J. Scott Ogilvie recently returned from four
years in Hong Kong and Singapore to become president of the Bechtel Fossil
Power Global industrial Unit (GIU). In this role, he is responsible for
Bechtel's worldwide activities in fossil fuel power generation, including
maintaining Fossil Power's global relationships, strategic planning and
marketing. He oversees the development of Fossil Power's personnel resources,
project execution and achievement of its business plan. He also oversees
the management of Bechtel's Fossil technology group and new product development
and optimization.
Bechtel Fossil Power GIU was once part of Bechtel
Integrated Energy, but it became an independent unit when the larger group
was restructured, also freeing a Petroleum and Chemicals unit and an Offshore
unit. Fossil Power's headquarters are in Frederick, Md. Ogilvie grew up
in New Jersey and was trained as an engineer at Rutgers University. He
joined Bechtel in 1976, has always worked for them and always on the power
side of the company. He has worked as a planner, lead field cost engineer,
manager of management information, project developer, manager of power
(Southeast Asia), and just before his present position, the general manager
of the Power Regional Unit in Hong Kong overseeing the company's power
projects in the Asia Pacific region. Ogilvie says that although there
is a significant resurgence of interest in fossil power in the U.S., he
is not concentrating just on the American market. Rather he says he will
keep his vision global. "One reason I was asked to return to the
U. S. was to help the Fossil Power organization maintain its international
focus. Bechtel now does 2/3 to 3/4 of its business outside the U.S. Even
though the U. S. is picking up and is going to be strong in '99, we expect
2/3 of our power generation business to remain outside the U.S."
"Asia," says Ogilvie, "is a wonderful,
but a tough, market. There is a lot of competition and it has some of
the best pricing in the world. Everyone sees it as a strategic market
because of its tremendous potential, notwithstanding the recent financial
crisis."
When the local currency devaluated, the utilities'
revenues were then insufficient to meet their PPA commitments, putting
the squeeze on both parties. Projects under construction and planned projects
are being deferred."
"If you are in the U.S., you see the U.S.
as a great market, but I see the U.S. as a part of our global business,"
Ogilvie says. "The U.S. has been sleepy and is now on the rise so
it seems all the more dramatic. But we'll do plants worldwide. We have
good people overseas so we don't think of the U. S. as a main part of
our business, but try rather to see the whole, including good opportunities
in the UK, Spain and the Middle East. We just started a major coal project
in China. In fact, I see Asia, Europe and South America as important to
us as the U.S. I see significant opportunities in these places.
"Currently, suppliers of equipment are
in a good position and are able to raise prices around the world. All
the players have a global strategy. What you saw in early 1995 - low prices,
an oversupply in the combustion turbine business, and margin pricing-led
people to sell equipment just to keep in business and then sell services
later. What we see today is that suppliers have their shops full; delivery
dates are stretching out and prices of components will likely rise. This
should change the global market for the next 12 to 18 months."
Ogilvie says that the increase in demand often
takes the form of need for replacement and merchant plants, which, he
believes, have to be the low-cost producer. High-tech turbines and low
gas prices allow investments in new plants to achieve a low cost per kilowatt
and this is helping drive the replacement power business. This is happening
in the U.S.; some would call it a displacement power market. There is
real acceleration in the restructuring of this market, he says.
"We think that we can do well in this environment,"
Ogilvie continues. "We can provide more value than our competitors.
For one, we're not married to any technology, manufacturer or product.
That's good, because we feel that none works in all circumstances. We
can work with any suppliers worldwide. We can work with them or team with
them or use their equipment where it's right for a customer. We want to
be systems integrators and constructors where we can create value and
work with owners to achieve low tariffs in the business."
Ogilvie says that Bechtel has been partnering
with some OEMs. They can lead or Bechtel can lead. Ogilvie says that this
is generally how work is done in Europe and Asia. In the U.S., the A/E
is often the lead, purchases the equipment and carries the project through.
Then Bechtel can provide the turnkey wrap. "Frankly, he says, "we
had to adjust when we went overseas, but we have done well. We'll be the
point man or work side by side, whatever it takes."
Ogilvie notes the trend of OEMs moving to be
turnkey providers. But he has a response to this new kind of competition.
"First, as an A/E we see all technologies, and we are not committed
to one supplier or one technology as the best solution in every situation.
Instead we can pick the right technology for the customer needs. Thus
we are unique from the OEMs.
"We've been in the EPC business a long time.
It's our focus. We don't make equipment. We are systems integrators. We
take the best parts and put them together. Our focus is on a delivery
model, on certainty of outcome and the fact that a customer can count
on any plant we build as working as promised.
"Second, we have been making a successful
investment in PowerLine. We invest in PL to improve plants, lower costs,
reduce quantities, shorten schedules and develop new models. We look at
delivery and performance. They look to improving plants, not delivery.
Only by delivering value and performance are you going to get repeat business.
We've been able to do that and so we've been able to compete with OEMs.
You can see that by noting that our awards have been growing each year.
Ogilvie makes another couple of points about
PowerLine. It is Bechtel's suite of reference or model plants. It now
has 13 models, and we will add two more this year.
"We are continually working to improve
these model plants," he says. "Then, once plants are delivered
in the field we put teams through them and report on where they can be
made better. We put through Operations and Management teams and ask them
how they would improve layout and access. We put through design teams.
We scrutinize for redundancies. We work very hard to plow back ideas into
designs for new model plants.
"High value and low cost-that's what PowerLine
and our Fossil Power is all about. High value and low cost-these are what
we are always working toward. We do it well. We're going to do it better."
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