How BPR oiled Mobil’s wheels in Australia: World of change

Few industries sailed through the increasingly choppy waters of the 1990s without, at some point, feeling a little bit queasy. Throughout the decade, as the business world became ever more competitive, firms looked to business process re‐engineering (BPR) and business restructuring to improve profitability and return on capital employed. Mobil Oil Australia (MOA) was one such organization. In aiming to become both leaner and more customer‐focussed, MOA was completely restructured and re‐engineered over two years. The results were to prove dramatically successful; there had been compelling reasons for some major initiative.