Vendor cost is a significant part of Telenor s cost base

Transcription

1 Sourcing in Telenor Group Bjørn Harald Brodersen, Head of Group cost is a significant part of Telenor s cost base 2010 opex + capex base (NOK 50 bn) 2010 vendor cost breakdown (NOKbn) Other IT ~12 ~13 Network related Other* capex opex * Salaries and personnel cost, buildings and land, commissions, licences and fees, etc.

2 From traditional procurement to strategic Traditional procurement Purchase request Issue RFQ and negotiate Purchase order Tactical Transaction focused Reactive On/off End-to-end Supply market analysis Strategic Fact based and analytical approach Proactive Continuous Sourcing development in Telenor Group -Local procurement -Limited focus on Group scale -Best practice sharing -Active identification of group-wide synergies -Extensive number of global projects -Group portfolio approach -Global organisation Past Present Future

3 Main focus areas of Telenor Group Leverage on Group scale Execute transformation/ modernisation RFQs Ensure proper governance and competence Leverage on Group scale: Identifying the opportunities USB modem example: Estimated modem volume Strong growth in demand Global vendor market Units Spend Price Business unit 1 Wide price gaps among business units Significant volume effects Business unit 2 Volume

4 Unit prices are dropping dramatically through bundling of volumes USB modems SIM cards Microwave 60% 55% 50% Avg. price before GFA* Avg. price before GFA* Avg. price before GFA* *) GFA = Global Frame Agreements Standardising product specifications is a key driver for gaining scale Reduction in number of specifications -65% Typical distribution curve Batteries Before -64% Antennas Target distribution curve Before -48% Rectifiers Before

5 Consolidating the vendor base helps to intensify the competition SIM card example: million units >40 local agreements with 12 different vendors Price variations of up to 400% million units 4 global vendors/agreements Same (low) price for all business units Expanding the use of software licence pools Software licence prices (index) Additional benefits Improves asset utilisation across the Group Removes reseller margins 33 Local licence agreements Global licence agreement w/o financial commitments Global licence agreement with financial commitments

6 3 4 Main focus areas of Telenor Group Leverage on Group scale Execute transformation/ modernisation RFQs Ensure proper governance and competence Network modernisation RFQs Strong data growth will drive network investments Supply market analysis Heavy increase in data traffic in coming years Data growth represents a challenge to traditional mobile voice networks Traffic volume per user (GByte) pr month, Telenor Norway Total mobile data traffic (PByte), Telenor Norway Traffic volume Network cost (old prices and existing technologies) Touchphone 1.2 Large screen Network cost (new prices and technology improvements) Time PetaByte = 1,000,000 GigaByte Existing platform not adaptable to expected traffic growth and not prepared for LTE From Telenor s CMD 2010

7 Network modernisation RFQs market dynamics will intensify competition Supply market analysis New vendors maturing Cost efficient production in Asia High R&D spending Credible technology roadmaps Perceived value HIGH Anticipated market development 2008-> Downstream vertical integration Heavy R&D LOW Cost-efficient follower HIGH LOW Cost Network modernisation RFQs Target is to secure future proof technology at lower TCO for all business units Supply market analysis 1 Create credible threat 5 Establish global swat team to execute RFQs 2 Standardise technical specifications 4 Balance vendor portfolio across the Group to diversify risk 3 Aim for single vendor RAN networks *) TCO: Total cost of ownership over the life time of the contract

8 Network modernisation RFQs A standardised procurement executed to secure improved terms and conditions Supply Market Analysis Expert swat team on Group level Standardised terms and conditions Standardised and transparent RFQ Standardised price models Standardised technical requirements Standardised decision criteria Network modernisation RFQs Continuous follow-up of the vendors is required Supply market analysis Performance development Preferred vendors ment track Global vendor pool

9 Network modernisation RFQs Network RFQs in all business units by end of Uninor (circles 1-5) Uninor (circles 6-8) Telenor Montenegro Uninor (circles 9 13) Telenor Norway Telenor Sweden Telenor Denmark Telenor Serbia Telenor Hungary Grameenphone DTAC DiGi Telenor Pakistan Completed Ongoing Network modernisation RFQs Significant financial and technological benefits Estimated TCO savings of more than NOK 12 bn over life time of contracts Average TCO reduction* Balanced vendor portfolio** ~15% ~40% ~25% % ~25% ~60% Existing contract New contract ~35% * ) TCO: Total cost of ownership over the contract period. TCO for RFQ scope vs existing contract prices **) Based on number of sites

10 A similar, structured approach is now starting within managed services and IT Drivers What is core business and what should be sourced through the vendor market Network op. and maintenance? Application development and maintenance? Application and basic operations? market is developing and service offering is more mature agnostic operations Network and IT domains converging Network and IT services Deploy Operate Maintain ~NOK 2.5 billion annual cost* *) Estimated external cost related to network and IT infrastructure services Sourcing in Telenor Group: Still a large untapped potential One volume One Negotiation One Interface

11 Sourcing in Telenor Group Bjørn Harald Brodersen, Head of Group