5 Ways to Prevent Revenue Leakage in the Oil and Gas Sector

This year, the U.S. oil industry is on track to see record-breaking production and is on track to break it again in 2025. The U.S. Energy Information Administration projects that the nation’s crude oil production will average 13.2 million barrels per day in 2024, and 13.65 million in 2025. 

With so much revenue flowing through operations, there are many opportunities for revenue leakage to creep in—often in the form of missed contract entitlements: According to EY, an estimated one to five percent of EBITA is lost because organizations don’t have their contract management and payment follow-up processes in order. Think about that in terms of the more than $6 trillion oil and gas industry.

With that in mind, let’s look at where revenue leakage occurs in the energy sector—more specifically in the oil and gas industry—and how a better approach to contracts can help prevent it from occurring.

Where revenue leakage happens

To understand how revenue leakage happens we need to look at the three main areas where energy companies make money in the first place: upstream, midstream, and downstream.

1. Upstream:

This is the stage of finding and producing crude oil and gas. It’s a stage that involves huge, upfront capital investments. These are difficult-to-access areas that require billions to explore, drill, and produce.

It can take 10 years to get the first drop of oil and begin to recover the investments made. During that time, hundreds or thousands of contracts have been agreed with national entities, investors, land leasing jurisdictions, and the parties that help locate and drill the site.

This means that contracts need to be examined from multiple perspectives to understand what’s being committed, when, and how often. Of course, regulatory requirements around extraction also need constant monitoring.

2. Midstream: 

The oil and gas midstream market involves the transportation, storage, and wholesale marketing of crude or refined petroleum products.

There are now significantly more contractual agreements, including with pipeline owners and transport carriers.

Maintaining obligations—say, how is the pipeline metered, commitments around quantity and quality of delivery, or time objectives—is essential. 

3. Downstream:

At this point crude is refined and, once again, shipped for use as gasoline or diesel fuel, etc. 

The number of contracts is now almost innumerable—terminal companies, freights, sublet fleets, franchisees, facilities operators, regulators, security, marketing agencies, the list goes on.

When making sure production throughput is high and margins are met, timely and accurate information is critical. That includes keeping a timely and accurate account of contractual obligations.

Preventing revenue leakage

As business moves between upstream, midstream, and downstream operations, different divisions often use different software systems to track different, important metrics. This creates data silos that can lead to errors that result in leakage. This is because throughout this funnel there is the potential for obligations such as delivery time or product quality to be overlooked. Payments may be missed or delayed, or even paid too early when revenue is needed for the business to recoup its own investments. 

When making sure production throughput is high and margins are met, timely and accurate information is critical. That includes keeping a timely and accurate account of contractual obligations.

Each division, as well as the business’s many partners, may all have different systems for monitoring and tracking production and delivery, and it quickly becomes difficult to identify pricing and delivery issues resulting in revenue leakage.

Manually tracking contracts of the scope and complexity the industry experiences at any stage of production or delivery is difficult, to say the least. In addition, having timely and accurate information is all but impossible, since it may be out of date by the time its entered. The solution is to take a holistic approach to contract management that takes advantage of AI.

5 strategies to patch the leaks

We call that holistic approach contract intelligence. It goes beyond contract lifecycle management to connect the organization’s disparate systems, departments, and processes that lead to revenue leakage.

Here are five best practices energy sector companies can use to reduce revenue leakage:

1. Integrate contract data into enterprise systems 

Integrate contract data with enterprise systems to reduce leakage by improving accuracy and efficiency. Using AI, organizations can integrate contract data across the lifecycle of a deal or agreement. 

2. Review pricing 

Regularly review data and pricing strategies to make sure they are appropriate. Modern contract management systems that incorporate pricing collaboration services can streamline pricing updates against contractual parameters.  

3. Track and monitor 

Track commitments and obligations and report performance to investors, as well as those with customers and suppliers. Was the crude received not of the right volume or quality? What are the revenue recovery measures? Are you meeting your environmental regulatory requirements? An AI-empowered contract intelligence solution can uncover this information (and much, much more), so you can identify where leakage occurs and the steps to take to address it.  

4. Use AI 

Take advantage of AI to automate contracting tasks, thereby saving time, reducing errors, and improving efficiency. AI can automate the identification of pricing errors and payment obligations. It’s a master at recognizing the anomalies and patterns in data, presenting organizations with opportunities to make necessary adjustments to reduce risk and increase profit. 

5. Train employees 

Even with AI, employees need to be trained on the best practices related to contract management, artificial intelligence, and avoiding revenue leakage. With the rapid improvements in AI, especially around contract management, this is even more crucial.

With the right combination of technology and people, energy companies can speed up time to revenue, reduce human error, mitigate regulatory risks, and ensure nothing slips through the cracks.