10 page question

Wk02-ModelPart1.docx

Western Midstream Partners LP (WES) Formerly known as Western Gas Equity Partners, LP.

Origination Date : August 21, 2007

Location : Main headquarters – The Woodlands, TX. Operating in West Texas, South Texas, New Mexico, Utah, Colorado, and Wyoming.

Purpose of the Organization : Western midstream is a major oil and gas business that deals in gathering, compressing, treating, processing, and delivering oil, produced salt water, natural gas and natural gas liquids. Ultimately WES strives to provide the best and safest possible transportation and delivery of all of our upstream customers products while also providing excellent customer service.

My role within Western Midstream : Currently I am employed as a regulated pipeline controller. My duty is to monitor and operate several thousand miles of pipeline, over 40 compressor stations, and operate 8 oil treatment facilities while working with upstream producers and downstream receiving companies.

Western Midstream Partners, LP Business Model Canvas

Customer Segments :

· Oil and Gas Producers – WES provides resources for gathering, processing, and transporting natural gas, natural gas liquids, crude oil, condensate, and produced salt water for upstream producers.

· Refining Companies and Petro Chemical Companies – WES provides storage for NGLs and crude oil for customers in need.

· Energy Consumers – WES provides residue gas transportation to end users and utility companies.

Value Propositions :

· Gathering of natural gas, natural gas liquids, crude oil, condensate, and produced salt water – WES Has over 75 compressor stations and several thousand miles of pipeline for gathering multiple products safely.

· Transportation/Storage of natural gas, natural gas liquids, crude oil, condensate, and produced salt water – Western Midstream has several hundred miles of residue gas pipelines to safely deliver product to downstream refineries and many storage facilities for liquids.

· Processing of natural gas, natural gas liquids, crude oil, condensate, and produced salt water - Western Midstream has over 8 natural gas processing plants and over 10 treatment facilities for crude oil and condensate, and 40+ saltwater disposals

Channels :

· Direct Sales – WES has teams that directly visit and potential customers such as oil and gas producers and downstream refineries and customers.

· Company Website – WES provides a very detailed website with our history and future visions for potential customers to view.

· Volunteering and Industry Conferences – WES actively participates in volunteering in the communities around our headquarters and field offices to further get our name out. WES also participates in industry conferences purely to show innovation and network with future costumers.

Customer Relationships :

· Superior customer service – WES strives to provide excellent customer service to each customer regardless of size or amount of production, all customers are treated the same. We provide dedicated integrated ops representatives for each company so someone is on standby and ready to respond at all times.

· Contracts and agreements – WES always plan to work long term agreements or contracts with each customer that is fair for both parties.

· Performance updates and future plans – WES provides key performance indicators and shares future plans with customers to keep them in the loop.

Revenue Streams :

· Long-term contracts – We generates revenue through contracts made with customers. These contracts are a steady source of income to the company.

· Processing Fees – WES receives steady income from processing fees from natural gas, oil, condensate, and NGLs.

· Transportation Fees – WES receives steady income from transporting natural gas, crude oil, condensate, NGLs, and produced salt water.

Key Resources :

· Processing Plants and Facilities – These facilites are key resources with in WES. These bring in a steady income. Maintaining and keeping these facilities in reliable shape in and major goal for the company.

· Pipelines – All of WES transportation and gathering pipelines are a major resource. Keeping these lines within compliance and in good operating condition is imperative for the success of the company.

Key Activities :

· Gathering, processing, and transporting crude oil, natural gas, condensate, and NGLs from producers to market hubs and end users.

· Operating pipeline systems for crude oil, natural gas, condensate, and NGLs: Investing in infrastructure to improve our pipeline systems.

Key Partnerships :

· Contractional partnerships with refining companies - Many long-term contracts with petro and refining companies that guarantee a steady stream of income.

· Contractional partnerships with oil and gas producers - Many long-term contracts with petro and refining companies that guarantee a steady stream of income.

Cost Structure :

· Cost of operating and maintaining pipeline systems – WES endures significant cost to maintain and keep its pipeline systems in safe and operation conditions.

· Infrastructure Expansions – WES is consistently growing so it must invest capital into the expansion of infrastructure.

· Safety and compliance – WES places safety and compliance at the top of the list and allocates capital specifically to keep our systems and people safe and within compliance.

Business Model Findings

I have worked for Western Midstream for a little over 6 years. I have worked in the processing plants and the pipeline control center now. I thought I knew just about everything when it came to how the company operates and collects revenue. However, two things that I didn’t know are we own storage tanks for crude oil, condensate, and NGL and the other thing is that we have a direct sales team that gains new contracts from producers. I’m not real familiar with the Colorado segment of the company which explains why I wasn’t familiar with the storage facilities. The sales team, well I am still not sure where they office. I’ll be curious to find out and meet them. I assumed most of our customers reached out to us if they were in the area of our infrastructure and inquired about delivering to our system. This is my first business model canvas to work on so its pretty intriguing to see how it all lays out, especially for the company that I work for.

References

https://www.westernmidstream.com/#:~:text=As%20a%20midstream%20service%20provider,culture%2C%20and%20protecting%20the%20environment.

InstructionsW8A4.docx

Instructions

Goal: Conduct/construct an experiential evaluation/assessment of the business model of your organization (or one with which you are closely familiar) using the business model canvas and related text. I have attached the business model that needs to be used.

Introduction: Managers who want to improve the effectiveness of their business model and organization, as well as to increase their own ability to manage, use diagnostics/assessments to determine the reality of business effectiveness in comparison to what they originally envisioned. Good feedback contributes to the development of plans to improve business/organizational effectiveness and management performance.

Instructions: Students will write a 2500-3000 word (about 10 pages in the main body) properly formatted APA paper (including a title page and references page, but no abstract) that evaluates/assesses the overall effectiveness of the business model used by your organization. This is the third of three assignments that draws from your association with your organization. The previous two “canvas” assignments flow into this one. Identify one or more of the building blocks from the business model canvas where modification should be recommended. Be careful to avoid bias in determining the issue/problem identified by using the canvas. Do not merely critique, but contribute to your organization’s overall success. This paper should be the culmination of the overall work you have done with the business model canvas so that all the pieces go together.

Your final paper should include:

· I have attached this. Your business model canvas – Post-It notes discussion/observations (week 2)—summarize this area, but provide the initial canvas.

· Identification of theoretical/behavioral trends that you observe in the business model and organization I have attached this (week 5)—summarize this, do not merely cut and paste.

· Discussion of appropriate theory, metaphors, and frames with which to describe your business model in operation, as well as to identify areas needing improvement and how to get there.

· Use of the Osterwalder/Pigneur text to evaluate and diagnose your organization’s business model, as well as an integration of the course materials into your writing and consideration.

· Recommendations for improvements identified using the canvas, theories, and assessment tools used in this course. What are the expected outcomes.

· Use eight scholarly sources besides our textbook (especially case studies) to undergird your assertions from peer-reviewed literature.

· Thoroughly familiarize yourself with the assignment specs and ask questions if you are unsure of expectations.

· Must be plagiarism Free

The paper must have at least eight additional scholarly sources in addition to the course textbook. No abstract is necessary, but a title page and references page should be included. Write your paper in third person, even though you are writing about an organization that you are familiar with. To do this, write from the perspective of a scholar who observes and researches about the case. Therefore, first person should be avoided.

Wk05-BusinessModelCanvasPart2.docx

3

Business Model Canvas Part 2: Pattern, Design, and Strategy

Michael Gray

APUS

MGMT600 Organizational Management

Dr. Moore

8-2-2024

The Business Model Canvas (BMC) of Western Midstream Partners, LP comprehensively ‌provides the required framework to effectively and efficiently analyze the most important elements of the business model. Western Midstream Partners, LP (WES) is a well-structured business model approach for serving the oil and gas industries. This assignment will focus on analyzing the observable patterns in the organization, designs, and strategies that the business has integrated, this analysis will be supported by frames from Bolman and Deal and metaphors from Morgan, the focus of the analysis will be on WES’s strategic positioning.

Patterns and Designs

In the global market, one of the major aspects that play a vital role in forcing organizations to constantly innovate and seek new ways of innovating to remain competitive and deliver high-quality products and services is competition (Wurm et al., 2019). WES business model is one of the most effective practices that allow the company to exhibit a pattern of efficiency and integration because the business operates as a service provider. The business’s main goal is to gather, process, transport, and supply oil and gas which allows the business to have different revenue streams compared to if it specialized in only one of the aspects identified. Diversity of revenue streams is one of the most crucial ways through which businesses maintain their competitive advantage because they are stable in the market and can grow steadily. According to Morgan (2006), WES’s business model is characterized by structured systems that allow the business to operate efficiently and it is easy to predict and project, this business follows the machine metaphor highlights which describes the significance of having a business model that is reliable and has operational efficiencies. Thus, the business model has built an extensive infrastructure that allows it to operate without encountering major challenges and the outcomes of the business are predictable.

The Business Strategy

WES operates through a series of partnerships, this business strategy is to ensure that the business operates excellently in the industry. However, as Bolman and Deal (2017) note, this structural frame within the organization focuses on defining responsibilities and organizing key activities in the business. The structural frame in the business is crucial because it shows that WES is an effective business whose strengths include maintaining the large infrastructure and ensuring that the business activities support the strategic goals of the business. WES focuses on the safety of oil and gas as well as complying with the numerous regulations associated with the business, the structural frame shows WES’s commitment to ensure they edge competition against other payers in the market while at the same time maintaining high standards required in oil and gas industry.

Implications

The business model highlighted mainly focuses on WES’s diversification of income, ensuring customer satisfaction and the ability of the business to operate in the different areas of the industry effectively. The company’s organizational design aims at adding value to customer services and marinating the competitive edge against other players. The machine metaphor and the structural frame are sustainable business models and patterns that will ensure sustainability (Bitetti & Bedolla, 2024). WES's structural business model is one of the key factors in achieving the goals and objectives of the company because the structure aligns with the objectives and the organization focuses on market stability without worrying about only one line of operation. There are three elements that Bitetti and Bedolla (2024) identify and which are crucial for sustainable business models, they include economic, ecological, and social sustainability business models. Coupled with technological development, these elements are vital in the business because they allow it to develop new forms of processes that an organization will need to develop new product designs and patterns that will attract more customers.

Overall, WES’s BMC shows that the organization has a well-structured approach to leveraging the gas and oil industry. This approach allows the company to be competitive and the integration of more advanced technologies, efficiency, and the current strategic focus will help the business to continue enjoying a competitive advantage over its competitors. Thus, through the application of the machine metaphor and the structural frame, WES is likely to improve and grow its revenues in the oil and gas industry in the next years because the business strategy focuses on long-term success.

References

Bitetti, L., & Bedolla, M. (2024). How (Sustainable) Business Model Patterns Help Initiating Design for Sustainability. Journal of Business Models, 12(1), 133-146. https://doi.org/10.54337/jbm.v12i1.8410

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: artistry, choice, and leadership. Jossey-Bass.

Morgan, G. (2006). Images of Organization. SAGE Publications.

Wurm, B., Goel, K., Bandara, W., & Rosemann, M. (2019). Design patterns for business process individualization. In Business Process Management: 17th International Conference, BPM 2019, Vienna, Austria, September 1–6, 2019, Proceedings 17 (pp. 370-385). Springer International Publishing. https://doi.org/10.1007/978-3-030-26619-6_24

Wk02-ModelPart1.docx

Western Midstream Partners LP (WES) Formerly known as Western Gas Equity Partners, LP.

Origination Date : August 21, 2007

Location : Main headquarters – The Woodlands, TX. Operating in West Texas, South Texas, New Mexico, Utah, Colorado, and Wyoming.

Purpose of the Organization : Western midstream is a major oil and gas business that deals in gathering, compressing, treating, processing, and delivering oil, produced salt water, natural gas and natural gas liquids. Ultimately WES strives to provide the best and safest possible transportation and delivery of all of our upstream customers products while also providing excellent customer service.

My role within Western Midstream : Currently I am employed as a regulated pipeline controller. My duty is to monitor and operate several thousand miles of pipeline, over 40 compressor stations, and operate 8 oil treatment facilities while working with upstream producers and downstream receiving companies.

Western Midstream Partners, LP Business Model Canvas

Customer Segments :

· Oil and Gas Producers – WES provides resources for gathering, processing, and transporting natural gas, natural gas liquids, crude oil, condensate, and produced salt water for upstream producers.

· Refining Companies and Petro Chemical Companies – WES provides storage for NGLs and crude oil for customers in need.

· Energy Consumers – WES provides residue gas transportation to end users and utility companies.

Value Propositions :

· Gathering of natural gas, natural gas liquids, crude oil, condensate, and produced salt water – WES Has over 75 compressor stations and several thousand miles of pipeline for gathering multiple products safely.

· Transportation/Storage of natural gas, natural gas liquids, crude oil, condensate, and produced salt water – Western Midstream has several hundred miles of residue gas pipelines to safely deliver product to downstream refineries and many storage facilities for liquids.

· Processing of natural gas, natural gas liquids, crude oil, condensate, and produced salt water - Western Midstream has over 8 natural gas processing plants and over 10 treatment facilities for crude oil and condensate, and 40+ saltwater disposals

Channels :

· Direct Sales – WES has teams that directly visit and potential customers such as oil and gas producers and downstream refineries and customers.

· Company Website – WES provides a very detailed website with our history and future visions for potential customers to view.

· Volunteering and Industry Conferences – WES actively participates in volunteering in the communities around our headquarters and field offices to further get our name out. WES also participates in industry conferences purely to show innovation and network with future costumers.

Customer Relationships :

· Superior customer service – WES strives to provide excellent customer service to each customer regardless of size or amount of production, all customers are treated the same. We provide dedicated integrated ops representatives for each company so someone is on standby and ready to respond at all times.

· Contracts and agreements – WES always plan to work long term agreements or contracts with each customer that is fair for both parties.

· Performance updates and future plans – WES provides key performance indicators and shares future plans with customers to keep them in the loop.

Revenue Streams :

· Long-term contracts – We generates revenue through contracts made with customers. These contracts are a steady source of income to the company.

· Processing Fees – WES receives steady income from processing fees from natural gas, oil, condensate, and NGLs.

· Transportation Fees – WES receives steady income from transporting natural gas, crude oil, condensate, NGLs, and produced salt water.

Key Resources :

· Processing Plants and Facilities – These facilites are key resources with in WES. These bring in a steady income. Maintaining and keeping these facilities in reliable shape in and major goal for the company.

· Pipelines – All of WES transportation and gathering pipelines are a major resource. Keeping these lines within compliance and in good operating condition is imperative for the success of the company.

Key Activities :

· Gathering, processing, and transporting crude oil, natural gas, condensate, and NGLs from producers to market hubs and end users.

· Operating pipeline systems for crude oil, natural gas, condensate, and NGLs: Investing in infrastructure to improve our pipeline systems.

Key Partnerships :

· Contractional partnerships with refining companies - Many long-term contracts with petro and refining companies that guarantee a steady stream of income.

· Contractional partnerships with oil and gas producers - Many long-term contracts with petro and refining companies that guarantee a steady stream of income.

Cost Structure :

· Cost of operating and maintaining pipeline systems – WES endures significant cost to maintain and keep its pipeline systems in safe and operation conditions.

· Infrastructure Expansions – WES is consistently growing so it must invest capital into the expansion of infrastructure.

· Safety and compliance – WES places safety and compliance at the top of the list and allocates capital specifically to keep our systems and people safe and within compliance.

Business Model Findings

I have worked for Western Midstream for a little over 6 years. I have worked in the processing plants and the pipeline control center now. I thought I knew just about everything when it came to how the company operates and collects revenue. However, two things that I didn’t know are we own storage tanks for crude oil, condensate, and NGL and the other thing is that we have a direct sales team that gains new contracts from producers. I’m not real familiar with the Colorado segment of the company which explains why I wasn’t familiar with the storage facilities. The sales team, well I am still not sure where they office. I’ll be curious to find out and meet them. I assumed most of our customers reached out to us if they were in the area of our infrastructure and inquired about delivering to our system. This is my first business model canvas to work on so its pretty intriguing to see how it all lays out, especially for the company that I work for.

References

https://www.westernmidstream.com/#:~:text=As%20a%20midstream%20service%20provider,culture%2C%20and%20protecting%20the%20environment.

InstructionsW8A4.docx

Instructions

Goal: Conduct/construct an experiential evaluation/assessment of the business model of your organization (or one with which you are closely familiar) using the business model canvas and related text. I have attached the business model that needs to be used.

Introduction: Managers who want to improve the effectiveness of their business model and organization, as well as to increase their own ability to manage, use diagnostics/assessments to determine the reality of business effectiveness in comparison to what they originally envisioned. Good feedback contributes to the development of plans to improve business/organizational effectiveness and management performance.

Instructions: Students will write a 2500-3000 word (about 10 pages in the main body) properly formatted APA paper (including a title page and references page, but no abstract) that evaluates/assesses the overall effectiveness of the business model used by your organization. This is the third of three assignments that draws from your association with your organization. The previous two “canvas” assignments flow into this one. Identify one or more of the building blocks from the business model canvas where modification should be recommended. Be careful to avoid bias in determining the issue/problem identified by using the canvas. Do not merely critique, but contribute to your organization’s overall success. This paper should be the culmination of the overall work you have done with the business model canvas so that all the pieces go together.

Your final paper should include:

· I have attached this. Your business model canvas – Post-It notes discussion/observations (week 2)—summarize this area, but provide the initial canvas.

· Identification of theoretical/behavioral trends that you observe in the business model and organization I have attached this (week 5)—summarize this, do not merely cut and paste.

· Discussion of appropriate theory, metaphors, and frames with which to describe your business model in operation, as well as to identify areas needing improvement and how to get there.

· Use of the Osterwalder/Pigneur text to evaluate and diagnose your organization’s business model, as well as an integration of the course materials into your writing and consideration.

· Recommendations for improvements identified using the canvas, theories, and assessment tools used in this course. What are the expected outcomes.

· Use eight scholarly sources besides our textbook (especially case studies) to undergird your assertions from peer-reviewed literature.

· Thoroughly familiarize yourself with the assignment specs and ask questions if you are unsure of expectations.

· Must be plagiarism Free

The paper must have at least eight additional scholarly sources in addition to the course textbook. No abstract is necessary, but a title page and references page should be included. Write your paper in third person, even though you are writing about an organization that you are familiar with. To do this, write from the perspective of a scholar who observes and researches about the case. Therefore, first person should be avoided.

Wk05-BusinessModelCanvasPart2.docx

3

Business Model Canvas Part 2: Pattern, Design, and Strategy

Michael Gray

APUS

MGMT600 Organizational Management

Dr. Moore

8-2-2024

The Business Model Canvas (BMC) of Western Midstream Partners, LP comprehensively ‌provides the required framework to effectively and efficiently analyze the most important elements of the business model. Western Midstream Partners, LP (WES) is a well-structured business model approach for serving the oil and gas industries. This assignment will focus on analyzing the observable patterns in the organization, designs, and strategies that the business has integrated, this analysis will be supported by frames from Bolman and Deal and metaphors from Morgan, the focus of the analysis will be on WES’s strategic positioning.

Patterns and Designs

In the global market, one of the major aspects that play a vital role in forcing organizations to constantly innovate and seek new ways of innovating to remain competitive and deliver high-quality products and services is competition (Wurm et al., 2019). WES business model is one of the most effective practices that allow the company to exhibit a pattern of efficiency and integration because the business operates as a service provider. The business’s main goal is to gather, process, transport, and supply oil and gas which allows the business to have different revenue streams compared to if it specialized in only one of the aspects identified. Diversity of revenue streams is one of the most crucial ways through which businesses maintain their competitive advantage because they are stable in the market and can grow steadily. According to Morgan (2006), WES’s business model is characterized by structured systems that allow the business to operate efficiently and it is easy to predict and project, this business follows the machine metaphor highlights which describes the significance of having a business model that is reliable and has operational efficiencies. Thus, the business model has built an extensive infrastructure that allows it to operate without encountering major challenges and the outcomes of the business are predictable.

The Business Strategy

WES operates through a series of partnerships, this business strategy is to ensure that the business operates excellently in the industry. However, as Bolman and Deal (2017) note, this structural frame within the organization focuses on defining responsibilities and organizing key activities in the business. The structural frame in the business is crucial because it shows that WES is an effective business whose strengths include maintaining the large infrastructure and ensuring that the business activities support the strategic goals of the business. WES focuses on the safety of oil and gas as well as complying with the numerous regulations associated with the business, the structural frame shows WES’s commitment to ensure they edge competition against other payers in the market while at the same time maintaining high standards required in oil and gas industry.

Implications

The business model highlighted mainly focuses on WES’s diversification of income, ensuring customer satisfaction and the ability of the business to operate in the different areas of the industry effectively. The company’s organizational design aims at adding value to customer services and marinating the competitive edge against other players. The machine metaphor and the structural frame are sustainable business models and patterns that will ensure sustainability (Bitetti & Bedolla, 2024). WES's structural business model is one of the key factors in achieving the goals and objectives of the company because the structure aligns with the objectives and the organization focuses on market stability without worrying about only one line of operation. There are three elements that Bitetti and Bedolla (2024) identify and which are crucial for sustainable business models, they include economic, ecological, and social sustainability business models. Coupled with technological development, these elements are vital in the business because they allow it to develop new forms of processes that an organization will need to develop new product designs and patterns that will attract more customers.

Overall, WES’s BMC shows that the organization has a well-structured approach to leveraging the gas and oil industry. This approach allows the company to be competitive and the integration of more advanced technologies, efficiency, and the current strategic focus will help the business to continue enjoying a competitive advantage over its competitors. Thus, through the application of the machine metaphor and the structural frame, WES is likely to improve and grow its revenues in the oil and gas industry in the next years because the business strategy focuses on long-term success.

References

Bitetti, L., & Bedolla, M. (2024). How (Sustainable) Business Model Patterns Help Initiating Design for Sustainability. Journal of Business Models, 12(1), 133-146. https://doi.org/10.54337/jbm.v12i1.8410

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: artistry, choice, and leadership. Jossey-Bass.

Morgan, G. (2006). Images of Organization. SAGE Publications.

Wurm, B., Goel, K., Bandara, W., & Rosemann, M. (2019). Design patterns for business process individualization. In Business Process Management: 17th International Conference, BPM 2019, Vienna, Austria, September 1–6, 2019, Proceedings 17 (pp. 370-385). Springer International Publishing. https://doi.org/10.1007/978-3-030-26619-6_24

Wk02-ModelPart1.docx

Western Midstream Partners LP (WES) Formerly known as Western Gas Equity Partners, LP.

Origination Date : August 21, 2007

Location : Main headquarters – The Woodlands, TX. Operating in West Texas, South Texas, New Mexico, Utah, Colorado, and Wyoming.

Purpose of the Organization : Western midstream is a major oil and gas business that deals in gathering, compressing, treating, processing, and delivering oil, produced salt water, natural gas and natural gas liquids. Ultimately WES strives to provide the best and safest possible transportation and delivery of all of our upstream customers products while also providing excellent customer service.

My role within Western Midstream : Currently I am employed as a regulated pipeline controller. My duty is to monitor and operate several thousand miles of pipeline, over 40 compressor stations, and operate 8 oil treatment facilities while working with upstream producers and downstream receiving companies.

Western Midstream Partners, LP Business Model Canvas

Customer Segments :

· Oil and Gas Producers – WES provides resources for gathering, processing, and transporting natural gas, natural gas liquids, crude oil, condensate, and produced salt water for upstream producers.

· Refining Companies and Petro Chemical Companies – WES provides storage for NGLs and crude oil for customers in need.

· Energy Consumers – WES provides residue gas transportation to end users and utility companies.

Value Propositions :

· Gathering of natural gas, natural gas liquids, crude oil, condensate, and produced salt water – WES Has over 75 compressor stations and several thousand miles of pipeline for gathering multiple products safely.

· Transportation/Storage of natural gas, natural gas liquids, crude oil, condensate, and produced salt water – Western Midstream has several hundred miles of residue gas pipelines to safely deliver product to downstream refineries and many storage facilities for liquids.

· Processing of natural gas, natural gas liquids, crude oil, condensate, and produced salt water - Western Midstream has over 8 natural gas processing plants and over 10 treatment facilities for crude oil and condensate, and 40+ saltwater disposals

Channels :

· Direct Sales – WES has teams that directly visit and potential customers such as oil and gas producers and downstream refineries and customers.

· Company Website – WES provides a very detailed website with our history and future visions for potential customers to view.

· Volunteering and Industry Conferences – WES actively participates in volunteering in the communities around our headquarters and field offices to further get our name out. WES also participates in industry conferences purely to show innovation and network with future costumers.

Customer Relationships :

· Superior customer service – WES strives to provide excellent customer service to each customer regardless of size or amount of production, all customers are treated the same. We provide dedicated integrated ops representatives for each company so someone is on standby and ready to respond at all times.

· Contracts and agreements – WES always plan to work long term agreements or contracts with each customer that is fair for both parties.

· Performance updates and future plans – WES provides key performance indicators and shares future plans with customers to keep them in the loop.

Revenue Streams :

· Long-term contracts – We generates revenue through contracts made with customers. These contracts are a steady source of income to the company.

· Processing Fees – WES receives steady income from processing fees from natural gas, oil, condensate, and NGLs.

· Transportation Fees – WES receives steady income from transporting natural gas, crude oil, condensate, NGLs, and produced salt water.

Key Resources :

· Processing Plants and Facilities – These facilites are key resources with in WES. These bring in a steady income. Maintaining and keeping these facilities in reliable shape in and major goal for the company.

· Pipelines – All of WES transportation and gathering pipelines are a major resource. Keeping these lines within compliance and in good operating condition is imperative for the success of the company.

Key Activities :

· Gathering, processing, and transporting crude oil, natural gas, condensate, and NGLs from producers to market hubs and end users.

· Operating pipeline systems for crude oil, natural gas, condensate, and NGLs: Investing in infrastructure to improve our pipeline systems.

Key Partnerships :

· Contractional partnerships with refining companies - Many long-term contracts with petro and refining companies that guarantee a steady stream of income.

· Contractional partnerships with oil and gas producers - Many long-term contracts with petro and refining companies that guarantee a steady stream of income.

Cost Structure :

· Cost of operating and maintaining pipeline systems – WES endures significant cost to maintain and keep its pipeline systems in safe and operation conditions.

· Infrastructure Expansions – WES is consistently growing so it must invest capital into the expansion of infrastructure.

· Safety and compliance – WES places safety and compliance at the top of the list and allocates capital specifically to keep our systems and people safe and within compliance.

Business Model Findings

I have worked for Western Midstream for a little over 6 years. I have worked in the processing plants and the pipeline control center now. I thought I knew just about everything when it came to how the company operates and collects revenue. However, two things that I didn’t know are we own storage tanks for crude oil, condensate, and NGL and the other thing is that we have a direct sales team that gains new contracts from producers. I’m not real familiar with the Colorado segment of the company which explains why I wasn’t familiar with the storage facilities. The sales team, well I am still not sure where they office. I’ll be curious to find out and meet them. I assumed most of our customers reached out to us if they were in the area of our infrastructure and inquired about delivering to our system. This is my first business model canvas to work on so its pretty intriguing to see how it all lays out, especially for the company that I work for.

References

https://www.westernmidstream.com/#:~:text=As%20a%20midstream%20service%20provider,culture%2C%20and%20protecting%20the%20environment.

InstructionsW8A4.docx

Wk05-BusinessModelCanvasPart2.docx

Wk02-ModelPart1.docx

InstructionsW8A4.docx

Wk05-BusinessModelCanvasPart2.docx

Wk02-ModelPart1.docx

InstructionsW8A4.docx