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.
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
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 2008-2010 Strong growth in demand Global vendor market Units Spend Price 2008 2009 2010 Business unit 1 Wide price gaps among business units Significant volume effects Business unit 2 Volume
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
Consolidating the vendor base helps to intensify the competition SIM card example: 2009 80 million units >40 local agreements with 12 different vendors Price variations of up to 400% 2011 120 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 100 66 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
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 2010 3.0 2015 Total mobile data traffic (PByte), Telenor Norway 60 50 40 Traffic volume Network cost (old prices and existing technologies) 0.25 1.0 Touchphone 1.2 Large screen 30 20 10 0 2009 2011 2013 2015 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
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
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
Network modernisation RFQs Network RFQs in all business units by end of 2011 2009 2010 2011 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% -65-70% ~25% ~60% Existing contract New contract ~35% 2008 2011 * ) TCO: Total cost of ownership over the contract period. TCO for RFQ scope vs existing contract prices **) Based on number of sites
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
Sourcing in Telenor Group Bjørn Harald Brodersen, Head of Group