Within an Oil and Gas plant the core rotating equipments, consisting typically of turbo compressors, set the rhythm for maintenance and represent above 70% of the Opex costs. Their availability is one of the key factors in optimizing plant uptime and production levels On top of this, In recent years the shift of the industry to more complicated applications, more stringent regulations and technical challenges in tougher environments forced customers to focus even more in optimizing maintenance practices and total costs of operations to remain competitive and sustain long term investments. Producers can improve plant economics through a much more integrated approach between operations, maintenance and key suppliers. In order to achieve these targets there are three elements that as an OEM producers of rotating equipment we have proven important: 1. Establish a long term demand forecast for product and services 2. Develop a detailed integrated planning with suppliers 3. Reflect long term plan in a correlated execution and tracking method Metrics that can reflect the improvements of the maintenance and operations loop and that allows maximizing the plant output can be: 1. Unit Availability defined as: Av(%) = ((Period hrs – (forced outage hrs+planned outage hrs) / Period hrs) 2. Maintenance costs on fired hours over a period: Tot Opex Maintenance Cost / Tot Running hours 3. Parts rotation costs on total Opex costs Tot Parts Costs / Tot Opex Maintenance Costs In this paper we will show theoretical and practical examples addressing technical and financial implications of an integrated maintenance approach and some tools and methodologies that will directly and indirectly impact these metrics. GE Oil & Gas has focused significant effort on developing these new tools, processes and solutions to reduce maintenance downtime and provide additional days of production to optimize OPEX costs. These new methodologies were developed and tested successfully inside the management and execution of long term contractual services, but in the last two years they have been used with customers under transactional relationships. The effective implementation of planned maintenance and inspection in a transactional relationship requires a deeper mutual understanding of the internal processes and cycle times of the two organizations (Customer and Original Equipment Manufacturer) and strong coordination, working hand in hand with the customer to align operational needs achievable through strategic and long term relationship.