In Australia, offshore pipeline projects are becoming more challenging as discoveries are made in remote locations and deep water. In particular, a large number of LNG projects have been proposed, which source gas from offshore Australia. As the number of these projects grow, so too does the requirement for pipeline construction. Projects in Australia and Papua New Guinea, such as Chevron’s Gorgon and Wheatstone LNG developments, Inpex’s Ichthys project, ExxonMobil’s PNG LNG project, and Woodside’s Browse LNG Development, are breaking records in terms of size, complexity and scale.

The Ichthys project alone involves an 880 km, 42 inch diameter subsea pipeline. With such projects already in construction or ramping up, the pipeline construction market faces unprecedented demands on resources in regard to materials, supply of labour, availability of vessels, and shipping. It is therefore essential that in such a schedule-critical industry, the logistics project management model forms the cornerstone of the overall project strategy.

Challenges change significantly with each project and as a result the logistics provider will need to adapt their strategy accordingly.

Factors that must be considered can range from health, safety and environmental plans and risk assessments, to transport engineering, including stacking analysis, dynamic amplification factor (DAF), sea-fastening and lifting plans, and bulk transportation including vessel size, transit time and stowage plans.

Article continues below…

Other logistics factors include, but are not limited to:

  • Pipe, including diameter, length, wall thickness, coating and tier limitation;
  • Pipe handling, both onshore and offshore;
  • Point of origin details and point of discharge;
  • Lay barge/vessel including the lay rate, anchor pattern (if applicable) and storage, and vessel operations;
  • Importation of vessels including customs clearance, vessel agency, AQIS regulations, biofouling and hull cleaning, vessel certification, asbestos certificates, MUA inspections and AMSA/IMO regulations;
  • Industrial relations including interface with the Australian unions, MUA vessel inspections, crew swings, inductions and transfer of personnel;
  • Contingency and emergency response plans;
  • Quarantine and customs regulations; and,
  • Quality management plans.

DHL says that it is only once all these factors have been studied and understood that a successful logistics strategy can be developed that will demonstrate that construction schedules can be met, and risks mitigated.

DHL recognises these challenges and the in-house capabilities, experience and commitment to deliver safe, sustainable and successful strategies to help pipeline construction projects deliver contracts on-time, on-budget and to specification.