Thread regarding McDermott International Inc. layoffs

Great article about cost cutting - MDR analyzed

For the energy industry, we used the C-CUBESTM Customer Value Index (C-CVI) to provide a consistent and comparable metric of customer value. The C-CVI is based on over 6,000 customer evaluations of 110-plus major energy companies. A score of 100 on the C-CVI indicates a company that is delivering the highest level of customer value, and a score of zero indicates the lowest customer value. The average C-CVI for the energy sector is 76.3.

At 72.5, Fluor’s C-CIV is much lower than competitors Jacobs of Dallas (76.7) and KBR of Houston(75.7). As far as customers are concerned, Fluor is not satisfying their needs as well as its competitors. McDermott (74.5) and SNC-Lavalin (74.7) also score relatively lower.

When you compare the earnings performance of companies with their C-CVI, the pattern is clear. Fluor, the Houston company McDermott and SNC-Lavalin of Montreal, the three competitors with low C-CVI scores, have consistently missed earnings estimates, even as their leadership has espoused a strategy of cost-cutting and efficiency. With higher C-CVI, KBR and Jacobs have met or beat earnings estimates. This strong predictive association of customer value and stock returns is also borne out using a larger database of 600-plus business-to-business companies. CEOs and boards in the oil and gas industry need to realize and accept they are no exceptions.

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| 1961 views | | 5 replies (last October 25, 2019) | Reply
Post ID: @OP+11EXkiIr

5 replies (most recent on top)

“Allow me to retort”

Well said. 👍

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Post ID: @3yia+11EXkiIr

Allow me too to retort. The A– Clown League went into this with the idea that they could cost-cut their way to profitability. Remember CPI? Cost control is a great pitch to soothe temperamental Ol' Mr. Market when you're just going into an acquisition, especially one like CBI that's way, WAY overvalued. But the market wants less risk, more certainty on expected returns. Not the broken promises of higher margins from reduced costs. Eventually, investors pull their head out of their a– and look beyond "CPI" and "One McDermott Way" and "A New Kind of Company" and cultural integration and realize these are b—s— slogans repeated over and over in earnings calls as a distraction.

Cost cutting matters in an industry that is in the late stages of an industrial life cycle when innovation doesn't matter, standardization becomes the norm, and all you can do is compete based on price. And all you can do to increase market share is merge. If that's where we are, McDermott is already one of the losers in an economically Darwinistic environment and will soon be extinct or devoured by the apex predator.

And if we are in a mature or declining industry, nothing we do matters, we are just prolonging the inevitable. There are no winners, except the monopoly that remains standing.

But that's not where we are. Innovation matters. Engineering matters. Big oil wants innovation, not just mopex. Regulation DEMANDS innovation. Why do you think Lummus, love 'em or hate 'em, has the highest margins and valuation in this company?

And regarding the new, new world order, our political leaders are elected to advocate our interests, not MNC's and not India's. Globalization has been driving US industry in a race to the bottom. Change the rules, change the market incentives, maybe create some economic stability for the electorate. The voters aren't going away. And this is a phenomenon across the western market economies. Not going away anywhere.

Once the political economy removes cost as the short term means to competition and market share and profits, something else needs to take its place. Like innovation and quality and service.

McDermott's failure is a failure of its management. And whoever they outsourced the CBI due diligence to. They fundamentally misunderstood the Onshore market and what they were buying. But at least they weren't stupid enough to fire all their engineers. Not yet.

But defend your thesis. How much are US engineering costs? How much can they be reduced by offshoring? How much predictable EBTDA (or as Stewie says "EBIT-D-A") will this generate? How much is field labor? Can we cost-cut to profitability?

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Post ID: @2lbn+11EXkiIr

Last time I checked, KBR and Jacobs employ some US engineering and seem to survive.

Hard to imagine “greedy engineers “ being the problem.

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Post ID: @1mmx+11EXkiIr

https://www.chron.com/business/energy/article/Comment-Cost-cutting-won-t-save-the-oil-and-14552662.php

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Post ID: @1fdd+11EXkiIr

Never see cost cutting effect "leadership" pay. Bridge loan retention is a case in point.

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Post ID: @jjb+11EXkiIr

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