An unprecedented market
Waterlander, Otto Schlaak, Thomas Sarraf, George
An unprecedented market - oct. 2009 - 3 p. ; 14-16
Transcripción del resumen del autor. Due to the economic recession, for the first time in the history of international gas markets significant demand destruction will occur in 2009 and perhaps also in 2010, setting back the market by up to nine years, write Booz & Company’s Robert Oushoorn, Otto Waterlander, Thomas Schlaak and George Sarraf. Combined with the completion of gas export infrastructure projects currently under way, the reduced demand could lead to an oversupply in the market of 5% to 15% until well into the next decade. The implications for suppliers, buyers and infrastructure companies cannot be overstated. To reduce the risks of huge oversupply and concomitant price pressure, large incumbent suppliers have a strong incentive to manage supply through increased cooperation. Buyers must review their assumptions to take advantage of the current buyer’s market – for example, by joining together to access previously inaccessible sources of gas and spread the risk. Infrastructure providers may need to rethink their business models to take advantage of opportunities that may arise from changing trade flows.
753
An unprecedented market - oct. 2009 - 3 p. ; 14-16
Transcripción del resumen del autor. Due to the economic recession, for the first time in the history of international gas markets significant demand destruction will occur in 2009 and perhaps also in 2010, setting back the market by up to nine years, write Booz & Company’s Robert Oushoorn, Otto Waterlander, Thomas Schlaak and George Sarraf. Combined with the completion of gas export infrastructure projects currently under way, the reduced demand could lead to an oversupply in the market of 5% to 15% until well into the next decade. The implications for suppliers, buyers and infrastructure companies cannot be overstated. To reduce the risks of huge oversupply and concomitant price pressure, large incumbent suppliers have a strong incentive to manage supply through increased cooperation. Buyers must review their assumptions to take advantage of the current buyer’s market – for example, by joining together to access previously inaccessible sources of gas and spread the risk. Infrastructure providers may need to rethink their business models to take advantage of opportunities that may arise from changing trade flows.
753
