درخت حوزه‌های تخصصی

Supply Chain Sustainability is a new and highly influential debate that has drawn the attention of researchers in the field of supply chain management. This concept is particularly important in the oil and gas industry because of its nature and the risks and sustainability risks associated with this industry, especially environmental hazards. The purpose of this study was to evaluate the risks related to supply chain sustainability in the oil and gas industry based on the FMEA method. The statistical population of this study consisted of all experts familiar with the concept of sustainability in the oil and gas industry, out of which 10 experts were selected and surveyed through snowball sampling. The results showed that among the risks posed in the field of supply chain sustainability in the oil and gas industry, risks such as failure and pollution in surface (hydrological) and groundwater (hydrogeological) systems and flows, energy price fluctuations and sanctions as well as the emission of hazardous and greenhouse gases, the reduction of air quality and climate change were prioritized over other risks, as well as sustainability commitment (organizational culture, top management leadership and transparency), management readiness (risk management, cross-functional teams and performance management) and external factors (political stability, economic stability, stakeholder pressure, energy transition policies, and laws and regulations) can all play an important role in managing the risks associated with this industry.

Currently, distribution of various types of petroleum products is performed exclusively by the government. The high price of land in metropolitan cities, lack of incentive for the private sector to invest in construction of filling station due to the low-income, have caused filling stations to be insufficiently available. One of the solutions to overcome this obstacle is to use the ability of the private sector for distribution of petroleum products. To reduce the government's ownership, the market structure for petroleum products distribution in the country needs to be changed. This change should be firstly done gradually and step by step, and secondly, the government has to monitor this issue at various stages. In this study, three stages are proposed for the market restructuring of the petroleum products distribution in the country, and the conditions and requirements for each stage are separately identified. For the private fuel distributing companies, the most important problem is the economic issue and having profit. On the other hand, since the product price is still subsidized in the country, therefore, it is indispensable that the amount of commission fee should be determined in such a way that the activity for private companies is economically justified. In this study, the amount of products commision fee is calculated concerning capital and operatational expenditures, using the engineering economics method in different situations by COMFAR version 3 software.

One of the main approaches in capacity building and strengthening organizational abilities to integrate activities along the supply chains is the integration, creation, and reconfiguration of internal and external capabilities of components based on the theory of dynamic capabilities. The main assumptions of this theory are based on the purposeful strengthening and promotion of organizational capacities to improve the executive capability of human resources. The objective of this study is to provide a model for promoting dynamic capabilities for international markets of Iran's oil and gas industry. The statistical population includes managers and experts in the field of oil and gas working in the affiliated organizations in Iran. Data were collected using a researcher-made questionnaire whose validity was verified by the content method and its reliability was examined and verified by test-retest method with Spearman correlation coefficient of 0.877 and internal consistency was verified using Cronbach's alpha coefficient. Based on the findings, the dynamic capabilities model was formed on 24 primary factors that were classified into 7 main components. In addition, these components were further classified into four main categories based on the competence-emergency matrix. According to the results, "Strategic conducting of capital resources" accounted for 19.78% of explanatory power and was the most important factor in promoting dynamic capabilities. The findings of the present study can be useful for decision-makers to promote competitiveness in terms of dynamic capabilities in Iran's oil and gas industry.

Rapid changes and competitions in today's world have shifted the role of governmental enterprises into regulating and directing activities. This has led to the need for the analysis of internal/ external situations and the revision of strategic planning of such companies. The Iranian Oil Terminals Company, as one of the National Iranian Oil Company subsidiaries, has developed its vision, mission, and strategic plan. In this paper, the strategic planning was fulfilled for the Procurement and Supply system of IOTC, which has the role of supporting the primary activities of the company by sourcing, purchasing, warehousing, and delivering the requested materials. In this regard, different models of strategic planning were reviewed to design a suitable approach for strategy formulation. The adopted framework was implemented using the balanced scorecard approach and the results were presented step by step in the paper. . . . . . . . . . . .