A detailed look at what is meant by private networks, why do we need them and why the sudden interest in them. Also discussed is the 3GPP defined 5G Non-Public Networks (NPN), they architecture, implementation, pros and cons. In addition RAN sharing and Campus Networks are also discussed with regards to where they fit in the private networks.
All our #3G4G5G slides and videos are available at:
Videos: https://www.youtube.com/3G4G5G
Slides: https://www.slideshare.net/3G4GLtd
5G Page: https://www.3g4g.co.uk/5G/
Free Training Videos: https://www.3g4g.co.uk/Training/
Transforming enterprise and industry with 5G private networksQualcomm Research
The 3GPP put the spotlight on industry expansion in July with 5G NR Release 16 and set the stage for enterprise and industry verticals to look at how to provide high-performance wireless connectivity with 5G private networks. With a variety of options for spectrum, different network architectures, a rich feature set to meet the demanding needs of the industrial Internet of Things (IIoT), and the privacy and security required for business assurance, 5G private networks are poised to transform enterprise and industry.
Watch the webinar at: https://pages.questexnetwork.com/Webinar-Qualcomm-Registration-101520.html?source=Qualcomm
How can you shorten your lead time in a dynamic market? Ericsson NFVi solution presentation starts with an overview of the opportunities & challenges with the Internet of Things (IoT). Then, it presents the requirements on the network infrastructure to support key 5G use cases, based on network slicing. It continues showing how Ericsson NFVi solution – a pre-integrated, open and verified platform – can enable rapid time to market for virtualization projects. It follows by sharing how to leverage telco cloud strategy to create value and make your network more agile and your operations more efficient. It concludes with key learnings from projects with early adopters, using the Ericsson telco cloud Target Operating Model, that lead our customers to a successful cloud adoption. Let Ericsson empower your digital transformation!
Mavenir: Why and How Private LTE & 5G Networks Are Rapidly Evolving for Enter...Mavenir
Dean Bubley, Founder of Disruptive Analysis and well known industry analyst, and Aniruddho Basu, Mavenir SVP/GM of Global Emerging Business, showcase the future of Private LTE & 5G Networks. Presentation from the "Why and How Private LTE & 5G Networks Are Rapidly Evolving for Enterprises" webinar.
A detailed look at what is meant by private networks, why do we need them and why the sudden interest in them. Also discussed is the 3GPP defined 5G Non-Public Networks (NPN), they architecture, implementation, pros and cons. In addition RAN sharing and Campus Networks are also discussed with regards to where they fit in the private networks.
All our #3G4G5G slides and videos are available at:
Videos: https://www.youtube.com/3G4G5G
Slides: https://www.slideshare.net/3G4GLtd
5G Page: https://www.3g4g.co.uk/5G/
Free Training Videos: https://www.3g4g.co.uk/Training/
Transforming enterprise and industry with 5G private networksQualcomm Research
The 3GPP put the spotlight on industry expansion in July with 5G NR Release 16 and set the stage for enterprise and industry verticals to look at how to provide high-performance wireless connectivity with 5G private networks. With a variety of options for spectrum, different network architectures, a rich feature set to meet the demanding needs of the industrial Internet of Things (IIoT), and the privacy and security required for business assurance, 5G private networks are poised to transform enterprise and industry.
Watch the webinar at: https://pages.questexnetwork.com/Webinar-Qualcomm-Registration-101520.html?source=Qualcomm
How can you shorten your lead time in a dynamic market? Ericsson NFVi solution presentation starts with an overview of the opportunities & challenges with the Internet of Things (IoT). Then, it presents the requirements on the network infrastructure to support key 5G use cases, based on network slicing. It continues showing how Ericsson NFVi solution – a pre-integrated, open and verified platform – can enable rapid time to market for virtualization projects. It follows by sharing how to leverage telco cloud strategy to create value and make your network more agile and your operations more efficient. It concludes with key learnings from projects with early adopters, using the Ericsson telco cloud Target Operating Model, that lead our customers to a successful cloud adoption. Let Ericsson empower your digital transformation!
Mavenir: Why and How Private LTE & 5G Networks Are Rapidly Evolving for Enter...Mavenir
Dean Bubley, Founder of Disruptive Analysis and well known industry analyst, and Aniruddho Basu, Mavenir SVP/GM of Global Emerging Business, showcase the future of Private LTE & 5G Networks. Presentation from the "Why and How Private LTE & 5G Networks Are Rapidly Evolving for Enterprises" webinar.
The slides givews an overview of the Ericsson 5G training program for 2018, including fundamentals as well as technical overviews of 5G Core and 5G RAN.
Passive Optical Networks (PON) technology
brings an evolution in the industry of Telecommunication for the
provisioning of High Speed Internet (HSI) and Triple Play
bundled Services that includes Voice, Data, and Video Streaming
throughout the world. In Pakistan most of the service providers
are offering broadband services on traditional copper OSP
(Outside Plant) network since 2000. Demand for the high speed
internet and broadband is increasing rapidly, it is desired with
great need to migrate from traditional copper based OSP network
to PON – FTTx (Fiber To The x) infrastructure. Considering the
geographical requirements in Pakistan a scalable fiber network is
required which can be optimized as per the user’s requirements
and demands with high speed bandwidth efficiency, involving the
minimum losses and with ideal capital expenditure (CAPEX). In
this work a platform for migration from copper to fiber access
network with a scalable and optimized PON – FTTx
infrastructure in green field and dry field areas of Pakistan have
been proposed using Geographic Information system (GIS). In
any developing country like Pakistan having the same cultural
and geographical topology, this platform can be used to migrate
from copper to fiber access network to provide the PON based
telecom services. The developed platform for migration from
copper to PON based fiber has been studied, planned, and then
simulated on a selected geographical area of Pakistan with
physical execution that showed better and efficient results with
reduction in capital and operational expenditures. A factual plan
without ambiguities assists the operators of Pakistan to
analyze/forecast bandwidth requirements of an area, optimized
network planning along with the in time and efficient
deployment.
A Network Operations Center (NOC) is a centralized location where a team of IT professionals monitor, manage, and troubleshoot a company's network infrastructure. The NOC is responsible for ensuring that the network is running smoothly and efficiently, identifying and resolving any issues that may arise, and proactively monitoring the network to prevent problems from occurring.
In a typical NOC, IT professionals use a variety of tools to monitor and manage the network, including network management software, monitoring tools, and security systems. They also maintain documentation of the network infrastructure, including diagrams, network configuration details, and other relevant information.
The NOC team is usually composed of network engineers, system administrators, and security experts, who work together to ensure that the network is secure, reliable, and available. They also provide technical support to users who experience problems with the network or related systems.
Overall, a Network Operations Center is an essential component of any organization that relies on a complex network infrastructure to conduct its business. It enables IT professionals to effectively manage and monitor the network, ensuring that it is always available and performing optimally.
According to GSMA, 5G to account for 15% of the global mobile industry by 2025 as 5G network launches accelerate. 5G is on track to account for 15% of global mobile connections by 2025, as the number of 5G network launches and compatible devices ramps up in 2019, according to a new GSMA report. Let us look at the supporting technologies for 5G and the widespread applications of 5G across multiple industries.
5G Network Architecture, Design and Optimisation3G4G
Presented by Prof. Andy Sutton, Principal Network Architect, Architecture & Strategy, TSO, BT at The IET '5G - State of Play' conference on 24th January 2018
*** SHARED WITH PERMISSION ***
5G will give consumers higher smartphones speeds and fiber-like wireless connections to the home, and it will unlock exciting new IoT use case from immersive augmented reality to remote haptic-enabled surgery to connected cars and smarter cities. 5G will impact the entire mobile network and associated ecosystem, from devices to radio access to the mobile core and into the cloud. Ericsson 5G Plug-Ins are designed for the radio access network and leverage the technology innovations enabled by the award-winning Ericsson 5G Radio Test Bed and Ericsson 5G Radio Prototypes already deployed and in operator 5G field trials worldwide.
Learn more: http://www.ericsson.com/spotlight/networks/secure-app-coverage/5g-plug-ins
View our MVNO SERVICE PRESENTATION for an easy read on some of the MVNO services we offer
★ MVNO/MNO NEGOTIATIONS
✓ Negotiation of MVNO wholesale agreement
✓ Negotiation of additional terms
✓ Contract review and advice
★ PRODUCT AND SALES PLANNING
✓ Product/Service Planning
✓ Market Segmentation and data
✓ Market forecasts and modelling
✓ Marketing Planning and costing
★ DEVELOPMENT OF BUSINESS PLAN
✓ Corporate Strategy
✓ Financial planning and modelling
✓ Investment analysis
✓ Operation planning
✓ Product and Marketing
★ LICENSE APPLICATION
✓ Advise and experience in relation to submitting for MVNO license
✓ Business planning and modelling with a focus on the application
✓ Preparation of License Application documentation as required by the telecom regulator
★ MVNO WORKSHOP
For more information please visit: www.yozzo.com
In this deck, Greg Wahl from Advantech presents: Transforming Private 5G Networks.
Advantech Networks & Communications Group is driving innovation in next-generation network solutions with their High Performance Servers. We provide business critical hardware to the world's leading telecom and networking equipment manufacturers with both standard and customized products. Our High Performance Servers are highly configurable platforms designed to balance the best in x86 server-class processing performance with maximum I/O and offload density. The systems are cost effective, highly available and optimized to meet next generation networking and media processing needs.
“Advantech’s Networks and Communication Group has been both an innovator and trusted enabling partner in the telecommunications and network security markets for over a decade, designing and manufacturing products for OEMs that accelerate their network platform evolution and time to market.” Said Advantech Vice President of Networks & Communications Group, Ween Niu. “In the new IP Infrastructure era, we will be expanding our expertise in Software Defined Networking (SDN) and Network Function Virtualization (NFV), two of the essential conduits to 5G infrastructure agility making networks easier to install, secure, automate and manage in a cloud-based infrastructure.”
In addition to innovation in air interface technologies and architecture extensions, 5G will also need a new generation of network computing platforms to run the emerging software defined infrastructure, one that provides greater topology flexibility, essential to deliver on the promises of high availability, high coverage, low latency and high bandwidth connections. This will open up new parallel industry opportunities through dedicated 5G network slices reserved for specific industries dedicated to video traffic, augmented reality, IoT, connected cars etc. 5G unlocks many new doors and one of the keys to its enablement lies in the elasticity and flexibility of the underlying infrastructure.
Advantech’s corporate vision is to enable an intelligent planet. The company is a global leader in the fields of IoT intelligent systems and embedded platforms. To embrace the trends of IoT, big data, and artificial intelligence, Advantech promotes IoT hardware and software solutions with the Edge Intelligence WISE-PaaS core to assist business partners and clients in connecting their industrial chains. Advantech is also working with business partners to co-create business ecosystems that accelerate the goal of industrial intelligence."
Watch the video: https://wp.me/p3RLHQ-lPQ
* Company website: https://www.advantech.com/
* Solution page: https://www2.advantech.com/nc/newsletter/NCG/SKY/benefits.html
Sign up for our insideHPC Newsletter: http://insidehpc.com/newsletter
Network Operations Center or NOC services involve Proactive Monitoring and Management of your network infrastructure. ConcordantOne Tech has proven expertise in Network Operations Management (NOC). ConcordantOne Tech provides 24/7 NOC Service.
Top 10 Network Operation Center Best Practices
In this free ebook you'll find tips
and best practices related to:
5 Essential tools NOC must have:
1. How to develop and maintain team knowledge and skills
2. Training new NOC Team
3. Improving communication and collaboration within and outside the NOC
4. Escalating, prioritizing, and handling problems
Fiber to the Home: Making That Business Model WorkYankee Group
What are the technologies that will power the Anywhere Network®? As our old-generation network expires and broadband becomes more utility than luxury, many have begun to question whether a sustainable and profitable business model for fiber exists. With a virtually unlimited capacity, scalability and potential for ubiquitous-ness, the technology itself appears a sure winner in the race for the next-generation network. But what will make fiber a successful investment?
Vendors and service providers have struggled with finding a business model that works for fiber to the home (FTTH). The current single source, one service provider for one customer model is too constrained. Rather, companies must look beyond the historical strategy of investment versus competition, embrace interoperability and work together to employ an open-access model for FTTH.
In this webinar, analysts Benoit Felten and Wally Swain explore how an open-access FTTH business model works, how to optimize it and what makes it the best solution for vendors and service providers.
This presentation covers an industry perspective and a roadmap towards 5G with open and democratized interfaces. It covers examples of open reference platforms and how open source communities can complement standard bodies such as 3GPP and IEEE. It characterizes RAN and user and control plane core micro services and discusses opportunities for embedded network telemetry for emerging machine learning applications.
Speaker: Tom Tofigh, Principal Member of Technical Staff (Architect) at AT&T
The slides givews an overview of the Ericsson 5G training program for 2018, including fundamentals as well as technical overviews of 5G Core and 5G RAN.
Passive Optical Networks (PON) technology
brings an evolution in the industry of Telecommunication for the
provisioning of High Speed Internet (HSI) and Triple Play
bundled Services that includes Voice, Data, and Video Streaming
throughout the world. In Pakistan most of the service providers
are offering broadband services on traditional copper OSP
(Outside Plant) network since 2000. Demand for the high speed
internet and broadband is increasing rapidly, it is desired with
great need to migrate from traditional copper based OSP network
to PON – FTTx (Fiber To The x) infrastructure. Considering the
geographical requirements in Pakistan a scalable fiber network is
required which can be optimized as per the user’s requirements
and demands with high speed bandwidth efficiency, involving the
minimum losses and with ideal capital expenditure (CAPEX). In
this work a platform for migration from copper to fiber access
network with a scalable and optimized PON – FTTx
infrastructure in green field and dry field areas of Pakistan have
been proposed using Geographic Information system (GIS). In
any developing country like Pakistan having the same cultural
and geographical topology, this platform can be used to migrate
from copper to fiber access network to provide the PON based
telecom services. The developed platform for migration from
copper to PON based fiber has been studied, planned, and then
simulated on a selected geographical area of Pakistan with
physical execution that showed better and efficient results with
reduction in capital and operational expenditures. A factual plan
without ambiguities assists the operators of Pakistan to
analyze/forecast bandwidth requirements of an area, optimized
network planning along with the in time and efficient
deployment.
A Network Operations Center (NOC) is a centralized location where a team of IT professionals monitor, manage, and troubleshoot a company's network infrastructure. The NOC is responsible for ensuring that the network is running smoothly and efficiently, identifying and resolving any issues that may arise, and proactively monitoring the network to prevent problems from occurring.
In a typical NOC, IT professionals use a variety of tools to monitor and manage the network, including network management software, monitoring tools, and security systems. They also maintain documentation of the network infrastructure, including diagrams, network configuration details, and other relevant information.
The NOC team is usually composed of network engineers, system administrators, and security experts, who work together to ensure that the network is secure, reliable, and available. They also provide technical support to users who experience problems with the network or related systems.
Overall, a Network Operations Center is an essential component of any organization that relies on a complex network infrastructure to conduct its business. It enables IT professionals to effectively manage and monitor the network, ensuring that it is always available and performing optimally.
According to GSMA, 5G to account for 15% of the global mobile industry by 2025 as 5G network launches accelerate. 5G is on track to account for 15% of global mobile connections by 2025, as the number of 5G network launches and compatible devices ramps up in 2019, according to a new GSMA report. Let us look at the supporting technologies for 5G and the widespread applications of 5G across multiple industries.
5G Network Architecture, Design and Optimisation3G4G
Presented by Prof. Andy Sutton, Principal Network Architect, Architecture & Strategy, TSO, BT at The IET '5G - State of Play' conference on 24th January 2018
*** SHARED WITH PERMISSION ***
5G will give consumers higher smartphones speeds and fiber-like wireless connections to the home, and it will unlock exciting new IoT use case from immersive augmented reality to remote haptic-enabled surgery to connected cars and smarter cities. 5G will impact the entire mobile network and associated ecosystem, from devices to radio access to the mobile core and into the cloud. Ericsson 5G Plug-Ins are designed for the radio access network and leverage the technology innovations enabled by the award-winning Ericsson 5G Radio Test Bed and Ericsson 5G Radio Prototypes already deployed and in operator 5G field trials worldwide.
Learn more: http://www.ericsson.com/spotlight/networks/secure-app-coverage/5g-plug-ins
View our MVNO SERVICE PRESENTATION for an easy read on some of the MVNO services we offer
★ MVNO/MNO NEGOTIATIONS
✓ Negotiation of MVNO wholesale agreement
✓ Negotiation of additional terms
✓ Contract review and advice
★ PRODUCT AND SALES PLANNING
✓ Product/Service Planning
✓ Market Segmentation and data
✓ Market forecasts and modelling
✓ Marketing Planning and costing
★ DEVELOPMENT OF BUSINESS PLAN
✓ Corporate Strategy
✓ Financial planning and modelling
✓ Investment analysis
✓ Operation planning
✓ Product and Marketing
★ LICENSE APPLICATION
✓ Advise and experience in relation to submitting for MVNO license
✓ Business planning and modelling with a focus on the application
✓ Preparation of License Application documentation as required by the telecom regulator
★ MVNO WORKSHOP
For more information please visit: www.yozzo.com
In this deck, Greg Wahl from Advantech presents: Transforming Private 5G Networks.
Advantech Networks & Communications Group is driving innovation in next-generation network solutions with their High Performance Servers. We provide business critical hardware to the world's leading telecom and networking equipment manufacturers with both standard and customized products. Our High Performance Servers are highly configurable platforms designed to balance the best in x86 server-class processing performance with maximum I/O and offload density. The systems are cost effective, highly available and optimized to meet next generation networking and media processing needs.
“Advantech’s Networks and Communication Group has been both an innovator and trusted enabling partner in the telecommunications and network security markets for over a decade, designing and manufacturing products for OEMs that accelerate their network platform evolution and time to market.” Said Advantech Vice President of Networks & Communications Group, Ween Niu. “In the new IP Infrastructure era, we will be expanding our expertise in Software Defined Networking (SDN) and Network Function Virtualization (NFV), two of the essential conduits to 5G infrastructure agility making networks easier to install, secure, automate and manage in a cloud-based infrastructure.”
In addition to innovation in air interface technologies and architecture extensions, 5G will also need a new generation of network computing platforms to run the emerging software defined infrastructure, one that provides greater topology flexibility, essential to deliver on the promises of high availability, high coverage, low latency and high bandwidth connections. This will open up new parallel industry opportunities through dedicated 5G network slices reserved for specific industries dedicated to video traffic, augmented reality, IoT, connected cars etc. 5G unlocks many new doors and one of the keys to its enablement lies in the elasticity and flexibility of the underlying infrastructure.
Advantech’s corporate vision is to enable an intelligent planet. The company is a global leader in the fields of IoT intelligent systems and embedded platforms. To embrace the trends of IoT, big data, and artificial intelligence, Advantech promotes IoT hardware and software solutions with the Edge Intelligence WISE-PaaS core to assist business partners and clients in connecting their industrial chains. Advantech is also working with business partners to co-create business ecosystems that accelerate the goal of industrial intelligence."
Watch the video: https://wp.me/p3RLHQ-lPQ
* Company website: https://www.advantech.com/
* Solution page: https://www2.advantech.com/nc/newsletter/NCG/SKY/benefits.html
Sign up for our insideHPC Newsletter: http://insidehpc.com/newsletter
Network Operations Center or NOC services involve Proactive Monitoring and Management of your network infrastructure. ConcordantOne Tech has proven expertise in Network Operations Management (NOC). ConcordantOne Tech provides 24/7 NOC Service.
Top 10 Network Operation Center Best Practices
In this free ebook you'll find tips
and best practices related to:
5 Essential tools NOC must have:
1. How to develop and maintain team knowledge and skills
2. Training new NOC Team
3. Improving communication and collaboration within and outside the NOC
4. Escalating, prioritizing, and handling problems
Fiber to the Home: Making That Business Model WorkYankee Group
What are the technologies that will power the Anywhere Network®? As our old-generation network expires and broadband becomes more utility than luxury, many have begun to question whether a sustainable and profitable business model for fiber exists. With a virtually unlimited capacity, scalability and potential for ubiquitous-ness, the technology itself appears a sure winner in the race for the next-generation network. But what will make fiber a successful investment?
Vendors and service providers have struggled with finding a business model that works for fiber to the home (FTTH). The current single source, one service provider for one customer model is too constrained. Rather, companies must look beyond the historical strategy of investment versus competition, embrace interoperability and work together to employ an open-access model for FTTH.
In this webinar, analysts Benoit Felten and Wally Swain explore how an open-access FTTH business model works, how to optimize it and what makes it the best solution for vendors and service providers.
This presentation covers an industry perspective and a roadmap towards 5G with open and democratized interfaces. It covers examples of open reference platforms and how open source communities can complement standard bodies such as 3GPP and IEEE. It characterizes RAN and user and control plane core micro services and discusses opportunities for embedded network telemetry for emerging machine learning applications.
Speaker: Tom Tofigh, Principal Member of Technical Staff (Architect) at AT&T
Ciaran O'Neill & Amye Kenall: Peering into review - Innovation, credit & repr...GigaScience, BGI Hong Kong
Ciaran O'Neill & Amye Kenall: Peering into review - Innovation, credit & reproducibility. Talk 1 in the "What Bioinformaticians need to know about digital publishing beyond the PDF2" workshop at ISMB 2014, Boston, 16th July 2014
Design and Implementation of RSLA Antenna for Mobile DBS Application in Ku-...Dr.Joko Suryana
In this research, a satellite on the move DBS receiver has been designed and implemented based on Radial Line Slot Array (RLSA) antenna which operates at Ku band. This antenna is implemented with brass as conductor and air (er ≈ 1) as dielectric material and has eight concentric array slot pairs to achieve conical beam, better gain and wider frequency bandwith compared to Makoto Ando model. From the simulation and measurement results we can see that our RLSA prototype has passed the technical specifications . This antenna has conical beam, with 14.22 dBi at 12.0 GHz, operational frequency bandwidth about 1.7 GHz and axial ratio about 3.79 dB. For enhancing the RLSA prototype, we also have developed the 2 x 2 planar RLSA antena which has about 6 dB additional gain. Moreover, this low cost implementation of RLSA antenna will decrese the CAPEX of DBS deployment at public trains, ships and buses in Indonesia
Mainstream Renewable Power chose eircom managed network services to deliver q...eircom
By choosing eircom to build, manage and secure its infrastructure, Mainstream has developed a strategic ICT relationship that is helping deliver on its strategic vision.
Telco 2.0 Transformation Index - Methodology and ApproachSimon Torrance
An outline of the business model framework and analytical methodology of the Telco 2.0 Transformation Index, giving comparative scores and in-depth analysis on leading telcos / Communication Service Providers' transformation to the 'Telco 2.0' business model. Initial companies covered include Telefonica, Vodafone, AT&T, Verizon, Etisalat, Ooredoo (formerly Qtel), Singtel, and Axiata. Areas covered: Markets and Position; Service Offerings, Value Network, Technology, and Finances.
The under taken study of Bharat Sanchar Nigam Limited (BSNL) is a Public Sector Enterprise of the Govt. of India. The study aims to propose revival/restructuring of the company. The findings of the study will additionally suggest the necessary changes that need to be made for revival/ restructuring of BSNL.
Software defined radio technology : ITB research activitiesDr.Joko Suryana
A.Introduction
1.From 1G to 5G
2.5G, from Device to Data Center
B.Programmable Networks
1.Software Defined Radio Technology
2.From Software-Defined Radio to Software-Defined Networking
3.Project Example : Princeton Univ : Software-Defined Cellular Core networks and New York Univ USA : SDN-controlled LTE using SDR
C.SDR Projects at LTRGM ITB
1.SDR for 5G Physical Layer Design
2.SDR for AESA Radar Receiver
3.SDR for Nanosatellite Ground Station
4.SDR for Communication and Identification for IFX
1. Session 1. Introduction :
NW Oursourcing by Vendor and Wholesaler
Part 1 : NW Outsourcing : Introduction
Part 2 : NW Outsourcing : BTWholesale View
Part 3 : NW Outsourcing Survey Results : by Booz Allen
Part 4 : NW Outsourcing by Vendors : Vendors as Network Owners
Dr.Ir.Joko Suryana
Joko Suryana ITB 2011 1
2. Part 1 :
Network Outsourcing :
Introduction
Dr.Ir.Joko Suryana
Joko Suryana ITB 2011 2
3. Network Outsourcing : Background
• Many operators are seeking to streamline their cost structure in
response to declining average revenue per user (ARPU).
– As a consequence, operators have been scrutinizing their network
operating expenses (OpEx), which typically constitute between 17%
and 20% of total operating costs.
• Operators have also begun looking to vendors to :
– operate and maintain all or part of their network
– move the network to next-generation technologies
– help drive down network operating expenses
• Partnering takes a variety of forms, ranging from outsourcing
specific tasks to management of all operations and maintenance
activities.
– Even network sharing and managed capacity options, in which the
operator pays the vendor on a per-use basis, are being considered.
Joko Suryana ITB 2011 3
11. NW Outsourcing by Operator Interest
• The interest in outsourcing is growing, but
operators are confronted with different
challenges :
– emerging market operators are dealing with strong
growth
– mature market operators face sinking ARPUs and
network convergence.
• Consequently, individual operators will each have
their specific reasons and rationale for pursuing
different network outsourcing arrangements.
Joko Suryana ITB 2011 11
30. Part 3 :
NW Outsourcing Survey Results
by Booz Allen
Dr.Ir.Joko Suryana
Joko Suryana ITB 2011
31. Outline
• Why Outsource?
• What Gets Outsourced ?
• Who Outsource ?
• Which Vendor ?
Joko Suryana ITB 2011
32. Why Outsource ?
• More than 90 percent of respondents said their primary goal was to reduce operating
expenses (OPEX).
• Only in North Africa were operators not driven by OPEX reduction; instead, they were
motivated by the desire to “remove the headache” of managing large workforces over vast
geographies.
• Indeed, many respondents cited better cost control—the ability to manage those large
workforces more flexibly as demand changes—as a significant benefit of outsourcing.
• Meanwhile, reducing capital expenses was rarely cited.
Joko Suryana ITB 2011
33. OPEX Saving by Outsourcing
• Overall, operators are quite happy with the results of their outsourcing efforts.
• Two-thirds of respondents said they had realized their OPEX savings goals for the
most part—no matter what their initial goals were.
• Indeed, all of those who reported a savings goal of more than 30 percent reported
meeting that goal, at least in part.
Joko Suryana ITB 2011
34. What Gets Outsourced ?
• Telecom operators have been outsourcing a variety of network functions, including
the designing and building of new network technologies.
• Yet as operators complete much of the work needed to upgrade to faster xDSL and
3G technologies, and business cases for FTTx remain unclear, operator attention
has turned again to outsourcing the ongoing “run” operations of their traditional
businesses
• For the same reason, outsourcing providers are also concentrating more of their
efforts on developing operations and maintenance services beyond core
equipment provision.
Joko Suryana ITB 2011
35. Willingness to Outsource
• Every telecom operator either has considered outsourcing the
three primary areas of field services operations : site operations,
maintenance and administration or already outsourced.
Joko Suryana ITB 2011
36. Who Outsources?
• Multinational mobile operators and cable companies were the most willing to outsource.
• European fixed-line operators were less likely to outsource than mobile carriers, thanks primarily to
concerns that the complexity of fixed-line operations increased the risk of transferring control to
outsourcers, and might actually increase costs in the short-term as vendors struggle to manage that
complexity .
• Mobile operators in Europe were typically more likely to outsource than those in other regions,
where the cost benefits were harder to realize.
Joko Suryana ITB 2011
37. Which Vendors ?
• The technical proficiency of candidates is critical to the selection process, but not whether a
prospective outsourcer also made the equipment that runs the operator’s network .
• Equally important is whether the candidates maintain a strong local presence, given just how
resource-intensive many of these network and field operations can be.
• Indeed, most operators did not view a vendor’s strong presence in neighboring countries as
adequate to their needs; operators said they would rather share in-country resources—and
savings—with their competitors than risk cross-border resources being stretched too thin.
Joko Suryana ITB 2011
38. Part 4 :
NW Outsourcing by Vendor Challenges
for Wholesale Operator :
Vendors as Network Owners
Dr.Ir.Joko Suryana
Joko Suryana ITB 2011
39. Evolution of Telecom Value Chains
• Innovation in the telecom value chain has created a number of
now-familiar supply options; could ‘vendor as network owner’ be
the next evolutionary step?
Joko Suryana ITB 2011
41. Vendor as Network Owner Rationale
• Vendors and Operators have strategic and economic incentives to moving
towards a Vendor Network Owner model, which can also promote
consumer benefits
Joko Suryana ITB 2011
44. Telecom NW Layer :
Managed Service View
• The layers of a telecoms network are not all equally suited to
the vendor ownership model
Joko Suryana ITB 2011
45. Charging Models
• Vendor Network Owners can mix and match different
charging models to monetise network
Joko Suryana ITB 2011
53. Tantangan Operator
• Market and business related
– Persaingan yang makin ketat
– Declining pendapatan voice
– Profitability dari layanan mobile
broadband yang masih kecil
– Perubahan business landscape
– Investasi untuk penggelaran
teknologi baru
• Technology and network related
– Pemilihan teknologi
– Struktur cost sistem seluler
– Scalability dan spectrum
– Offered bit rate versus coverage
dan load
54. Tantangan Bisnis Operator pada
Lingkungan Kompetitif
Tantangan Requirement
High Debt Ratio
Balance Sheet Re-engineering
• High finance fee
High OPEX
Lower OPEX solution
• High Operation cost
High Churn rate
• Intense competition Faster go-to-market
• Inefficient loyalty program
High CAPEX
Risk sharing
• High investment on new services
58. Benefit Finansial Outsourcing : Reduksi OPEX
• Menurunnya ARPU dan tekanan persaingan membuat operator
mencari usaha untuk menjaga margin dengan cara menurunkan
OPEX yang terkait dengan jaringan.
• Meskipun penghematan biaya bisa diperoleh secara in house
dengan perbaikan proses, pelepasan aset dan pengurangan
karyawan
– Namun hal ini hanya akan berdampak sedikit terhadap prosentase
penghematan sehingga tidak cukup untuk menaikkan EBITDA.
Menurut para konsultan strategi telekomunikasi, seharusnya
penghematan OPEX bisa dilakukan sampai dengan 15-30% atau
setara dengan perbaikan EBITDA sebesar 8 %.
59. Financial Benefit dari Outsourcing:
Dari sisi OPEX
Visibilitas dan Prediktabilitas OPEX
• Dengan outsourcing, service provider akan mempu
melihat kedepan dan dengan lebih pasti
memperkirakan besarnya biaya OPEX
– Hal ini akan meningkatkan kemampuan service provider
dalam melakukan perencanaan bisnis, serta OPEX
budgeting sehingga bisa mengurangi resiko bisnis.
• Sebagai tambahan, service provider dapat
mengoptimalkan keseimbangan antara service level
dengan cost.
61. Benefit Finansial Outsourcing : Reduksi CAPEX
• Selain reduksi OPEX, operator juga dituntut untuk
melakukan minimisasi CAPEX atau paling tidak optimalisasi
CAPEX untuk mendapatkan perlindungan margin serta arus
cash.
– Investasi CAPEX cenderung ditujukan untuk infrastruktur baru
• Infrastruktur eksisting harus tetap menghasilkan arus kas
untuk mendapatkan pengembalian modal ( ROI )
– Namun demikian, infrastruktur mengalami depresiasi seiring
waktu sehinggan berdampak pada EBIT
Reduksi CAPEX dengan Outsourcing bisa mencapai 5-6 %
62. Financial Benefit dari Outsourcing:
Dari sisi CAPEX
Perbaikan Utilisasi CAPEX untuk Peningkatan
Arus Kas
• Perbaikan utilisasi CAPEX merupakan salahsatu
kunci utama untuk menaikkan arus kas suatu
operator
• Managed service dapat mencakup desain
jaringan, aktivitas operasi dan optimasi jaringan
yang pada gilirannya berdampak pada perbaikan
utilisasi CAPEX
63. Benefit Finansial Outsourcing :
Reduksi OPEX dan CAPEX
• Pyramid Research telah melakukan survey bahwa penghematan biaya
dengan melakukan outsourcing mencapai 22 % baik untuk OPEX maupun
CAPEX.
• Semakin banyak porsi yang di outsourcing-kan, semakin besar dampak
penghematannya.
66. Komponen Cost Operator Telco :
Berdasar Jenis
• Biaya penyelenggaraan suatu layanan terdiri dari
beberapa komponen direct cost :
– Direct labour cost
– Direct cost dari subkontraktor
– Direct cost dari material
• Selain itu terdapat juga biaya-biaya lain, berupa
indirect cost :
– Indirect labour cost : departemen SDM, sisfo kepegawaian
– Indirect cost dari subkontraktor : transportasi, bea cukai
– Cost yang terkait dengan pegawai : sewa ruang, peralatan
IT, kendaraan, SPJ
– Bunga bank, pergudangan dan training
67. Komponen Cost Operator Telco :
Berdasar Jenis
• Selain direct cost dan indirect cost ada biaya lainnya yang disebut
sebagai : hidden cost oleh ketidakefisienan operasional
• Bila proses internal tidak tanggap dan tidak dioptimasi terhadap
dinamika pasar seperti :
– Makin ketatnya persaingan
– Pengurangan margin profit
– Munculnya pelanggan tipe baru
– Kebutuhan baru dari pelanggan eksisting
– Kemunculan teknologi baru
– Layanan baru
– Pertumbuhan resource internal
• Maka akan mengakibatkan organisasi menjadi tidak efektif dan
efisien 100 %, sehingga menimbulkan biaya tambahan yang bersifat
hidden.
68. Komponen Cost Operator Telco :
Berdasar Jenis
• Hidden cost lainnya juga bisa ditimbulkan oleh
kurang optimalnya kinerja alat produksi, buruknya
level layanan serta indikator kinerja :
– Buruknya kapasitas
– Tidak meratanya coverage
– Lambatnya troubleshooting
– Kurangnya SDM di lapangan
Akan membawa pada ketidakpuasan pelanggan,
berpindahnya pelanggan ke kompetitor sehingga
berdampak pada penurunan pendapatan
69. Komponen Cost Operator Telco :
Berdasar Proses Bisnis
• Pada bisnis jaringan mobile, proses bisnis terdiri dari dua
kelompok besar :
– Front office : sales and marketing
– Back end office : coverage, capacity and functionality
72. Komponen Cost Operator Telco :
OPEX Jaringan
• OPEX Jaringan terdiri dari • Dalam contoh berikut,
biaya-biaya : reduksi OPEX
– Planning dan optimisasi – Planning dan optimisasi
jaringan : 23% jaringan : -6%
– Managemen dan operasi – Managemen dan operasi
jaringan : 17 % jaringan : -4 %
– Pemeliharaan jaringan: 16 % – Pemeliharaan jaringan : -4 %
– License fee : 12 % – License fee : -3 %
– Sewa site, sewa bandwidth: – Biaya Transisi : +1 %
23 % • Dengan outsourcing, total
– Biaya lain-lain : 9 % biaya OPEX jaringan akan
• Dengan outsourcing, total berkurang sebesar 15-17%
biaya OPEX jaringan akan
berkurang sebesar 15-30%
74. Reduksi Biaya Planning
dan Operasi Jaringan
• Direct cost :
– Perencanaan , operasi dan pemeliharaan jaringan merupakan
fungsi-fungsi yang menghabiskan banyak anggaran.
• Belanja pegawai untuk operasi jaringan membutuhkan 20-30% dari
anggaran jaringan
• Biaya ini bisa ditekan, bila dilakukan outsourcing karena MS provider
menggunakan strategi shared service melayani beberapa operator
sekaligus.
• Indirect cost :
– Operator juga dapat melakukan penghematan OPEX, karena
managemen pergudangan dilakukan oleh shared service yang
mendapat pekerjaan outsource dari beberapa operator.
• Hidden cost :
– Dengan terpenuhinya KPI dan SLA, maka penghematan hidden
cost juga bisa ditekan
75. Reduksi Biaya Equipment Maintenance
dan Vendor Management
Direct cost :
• Reduksi Equipment Maintenance
– Pengurangan biaya juga bisa dilakukan pada reduksi License fee dan
aktivitas vendor-service support.
– Operator dapat menghemat OPEX hingga 4% melalui outsourcing.
Indirect cost dan Hidden cost :
• Reduksi Biaya Vendor Management
– Dengan penunjukkan outsourcing satu pintu, maka interface
administratif akan dikelola oleh service provider yang mendapatkan
pekerjaan outsourcing.
– Sebagai contoh, Telecom New Zealand telah melakukan penghematan
lebih dari 74M Euro dengan menyerahkan managemen 20 vendor ke
fihak yg menerima outsourcing
77. Analisis Finansial sebagai Pertimbangan
dalam Keputusan Outsource Jaringan
• Analisis finansial menyediakan dua sudut pandang penting :
– Analisis spending berdasarkan kategorinya : perangkat hardware,
personnel, fasilitas dan lain-lain
– Analisis spending berdasar aktivitas : perawatan, operasi,
perencanaan, optimasi dan lain –lain
• Hasil analisis ini membawa pada identifikasi item apa atau tahap
mana yang bisa dilakukan penghematan
– Item atau tahapan yang dihemat biasanya terkait dengan indirect cost
dan hidden cost
• Analisis finansial juga diperlukan untuk perhitungan trend spending
beberapa tahun mendatang
• Hasil analisis juga harus menyediakan suatu cost baseline dari OPEX
dan CAPEX perusahaan untuk menjalankan bisnis dalam beberapa
tahun ke depan.
– Cost baseline ini nantinya akan dipakai untuk mengevaluasi proposal
yang diajukan oleh vendor atau service provider.
78. Pengembangan Model Finansial
• Setiap pelanggan prospective seharusnya melakukan analisis
finansial untuk memberikan perbandingan teknikal dan bisnis yang
dilakukan secara in-house dibandingkan dengan outsourcing.
– Analisis ini hendaknya menguji elemen biaya internal seperti :
pegawai, training, transportasi dll
• Suatu service provider penyedia outsourcing hendaknya
mengajukan usulan cakupan pekerjaan yang memenuhi persyaratan
dengan analisi ROI serta penjelasan tentang cost benefit
terhadap bisnis baik dalam nilai nominal penghematan serta
parameter indikator kunci ( SLA dan KPI )
• Pada skema outsourcing tradisional biasanya kerjasama dilakukan
dalam multi-year, namun demikian pada skema outsourcing saat
ini, dapat dibuat suatu masa payback period dalam satu tahun atau
kurang sehingga mendorong level kerjasama dalam jangka yang
lebih panjang dengan scope pekerjaan yang makin lebar.
81. Benefit : Sebelum Outsource
• Gambar disamping
mengilustrasikan business
case dari suatu implementasi
program efsiensi yang
dilakukan oleh suatu
operator.
• Pada tahun awal, terjadi
peningkatan upfront.
• Pada bulan ke 18 terjadi
breakeven, sedangkan untuk
mencapai tingkat
penghematan yang
diinginkan diperlukan waktu
selama 23 bulan.
• Walaupun penghematan
dapat diperoleh dalam
jangka panjang, dampak
jangka pendek tidak disukai
kebanyakn operator
82. Benefit : Setelah Outsource
• Gambar di samping berikut
kinerja operator setelah
outsourcing
• Kemampuan vendor untuk
merealisasikan skala
ekonomi dan sinergi serta
kemampuan untuk
mendistribusikan investasi
memungkinkan untuk
penghematan up front
• Meskipun dalam jangka
panjang penghematan yang
diperoleh lebih kecil,
perhitungan NPV
memperlihatkan hasil yang
baik
85. Scope dari Outsourcing berdasarkan
Parameter Finansial yang Dikelola
• Terkait dengan parameter Finansial (CAPEX dan
OPEX) yang dikelola terbagi dalam beberapa tipe :
– Tipe out tasking :
• Model 1 : outtasking
– Tipe Managed Operation :
• Model 2 : full technical operation
• Model 3 : site rental and transmission cost management
– Tipe Managed Capacity :
• Model 4 : asset optimization and supply chain management
86. Scope dari Managed Service berdasarkan
Parameter Finansial yang Dikelola
87. Model 1
• Level terendah dari Managed Service adalah Out-
tasking, yaitu bentuk awal dari Outsourcing.
• Outtasking merupakan penugasan operator kepada
Managed Services provider untuk melaksanakan tugas
operasi parsial dari fungsi atau proses yang terkait
dengan managemen jaringan atau layanan.
• Pengukuran kinerja dibuat berdasarkan task-based KPI
– Dalam hal ini Managed Services provider mendukung
operator untuk melakukan penghematan pengeluaran
OPEX yang terkait SDM
88. Model 2
• Level scope berikutnya dari outsourcing adalah Full
technical operation
• Managed Services provider mengerjakan tugas-tugas
operasi jaringan atau layanan secara penuh dengan
tanggung jawab menjaga end-to-end KPIntuk
melaksanakan optimasi, desain dan aktivitas
pembangunan.
• Model outsourcing ini merupakan model yang paling
banyak digunakan dalam industri telekomunikasi.
• Operasi jaringan yang full ini memerlukan staff transfer dari
operator ke Managed Services provider sehingga
memungkinkan reduksi OPEX secara substansial
dibandingkan dengan Outtasking
89. Model 3
• Pada scope pekerjaan level lebih tinggi selanjutnya
Managed Services provider menangani bukan hanya
operasi teknikal secara penuh, namun juga melakukan
tugas-tugas Site and transmission cost management
mewakili operator.
• MS provider bertanggung jawab dalam mengelola
infrastructure sharing seperti tower, shelter, power dan
lain sebagainya.
• Model outsourcing ini juga melibatkan staff transfer dari
operator ke Managed Services provider.
– Oleh karena itu, selain berdampak pada reduksi OPEX terkait
dengan SDM , reduksi lebih jauh juga terjadi pada OPEX
jaringan.
– Skema model outsourcing ini juga berdampak pada
pengurangan capital expenditure(CAPEX).
90. Model 4
• Scope yang paling luas dari outsourcing adalah Asset optimization
and supply chain management.
• Model ini membuat peran Managed Services provider lebih besar
dalam optimasi coverage dan capacity mewakili operator dengan
tanggung jawab penuh untuk menyediakan kapasitas jaringan pada
saat apapun dan dimanapun.
• Karena penggelaran jaringan sangat terkait dengan demand aktual,
maka disini operator bisa lebih pasti melakukan optimasi cash flow
dan modal ( OPEX dan CAPEX ).
• Terkait dg jaringan, operator hanya melakukan order dan membayar
tambahan coverage dan capacity baru yang disediakan oleh MS
provider dengan suatu pernjanjian SLA dan end-to-end KPI yang
disepakati.
91. Model 4
• Bagi operator, hal ini berarti terjadi pengurangan resiko dan
reduksi cost sekaligus atau reduksi OPEX dam CAPEX.
• Managed Services provider bertugas mengelola technical
operation, site and transmission cost management, serta
capacity and coverage management dari jaringan yang
dimiliki operator.
– Staff transfer biasanya juga termasuk dalam skema outsourcing
ini
• Dengan in-depth partnership ini , operator dapat
mengamankan efisiensi OPEX serta produktivitas CAPEX
karena vendor melakukan optimasi total cost of ownership
jaringan.
93. Outline
• Telco Trends
– From Network-centric to Service-centric
– Network Infrastructure become a non core-business
– Network Infrastructure is a burden rather than competitive advantage
– Outsourcing is a must for Service Providers
– Telco trends will push service providers to become Telco 2.0 operators
• Future Business Model of the Service Providers
– Telecom Services and Content Sales Company
– Telecom view vs Internet view Business Models
– Non conventional Telco Actors
• Next Generation Managed Services
– Build/operate/manage
– Managed Infrastructure
– Managed end-to-end services operations
– Full Outsourcing
• Vendor Selection
97. From Network-centric to Service-centric
• Service providers are moving from a network-
centric to service-centric environment to meet
consumer and enterprise demand for innovative
multimedia applications and services.
• Increasing focus on the end user and meeting this
demand requires advanced network deployment.
• But in the current cash strapped environment
how can this be accomplished while at the same
time achieve reduction in total cost of
ownership?
99. Network Infrastructure become a non core-business
• Increasingly telecom operators are viewing
ownership of the network infrastructure as
outside their core-business.
• Driving this trend are the increased speed of
innovation cycles, and the pressures of time-to-
market.
• In this new environment, the operators are
attempting to mitigate the risk of making upfront
investments in new technologies before the
technology has proven itself in the marketplace.
100. Network is not Competitive Advantage Anymore
• The fact is that the network is no longer a unique
selling point to their customers – rather it is the
services offered over the network that is of
primary interest.
• So the service providers must walk a tightrope of
implementing a broad set of technologies in
order to offer state-of the- art services to end-
customers, but at the same time being careful
not to overload those customers with new
offerings and technologies.
101. Network Infrastructure as a Burden
• It is apparent that the ownership of network
assets can increasingly become a burden to
today’s telecom operators rather a competitive
advantage.
• Network sharing and Outsourcing will become
more and more important in the overall telecom
business model and will include share all network
elements – core, access, transport and service
platforms, the legacy network, and new
extensions and technologies or lease the network
based on outsourcing.
102. Outsourcing is a must for Service Providers
• A clear indication of this trend is the increasing demand for
solutions that include outsourcing, or at least the sharing of
telecom network infrastructure.
• Just a few of the indicators that the network is no longer a
commodity includes the specialization of telecom carriers into a
variety of wholesale segments, such as backbone service providers.
• Other indicators include the increase in co-locating and sharing
mobile sites and a trend to leased line unbundling.
• The use of managed and hosted applications is on the rise, as is the
trend on the part of the telecoms to look to an outside firm to
manage capacity.
• In fact, the entire legacy network can be outsourced. This can occur
in a selective fashion – e.g. the transport network of a mobile
operator; or full outsourcing of the operation of a legacy network to
an independent 3rd party vendor.
103. Service Providers will transform to Telco 2.0
• Through creative partnering and innovative risk sharing
options, new managed services and outsourcing business
model options provide the framework for creating a next
generation enabled portfolio of services for consumers and
enterprises ready for Telco 2.0; without compromising
network performance, service quality and security.
106. Future Business Model for Telecom
Operators
• In the future, service providers will hardly
resemble the companies they were in the late
20th and early years of the 21st century.
• For example, they may position themselves as
your friendly “Telecom Services and Content
Sales Company.”
• They will no longer own or operate a telecom
network infrastructure, and will focus exclusively
on customer acquisition, interaction and
retention.
107. Future Business Model for Telecom
Operators
• Tomorrow’s service providers will diversify by offering
unique services and content in combination with attractive
pricing.
• They likely will offer these services and content via hosted
platforms they do not own, and will bring their products to
the end-customers via a fully converged shared network
infrastructures.
• One of the biggest shifts in the transformation of today’s
operators will be their evolution from an organization
focused on engineering and technology to becoming a
nimble marketing brand that delivers innovative and
sophisticated cutting-edge services to its customers.
109. Business Landscape Changes
• We can see a transition from
the “telecom view” to the
“Internet view” or a
combination of the two.
1. In the first case the main
aspect is the infrastructure
and services that are
added “on top of” the
networks.
2. Using the second view the
networks are seen as an
asset similar to roads,
railways, water supply,
Transform schools that are needed in
order to facilitate markets,
companies and the society
to function as expected.
110. Non Conventional Telco Actors
• As identified by a representative for the Gartner group at
the Mobile World Congress in Barcelona 2009 other types
of actors make large efforts in order to obtain a share of the
internet business and to connect customers more closely.
• Examples are :
– Microsoft (SW)
– Nokia (mobile phones)
– Google (internet), i.e. large, global and powerful companies.
– Skype
• Therefore, Future Service Providers should offer
competitive services to their customers for maintaining the
businesses
111. Wholesale providers need to help retail providers
Manage costs and Introduce new services
• Core revenues for traditional players are slow
growth or flat
– They are looking to manage costs
– They are looking for external help in managing costs
• Service providers need new areas so that don’t
lose out to new players
– Wholesaler needs to help traditional players introduce
new services
– Wholesaler should as soon as possible offer the
managed services and network outsourcing
113. Next Generation Managed Service
• The current uniform outsourcing model is rapidly changing
as vendors and operators gain insights from existing deals.
• There are three elements will shape the next generation of
managed networks:
– First, the combination of network sharing and outsourcing,
wherein multiple operators agree to share active and passive
network elements and outsource the operations of those
elements to a vendor.
– Second, wider use of asset transfers beyond the current
software and test-bed transfers.
– Third, the growth of out-tasking beyond its traditional domain
of field maintenance to include mission-critical aspects such as
NOC operations and network optimization
115. Managed Services also Have Changed
• What the preceding makes clear is that the entire
concept of “managed services” has changed.
• No longer can managed services be limited to
operationally focused and network-centric.
• The main components of the old approach — NOC
services, multivendor maintenance and network
outsourcing — were sufficient in an environment
where point solutions, cost savings and the bottom line
were primary considerations.
• But the next generation of managed services, out of
necessity, shifts the emphasis significantly to a focus on
the end-customer’s services.
117. Next Generation Managed Services
• Specifically, next-generation managed services are geared
toward achieving business transformation via a services-
centric approach.
• The goal is to give customers the services they want, where
they want them, when they want them across a variety of
devices.
• In striving to achieve this goal, risk mitigation is evolving
into a risk sharing approach.
• Greater attention is given to implementing both top- and
bottom-line solutions — and to the need for significant,
nonlinear reductions in CAPEX/OPEX.
• Instead of short-term tactical advantages, the focus is
firmly on long-term strategic gains.
118. NG-MS : Build/operate/manage (BOM)
• Meeting demand for telecommunication services is an
essential part of transformation.
• A qualified partner can help network operators with a
comprehensive approach to cost-effectively roll out,
operate and manage a new network deployment.
• In the build phase, this typically includes design, planning,
engineering, installation, integration, optimization test and
turn-up.
• The operate-and-manage phase typically includes
monitoring, fault management, field maintenance, repair,
and performance and configuration management.
• Eventually, operational responsibility can be transferred to
the network operator.
119. NG-MS : Managed Infrastructure
• In building on the basic BOM approach, a trusted
partner can share a portion of the risk in the early
years of deployment with the network operator.
• Instead of paying all CAPEX up front before realizing
any new revenues, the network operator can share the
risk of build-out with the partner by deferring a share
of the cost until it realizes subscriber growth.
• This isn’t just a bottom-line solution: The freed-up
dollars can be used to build subscriber growth further
and faster — and grow the top line in the process.
121. NG-MS:
Managed end-to-end services operations
• By focusing operations from a network-centric to a
services-centric approach, a partner expands
operations support beyond the traditional network
boundaries to include customer premises devices that
control end-user services.
• Thus the “network” now includes devices like IP set-top
boxes and IP modems, which are monitored for
performance quality and customer-relevant metrics.
• Put another way: Operations processes are extended
beyond just the traditional network to cover services-
based metrics in a fully migrated, IP-based end-to-end
network environment.
123. NG-MS: Full Outsourcing
• In assuming end-to-end network operation processes and related
functions, a partner can help network operators address critical
requirements in a services-centric approach to business.
• Full outsourcing can be defined as creating a “virtual” telecom
services provider by the combining network operations outsourcing
with a transfer of assets to the managed services provider.
• The role of the outsourcing partner is to operate the new “virtual
telco” and to manage the partnership of what would typically be
multiple parties, where each performs a clearly defined role.
• This results in a tailored, single-sourced solution allows for clear
accountability and helps increase the focus on quality, while helping
to ensure a smooth transition to next-generation networks and
realize long-term financial objectives.
127. Establish realistic expectations about
benefits and scope
• Having a clear set of objectives and a business
case that can be benchmarked are prerequisites
for convincing senior management to make the
commitment to network outsourcing.
• Common pitfalls are overestimating savings,
inadequately defining the scope of the
outsourcing project, and mixing outsourcing
initiatives with other infrastructure projects (such
as next-generation networking migration).
129. Define a detailed picture of the
desired end-state early on
• Operators that successfully execute outsourcing deals
define a detailed picture of the desired end-state early in
the process—and further validate this with the respective
vendors.
• Having a clear understanding of one’s expectations and
requirements is central to maintaining control throughout
the vendor selection and negotiation process, and then
arriving at a satisfactory outsourcing contract.
• Designing the end-state model requires answering the
following questions: scoping, operations and process
model, KPI and performance model, governance model
• What dispute arbitration mechanisms should be installed :
asset model, payment model, 3rd party contract, HR
transition model
130. Use a structured process for vendor
selection
• Vendor selection is one of the most critical decisions an operator
will make.
• Entering into an outsourcing relationship can provide real benefits
as outlined; however, revision of the decision or late vendor
changes can be painful.
• Consequently, we advise operators to follow a rigorous and
transparent deal-definition and partner-selection process.
– The process is characterized by the early development of the desired
end-state by the operator.
– A select group of vendors should be involved extensively to validate
and test the end-state, prior to the issuance of an RFP.
– These discussions should involve key personnel who will be the
leaders of the organization post-outsourcing.
– While the investment in terms of resources and time might seem
initially excessive, a clear and jointly held understanding of the details
and alternatives for a future outsourcing deal is critical to future
success.
131. Align and communicate
• Senior management support for the outsourcing initiative and
internal communication of the implications for employees are vital
to ensuring success.
• Insufficient attention to these elements has often resulted in
attrition of more than 20% of operator staff during the process, not
to mention needlessly drawn-out negotiations with potential
vendors.
• How to align and communicate?
– On the first point, we’ve already noted the importance of a sound
business case and end-state model.
– With respect to the second point, operators must supply their staff
with early and honest explanations of how the outsourcing deal will be
implemented, what these changes will mean for how people do their
work, and how job performance will be evaluated and rewarded.