QSA Oil and Gas over the years has been able to forge strategic and formidable partnerships globally without restricting herself to location or time zone barriers.
QSA has solidify with its partners, concretizing relationships across board with global geographical spread having the One-on-One relationship ethics with each and every contact, supplier, buyers, refineries, brokers, mandates, the complete circle because everyone is important, valuable deserving our qualitative attention and services.
Strategic
Transparency
A successful business collaboration is achieved with transparency and trust between different members working as one, with good mutual and solidarity intentions. Communicating openly about challenges and ways of mitigation also enhance a successful collaboration.
Through transparent collaboration, we have been able to complement our investors vice versa while specializing in the different areas of the value chain which enhances our efficiency and productivity.
The foundation has been establishing a clear purpose, agreed opportunities and strategies, clear rules of engagement and risk sharing formulas with our partners.
Collaborations
In selecting our forms of collaboration and partnership, we critically seek the following organizational alignment in order to achieve success
Operational fit
This includes geographic coverage, workforce, performance measures/incentive schemes, visibility, etc.
Strategic fit:
This includes shared vision and mission, the possibility of becoming direct competitors, potential synergies that involve similar plans for the future.
Synergistic fit
They include compatible work ethics, long-term commitment to the industry, community and people, stability of personnel, flexibility and innovative ability, consistency especially in the global crisis.
Strategic alliances between two or more independent firms combining resources and efforts on a temporary or permanent basis to reach a common strategic goal, which has always earned us the ability to establish new product lines and successfully entering new market among others.
The strategic alliance has being the most sustainable form of collaboration for innovation and increase in our competitiveness in reaching our goals and objectives.
Alliances
Funder collaboration, where as collaborators can agree to syndicate their funds to execute unitized assets while the funders still maintain their individual company identities. Oil and gas investors embark on this form of collaboration when raw materials (crude) are acquired in excess and need limited time to process.
This form of collaboration is useful for huge projects or investments where two firms with a common interest come together to fund a particular process or investment plan, which may not be well funded or executed by a single party based on capacity.
Strategic Co-Funding
This is a loosely interconnected network of companies and other entities that we work cooperatively and competitively with to develop new products. This includes the exchange of service to create a mutual value. Ecosystem form of collaboration is characterized by a shared set of complementary knowledge, skills and strong dependences among our members and partners.
Ecosystems
This collaboration is often with two or more firms based around the our same geographical location and having a common labour market or shared economical unit. The firms that we come together to form this collaboration are firms who share common goals related to our products, our services, our processes and or our business models.
Network
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