英语课件 Example Benchmarks in a CAPEX ProjectPPT

1、CONFIDENTIALExample Benchmarks in a CAPEX ProjectSummaryThis report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by

2、 McKinsey & Company during an oral presentation; it is not a complete record of the discussion.1BENCHMARKING CONSIDERATIONS IN A CAPEX PROJECTBest practice project benchmarksBenchmarking of overall CAPEX/OPEX indicatorsTop level CAPEX/OPEX productivity was benchmarked base on public, operator-gr

3、oup-wide informationCAPEX over revenues, as a function of revenue growthCAPEX per lineRevenues per employeeLines per employeeNote that these numbers allow for indicative conclusions only, since it is not fully possible to account for distorting effects (e.g., level of outsourcing, group composition/

4、 structure, varying access line growth, etc.)Numerical as well as conceptual best practice benchmarks will besystematically used forReview of business cases (SDH/DWDM, Passportization, Operating systems, Broadband)Investment tool development (e.g., non-recurrent business case, controlling)Source: Te

5、am analysis2BENCHMARKING OF OVERALL CAPEX INDICATORS CAPEX/REVENUESAttention: Whole telecom groups includedSource: Annual reports, Epsicom, analyst reports1999Percent2000OUTSIDE-IN ANALYSIS2818271720162818111318KPNSoneraPortugal TelecomDeutsche TelecomBritish TelecomTele DanmarkTelefonicaFrance Tele

6、comTelecom ItaliaSwisscom4426242419181716122419Bezeq3BENCHMARKING OF OVERALL CAPEX INDICATORS CAPEX/LINESAttention: Whole telecom groups includedSource: Annual reports, Epsicom, analyst reports1999EUR2000OUTSIDE-IN ANALYSIS31743030123417624221914192172149KPNTelefonicaTele DanmarkBritish TelecomDeuts

7、che TelecomPortugal TelecomSwisscomSoneraTelecom ItaliaFrance Telecom460348323235230201176170153176227Bezeq4BENCHMARKING OF OVERALL CAPEX INDICATORS CAPEX VS. REVENUESSource: UBS Warburg; team analysisRevenue GrowthCAGR 2001-2003, percentCAPEX in percent of revenuesAverage 2001/2003, percentExisting

8、 correlation between CAPEX and revenue growth in most operatorsSwisscom as renown case of Best Practice CAPEX Management“OUTSIDE-IN ANALYSIS01020304050051015KPNSoneraSwisscomPortugal Telecom Deutsche Telecom British Telecom Telecom Italia Tele DanmarkTelefonicaFrance Telecom Bezeq5BENCHMARKING OF OV

9、ERALL OPEX INDICATORSAttention: Whole telecom groups includedSource: Annual reports, Epsicom, analyst reportsRevenues/employee2000, EUR thousandLines/employee2000OUTSIDE-IN ANALYSIS286289232481501233252172230250335Telecom ItaliaPortugal TelecomSoneraKPNSwisscomTele DanmarkDeutsche TelecomBritish Tel

10、ecomFrance TelecomTelefonica339318301289223211184148293860269Bezeq6BEST PRACTICE BENCHMARKS PROJECTS (1/3) Source: Team analysisKey benchmarksEXAMPLESDigitalizationDegree of digitalizationERatio of lines digitalized to total number of lines inEuropean marketsAssessment methodologyDifferentiated roll

11、-outEValue assessment methodology for differentiated digitalization strategy per ABC areaPin-pointingEValue assessment methodology for pin-pointed digitalizationRevenuesOverallETotal telephony revenues per subscriber (residential vs. business)VASEEstimated penetration and spending level for various

12、value-added servicesVoice mail penetrationEVoice mail penetration rates in various European countriesCompetitionEExpected customer loss due to competition over timeDigitalization requirementsERegulatory requirements to digitalizeRevenue impactIChanges in customer revenues due to digitalization (show

13、ed no significant effect)Switch line card reservesIRatio of ports not actually used relative to the installed capacitySupplier market shareIMarket share of switching equipment suppliers per regionSwitch end-of-life horizonIExpected life-time of various switch typesDigitalization valueIValue creation

14、 potential of various digitalization strategies (e.g., mass digitalization, differentiated digitalization by ABC area)ProjectBenchmarkExternal/ internal Description7BEST PRACTICE BENCHMARKS PROJECTS (2/3) Source: Team analysisKey benchmarksSDH/DWDMSaving leversECommon areas of potential savings/CAPE

15、X optimizationTraffic reroutingEConcept for optimizing routing/rerouting of trafficReserve levelsTransmission capacityECapacity utilization of linksTributary cardsEReserve levels of tributary cards per ABC areaCapacity utilizationICapacity utilization/constraint development across various regional r

16、ingsTributary card/rack reservesIReserve levels of tributary cards and associate equipment across regionsPDH reservesIPDH equipment available/removed across regionsPoint-to-point linksICriteria for point-to-point link usageRing closuresIRequirements for ring closures and traffic rerouting across obs

17、zarsPassporti-zationPassportization approachEScope and approach of passportization (including degree of passportization) for European operatorsDegree of passportizationINumber of lines passportized/to be passportized per region (logical and physical layer)Passportization unit costISpendings to passp

18、ortize one line per region (actual and planned)Competitive impactIComparison of wait-lists, service applications, and possibility for direct connection per ABC areaOPEX I&MIStaff for installation and maintenance per obszarProjectBenchmarkExternal/ internal DescriptionEXAMPLES8BEST PRACTICE BENCH

19、MARKS PROJECTS (3/3) Source: Team analysisKey benchmarksNOM/NOLSaving leversECommon areas of potential savings based on practices at European operators (especially in software area)Adaptation expendituresICost of NOM/NOL adaptations across regions per cost category (software, interconnection point c

20、onstruction, signaling, other)Software upgradesISoftware upgrade cost per vendorNeostradaTechnological basisEComparison of xDSL and HiS technological platform (including cost assessment)Adaptation expendituresICost of required Neostrada adaptations across regions per cost category (including best/wo

21、rst practice spendings)Planning reservesIFunding reserve levels across regionsHiS equipment reservesIPurchased but not installed HiS equipment across regionsHiS equipment purchase plansIPlans for purchasing HiS equipment in 2002 across regionsADSL unit costIComparison of actual prices vs. assumed pl

22、anning prices across regionsProjectBenchmarkExternal/ internal DescriptionEXAMPLES9BEST PRACTICE BENCHMARKS TOOLS (1/2) Source: Team analysisKey benchmarksTool BenchmarkExternal/ internal DescriptionABC classificationMethodologyEBest practice methodology applied by other (world-wide) operatorsCAPEX,

23、 OPEX, revenuesIDetailed information on CAPEX to build lines, OPEX to maintain access network and revenues per line/switch across regions and obszarsInvestment handbookMethodologyEBest practice methodology applied by other (world-wide) operatorsSubscription costEMonthly telephony subscription fee sc

24、hedules for various operatorsCost sharingEAvailability of financing through municipalitiesCompetitionELicenses of domestic carriers per areaSewage cablesECost comparison of sewage cables across different vendorsNew technologiesEComparison of new technologies from other operators (e.g., DWDM, next ge

25、neration network)Unit cost fiber/copper/ductsIMaintenance costIMaintenance cost for fiber optic lines, aerial lines and multiplexers across obszars (day-to-day maintenance, renovations, repairs)Radio access provisioningIAverage cost of radio access provisioning across obszarsRadio access systemsICos

26、t of radio access system for different vendors (with respect to maintenance, specifications)EXAMPLES10BEST PRACTICE BENCHMARKS TOOLS (2/2) Source: Team analysisKey benchmarksTool BenchmarkExternal/ internal DescriptionBusiness caseMethodologyEBest practice methodology (concept and process) applied by other European operatorsControllingMethodologyEBest practice methodology applied by other operatorsKPIsEIdentification of rele