Blog · Board and management reporting · Oil and gas
An oil and gas services dashboard connects job revenue and direct cost with crew and equipment use. Work through a services-company example, check the totals, and see how one overtime cost changes contribution without changing utilization.
An oil and gas services dashboard connects job revenue and direct cost with the crew and equipment capacity used to deliver the work. It should answer which jobs earned contribution, which resources were occupied, and which missing records could change the result. Use a consistent period and job identifier across the views.
This is a commercial operating review for a services company. It supports decisions about work acceptance, job costing, and resource allocation from business exports. The broader oilfield operations platform comparison covers software selection rather than this review layout.
Start with the job register and approved revenue report. Add direct labor cost, equipment charges, other direct costs, approved crew hours, and equipment deployment hours. Each record needs a job identifier and a period that matches the revenue being reviewed.
For completed work, include the approved cost accruals available at the reporting cutoff, even if a supplier has not yet invoiced. Otherwise an apparently profitable job can simply be missing costs. Mark provisional records clearly and revisit them when the approved amounts arrive.
| View | File or worksheet | Decision it supports |
|---|---|---|
| Job economics | Approved revenue and job-cost export | Which jobs need a pricing or cost review? |
| Crew capacity | Approved time and roster summary | Can the relevant crew accept more work? |
| Equipment use | Deployment and serviceable-capacity summary | Is suitable equipment available? |
| Exceptions | Missing approvals, unmatched jobs, late costs | Which results remain provisional? |
Define the profit measure before presenting it. The SEC's guide to financial statements explains gross profit as net revenue less cost of sales, with other expenses still to be deducted. The example below uses a narrower, explicitly defined job contribution measure; it should not be relabeled company net profit.
A fictional US Gulf Coast services company reviews three completed jobs for October 5 through October 11, 2026. All amounts are USD. Crew costs include the direct labor burden assigned to the jobs. Equipment costs are the company's approved job charges. Other direct costs include consumables, travel, and subcontracted work.
Shared office expenses, financing, and income taxes are outside this job view. The approved reports contain no other jobs in the review population.
Job contribution = Approved job revenue − Direct crew cost − Equipment cost − Other direct cost
Contribution margin = Job contribution / Approved job revenue
| Job | Revenue (USD) | Crew cost (USD) | Equipment cost (USD) | Other direct cost (USD) | Total direct cost (USD) | Contribution (USD) | Margin |
|---|---|---|---|---|---|---|---|
| A: Pumping support | 60,000 | 18,000 | 9,000 | 6,000 | 33,000 | 27,000 | 45.0% |
| B: Well-test support | 48,000 | 16,000 | 8,000 | 8,000 | 32,000 | 16,000 | 33.3% |
| C: Equipment service | 32,000 | 12,000 | 5,000 | 7,000 | 24,000 | 8,000 | 25.0% |
| Total | 140,000 | 46,000 | 22,000 | 21,000 | 89,000 | 51,000 | 36.4% |
Job B's cost is 16,000 + 8,000 + 8,000 = $32,000. Its contribution is 48,000 minus 32,000 = $16,000, and its margin is 16,000 / 48,000 = 33.3%.
The company contribution is 140,000 minus 89,000 = $51,000. Divide by total revenue to obtain 51,000 / 140,000 = 36.4%. Percentages are rounded to one decimal place, using unrounded amounts in the calculation. The gross profit margin guide explains the same principle of calculating an aggregate margin from summed dollars.
The approved time and equipment records give the following use for those same jobs. Equipment hours refer only to comparable pump units; different equipment classes would get separate capacity rows.
| Job | Crew hours | Deployed pump-unit hours |
|---|---|---|
| A | 300 | 120 |
| B | 260 | 100 |
| C | 240 | 80 |
| Total | 800 | 300 |
The roster supplies 1,000 available crew hours for the period. The equipment schedule supplies 400 serviceable pump-unit hours. Those are capacity inputs from the approved schedules, rather than numbers inferred from the jobs.
| Resource | Used hours | Available hours | Use calculation | Unused scheduled hours |
|---|---|---|---|---|
| Crew | 800 | 1,000 | 800 / 1,000 = 80.0% | 1,000 − 800 = 200 |
| Pump units | 300 | 400 | 300 / 400 = 75.0% | 400 − 300 = 100 |
Unused scheduled hours identify a question, not an automatic promise that another job fits. Skills, location, mobilization time, and the timing of demand can make those hours unavailable to a particular customer.
Keep the resource definition explicit. The EIA glossary defines a rotary rig as a machine used for drilling wells. A drilling-rig activity measure would not supply the denominator for this company's pump-unit deployment measure. The commercial dashboard needs the capacity of the equipment the company actually schedules.
Now an approved correction adds a $2,000 overtime premium to Job B's crew cost. Its hours, revenue, equipment charge, and other direct costs stay unchanged. This changes one cost input, from $16,000 to $18,000.
| Measure | Original, amounts (USD) | With overtime correction, amounts (USD) |
|---|---|---|
| Job B crew cost (USD) | 16,000 | 18,000 |
| Job B total direct cost (USD) | 32,000 | 34,000 |
| Job B contribution (USD) | 16,000 | 14,000 |
| Job B margin | 16,000 / 48,000 = 33.3% | 14,000 / 48,000 = 29.2% |
| Total direct cost (USD) | 89,000 | 91,000 |
| Total contribution (USD) | 51,000 | 49,000 |
| Total margin | 51,000 / 140,000 = 36.4% | 49,000 / 140,000 = 35.0% |
| Crew use | 80.0% | 80.0% |
| Pump-unit use | 75.0% | 75.0% |
Contribution falls by exactly $2,000, matching the cost correction. Activity is unchanged, so utilization alone would miss the problem. The next question is whether the overtime was expected, recoverable under the contract, or caused by a scheduling exception.
The three job revenues must sum to the approved revenue report's $140,000. Direct costs must reconcile by category to $46,000 of crew cost, $22,000 of equipment cost, and $21,000 of other cost before the overtime correction. The identity 140,000 = 89,000 + 51,000 then proves the contribution bridge.
Crew hours must tie to the approved time summary's 800 hours, and deployment records to 300 pump-unit hours. Check unmatched job identifiers separately: an unassigned supplier charge must not silently disappear from the total.
Assign commercial follow-up to the account owner, cost corrections to finance and the job manager, and capacity questions to the operations scheduler. Use services revenue analysis for the revenue detail, oilfield services cost analysis for the cost investigation, and financial analysis for the wider company result.
Bring approved job revenue, cost, crew-time, and equipment-use exports with their job identifiers and capacity summaries. Covirage maps the columns, and its tools compute and check the figures; the external AI model explains the results with every figure traced to its rows. Create a free Covirage account and bring a sample of your own data.
See Covirage for oil and gas services for the supporting industry context.
Start with approved job revenue, direct job cost, job contribution, crew hours against available hours, and equipment deployment against serviceable scheduled hours. Add exceptions for missing cost or time records. Define each denominator and keep the same job population across the financial and operating views.
Only if the costs included match the company's gross-profit accounting policy. A management contribution measure often subtracts selected direct job costs and leaves shared costs outside the job view. Label that scope clearly and reconcile it with the ledger before using it in financial reporting.
Divide deployed equipment hours by the scheduled serviceable hours of the same equipment class over the same period. State how transit, standby, maintenance, and customer-held equipment are treated. Do not combine unlike equipment types into one percentage unless their units have a meaningful common basis.
Yes. Overtime premiums, subcontractor charges, unrecovered travel, or a low contract rate can reduce contribution even when equipment and crews stay busy. Review hours alongside job revenue and cost, then investigate the records behind the difference before changing pricing or staffing.