Customer Asset Management

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18 Νοε 2013 (πριν από 3 χρόνια και 8 μήνες)

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Customer Asset Management

Existing Infrastructure

2010
-
11 Subscriber base :



Bharti Airtel 2.85m


Reliance Comm 2.80m


Vodafone Essar 2.74m


Bharat Sanchar Nigam Ltd 2.25m


Tata Teleservices 2.98m


Idea Cellular 2.28m


Aircel 2.01m


Sistema Shyam Teleservices 213,291


Loop Telecom 51,853


Unitech Wireless 1,330,276


S Tel BTEL.BH 364,768

Internet users : 9.9 mn

Base Stations deployed : 9.9 mn

Managed Services Value Chain

Consultancy
& Design

Training &
Configuration

Product
Training

Project
Management

Systems
Installation

System
Integration

Remote
Monitoring

Technical
Management

Maintenance

Asset
Management

Security

Compliance

Disaster
Recovery


Services being already rendered


Services rendered to a limited extent


Untapped potential Services

Customer Asset Management

Operator
OEM
3PL
O&M
Asset Database
X
X
Analytics
X
Planning
X
Procurement
X
Inward Logistics
X
Storage and Warehousing
X
Trouble shooting
X
X
De-installation of part/whole
X
Repair of faulty part
X
Replacement of faulty part
X
X
X
Fault Analysis
X
Outbound Logistics
X
Reporting
X
X
X
X
Customer Management
X
X
X
X
These activities can be consolidated under the managed services partner which effectively removes the
pain areas for the Operator/OEM resulting in a single window co
-
ordination and reduction of cost and
time due to multiple windows

Transfer of Services

Knowledge based Services
Co-ordination Services
Asset-based services
Asset Database
Inward Logistics
De-installation of part/whole
Analytics
Storage and Warehousing
Repair of faulty part
Planning
Replacement of faulty part
Fault Analysis
Trouble shooting
Outbound Logistics
Reporting
Customer Management
Skilled manpower Cost (can be
cross-utilized)
Low Manpower Cost
Material and Set-up Costs

Most manpower can be cross
-
utilized, contracted or out
-
sourced, with retention of co
-
ordination
services.


Material sourcing and repair can again be cross
-
utilized, rented or out
-
sourced, again with retention
of co
-
ordination services.

Knowledge Based Services


Asset database updating is no longer manual. Updating happens at source.
Source of data is primarily the operator and only incremental updates are
required.



Analytics and planning is a separate activity and is a non
-
revenue earning
activity . This is a given, when a vendor provides spares management and
down
-
time minimization services



Planning is the most critical activity as it is a cost
-
affecting process.



Trouble shooting is a skill
-
set specific process, however cross
-
utilisation of
resources is possible



Knowledge based services require a mix of field intelligence and domain
knowledge specific resources and these resources can be picked from the
existing experienced manpower on a part
-
time utilisation basis.











Co
-
ordination Services


Most of the logistics services are provided via a tie
-
up with a 3PL.
Depending on the volumes, criticality and span low
-
cost logistical options
are available.



More emphasis needs to be given on the process and customer relationships
rather than the plan to ensure minimum expense eg.



Utilise built
-
in system redundancies rather than replace


Monitor uptimes constantly differentiating between resolution and
rectification


Consolidation for logistics rather than small lot sizes


Stock in well
-
networked locations and develop a good mathematical
model to reduce lead time



Use shared resources wherever possible without compromising on
quality











Asset Based Services


This is what customers would like to pay for with other service thrown in as
a given as this is the major pain area for them



The emphasis here is on the up
-
time irrespective of whether the partner
repairs of replaces



This is a capital intensive activity and requires engagement and capabilities
to repair or procure and customers are willing to pay for the same



There are two primary activities procurement of spares and repair of faulty
parts



Procurement : Depending on the planning ratio and the Oem MTTR/MTBF
numbers. The MTTR and MTBF will change depending on the source of
spares and source of repair



Repair : Spares will be consolidated and sent for repair depending on the
TAT and site/area
-
specific behavior













Procurement


Procurement of spares can be from the OEM or alternate locations



There exists a secondary market for power and telecom spares either which are
cloned or re
-
furbished



RF spares are slightly more difficult to procure due to customs issues, plus
tuning requirements


Repair



Repair of spares can be from the OEM or alternate locations



There exists a secondary market for power and telecom spares repair also



RF spares either need to be sent back to source or explicit end
-
customer need to
be in place only for customs purposes



Most repair activities can be localized as it is more prudent to repair and
circulate



Repair


Repair capability requirements are diverse and can be through a spectrum or
manual or capital intensive



One needs to investigate the history of the network and nature of the faulty
part to decide where repair would be a preferred option, the deciding factor
here being purely cost




For starters after identifying the spares, a tie
-
up with a local electronics
repair facility for small faults and a full
-
fledged repair facility for major faults



The key to cost reduction is a good in
-
house trouble
-
shooting mechanism



In case, volumes permit an in
-
house Level ½ repair center can be explored



The repair center can be fully
-
utilised by diversifying into IT and energy
spares repair.



Apart from the facility (soldering stations/space/workbenches/test
equipment) , certification and appropriate licenses need to be procured.













Business Model


On asset
-
basis (since uptime is not necessarily due to O&M or installation
failures)



Revenue sharing, on existing and acquired subs



Per site basis



Productivity basis



Basis of pricing requires historical data and uptime expectations.















High Level Plan

Phase I
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Data capturing
Formulation of plan
Tie-up for spares partner
Tie-up with 3PL
Identification of internal resources
Training of resources
Engagement with customers
Implementation of software
Transfer of services
Month 1
Month 2
Month 3
Month 4
Month 5
Month 6
Month 7
Month 8
Month 9
Month 10
Month 11
Month 12
Data capturing
Pilot client aqquisition
Fault/failure analysis
Identification of HVR
Identification of location
Identification of resources
Training of resources
Licences/certifications
Infrastructure set-up
Go-live
Phase I

Phase II