Oilfield auxiliary equipment are machines and instruments that are used to supplement the drilling process at oilfields. The equipment used less frequently on the oilfield are availed on rent by various oil extraction companies. The auxiliary equipment consist of sewage systems, mud labs, lighting system, distribution panels, storage tanks, debris junk catchers, transportation system, heat exchangers, flaring systems, drilling instruments and others. The major factors driving the oilfield auxiliary rental equipment market include the rising demand for energy sources, impending need for cost optimization and increasing deep offshore oil production activities. However, some of the restraints associated with the market are the advent of automated systems and lack of skilled workforce. The impact of automated systems is expected to affect the auxiliary rental equipment market in near future.
The report analyzes the market in the GCC region. In order to study the regional imperatives, the research is focused on countries such as Saudi Arabia, U.A.E., Oman, Qatar, Kuwait, etc. Weatherford, Schlumberger, The Olayan Group, Key Energy Services and others are some of the key players in the GCC region. Merger/acquisition and expansions are the prime strategies followed by numerous companies to gain a competitive edge in the market.
KEY BENEFITS
MARKET SEGMENTATION
MARKET BY GEOGRAPHY
KEY PLAYERS
TABLE OF CONTENTS
1. INTRODUCTION
1.1. Report Description
1.2. Key Benefits
1.3. Research Methodology
1.3.1. Secondary Research
1.3.2. Primary Research
1.3.3. Analyst tool & Model
2. EXECUTIVE SUMMARY
2.1. List of Abbreviations
2.2. Scope of the report
2.2.1. Market overview
2.2.2. Product offerings
2.3. Market landscape
2.3.1. Market overview
2.3.2. Market size & forecast
2.4. Porter’s five forces analysis
2.4.1. Moderate threat of entry of new players
2.4.2. Rising threat of substitutes
2.4.3. Threat of bargaining power of suppliers
2.4.4. Threat of bargaining power of customers
2.4.5. Higher threat from industry rivalry
3. OILFIELD AUXILIARY RENTAL EQUIPMENT MARKET BY GEOGRAPHY, 2013 – 2020 $MILLION
3.1. Introduction
3.2. UAE
3.3. Saudi Arabia
3.4. Qatar
3.5. Oman
3.6. Kuwait
3.7. Bahrain
4. MARKET OVERVIEW
4.1. Buying criteria
4.2. Market dynamics
4.2.1. Drivers
4.2.1.1. Total cost optimization
4.2.1.2. Increased energy demands
4.2.1.3. Falling oil prices
4.2.1.4. Impact of market drivers
4.2.2. Challenges
4.2.2.1. Advent of automated systems
4.2.2.2. Lack of skilled workers
4.2.2.3. Impact of market challenges
4.3. Market trends
4.4. Trends and their impact
4.5. Vendor landscape
4.5.1. Competitive scenario
4.5.2. Key news
4.5.3. Merger and acquisitions
4.5.4. Importance of Merger and acquisitions in oil field auxiliary equipment Market
5. OTHER PROMINENT VENDORS
5.1. The Olayan Group
5.1.1. Business overview
5.1.2. Key Information
5.1.3. SWOT analysis of The Olayan Group
5.2. Key Energy Services Inc.
5.2.1. Business overview
5.2.2. Key Information
5.2.3. Business segmention
5.2.4. SWOT analysis of Key Energy Services Inc.
6. KEY VENDOR ANALYSIS
6.1. Superior Energy Services Inc.
6.1.1. Business overview
6.1.2. Key Information
6.1.3. Business segmentation
6.1.4. SWOT analysis of Superior Energy Services Inc.
6.2. Schlumberger Limited
6.2.1. Business overview
6.2.2. Key Information
6.2.3. Business segmentation
6.2.4. SWOT analysis of Schlumberger
6.3. Oil States International Inc.
6.3.1. Business overview
6.3.2. Key Information
6.3.3. Business segmentation
6.3.4. SWOT analysis of Oil state international Inc.
6.4. Weatherford
6.4.1. Business overview
6.4.2. Key Information
6.4.3. Business segmentation
6.4.4. SWOT analysis of Weatherford
LIST OF TABLES
TABLE 1 OILFIELD AUXILIARY RENTAL EQUIPMENT MARKET REVENUE BY GCC COUNTRIES, 2013-2020 ($ MILLION)
TABLE 2 GCC OILFIELD AUXILIARY RENTAL EQUIPMENT MARKET , 2013-2020 ($ MILLION)
TABLE 3 KEY MARKET PLAYERS POSITIONING
LIST OF FIGURES
FIG. 1 PORTER’S FIVE FORCES MODEL
FIG. 2 CRUDE OIL PRODUCTION, THOUSAND BARRELS PER DAY, 2006-2012
FIG. 3 IMPACT OF DRIVERS, 2014 & 2020
FIG. 4 IMPACT OF CHALLENGES, 2014 & 2020
FIG. 5 SWOT ANALYSIS OF THE OLAYAN GROUP
FIG. 6 REVENUE GENERATED BY KEY ENERGY SERVICES INC.
FIG. 7 REVENUE OF KEY ENERGY SERVICES INC. IN PERCENTAGE BY GEOGRAPHY 2013
FIG. 8 SWOT ANALYSIS OF KEY ENERGY SERVICES INC.
FIG. 9 REVENUE GENERATED BY SUPERIOR ENERGY SERVICES INC.
FIG. 10 REVENUE OF SUPERIOR ENERGY SERVICES INC. IN PERCENTAGE BY GEOGRAPHY 2013
FIG. 11 REVENUE OF SUPERIOR ENERGY SERVICES INC. IN PERCENTAGE BY SEGMENT 2013
FIG. 12 SWOT ANALYSIS OF SUPERIOR ENERGY SERVICES INC.
FIG. 13 REVENUE GENERATED BY SCHLUMBERGER
FIG. 14 REVENUE OF SCHLUMBERGER IN PERCENTAGE BY GEOGRAPHY 2013
FIG. 15 REVENUE OF SCHLUMBERGER IN PERCENTAGE BY SEGMENT 2013
FIG. 16 SWOT ANALYSIS OF SCHLUMBERGER
FIG. 17 REVENUE GENERATED BY OIL STATES INTERNATIONAL INC.
FIG. 18 REVENUE OF OIL STATES INTERNATIONAL INC.IN PERCENTAGE BY GEOGRAPHY 2013
FIG. 19 REVENUE OF OIL STATES INTERNATIONAL INC.IN PERCENTAGE BY SEGMENT 2013
FIG. 20 SWOT ANALYSIS OF OIL STATE INTERNATIONAL INC.
FIG. 21 REVENUE GENERATED BY WEATHERFORD
FIG. 22 REVENUE OF WEATHERFORD IN PERCENTAGE BY GEOGRAPHY 2013
FIG. 23 REVENUE OF WEATHERFORD IN PERCENTAGE BY SEGMENT 2013
FIG. 24 SWOT ANALYSIS OF WEATHERFORD
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