List of Aspen DMC3 Customers
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Since 2010, our global team of researchers has been studying Aspen DMC3 customers around the world, aggregating massive amounts of data points that form the basis of our forecast assumptions and perhaps the rise and fall of certain vendors and their products on a quarterly basis.
Each quarter our research team identifies companies that have purchased Aspen DMC3 for Asset Performance Management from public (Press Releases, Customer References, Testimonials, Case Studies and Success Stories) and proprietary sources, including the customer size, industry, location, implementation status, partner involvement, LOB Key Stakeholders and related IT decision-makers contact details.
Companies using Aspen DMC3 for Asset Performance Management include: Hengli Petrochemical China, a China based Oil, Gas and Chemicals organisation with 38300 employees and revenues of $33.19 billion, Ecopetrol, a Colombia based Oil, Gas and Chemicals organisation with 9315 employees and revenues of $33.05 billion, KH Neochem Co., a Japan based Oil, Gas and Chemicals organisation with 809 employees and revenues of $107.0 million and many others.
Contact us if you need a completed and verified list of companies using Aspen DMC3, including the breakdown by industry (21 Verticals), Geography (Region, Country, State, City), Company Size (Revenue, Employees, Asset) and related IT Decision Makers, Key Stakeholders, business and technology executives responsible for the software purchases.
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| Logo | Customer | Industry | Empl. | Revenue | Country | Vendor | Application | Category | When | SI | Insight |
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Ecopetrol | Oil, Gas and Chemicals | 9315 | $33.1B | Colombia | AspenTech | Aspen DMC3 | Asset Performance Management | 2021 | n/a |
In 2021, Ecopetrol announced an upgrade to Aspen DMC3 at its Barrancabermeja refinery as part of a broader deployment including Aspen GDOT to sustain optimal performance and close the gap between planning, scheduling and operations in downstream/refining. The work was framed around margin improvement and real time coordination of refining units in Colombia's refining operations, positioning Aspen DMC3 within an Advanced Process Control context for operational alignment across value chain functions.
The Aspen DMC3 implementation focused on model predictive control and real time process coordination capabilities typical of Advanced Process Control applications, configured to interface with scheduling inputs and operational set points. Configuration work emphasized regulatory control handoffs, multivariable constraint handling, and control models tuned to refine unit behavior, enabling automated control adjustments consistent with planning and scheduling targets.
Integrations were scoped to close the loop between planning, scheduling and operations, reflecting the stated intent to coordinate refining units in real time. The deployment at Barrancabermeja served downstream and refining business functions, aligning control layer automation with operational planning processes and operational teams responsible for unit performance.
Governance and rollout were organized around a site level deployment at Barrancabermeja with program level coordination implied by the simultaneous Aspen GDOT project, requiring cross functional collaboration between operations, process engineering and planning teams. The announced objectives emphasized margin improvement and improved operational coordination as primary outcomes for the Aspen DMC3 deployment, without quantified performance claims in the source brief.
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Hengli Petrochemical China | Oil, Gas and Chemicals | 38300 | $33.2B | China | AspenTech | Aspen DMC3 | Asset Performance Management | 2020 | n/a |
In 2020, Hengli Petrochemical China deployed Aspen DMC3 at its integrated refining and chemical plant in Dalian, China. The deployment used the Aspen DMC3 APC module in the Advanced Process Control category and was positioned to complement other aspenONE solutions across the plant network, aiming to improve operational speed and sustainability.
The implementation centered on Aspen DMC3 for adaptive advanced process control, leveraging model-based control, online model adaptation, multivariable control loop coordination, and constraint management as core functional capabilities. Aspen DMC3 was configured to host control strategies and adaptive models that align with typical Advanced Process Control workflows, enabling process engineers to tune models and promote stable loop performance.
Operational scope covered the integrated refinery and chemical production site in Dalian and extended in design to the wider plant network through integration with existing aspenONE components. Governance and rollout emphasized coordination between process engineering and operations, with model management and control strategy alignment orchestrated to sit alongside plant IT and OT systems, and the deployment was explicitly positioned to accelerate Henglis digitalization objectives.
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KH Neochem Co. | Oil, Gas and Chemicals | 809 | $107M | Japan | AspenTech | Aspen DMC3 | Asset Performance Management | 2022 | n/a |
In 2022, KH Neochem Co. implemented Aspen DMC3 to standardize Advanced Process Control across its specialty chemical plants in Japan. The selection of Aspen DMC3 was positioned within a self-optimizing plant initiative aimed at improving operational stability and control standardization across production units.
The Aspen DMC3 deployment focused on model predictive control and multivariable control capabilities consistent with Advanced Process Control, with configuration activities oriented around control strategy definition, model training, and runtime execution for continuous and batch specialty chemical processes. Implementation work emphasized reusable control templates and operator supervisory interfaces to support steady state and transition management in plant operations.
The vendor press release states the selection followed a competitive review to accelerate digitalization and improve productivity, and the program planned a staggered rollout with live operations typically commencing about one year after selection. Governance and operational ownership were aligned to production engineering and process control teams in Japan, with program management directed at standardizing control templates and operating procedures across sites.
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