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Delta - Gas Value Chain

DELTA provides extensive multi-utility-services and -products to the Dutch market. The most important products and services are the delivery of electricity, gas and water, water clearance and waste disposal, radio- and T.V.-signals, cable internet and digital telephony. Delta has its roots in the province of Zeeland, The Netherlands. The growth strategy of DELTA is:
- Expanding electricity production capacity, in sustainable (solar, biomass) as well as conventional areas up until 2000 MW in 2015 (currently 800MW);
- Expanding environmental activities focusing on waste disposal processes;
- Strengthen the current market position in water via expansion of activities in the area of industrial- and waste water, water treatment equipment and water engineering.

The Challenge
To effectively translate  the growth strategy, the DELTA Energy division has put herself to the task of increasing the volume of her energy products, specifically gas. Her challenge can be described as follows:
“How can DELTA sell more gas, and at the same time get more money out of gas in the mid-, and downstream gas supply chain?”.DELTA Energy’s first thoughts were in the direction of applying a new, more effective sales approach, and using a new optimized earning model.

Our Solution
Considering the many stakeholders within the Gas Value Chain and also the complexity of the requirement improvements, DELTA and Tensor choose for a step by step approach. First, existing and new value drivers, control parameters, business processes, roles and responsibilities were investigated. These were all aligned into an integrated control model. Second, the right approach for introducing the new control model to the management team of DELTA Energy was determined. It was decided to make use of simulations and what-if scenarios, based on historical data and to embed this in a management game. By using the management game, better insights were obtained, from the cause and effect impact in the current situation, and on the performances in the current. Finally ongoing insights and refinements coming out of the management game, were fed back into the integrated control model.

Realized Results
Guido Custers, Managing Director of Delta Energy: “The new control model has given us more insight where our added value in the value chain is. This has led to new customer contracts that would have been more difficult or even out of reach for DELTA without the new control model. And it enables us to reach better customer satisfaction levels”.