Abstract
Declining U.S. production volumes, increasing competition on many corridors, and refinery rationalization in the 1980s combined to put profit pressure on nearly all interior liquid pipeline companies. Amoco Pipeline Company (APL), a regulated common carrier transporting crude oil and petroleum products for both Amoco and non‐affiliate customers, responded with a series of programs that included the development of mission, vision, and values statements; organization redesign; investment in team skills and empowerment; the use of gainsharing; and periodic strategic planning studies that focused on capital projects, generic strategies, and projected financial performance.
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