AU2020102552A4 - An Integrated Digital Cloud based Management, Financial, Operational, and Supply chain platform for agility, efficiency, sustainability and profitability. - Google Patents
An Integrated Digital Cloud based Management, Financial, Operational, and Supply chain platform for agility, efficiency, sustainability and profitability. Download PDFInfo
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Abstract
(57)
The VTARA Bio-Refinery Cloud Platform (VBRCP) is about effective economic management of projects
and is intended to disrupt the financing of projects to enable a faster decision-making process from a
fund manager/investor/private equity perspective. The Social, Environmental and Economics
platforms provide enabling tools for more informed decision-making, thus reducing the financing time
from an average of 12 months to 3 months.
Description
VTARA El
VTARA ENERGY GROUP Canberra, Australia
Rationale An Integrated Digital Cloud based Management, Financial, Operational, and Supply chain platform for agility, efficiency, sustainability and profitability.
Our research shows that organizational design interacts with its assets, technology, processes, and people to make strategy happen. When parts of this system are not aligned, execution can be nearly impossible. Organizational mechanisms that determine success include the quality of end-to-end coordination, harmonization, and clarity of decision rights. In addition, there are cross-functional performance systems that encourages social cohesion among stakeholders, together with professional development, knowledge sharing & capability development programs for employees.
This is the basis for development of an Integrated Cloud based Organizational Platform.
The performance of the platform depends on its extensive network (internal & external) to transmit data, as well as the execution of mission and business critical applications. Utilising Artificial Intelligence(A), Machine Learning(ML) and block chain transactions to improve project outcomes and boost management & industrial factory efficiency. The platform enables competitiveness, enhances safety, security, sustainability, and profitability.
The platform is capable of operating across multiple domains globally. Implementing organizational insights seamlessly without delay. Providing better feedback loops throughout its entire operations from design to commissioning & operations.
VTARA Energy Group 2 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
Problem
Current approaches from development of a pre-feasibility report to final commissioning of projects can take up to 5 years or more in some cases, thus impacting on a company's budget and resources, resulting in millions of dollars losses. This maybe on account of the fact that there is no formal documentation of critical processes and decision rights.
Companies rarely document their critical processes and decision rights and they assume employees have clarity over end-to-end process accountability, but they rely on ad hoc delegation and self- management to execute. In many industries, new-product introductions order fulfilment are critical value-creating processes. They are highly cross-functional, and suffer from the disconnects and misalignment created by functional silos. To complicate matters, parts of these processes are often done in different ways in different units-an inconsistency that creates confusion, slows responsiveness and increases error rates.
Refer: Diagram 1 - Rationale
Solution
In recent years - since around the year 2000 - various digital technologies (mobile Internet, artificial intelligence, Internet of Things, etc.) have been drastically further developed and have made the transition from expert application to people's everyday lives. Just as the innovation of the steam engine and the spread of electricity have changed society, so has digitalization changed the economy and society.
Digitalization has implications for enterprises of all sizes. On the one hand, enterprises have to digitize their internal processes and procedures, on the other hand they have to
VTARA Energy Group 3 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
develop new services and digital business models. This is driven in part by digital transformation in companies that have defined a Digital Roadmap.
A major component of VTARA's Digital Roadmap is the development of a cloud based platform to reduce the time line for a project from 5 years to 3 years. The Cloud based solution (in this instance VBRCP - VTARA Bio Refinery Cloud Platform) provides standard templates as a frameworks that is transferable across other projects in the industrial space - from power stations, to process related industries.
VBRCP (VTARA Bio Refinery Cloud Platform) Overview
At present, the world's energy for the transportation and industrial sector is principally supplied by fossil fuels leading to increasing concerns about supply, cost and environmental issues such as greenhouse gas (GHG) emission thus prompting to search for an alternative form of energy such as, using Biomass as a feedstock, converted in an Integrated Bio-Refinery into various products such as bio-fuels, bio chemicals, electricity, and heat using the bio-chemical and thermo-chemical conversion routes.
VTARA Bio Refinery Cloud Platform (VBRCP) platform is an effective Integrated Systems Digital Platform (ISDP) for an Integrated Bio Refinery Hub ranging from feedstock supplies to finished products, with visual interfaces enabling seamless on boarding of key players such as Project sponsors, Government Agencies, Financiers, Equipment suppliers, EPC, Owner Engineer, Asset managers among others. The platform provides for all participants to contribute and cooperate in a synergistic manner.
Refer: Diagram 2 - VBRCP Overview
VTARA Energy Group 4 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
VBRCP will have the capability to manage data as an asset across the whole enterprise where data becomes the fuel that helps power multiple use cases or opportunities. And to make analytics available to all the key people within the company, so they can develop predictive insights and so on.
Underpinning the platform is 5G communications technology. It provides connectivity, both internal and external, and ensures that the organisation is part of the connected world.
The iterative nature of the platform reflects mutual or reciprocal relationships, suggests deep systemic engagement and reinforcing behaviour, that has a multiplier effect, thus causing a readjustment to be made at the deeper (component) level of the structure.
The platform comprises low touch intelligent flexible and adaptable, machine learning that is demand driven, for efficient and effective decision making on assets optimisation to meet market demand and profitability.
Key Platform Components
The VBRCP platform comprises of 3 Key Components - SOCIAL, ENVIRONMENTAL & ECONOMICS Platform.
Refer: Diagram 3 - Key Platform Components
VTARA Energy Group 5 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
Social Platform is an indicator of the organization's management and governance structure. This platform gives a deeper insight in the below areas.
• Leadership Team & Core Values • Key Stakeholders & their influence • Management Expertise & Experience • Company Culture • Employee Satisfaction • Community Impact • Data Governance Practices • Regulatory Compliance • Financial Transparency • Ethical Practices Review
Environmental Platform is an indicator of the organization's approach & practices in safe guarding the environment around its project locations. This platform gives a deeper insight in the below areas.
• Government Environmental Regulations • Emission Levels & it's impact • Energy Usage • Waste Management • Treatment of Animals • Effect on Flora & Fauna • Hazardous Material Disposals
VTARA Energy Group 6 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
• Management of Toxic Emissions • Community Impact • Potential Risk Scenarios • Risk Mitigation Strategies Economics Platform is an indicator of the organization's preparedness in executing the project from Due Diligence to Financial Closure to Commissioning and finally Operations & Retirement. This platform gives a deeper insight in the below areas.
• Due Diligence Studies • Feasibility Reports • Financial Closure Documents • Financial Modeling • Risk Management Profiles • Design Drawings • Engineering Documents • Project Management • Supply Chain Analysis • Logistics Management • Procurement Management • Commissioning Strategies • Operation Strategies • Maintenance Strategies • Retirement Strategies
Process Flow Mind Map
The below Process Flow Mind Map gives a detailed overview of the key system components and sub-system components in the VBRCP Platform. VTARA Energy Group 7 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
Social Platform
The Social Platform comprises of Management and Governance components that will provide valuable insights to the investors on the capabilities of the organization to effectively utilise the funds.
The Social Platform monitors the dynamically changing environment. Organization remains competitive at all times. This competitiveness is achieved by carefully choosing and sifting through the vast amounts of data potentially available and then developing the most appropriate or effective metric at any given time to compare against market benchmarks in which the organization operates.
This is a systems based approach to provide co-ordination and bring together available resources across financial, technological and management dimensions. For any health living systems to grow, competition and co-operation is necessary and to get superior outcomes necessary to establish productive communication and resource requirements.
Stakeholders will have immediate visibility on the impact of the tactical and strategic decisions across areas giving rise to sustainability metrics and KPI's
In the hyper competitive global and dynamic market, management teams would need to adapt and adopt trust based, technology enabled connections between regional enterprises to negotiate and rapidly conclude agreements - to collaborate and capture business opportunities, for example, supply and delivery agreements that can be
VTARA Energy Group 8 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
negotiated and concluded using blockchain based contracting and commitment systems which enable rapid signoffs by the refinery's dedicated and designated executive personnel.
The below detailed process flow mind map dives deeper into the sub-systems of the Social Platform.
Refer: Diagram 4 - Social Platform Mind Map
The below high level platform architecture describes the multiple engines involved in developing this Social Platform component.
Refer: Diagram 5 - Social Platform Architecture
Strategic Planning
The first factor, Strategic Planning, is seen as central to organisational sustainability, and includes three mutually interactive components: resources, environmental awareness and management. These activities are characterised by a) the development of structure, introduction of talent and expertise and an accumulation of routines and b) the emergence of professional management. For example, the organisation members are structured into multiple specialisations along functional lines and engage in a purposeful and strategic building activity. They develop a road map in support of the goals and objectives, with a conviction that it is possible to become a world-class organisation.
Integrating Expertise and Capabilities
VTARA Energy Group 9 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
A second factor is the importance of Integrating Expertise and Capabilities. It is comprised of four interactive elements which are: roles, evidence-based practices, risk management and financial management.
In relation to roles and structure within an organisation ( can be hierarchical or a network structure where key people are the participants and gatekeepers (see Max Weber, 1896). Each disciplinary member, at an individual level, holds themselves responsible for the influence and impact their specific role has on performance outcomes.
For example: In the Integrating Expertise & Capabilities component, the sharing of knowledge is via Knowledge worker pods and comprises planning scheduling fully integrated by Al expert dashboard showing trade off in areas such as economics sales sustainability and operational aspects.
Knowledge capability addresses client needs better than competition and furthermore, Knowledge workers will keep tabs on the contribution of workers to help companies improve their sustainability standing with the investment community.
Sustainable Competitiveness
The third factor, Sustainable Competitiveness, relates to the importance of consistent and sustainable competitiveness. It is comprised of the four interactive components of knowledge, experience, decision making and innovation. The second and third of these factors together drive integration of expertise and knowledge in new ways to address any issues or problems that may arise, and can be seen as the "engine room" that fosters creativity and innovation to provide sustainable competitiveness. Enculturation
VTARA Energy Group 10 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
A fourth factor is Enculturation. Its importance is in establishing norms and rules related to an EAO's operational process. It is facilitated through the four interactive components: trust, loyalty, learning and diversity.
Socialisation
The fifth factor is Socialisation. Its importance is in establishing effective group dynamics. It comprises four interactive components: personal growth, communication, negotiation, and group cohesion.
The fourth and fifth factors, Enculturation and Socialisation reflect the need and importance of a code of behaviour between members who collaborate in a high stress environment.
Influencing Linkages
The sixth factor is the value of the externally focusedInfluencing Linkages, comprised of four interactive components: key stakeholders, sponsors, investors and alliances/partners. Its importance is in fuelling growth and sustainability. This factor includes linkages where sponsors, funders, partners and peer groups exert influence on an organisation and where an organisation has developed resources and capabilities sufficient to be able to influence the sponsors, funders, and partners and peer groups.
Environmental Platform
VTARA Energy Group 11 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
The Environmental Platform provides valuable insights to the investors on how the organization is committed to protecting the environment around the project and the risk management & mitigation strategies followed by the organization.
A Rapid Environmental Assessment (REA) will give an overview of the project's current status and its impact based on future levels of emissions, gases, chemicals etc. It recognizes that identifying environmental issues into the early stages of a project planning, makes relief activities more effective, accountable, and lays a foundation for a speedy and sustainable recovery.
The REA process is divided into three steps:
1) Collecting baseline information for environmental impact assessment. 2) Analyzing information to identify priority issues and 3) Reviewing relief activities in order to mitigate potential negative environmental impacts.
Data and insights collected during the REA can be integrated into a longer-term environmental impact assessment, and used as baseline for future projects.
The below detailed process flow mind map dives deeper into the sub-systems of the Environmental Platform.
Refer: Diagram 6 - Environmental Platform Mind Map
The below high level platform architecture describes the multiple engines involved in developing this Environmental Platform component.
Refer: Diagram 7 - Environmental Platform Architecture
VTARA Energy Group 12 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
Emissions
This sub-system includes assessment of Air Quality, Water Quality, Green House Gases Emissions etc. to check if the levels are within government regulated permissible limits. A baseline is created by identifying the existing emission level index and calculating the estimates based on the project size, output & other relevant factors. The estimates are then added to the baseline to arrive at the new Emission level indexes that will decide the next course of action in terms of Risk identification & mitigation strategies.
Community
This sub-system includes impact assessment of the project on the local community in terms of raising the standard of living, environmental impact due to movement of people, establishing businesses, transport activities etc.
Bio-Diversity
This sub-system includes assessment of local flora & fauna and any impacts on their growth patterns due to disturbance in the ecosystem.
Political
This sub-system includes assessment of local & national political policy changes and its impact on the project. Identifying plausible scenarios and taking steps to mitigate those risks will ensure the project schedules are not impacted.
Haz-Chem
This sub-system includes assessment of hazardous chemicals release, effluents release, etc. and ensuring proper safety measures are in place to avoid any possible leaks in the system that will have an impact on the environment.
VTARA Energy Group 13 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
Waste
This sub-system includes assessment of waste management system, waste treatment plants, etc. to ensure effective processes are put in place to handle possible risk scenarios.
Economics Platform
The Economics Platform is a comprehensive system comprising of multiple sub components that are of critical in ensuring the project to run successfully.
The below detailed process flow mind map dives deeper into the sub-systems of the Economics Platform.
Refer: Diagram 8 - Economics Platform Mind Map
The below high level platform architecture describes the multiple engines involved in developing this Economics Platform component.
Refer: Diagram 9 - Economics Platform Architecture
Financing
The Financing sub-system is key to obtain all the necessary documentation and financial analysis before it is submitted for financial closure. Relevant documents such as Project Feasibility, Land Allocation, Feedstock agreement, Offtake Agreement, are crucial to initiate discussions with the financiers. Subsequently, financial modelling &
analysis will close the loop to obtain financial closure.
VTARA Energy Group 14 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
Risk Management
The Risk Management sub-system identifies the risks associated with the project both from a macro & micro perspective. A Risk Profile matrix is created that will list the Risk Contingency & Risk Mitigation strategies.
Design Engineering & Project Management
The sub-system is a comprehensive component of the financing platform that will ascertain how well the project is going through the different phases of the plant lifecycle. It mainly involves document management of all the design drawings, manuals, and co ordination with multiple departments and sub-contractors/vendors to make sure there is no data mismatch. The project management components define how the schedule is progressing and what are the bottlenecks that the project is facing to move forward.
Logistics
The Logistics sub-system identifies Procurement strategies, Inventory Management, Order Management, Maintenance Support, and Demand Forecasting models to efficiently run the entire system.
Operations & Maintenance
The O&M sub-system components include Production Planning, Quality Management, Supply Chain Management, Compliance Management and HR Management as some of the core activities to operate & maintain the plant.
For Example: In Supply chain economics, the Al analytics enables an understanding of business opportunities, anticipating changes, and providing predictive analytics as an aid for decision making . Additionally, it also provides for alternatives for buying the best
VTARA Energy Group 15 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
feedstock, ensuring the best possible asset utilisation, being aware of safety, efficiency and profitability.
Systems Retirement
This last sub-system closes the loop of the entire VBRCP platform by carefully planning for recycling & disposal, data collection & analysis, client service & training, material phase out and finally system decommissioning.
VTARA Energy Group 16 www.vtaraenergygroup.com
VTARA ENERGY GROUP Canberra, Australia
VTARA Energy Group 17 www.vtaraenergygroup.com
Claims (1)
- Editorial Note 2020102552 There is only one page of the claimCLAIMS The VTARA Bio-refinery Cloud Platform (VBRCP) is a disruptive platform for the renewables sector. It is a comprehensive platform that will yield significant reductions in the time to build and commission bio-refineries as well delivering operational gains in efficiencies, energy yield and outcomes for safety.It is expected that the bio-refinery platform will have application across the petro chemical, manufacturing and process industries including activities related to small to medium business, and start-up entrepreneurial activities.This platform is about effective economic management of projects and is intended to disrupt the financing of projects (equity, debt etc.) to enable faster decision making process from a fund manager/investor/private equity perspective. This is because the fund managers (among others) will be onboarded to the platform in the very early stages of the project development. The Social, Environmental& Economics platforms provide enabling tools for more informed decision making thus reducing the financing time from an average of 12 months to 3 months.The economic management and financing disruption has a flow on effect to the Project Management, Operations and Supply chain cycles and consequently reducing the time of commercial operations of the project with consequent cost savings to the entire project life cycle.VTARA ENERGY GROUP Canberra, Australia 23 Oct 2020 2020102552VTARA Bio Refinery Cloud Platform (VBRCP) - DiagramsBy, VTARA Energy Group CanberraVTARA Energy Group 1 www.vtaraenergygroup.comVTARA ENERGY GROUP Canberra, Australia 23 Oct 2020Diagram 1 - Rationale 2020102552Diagram 2 – VBRCP OverviewVTARA Energy Group 2 www.vtaraenergygroup.comVTARA ENERGY GROUP Canberra, Australia 23 Oct 2020Diagram 3 – Key Platform Components 2020102552VTARA Energy Group 3 www.vtaraenergygroup.comVTARA ENERGY GROUP Canberra, Australia 23 Oct 2020Diagram 4 – Social Platform Mind Map 2020102552VTARA Energy Group 4 www.vtaraenergygroup.comVTARA ENERGY GROUP Canberra, Australia 23 Oct 2020Diagram 5 – Social Platform Architecture 2020102552VTARA Energy Group 5 www.vtaraenergygroup.comVTARA ENERGY GROUP Canberra, Australia 23 Oct 2020Diagram 6 – Environmental Platform Mind Map 2020102552Diagram 7 – Environmental Platform ArchitectureVTARA Energy Group 6 www.vtaraenergygroup.comVTARA ENERGY GROUP Canberra, Australia 23 Oct 2020Diagram 8 – Economics Platform Mind Map 2020102552Diagram 9 – Economics Platform ArchitectureVTARA Energy Group 7 www.vtaraenergygroup.comVTARA ENERGY GROUP Canberra, Australia 23 Oct 2020 2020102552VTARA Energy Group 8 www.vtaraenergygroup.com
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Cited By (2)
| Publication number | Priority date | Publication date | Assignee | Title |
|---|---|---|---|---|
| CN113256412A (en) * | 2021-01-05 | 2021-08-13 | 上海能链众合科技有限公司 | Distributed energy settlement method based on block chain |
| CN114757549A (en) * | 2022-04-24 | 2022-07-15 | 中交第二航务工程勘察设计院有限公司 | Inland river main stream channel overwater service area function and scale decision-making method |
-
2020
- 2020-10-01 AU AU2020102552A patent/AU2020102552A4/en not_active Ceased
Cited By (2)
| Publication number | Priority date | Publication date | Assignee | Title |
|---|---|---|---|---|
| CN113256412A (en) * | 2021-01-05 | 2021-08-13 | 上海能链众合科技有限公司 | Distributed energy settlement method based on block chain |
| CN114757549A (en) * | 2022-04-24 | 2022-07-15 | 中交第二航务工程勘察设计院有限公司 | Inland river main stream channel overwater service area function and scale decision-making method |
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