relative impact of supply chain on revenue and cost

www.theinternationaljournal.org > RJSSM: Volume: 05, Number: 09, January 2016 13

Relative Impact of Supply Chain on Revenue and Cost: Evidence from the Indian

Telecom Sector

Vijay Arora

Research Scholar, Faculty of Management Studies,

Manav Rachna International University, Faridabad, India

&

Suresh Bedi

Dean – FCBS and Director, IQAC

Manav Rachna International University, Faridabad, India

ABSTRACT

Telecom sector plays a crucial role in infrastructure development of a country and its economy. The

study was set out to review supply chain of telecom sector and its impact of revenue or cost of

organisation of the sector. The study has sought to review the current supply chain dynamics of Indian

telecom industry and to identify key factors of telecom industry’s supply chain and their relationship

with either revenue or cost of organisation. Further on study has sought to establish that supply chain

management impacts not only cost but revenue also equally in fact more than the cost in telecom

sector. The study propose to establish linkages of supply chain operations with financial performance

parameters of revenue and cost for organisation of the sector so that relationship equation can be

established by individual organisation and performance can be improved. Once linkages are clearly

established in organisation, it helps organisation to align supply chain strategies with overall business

strategy of organisation and help organisation to be agile by bringing flexibility in supply chain.

Keywords:India, Telecom Sector, Supply Chain, Revenue, Cost, Impact

1. India’s Telecom Sector: A Brief Overview

India today is the foremost focal point for global economies. According to Bertelsmann Foundation

and the Centre for applied research, Munich, Germany Transformation Index (BTI) Rankings of 2014,

India was ranked 26th and China 84th in terms of economic and political transformation.(Bertelsmann

Stiftung, 2014)The Indian telecom sector contributed significantly to the growth of the Indian

economy. Success story of telecom in India has got only few parallels in the world. With just about

5.07 million connections in 1991, when liberalisation started, it has grown to be the world’s second

largest network with a subscriber base of 938 million in July 2014.(Telecom Regulatory Authority of

India, 2010)(Telecom Regulatory Authority of India, 2014)The telecom subscriber’s base touched one

billion in mid of year 2015.(Telecom Regulatory Authority of India, 2015)The total number of mobile

subscriptions in India is expected to increase to approximately 1.4 billion by 2020, covering almost the

entire population.

Figure 1-1 Number of Wireless Subscribers

In million

www.theinternationaljournal.org > RJSSM: Volume: 05, Number: 09, January 2016 Page 114

Source: COAI, TRAI Multiple reports

Table 1-1 Number of active wireless subscribers, 2009-15

In million

Source: COAI, TRAI Multiple reports

Out of total telecom subscriber base of 1009.31 million subscribers, 98 per cent that is 983.21

million subscribers are mobile subscribers and only 2 per cent that is 26.10 million subscribers are on

wire line technology. Out of these 983.21 million mobile subscribers,a healthy 90 per cent that is

885.50 subscribers are active subscribers. (Telecom Regulatory Authority of India, 2015) India grew

the most in terms of mobile subscribers, with 26 million net additions in first quarter of 2015, followed

by China (+8 million), Myanmar (+5 million), Indonesia (+4 million), and Japan (+4

million).(Ericsson, Sweden, June, 2015) As a result of the policy and regulatory initiatives over the

years, the growth of subscribers connected to the Indian telecommunications network has seen a

compound annual growth rate (CAGR) of 44.66 per cent over last five years. (Telecom Regulatory

Authority of India, 2011)With the introduction of upgraded technologies like third generation (3G) and

fourth generation (4G / LTE) in the near future, the data consumption is likely to multiply manifold.

The prospects of continued aggressive growth and availability of a big pool of skilled manpower hold

immense potential for the sector. Telecom sector offers significant opportunities in the growth of a

nation by contributing to its GDP, job opportunities to nationals, infrastructure growth, investments

and consequential growth of other contributory sectors such as information technology, services and

financial sectors. The sector helps not only in the growth of any economy directly but also in terms of

availability of good telecom infrastructure for other important sectors such as banking, education,

medical, travel, and engineering. That way, it results in further growth of nation creating ripple

effects.(Arora & Bedi, 2015)

Figure 1-2 Direct Contribution to Global GDP from Mobile Ecosystem, 2013

In Billion US Dollars

Source: (GSMA Intelligence, 2014)

As per global trends as well, mobile ecosystem world over contributes one to two per cent of GDP

directly and approximately value for the same in year 2013 was that of 870 billion US Dollars.

Approximate 77 per cent of contribution for the same that is 672 billion US Dollars coming from

mobile network operators followed by wireless handset devices manufacturers, distributors and

retailers of mobile devices, mobile content and service application providers.


Figure 1-3 Total Mobile Contribution to GDP, 2013-20


Source: (GSMA Intelligence, 2014)

Contribution to GDP is further higher to three to four per cent if one considers gross contribution.

As per GSMA intelligence, contribution to productivity increase and general economy was 1325 and

174 billion US Dollars respectively making total gross contribution from telecom sector to 2367 billion

US Dollars for year 2013. Further on it is estimated that gross contribution from mobile ecosystem to

GDP is likely to increase to approximately five percent of GDP by year 2020. (GSMA Intelligence,

2014)

Industry had provided implements or applications resulting into efficient processes which earlier

would have taken days or weeks. Industry is now expanding its wings into another industries such as

software development, content driven industries like music, movies, media, gaming, banking,

education, and health sector. The influence that the telecom industry has had on the Indian economy

and day-to-day life in general is echoed in the astonishing spread of telecom technology around the

country. According to a recent study Indian smart phone users now spend 191 minutes per day on

smart phones compared to 128 minutes watching TV. (Ericsson Consumer Lab, 2014) According to a

Telecom Regulatory Authority report there were 904.51 million wireless telecom subscribers in the

country in March’2014. (Telecom Regulatory Authority of India, 2014)

Universality of telecom has had a deep influence on human lives and organisations. In addition to

flexibility of speaking to everyone from any location worldwide, wireless phones / devices have

produced new opportunities for consumer to explore data in form of media news, games, and

subscription of books, magazines, utilities, music, and movies. Organisations have been able to

restructure their ways of working due to better communication facilities like video conferencing and

cloud computing. These have resulted into major cost saving to companies in form of reduced travel

cost, reduce system hardware cost and reduced infrastructure availability due to flexibility of working

from anywhere. Telecom sector is playing a key role in economic and social development of the

country in fact aiding to human social connects through availability of social applications like

Facebook, WhatsApp any time anywhere. Mobile money, mobile health, electronic learning and

mobile education are few other applications being worked on the base of telecom sector resulting into

access to money and health consultation to remotest part of country and effective, economical

education edges of any of the global field of education. The web based age has also facilitated an

unrestricted and quick data availability resulting in effective usage of resources hence improves the

profitability of organisations. In order to meet the consumer or organisation’s requirement for the

output from above said functions it is must that telecom sector is supported by its infrastructure of

networks, hardware/software environments and regulatory guidelines. If the infrastructure of sector is

managed properly than only it can manage industry dynamics.

Indian telecom industry, though being 165 year old, was under government ownership until

1984. Post 1984 private sector was allowed entry in telecom equipment manufacturing. Until 1990 the

Government of India held a monopoly on all types of communication because being driven by pre


independence Telegraph act of 1885. Post liberalisation era (1990-99) Indian telecom market is one of

the most liberalised markets in the world with private participation in all segments. Growth in the

sector was further spearheaded with announcement of new telecom policy (NTP 1994 and NTP 1999)

and with formation of Telecom Regulatory Authority of India (TRAI-1997).Post 2000, Bharat Sanchar

Nigam Limited was established and Videsh Sanchar Nigam Limited was privatised (2002). With

launch of mobile telephony 2002 onwards there was no look back for this sector and growth was

fuelled further with increase in limit of foreign direct investment (FDI) to 74 per cent in year 2005.

(Arora & Bedi, 2015)Technically telecom sector in India initially started with wire line technologies

but over a period of time wireless technologies surpassed wire line technologies and at present

subscribers on wireless technologies represent 98 percent of the industry hence for current study focus

is kept on wireless subscribers and associated organisations as it represents majority section of the

sector. (Telecom Regulatory Authority of India, 2015)

Figure 1-4 Major Phases of Growth of Indian Telecom industry

SourceD & B Research, Overview of Indian Telecom Sector, Retrieved July 24, 2014, from

https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp

Figure 1-5Tele-density Growth, 2008-15

In Percent

Source: Telecom Regulatory Authority of India,Annual Report, 2012-13

Globalisation and progressive regulatory regime resulted into development of telecom sector

and sector became an integral part of Indian economy’s infrastructure. The sector observed a minimal

drop in the number of subscribers during the year 2012-13.(Telecom Regulatory Authority of India,

https://www.dnb.co.in/IndianTelecomIndustry/OverviewTI.asp


2013) The tele-density at the end July 2015 reached to the mark of 80.09 as compared to 78.66 at the

end of year 2012 recording a decrease from 2012 to 13 and then regaining. The trend of tele-density

since March 2008 is as shown below.

Figure 1-6Indian Telecom Sector Revenue (YOY), 2006-2014


Source: Telecom Regulatory Authority of India,Mutiple reports

As per TRAI data, total gross revenue of Indian telecom sector after adjustment of intra

operator interconnection charges, increased from34.6 billion dollars in 2012-13 to 36.6 billiondollars

in 2013-14, showing agrowth of 5.69% over the previous year. Revenue for corresponding period in

2011-12 was 31 billion dollarsand 2012-13 revenue of34.6 billion US dollarsrecorded a growth of 8.68

per cent.Because of unprecedented growth in mobile telephony, the number of mobile subscribers

grew at unbelievable growth rate from ten million in 2002 to 1002 million in 2015. The telephone

density was a meagre 0.8 per cent in 1991 but now stands at a respectable 80 per cent with urban and

rural tele-density of 151 per cent and 48 per cent respectively.(Telecom Regulatory Authority of India,

2011)(Telecom Regulatory Authority of India, 2015)The growth has so far breached several targets set

by the government and continues unabated. The target of tele-density of seven per cent by 2005 and 15

per cent by the year 2010 set in New Telecom Policy 1999 was achieved in 2004 and 2007

respectively and the target of 600 million connections set by the planning commission for the end of

eleventh five-year plan(2007-12) was achieved in February 2010.

As the growth continues, the number of connections crossed the one billion mark in mid of

2015. More than 40 per cent of the current monthly addition over 18 million customers are in rural

areas. This growth will not be only in terms traditional voice or broadband connections. With multiple

research and design activities being made in machine to machine communication, cloud computing,

tracking , and positioning, controlling devices and processes, smart meters, smart grids and smart cities

the number of connected devices and human being together is going to exceed all estimates. This

growth in the sector will predominantly be spearheaded by the growing affordability of handsets,

dongles and services. Second generation (2G- Global System for Mobile Communication- GSM)

subscriber base is estimated to be its highest in 2015 and with third generation (3G) services picking

up now subscribers shall migrate from 2G. Third generation (3G-Wideband Code Division

Multiplexing Access WCDMA/HSPA)subscriber base is anticipated to develop from over 120 million

in 2014 to around 620 million by 2020, resulting into 45 per cent subscribers on 3G. Long term

evolution (LTE) subscriber base is anticipated to be around 230 million by 2020 which will be

approximate 17 per cent of the total subscriber base. Technically at present 2G technology currently

covers 95 percent of country’s population that means 95 per cent of nationals can subscribe to 2G

making it the technology with the broadest spread in India. On another hand 3G covered more than 35

percent of the Indian population by the end of 2014, and is anticipated to spread to approximately 90


percent by the end of 2020. Furthermore, about 40 percent of the population will be covered by LTE

technology by 2020. (Ericsson, Sweden, June, 2015)

Demographically smart phone users in age group 50 years or above rose four times from a

small number in 2013 to 2015. In the same tenure users in 31-40 years age group rose to three times.

Smart phone subscribers users are spending more than three hours a day on their smart phones and 25

percent of them check their phones over 100 times a day. Approximately 30 per cent of this time is

spent on applications like chat, social media, and gaming. 65 per cent of mobile broadband smart

phone subscribers in India give inclination to video streaming for downloading videos. Lower costs of

smart phones are driving the overall uptake of mobile data services in India. The number of smart

phone subscribers is anticipated to touch 750 million by 2020, which in 2014 stood at 130 million.

With this upsurge in number of smart phone subscribers’ data usage is expected to grow approximately

18 times of current levels. This upsurge in data is expected from applications such as video streaming,

social networking, banking and financial transactions. (Ericsson, Sweden, June, 2015)

Major challenges which are being faced by the telecom industry are downward trend in

subscriber growth, network re-engineering, ways to maximise return on capital, data explosion leading

to growth in services, tough regulatory environment, and huge electronic waste generation. Subscriber

growth rate is already down Though sector recovered from its worst ever phase in 2012-13 but

subscribers’ growth trend is certainly going to reduce as soon as market is going to be mature

further.With spectrum becoming a costly and scarce resource, every operator had to relook into their

network design so that they can leverage opportunities to deliver better quality at low cost. In order to

maximise return on capital, industry need to go ahead with project with good return of capital and

balance with low return of capital had to wait.With influx of smart phones and new technologies

surrounding data usage, data growth is clearly visible and expects a data explosion in next five years.

Industry especially operators have to refocus their efforts on engaging customers through services and

experience. With sudden growth in this evolving industry marred by multiple scams regulator is forced

to impose tough regulatory norms forcing stake holder to have a cautious approach. Operators who all

started their operations in 2004-05, need to renew their network because there is need to upgrade

technology to milk existing network which will result into huge amount of electronic scrap getting

generated. This shall certainly leave an impact on environment if not disposed properly.As evident

from present status telecom industry is going through changing time where in on one side revenue is

under constraint and on another side cost is on upward side because of requirement of modernisation

of network to cater to new technologies.

Recent downsizing of most telecom companies signify continued headwinds being faced by the

challenges in the Indian telecom market. Few MNCs like DoCoMo, Sistema even reduced or diluted

their stakes in Indian venture. With huge investments required by operators towards renewal of

network to cater to data services the consolidation process is expected to accelerate so that mounting

debts in industry can be controlled. After reviewing challenges, it is quite clear that telecom industry is

going through tough phase.


Figure 1-7Swelling Debts in Indian Telecom Sector


Source: COAI, company reports, PWC

The industry’s total debt was up 200 per cent from 13.8 billion US dollars in 2008-09 to 41.7

billion US dollars in 2012-13. (COAI, Internet reading, Company reports) With the additional capex

required to cater to above mentioned challenges capital intensive projects need to be undertaken by

organisations in sector which will further add debts to already huge debt and it is estimated that owing

to recent spectrum auctions and cost coming from modernisation efforts debt for 2014-15 is 58.3

billion US dollars. Industry is at risk to become a low profit business and with average revenue per unit

(ARPU) under downward trend margins are stretched. From opportunity perspective there is enormous

opportunity for growth in the spread of telecom infrastructure and provision of services and the past

rapid growth resulted into some processes in supply chains which are modest as sector was prima facie

revenue centric. Need is felt that immediate steps must be taken to repair the situation and optimise

these processes so that costs can be optimised. To overcome these challenges impacting costs, cost

management is a key which industry has to adopt. Owing to these challenges very nature of telecom

sector is having the threat of risk absorbed in it. Need is felt that it is high time that cost needs to be

optimised to manage the risk getting generated through these challenges.

2. Supply Chain Scenario of Indian Telecom Sector

The telecom industry development has been one of the most remarkable development stories in Indian

history. Telecom sector in India and supply chain management as a concept started almost same time

that is around twenty years back. To start with country was not having any much of technical insights

into aspects of telecom networks which put dependence on oversees players for built up and

maintenance of telecom networks. Strong partnerships emerged between global suppliers and Indian

telecom service providers with opening of this sector to private sectors. In these partnerships, global

equipment suppliers were given contracts for equipment supplies as well as helped in designing and

managing operations of networks of telecom service providers. This gave rise to import of most of

equipment from overseas. Because of sudden growth in telecom industry and pressure being on

revenues, sales modelling, network growth and expansion across multiple technologies, supply chain

management function remained as a supporting function and industry could not enjoy the fruits of

optimisation of supply chain management which other industries such as automobile industries easily

did. For management of risk in telecom sector, supply chain has to play a major role in synchronising


the processes to boost organisational performances. Core purpose of this study is to find out whether

impact of supply chain in telecom sector is more on cost or on revenue so that organisations in sector

can drive their strategies accordingly.

In Indian telecom sector, mix of supply chains categories are visible such as outsourced,

financial oriented and market oriented. We have seen some unique supply chain models getting

developed where in supplier is paid for supplied equipment throughout life cycle of product that means

payment for deliveries do not happen on supply but also during course of operations. Success of any

company in supply chain fields depends on meeting principle of five R that means supply chain

success depends upon planning and facilitating: (Kulkarni & Sharma, 2010)

a. movement of Right thing

b. at the Right time

c. at the Right place

d. at the Right cost

e. In the Right quantity

Key factors which every organisation need to possess so that supply chain of any organisation

can be successful are Infrastructure flexibility, customer / stake holders’ co-operation, optimised

network structure, identification / codification system, consideration of geographical constraints,

process capability, logistics economics, and co-ordination among stake holders.

The telecommunications supply chain begins with sourcing of components like semiconductor

chips and software. These components are incorporated into equipment purchased by service

providers. The service providers then use the equipment to build networks and provider service to the

end users. The telecommunications industry is enabled by a complex supply chain that includes:(Arora

& Bedi, 2015)

a. Service Provider / Network operators who provides telecom services such as Aircel,

Airtel, Idea, Vodafone, Videocon, Loop, Spice, Reliance Communications, HFCL, Tata

Tele, Telewings, Bharat Sanchar Nigam Limited (BSNL), Mahanagar Telecom Nigam

Limited (MTNL) and Sistema Shyam Telecom. Overall, in India there are total 22 telecom

circles and each circle has presence of three to four service providers.

b. Equipment suppliers: The telecom equipment market in India is presently led by offshore

companies such as Nokia Solutions, Ericsson, Alcatel-Lucent, ZTE, LG Electronics,

Samsung, and Huawei which have set up their production facilities in the country over the

past decade. Few of the Indian companies such as ITI, Bharat Electronics Limited (BEL),

Shyam Telecom, Tejas Network, Coral Telecom, Realtime System, and Zen had set up their

production unit in India.

c. Component suppliers: Most of electronic modules’ suppliers are foreign supplier such as

Free-scale, ST Electronics, Intel, Flextronics, Harris Stratex, Marconi, and Volex, who

caters to global telecom and electronics customers. With present telecom market upsurge

globally order books of these component suppliers are overbooked and customer who

forecast timely or pay premium gets maximum supplies. Due to economical and

technology transfer policies in India, country is still struggling to make in India rather than

concentrating on Indian products. Though few of these companies have outsourced design

services of components or semiconductors to software services companies in India but

impact of using these designing teams contributing to increase design and manufacturing

capabilities in country is yet to be seen. Other than these suppliers, few suppliers with

manufacturing facilities in India are Commscope, Jabil, ADC Krone, Delta, Sterlite,

Amphenol and Agilient. Indian suppliers who have products of 100 per cent Indian origin

are very few in number but there are few who are in low value addition cases manufactures

as per imported technologies these are such as Shilpi cables, Surabhi Telecom and they

supply mostly passive components.

d. Service providers for contract servicing, Logistics, warehousing:Telecom equipment

installation, operations and maintenance services for this equipment are being done by

telecom gear providers who engage their service partners to provide these services.


Similarly, tower infrastructure providers construct, operate and maintain telecom towers

either directly or through multiple service providers.

e. Infrastructure Providers:Telecom towers facilitate telecom network spread to end users

and there are approximately 500,000+ towers which provides network to more than 90 per

cent of the country’s land area. Tower industry was separated from the telecom network

services sector to get the status of infra-structure industry which gave benefits to telecom

network services providers such as enhanced return on capital investment, quicker access to

market, effective proficiencies and revenue growth. Most of these tower company providers

deal in passive components and assemblies hence indigenisation level is comparatively

higher than active components.

f. Recyclers:Telecom network equipment consists of huge amount of electronic equipment

and most of this equipment has a life not greater than ten years hence need to be upgraded

and replaced with new technologies every ten years or earlier. This results in generation of

enormous volume of electronic scrap. In absence of eco-friendly disposal of scrap these

electronic scrap can create havoc in environment however, country that has limited

recyclers who can recycle this scrap in eco-friendly manner thus bulk of scrap lands in open

market impacting the environment.

In addition to these players’ telecom software providers such as Tech Mahindra, TCS, IBM,

Microsoft, Oracle, Wipro, and Infosys, in value chain who deliver basic telecom software along with

charging solutions.

2.1 Relationship Matrix in Supply Chain of Telecom Sector

The telecommunications supply chain originates with sourcing of components like

semiconductor chips and software. Components supplied by components’ suppliers (C1-C6) are

incorporated into telecom equipment manufactured and supplied by equipment vendors (E1-E4)

purchased by telecom service providers (NO 1). In present time of telecom market upsurge globally,

order books of these component and equipment suppliers are over booked and customer who forecasts

timely or pay premium gets maximum supplies. The telecom service providers then use this equipment

to build new networks with the services of installation, infrastructure and logistics service providers

(S1-S3). Telecom service providers provide services to the end users and charge them with the services

of billing software providers. In the course of provision of services to end users telecom service

providers takes services of equipment, infrastructure and logistics service providers for maintaining

their existing network. (Arora & Bedi, 2015)


Figure 2-1 Supply Chain Relationship Matrix With in Telecom Sector

Source:Arora, V. & Bedi, S., 2015. Forecasting and Supply Chain Performance:A Study of Telecom

Sector in India. The International Journal Of Business & Management, April, 3(4), pp. 200-209

2.2 Prevailing Scenario:

India is able to drive innovation when it comes to software services in the telecom space but the

results are not encouraging when it comes to developing telecom equipment. To become an important

player in the global telecom space India need to create a synergetic telecom ecosystem and build

globally competitive supply chain. For management of risk in telecom sector, supply chain has to play

a major role in synchronising processes to boost organisational performances. Supply chain

performance impacts the organisation’s performance as it relates to its ability to deliver goods and

services in the precise quantities and at the precise times required by customers.(Green Jr, et al., 2008)

Bowersox et al. incorporate performance metrics such as customer satisfaction, delivery speed,

delivery dependability, and delivery flexibility. (Bowersox, et al., 2000)Marketing performance

reflects the organisation’s ability to increase sales and expand market share as compared to its

competition.(Green & Inman, 2005) Financial performance reflects an organisation’s profitability and

return on investment as compared to its competition.(Claycomb, et al., 1999)(Green, et al.,

2004)Therefore, it is necessary that supply chain of telecom sector is analysed and studied so that its

impact factors can be concentrated and worked upon. Also not much study had been done on supply

chain management of telecom industry so it becomes important to study this relationship. This study

aims to verify various factors of supply chain impacting revenue and cost on organisation level in

telecom sector to understand whether supply chain management has more impact on cost rather than

revenue of company in telecom sector.

Very fewarticleshave been published in the recent past in reputed journals which have

relationship withthe proposed research work. For examplestudy from Ajay Talwar(2009) was one of

the studies which tried to study supply chain of cellular phone industry in India (Talwar, 2009)and

further on studies carried out by department of telecom, Government of India along with few partners

like KPMG and FICCI have provided a strongbase for this present research work.(KPMG and FICCI

with Department of Telecom (DOT) and others, 2010)

Most of the performance measures called "supply chain metrics" are nothing more than logistics

measures that have an internal focus and do not capture how the firm drives value or profitability in the


supply chain. These measures may actually prove to be dysfunctional by attempting to optimize the

performance of individual functions at the expense the firm's overall performance and the performance

of the other firms in the supply chain, an approach that eventually decreases the value and

competitiveness of the supply chain.A well-crafted system of supply chain metrics can increase the

chances for success by aligning processes across multiple firms, targeting the most profitable market

segments, and obtaining a competitive advantage through differentiated services and lower costs.

Inappropriate metrics, on the other hand, will result in failure to meet end customer expectations, sub-

optimisation of departmental or company performance, missed opportunities to outperform the

competition, and conflict within the supply chain.(Lambert, 2014)There is need to provide a

framework for developing supply chain metrics that translates performance into shareholder value. The

framework focuses on managing the interfacing customer relationship management and supplier

relationship management processes at each link in the supply chain. The translation of process

improvements into supplier and customer profitability provides a method for developing metrics that

identify opportunities for improved profitability and aligning objectives across the firms in the supply

chain. By understanding the profitability at each link, management, over time, can make decisions that

maximize performance for the supply chain.

Department of telecom came up with its mission to promote research and development and

product developments in cutting edge technologies and services for domestic and worldwide markets,

promote development of new standards and generate IPRs to make India a leading nation in the area of

telecom standardisation and to make India a global hub, for telecom services and telecom equipment

manufacturing. (Department of Telecommunication, Ministry of Communications and IT,

Government of India, 2010) This challenge to manufacturing is identified by government by studies

carried out by Telecom authority of India (TRAI) (Telecom Regulatory Authority of India, 2011) for

encouraging the manufacturing of telecom imports in India and it came out with recommendations to

enhance telecom equipment manufacturing in India. (Telecom Regulatory Authority of India, 2010)

Telecom Regulatory Authority of India through its consultation paper for encouraging telecom

equipment manufacturing in India identified the following measures for sourcing of inputs to be taken

by the stakeholders during the pre-consultation exercise: (Telecom Regulatory Authority of India,

2010)

a. Indigenous manufacturing facilities for electronic components, chips should be established to

have a strong component base.

b. Research and development units that are capable of developing integrated circuits and owning

their own intellectual property rights should be encouraged by declaring their product as

indigenous for policy purposes even if the integrated circuits are fabricated abroad. This will

lead to establishing a strong market presence and the setting up of commercially viable

fabrication facilities.

c. Duties on inputs to the component industry also need to be rationalized.

d. India must strive for 75-80 per cent component sourcing within the country, either through

existing companies or bringing in companies who have been partnering with vendors and EMS

players abroad.

e. The Government needs to promote supply chain development in major manufacturing hubs.

This will lead to cost advantages as well as help the manufacturing process with easy

availability of components.

f. Setting of Electronic Manufacturing Service (EMS) companies should be incentivised.

g. Further, capability and strength of making indigenous VLSIs, providing telecom & embedded

solutions require full exploitation of the country’s infrastructure and export market. In view of

this, indigenous manufacturing of electronic components should be encouraged to have a strong

component base to eliminate delays in product ionisation process on account of component

procurement. Duties on inputs to the component industry should be made zero under deemed

export status.

www.theinternationaljournal.org > RJSSM: Volume: 05, Number: 09, January 2016 4

Federation of Indian Chambers of Commerce and Industry mentioned in their content profile on

telecom sector that an attractive trade and investment policy and lucrative incentives for foreign

collaborations have made India one of the world’s most attractive markets for the telecom equipment

suppliers and service providers. Few such constructive policies are:(FICCI, 2012)

a. No industrial license is required for setting up manufacturing units for telecom equipment.

b. 100% Foreign Direct Investment (FDI) is allowed through automatic route for manufacturing

of telecom equipment.

c. Payments for royalty, lump sum fee for transfer of technology and payments for use of

trademark/brand name on the automatic route.

d. Foreign equity of 74% (49 % under automatic route) is permitted for telecom services - basic,

cellular mobile, paging, value added services, NLD, ILD, ISPs - and global mobile personal

communications by satellite.

e. Full reparability of dividend income and capital invested in the telecom sector.

However in the euphoria of high growth in services, the equipment manufacturing received least

priority. India mainly depends on imported components from China or European countries. Of late, it

is realized that lack of domestic manufacturing may pose a serious challenge to India’s continued

success in the telecom sector. The manufacturing segment is dominated by foreign firms and Indian

companies occupy only a small space in the total domestic manufacturing base. Though there is a

sizeable demand for telecom equipment which is also growing, supply is largely met through imports

from China and Europe. (Chattopadhyay, 2013)

In spite of efforts through consultation papers and strategic plans for increasing Indian products

from Department of Telecom, results are not encouraging and still major portion of huge telecom

equipment demand is getting imported or being manufactured by global suppliers resulting in drainage

of foreign exchange out of shores of country resulting in non-realisation of significant benefits from

Indian market to country’s own economy. Non-availability of Indian products, quality of Indian

products, lucrative financial deals, lead time, price advantage, international commitment / obligations,

aggressive business scenario, ease of installation, after sale service and warranty policies, and

regulatory scenario contributed to non-consideration of business case by Indian suppliers. Considering

this, a concentrated effort need to be put in by public and private sector including technical research

institutions so that development efforts are directed towards future technologies like 5G for network

equipment and 4G and 5G for end user equipment which are expected to be launched in next couple of

years. Moreover, this process of reviewing the manufacturing scenario has to be dynamic because

environment is not sacrosanct and challenges keep on changing on daily basis. Study concluded that

opportunity exists for Indian suppliers and technical institutions to develop Indian product which can

fulfil the need of future technologies and country’s outflow of foreign exchange can be

curtailed.(Arora & Bedi, 2015)

Jayashankar M. Swaminathan in Managing supply chain operations in India: Pitfalls and

Opportunities concluded that supply chain management is challenging even when operating in a

developed economy such as the US. It gets even more challenging in an emerging economy like India.

It is particularly difficult for multinational firms that may have a successful strategy in their home

country that try to utilize the same approaches in India. One of the major challenges of operating a

supply chain in India is the under developed infra-structure for transportation, power and water.

(Jayshankar, 2006)

Mohanty and Dabade in their paper on Prime factors of Vendor Selection for Indian Telecom

Service Provider for effective SCM brought forward thought of Swaminathan in Indian context and

viewed that the procurement (either product or service) is quite cumbersome unlike the developed

economy. Hence to select a vendor or to outsource a service a company has to consider and evaluate

many parameters which sometimes overlap and make the process confusing. Study brought forward

four prime factors from 15 variablesfor vendor selection of Indian telecommunication service provider

as perceived by the procurement authorities of Indian telecommunication service providers(Mohanty &

Dabade, 2013)


3. The RelativeImpact of Supply Chain on Revenue and Cost

Most of organizations concentrate on financial performance while measuring organisational

performance and organisations chase financial results surrounding their revenue and cost to review the

health of their processes. Not much information is available from secondary sources to prove the

impact of supply chain management on organisational performance in telecom sector’s set up in India.

The proposed study is built upon the information collected from the primary sources and it uses

secondary information wherever available. The primary data will be collected from the structured

questionnaires.This study is based on sample data collected from senior executives working in leading

telecom service providers and equipment vendors. Respondents are associated with all major telecom

network providers and equipment vendors in their supply chain, project deployment, planning and

sales function hence, representing a sizeable portion of the sector’s value chain. Out of initial

population frame, 189 senior executives were identified to take out primary data collection,

Questionnaire could be sent to 146 executives who could be contacted. 74 executive responded in a

period of eight months between Janurary’2015 to August’2015 to this survey after a lot of follow-up

with a response rate of approximate 50 per cent. Out of 74 respondents, 43 respondents are veterans of

telecom sector having experience of greater than or equal to 15 years in telecom sectors in multiple

roles. 22 respondents are having experience of seven to fifteen years in telecom sector and balance

nine respondents are having experience less than seven years in telecom sector.

Supply chain impacts financial performance of any organisation but in order to study that

whether supply chain impacts cost more that revenue hypothesis is set which is, supply chain

management has more impact on cost rather than revenue of company. In order to understand

respondents view point on impact of supply chain on revenue or cost of any telecom organisation,

survey question was broken into ten sub-factors marked as consequential damages being faced in

organisation due to gaps in process of supply chain management. Out of ten sub-factors loss in

revenue, loss in market share, brand value damage, lost opportunity to win over competition and

goodwill lost relates to revenue directly. Increased rework cost, loss of anticipated cost saving,

increased scrap cost, premium freight payment, and higher inventories contribute to cost performance

of organisation directly.

Table 3-1 Chi Square Test for Supply Chain Impact on Revenue or Cost

Chi square test resulted in p value < 0.5 for all these cases, hence it is confirmed that relationship

exist between these impacts and supply chain practices.During Kruskal Wallis test, calculated value of

the Kruskal-Wallis test (H) is less than the critical chi-square value, hence the null hypothesis for test

cannot be rejected that means statistically three categories of respondents have same distribution of the

response.Paired Mann Whitney test between veteran and young, shows significance factor greater than

0.05 that means there is no major difference in ranking of categories of respondents

Table 3-2 Kruskal Wallis Test for Significance for Impact of Supply Chain


Table 3-3 Mann- Whitney Test for Significance for Impact of Supply Chain

Source: Survey data

Respondents rank these sub-factors based on their experience in the telecom sector and

consolidated rating is reviewed with weighted average score of each factor. Weighted average score

achieved due to these ranking are tabulated in table 4-28 below:

a. Loss in Revenue:

Loss in revenue came out as most important factor getting impacted by supply chain processes of

any organisation as 52 per cent of respondents rank it in first three ranks. Almost 65 per cent feel that it

is one of the top six important consequential damages due to telecom sector supply chain. Overall

these factors carries weighted score of 7.36 and mean score of 7.37. Revenue loss can happen for any

organisation due to stock-outs resulting from non-availability of real-time insight into available

inventory, not forecasting customer demand, too high reaction time or lead time of situation or

product, unbalance of inventories, challenge in visibility of procure to cash cycle, and challenges in

material requirement planning. All these challenges result into un-fulfilment or partial fulfilment of

customer orders impacting revenue directly.

Table 3-4 Supply Chain Impact on Revenue or Cost

b. Loss in Market Share:

Post loss in revenue, loss in market share came out as most important factor as 53 per cent of

respondents rank it as number first four factors / constituents which are getting impacted due to

practices of supply chain in telecom sector and almost 60 per cent feel that it is one of the top six

important factors / constituents which are getting impacted due to practices of supply chain in telecom

sector. Overall losses in market share gets weighted average score of 6.94 and mean score of 6.99.

Market share can be lost by organisations when competitors are able to grab major chunk of pie of

business due to characteristics such as leaner processes in their supply chain strategy and operations,

reaction strategies to risks, and their approaches. This loss in market share contributes to revenue of

any organisation directly hence this is the second factor in top two impacting revenue.

c. Increased Rework Cost:

Ranked third is increased rework cost that means to repair or rework the scenario or product

once it has gone wrong due to shortcomings in supply chain. 64 per cent of respondents rank it

between rank two to rank six as they feel that after revenue and market share loss, rework cost is


getting impacted by supply chain practices the most and almost 70 per cent feel that it is one of the top

six important factor impacted by supply chain practices. Overall increased rework cost get weighted

average score of 6.70 and mean score of 6.73. Rework is required to be done by organisation in

situations where in either wrong product or wrong quality product or even right product is delivered at

wrong address or at wrong time. What so ever be the reason of rework end result to the organisation

remains same which is wasted time and money and sometimes loss of business even.

Table 3-5Empirics of the Impact of Supply Chain

d. Loss of Anticipated Cost Saving:

Loss of anticipated cost saving such as, not able to achieve possible cost saving due to gap in

supply chain practices is ranked fourth by respondents as 70 per cent of respondents rank it between

rank two to rank seven and almost 62 per cent feel that it is one of the top six important factor

impacted by supply chain practices. Overall logistics activities get weighted average score of 6.40 and

mean value of 6.39. Anticipated cost can be saved only if organisation concentrates on its supply chain

strategy to drive its operations and create a supply chain network to deliver products as per customer’s

requirement by optimum use of available resources and assets. Any gap in any of these factors shall

results in depriving organisation to achieve anticipated cost saving.

e. Damages to Brand Value:

Damages to brand value is ranked fifth by respondents as 56 per cent of respondents rank it

between rank three to rank seven and almost 58 per cent feel that it is one of the top six important

factor impacted by supply chain practices. Overall data analytics get weighted average score of 6.33

and mean score of 6.32. Brand value of any organisation can get impacted by responsiveness of its

supply chain, level of supply chain processes’ integration it achieves with its suppliers and level of

activities integration to deliver products or sources repeatedly. Any slackness in response strategies

and any repeated gap in integrations of supply chain processes or activities results into damage to its

brand value and takes a huge time to recover.


Table 3-6 ALSCAL Test Result for Impact of Supply Chain

f. Increased Scrap Cost:

Increased scrap cost is ranked sixth by respondents as 46 per cent of respondents’ rank it

between rank five to rank nine and almost 60 per cent feel that it is one of the top six important factor

impacted by supply chain practices. Overall data analytics get weighted average score of 6.21 and

mean score of 6.21. Just like rework cost, scrap is result of wrong quality of product or even right

product at wrong time or on wrong address with replacement cost being higher than the crap cost.

Scarp cost is direct cost to any organisation impacting cost performance hence bottom line of the

organisation.

g. Lost Opportunity to Win over Competition:

Lost opportunity to win over competition are ranked seventh by respondents as 58 per cent of

respondents rank it between rank six to rank nine and only 35 per cent feel that it is one of the top five

important factors impacted by supply chain practices. Overall data analytics get weighted average

score of 6.06 and mean score of 6.07. Organisations who are able to leverage the supply chain

capabilities and are able to define best in class supply chain strategies, secure competitive advantage

position over competition and become preferred suppliers for their customer.

h. Premium Freight Payment:

Premium freight payment is ranked eighth by respondents as 56 per cent of respondents’ rank it

between rank six to rank ten and only 41 per cent feel that it is one of the top five important factors

impacted by supply chain practices. Overall inventory management get weighted average and mean

score of 5.86. Premium freight payment is the additional cost which organisation had to pay in order to

rush shipments to bring in materials or components in last-minute in order to overcome gaps in supply

chain practices at own or supplier premises. This additional cost is an exposure to any organisation


which is incurred after consideration of cost benefit analysis as loss in revenue may be higher than the

cost of premium freight payment hence become unavoidable to remain in business.

i. Lost Goodwill:

Lost goodwill is ranked ninth by respondents as 54 per cent of respondents’ rank it between rank

six to rank ten and only 40 per cent feel that it is one of the top five important factors impacted by

supply chain practices. Overall warehousing management get weighted average score of 5.51 and

mean score of 5.53. Good will can be lost by any organisation when so ever there is some unmet

demand of the customer whether stated - unstated or qualitative –quantitative.

j. Higher Inventories:

Higher inventories is ranked tenth by respondents as 53 per cent of respondents rank it between

rank seven to rank ten and only 39 per cent feel that it is one of the top five important factors impacted

by supply chain practices. Overall higher inventories get weighted average and mean score of 5.22.

Higher inventories are accumulated in warehouses or on sites of organisations due to gaps in supply

chain processes such as persistent gap in demand and supply, poor forecasting process or techniques,

challenge in delivery lead times, supplier selection strategies, and inventory unbalances resulting into

huge cost for organisations impacting cost performance by inventory carrying cost, obsolescence cost,

and working capital cost impact.

k. Miscellaneous others:

Other than these top 10 factors, losing supplier confidence due to lack of forecasting, scarcity of

material, loss of functional value are mentioned by few respondents which are getting impacted by

performance of supply chain management in telecom sector. Losing supplier confidence is linked with

lost good will and brand value damages which are already considered. Scarcity of material is related

with loss in revenue hence that is also considered in above ten factors.

In order to further analyse the situation in line with hypothesis that, supply chain management

has more impact on cost rather than revenue of company, factors’ weighted average score is assigned

weight based on its overall rank. Factor which has got number of one score was given the highest

weight age score of 10 and vice versa.

Table 3-7 Supply Chain Impact Revenue or Cost

Weighted average score obtain for revenue and cost, by averaging out the weighed score of all

the factors. Based on this weighted score for revenue came out as 42 which is higher than weighted

score of 30 obtained for cost. Now since weighted score of revenue is more than that of cost hence that

means supply chain practices impact revenue more than that of cost hence we have to reject the

hypothesis.


4. Implications for Supply Chain Management

This research work is a first of kind conducted in Indian context for examining supply chain

dynamics of telecom industry and identifying key factors of industry’s supply chain competitiveness

for impact on revenue or cost.

Supply chain impact financial performance of any organisation and organisations evaluate their

financial performance on a high-level of financial goals or objectives which are being reported on

monthly to quarterly or yearly basis, such as operating or net income, return on investment, (ROI),

return on sales, profit margin, contribution, and earnings per share. These financial performance

factors are important as these reflect the financial results of business decisions organisation take in day

to day activities and all stake holders understand this language of financial performance of business

operations.

Table 4-1 Matrix for Supply Chain Parameters with Factors of Financial Performance

Impact to revenue can be due to supply chain parameters such as product lead time,

transportation time, product quality, stock out scenarios, batch sizes, delivery accuracy at destination,

supplier selection criteria such as single vendor or multi-vendor, effectiveness of supply chain teams,

and forecast of equipment required to realise revenue.Impact on cost performance can be in terms of

delivery cost, cost of product development, inventory carrying cost, packaging cost, batch size,

physical distance between customer and supplier, taxes of state, out of stock scenario impacting cost

due to non-realisation of available inventory, premium freight payment, cost of reworks, cost of

inaccurate forecasts, product selling costs, cost due to warranty expiration due to failure in supply

chain operations, logistics transactions correctness, and cost due to fluctuations in exchange rate.

Results of these financial factors are impacted by supply chain decisions which organisation

takes. An effort is made to review impact on financial performance parameter from supply chain

decisions and same was analysed.After analysis it came out clearly that supply chain impact revenue


more than the cost and this understanding needs to be spread across supply chain constituents across

sector. In order to overcome this challenge, organisations need to create a matrix showing linkages of

these financial parameters with supply chain parameters. With development of this linkage matrix it is

possible for organisation to clearly establish impact on financial performance from supply chain of

organisation and analyse their acts in a way to optimise financial performance.Ratios to which these

supply chain parameters impact factors of financial performance vary from organisation to

organisation. Organisations based on their individual parameters can define these ratios and track these

deliverables. A sample list of supply chain parameters impacting financial performance factors is listed

in table 5-1. Other than these top 10 factors, losing supplier confidence due to lack of forecasting,

scarcity of material, loss of functional value are mentioned by few respondents which are getting

impacted by performance of supply chain management in telecom sector. Losing supplier confidence

is linked with lost good will and brand value damages which are already considered. Scarcity of

material is related with loss in revenue hence that is also considered in above ten factors.Financial

performance of organisation can get impacted by supply chain operations due to cost of material being

sourced from suppliers, services’ cost of supply chain team, cost of logistics service such as

warehousing and transportation, and cost of consequential damages due to supply chain operations.

Revenue of organisation can also get impacted from supply chain operations in terms of revenue

coming from direct product supplies or in terms of revenue coming from services being rendered. Real

impact on financial performance needs to be monitored by telecom sector at project level by

establishing linkages of supply chain constituents with organisation financial performance.

5. Conclusion and the Way Forward

Telecom sector in India is quite instrumental in defining the growth story of country in multiple

ways such as contribution through direct inflow of FDI in economy, infrastructure growth and enabler

for growth of other sectors such as banking, tourism, and transportation. Supply chain of telecom

sector is network of multiple entities and stake-holders such as telecom service providers, equipment

vendors, infrastructure providers, project and logistics services’ providers, components’ suppliers and

regulatory stake holders including Government of India. All these stake holders are connected through

interwoven matrix contracts with each other making supply chain further complex for the sector. Huge

amount of financial flow is happening across these contracts, whether it is cost of services being

charged to one billion consumers from telecom service provider, cost of spectrum being paid to

government by telecom service providers or cost of equipment or services being paid to telecom

equipment and infrastructure provider by service providers.

This study predominantly is an effort to recognise the current dynamics of telecom sector’s

supply chain and its impact on revenue or cost of telecom sector’s organisation. Since it is established

that supply chain management impacts not only cost but revenue also equally in-fact more than the

cost, hence it is must that linkages between revenue and supply chain parameters need to be clearly

established in organisation. Once linkages are clearly established in organisation, it helps organisation

to align supply chain strategies with overall business strategy of organisation and help organisation to

be agile by bringing flexibility in supply chain. In fact customer problems can be envisaged timely and

solutions can be proactively implemented in supply chain helping with a satisfied customer resulting in

a long term association and increase revenues. With inbuilt flexibility in supply chain, organisation can

react to demand variations more assertively and can deliver product timely helping organisation to

realise revenues pretty quickly.

On cost front, optimisation of supply chain processes results in reduction in the cost which

translates into increased margins straight away. Cost of products can be optimised through sourcing of

products strategically, optimisation of purchasing processes, ensuring sound demand and supply

management reducing obsolescence. Warehouse and logistics optimisation efforts can be reduced by

planning transport routes, optimising ware house spaces and strategic positioning of the same,

optimising skill based manpower, and automation in ware houses. Forecasting with more accuracies

shall result in reduction of obsolescence hence reducing cost of obsolescence straight way and will also


help in reducing man hours getting wasted to meet urgencies getting cropped up due to in accurate

forecasts.

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