In a cost-sensitive market driven by depressed commodity prices, significant capital challenges exist for operators interested in pursuing exploration activities in remote environments to define their producible reserves. This paper explores the organizational and operational model developed by a service company over several remote area mobilizations; this model resulted in an optimized low-cost service delivery model characterized by top quartile operational key performance indicators (KPIs). The model centralizes critical functions of an operational organization into discrete service units that are located near the operational location or that provide remote assistance with communication and reporting lines in place to function effectively. Top quartile operational performance and tool availability is a result of placing a remote repair and maintenance facility that includes containerized specialty modules near the operational area. The upfront bottomhole assembly engineering, 24/7 monitoring, and proactive feedback of logged data, drillstring dynamics, and wellbore hydraulics are performed by a core team of subject matter experts in their respective disciplines from an established centralized operating center. The operational KPIs over the course of the six well exploration campaign provided substantial evidence to support the reliability of the model and the high level of experience used in both the remote maintenance facility and the operations center support team.

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