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Web-platform optimization for Oil&Gas corporation

The Azati team helped the Oil&Gas customer speed up the basic workflow and incoming requests processing by developing a solid web-platform, where the users can carry out all the necessary transactions on the fly.


Today, automation successfully covers almost all areas of our activity, including the Oil&Gas sector.

One of the vivid usage examples here is a fuel card. It is really simple: drivers pay for the fuel using such cards instead of cash or a debit/credit card.

Such cards allow us to quickly refuel with high-quality fuel, maintain a personal account for online access and full management of fuel-related expenses.

There is no longer a need to keep records in separate documents, since all card transactions are displayed in your personal account. Managers can see in what quantity and where each driver refueled. Therefore, the popularity of such cards is growing with rising prices.

Our customer is one of the largest Oil&Gas companies in the CIS, which is engaged in the sale of petroleum products.


Individuals and legal entities are doing their best to optimize their costs for the purchase of fuel. Previously, organizations and individuals could buy specific coupons that had a certain face value and allowed them to pay for refueling by bank transfer – the operator simply made a note of how much fuel was filled. Now coupons are also widely used for one-time refueling.

Fuel cards are a more cost effective solution as all information is stored electronically on a chip. This information can be easily retrieved and find out how much and when fuel was poured. They are available for both legal entities and private clients.

For individuals, fuel cards provide additional discounts, bonuses and facilitated use. However, most often they bring great benefits to the organizations providing these services.

Our customer turned to us to enhance the personal account of the cardholder, where he can manage his accounts, apply for a card reissue, receive reports, etc. The system is connected to Siebel CRM via the SOAP protocol. This function allows managers to instantly respond to incoming customer requests.


One of the main problems was the lack of a repository and a version control system during the project lifecycle, which greatly complicated teamwork and the development process. But except of this, we still ran into some issues:




Azati worked through an intermediary company who had previously fulfilled several requirements to the end customer (through the involvement of other developers). The problem was that by the time we were invited, some tasks had not been completed by previous team members. After connecting our specialists to the project, certain problems appeared related to bug fixing and code analysis where we wasted several hours instead of quick development.



The process of developing and transferring the code can be described the following way: on our side – development and uploading to the dev-server, on the side of the intermediary company – transferring the code to the pre-production server, and then to the production. And often there was a problem with the functionality implementation, because the settings of all servers differed from each other and there were no certain unified requirements.




The above points are indirectly related to another problem – quality management on the side of the intermediary and the end customer. Such a project required frequent consultations.

But our team has successfully overcome all the difficulties due to its vast experience. Our proactive approach has helped us address all questions and concerns as they come up.


As we have already mentioned, we worked with the end customer through an intermediary. From their side we cooperated with the manager, who simply organized communication between all parties and set common tasks. From the end customer side, we worked only with a technical specialist.

The development process itself was built in a classic way: planning,prototyping and design, coding, testing, implementation and maintenance.

However, due to the fact that the pre-production server was on the side of the intermediary, and the settings different from our dev-server, on which we worked, sometimes we had to refine the moments under the settings of the second server.


The final solution we created had basically a monolithic architecture. However, there were a few branches that appeared to be separate services.

For example, the task of receiving documents with (without) a facsimile and finding stamp space in a pdf document and adding it – is a microservice, since all features related to PDF were created on a separate virtual machine.


As a result, all the following tasks set were achieved:

01. Development of the electronic queue:
  • Changing the fields at the stage of receiving cards;
  • Export bookings to .xls document;
  • Added the ability to monitor customer bookings;
  • Added the ability to set a lunch break in the office;
  • Added the ability to massively set some parameter for all offices;
  • Rescheduling a booking (customer visit);
  • Synchronization with CRM (+ API study).
02. Refinement of the transactional report
  • Created a product management section
03. Receiving documents with (without) a facsimile – find in a pdf document stamp space and adding it
04. Creation of the FAQ page, creation of the FAQ management functionality in the Personal Account of the Contact Center





Upon completion of the project, we covered all the requirements of the customer and the implemented improvements are currently actively used by business clients

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