Benchmarking Solutions



The Global Leader in Industry Benchmarking

Phillip Townsend Associates provides a complete range of benchmarking services across a wide range of industries to companies around the world. We are experts at custom designing benchmarking programs that enable our clients to compare their performance & costs with a participating field of competitors (industry) or within their own enterprise (intra-company).


Site Personnel Index™ (SPI™)

Licensed from Shell, the Site Personnel Index™ allows for the comparison of staffing levels across sites. More >>


Process Safety

Partnering with CCPS/AIChe, we developed a benchmarking program for Process Safety management systems. More >>


LNG Plants

PTAI's track record puts it at the forefront of executing benchmarking programs for the LNG Plants. More >>


Gas Plants

PTAI specializes in the benchmarking of gas processing plant operations. Our proven methodologies enable the objective. More >>



PTAI's benchmarking of polymer plants delivers game-changing insights in plant performance management. More >>



PTAI’s aromatics benchmark began over ten years ago, and is conducted on a two year cycle (odd years for even year data).  More >>


Shipping + Transportation

We benchmark all aspects of the shipping and transportation industries across all regions of the world. More >>



CO2 benchmarking is a critical part of the EU ETS Directive to reduce greenhouse gas emissions by 20% by 2020. More >>


Ammonia + Methanol + Fertilizers

PTAI is the world’s leading benchmarking company for ammonia and methanol. We also offer benchmarking solutions for urea, nitric acid, and ammonium nitrateMore >>


Upstream Benchmarking

As E&P costs continue to outpace commodity prices, it is important to know how your costs compare. More >>


PDH Benchmarking

PTAI’s PDH benchmark is the first and only industry benchmark focusing on PDH performance, costs and profitability. More >>

Benchmarking Solutions

Phillip Townsend Associates provides accurate and comparable metrics by which decisions can made to improve performance in terms of profitability, efficiencies, allocation of resources & shareholder return. Our benchmarking services fall into two general categories:

- Industry-Focused Benchmarking

- Intra-Company Benchmarking

We furnish our Clients with:

- Custom designed, and defined, comparison of selected performance and cost data
- Data collection tools (our proprietary TABS® system)
- Data validation checks
- Custom designed reports and data analysis tools for management
- Presentation of data comparison and significance


Why Benchmark?

The motivations and objectives of companies who participate in a benchmarking project are as diverse as the projects themselves. These are some of the more common objectives that our Clients have in participating in a peer group/benchmarking project:

- to quantify and understand their strengths and weaknessess relative to others in their industry
- to gain insight into their competitive position in their industry (or industry sector) on a regional or global basis
- to make changes in costs and operating practices that impact efficiencies across the enterprise
- to make discoveries allowing management to re-allocate capital and other resources for certain business units or for the company overall
- to determine how well their company (or business unit) is actually performing in the marketplace, rather than just against its own historical data

What to Benchmark?

We design benchmarking programs across entire business units and a company's entire scope of operations. Our clients determine the level of detail that is targeted in all of our projects. Among the most commonly addressed operating functions are:

- Manufacturing and  Assembly
- Supply Chain (including Logistics, Purchasing and Global Sourcing of Materials
- Sales, Marketing & Distribution
- Product Servicing & Technical Support
- Research & Development
- G&A and Indirect Cost Centers
- Research & Development (including exploration)
- Revenues & Margin Ratios
- Labor Costs (including healthcare and benefits for employees/retirees)
- Energy Consumption & Allocation
- Environmental and Safety Compliance


The list of industries (or industry sectors) in which companies regularly benefit from benchmarking costs throughout their operations is extensive. There are some industries whose fundamental market characteristics enable us to deliver a higher level of impact than others. Below are a few examples of industries that tend to realize the highest level of impact on profitability as a result of well -designed benchmarking programs:


Aircraft Parts Manufacturing
Airlines Operations
Aviation Support Services
Banking (Commercial and Retail)
Building Materials and Supplies
Cement, concrete and Construction Materials
Cinemas and mass-market entertainment
Contract manufacturing
Dairy Products Manufacturing
Electric Energy Distribution
Electric Components & Semiconductor Manufacturing
Energy and Utilities (includes electricity, natural gas, water, waste water, communication services)
Express Delivery Services
Farming & Construction Equipment Manufacturing
Food Processing & Distribution (including suppliers of wholesale foods)
Grocery Stores (Retail Chains)
Health Care Providers
Hotel and Motel Chains
HVAC Manufacturing
Insurance-Health, Life, Commercial P&C
Metals (Steel, Aluminum, Iron, Alloys)
Moving and Storage
Oil refining and distribution including lubricants and other oil products)
Paints and Coatings Manufacturing
Private Equity Firms
Pharmaceutical Manufacturing
Polymers and polyethylene
Pulp and Paper Mills/Manufacturing
Recreational and Sporting Goods
Semiconductors (And related sectors)
Telecommunications Equipment Manufacturers
Transoceanic shipping & freight
Trucking (Commercial Transportation)
Waste Management
Wine and spirits (large scale distillers/producers)
Vehicle Leasing


Contact Phillip Townsend Associates >>



pictureWe were making the wrong decisions based on assumptions that we had held to be true. The PTAI analysis revealed that we were not as competitive as we had believed. Our performance paradigms clearly had to be changed at the top and throughout the organization.”


“We did not fully understand how the margins on various product lines could be optimized. When we were able to see our costs in a true competitive context for the first time, we made some dramatic changes in our sales strategies that almost immediately improved our gross margins.” 
SVP, Sales and Marketing

“We realized that our sales incentives did not fit our competitive strategy.”
Director of Sales

“Our competitive position had changed, but we were able to learn why and how to change course with reliable information. The type of benchmarking cleared our vision and gave us the facts to act.”