential for missed analysis
Accounting - Inconsistent
Operations
results
Scheduling
/ Blending
Purely retrospective
- Identify issues that may
have
occurred
10-40 days ago
Manual
data
mapping,
Manual Data
Collection
correlation
Report on Findings
- Bleeding
profits during
this timeand analysis
Issue 3 : No Common Communication and

Method to solve issue.
Why are we not

performing to plan?
Management
Plan from HQ is
unrealistic, we will
never reach the plan
Planning & Scheduling
I dont know, Im still

collecting data
Performance Mgmt
Your LP models are not

representing the reality
Process Department
You are giving me

continuously changing
targets
Operations
Refinery Industry Vision

Margin Maximization by setting the KPIs for :
Crude and feedstock supply
Product slate
Crude/Product logistics
Refinery asset utilization
Decision support on margin & cash-flow
Margin Management
Crude
Trading
Crude
Chartering/logistics
Refining
Blending
Primary
Distribution
Maximize margins from Refining Business

What are Typical Planning Horizons ?

Long term (1-5 years or more)
Strategic investment planning
Supply/demand strategy
New units/debottlenecking
Medium term (up to 18 months)

Six-quarter rolling plan/annual budget
Feedstock selection
Product market targets
Short term (up to 3 months)

Plant optimization
Inventory management
Products blending
Immediate
Production planning
Performance monitoring
Data flow in Planning

Economics
Feed-stock prices
Product prices
Constraints
Processing constraints
Blending constraints
Inventory levels.
Feed availability
Product demand
Export term contracts
Product specifications
Refinery Process Models

Base vectors
Shift vectors
Stream property data
Refinery Model
(Aspen PIMS)
Plan Recommendations
Crude selection.
Crude indifference values.
Crude arrival sequencing
Production plan.
Marketing plan
Operating strategies
Drivers
Performance targets
KPIs
Scheduling
Aspen PIMS Seminar

Advanced Refinery Planning for
Better and quicker Decision Making
Dharmendra Sah, Principal Business Consultant
17th & 18th Sep 2012
Agenda
Refinery Best Practices
Planning Key Activities
Why Refinery Planning
The Basics
LP Concepts
PIMS Features & Options
Study Areas
Optimization Areas / Economic Studies / Profit

Improvement Plans / Investment Options
When to use Aspen PIMS
Aspen Petroleum Scheduler
10
Refining Best Practises
Lowering of
feedstock
acquisition costs
Better
utilization of
supply chain
assets
Increasing use of
technology
Emphasis on
operational
excellence
11
Aspen Solutions in Space and Time to support

Industry Best Practices
TIME
Historical
Daily
Outside
the Fence
Geography
Inside
The Fence
Yield
Accounting
(Advisor)
Refinery
Scheduling
(APS)
Collaborative
Demand Manager
(CDM)
Weekly
Seasonal
Annual
Refinery
Planning
(PIMS)
Fleet
Optimizer
(AFO)
Distribution
Planning
(DPO/PSCP)
Market
Wide
Primary Distribution
(IMOS)
12
What is PIMS?
Planning
Selects
Crudes
Plans
Operations
Sets
Targets for
schedulers
Optimizes
Delivers
profits
13
What is APS and MBO?

Scheduling
Schedules
Crude
Schedules
Units
Schedules
&
Optimizes
Blends
Sets
Targets for
Operations
Delivers
profits
14
Leaders in Planning & Scheduling

Planning
11%
Scheduling
9%
10%
55%
36%
70%
0%
PIMS
Honeywell
Haverly
No/Unknown
7%
APS
M3
Honeywell
Haverly
Excel based/Unknown
15
Refinery Planning Key Activities

Create Long-Term Strategic Plan
Create Production Plan
Maintain On-going Models
Evaluate Crude Feedstocks
Create Regional Plan
16
Why Refinery Planning ??

Monthly Refinery Operating Plan
Determine next months production plan for feedstock, operating
parameters, modes of operation, blend flexibility, and sales
Shutdown planning
Inventory optimization
Cost of constraint
Cost of QGA
Performance Management
Compare plan vs. actual operation for on-going improvement
Capital Investment and Long-Term Plan
Decide whether to invest in new plant or shutdown assets
Determine production plans for multiple months or years
Technology evaluation
Feedstock Evaluation
Requires running dozens or hundreds of scenarios to evaluate
optimal purchases and sales
17
The Basics
aspenONE Planning & Scheduling is a Key Component

of Integrated Supply Chain Management
Secondary
Distribution
(Retail)
Terminal
Inventories
Short
Term
Demand
Production Plan
30/60/90/120
Day
Daily
30/60/90Day
Historical
Demand
Deal
Capture
Daily
Next 50 lifting
Collaborativ
e Demand
Mgmt (CDM)
30/60/90Day
Deals Spot,
Term, Exchange
Terminal Demand
& Inventories
Refinery
Planning
Distribution
Planning
30 Day
Demand
Product
Date
Location
Channel
of Trade
Fwd
Demand
Inventory Mgmt
& Operations
Scheduling
ERP
30 Day
30/60/90/120 Day
Transportation Loading
Plan (Sourcing priorities
for a given location)
Production Plan
Long Term &
Short Term
Production Schedule, Refinery

Inventories
Daily
Actualized Movements
Refinery
Scheduling
30/60/90/120 Day
3rd Party
Daily
Nominations
-Pipeline Companies
-Vessel Providers
-Inspection Companies
-Rail
Product Nominations &

Scheduled movements
aspenONE Application Integration

19
Operational Excellence The Next Challenge

Plan
Demand
Operations
Concept
Supply
Produce
Engineering
Manufacturing
Supply Chain
|
20
10
What is Aspen PIMS?

Process Industry Modeling System
LP-based Optimization Tool, but it can handle non-linearity as well.
Short-Term and Long-Term Economic Evaluations
Primary Applications in Petroleum, Petrochemical, and Related
Industries
Offers the flexibility of a scalable, single or multi-user system that
facilitates enterprise-wide planning for refineries and petrochemical
industries
Solve for single / multi-plant and single / multi-period planning
requirements
Uses spreadsheet or data tables for data input

Standard PIMS reports and custom reports using ARW
Multi case capability and comparability reporting
21
Background
Development began in Oct.,1984 based PC

Presented at the 1985 NPRA Computer Conference
First Site : Phibro Texas City, Nov. 1985
Today, more than 300 petroleum, petrochemical and
engineering companies (over 500 sites) use Aspen PIMS
suite of software for planning and scheduling
22
11
How is PIMS Used?

Aspen PIMS is a powerful LP optimization tool for economic planning in
the Process Industries.
The main applications of PIMS in Refinery are:
Optimized production plan (short term and long term)

Feed stock optimization / product mix optimization
Product blending formulation
Planning of feedstock and product inventory
Strategic or tactical decision support
Back Casting / Performance Monitoring
Evaluation of various alternate economic scenarios for nil or minor
modifications within existing facilities
Technology evaluation
New plant / Refinery configuration
Sizing of plant units in grass root as well as expansion studies
Feed Stock costing / New product pricing
23
Who* Uses PIMS ?

BP
Bapco
Petrobras
Lyondell
Exxon/Mobil
McKenzie
Petronas
Ecopetrol
Shell
Basf
Premcor
Bpcl
Marathon
Bechtel
Repsol
Giant
Valero
Jacobs
Sinopec
Koa
COP
Statoil
FlintHills
Pemex
Chevron
(Caltex)
Citgo
Sunoco
Fortum
Adnoc
Pdvsa
Tesoro
Alon
Aramco
Jacobs
Murphy
HMEL
Total
Hpcl
NRL
* Partial List Over 450 Sites
24
12
LP Concepts
LP Concept
Objective Function
= Products - Raw Materials - Utilities - Catalysts - Chemicals Labor - Any Other Costs - Penalties
Subject to Linear Constraints

Raw Material Limits
Product Limits
Capacities
Specifications
Other Constraints
26
13
Simplified LP problem
I have a plant that produces RUL, RUP and FOL. There are 3
Crudes available with the following yields:
Yield From
Crude
RUL
RUP
FOL
Cost
Crude ($/bbl)
PRICE
50% 20% 20%

20% 50% 20%
30% 30% 60%
60
65
($/bbl)
90
100
50
55
In addition, the plant can only produce 120k Bbls

of RUL and RUP and 60K Bbls of FOL
27
Simplified LP problem
LINEAR EQUATIONS:
RUL = .5 * A + .2 * B
RUP = .2 * A + .5 * B
FOL = .3 * A + .3 * B
+ .2 * C
+ .2 * C
+ .6 * C
Constraint 1: RUL + RUP < 120

Constraint 2: FOL < 60
Maximize Objective Function:
90 * RUL + 100 * RUP + 50 FOL - 60 * A - 65 * B - 55 * C
28
14
Single feedstock economics

Case
3428.6
3085.7
1300.0
RUL
0.5
0.2
0.2
RUP
0.2
0.5
0.2
FOL
0.3
0.3
0.6
Margin
20.0
18.0
13.0
OBJECTIVE FUNCTION VALUE
Yield
FEEDSTOCK PURCHASES
AAA
171.4
BBB
171.4
CCC
100.0
PRODUCT SALES
RUL
85.7
34.3
20.0
RUP
34.3
85.7
20.0
FOL
51.4
51.4
60.0
RUL & RUP Limit
120.0
120.0
40.0
FUEL OIL LIMIT
51.4
51.4
60.0
CAPACITY UTILIZATION
29
30
Optimum Economics
15
PIMS Features
What are Key PIMS Features?

Powerful non-linear distributive recursion
Automated flowsheeting
Comprehensive diagnostics
Sophisticated blending technology
Powerful optimization engine
Integrate with Rigorous Process Simulator for greater fidelity
Builds realistic and credible models
32
16
What is a PIMS Model ?

A Set of Data Tables (Spreadsheets) Define the Model
Data Tables Have a Prescribed Form
Data Tables Can Be a Single Spreadsheet, a Sheet From a
Multi-sheet Table
A Data Table Can Be Shared by Models or Be in a Library
A Model Is a Subdirectory Under the PIMS (Home Directory)

Base PIMS includes PIMS, ABML, PPIMS, MIP, REPORT
WRITER
33
What Are Data Sources for Configuring a New

PIMS Model?
Old LP model database
Current and historic plant data
Process unit simulators
Licensor data
Published, public domain data
Generic databases
Refinery technology database delivered with PIMS
Crude assay databases such as BP or Chevron (separately
licensed)
34
17
What Data Is Included with PIMS?

Delivered with system in the form of sample models / data
libraries
Process units
Reforming, Isomerization
Hydrocracking, Catalytic Cracking
Alkylation, Coking
Property index correlations

Typical physical property data
35
PIMS Sample Models
PIMS
WEIGHT
VOLUME
MIP
RFG
SAMPLE
VOLSAMP
MIPSAMP
VOLRFG
LIBRARY
PETROLIB
PCHEMLIB
PPIMS
MPIMS
PSAMPLE
PVOLSAMP
PMIPSAMP
MODELA
MIPA
MODELB
MIPB
MIPG
PVOLRFG
GLOBAL
XPIMS
XMODELA
XMODELB
XGLOBAL
36
18
The PIMS Work flow

PIMS
MENUS
EXCEL
DATA
MANAGER
PIMS
SOLUTION
REPORTS
PIMS
VALIDATION &
MATRIX GENERATION
XPRESS
PIMS
RECURSION
SummarySolution.LST
FullSolution.LST
OPTIMIZATION
IterationLog.LST
PrimalDual.LST
Non-Converged
37
Why You Have Recursion The Pooling Problem
Stream A at 10 with
a quality of 20
Tank
Stream B at 20
with a quality of 10
Product from Tank,

Flow at 30 with quality
of 13.334
Quality is an average. Average implies division.

LPs Do not divide, only add, subtract and multiply.
How do you divide in an LP.
Guess quality, Solve LP, then compare guess to actual.
The Pooling Problem.
38
19
PIMS Options
Solution Tracking Data

Assistance
40
20
HTML Reports
Synchronized Scrolling
The synchronized scrolling feature is now available with the
Go to command.
41
Enhancement of Data Assistances
42
21
Use of KPIs
* TABLE
*
*
CCAPCCU
ZLIMSEV
PURCARL
MARGVALU
XRVIURG
*** End
SOLNKPIS
Solution KPIs
TEXT
Cat Cracker Capacity
Reformer Severity
Purchased Arab Light
Marginal Values
RVI of Unleaded Regular
43
Table of Contents
YELLOW
RED
32
96
55
1.00E+03
15
30
100
20
1.00E+06
13
***
43
PPIMS
Periodic PIMS
First Time
Period
44
Inventory
Inventory
Second Time
Period
Third Time
Period
44
22
Report Writer
Aspen Report Writer
What does it do?

Provides a Excel Add-in which implements new cell functions that
can be used in template workbooks to design report images
Provides a function wizard to help create the Report Writer add-in
functions in a template workbook
Provides an execution interface to create a finished report
workbook from a template workbook
45
MIP
MIP - Mixed Integer Programming

Typical modeling uses are:
Mutually exclusive process operations, such as ...
Feeds from multiple tanks requiring use of a common
feed pipe
Model real blender capability where there are more
components than available pumps
Threshold purchases/sales, such as ...
Pipeline tenders or tanker shipments
Threshold process throughputs, such as ...

zero or minimum blending rate for specific components
Minimum blend size
Minimum turn down rate
46
23
MIP
47
47
Powerful Modeling and Visualization

Aspen PIMS Family
Accurate representation of refinery operations
Use real tower crude assay data

Support various modeling for process submodels
Sophisticated blending technology
Powerful optimization technology
Non-linear distributive recursion

Extended SLP
Automated flowsheeting
Global Optimization with Parallel Processing
Various Reports (Text, HTML, Excel, DB) and

customized reports by Aspen RW
Multiple periods and sites optimization
Solution KPIs and comprehensive diagnostics
Determines optimal economic breakpoint for

shifting refinery operating mode
Integration between Planning and Scheduling

48
24
Synergies of an integrated approach based

on a Common Model Environment (CME)
Improving shared sub-models provides
more accurate planning & scheduling.
Improve PIMS
models
CME
Rigorous
Simulation
APS has functionality to monitor

model accuracy on ongoing basis.
Sustained
Model
Accuracy
Integrated
Refinery
Scheduling &
Blend
Optimization
RefSys models can be used to provide

data to retune shared P&S models as
necessary
49
Integrated Assay Management tool with PIMS

PIMS Assay Management has unique capabilities that set it
apart from the competition
Tight integration with PIMS
Read, Characterize, and Re-Cut data from PIMS Assay tables
All results are written directly to PIMS Assay tables
Formulas and references are preserved and mapped to new crudes
Standard and Deferred cuts are supported
CM
PIMS
Calcs
PIMS
Assay
Management
Output
Copy
Paste
50
25
Molecular characterization by PIMS Assay Manager

Available systems perform characterization calculations using
statistical and/or engineering equations
Only PIMS employs a new, patented molecular
characterization process that provides superior property
calculations and extrapolations into all crude regions
51
Workflow for improving accuracy of PIMS model

52
RefSYS Reactor
Simulation Mode
RefSYS Reactor
Calibration Mode
(one or more base cases)
Data from Data Historian,
Laboratory, etc
What-if
Analysis
Aspen
PIMS
Update LP vectors or
sub-model calculator
Generate Case Studies

using Aspen Simulation Workbook
or Delta base Utility of RefSYS
52
26
Maintain On-going Models
Challenge
Process unit
performance
changes with time
Hard to keep
planning &
scheduling models
accurate
Impact
Challenge
Schedulers dont
trust the plan
Large gap between
plan and actual
operation
Planning models are

maintained regularly to
reflect accurate process
performance
Major economic
decisions based on
inaccurate model
Solution
Lost Margin
More accurate plans better economic decisions

Adherence to the planreduced Planning vs. Actual gap
53
Integration Planning and Scheduling Data

Integration with crude assay management
tools
Rigorous process simulation technology
of Aspen HYSYS Petroleum Refining (REFSYS)
Support various modeling techniques for

process submodels
Vector or Delta base model
Non-linear modeling
External model by process engineering
technology
Standard Blending Correlations (ABML)

Share process submodel with Scheduling
Planning & Scheduling Model Accuracy
(Model Accuracy capabilities in Petroleum
Scheduler can indicate need to update
models)
54
27
Aspen Reporting Framework enables

effective Performance Management
777
Automatically combine
information from different
applications for plan vs.
schedule vs. actual analysis.
55
Today: Plan vs. Schedule vs. Actual
Lack of real-time
feedback and audit of
changes
Separate spreadsheets
from disparate sources
Variations from plan, scheduled and actual often not

caught during real time leading to monetary losses
56
28
Now: P&S Synergies

Real-Time Feedback
between PIMS and APS
PIMS user sends

targets to APS
Scheduler can plot planned,
scheduled and actual
Scheduler can now see variances as they are occurring

and can correct as necessary
57
CEPSA
Evaluation and planning for increased margins

Challenge
Challenge
Solution
Result
Analyze multiple crudes for

multiple modes of operation
Increase frequency of assessing
crudes and refinery performance
Ref: Angel Morales Morales, CEPSA, and Maria Jesus Guerra,

AspenTech, Process Simulation for Planning, Hydrocarbon
Engineering, Nov. 2006
58
29
CEPSA

Challenge
Result
Solution
aspenONE Process Engineering

for Refining and Marketing with
Aspen RefSYS
Improved workflow
Generate yield and properties
for all crudes and modes for LP
Required crude blends
RefSYS model with Excel interface
for planners and schedulers
Predict yields and properties to
help operators
Assist schedulers and planners
to improve model accuracy

AspenTech, Process Simulation for Planning, Hydrocarbon
Engineering, Nov. 2006
59
CEPSA

Challenge
Solution
Result
Better planning with higher

confidence
Reduced gap in plan vs. actual
performance
Products available on spec
and on time
Less reprocessing off-spec
products
Ref: Angel Morales Morales, CEPSA, and Maria Jesus

Guerra,
AspenTech,
Process
Simulation
Planning,
AspenTech, Process
Simulation
for for
Planning,
Hydrocarbon
Engineering, Nov.
2006
Hydrocarbon
Engineering,
Nov. 2006
60
30
Global Professional Services

Manufacturing and Supply Chain
Technology
Services
aspenONE Solutions
Supply Chain
Supply Chain
Forecasting
APC
Planning and Scheduling
MES
Distribution
Modeling
Advanced Process Control
Enterprise
Control strategy
Solution/Architectural Design
Performance Monitoring
Process optimization
Sustainability
Decision support
Workflow automation
Production Management &

Execution
Unlocking greater
business value
Data visualization
Database
Performance Management
KPIs
Installation, Configuration &

Commissioning
Batch & genealogy

Mass balance
Post Go Live support
61
AspenTechs Expertise in Process Industry

Consulting & Project Delivery
Breadth of experience
Business Process Analysis, Design and Modeling
Implementation and Deployment
Support and Enhancement
Program Evaluation and Audit
Depth of experience
70% of AT consultants have more than 10 yrs industry
experience and a third have more than 20 years
A third have been at AspenTech at least 10 years
60% have post-baccalaureate degrees in relevant fields
(chemical engineering, operations research, industrial
engineering, etc.)
Team has almost 400 professional publications/ patents
Global delivery
About 250 consultants worldwide
APAC team around 55 and in rapid growth mode. Large teams
in Singapore, India and China.
Strong emphasis on Project Management (Nearly all Project
Managers are PMP Certified) and Local delivery.
62
31
Aspen PIMS Support

Software Maintenance and Support (SMS) Services - defined
by the Aspen Premier Support package and covered by
SMS contracts:
Maintenance Services (Bug Fixes and Upgrades)
Technical Support
Technical Hotline Support (phone/email/web)

Remote access & diagnostics
Online Support Center (Web Self Service Support)
Technical Knowledgebase
Local support resources with local language

Chinese, Korean, English, Japanese, Indian, etc
Email Support : pims.support@aspentech.com
63
Profit Improvement Plans

Sr.
No.
Description
TGO has the highest value to the Hydrocrackers. Consider designing

Hydrocracker for maximum TGO processing.
CGO is most valuable as HCR feed stock. Next best routing is to ARDS Unit.
CGO to FCC is the lowest value.
Consider routing of CDU Heavy Diesel to Diesel Hydrotreater to the extent it

meets cold flow properties.
Heavy diesel should be recovered and routed to the DHTU than dropping it
in the CDU to AR and processing it in the ARDS unit.
Consider recovering iC5 from HCR LN & Light St. run Naphtha for MOGAS
blending.
64
32
Analyze Investment Options

Sr. No.
Description
New Refinery - configuration of Refinery and sizing of new units are
decided, as per results from PIMS.
Up gradation study of the existing Refinery for meeting future
specification flow scheme (configuration) and sizing of new units are

fixed, as per results from PIMS.
Gasoline blending study - the selection of components / new units are

decided, as per results from PIMS Add DIP for IC5
Diesel blending study - the selection of components / new units are

decided, as per results from PIMS - 2 DHT verses 1 DHT
Optimized production rate from the above can be utilized in project

economics work sheet for calculating IRR & NPV values, which helps
management to take decisions on Investment
65
Recap - When to use PIMS ?
Determine constraints in streams disposal (qualities, units' capacities, etc.) and analyze the
commercial impact of cost of constraints e.g. RON/MON, RVP, Benzene in Gasoline.
Analyze the cost of Quality Give away.
Analyze the impact of various modes of operation and cut point optimization.
Determine the available blend flexibility and constraints, impact of seasonality etc.
Fine-tune regularly and maintain an updated and accurate LP model for the Refining Complex
and work with SCO.
Refining margin analysis - Short-term.
Determine minor hardware modifications for removal of process/ logistical constraints.
Concentrate on "Quick Wins" and push for their implementation.
Monitor the Market and cash in on possible short-term opportunities.
Use real time prices for accurate economics and analyze quick-wins.
Absolute results are less significant than deltas
66
33
PIMS
SAYS
PIMS
Optimizes
&
You Say
67
Planning and Scheduling Best Practices
Improve
supply chain
visibility
Improve
operational
efficiency
68
34
Refinery Scheduling Best Practices
Align refining
& logistics
Monitor &
maintain
model
accuracy
Integrate
planning &
scheduling
Collaborative
scheduling
Optimize
product
blending
69
Why Refinery Scheduling
Planning
Scheduling
Scheduling
Advanced
Advanced
Process
Process
Control
Control
DistributedControl
Control
Distributed
System&&Plant
Plant
System
Gap between
monthly
Scheduling
bridges
the plan
gap and
operations
narrowed
between
theismonthly
plan and daily
operations.
Scheduling determines how and
Planning determines what to do
when
(what crude to buy, what products
to make) among groups

Coordination
increases
operating
margins
Scheduling
determines
how and
when
Managing the daily operation of a

refinery using spreadsheets is now
Improved
widey recognised
as inadequate.
Refinery
ImplementingMargins
a scheduling solution
improves coordination, resulting in
increased margins.
70
35
Refinery Scheduling Key Activities
Manage Refinery-Wide Schedule
Synchronize Refinery & Logistics Schedules
Optimize Product Blending
Evaluate What-If Scenarios
Monitor & Maintain Model Accuracy
71
Manage Refinery-wide Schedule
Challenge
Impact
Challenge
Multiple schedulers
using disconnected
spreadsheets
No models of
process units
Unable to properly
understand impact
of changes
Lack of coordination
and visibility
Continuous
fire-fighting
Multi-user scheduling
system having refinerywide visibility
Instability in
refinery operations
Excess safety stock
Solution
Many data inputs

Lost Margin
Improved collaboration and visibility

Lower Production costs, Higher Margin
72
36
Visibility into Refinery-wide Schedules

Single system for crude, process unit
and product scheduling
All data stored in shared database
Icon that alerts Schedulers to changes
made by others
Direct updates to share crude assays,
process unit submodels, and blending
correlations with planning model
Visibility into receipts, shipments,
quality and inventories
Import of Planning targets to assist
with schedule creation
73
Multi-User Environment
Teamwork
Multiple simultaneous users
Access controlled by role-based security
Coordination
All users share the same common data
Coordination between schedulers is improved
Coordination between departments is improved
Communication
Automatically notifies all users of updates to schedule
Users leave messages informing others of whats changed
74
37
Data Import and Audit
Automatically import inventory data

and compare Actual vs. Scheduled
highlighting potential problems.
Automatically import logistic events

(receipts, shipments) and automatically
see changes to the schedule.
75
Synchronize Refinery & Logistics Schedules
Challenge
Impact
Challenge
Logistics schedule
constantly changing
High demurrage
costs
Unplanned outages
and shutdowns
Instability/slowdown
of refinery operation
Difficult to
coordinate refinery
& logistics activities
Friction between
refinery & logistics
Refinery scheduling
system integrated with
logistics information
Solution
Lost Margin
Improved refinery & logistics coordination

Reduced demurrage & more stable refinery operation
76
38
Synchronization of Shipment Data

for Scheduling
Built-in interface for shipment events (crude & product)
Shares crude assays, process unit submodels, and blending
correlations with planning model
Productized integration with IMOS
Visibility of schedule to logistics and other HQ groups
Refinery
Feedstock Receipts
Feedstock Scheduling
Process Unit Scheduling
Product Scheduling
Product Shipments
Scheduling
DB
77
Optimize Product Blending
Challenge
Impact
Challenge
Tighter and more

complex specs
Difficult to
determine most
profitable recipes
using spreadsheets
Sub-optimal
blending
(quality/recipe
giveaway)
Frequent reblending
Blending solution to
meet product specs and
maximize margins
Shipments delayed
Solution
Lost Margin
Higher blending margins

Shipments made on-time
79
39
Blend Visualization over time
Aspen Petroleum Scheduler is fully

integrated with MBO sharing a common
database and GUI
Sophisticated, non-linear optimizer for

all blends across the scheduling
horizon
Uses event based time, not fixed time
Easy to use interface for optimizing

blends
Applicable to gasoline, diesel & fuel oil
Built-in interface for on-line blend

controllers
Tank heels and re-blending capability
Batch and in-line blending capability
80
Solves Tighter and Complex Specifications

Aspen Blend Model Library (ABML) can handle a variety of
property calculations
Index Calculations
Derived
Calculations
Complex
Calculations
Index Blending (Component Volume)

RVP, Viscosity, Flash, Pour, Cloud
Calculated from other Properties
Road Octane, Cetane Index
Calculated from multiple properties
Distillation, VOC, RBOB, CARBOB
Users can also defined their own blending correlations in the

User Blend Model Library (UBML)
81
40
Planning, Scheduling & Blending

Aspen PIMS
Refinery Planning
Unit Activities and Planned Recipes

Refinery Scheduling
Integrated with Petroleum

Scheduler and provides
event based multi-blend
optimization for blending
of products.
Rundowns, Qualities, and Shipments
Aspen MBO
Blending and Scheduling
Can be used for gasoline,

diesel and fuel oil blending
Optimized Blend Recipes
82
ExxonMobil
Optimize Gasoline Blending
Challenge
Solution
Results
For three refineries, determine

which refinery should supply
which demand center(s) and the
amount of that demand.
Some demand centers can
be supplied by more than
one refinery. Others
supplied by a single refinery.
Gasoline components can be
potentially be bought, sold,
or transferred between
refineries.
83
41
ExxonMobil
Challenge
Results
Solution
Use M-PIMS for gasoline circuit

blend planning for time period
M+1.
Use MBO Site Blend Planning for
M time horizon.
Use MBO Blend Scheduling for
week time horizon.
Perform validations between
what PIMS and MBO models
predicted versus actuals so
future model predictions will be
more accurate.
84
ExxonMobil
Challenge
Results
Solution
Consistency checks between the

refinery planning (PIMS) and
scheduling (MBO) models narrow
the gap between plan vs. Actual,
improving planning accuracy.
This allows better crude
purchase decisions and
determination of what
gasoline grades should be
made at which refinery to
supply given demand
centers.
Ref: Gasoline Blending and Validation, Frank Kelly, ExxonMobil ; AspenTech Global
Conference Washington, DC, May 2011
85
42
Refinery Scheduling Best Practices
Integration
between
Planning &
Scheduling
Collaborative
scheduling
Align refining
& logistics
Monitor &
maintain
Model
Accuracy
Optimize
product
blending
86
Why Aspen Petroleum Scheduler
Improved coordination among schedules

Proactive decision making rather than
constant fire-fighting
Reduced gap between plan & actual operation
Benefits typically ~$0.19 per barrel of
crude throughput
Advanced scheduling
to meet demands
with higher margins
87
43
Business Case studies

Case studies for improved scheduling and blending
across 12 refineries
88
Aspen Petroleum Scheduler Benefits

Fewer production disruptions and extended
production runs
Integrated planning and scheduling for
increased accuracy and better decisions
Reduction of working capital requirements
due to inventory reductions
Increased yields through better unit
scheduling
Reduced stock-outs and distressed
purchases through improved visibility
Improved
Refinery
Efficiency
89
44
Key Product Features

Schedules that balance equipment
constraints, feedstock availability
and product lifting requirements for
greater accuracy
Integration for better

synchronization between refinery
and distribution
A 5% reduction in inventory
results in a one time savings of
$8M of working capital for a
200,000 BPD refinery
90
Integration of Planning and Scheduling Data

Rigorous process simulation technology
of Aspen HYSYS Petroleum Refining (REFSYS)
Support various modeling techniques for

process submodels
Vector or Delta base model
Non-linear modeling
External model by process engineering
technology
Standard Blending Correlations (ABML)

Share process submodel with Scheduling
Planning & Scheduling Model Accuracy
(Model Accuracy capabilities in Petroleum
Scheduler can indicate need to update
models)
91
45
Improve Supply Chain Visibility
Challenge
Impact
Challenge
Performed in silos
Procure less
optimal crudes
Spreadsheets cant
handle complexity
and business
constraints
Produce less
profitable products
Difficult to align
supply and demand
profitably
Buy the right crude

and sell product
more profitably
Lost Margin
Solution
Greater visibility and agility

yield higher margin
92
Shell
Improve Integrated Petroleum Supply Chain

Challenge
Results
Solution
Creation and standardization

of demand forecast business
process integrated with
Collaborative Demand
Management tool.
Forecasting tool with:
Constraints
&
Contracts
Pricing
engine
Crude
Prices
Optimised
Plan
Scheduled
Stocks
RPS
Refinery
Scheduling
(Orion)
Actual
Sales
(Demand)
Transport
Plan
Scheduled
Liftings
Refinery
Production
EO
Demand
Mgmt
(DM)
Primary
Distribution
Planning
(DPO)
Refinery
Planning
(PIMS)
Flexible hierarchy with

fast aggregation and
disaggregation
Demand
EO
RPS
State of the art statistical

forecasting algorithms.
Sales to
Customer
(ERP)
Product
Prices
EO
Primary
Distribution
Scheduling
Latest
Estimate
Integration is
KEY
93
46
Shell

Challenge
Solution
Results
Different demand forecasts

across different departments
(marketing, finance, supply,
distribution).
Collaborative
Forecasting
Demand Cell
Owners
Many local forecasting

processes or no process at all.
Demand Focal Point

Scheduling
Tool
Schedulers
Latest Estimate
Different forecasting tools used

in different countries.
Pricing Engine
Regional Price
Strategists
Desire to have one global

process using one standard
global tool with one volume
forecast across the supply
chain.
Forward
Prices
Consolidated Demand
DPO
Envelope
Planner
Call on
Refinery
Production
Envelope
Plan
PIMS
Refinery
Planners
Handshake
94
Shell

Challenge
Results
Solution
Demand planners liked the

changes:
More accurate visibility of
months 2/3 in future to aid
refinery PIMS planning
decisions. Couldnt see
beyond first month
previously.
Can visualize where sales
are deviating from forecast.
More timely and accurate
lifting plans from refinery
Supply schedulers.
The commissioning of the EO Demand

Forecasting Tool was used as a
springboard to strongly drive methods to
sustainably improve the overall demand
forecasting result. The outcome has
exceeded expectations in the timeframe
with an absolute demand forecasting
result now consistently exceeds previous
limits
Ref: Demand Forecasting & Management - Collaborative Demand Management Improves
Shells Integrated Supply Chain, Jeannie Gardner, Shell: AspenTech Global Conference
Washington, DC, May 2011
95
47
Total Petroleum
New scheduling system yields higher margins

Challenge
Solution
Result
Each refinery had their own

scheduling model and database
Need to integrate 12 separate
models into one standard model
Convert older version of
scheduling software to reduce IT
costs
96
Total Petroleum

Challenge
Solution
Result
Upgrade to Aspen Petroleum

Scheduler
Standardize on one extensive
refinery model
Standardize interfaces,
databases and plug-ins
Create a data warehouse
97
48
Total Petroleum

Challenge
Result
Solution
Reduce IT costs significantly with

one model versus twelve
Reduce training costs and time
with common model and user
interface
Expect additional benefits as
users learn the new system
The project is expected to

significantly reduce our IT support and
user training costs. Additionally, the
schedulers will be using one standard
model utilizing the latest Orion
version.
Magali Peysson
Total Petroleum
Ref: Management of the Migration to a New Orion, Magali

Peysson, Total; PIMS User Conference, Seattle, WA,
November 6, 2008
98
Thank You for your attention
99
49

Aspen Planning and Scheduling Seminar

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Agenda (17th & 18th Sep)

Refinery Industry Vision

2010 Aspen Technology, Inc. All rights reserved

Plan vs Actual gap: Issues & its sources

Gross Margin (% of the plan)

How do you control and

Actual Daily Profit

Average Reconciled Actual Profit

2010 Aspen Technology, Inc. All rights reserved

Issue 1: No methodology to analyze it.

General Operations Issues

2010 Aspen Technology, Inc. All rights reserved

Issue 2 : Performance appraisal process is

2010 Aspen Technology, Inc. All rights reserved

Issue 3 : No Common Communication and

Why are we not

Planning & Scheduling

I dont know, Im still

Your LP models are not

2010 Aspen Technology, Inc. All rights reserved

You are giving me

Refinery Industry Vision

Maximize margins from Refining Business

What are Typical Planning Horizons ?

Medium term (up to 18 months)

Short term (up to 3 months)

2010 Aspen Technology, Inc. All rights reserved

Data flow in Planning

Refinery Process Models

2010 Aspen Technology, Inc. All rights reserved

Aspen PIMS Seminar

2010 Aspen Technology, Inc. All rights reserved

Refinery Best Practices

Planning Key Activities

Why Refinery Planning

PIMS Features & Options

Optimization Areas / Economic Studies / Profit

When to use Aspen PIMS

Aspen Petroleum Scheduler

2010 Aspen Technology, Inc. All rights reserved

Refining Best Practises

2010 Aspen Technology, Inc. All rights reserved

Aspen Solutions in Space and Time to support

2010 Aspen Technology, Inc. All rights reserved

2010 Aspen Technology, Inc. All rights reserved

What is APS and MBO?

2010 Aspen Technology, Inc. All rights reserved

Leaders in Planning & Scheduling

2010 Aspen Technology, Inc. All rights reserved

Refinery Planning Key Activities

Create Production Plan

Maintain On-going Models

Evaluate Crude Feedstocks

Create Regional Plan

2010 Aspen Technology, Inc. All rights reserved

Why Refinery Planning ??

Dharmendra Sah, Principal Business Consultant

2010 Aspen Technology, Inc. All rights reserved

aspenONE Planning & Scheduling is a Key Component

Production Schedule, Refinery

Product Nominations &

aspenONE Application Integration

Operational Excellence The Next Challenge

What is Aspen PIMS?