浅析中国石化天然气业务发展的关注点及实施策略建议

A Study on Focus of Sinopec′s Natural Gas Development and Action Plan Suggestions

经过10余年的发展,中国石化天然气业务经历了从小到大、从弱到强的发展历程,储运设施体系初步形成,三级市场销售格局初步构筑,生产运行系统相对完备,经营管理体系高效运营,人才队伍也逐步专业化。同时,中国石化天然气资源基础也在不断增强。不足之处在于天然气储运设施不配套,天然气市场竞争更加激烈,天然气资源供应呈阶段性、区域性、季节性过剩。为了实现天然气业务的跨越式发展,中国石化需要从4个方面予以重点关注:市场开发应更加突出创新,尽快转变市场销售观念,将效益提升的主要驱动力转向调整存量、做优增量;设施布局应更加强调优化,大力实施战略通道项目和提升市场份额及效益的项目,加快推进储运设施建设,重点完善区域管网布局;生产运行应更加注重平稳,更加注重调峰能力建设;经营管理应更加着力创效,各项工作都向价值创造聚焦。

Natural gas has become an important business segment of Sinopec after growth over the past decade,evolving from a small business.A gas storage and transport system has taken preliminary shape,a three-level marketing and sales structure has been preliminarily established,a complete production system has been in operation,a business management system is operating efficiently and its work force is becoming in-creasingly professional.In addition,Sinopec′ s natural gas resource base is expanding.Challenges include mismatched natural gas storage and transport facilities,more intense market competition and segmental,regional and seasonal surplus of natural gas supplies.In order to achieve a leapfrog growth of its natural gas busi-ness,Sinopec needs to focus on four areas： Highlighting innovations in market development,changing marketing and sales ideas,improving operating results primarily through adjustment to stock assets,and adding high-quality and competitive capacities.More emphasis should be attached to facility layout optimization.The compa-ny should aggressively push strategic passageway projects and projects that can help increase corporate market share and operating results,quicken its pace of building storage and transport facilities and give priority to improving regional pipeline networks.The company should pay more attention to the stability of production and operation as well as construction of peak-shaving capacities.As for business management,priority should be given to increasing revenue and all work should be centered around value creation.