PDVSA CITGO A Stability in Uncertainty Ashish Nanda Leopoldo E Lopez Mendoza 1999
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My work on PDVSA CITGO was the biggest challenge of my life, especially after I finished my Masters degree. In fact, I was not even sure if I could complete a thesis after my first attempt. But I wanted to do something really significant, as a researcher, and to make my country proud. I had to take a huge risk, which at that time was very difficult, and that’s why I took it with courage. My supervisor was Prof. A. K. Lama. I was his second-year postgraduate student at the
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PDVSA, established in the late 70’s, as a government-controlled enterprise, was the only producer of high-quality crude oil and natural gas liquids, among many other products such as asphalt, kerosene, petrochemicals, lubricants, and fuels. After a decade of market volatility, which included significant price drops of $7 per barrel in 1981, the company faced an emergency due to sudden decline of oil production. In 198
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The “PDVSA CITGO” joint venture is a 60:40 collaboration where PDVSA holds 60% and CITGO (Gulf Refining, Marketing and Transportation Company, L.P.) holds 40%. The purpose of this article is to analyze the stability in uncertainty for this JV, and also explain how it performs relative to its competitors’ JVs in the oil industry in Venezuela. site web Baseline assumptions: 1. PDVSA CITGO: This
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PDVSA CITGO: A STABILITY IN UNCERTAINTY It has been a decade since the merger between the two entities, PDVSA and CITGO. These are two of the biggest oil companies in the world with similar operations in the United States. The joint venture was created by PDVSA in 1994 with a mission to provide reliable and high-quality oil to its domestic market through CITGO. After being part of this partnership since 1999, I can confident
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– How did PDVSA CITGO become an institution with a good balance between profit and social responsibility? see it here – What were the financial, operational, and technological changes necessary to overcome internal opposition? – What were the external constraints on achieving these goals, such as international market competition, regulation, and reputational risks? – What were the organizational structures, management, and leadership practices that enabled these objectives to be achieved? – What were the challenges and difficulties that arose during the process, such as internal conflicts, technological fail
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A report is a narrative account of the status of a subject, and in order to have a good report, the writer has to have good language skills, be clear about the meaning of the words used, and be able to articulate the points made in an organized manner. A report is written in the third person, using the past perfect tense, and it includes a beginning, middle, and end. The first chapter begins with the , the second with an executive summary, and the third with an overview. PDVSA CITGO (199
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In the early years of the decade, the US oil industry’s focus was shifting from North America to Middle Eastern oil. It had been an important member of the OPEC since the oil embargoes in the 1970s and was now looking towards more stable crude prices. The American oil companies started to develop projects in the Gulf countries of Iraq, Kuwait, Saudi Arabia, and Iran, mainly by exploring for new reserves and increasing existing ones. It’s not just their reserves that make them attractive; it
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PDVSA (Petróleos de Venezuela S.A.) is the largest oil company in Venezuela, but as an American company, it was not immune to the global financial crisis. In 1999, we were faced with a host of challenges, including high interest rates, rising costs of capital, volatile oil prices, and the impact of reforms on the oil industry in Latin America and Venezuela’s domestic economy. The primary challenge was the company’s high interest rate debt burden, which had to be addressed in order to ref