采油队油藏管理体系研究
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摘要
中国石油和中国石化两大集团的重组，尤其是中国石油和中国石化在境外成功上市后，石油企业生存与发展的内外部环境发生了深刻变化。这就要求石油企业必须通过管理创新不断深化改革，增强自身的竞争力，为国民经济的持续稳定发展做出新的更大的贡献。
采油队作为油田企业的基层单位，既是石油的直接开采者即油田经济效益的直接创造者，又是油田开采成本的直接消耗者。在新的管理体制下，采油队的地位显得日益重要。胜利油田从实际出发，在实践中探索，把现代油藏管理的思想和技术与采油队管理紧密结合起来，将采油队作为油田管理改革创新的立足点和突破口，在采油队全面推行油藏管理方法。
本文结合胜利油田的实际，对建立科学完善的采油队油藏管理体系进行了系统分析和研究。文章首先从油藏管理的基本理论入手，在对原有的油藏管理模式进行分析评价的基础上，提出了采油队油藏管理体系应包括生产管理、成本控制、效益评价和运行保障四个子系统，然后又对采油队如何加强生产管理、完善成本控制、搞好效益评价和建立运行保障系统这四个方面分别进行了详细地阐述和深入地研究。生产管理部分阐述了采油队如何根据油藏情况确定合理的经济产量，成本控制部分重点分析了采油队实行吨油成本控制的意义及指标体系，效益评价部分具体说明采油队油藏管理效益评价的指标和方法，运行保障部分着重探讨了采油队油藏管理过程中如何建立健全组织保障体系和激励约束机制，从而为采油队油藏管理建立起一套方法科学、条理清晰、可操作性强的框架体系，确保采油队油藏管理体系能够科学有效地运行。文章不仅对胜利油田今后的持续稳定发展具有重要的现实意义，对国内的其他石油企业也具有一定的借鉴和指导作用。
Because of the reorganization of CNPC and SINOPEC, especially the successful listed of CNPC and SINOPEC on the overseas' market, the external and internal environment of the oil enterprises has made significant changes. In order to survive and develop, oil enterprises should deepen the reform continuously through management and constantly bringing new ideas, enhance their competitiveness, and contribute a lot to a sustained, stable growth in the national economy.
As the basic unit of the oil enterprises, Oil Production Crew is not only the direct oil producer that economic returns come directly from the production they produce, but also the direct consumer of the production cost. So the oil production crew is playing a more and more important role under the new management system. Shengli Oilfield proceeded from the actual conditions, incorporated the modern reservoir management method and technique with the oil production crew management closely. Shengli has taken the oil production crew as the stand and breakthrough point of Shengli's management reform, pursuing reservoir management method in the production crew in an all-round way.
Combined with Shengli's actual conditions, this article has systematically analyzed and studied the establishment of the scientific and perfect reservoir management system of the oil production crew. Based on the analysis and evaluation of the original reservoir management, this article starts with the basic theory of the reservoir management, suggests that the reservoir management system of the oil production crew should include four subsystems which are production management, cost control, economic evaluation and economic functioning security. And then this article gives detailed description and deep study into how to enhance production management, improve cost control, strength economic evaluation and establish economic functioning security. The part of production management describes how to determine the reasonable and economic production according to the reservoir conditions; The part of the cost control focuses on the analysis of the meaning and the index system of the control of the cost per ton of oi
l; The part of economic evaluation explains the index and method used in the economic evaluation of the reservoir management; The part of the economic functioning security emphatically discusses how to establish and amplify organization's security systems and incentives & restriction mechanisms in the process of the reservoir management of the oil production crew so as to establish a set of scientific, well-organized, easy to operate framework, ensuring the reservoir management system of the oil production crew that can operate scientifically and effectively. This article is not only significant to the sustainable and stable development of Shengli in the near future but also useful for the domestic oil enterprises. This article can be used for reference and guidance for the domestic oil enterprises.
采油队作为油田企业的基层单位，既是石油的直接开采者即油田经济效益的直接创造者，又是油田开采成本的直接消耗者。在新的管理体制下，采油队的地位显得日益重要。胜利油田从实际出发，在实践中探索，把现代油藏管理的思想和技术与采油队管理紧密结合起来，将采油队作为油田管理改革创新的立足点和突破口，在采油队全面推行油藏管理方法。
本文结合胜利油田的实际，对建立科学完善的采油队油藏管理体系进行了系统分析和研究。文章首先从油藏管理的基本理论入手，在对原有的油藏管理模式进行分析评价的基础上，提出了采油队油藏管理体系应包括生产管理、成本控制、效益评价和运行保障四个子系统，然后又对采油队如何加强生产管理、完善成本控制、搞好效益评价和建立运行保障系统这四个方面分别进行了详细地阐述和深入地研究。生产管理部分阐述了采油队如何根据油藏情况确定合理的经济产量，成本控制部分重点分析了采油队实行吨油成本控制的意义及指标体系，效益评价部分具体说明采油队油藏管理效益评价的指标和方法，运行保障部分着重探讨了采油队油藏管理过程中如何建立健全组织保障体系和激励约束机制，从而为采油队油藏管理建立起一套方法科学、条理清晰、可操作性强的框架体系，确保采油队油藏管理体系能够科学有效地运行。文章不仅对胜利油田今后的持续稳定发展具有重要的现实意义，对国内的其他石油企业也具有一定的借鉴和指导作用。
Because of the reorganization of CNPC and SINOPEC, especially the successful listed of CNPC and SINOPEC on the overseas' market, the external and internal environment of the oil enterprises has made significant changes. In order to survive and develop, oil enterprises should deepen the reform continuously through management and constantly bringing new ideas, enhance their competitiveness, and contribute a lot to a sustained, stable growth in the national economy.
As the basic unit of the oil enterprises, Oil Production Crew is not only the direct oil producer that economic returns come directly from the production they produce, but also the direct consumer of the production cost. So the oil production crew is playing a more and more important role under the new management system. Shengli Oilfield proceeded from the actual conditions, incorporated the modern reservoir management method and technique with the oil production crew management closely. Shengli has taken the oil production crew as the stand and breakthrough point of Shengli's management reform, pursuing reservoir management method in the production crew in an all-round way.
Combined with Shengli's actual conditions, this article has systematically analyzed and studied the establishment of the scientific and perfect reservoir management system of the oil production crew. Based on the analysis and evaluation of the original reservoir management, this article starts with the basic theory of the reservoir management, suggests that the reservoir management system of the oil production crew should include four subsystems which are production management, cost control, economic evaluation and economic functioning security. And then this article gives detailed description and deep study into how to enhance production management, improve cost control, strength economic evaluation and establish economic functioning security. The part of production management describes how to determine the reasonable and economic production according to the reservoir conditions; The part of the cost control focuses on the analysis of the meaning and the index system of the control of the cost per ton of oi
l; The part of economic evaluation explains the index and method used in the economic evaluation of the reservoir management; The part of the economic functioning security emphatically discusses how to establish and amplify organization's security systems and incentives & restriction mechanisms in the process of the reservoir management of the oil production crew so as to establish a set of scientific, well-organized, easy to operate framework, ensuring the reservoir management system of the oil production crew that can operate scientifically and effectively. This article is not only significant to the sustainable and stable development of Shengli in the near future but also useful for the domestic oil enterprises. This article can be used for reference and guidance for the domestic oil enterprises.
引文
[1] 陈子琪．．油藏描述．北京：石油工业出版社，1996
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[3] 刘毅军．．采油厂管理研究．北京：石油工业出版社，2000
[4] 刘振军．．油田企业工资分配与管理．东营：石油大学出版社，2000
[5] 刘新民．．管理经济学．北京：石油工业出版社，2001
[6] 中国工业企业管理教育研究会．．现代企业管理．杭州：浙江人民出版社，1999
[7] 韩大卫．．管理运筹学．大连：大连理工大学出版社，1998
[8] 刘丽文．．生产与运作管理．北京：清华大学出版社，1998
[9] 余诸缨．．管理会计．沈阳：辽宁人民出版社，1998
[10] 马保太，张立．．石油企业重组改制理论与实务．北京：中国石化出版社，2001
[11] 李敬松．．油田开发经济评价．北京：石油工业出版社，2000
[12] 王建华．．油气开采企业成本控制及预算管理．北京：石油工业出版社，2001
[13] 蒋贵善．．生产与运作管理．大连：大连理工大学出版社，1998
[14] 迈克尔．波特．．竞争战略．北京：华夏出版社，1998
[15] 迈克尔．波特．．竞争优势．北京：华夏出版社，1997
[16] 申明，姜利民，杨万强．．管理沟通．北京：企业管理出版社，1997
[17] 全介．．实用成本管理．北京：中国人民大学出版社，1999
[18] 王立彦，刘志远．．成本管理会计．北京：经济科学出版社，2000
[19] 魏权龄．．评价相对有效性的DEA方法[M]．北京：中国人民大学出版社，1988
[20] 陈胜群．．现代成本管理论．北京：中国人民大学出版社，1998
[21] 中国石油企业管理协会．石油企业管理．北京：石油工业出版社，2000、2001全年卷．
[22] 山东石油经济委员会．山东石油经济．东营．1999、2000、2001全年卷．
[2] 查全衡．．石油资源经营管理的实践与思考．北京：石油工业出版社，1999
[3] 刘毅军．．采油厂管理研究．北京：石油工业出版社，2000
[4] 刘振军．．油田企业工资分配与管理．东营：石油大学出版社，2000
[5] 刘新民．．管理经济学．北京：石油工业出版社，2001
[6] 中国工业企业管理教育研究会．．现代企业管理．杭州：浙江人民出版社，1999
[7] 韩大卫．．管理运筹学．大连：大连理工大学出版社，1998
[8] 刘丽文．．生产与运作管理．北京：清华大学出版社，1998
[9] 余诸缨．．管理会计．沈阳：辽宁人民出版社，1998
[10] 马保太，张立．．石油企业重组改制理论与实务．北京：中国石化出版社，2001
[11] 李敬松．．油田开发经济评价．北京：石油工业出版社，2000
[12] 王建华．．油气开采企业成本控制及预算管理．北京：石油工业出版社，2001
[13] 蒋贵善．．生产与运作管理．大连：大连理工大学出版社，1998
[14] 迈克尔．波特．．竞争战略．北京：华夏出版社，1998
[15] 迈克尔．波特．．竞争优势．北京：华夏出版社，1997
[16] 申明，姜利民，杨万强．．管理沟通．北京：企业管理出版社，1997
[17] 全介．．实用成本管理．北京：中国人民大学出版社，1999
[18] 王立彦，刘志远．．成本管理会计．北京：经济科学出版社，2000
[19] 魏权龄．．评价相对有效性的DEA方法[M]．北京：中国人民大学出版社，1988
[20] 陈胜群．．现代成本管理论．北京：中国人民大学出版社，1998
[21] 中国石油企业管理协会．石油企业管理．北京：石油工业出版社，2000、2001全年卷．
[22] 山东石油经济委员会．山东石油经济．东营．1999、2000、2001全年卷．