عنوان مقاله [English]
The concept of strategy was introduced when war tactics became increasingly important in the eighteen-century. In this regard, the concept of strategy as a scientific discipline owes to advances in military areas. Today, strategic concepts are used in various fields such as sport, politics, economics, etc. to achieve a defined goal. Among the success keys for any organization are the power of the organization in conducting analysis and proper interaction of its management with its internal and external environment. The implementation of oil and gas projects, especially projects relating to South Pars phases, is of great importance. The implementation of these projects in the framework of time, cost and high quality are among requirements of the contract. Unfair sanctions imposed by the United States, American Congress and European Union on the Islamic Republic of Iran as of 2011 has disrupted the trend of implementing the projects. In this article, by using External Factor Evaluation (EFE) and Internal Factor Evaluation (IFE) matrices, the most important internal and external factors are identified and by using SWOT matrix the type of strategy is determined. Finally, by using QSPM matrix, strategies are prioritized. This analysis is based on the strengths points and existing opportunities so that it aims to reduce internal weakness points and to move towards a direction that protects us against the future threats such as sanctions. In most cases that we use SWOT matrix, organization’s strategies are criticized and examined. Based on the results, five selected strategies were prioritized, including supporting Mapna Group Co. factories to improve the activities Mapna Group Co.; using alternative methods such as receiving Cheques and promissory notes instead of obtaining a guarantee from manufacturers; managing contracts of consultancy and contractor to reduce and rule out the possibility of their future claim; using international abilities of Mapna Co. to transfer exchange to foreign manufacturers; and using the capabilities of managers to order equipment from alternative manufacturers to neutralize sanctions.