value network v1.0

8/2/2019 Value Network V1.0

http://slidepdf.com/reader/full/value-network-v10 1/21

0

Value network of

the Dutch gas

industry

H a n z e H o g e s c h o o l

G r o n i n g e n

I n s t i t u t e f o r I n f o r m a t i o n

a n d C o m m u n i c a t i o n

t e c h n o l o g y | Z e r n i k e p l e i n

1 1 k D 2 . 3 5 | P o s t b u s 3 0 3 7 ,

9 7 0 1 D A G R O N I N G E .

+ 3 1 5 0 5 9 5 4 9 3 7

1 / 3 0 / 2 0 1 2

Austin Dsouza



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Contents

Preface ....................................................................................................................... 2

1. Introduction ........................................................................................................ 3

2. Methodology ...................................................................................................... 4

2.1. Stakeholder Identification Methodology .............................. ......................... 4

2.2. Value Network Modeling Methodology ....................................................... 4

3. Theoretical foundation ..................... ......................................... .......................... 5

3.1. Stakeholders ................................................................................................. 5

3.2. Value networks ............................................................................................ 6

4. Identification of Stakeholders ............................................................................. 7

4.1. Government ................................................................................................. 8

4.2. Regulators .................................................................................................... 8

4.2.1. Directie Toezicht Energie (DTe) ........................................................... 9

4.3. European Commission ................................................................................. 9

4.4. Gas producers ............................................................................................10

4.4.1. Gas Exploration and Production companies (E&P companies) ............10

4.4.2. Bio gas producer .................................................................................10

4.5. Transmission system operator (TSO)..........................................................10

4.6. Distribution system operators (DSO¶s) .......................................................12

4.7. Gas Markets ...............................................................................................12

4.8. Suppliers ....................................................................................................13

4.9. Shippers .....................................................................................................13

4.10. Traders ...................................................................................................14

4.11. Customer ................................................................................................14

4.12. Dutch society ..........................................................................................14

5. Mapping the Value Network .............................................................................14

6. Conclusion ....................................................................................................17

6.1. Limitations .............................................................................................17

7. Bibliography.....................................................................................................19



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PrefaceAs per the stakeholder meeting on 6th Jan 2012 (See minutes of the meeting

https://skydrive.live.com/redir.aspx?cid=a5e9197a51d1d720&resid=A5E9197A51D1D720!7

90&parid=A5E9197A51D1D720!738&authkey=!AHR-vpK-BfbVogw) it was deemed

necessary to model the Dutch gas value network. The purpose of this value network model is

to have a common reference point and promote a common understanding and vocabulary of

the gas value network.

Hence this paper models the value network of the Dutch gas industry. It covers the value

network from well heads to burners.



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1. Introduction

One of the hallmarks of the modern economy is the disintegration of monolithic organizations

which produce and deliver goods and services to end users. Organizations armed with

information technology are organizing themselves, or are being forced to re-organize

themselves in to value networks or ecosystems. As a consequence of this change

organizations cannot be seen as isolated units of value creation, capture and delivery. Rather

one needs to adopt a network or ecosystem approach to understand how value is created,

captured and delivered (Kauffman, Li, & Van Heck, 2010).

Looking at the Dutch gas industry, it can be observed that the industry has been

systematically unbundled in to a network of organizations working together in order to deliver

gas to the end user. The types of organizations participating in this value network vary. For

example there are for profit organizations such as Shell, Enexis etc.) and nonprofit

organizations (DTe, NL agency for energy and climate change etc.). To add to this

complexity, the customer segment these organizations are targeting also differs. Therefore,

the value these organizations aim to derive from and deliver to the value network differs and

could often be contradictory. This implies that the term value could mean different things to

different stakeholders within a value network (Lepak, Smith, & Taylor, 2007). This

complexity is best illustrated by the following example. The government participates in the

gas value network in order to reduce prices of energy, increase competition and reduce CO2emissions. The gas producers, supplier and shippers on the other hand participate in the gas

value network in order to make profit.

A review of the existing literature revealed that the value network based approach has not

been used to study the Dutch gas industry. Therefore, in order to model the Dutch natural gas

network, a value network modeling technique based on the µstakeholder identification and

salience theory¶1 as well as the method proposed by Waddell & Allee, (2009) in their work

³An Eight-Step Action Research Network Analysis Approach to Complex Global Systems:

The Case of Global Finance´ has been adopted.

There are several advantages to modeling the Dutch gas value network. Firstly, it allows for

better understanding of the Dutch gas industry by helping to visualize the network and the

value flow. Secondly, it allows for common terminology, a common reference point and the

1 Stakeholder identification and salience theory is proposed by Mitchell, Agle, & Wood

(1997).



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analysis of the value network. Thirdly, it helps in strategy formulation. Further the proposed

technique overcomes the limitations in the modeling technique proposed by Waddell & Allee

(2009), by providing a definitive way of identifying and verifying whether the identified

stakeholders actually matters.

The paper is organized as follows. Section 2 elaborates on the methodology adopted. Section

3 presents the theoretical foundation. Section 4 introduces the various stakeholders identified

and finally section 5 presents the natural gas value network.

2. MethodologyIn order to model the value network, the value network participants (stakeholders) and the

value flows must be identified. The following two sub sections elaborate on the methodology

adopted.

2.1. Stakeholder Identification MethodologyTo identify the stakeholders the following steps were adopted. First, the existing potential

stakeholders were identified by scanning existing literature, brainstorming etc. (Fu, Feng, Li,

Crawley, & Ni, 2011). The second step involved checking whether the identified stakeholders

possessed the attributes of power and legitimacy (Neville, Bel, & Whitwelll, 2011).

Figure 1 Stakeholder selection process

2.2. Value Network Modeling Methodology

In order to model the value network, the modeling methodology proposed by Allee (2002) isadopted. This method allows for capturing the inter-organizational value exchanges, and

accounts for value exchanges between regulators, market participants and other members of

the value network.

The Method proposed by Allee (2002) consists of the following three main elements.

Step 1

Identifying potential

stakeholders

Step 2

Checking for

stakeholder attributes

(Power& legitimacy)



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Participants: ³Participants can be individuals, small groups or teams, business units, whole

organizations, collectives such as business webs or industry groups, communities, or even

nation-states ´ (Allee, 2002). Participants are real people who carry out roles in the system.

Transactions: ³Transactions are represented by an arrow that originates with one Participant

and ends with another. The arrow represents movement and denotes the direction of

something that happens between two Participants´ (Allee, 2002).

Deliverables: Deliverables are tangibles and intangibles exchanged throughout the network

(Allee, 2002).

The nodes (participants) on a value network can be formed by individuals, groups or

organizations. The nodes (participants) can also be represented by roles which are played by

one or more individuals, groups or organizations (Waddell & Allee, 2009). An example of

this is the role of the regulator (see Figure 5) which is played by several regulatory bodies

such as the DTe, NL agency for energy & climate change etc.

3. Theoretical foundation

3.1. StakeholdersOne of the most important and widely accepted theories in the domain of stakeholder research

is contributed by Mitchell, Agle & Wood (1997). Their work aids in logical identification of

stakeholders. Since the publication of their paper titled ³Toward a Theory of Stakeholder

Identification and Salience: Defining the Principle of Who and What Really Counts´, it has

been cited 622 times (Neville, Bel, & Whitwelll, 2011).

According to Mitchell, Agle & Wood (1997), a stakeholder has one or more of the following

three attributes namely power, legitimacy and urgency.

Power: A party is said to have power to the extent it has or can gain access to the coercive,

utilitarian, or normative means, to impose its will in the relationship (Mitchell, Agle, &

Wood, 1997).

Legitimacy: According to Suchman (1995) legitimacy is a generalized perception or

assumption that the actions of an entity are desirable, proper, or appropriate within some



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socially constructed system of norms, values, beliefs and definitions (Mitchell, Agle, &

Wood, 1997).

Urgency: The degree to which stakeholder claims call for immediate attention (Mitchell,

Agle, & Wood, 1997).

Neville, Bel, & Whitwell (2011) argue that possessing the urgency attribute alone is not

enough to qualify one as a stakeholder. But parties possessing urgency combined with power

or legitimacy qualify as stakeholders. Hence stakeholders can be identified based on two

attributes alone, i.e.: power and legitimacy. This is best illustrated by the following

hypothetical example: An environmental organization (Organization A) is opposing the

government¶s decision to allow companies to start exploitation of oil & natural gas in a

particular region, due to begin next month. In this case Organization A possesses

urgency by the virtue of its claim to reverse the government¶s decision. But it does not

become a stakeholder by possessing urgency alone. However, it can become a

stakeholder by acquiring the power attribute, i.e.: impose its will on the government

by influencing the public or by violence etc. Or by gaining legitimacy by showing that

the government¶s decision to allow companies to exploit the natural resource does

considerable damage to the environment, which would not be acceptable to the

society. In this paper the view of Neville, Bel & Whitwell (2011) is adopted to

identify the stakeholders.

3.2. Value networksValue is made up of two components: use value and exchange value (Lepak, Smith, & Taylor,

2007).

Use value is defined as: ³Use value refers to the specific quality of a new job, task, product,

or service as perceived by users in relation to their needs, such as the speed or quality of

performance on a new task or the aesthetics or performance features of a new product or

service´ (Lepak, Smith & Taylor, 2007, p.181).

Exchange value is defined as ³either the monetary amount realized at a certain point in time,

when the exchange of the new task, good, service, or product takes place, or the amount paid

by the user to the seller for the use value of the focal task, job, product, or service¶¶ (Lepak,

Smith & Taylor, 2007, p.181).



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Further, according to Allee (2002), value can be tangible and intangible in nature. Value is

said to be tangible when the product or service being provided is physical in nature or is

expected as a part of the service or a good and is paid for. Value is said to be intangible when

they are not governed by contracts but are generally extras which people and organizations do

to keep the system running smoothly. Intangibles are generally information and knowledge

(Allee, 2002).

Value exchange forms the basis of a value network. A value network can be defined as ³A

value network is any web of relationships that generates tangible and intangible value through

complex dynamic exchanges between two or more individuals, groups, or organizations´

(Allee, 2002).

4. Identification of StakeholdersThis section introduces the various stakeholders¶ selected based on attributes of power and

legitimacy. Table 1 displays the stakeholders identified and their indicators of stakeholder

attributes.

Table 1 Stakeholders and their attributes

Stakeholder Name Indicators of Power Indicators of Legitimacy

European commission y Coercive power

- Legal rights

y Utilitarian power

- Resources

Democratically elected by members of the EU

Government y Utilitarian power

- Resources

y Coercive power

- Legal rights

Democratically electedgovernment by theDutch society

Regulators y Coercive power

- Regulatory authority

- Power to imposeregulations

Accepted by allstakeholders as the

regulatory authority

Gas producers (natural gas

and biogas)y Utilitarian power

- Resources

y Coercive power - Legal rights

- Contracts

Legal organizations

operating within tenets

of socially acceptednorms, values, beliefs &

definitions

Transmission system

operators (TSO)y Utilitarian power

- Resources

y Coercive power

- Legal rights

- Contracts

Legal organizations

operating within tenetsof socially acceptednorms, values, beliefs &

definitions

Distribution system y Utilitarian power Legal organizations



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operators (DSO) - Resources

y Coercive power

- Legal rights

- Contracts

operating within tenets

of socially acceptednorms, values, beliefs &definitions

Gas Markets y Utilitarian power - Resources

y

Coercive power - Legal rights

- Contracts

Accepted as a legal

market place by the

stakeholders

Suppliers y Utilitarian power

- Resources

y Coercive power

- Legal rights- Contracts

Accepted as a channel tosupply energy by the

stakeholders

Shippers y Utilitarian power

- Resources

y Coercive power

- Legal rights

- Contracts

Accepted as a channel to

supply energy, as well as

an important component

in the balancingmechanism by the

stakeholdersTraders y Utilitarian power

- Resources

y Coercive power

- Legal rights

- Contracts

Accepted as an importantmarket participant by the

stakeholders

Customers y Utilitarian power

- Resources

y Coercive power

- Legal rights

- Contracts

Consumers of the end product

Dutch society y Coercive power

-

Legal rights

Collectively represent

Netherlands

4.1. Government The government is responsible for formulation of laws and policies related to the natural gas

industry. The regulators are responsible for implementing and enforcing the laws and policies.

Further, they also receive revenues in the form of license & permit fees, taxes and profits

through regulators and through state owned companies such as Gasunie and EBN (de Vlam

& Custers, 2010).

4.2. RegulatorsThere are several regulators who regulate different aspects of the natural gas industry. DTe

for example, is one of the most important and influential regulators (for more information see

the description below). Similarly, the NL agency for energy and climate, among other things

regulates the environmental impact of the natural gas industry. One of the most important

functions of regulators is to advice the government on laws and policies. All the various

regulatory bodies are represented by the regulatory role in Figure 5.



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4.2.1. Directie Toezicht Energie (DTe)DTe¶s mission is to make the energy markets work as effectively as possible and to protect

consumers. DTe supervises parties in the gas sector, making sure the players comply with all

the necessary legal requirements, for example the 2000 Gas Act. Further DTe monitors the

functioning of the energy market by for example monitoring the liquidity of the energy

market. Following are some of the duties the DTe performs in relation to the gas industry

(DTe, 2005):

y taking regulatory decisions in relation to electricity and gas, for example: tariffs;

y taking tariff decisions in relation to electricity and gas;

y determining guidelines for tariffs and conditions for access to gas transmission

pipelines and

y gas storage installations;

y granting licenses for the supply of electricity and gas to captive customers;

y issuing binding instructions and imposing interdicts;

y advising the Minister of Economic Affairs on granting his consent to the

appointment of an

y electricity grid or gas network manager, on granting exemption from the

obligation to appoint

y an electricity grid manager (section 15 of the Electricity Act of 1998) and on

decisions on

y

applications for privatization;

y making a contribution through the international consultative structures set up by

European

y regulators of the energy sector; and

y Providing public information.

4.3. European CommissionThe European Commission sets energy policies, strategy and road maps at the EU level.

These are then further translated to regional energy strategy, policies and roadmaps. The goal

of the European Commission is to benefit EU citizens by giving them greater choice, fairer

prices, cleaner energy and security of supply (European Comission, 2007).



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4.4. Gas producers

4.4.1. Gas Exploration and Production companies (E&P companies)There are several gas producers in the Netherlands. The pie chart (Figure 2) below provides

an overview of the percentage of natural gas produced by various producers. The largest

producer in the Netherlands is the Nederlanse Aardolie Maatschappij B.V. (NAM). The stateowns a stake in NAM (EEBR Report, 2004).

Figure 2 Percentage of total natural gas produced in the Netherlands by various producers (Nl Olie en GasPortal, 2010)

4.4.2. Bio gas producerBio gas producers are mainly farmers and industries who produce gas out of biomass. These

producers have to comply with standards set by the TSO¶s. Examples of this are the

infrastructure standards and gas quality standards.

4.5. Transmission system operator (TSO)Companies that operate the transmission systems for natural gas transport networks are

known as the transmission system operators (TSO¶s) (Bucura, Chmieliauskas, Lukszo, &

Dijkema, 2011). Gas transport services (GTS) is the national transmission system operator

(TSO) wholly owned subsidiary of N.V. Nederlandse Gasunie. GTS performs its activities

1%< 1%< 1% 1%<

1%<

7%

80%

1%<

1% 1%

6%

1%<

4%

Natural gas produced by various

producers in netherlands in 2010

ATPOil and Gas NetherlandsB.V.

Centrica Production

Nederland B.V.

Chevron E&PNetherlands

B.V.

Cirrus Energy Nederland B.V.

Dana Petroleum Netherlands

B.V.

GDF Suez E&PNederland B.V.

NederlandseAardolie

Maatschappij B.V.

Northern Petroleum

Nederland B.V.



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independently as required by law. As a national transmission system operator their

responsibilities involve the management, the operation and the development of the national

transmission grid on an economic basis. It ensures sufficient transport capacity, balances the

grid and creates/maintains connections to other grids. In addition GTS has the following tasks

(GTS, 2012):

y quality conversion;

y flexibility services (under certain conditions);

y to monitor the reliability, quality and safety of the system;

y to take measures relating to security of supply (including peak-period delivery

and supplier of last resort deliveries);

y to provide other network operators with information in order to allow for safe and

efficient transport;

y To provide users with information that is necessary for efficient access.

Other private players transport gas produced offshore and feed it in to the onshore gas

network for example: West Gas Trunk, North Gas Trunk and Northern Offshore Gas Trunk

(Nl Olie en Gas Portal, 2010).

Figure 3 represents the Dutch gas grid supply chain. The TSO¶s are responsible for the high

pressure transmission lines (HTL¶s), metering and regulating stations (M&R station), regional

transmission lines and the gas receiving stations (GRS). In the Netherlands two types of HTL

grids exist. One carries low calorific gas and the other carries the high calorific gas. Gas is

injected in to the HTL¶s by the producers. Gas also enters and leaves the grid because of

import, export and storage areas. HTL¶s are used to supply gas for power generation and large

industries. The low calorific HTL¶s transmit gas to the M&R stations which reduce the gas

pressure to about 40 bar and feed it to the RTL grids, which are a finer mesh of pipelines. The

RTL¶s transmit the gas to GRS¶s, which further reduce the gas pressure to about 8 bar and

feed it in to the distribution grids (Weidenaar, Hoekstra, & Wolters, 2011).



12

Figure 3 Dutch gas grid supply chain (Weidenaar, Hoekstra, & Wolters, 2011)

The TSO¶s had to obtain licenses and permits from the regulators in order to operate. The

TSO is 100% state owned via Gasunie. Further, the TSO also operates the TTF market (see

markets for more information).

4.6. Distribution system operators (DSOs)DSO¶s are organizations which operate the distribution networks. They are the link between

the TSO¶s and the customers (households and industry). The distribution grid can be

categorized in to high pressure distribution grids and low pressure distribution grids. The high

pressure grids feed gas in to the supply stations which further reduce the gas pressure to 100

or 30 mbar (See Figure 3). The supply station feed the gas in to the low pressure grids which

transmit the gas to customers for use (Weidenaar, Hoekstra, & Wolters, 2011). Currently the

distribution network is operated by 12 network operators which are owned by the regional

authorities (municipalities and provinces), except for Nuon an Essent. As of 1 January 2011,

all network operator companies must be legally separated from the energy group of

companies active in the field of energy in the Netherlands (de Vlam & Custers, 2010).

4.7. Gas MarketsThere are two different markets setup for gas trade, namely Title transfer facility (TTF) and

APX-ENDEX.



13

Title transfer facility (TTF): The title transfer facility (TTF) is a virtual market place

operated by gas transport services (GTS). TTF allows the market participants to trade gas that

is brought in to the national grid via an entry point before it exits the grid. According to GTS,

TTF can serve as a virtual entry point in the portfolio of a shipper or trader who buys gas on

the TTF, or as a virtual exit point in the portfolio of a shipper or trader who sells gas on the

TTF (GTS, 2012).

Figure 4 Functioning of TTF (GTS, 2012)

APX-ENDEX is an energy exchange, operating spot and futures markets for electricity and

natural gas in the Netherlands, the United Kingdom and Belgium. They also work with all

necessary parties in order to provide integrated trading solutions such as the market coupling

solution and cross border trading solutions. The APX-ENDEX aims at creating an integrated

gas market for Europe.

4.8. SuppliersSuppliers are companies or organizations who generally sell both gas and electricity to

customers and collect payments for the same (Energiezaak, 2011

).

4.9. ShippersThe role of a shipper can be assumed by the suppliers (shippers are often suppliers), traders or

customers. They buy transport capacity and have a responsibility towards maintaining a

balance between supply and demand in the gas supply system (Energiezaak, 2011). Gasterra



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is the largest owned shipper in the Netherlands and is owned by the state via Gasunie (EEBR

Report, 2004).

.

4.10. Traders

Traders are parties who participate in the gas markets. Their business model revolves aroundexploiting the margins between demand and supplies (Energiezaak, 2011).

4.11. CustomerThe customer base of the natural gas industry is made up of industries and households

(Energiezaak, 2011).

4.12. Dutch societyThe Dutch society is the legitimate owner of all the natural resources within the

country. Further, they democratically elect the government and as a result possess

both legitimacy and power.

5. Mapping the Value Network The value network table identifies the exchange of value between various participants in the

value network. The deliverables are identified by asking the following questions: Why does

the role exist? In context of the above question, what are the most important deliverables does

the role contribute to the network. And to whom is the value delivered to within the network?

Table 2 Value Network

Participant Deliverable Delivered to Source

Government

Laws & Policy Regulators (de Vlam & Custers,2010)

Reduce co2emissions

Dutch society (Weidenaar,Hoekstra, & Wolters,2011)

Reduce dependence

on energy imports

Dutch society (Weidenaar,

Hoekstra, & Wolters,

2011)

Sustainability Dutch society (Bucura,

Chmieliauskas,

Lukszo, & Dijkema,

2011

)

Regulator

Regulation TSO¶s, natural gas producers, biogas

producers, suppliers,shippers, markets

and traders

(DTe, 2005)

Advice Government (DTe, 2005)

Information Dutch society (DTe, 2005)

Regulate (issuinglicenses, permits and

Producers, TSO¶s,DSO¶s

(DTe, 2005)



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enforcing the laws

and policies)

European

Commission

Strategy, road maps& policy

Dutch Government (EuropeanComission, 2007)

More choice, fairer

prices, cleaner

energy and securityof supply

EU citizens (Dutch

society)

(European

Comission, 2007)

E&P companies

Sales contract Shippers (Energiezaak, 2011)

Supply gas TSO¶s (Energiezaak, 2011)

Revenue (Tax +Profits)

Government (de Vlam & Custers,2010)

License & permit

fees

Regulators (DTe, 2005)

Information Regulators (DTe, 2005)

Bio gas producers Supply gas Transmission system

operators

Transmission systemoperators

Service

(transportation, grid

management &development

services and securityof supply)

Producers, suppliers

and end users

(mainly largecustomers)

(GTS, 2012;Energiezaak, 2011)

Supply gas DSO¶s (GTS, 2012)

Operate TTF markets Suppliers, end users,traders and shippers

(GTS, 2012)

Provide information Regulators,

producers, DSO¶s,

shippers, suppliersand end users

(GTS, 2012)

Revenue Government (de Vlam & Custers,

2010)

License & permitfees


Information DSO¶s, suppliers and

regulators

(GTS, 2012)

Compliance rules Bio gas producers

DSO¶S

Provide distributionservices

Shippers (Weidenaar,Hoekstra, & Wolters,2011)

Transport gas End user



Information Regulators (DTe, 2005)

Tax Government

Gas markets

Tax Government (de Vlam & Custers,2010)

License fees &

permits

Regulator (DTe, 2005)

Information Regulator, shippers,suppliers and traders

(DTe, 2005)

Sell gas Customers (Energiezaak, 2011)

Purchase gas Shippers (Energiezaak, 2011)



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Suppliers

Contract Customers (Energiezaak, 2011)

Service Customer (Energiezaak, 2011)

Tax Government (de Vlam & Custers,

2010)



Information Regulator (DTe, 2005)

Shippers

Payment Producers (GTS, 2012)

Balancing duties DSO¶s, TSO¶s (GTS, 2012)

Trade gas Markets (GTS, 2012)

Contract for

transporting gas to

end user

TSO¶s & DSO¶s (Energiezaak, 2011)

Payments TSO¶s & DSO¶s (Energiezaak, 2011)

Revenue Government (de Vlam & Custers,

2010)License & permitfees


Information Regulator (DTe, 2005)

Traders

Buy & sell energy Traders (Energiezaak, 2011)

Transaction fees Market (APX-ENDEX,

2012)

Tax Government

Customers Payments Supplier

The gas value network can be divided in to three categories namely: upstream, midstream and

downstream segments (Figure 5).

Upstream: The upstream segment consists of gas producers.

Midstream: The midstream consists of TSO¶s, markets, shippers and traders.

Downstream: The downstream consists of customers, DSO¶S and suppliers.

The upstream midstream and downstream segments are connected physically and

commercially by two very important roles namely TSO¶s and shippers. The shippers

commercially connect the upstream, midstream and downstream segments. They purchase gas

from the upstream segment (gas producers), trade gas in the midstream segment and sell it to

the suppliers who are a part of the downstream segment. The TSO¶s physically connects the

upstream segment (gas producers) to the downstream segment, namely the DSO¶s and

ultimately the customers.



17

6. ConclusionFigure 5 provides a high level visual overview of the Dutch gas industry. It describes the

value flows between various roles in the network from the participants¶ (stakeholders)

perspective. Further, the proposed methodology provides for a definitive way of identifying

the stakeholders.

6.1. LimitationsThe above described value network provides a high level generic overview of the Dutch gas

value network. The value flows depicted in Figure 5 do not represent all the value flows

between the various roles but represent value flows that were identified as most important.

The most important value flows can be subjective.



Figure 5 Dutch Gas Value Network



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7. Bibliography

Allee. (2002). A Value Network A pproach for Modeling and Measuring Intangibles. Transparent Enterprise, Madrid.

APX-ENDEX. (2012). Company profile. Retrieved from www.apxendex.com:http://www.apxendex.com/index.php?id=150

Bucura, C., Chmieliauskas, A., Lukszo, A., & Dijkema, g. (2011). Modelling the new balancing regime of the natural gas market in the. Networking, Sensing and

Control (ICNSC), 2011 IEEE International Conference (pp. 68 - 73). IEEE.de Vlam, R. w., & Custers, M. (2010). The International Comparative Legal Guide

to: Gas regulation 2010. Global Legal Group in assosciation with AshurstLLP.

DTe. (2005). Annual Report of the Netherlands Office of Energy Regulation (DTe) to

the European Commission. DTe.

EBN. (2012). EBN's History. Retrieved 01 10, 2012, from www.ebn.nl:

http://www.ebn.nl

EEBR Report. (2004). EEBR Report - Netherlands. London: ABS Energy Research.

Energiezaak. (2011

). Energy in the Netherlands 2011. Arnhem: Energiezaak.European Comission. (2007). Third package for Electricity & Gas Markets. Retrieved

January 20, 2012, from www.ec.europa.eu:

http://ec.europa.eu/energy/gas_electricity/legislation/third_legislative_package

_en.htm

Fu, F., Feng, W., Li, Z., Crawley, E. F., & Ni, W. (2011). A network-based modelingframework for stakeholder analysis of China¶s energy. Energy , 36 (8), 4996-

5003.GTS. (2012). About GTS . Retrieved from www.gastransportservices.nl.

GTS. (2012). Title Transfer Facility (TTF) and the Gas Exchange. Retrieved fromwww.gastransportservices.n:

http://www.gastransportservices.nl/en/shippers/our_services/ttf_gas_exchange

Kauffman, R. J., Li, T., & Van Heck, E. (2010). Business Network-Based ValueCreation in Electronic Commerce. International Journal of ElectronicCommerce, 15(1), 113-144.

Lepak, D. P., Smith, K. G., & Taylor, M. S. (2007). Value Creation and Value

Capture: A Multilevel Perspective. Academy of Management Review, 32(1),

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