Every morning, a long-haul trucker tops off at a TravelCenters of America stop in Ohio. A parent swings through an ampm in California for gas and coffee during their commute. A fleet manager in Texas fills up a delivery van with diesel. Millions of customers count on bp’s fuel to keep going each day, often without thinking about what it took to get it there.
Behind every fill-up at a bp retail site in the US is a connected downstream system: two major refineries, a network of pipelines and terminals, a trading operation, and more than 8,500 gas stations and travel centers across 46 states. Each part does its own job, but the real advantage is how they work together to keep Americans moving.
At the foundation of this system are bp’s two US refineries. The Whiting refinery in Indiana can process around 440,000 barrels of crude oil per day, producing millions of gallons of fuel and helping supply the Midwest. The Cherry Point refinery in Washington processes around 250,000 barrels per day, serving the Pacific Northwest and West Coast. Together, they account for more than 40% of bp’s global refining capacity.
But refining is only part of the job.
Moving fuel where it’s needed
Once fuel leaves a refinery, it has to reach the right market, in the right volume, at the right time. That means moving products like gasoline, diesel or jet fuel through pipelines, terminals, rail or water. It also means storing, loading and delivering these products to retail sites and commercial customers.
bp’s supply, trading & shipping organization sits at the center of those decisions. Teams track demand, which transportation routes are available, and whether product should move now or later. In some cases, sourcing supply locally makes more sense than shipping it across the country. Looking at these factors together allows bp to optimize across the system, adjusting quickly as demand shifts and getting the most out of its entire network.
“Our job is to connect the dots across the system,” said Stephanie Curulewski, VP product supply, Americas. “When you see customer demand, logistics capacity and refinery output at the same time, you make better, faster decisions. That’s what keeps fuel flowing reliably for our customers.”
That flexibility across a complex downstream system helps bp serve customers more consistently and deliver more value from its US network.
Where bp serves customers every day
bp’s US retail network includes bp, Amoco, ampm, Thorntons and TravelCenters of America. These aren’t just gas stations and convenience stores. They’re where bp meets customers in their daily routines, on neighborhood streets, commuter routes and major highways across the country.
The direct connection to customers gives bp a valuable, real-time view of where fuel demand is growing, shifting or holding steady. Adding more locations to this network means that bp can be part of more daily routines in more communities across the country. Retail doesn’t just move fuel at the end of the supply chain. It helps the rest of the system understand the market and respond to it.
How bp is Investing in America
From coast to coast, bp is investing in America and delivering energy for today and tomorrow. The US is home to our largest workforce in the world, and it's where we spent more than 40% of our global capital investment in 2025.
Focusing on diesel demand
Freight is a clear signal of how fuel demand moves through the economy. Trucks move the goods Americans rely on, and diesel keeps those trucks running. With more than 350 TravelCenters of America locations across 44 states, bp has a strong presence along major freight corridors and direct visibility into long-haul and regional trucking demand.
When diesel demand rises in one region or softens in another, bp can respond because it sees the market through multiple lenses: refining, logistics, wholesale and retail. The value isn’t in any single asset. It’s in the ability to act across the system, getting the right fuel to the right place at the right time.
“We don’t operate in just one part of the system and there’s real strength in seeing the whole picture. We can better understand not just today’s energy needs but what’s going to be needed in a year or two years or further down the road.”
Everyday impact across the US
bp directly employs more than 30,000 people across the country and has invested more than $160 billion in the US since 2005. From refinery workers and terminal operators to traders and retail employees, bp’s downstream system supports the movement of people, goods and commerce every day.
This is what Investing in America looks like in practice: maintaining and operating major US energy infrastructure, serving customers in thousands of communities, and connecting all parts of the system so they work better together. When that complex system runs well, it does more than move fuel. It helps keep America moving.
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