To help better understand the organizational changes crafted in recent months throughout the downstream sector. This perspective outlines the results of our analysis - and suggests that downstream companies may have properly armed themselves with organizational structures that will be well suited for the realities of the a post ‘export ban’ environment that is less susceptible to economic and regulatory externalities. There are three principal organizational models (each differentiated as to degree of vertical integration along the downstream supply chain (refinery gate to nozzle). (In this context, we define “value chain” as a linked set of activities in the supply chain that incrementally adds value to the end product.)  Using two indices—degree of integration and degree of centralization—The Quaker Group mapped the organizational structures of the researched companies (exhibit below).  Two natural groupings emerged, with four companies demonstrating a functional orientation, and three others demonstrating an integrated orientation.