Tarec in's asset recovery guidelines - default v2.0

TAREC-IN AS
www.tarec-in.com
post@tarec-in.com
Ref.: TAREC-IN/DEF022 CONFIDENTIAL © Page 1 of 13
Telecom Asset Recovery Engineering & Consultancy
TAREC IS THE ANSWER IF YOU
TARGET ADDITIONAL REVENUE
&
ENVIRONMENTAL CONSCIENCE
Avoid exposure to Environment and Child Labour
Whilst Securing your Assets
CATEGORIZE & TOUCH ONCE

A l l r ig ht s r e se r v e d . P a ss in g o n a n d c o p y in g o f t h is d o c u me nt , u s e a n d c o mmu n ic a t io n o f it s c o nt e nt s no t p e r mit t e d w it ho u t w r it t e n
a u t ho r iz a t io n o f T A R E C - I N A S
TAREC-IN Asset Recovery Services
_______________________________________________________________________________________________________________________________________________________
ASSET RECOVERY SERVICES
(GUIDELINES)
This Document is an Introduction to TAREC-IN AS’s Asset Recovery Services
Processes, detailed tips and recommendations for planning and execution of an Asset Recovery
project and Reverse Logistic processes. Info from Ref doc’s [1&6], may be provided as option.
TAREC-IN AS, is a Norwegian registered company (no 998 473 527)
Registered office at Martin Lingesgt 12, 5534 Haugesund, Norway.
Represented by CEO Svein Gaute Bleivik.
The following Guidelines are provided for the company [Name], on [Date, City, Country].
Monitor, Analyse and Evaluate Infrastructure Assets in Stock and Operation
to minimize Opex and maximize revenue from idle gear through
Re-sale and Re-cycling on regular basis.

_______________________________________________________________________________________________________________________________________________________
Table of Content:
1 Document Reference List ................................................................................................................................ 3
2 Document History ............................................................................................................................................ 3
3 INTRO TO ASSET RECOVERY & REVERSE LOGISTICS: .................................................................. 4
4 Equipment (which is/going to become) Idle ................................................................................................... 5
4.1 New/used Equipment in Stock.................................................................................................................. 5
4.2 Equipment Swap Out................................................................................................................................ 5
4.3 Environmental Conscience ....................................................................................................................... 5
5 Initiating a RFI/Q Process............................................................................................................................... 6
5.1 Preparations .............................................................................................................................................. 6
6 RFQ Prerequisites and Requirements............................................................................................................ 7
6.1 Vendor/Reseller responsibility ................................................................................................................. 7
6.2 Accommodating Operator’s interest:........................................................................................................ 7
7 Evaluation of Tender party ............................................................................................................................. 8
7.1 Evaluation of Excess Stock ...................................................................................................................... 8
7.2 Evaluation of Tenderer ............................................................................................................................. 9
8 Requirements to Swap RFQ.......................................................................................................................... 10
8.1 Asset Recovery Project requirements..................................................................................................... 10
8.2 Execution of an Asset Recovery Project................................................................................................. 10
9 Conclusion....................................................................................................................................................... 11
10 Reference Documents ............................................................................................................................... 11
11 Signatures of Parties................................................................................................................................. 11
12 APPENDIX A: Pre - Asset Recovery recommendations ....................................................................... 12
12.1 Idle/low-utilized in-Service Equipment.................................................................................................. 12
12.2 After Market Service & Recycling Supplier........................................................................................... 12
12.3 Network Planning & Optimization SW-Tools........................................................................................ 13
12.4 Consultancy on Asset Recovery ............................................................................................................. 13
1 Document Reference List
Ref. Document name Revision # / Date Sign
[1] Intro & Service Presentation (ppt-file) V 2.3 15.02.2012 SgB
[2] Dismantling-Handling-Transport Process V 1.0 15.12.2011 SgB
[3] Process Description - Dismantling V 1.0 01.02.2012 SgB
[4] Process Description – Packaging & Handling V 1.0 01.02.2012 SgB
[5] Process Description – Facility Clean Out V 1.0 12.01.2012 SgB
[6] Inspection Guide – Equipment & Site V 1.0 01.06. 2012 SgB
2 Document History
Ver. Description Reviewed by Revision Responsible Rev. Date
0.1 Initial draft SeB Svein Gaute Bleivik (SgB) 15.01.2012
1.0 Official Svein Gaute Bleivik (SgB) 01.09.2012
2.0 Update Release Svein Gaute Bleivik (SgB) 01.06.2015

_______________________________________________________________________________________________________________________________________________________
3 INTRO TO ASSET RECOVERY & REVERSE LOGISTICS:
This document serves as Guideline for Telecom Operators to issues related to recovery of value
from their network assets which are idle or in near future will be so. Assets that are no longer
part of the production platform, but representing only excess inventory which do not produce
revenue, rather the opposite by creating running expenses for energy, storage and handling.
The following chapters will highlight issues which Operators should consider whilst planning
and executing an Asset Recovery Project, and serve as guidelines for this Reverse Logistic
Process, setting requirements and expectations right for the successful Roll-In of such a project.
Operators usually have limited focus on Reverse Logistic processes, as KPIs are rarely
particularly set for this area. Their expertise is on Roll-Out and not on Roll-In activities, whilst
used equipment therefore tends losing its market value due to Operators delay or lack of action.
Reverse Logistics is the process of collecting used products and materials to be reused, recycled,
or up-cycled into other products. This process treats these materials as valuable industrial
nutrients instead of disposed of as trash, and is complementary to the traditional supply chain.
An Asset Recovery project should lead to prolonging the lifetime of previous equipment and
technology generation through E2E safe handling, leading to Re-Use or Re-Sale, and through
certified Re-cycling processes return obsolete equipment back to original raw materials,
resulting in minimum waste and provide raw materials as basis for sustainable new products.
Operator’s end result should be gained Revenue and good Reputation whilst obtaining
reduced operational Costs.
Note that these guidelines applies both for modernization projects and swap out, as well as
down-scaling aimed to fully or partly reduce or remove current serving equipment.
Front Page Figures:
Use Experienced and Reliable Vendor/Reseller to ensure minimum Waste and Emissions,
maximum regained Raw Materials whilst guaranteeing HSQE & no use of Child Labour.
Reverse Logistics – Ensure Correct Categorization and Efficient Distribution Handling.
Touch Once & Avoid Intermediate Storage at Own Premises.
Final Pages, Leads to Utilization of Assets:
Asset Recovery should be a regular ongoing process ensuring maximum utilization of all
infrastructure assets, and exchanging under-utilized/idle gear for new revenues. Find leads to
Network Tools that may assist in easy quick analysing and visualization of current and future
loads, and recommendations in how to manage EoL equipment, Roll-In and Reverse Logistics.

_______________________________________________________________________________________________________________________________________________________
4 Equipment (which is/going to become) Idle
4.1 New/used Equipment in Stock
Equipment may be kept in stock at warehouse as a result of waiting to be installed in a roll out
program, or having been decommissioned and dismantled through roll-in process. Equipment
may also be idle and out of service, representing excess assets but still kept “on root” at site.
Operators also keep stock of spare parts which represents idle non-revenue generating assets.
It is recommended to keep a close eye at these assets and in dialogue with technical and market
departments evaluate regularly if current assets represents products that in near future may be of
excess category, and consequently candidates for resale, recycling or reuse (internally or by
other mother company network). Double ordering, failed or overinvested new unused products
kept aside, not to be exposed, may also be discovered in Operators warehouse stock.
4.2 Equipment Swap Out
When decision is made to downscale or swap out current network assets, partly or whole, by
new technology and/or replacing current vendor’s product with competing vendor’s alternative
product, preparations for a Reverse Logistic process should be initiated simultaneously.
As the time schedule for roll-out agreement with the vendor is settled for new equipment, the
roll-in schedule of current in-service products is already known. Provided plans are not
changed and vendor guarantee to keep their delivery on time, it is possible to start the planning
of a Reverse Logistic process, by floating a RFI/Q in order to bring the “old” equipment from
site/warehouse to its faith in lifecycles next phase.
4.3 Environmental Conscience
The extensive and rapid change in technology in telecoms, mobile in particular, may leave a bad
impression among the public not informed of the processes. Provided a successful
modernization project, it may be promoted and visualized for the public eye that the Operator
also is taking the global environment seriously during their operation of business, ensuring:
- Prolonging the lifetime of non-obsolete equipment through resale
- Regaining all raw materials for new production from certified recycling
- Optimizing the handling and transport to minimize ecological effects

_______________________________________________________________________________________________________________________________________________________
5 Initiating a RFI/Q Process
5.1 Preparations
As soon as the equipment which will be replaced is identified and the timeline for the swap is
set, an inventory database for this volume should be issued, with relevant data which is required
to enable evaluation of whether swapped products will be candidates for further use or should
be considered obsolete for recycling only.
Request should be put to the market to identify the interest of available assets, providing known
time of availability according to swap out schedule. This will enable maximizing the market
value. The price may then reflect the current valuation in the market, and not what will be the
situation weeks/months later when the product may be available for delivery to 2nd
user market.
Note that there may also be market demand for EoL/S products for completion of networks
and/or as alternatives to repair from spare part stocking, and that request for products may be
met in shorter time than the normal lead time from vendor production, to a lower price.
All not latest technology has a declining price evolution in 2nd
user market, and in order to
maximize revenue from resale it is highly important not to delay the process of bringing
companies that may pay interest in purchasing to the table. Deliveries may start immediately
from stock (spares/excess) at warehouse(s), whilst other still in service may be determined
delivery time according to swap (roll-in) schedule. As for required maintenance of current old
production platform, equipment from the same 2nd
user market may be a preferred option.
This “one step ahead” approach will enable Vendors/Resellers to initiate a “pre-sale” process,
which with good and reliable forecasts will bring improved revenue, compared to delaying the
process till swapped gear has arrived in Operators warehouse. At this time the marked demand
for these previously sellable products may have changed into reluctance and no interest,
determining its faith to obsolete gear and scrap only.
A thorough investigation should be performed internally, and if relevant in dialogue with other
affiliate of Mother Company, whether any of the identified idle products may be reused for
build out the in near future. Group internal sales (H/O) may be arranged as part of the project.
Administration, logistics and physical placement of idle assets represents Opex for the
company, and should be considered undesired running costs. Minimizing handling, storage and
floor space may provide positive impacts on Operators budget.
Partly idle equipment which resides in cabinets that still contain cards/modules in-service,
should be considered offloaded and payload shifted to alternative serving technology, to enable
full shut down of power and removal from site. This will allow for reduced power consumption
and minimizing equipment pool for maintenance. In some cases optimizing of asset utilisation
may result in potential rearrangement of cabinets/rows and reduction of floor space, even the
full clearance/release of a room/site.
Such optimization process should start ASAP, enabling time to plan and conduct the shifting of
physical connections, change in soft routing tables etc., well in advance of starting the Reverse
Logistic Processes in the Roll-In project. This should be done to avoid unnecessary delay in
coordination and execution of works. Note that Transmission equipment of the transport
network may be an important asset in any swap project with regards to maximizing profits.

_______________________________________________________________________________________________________________________________________________________
6 RFQ Prerequisites and Requirements
During planning and outlining of documents for floating of a RFQ, several issues should be
specifically mentioned in the tender in order to ensure that maximal revenue and environmental
conditions are met.
6.1 Vendor/Reseller responsibility
The party that takes over the lot of excess equipment should take responsibility for:
 Obtaining required export & import licenses from governmental agencies
o Telecom equipment for re-sale/cycling,
o Batteries for re-cycling & certified packaging materials
 Obtaining required approvals from equipment vendor(s) if relevant
 Comply with the US Embargo Countries list (trade related),
and the EU Commission Trade Embargoes
 Holding of all relevant international licenses and permits for recycling:
 ISO 9001:2000 - Quality standard
 ISO 14001 - Environmental Standard
 OHSAS 18001 - H&S Standard
 ISO 27001 - Information Security Mgt Systems, Lifecycle Services (UK/D)
 R2 - Responsible Recycling (UK/US)
 EU WEEE directive (or similar regional/domestic)
 Domestic regulations and legal obligations applicable
 Hazardous Waste regulations (if applicable)
 All tax, customs, insurance and freight issues
 Interim warehousing after handover from Operator, before shipping for resale/cycling
 SOX reporting and proof of all recycled/degaussed articles
 Correct and optimal handling of equipment to maximizing its value
 Packing by use of ESD articles, vendor instructions and optimized solutions
 Minimize ecological impact, carbon output and cost for transport
 Routines and regularity for reporting of project progress
6.2 Accommodating Operator’s interest:
In the Operator’s interest responsibility for the following should be coordinated and placed:
 Removal of all operator electronic data and labelling
 ESD safe handling according to decommissioning standard of all resalable equipment
 HSSE policy rules is mandatory and applies to all activities
 Certified handling of batteries/hazardous waste from initial removal from site
o Decide packing method and use of materials according to UN2794 standard

_______________________________________________________________________________________________________________________________________________________
7 Evaluation of Tender party
7.1 Evaluation of Excess Stock
The most important evaluation is to arrive at the most likely “correct” categorization of
products, whether sellable or not in the 2nd
user market. This is not an easy task, and if several
Tenderers are invited they may not have the same opinion, and even more so not in line with the
assumptions and expectations of the Operator.
Never the less, taking a pessimistic approach is probably better than being realistic and certainly
better than being too much optimistic with regards to what may be resold externally.
There are two issues to consider:
 Resalable equipment needs to be carefully handled and packed.
 Recyclable equipment can be roughly handled with high efficiency and maximized
utilisation of space requirements.
The importance of holding the principle of “one touch only” cannot be emphasized enough, as
first time correct categorization and following handling is of outmost significance to minimizing
the process costs of excess/idle equipment. At first touch of the gear, its faith should be known.
The consequences of mixing the two categories by mistake or misjudgement are obvious:
 Resalable equipment will lose or decrease its value, if known not to have been handled
according to ESD rules, by commissioning manuals instructions, or obviously damaged
as observed by visual inspection. Unprofessional handling by Operators Service
Provider and/or by Vendor/Reseller may result in bad testing results in Vendor’s test
facilities prior to sale, or as warranty claim from 2nd
user at later stage. Guarantee or
insurance that professional decommissioning and logistic handling is performed all
through the delivery chain, may influence the price being offered from Tenderer.
 Equipment assumed to be sellable, but later showing no interest in the market, may have
caused the Operator (and/or Vendor/Reseller) to treat equipment which should have
been regarded as obsolete and with only recycling value, in such a manner that
additional costs has been caused. These unnecessary costs in dismantling, handling,
packaging, transport and storage is then totally wasted, also the costs in carefully
inventory administration of the said goods will be a waste.
There are several cases where Operator’s good intentions has been observed, as used
equipment has been carefully packed and stored for months and even years awaiting the
potential reuse of the products. Such products are often “forgotten” in the planning
process of roll-out, and lack of attempts to utilize these assets in optimized use in
homogenous parts of network with similar equipment.
Worst case is when Operator has paid efforts to repair and/or refurbish the products
prior to storage for an undefined period of time. Then negative value is added to
products that originally were worth nothing, but the value of raw materials.

_______________________________________________________________________________________________________________________________________________________
7.2 Evaluation of Tenderer
Tender should be evaluated on their basis of:
- Price offering per unit, product type, product category, product domain or total lot.
- One or multiple partnerships/agreements for partial volumes, pros and cons.
- Commercial offering of total purchase fixed price, partly lot, commissioning etc.,
considering which approach may bring the highest price and most successful end result.
- Tenderer’s financial status and record/ability to deliver payment in due time.
- Tenderer’s compliance to provide bank guarantee by furnishing beneficiary with a
performance bond for the due fulfilment and performance of their obligations.
- Tenderer should provide an efficient and global electronic market channel for used/new
and refurbished Information and Communication Technology (ICT).
- Tenderer’s reference projects and customers, and current reputation in the market.
- Tenderer and partners holding of relevant certificates.
- Tenderer’s competence and knowledge of ICT products and 2nd
user marked.
- Tenderer’s ability to conduct the project in the shortest realistic timeframe.
- Tenderer’s project documentation, Plan, SoW, Organizing, SoR, Processes, etc.
- Tenderer shall propose their Business model, and identify Operator’s risk.
- Tenderer shall comply with specified payment and shipment terms.
- Tenderer’s available sites for warehousing and recycling. Proposed transport route
(Domestic and/or internationally with proposed border crossing).
- Tenderer’s on-site mgm/team, experience, local representatives, presence/partners,
business language.
- Tenderer’s ability and willingness to offer implementation of a sound Reverse Logistic
process in Operators organization.
- Tenderer’s provision of “open book” principle for verification of unit/total cost.
- Tenderer’s provision of Operator’s access/visibility to their inventory database, for
mgm of project stock.
- Tenderer’s ability to deliver Spare Part Management for in-service products.
- Tenderer’s ability to deliver current equipment for “last mile” Roll-Out prior to swap.
- Tenderer shall provide listing of their/partners recycling procedures, methodology,
compliances, capacities, certificates and upon conducted recycling, provide proof
through handover of a “Certificate of Destruction”.
- Tenderer shall confirm compliance with European Commission`s Directive
2002/96/EC for Waste Electrical and Electronic Equipment (WEEE)
- Tenderer’s compliance with Operators generic requirements for similar RFQ contracts,
including signed NDA document and Conduct Principles.

_______________________________________________________________________________________________________________________________________________________
8 Requirements to Swap RFQ
8.1 Asset Recovery Project requirements
Acknowledgement should be taken at an early stage, that a Roll-In project will become the
consequences of any network swap, and that requirements for the Reverse Logistics processes
must be included in the planning and writing of tender documents for modernization RFQ.
Upon preparations of RFQ process for swap of current network elements and products,
introducing alternative (i.e. 2nd
vendor) or upgrading to new technology, care for the Asset
Recovery project should be taken already in the process of writing the requirements for such a
modernisation Tender RFQ.
Vendors usually include in their offering of their introduction and delivery of replacement
products, removal of current equipment FoC. The Vendor’s service provider that conduct the
commissioning of new equipment is usually chosen to conduct the decommissioning works, in
order to coordinate multiple simultaneously activities at the site with the same personnel.
It is therefore important to specify the requirements for the decommissioning part of the
delivery to clearly place the responsibility for these works to follow the manuals and
instructions laid down by the vendor of current products which is planned to be swapped out.
These requirements must include that vendor specific shutdown procedures of all Network
Elements shall be applied, if this is not conducted and the responsibility of the Operators own
personnel. This includes erasing of all customer and operator sensitive data, to ensure
neutralizing the origin of all assets and avoid the Operator to be exploited. Such data in hands
of 3rd
party may harm both Operator and their customers, and Operator may be held responsible
for such disclosure. Proof of all electronic data having been erased should be made available.
It should be mentioned that correct procedures is equally important for the sake of erasing
sensitive data as it is to avoid that irregular erasing leads to deletion of formatting etc preventing
rebooting, testing and re-commissioning of a NE. Also availability of user “administrator”,
“password”, start-up/log-files and C-module may be required for the future quick and safe
reloading of CP/disc and the NE’s integration to the network.
8.2 Execution of an Asset Recovery Project
Dismantling of NEs and cabinets should follow the reverse order of Vendor’s installation
manual instructions. This is especially important for all products which are not to be scrapped.
The faith of all assets should be known at the latest when the equipment is shut down and
powered off, ready for dismantling. This emphasizes the importance of early categorization of
assets, enabling separation of obsolete/scrapped products and candidates for recycling only. As
for the following Roll-In process, ref recommendations in “Process Description” [2] [3] [4] [5].
All products assumed to be category Re-Sale, must be handled, packed, transported and stored
as if they were new. These specific requirements should be part of the responsibility set down
in the swap RFQ agreement and laid upon the Vendor (or their service provider) as part of their
FoC offering. As there is no “free lunch”, the cost will be included in their offering.

_______________________________________________________________________________________________________________________________________________________
9 Conclusion
The success of an Asset Recovery Project rests with the performance of early and good
planning, prepared prerequisites, qualified personnel and efficient execution according to well
defined SoW and SoR including all engaged external specialized parties.
As for the financial result and maximizing of net gain, it is essential to ensure preserving quality
and functionality of all products and acknowledging that time is the most critical factor.
10 Reference Documents
High Level introduction of our Asset Recovery Services is found at our web-site and in:
 [1] Intro & Service Presentation
Reference documents represent the complete and detailed descriptions of processes involved
during execution of an Asset Recovery project, and are held by our partner DTC-International.
 [2] Dismantling-Handling-Transport Process
 [3] Process Description – Dismantling
 [4] Process Description – Packaging & Handling
 [5] Process Description – Facility Clean Out
The “Inspection Guide” document purpose is providing an overview of relevant check points
which preferably should be controlled by either party prior to start of decommissioning.
 [6] Inspection Guide – Equipment & Site
Site Check Out may disclose any discrepancies between registration of inventory database and
what is actually physically present at site. [1] and [6] is optional on request.
11 Signatures of Parties
IN WITNESS WHEREOF, duly authorised representatives of the Parties have agreed to share
this restricted document “Asset Recovery Guidelines”.
Place/date: Haugesund/xx.yy.20zz Place/date: AA/xx.yy.20zz
TAREC-IN AS: The Partner:
[name, digital signature] [name, digital signature]
__________________________ ___________________________
Svein Gaute Bleivik [Full name, in block letters]
CEO [Designation]

_______________________________________________________________________________________________________________________________________________________
12 APPENDIX A: Pre - Asset Recovery recommendations
12.1 Idle/low-utilized in-Service Equipment
Operators should regularly check their network for optimal architecture, configuration and
utilization in order to carry traffic load in the most cost effective manner. Questions should be
asked like which parts of Operator’s network means most to their bottom-line? And how can
they squeeze the most from their Network resources, but still improve QoE.
Analysing traffic patterns, user demands, available technologies and failure resilience is
monitored by operational and designed by planning engineering teams. Using an efficient and
flexible software tool will ease this process and allow more frequent control and evaluation of
results in order to quickly make qualified decisions of network utilization and need of
reconfigurations, expansions or technology shifts/upgrade.
Enabling downsizing of network resources as early as possible in order to free up idle capacity
or prepare network swap for new technology, is of importance if maximum market value should
be obtained from the 2nd user market. The longer idle gear is kept in service, empowered, on
root or in stock, the less revenue may be gained, and functional equipment may end up as scrap
for recycling only, whilst in the meantime making an impact on OPEX through power
consumption and footprint occupation.
12.2 After Market Service & Recycling Supplier
When idle and excess equipment has been identified, or a downscaling/swap exercise shall be
conducted, the planning of a Roll-In project should start according to the lines drawn up in this
Guide for Asset Recovery.
Operator should consider whether to place an RFI/Q with selected vendors according to their
policy, or chose a player within Reverse Logistics from own experience or market reputation.
Considering the market the Operator should look for services and competence with regards to
decommissioning, dismantling and HQSE for handling of Re-sellable and obsolete equipment
for environmental friendly recycling. Whilst operating current gear in period leading up till end
of operation, Operator should consider expansions using equipment from Vendors that can
apply from 2nd
user market, in order to support sustainability and unrequired new productions.
Vendor(s) should be able to offer according to Operator’s ARS project needs:
 Purchase & Sale of excess & legacy equipment with proven revenue return model
 Refurbishment, Recovery & Recycling of obsolete telecom equipment
 Recycling of IT/Telecoms, copper cable, batteries and hazardous waste materials
 EU-standard of Recycling w/material breakdown and proven revenue return model
 Legacy multi-vendor/brand Sparing
DTC-International would be our recommended partner who is able to provide all these services
with most reliable standards of execution and management inclusive financials. For info of
products, services and project execution (video) visit web-site:
http://www.dtc-telecom.co.uk/

_______________________________________________________________________________________________________________________________________________________
12.3 Network Planning & Optimization SW-Tools
The market holds a variety of Planning Tools, OEMs own preferred products and multiple brand
independent ones. The challenge is often to be able looking at the entire homogenous network
end2end in a birds view in real time, in order to avoid sub optimization through ineffective
planning with multiple tools, for each equipment/technology category/brand, performed per
NMS by different organisational units and engineering expertise groups/individuals.
Kloudspun holds a unique tool allowing the Operator to operate/plan their entire network
regardless size, brands and technology involved from a logical and flexible interface using the
NPAE tool family. The tool runs on any tablet/laptop without need of installation and at very
competitive price to say the least. TAREC-IN is their agent and recommends this solution.
The rapid pace of change in traffic demand patterns, severe increase in traffic volumes and
increase in the types of services and Network technologies, Network Operators and OEMS alike
requires modern network planning tools that can be truly multi-vendor. Whether holding a
network of DWDM/ OTN/ SONET/ SDH/ Ethernet/ MPLS technology, or planning for the
upcoming developments like SDN/NFV, a flexible and feature rich planning tool will allow
quick and frequent monitoring and re-planning in order to keep network utilization high whilst
holding KPIs and SLAs at acceptable levels currently and in the future.
NetBuilder, from Kloudspun is a multi-layer Network planning tool targeted for Telecom
Operators mobile/fixed/cable. It allows Operator to plan a completely new network or add and
plan restructuring of your existing network. NetBuilder uses patent-pending algorithms to
generate optimal network layout. It helps optimize network resources for various networks,
including the ones that have signalling and routing enabled. NetBuilder supports unprotected,
partially protected, fully protected and shared protected traffic demands, amongst other features.
NPAE’s unique analytics and simulation capability will allow the Operator to validate results,
like under- utilized infrastructure and lost revenue, without impacting existing traffic or service
levels in their inherently dynamic networks, as evolving further in rapid changing technology.
NPAE NetBuilder works in old/new network technologies, displays all networks data and allow
the Operator to play and simulate as never before. NPAE will enable reduction of time to
market for new services, simplify network control and give a more efficient planning process.
For info and Trial, see link to NetBuilder tool portal: http://netbuilder.kloudspun.com/
More info of Kloudspun’s NPAE solutions, check their web-site: http://kloudspun.com/
12.4 Consultancy on Asset Recovery
For more information of TAREC-IN AS, check out our web-site: http://tarec-in.com/
Follow us on
http://www.linkedin.com/company/tarec-in-as
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