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IHS Upstream Costs and Expenditure offering is designed to help Operators effectively monitor, forecast, and manage major capital and subsequent operating cost investments for onshore and offshore field developments
It enables effective negotiations with vendors based on real industry costs and provides an independent view of the global upstream cost environment with the provision of forecasts of short-term cost movements and long-term cost trends.
Based on IHS Global Scenarios and analyses the drivers behind changes in the markets of the upstream industry.Learn More
IHS Upstream technology and Innovation offering delivers i Independent analysis of technology advances and trends along with their potential tactical and strategic implications on costs.
It provides a set of proprietary frameworks and data resources that allow member companies to evaluate the impact of technologies on their existing portfolios as well as on potential investments. Through the research and analysis provided, the offering allows companies to assess where they stand in relation to industry peers.Learn More
IHS Oilfield Equipment and Services provides actionable market intelligence to support oil and gas companies’ contract and procurement teams and vendor Strategic Planning and MI teams in making better sourcing decisions
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The US onshore cementing services market, which was estimated to be valued at $3.5bn in 2014, has fallen by 81% by mid-2016. However, the market is expected to recover by 129% since its lowest (16Q2), to $1.6bn by the end of 2017. Due to a strong rebound in D&C activity, we expect continued growth in the
The Geological and Mining Law of Poland, effective since 1 January 2015, abolished previously-existing acreage granting schemes, notably the “open door” policy, and stipulates that a contract for exploration and production of hydrocarbons can only be awarded through a tender procedure. In accordance with t
Caveat emptor, the venerable Latin term denoting ‘buyer beware,’ apparently originates from ancient Roman real estate reports. It could be almost as applicable today for investment in the coal industry. Caveats look singularly apt, for instance, in the Mongolian metallurgical (met) sector, where an early stage recovery is in danger of being over-hyped
Operators looking into operating and capital expenditures need to look broadly. They need to take the time to analyze their operations, and extended supply chains at a granular level and surgically cut costs to boost efficiency if they are to achieve long-term growth, profitability, and competitive advantage.