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RICHARD DE NUEFVILLE: Talks
about a perspective LNG plant

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that I worked on with
these colleagues, Cardin,

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Bourani, his thesis student--

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Cardin and his thesis
student, Bourani, and others

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with the Keppel Offshore
and Marine Corporation,

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which is a big shipbuilding
platformbuilding,

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metal bending government
company in Singapore.

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And they had this as
a perspective case.

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And they had a
commission, a design.

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They were working on it
for some oil company,

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and we took this on as a way
of thinking about can one

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do better, as I
think indeed we can.

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And that's what this is about.

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So it is, first of all, a
parametric analysis, that is,

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looks at a significant
range of factors.

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Instead of saying,
this is the condition,

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it says, well, what if the
economies of scale were longer?

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What if the uncertainty
was different?

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What if learning was
a different scale?

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So that it's designed
to illustrate

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a range of possible conditions
of how you might do it,

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rather than trying to
specify a particular one.

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So I'd say design is
a learning experience.

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I hope you'll find it so.

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So the general
idea is to do MITEX

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if you want, that homework
in a much more detailed

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and complicated situation.

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And to what conclusions
can we talk about in terms

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of preferred strategies?

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Notice again that I'm talking
about preferred strategies

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because there's tradeoffs
about the cost and the risk.

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There are tradeoffs about
the political extent.

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And there's a variety
of other factors

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that are involved in it.

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But here the focus is
on the economic aspects.

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So the key conclusion
is a flexible

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can provide clear
economic benefits.

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I don't say must.

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But it's pretty clear
that they can provide it.

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These are pushed by discount
rate effects and learning

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effects, discount rate because
if you invest later on,

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it costs less in terms
of present value.

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Learning, in fact, is that
if you build several modules,

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the next time you do it,
you'll avoid mistakes

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or improve design and so forth.

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And this comes with building
often, but not necessarily,

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on some kind of
modularity of design.

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And these factors,
discount rate,

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learning effects,
module design, work

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against the economies of scale,
which encourage people to build

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for all future capacity
right up front,

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which was part of the
task of the MITEX example

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that you worked through,
was that many people

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had the normal reflex was,
oh, that's what we need.

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We're going to build for it
right at the beginning and not

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mess around with it.

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But it turns out
that common reaction

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is often anti-economic.

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And also the actual
expected value of the CAPEX,

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of the project
under uncertainty,

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is less than
deterministic estimation.

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So that's where we're going.

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So I'm now giving
you, taking from it,

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our presentation, their
presentation, of the analysis

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has given for a
particular project

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at a particular
conference and so forth.

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And let's go, so the
motivation, looking

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through design alternatives,
the methodology, the results.

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So in location, we're talking
about the state of Victoria,

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which is this bit
here of Australia.

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This is where Sydney
is, New South Wales.

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This is where Brisbane
and the Gold Coast is.

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This is where the
big mineral area

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is, or some of the big
mineral on Western Australia,

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and Perth, and this
is the great nothing,

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if I can put it that way.

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And so we're I don't
want to-- there's

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Tasmania, Tassie, down here.

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Here is Melbourne.

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And there are various
sites for distribution.

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So the plan was to be here, and
their sites for distribution

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of the product, which
I'll describe in a moment,

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at these sites one through five.

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So the whole idea is that you
get LNG, liquid natural gas,

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from the offshore used to do
a certain amount of processing

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and separate out the good
stuff, get rid of the bad stuff.

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You somehow get it to land,
and then you liquefy it.

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And it can be used for
a variety of purposes.

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But the idea here
in Australia was

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the project was to market it
for the transportation sector,

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that it would be cleaner than
diesel fuel and so forth,

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and it'd be in not only
an environmental benefit,

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but it would be a good business
for the oil companies, which

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unfortunately in the past,
have often simply burned

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off the gas, flared
it, which is neither

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profitable nor
environmentally desirable.

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So it's viewed, in this case,
as a transportation issue.

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In Europe, they use LNG, for
home heating a lot and also

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for power plants.

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But they don't particularly
need heat in Australia and South

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Australia.

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So there are three
versions of the system

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I want to sketch out for you.

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The original design that
Keppel Offshore and Marine

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had developed was to have
one big plant with the idea

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then that the liquid
product would be distributed

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to various sites,
the five sites that I

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mentioned, and from there
they would use the fuel tanker

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trucks to deliver goods and
whatever they were doing,

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so one big plant, economies
of scale, very much

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similar to the big
plant for the water,

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except that it was not
modular in any way.

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It was one big thing.

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So the first phase
that we looked at,

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Cardin, me, and other, was
to have modular plants.

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We said instead of having
the whole size at once,

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we're going to say, what happens
if we had modules of 25 tons,

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50 tons, 75, 100
tons, and so forth?

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So what we could do about that
was to phase it over time.

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So we start off small
because the demand was small.

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And we'd add them, very
similar to the MITEX homework

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two example is that, all right,
what's the best way to do this?

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And we did this through
a simulation analysis,

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as I'll point out.

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So we can play around
flexibility as to size, one,

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and also as to timing
because of the size.

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What is the right size?

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And when do we
time the additions?

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But the third thing
is we can also

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think about the flexible design
so that we can locate the plant

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elsewhere, that as in many
processes, electric power,

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for example, if
you do everything

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in one large plant,
power for example,

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you got to transmit it a long
ways to where it's actually

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being used.

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Right now in New England, we are
getting a fair amount of power

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from Northern Quebec,
which is transmitted

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through high voltage lines
all the way down to Boston

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or the Boston area.

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And that's maybe economical as
compared to building a plant,

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but it costs a lot.

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So if you can avoid the
transportation costs

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and do it locally,
it might be better,

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so having a thought
that maybe we'll

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have decentralized
units of production.

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A standard issue, whether
you're doing warehouses

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or electric power production
or almost anything

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is not just how much
capacity you have,

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but where do you
have it at what time.

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So it's a generalizable
example, applicable in thinking

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to many issues.

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So here's the schema
for the design.

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And it's very similar
to the-- the analysis.

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The schema is very similar
to the garage case.

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So the first step
one was to say,

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let's build the model of
how this thing performs

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as one single large plant.

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And then because of
the parametric one,

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we say let's suppose we know
what the demand is going to be.

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We assume that, do a
deterministic analysis,

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and think about what is the
right size for the plant we

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ought to build.

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That, of course, depends
upon the economies of scale

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so that depending upon
the economy of the scale,

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you build it smaller and
then expand it or not.

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This is the same kind
of thing that man

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did in his very simple
model that I showed you

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a couple of weeks ago, so
deterministic model first.

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That's the base case.

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Secondly, we said we
recognize this uncertainty,

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so we're going to
think about this,

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and we're going to generate
a lot of demand scenarios

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and see how the standard model
performs under uncertainty

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or the deterministic model
performance under uncertainty.

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And what you see is
that once you recognize

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uncertainty, the value
of the project changes,

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decreases because it's
capacity limited in this case,

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and secondly, often the
actual design changes.

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So this is very much
like the garage case,

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except it's now applied
into a much more complicated

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situation.

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Thirdly, we said given that
we have the demand scenarios,

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let's think about having a
flexible design that responded

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to the demand as it happened.

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So if it was growing
well, transportation uses

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were ballooning and going way
up, then we add more capacity.

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If people weren't using
it, we would not do it.

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And so we now had a design--

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two designs.

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One is thinking that we had
flexible module designs,

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but we were going to do
all the plant in one place.

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And the second one is to say,
let's suppose it is possible

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and could be desirable
to actually move

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some of the capacity to it.

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So we had a more limited
version of only about the timing

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and a second version of design
with timing and locational

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choices.

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And then we were thinking
about overall calculating

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the value of flexibility, the
economies of scale factor,

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and the sensitivity analysis.

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