Optimize network

OPEX and CAPEX

while enhancing the
quality of service
Telecom, media and technology
January 2014

Contents
Introduction01
I. An urgent need to optimize network OPEX and CAPEX02
II. What is at stake? OPEX optimization, CAPEX allocation and QoS mastering03
III. Six key levers to optimize build and run operations04
IV. Complexity mainly comes from organizational and management issues07

Introduction

Based on previous experiences for telecom operators, utilities and other capital
expenditure (CAPEX) intensive industries, EY has defined and successfully implemented
a robust approach, based on best practices from various industries, to helping mobile
network operators (MNOs) and internet service providers (ISPs) optimize their network
while enhancing their quality of service, which has become a distinctive advantage
against mobile virtual network operators (MVNOs) or low-cost operators.
In the following pages, you will find our main thoughts around these programs, as well
as levers for improvement and critical success factors for a sustainable implementation.
We shall describe how we can help telecom operators save up to 40% on operational
expenditure (OPEX) and capital expenditure (CAPEX) by adopting breakthrough models.

Optimize network OPEX and CAPEX while enhancing the quality of service

I An urgent need to optimize network OPEX and CAPEX

In the past few years, the telecom sector has undergone
considerable changes The emergence of low-cost operators and
MVNOs has led to a resurgence of fierce competition on price and,
consequently, a sharp erosion of margins Telecom operators have
reacted to this trend by adjusting their offer mix to maintain average
revenue per user (ARPU) levels and their marketing efforts to
optimize their cost base, mostly in commercial and distribution areas
Investment strategy (the think process) has already been
revamped; however, important opportunities have been overlooked
and must be pursued in terms of cost optimization, notably
concerning the build and run activities. These include refining the
network maintenance process and the renewal strategy or rethinking

the production and maintenance organization and related support

functions Based on previous experiences, EY estimates that these
initiatives represent a potential 15% to 40% gain in both OPEX and
CAPEX, depending on the operators maturity, geography and
degree of integration between fixed and mobile activities.
To avoid disruptions, incidents and a general decline in the quality
of service, a relevant resource allocation process must be set
up Through various network optimization projects for telecom
operators and other CAPEX-intensive industries, EY has defined and
successfully implemented key levers to optimize network OPEX and
CAPEX while improving the quality of service

Figure 1: 200810 change in OPEX

2.0%

1.5%
0.5%

-2.0%

ISPs
-6.0%
-8.0%

-8.0%

Marketing Customer
care

Sales

0.5%

MNOs

IT
services

0.5%

Technical
services

0.0%

Facilities
and G&A

0.0%

-8.0%

-13.0%
Marketing Customer
care

-13.0%
Sales

IT
services

Optimization already
in progress
Source: EY estimates (mature European telecommunication companies (Telcos)).
2

Network
operations

Optimize network OPEX and CAPEX while enhancing the quality of service

Technical
services

Facilities
and G&A

Network
operations

Cost-saving
opportunities

II What is at stake? OPEX optimization, CAPEX allocation

and quality of service (QoS) mastering
While launching these transformation programs across the think, build and run activities, telecom operators should bear
in mind three main objectives:
1. Optimize OPEX by reducing waste and streamlining supervision
and intervention operations: this process is achieved through a
better sizing of both field force teams and central functions, such
as network supervision, to adapt constantly to daily, weekly or
monthly workload variation, and real-time tracking and removal of
non-value-added activities
The planning of technicians activities can be optimized through
better predictive analysis and by pursuing pooling opportunities
Regular monitoring of KPI (average number of interventions per
technician, time to repair, time in the vehicle, etc) dramatically and
quickly enhances productivity
A better tracking of spare parts also leads to the removal of
unnecessary replacements of cards with no fault found
A cut in energy consumption through proper tracking of key
parameters can lead to tremendous savings, as 85% of the total
energy costs of a telecom operator is generated by network and
data center infrastructures
All things considered, these improvements represent a potential
15% to 40% gain in OPEX optimization, depending on the maturity
level of the operators and the network configuration.
2. Define the right allocation of CAPEX: in addition to the
network installation strategy and selection of appropriate network
components, CAPEX optimization is achieved by finding the right

balance between maintenance and renewal activities based on

robust criteria, such as the average life of equipment and the
cost to repair, the localization of the equipment and the various
access constraints associated (for example, antennas located in
remote or difficult-to-reach areas). Based on a proper risk and
criticality analysis, the opportunity to double network assets as
backup equipment should be studied
3. Enhance the quality of service (QoS): an easy way to deal with
this type of program would be to simply freeze all maintenance
expenditures However, quality issues should also be taken into
account by allocating the right amount of resources for an expected
QoS: making less interventions on assets that have proved reliable
in the past and investing more where its necessary to cut drop
calls or failure; on the contrary, accepting a lower service for some
sites or geographies
Different initiatives might be prioritized depending on the main
characteristics of the market: in emerging countries, the focus would
be on network deployment costs and support (eg, through network
sharing) or energy consumption optimization (eg, trade-off between
photovoltaic and fuel-based solution); while in mature markets, the
main cost-optimization targets will concern maintenance operations
and network monitoring
If network sharing used to be a key issue for emerging markets, it
also offers some opportunities for operators in mature countries

Figure 2: Example of QoS targets in a network transformation plan

Failure rate for 1000 sites

Current performance
Mobile
network

123
100

Average performance
Target performance

70

Access problem for 1000 xed clients

155

Current performance
Fixed
network

Average performance
Target performance

100
30

Source: EY estimates (mature European Telcos).

Optimize network OPEX and CAPEX while enhancing the quality of service

III Six key levers to optimize build and run operations

1. Install and run

Network installation
Energy efficiency
Key parameters monitoring
Network sharing

2. Maintain and renew

Preventive maintenance
Predictive maintenance
Critical equipment identification
Failure root cause analysis

4. Make or buy
Make-or-buy strategy
Selection of third parties
Value-added sourcing
Service level agreements (SLAs)
Supplier management

5. Revamp supply chain

Supply chain footprint
Spare parts management
Physical flow optimization
Remote access solutions

3. Optimize process
Alarms monitoring and analysis
Remote intervention
Planning and scheduling
Field efficiency
KPIs and management system
6. Redesign organization
Geographical split and boundaries
Localization of key functions
Pooling opportunities
Sizing
Skills

2. Revamp the maintenance and renewal policy

1. Review the installation strategy (build) and enhance

(run) activities:
Ensure that the network can handle the projected use (through
predictive algorithms and stress tests) and that energy
consumption of the operation is fully optimized Using remote and
machine to machine (M2M) devices can be strategic in the network
deployment, as it is 40% cheaper than on-site interventions

De-average the resource allocation and establish new criteria

for the renewal of Telco equipment to strike a balance between
maintenance and investment This process can be achieved
through the redesign of proper visit and first-level maintenance,
critical asset identification, review of content and frequency
of preventive maintenance, and introduction of predictive
maintenance, based on key parameters deviation

Figure 3: Maintenance and renewal prioritization

Accept higher risks
for very reliable and
non-critical equipment

Alarm reclassification
Review of frequency and
content of preventive
maintenance

Failure impact

Alarm sensitivity analysis

Low

Optimum
maintenance

Low

Optimize network OPEX and CAPEX while enhancing the quality of service

Remote monitoring of
key parameters

Additional visits

First-level maintenance

Preventive and predictive

maintenance

Failure frequency for the main equipments

Source: EY methodology

Improve reliability for critical

equipment: reliabilitycentered maintenance

High

Additional spare parts

Spare equipment
High

4. Reconsider the make-or-buy strategy policy all along the

value chain

3. Upgrade key processes across the think, build and run

value chain, set the appropriate KPIs and deploy a proper
management system:

For each function and key activity, the criteria to choose between
internalization and externalization are:

Intensify remote maintenance and interventions

Ensure the flexibility of the alarm system

The strategic value of the activity, ie, strategic activities that

should be kept in the company

Optimize maintenance rounds through proper planning and

interventions follow-up

The competencies availability

Revamp the daily, weekly and monthly management system to

monitor performance and take corrective actions

The volume workload some processes do not generate enough

overhead to warrant the creation of a specific internal team

Develop a continuous improvement culture, and identify and

promote the sharing of best practices throughout the organization
To ensure maximum benefits, EY considers the introduction of
new technologies as necessary to achieve objectives at the right
pace; for example, process automation and tracking through
PDA and M2M technologies, predictive maintenance algorithms,
intelligent diagnostic systems (TEMIP), route modeling software,
remote intervention systems, advanced alert tracking and analysis
technologies or geo-location devices

In the case of externalization, the setup of a consistent strategy for

the selection and management of third parties is key, taking into
account the total cost of ownership (TCO) approach In particular, a
specific team must be dedicated to manage suppliers on a day-to-day
basis and ensure SLA objectives are met

Figure 4: Impact of levers on the think, build and run value chain
None
Low
Average
High

Think
Strategy

Plan

Build
Select
vendors

Design

Engineer

Run
Test

Operate

Monitor

Support

Installation and production

Maintenance and renewal policy
Processes, tools and
performance monitoring
Suppliers and third parties
Logistics
Organization redesign
Source: EY references.

The main issue is to enhance the capacity and

reliability of critical equipment, thanks to a robust
de-averaged maintenance and renewal policy based
on heavy quantitative data and proper analysis of
root causes for failures
Nicolas Clinckx, Executive Director EY

Optimize network OPEX and CAPEX while enhancing the quality of service

5. Redesign the supply chain footprint and optimize daily physical

flows based on movements, equipment density and technology:

6. Redesign the organization structure for direct and

indirect functions:

Redefine the appropriate location of warehouses

Study the geographical split (number of geographies and

boundaries)

Promote remote access solution and improve the accessibility of

sites when the return on investment (ROI) is acceptable
Ensure a proper sizing of spare parts stocks and optimize physical
flows between operators, vendors and technicians

Agree the best localization for the main functions (central vs

local) based on the expertise required and the need for proximity
and reactiveness
Mutualize processes between the operational and maintenance
task forces
Ensure internal competencies match technological evolutions
(2G, 3G and FTTH)
Reconsider the role of support functions, proper sizing and
adequate hierarchy levels

Optimize network OPEX and CAPEX while enhancing the quality of service

IV Complexity mainly comes from organizational and

management issues
In order to achieve sustainable improvements, optimize network costs on a long-term basis and develop a continuous
improvement culture, a robust transformation approach is needed.
Based on previous projects for telecom operators and other
CAPEX-intensive industries that have already successfully
implemented network transformation programs (such as water, gas,
district heating network and process industries), EY has identified
five critical success factors:
1. Strike the right mix between quick wins and
medium-term initiatives

Medium-term initiatives such as de-averaging the maintenance

policy, appropriate reliability-centered maintenance loop,
proper root cause analysis and problem-solving approach for
recurrent failures
During such programs, 15% to 20% of the total expected gains
can be achieved during the year of the implementation allowing
cash-neutral projects year one.

Quick wins such as proper filtering of alarms, automated remote

access, proper maintenance KPIs and deployment of a relevant
management system

Figure 5: Simulation of best-case FTE OPEX gains while redesigning the organizational model and implementing quick wins

9%
10%

41%

47%

22%
Best-case
OPEX gains

100%

6%
OPEX savings on internal and external
resources (full-time equivalent)
53%

Total
Mutualization
organizational
cost base

Waste
interventions

Productivity

Mid-term
gains

Quick
wins

Total
gains

Remaining
structure
OPEX

Source: EY estimates (mature European Telcos).

Optimize network OPEX and CAPEX while enhancing the quality of service

2. Create a breakthrough in the design of the organization, while

working on practices and performance:
Define the appropriate number of regions within a country
Rebuild the localization and sizing of key functions, depending on
the degree of expertise needed and the need for proximity
Ensure employees skills and areas of expertise are aligned with
the market and anticipate changes in technology, investing in all
relevant pooling and outsourcing opportunities
3. Ensure a strong involvement of the field force during all
phases of the project to ensure commitment and sustainable
implementation: diagnosis, detailed design, pilot or roll-out phases

Due to the vast diversity and volume of assets and

locations to address, the complexity of these projects
is mainly linked to organizational and management
issues, rather than technical ones
Nicolas Clinckx, Executive Director EY

Optimize network OPEX and CAPEX while enhancing the quality of service

4. Define a clear and adjusted communication at all stages to

leaders, managers, field forces and employee representatives to
clarify objectives, explain the methodology and inform about the first
impacts on performance
5. Set up a robust value-added project management office:
detailing project charters, road map and resources needed; tracking
progress and issues with relevant committees progress made and
issues, and taking corrective actions when needed; installing a
continuous improvement approach or identifying next steps

Optimize network OPEX and CAPEX while enhancing the quality of service

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Contact
Nicolas Clinckx
Executive Director
+ 33 1 46 93 59 31
[email protected]

Yann Baffalio
+ 33 1 46 93 64 28
[email protected]