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How Oil Prices Have Reacted To Financial Crises Through History | OilPrice.com

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How Oil Prices Have Reacted To Financial Crises Through History | OilPrice.com

As soon as rare, monetary crises that require dramatic rescues are rapidly changing into the norm. Every of the final 4 U.S. administrations has grappled with an financial disaster severe sufficient to warrant authorities intervention. The present banking disaster comes simply three years after the Covid-19 pandemic triggered international provide chain disruptions, which itself got here a bit of greater than a decade after the 2008 monetary disaster. Sadly, power is likely one of the sectors which have traditionally been hammered probably the most each time the financial system ails. Financial downturns together with recessions are likely to have a pronounced damaging affect on the oil and fuel sector, resulting in steep decline in oil and fuel costs in addition to contraction in credit score. Falling oil and fuel costs means decrease revenues for oil and fuel corporations and tight credit score situations that lead to many explorers and producers paying larger rates of interest when elevating capital, thus crimping  earnings much more. 

Whereas fast motion by the U.S. authorities seems to have stabilized the banking sector, some specialists are warning that we aren’t out of the woods but. 

Former PIMCO chief Mohamed El-Erian has criticized the Federal Reserve’s delayed motion to manage inflation, and says the central financial institution’s “least unhealthy” possibility is to right away  pause its rate of interest will increase,”The diploma of financial contagion that resulted from this mishandled rate of interest cycle goes to be important as a result of there are two completely different drivers right here. One is banks themselves getting extra conservative and two is banks anticipating regulation to get tighter. The regulators and the supervisors have been embarrassed and the response has at all times been tighter in regulation regardless that it is a failure of supervision greater than a failure of regulation,” El-Erian has advised CNBC. 

Let’s look at how power markets have reacted to previous financial and monetary crises.

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The Nice Melancholy of 1930

The opening of large oil fields in the US within the years heading into the Nice Melancholy of 1930 led to an unlimited glut and despatched costs crashing to only 13 cents per barrel (~$5.40 right now adjusted for inflation).

In October 1929, U.S. business crude shares hit a staggering 545 million barrels, because of the invention of a number of large oil fields in Oklahoma, Texas, the remainder of the Southwest and California. Again then, that was the equal of 214 days of manufacturing; for some perspective, U.S. crude oil shares have been 845.27M for the week ending March 24, equal to ~42 days of manufacturing. 

The primary gusher got here on-line in 1926 in Oklahoma’s Seminole area, yielding 136 million barrels yearly, or 10% of your entire U.S. oil output. A deluge of recent discoveries in Oklahoma Metropolis, Yates area (West Texas), Van (East Texas), Sign Hill in California, and the super-giant Lengthy Seaside Oilfield inside Higher Los Angeles rapidly put an finish to the height oil fears prevalent within the early Nineteen Twenties. 

Associated: WTI Crude Positive aspects As Banking Fears Ease, Kurdish Oil Exports Stay Suspended

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By the summer time of 1931, East Texas area alone was pumping 900,000 barrels per day from roughly 1200 wells, up from just about zero only a few months prior. Sadly, an excessive amount of oil flooded the markets and, compounded with low demand in the course of the melancholy, triggered a dramatic oil value crash, with costs plunging from $1.88 per barrel in 1926 to $1.19 in 1930 and ultimately 13 cents a barrel within the throes of the melancholy in July 1931.

Oil Shock of 1973/74

The oil shock of 1973/74 is considered one of the vital vital oil crises after an oil embargo by Arab producers towards the U.S. deepened the monetary disaster of the early Nineteen Seventies. On this case, it was excessive oil costs that truly triggered a extreme financial disaster.

On October 19, 1973, the Group of Arab Petroleum Exporting Nations (OAPEC) slapped an oil embargo on the US in response to President Nixon’s request to Congress to make out there $2.2 billion in emergency assist to Israel for the Yom Kippur Conflict. Consequently, OAPEC nations stopped all oil exports to the U.S., and began manufacturing cuts that lowered international oil provide. These cuts almost led to a provide crunch and quadrupled the worth of oil to $11.65 a barrel in January 1974 from $2.90 a barrel earlier than the embargo. The embargo was ultimately lifted in  March 1974 amid disagreements inside OAPEC members relating to how lengthy it was to final.

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Because the then Fed chair Arthur Burns noticed, the embargo and manipulation of oil costs had come at most inopportune time for the US. By the center of 1973, costs of commercial commodities have been already rising at greater than 10% p.a. Industrial crops have been working at just about full capability resulting in deep shortages of commercial supplies. In the meantime, the  U.S. oil business lacked extra manufacturing capability, resulting in large oil deficits and gas shortages all over the place. 

To make issues worse, OPEC was gaining important market share whereas non-OPEC sources have been in deep decline. This allowed OPEC to wield way more energy and affect over the worth setting mechanism in international oil markets. Following the devaluation of the greenback, OPEC nations resorted to pricing their oil by way of gold and never USD, resulting in a wild gold rally from $35 an oz. to $455 an oz. by the top of the Nineteen Seventies. 

In the end, the oil disaster of 1973 and the accompanying inflation triggered a U-shaped recession characterised by a protracted interval of weak progress and financial contraction. 

The Oil Value Disaster of 1998–9 

The oil value disaster of 1998/99 was the alternative excessive of what People who had lived by means of the oil value surges in the course of the Nineteen Seventies have been accustomed to, with the Asian monetary disaster triggering a dramatic decline in costs.

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The collapse of the Thai baht in the summertime of 1997 marked the start of the oil value crash and led to the inventory markets crashing 60%. Consequently, oil demand in Asia, a pillar of world demand, pulled again sharply with demand in different components of the world additionally slumping. To exacerbate issues,  OPEC manufacturing continued unhindered at a time when Iraqi oil had returned to international markets for the primary time for the reason that Gulf Conflict. Certainly, Iraq almost quadrupled manufacturing from simply shy of 600k barrels per day in 1996 to 2.3 mb/d in 1998.

Simply as oil costs began to sink In November 1997, OPEC ministers agreed to lift their manufacturing quota by 2 million barrels per day on the faulty assumption that international demand would proceed to speed up on the identical clip it had within the few years previous to 1997 on the peak of the Asian financial miracle. It was not lengthy earlier than OPEC realized it had acquired its timing horribly flawed and lowered manufacturing quotas a number of instances in 1998 in a bid to arrest the oil value decline. However a number of members, most vociferously Venezuela, have been loath to lose market share and refused to co-operate with swing producer Saudi Arabia. Not surprisingly, costs crashed 40% between October 1997 and March 1998 to $10 per barrel, with some grades going as little as $6 by the top of 1998 amid OPEC squabbling.

For American drivers, the oil value crash was Eden, and automobile consumers embraced sport utility autos and vans over smaller automobiles. Manufacturers like Ford Expedition Lincoln Navigator all of a sudden couldn’t sustain with demand.

Greater might or will not be higher, however automakers are scrambling to construct the behemoths People will purchase,” the New York Occasions reported.

The World Monetary Disaster Of 2008

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The monetary disaster of 2008-2009 is considered the most important to hit the globe thus far this century. The disaster began in the actual property market in 2006 and was marked by a pointy enhance in defaults on subprime mortgages. Though the primary wave of the disaster was contained, it  severely curtailed financial exercise because the contagion unfold all through the financial system. Commodity costs climbed sharply even because the housing market collapsed.

The disaster ultimately triggered a wave of deflation and liquidation that took values of all belongings, together with oil and fuel, decrease. Oil costs crashed from $133.88 per barrel in June 2008 to $39.09 in February 2009 whereas pure fuel costs fell from $12.69 per MMBtu to $4.52 over the timeframe.

Fortunately, the disaster got here to an finish a yr later because of aggressive stimulus employed by governments that led to expectations of elevated inflation, which in flip triggered a rise in commodity shopping for in addition to an enchancment in credit score situations.

By Alex Kimani for Oilprice.com

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Finance

AI makes zero-based budgeting a practical finance tool

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AI makes zero-based budgeting a practical finance tool

Experts in the pursuit of harnessing nuclear fusion will assure you that the technology is coming — just 30 years away, according to their projections.

The joke is that if you wait three decades and ask them where it is— they’ll say the same thing.

In finance and procurement, the concept of zero-based budgeting has long been a bit like the pursuit of fusion power: more of an aspiration rather than something any real-world corporation can actually implement today. 

Which is unfortunate. Like the idea of the world utilizing the free, non-polluting energy that a fusion plant would offer, on paper ZBB promises objective, data-based baselines for every budgeting phase that would allow decision-makers to only work with what’s real and current, not what happened last year, or even farther back.

The proposal with ZBB is that by mandating a comprehensive justification and validation of each expense, rather than relying on historical spending patterns, organizations can remove possible blockers within their procurement processes. This approach aims to ensure that what you’re doing is the numerically provable best case for the specific circumstances at hand.

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This approach certainly holds immense appeal, so much so that Jimmy Carter tried and failed to make federal government adhere to this discipline in the second half of the 1970s. However, ZBB never really gained traction or widespread adoption, and so its aspirations were largely relegated to the realm of “theory taught in business schools but lacking practical viability.”

The factors putting ZBB back on the table

History and controversy aside, the core idea of ZBB is clear — it presents CFOs with an approach that mandated comprehensive justification and explicit approval for all expenditures during each new budgetary cycle, typically at the outset of the financial year. This process ostensibly offered CFOs a way to make relevant decisions against a true picture of the company’s cash flow.

But ZBB never truly went away. In fact, it is experiencing a resurgence. Consulting firms like McKinsey have reminded us that if we could weigh the value of every dollar and start afresh with every budget cycle we could mitigate the risks associated with operating on outdated information and boost overall performance outcomes.

ZBB idealism is also happening at the micro-level, with social media influencers hopping on the ZBB bandwagon. Influencers like Beth Fuller have attributed their ability to pay off credit card debts to following online content creators who advocate for ZBB principles.

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The question then becomes how would we make ZBB, long an ideal but one that proved too difficult to implement, work at the enterprise level? It turns out, a viable way exists, or at least we can start the process to get there. 

And you won’t be surprised to learn that the game-changer here is AI.

A way to open the door to ZBB

Currently, the spotlight within the artificial intelligence domain is on finding use cases for AI to solve real business problems. Organizations have been at the forefront of this endeavor for several years through an approach we term “autonomous sourcing.”

Specifically, organizations using an autonomous spend management approach source can purchase as many new services and vendors as they need within a given budgetary cycle. However, this process is underpinned by not just genuine and up-to-date market data, but also with the benefit of a corporate knowledge bank.  This knowledge base facilitates multidimensional comparisons, enabling organizations to evaluate purchases not only longitudinally (against previous periods) but also orthogonally, meaning across different business units within the enterprise. 

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This may not be the precise dictionary definition of ZBB. But it represents a radical change from the lack of data and visibility CFOs have struggled with and a way to open the door to the underlying vision of ZBB: data-driven financial accuracy.

This autonomous spend management approach resonates with organizations seeking to rationalize and optimize their budgeting processes, often commencing with their procurement operations. These forward-thinking entities inherently grasp the transformative potential of leveraging machine learning and generative AI capabilities to tackle the sourcing problem.

And the convergence of machine learning, generative AI and autonomous sourcing platforms presents organizations with the ability to realize approximately 90% of the ZBB ideal in the present day. That’s happening via organizations using autonomous sourcing to consciously and strictly seek to rationalize every purchase and make data-driven decisions on every vendor relationship.

The commitment to data-driven evaluation of vendor relationships is actually super-important on the path to any form of zero-based decision-making basis. Why? Because it’s your best way of ensuring that you’re not locked into any partnerships or contractual arrangements that aren’t continuing to add value.

Even starting to explore this area of spend with proper data and analytical tools can move organizations off the proverbial sandbar of inefficiency. Last year, for instance, the Mays Business School published research that concluded the simple act of tracking a single category of expenditure can catalyze a reduction in overall spending.

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The exciting prospect lies in the potential for modern businesses with diverse spending categories like marketing, HR, sales, IT, finance, and others to capitalize on significant cost-saving opportunities through AI-powered procurement solutions, e.g., accurate supplier sourcing and matching, e-negotiation and automated awarding capabilities.

ZBB’s future is now, not 30 years off

President Carter’s administration wanted to achieve such objectives and possibly on paper could have done — if they had all the time in the world, and exclusive access to the entire computing power of the United States at the time.

But even under those circumstances ZBB might not have worked — as without the efficiencies afforded by AI, ZBB would require manual sourcing, selecting, bidding, negotiating and awarding for every single purchase and vendor relationship in the business. 

The truth is, fulfilling every aspect of ZBB manually, as envisioned by its originator, Pete Phyrr, is an insurmountable task for humans. However, using the power of AI to automate numerous processes, alongside giving  individual business units the autonomy to source and complete their own purchases through autonomous sourcing, means ZBB becomes not just practicable, but essential in today’s dynamic business landscape.

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Weighing it all up, maybe we can retire the notion that ZBB is the accounting industry’s version of fusion.

Instead, we can use the power of autonomous sourcing to perform the equivalent of fusion in the back office.

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Finance

APAC Middle-Market Leaders Embrace External Financing for Growth

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APAC Middle-Market Leaders Embrace External Financing for Growth

We are in the midst of a working capital revolution — one that is increasingly driven by innovation and made more necessary by the macroeconomic backdrop, particularly for those middle-market firms generating annual revenues between $50 million and $1 billion.

As more firms seek out and put external capital to work, they are finding that today’s working capital solutions are providing them with the cash flow requirements needed to meet the day-to-day requirements of their businesses, as well as with the flexibility necessary to scale that business and thrive long term.

“The tightening of monetary policy and inflationary pressures have suddenly made a lot of these corporates realize they need working capital for two reasons,” Chavi Jafa, head of commercial and money movement solutions, Asia Pacific, at Visa, told PYMNTS. “One, for short-term working capital to make sure that they don’t have any operational disturbances. And two, for strategic long-term investments into newer technologies and digital solutions.”

“In a lot of emerging economies, [we are seeing] a leapfrogging of technology and digital-first solutions, and it’s this corporate segment that tends to drive a lot of the growth in digital economization — they need that working capital to invest,” Jafa said.

That’s why, when compared to traditional working capital solutions which include overdraft facilities and working capital loans, today’s innovative and alternative offerings, such as virtual cards, have emerged as a critical imperative for corporates seeking sustainable growth.

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Unlocking Working Capital Innovation in APAC Region

The rising tide of digitization in Asia-Pacific (APAC) economies presents an opportunity for working capital innovation.

With a growing preference for mobile-first experiences, digital solutions like virtual cards offer a seamless and user-friendly approach to managing working capital. As Jafa explained, by using the ubiquity of mobile devices and digital-first experiences, businesses can streamline their financial operations and gain greater control over their cash flows.

“When we think about a virtual card, it’s basically a credit line,” Jafa said. “And why is it becoming more interesting to a lot of these corporates? Well, for one, it’s a digital solution that comes with better data, which makes it very powerful. The second reason is around flexibility — it can be drawn upon, as needed, by a business. And thirdly, a lot of controls can be set on virtual cards, allowing them to be used for whatever purpose is needed.”

“The mindset has shifted around working capital solutions because of the value proposition that something like virtual cards bring,” Jafa added, underscoring the operational efficiency that comes with automating an entire working capital workflow end to end via a virtual card.

Recognizing the diverse needs of different sectors, industry-specific working capital solutions are gaining traction. Tailoring solutions to the unique requirements of sectors like eCommerce, healthcare and construction allows businesses to address specific pain points and optimize their working capital management strategies effectively.

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“Asia is a pretty disparate region,” Jafa said. “We have very digitally forward economies like Australia and Singapore, but we also have emerging economies like Indonesia, and then you have an economy like India, which is pretty large and quite digitally ahead.”

Businesses in each come with their own sets of needs and trends as they relate to embracing and deploying working capital solutions, she added.

Education, Awareness Needed to Scale Innovations

One of the primary challenges hindering the widespread adoption of alternative working capital solutions is the lack of awareness among businesses. Traditionally, overdrafts and working capital lines have been the go-to options, with many unaware of alternative solutions such as virtual cards.

Bridging this awareness gap requires concerted efforts from industry stakeholders to educate businesses about the diverse array of working capital solutions available to them, Jafa said.

Another transformative trend reshaping the working capital landscape is the concept of embedded finance, she noted. By integrating payment solutions directly into existing business platforms, such as enterprise resource planning (ERP) systems, businesses can enjoy a frictionless payment experience without the need to navigate external banking interfaces. This embedded approach not only enhances efficiency but also democratizes access to working capital across various industries, from eCommerce to healthcare to construction.

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“Within the context of the consumerization of B2B payments, everyone wants a seamless payment experience,” Jafa said. “They don’t want to leave the environment they are in.”

By embracing digital-first solutions, using embedded finance capabilities and fostering collaboration across sectors, businesses can unlock new efficiencies and propel their growth in an increasingly competitive landscape. As awareness grows and partnerships flourish, the future of working capital management in APAC looks promising, Jafa said.

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Problems with federal financial aid program leaves many college bound students in limbo

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Problems with federal financial aid program leaves many college bound students in limbo

FAFSA glitches leave high school seniors in limbo

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FAFSA glitches leave many high school seniors in limbo

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Computer glitches in the U.S. Department of Education’s recently overhauled financial aid system have left many students unable to commit to a school.

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Jojo Henderson, a senior from Pittsburg, Texas, was stuck in limbo for months while waiting to learn what sort of financial aid he might get.

“I’m frustrated because it’s just like, you do everything that you’re supposed to do and then you have to wait on the government to catch up,” Henderson told CBS News.

Henderson filled out the free application for federal student aid, known as FAFSA, almost five months ago. With just weeks to go before graduation, he finally received his financial information last week — after some college deadlines had already passed.

Typically, the Department of Education releases the forms on Oct. 1 and sends the students’ data to colleges within one to three days of a submission. This year, the application forms came out three months late. It’s estimated that more than 25% of colleges have still not sent aid packages, according to a report last week from the National Association of Student Financial Aid Administrators. 

New Jersey senior Jailen James finally received her aid package close to the decision deadline. She told CBS News that before it arrived, she considered giving up and not going to college.

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“I was just so tired of waiting,” she said.

As the FAFSA fiasco continues, Sara Urquidez, who oversees college counseling for thousands of public school students in the Dallas area, said those who are stuck waiting should follow up as much as possible.

“Ask for extensions. Ask if deposits for housing are refundable. Ask for anything they possibly can to help make [a?] decision,” she told CBS News.

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