国际石油公司风险勘探项目决策管理机制研究与启示

doi:10.3969/j.issn.1672-7703.2025.03.003

摘要/Abstract

摘要： 为突破中国石油企业海外风险勘探面临的优质资产获取难、存量资产发展受限等瓶颈，提升国际竞争力，系统剖析国际领先石油公司风险勘探决策机制。通过专家访谈、咨询调研等方式获取核心资料，选取埃克森美孚、埃尼、壳牌、艾奎诺、道达尔能源、bp6家具有行业代表性的国际石油公司，并重点解剖艾奎诺、埃尼、壳牌3家战略平衡型企业的决策管理体系。研究表明，国际石油公司构建了四阶段标准化决策流程（初步评估与筛选、深度研究、实施方案研究和执行），并形成三大核心机制：依托专业团队分工体系实现“勘探新项目团队—勘探技术团队—管理团队—质控团队”全流程支撑；通过战略导向型投资组合优化平衡风险与收益；建立技术协同创新机制，整合高性能计算平台与智能决策系统提升决策效率。典型案例研究表明，艾奎诺通过区域整合型组织架构缩短决策链条，埃尼采用“双勘探模式”与“多轨并行”决策实现战略目标，壳牌依托成藏组合分析框架强化勘探目标优选。基于中国石油企业体制机制特点，提出战略—资产组合协同优化、决策流程标准化再造、智能管理平台建设、内控体系完善四维改进路径，为提升我国海外油气勘探决策质量、实现从规模扩张向效益优先转型提供理论依据与实践参考。

关键词: 风险勘探, 决策机制, 国际石油公司, 项目管理, 内控审查

Abstract: In order to cope with challenges faced by Chinese oil enterprises in overseas risk exploration, including difficulties in acquiring high-quality assets and limitations in developing existing assets, and enhance international competitiveness, the risk exploration decision-making mechanisms of leading international oil companies are systematically analyzed. After collecting core data through expert interview and consulting research, six representative international oil companies, i.e., ExxonMobil, Eni, Shell, Equinor, TotalEenergies, and bp are optimally selected, and the decision-making management systems of three strategically balanced type enterprises, Equinor, Eni, and Shell are deeply analyzed. The study results indicate that international oil companies have established a four-stage standardized decision-making workflow (preliminary assessment and screening, in-depth study, implementation program, and operation), and three core mechanisms have been formed: (1) The full-process support has been achieved by professional team division system integrating “new venture team, exploration technical team, management team, and quality control team”; (2) The risks and returns are balanced by strategically-oriented portfolio optimization; (3) The technological collaborative innovation mechanism has been constructed, and the high-performance computing platforms and intelligent decision-making systems have been integrated to enhance decision-making efficiency. The typical case studies reveal that Equinor has shortened decision-making chains via regionally integrated organizational structures, Eni has achieved strategic goals through “dual exploration mode” and “multi-track parallel decision-making”, while Shell has optimally selected exploration targets using its play portfolio analysis framework. In terms of institutional characteristics of Chinese oil companies, a four-dimensional improvement roadmap is proposed, namely, strategic–asset portfolio synergetic optimization, standardized decision-process rebuilding, intelligent management platform development, and internal control system enhancement. These suggestions provide theoretical basis and practical reference for improving overseas oil and gas exploration decision-making and facilitating the transformation from scale-driven expansion to value-centric operation of Chinese oil companies.

Key words: risk exploration, decision-making mechanism, international oil company, project management, internal control review

中图分类号:

TE02

屈珺雅, 李志, 杨紫, 侯平, 王兆明, 李富恒, 许海龙, 康海亮, 商斐. 国际石油公司风险勘探项目决策管理机制研究与启示[J]. 中国石油勘探, 2025, 30(3): 40-50.

Qu Junya, Li Zhi, Yang Zi, Hou Ping, Wang Zhaoming, Li Fuheng, Xu Hailong, Kang Hailiang, Shang Fei. Research on decision-making management mechanism of venture exploration projects of international oil companies and enlightenments[J]. China Petroleum Exploration, 2025, 30(3): 40-50.

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