Bharat Sanchar Nigam Limited
Bharat Sanchar Nigam Limited
Bharat Sanchar Nigam Limited
It
was incorporated on 15 September 2000 and took over the business of
providing of telecom services and network management from the erstwhile
Central Government Departments of Telecom Services (DTS) and Telecom
Operations (DTO), with effect from 1 October 2000 on a going concern basis.
It is the largest provider of fixed telephony, largestbroadband services
provider with more than 60% Market share, and fourth largest mobile
telephony provider in India. However, in recent years the company's
revenues and market share have plummeted into heavy losses due to
intense competition in the Indian telecommunications sector.[2][3]
BSNL is India's oldest and largest communication service provider (CSP). It
had a customer base of 117 million as of January 2014.[4] It has footprints
throughout India except for the metropolitan cities of Mumbai and New Delhi,
which are managed by Mahanagar Telephone Nigam (MTNL).
BSNL provides almost every telecom service in India. Following are the main
telecom services provided by BSNL:
Optical Infrastructure and DWDM : BSNL owns the biggest
OFC network in India. Also the DWDM network is one of the biggest in the
world. The DWDM equipments purchased in open tender at BSNL are mainly
of United Telecoms Limited
( UTL) ) make, which was declared
lowest cost in competitive bidding. Rest DWDM equipments are from Huawei.
The SDH equipments are mainly from Tejas Networks, Huawei, ZTE, ECI,
UT STAR etc.
WiMax: BSNL has introduced India's first 4th Generation HighSpeed Wireless Broadband Access Technology with the minimum speed of
256kbit/s. The focus of this service is mainly rural customer where the wired
broadband facility is not available.
Administrative units
History
languished among the most poorly connected countries in the world. BSNL
was born in 2000 after the corporatisation of DoT. The corporatisation of
BSNL was undertaken by an external international consulting team consisting
of a consortium of A.F.Ferguson & Co, JB Dadachanji and NM Rothschild and was probably the most complex corporatisation exercise of its kind ever
attempted anywhere because of the quantum of assets (said to be worth
USD 50 Billion in terms of breakup value) and over half a million directly and
indirectly employed staff. Satish Mehta, who led the team later confessed that
one big mistake made by the consortium was to recommend the continuation
of the state and circle based geographical units which may have killed the
synergies across regions and may have actually made the organisation less
efficient than had it been a seamless national organisation. Vinod Vaish, then
Chairman of the Telecom Commission made a very bold decision to promote
younger talent from within the organisation to take up a leadership role and
promoted the older leaders to a role in licensing rather than in managing the
operations of BSNL. The efficiency of the company has since improved,
however, the performance level is nowhere near the private players.
planned to increase its customer base to 108 million customers by 2010. With
the frantic activity in the communication sector in India, the target appears
achievable.
BSNL is a pioneer of rural telephony in India. BSNL has recently bagged 80%
of US$ 580 m (INR 25 billion) Rural Telephony project of Government of
India.
Challenges
Challenges
3G coverage
Recognitions
Competitors
Quality of Service[
Censorship
Industry Overview
Quarterly Industry Update
Business Challenges
Trends and Opportunities
Call Preparation Questions
Financial Information
Industry Forecast
Website and Media Links
Glossary of Acronym
Industry Overview
Excerpt from Wired Telecommunications Services Report
Companies in this industry provide services such as local and long-distance
calling, Internet access, and TV program distribution over fixed-line
telecommunications networks. Major US companies include AT&T,
CenturyLink, Comcast, and Verizon Communications; major international
performance.
Note: Some sections may be missing if data is unavailable for the
company. Sam Pitroda committee recommendations
RESEARCH METHODOLOGY:Since the core objective of the study is to identify and study the
process for supply chain
management with performance indicators of supply chain in cellular
industry thus the primary
focus was to gather the factors from literature which is important for
the task at hand & to ensure
that they are correlated factors in practice also. Primary data was
collected using questionnaire
cum interview methodology and was analyzed using different
techniques. In addition to that
research is focused on impact of Supply Chain Management on
Productivity and efficiency
.Further focus is on the factors for minimizing supply chain costs,
maximizing outputs and remove
various barriers for effective SCM.At last focus will be to suggest a
model of effective SCM for
cellular phone industry.
3.1 Preparation of the respondents Database
3.1.1 On line TRAI data base was referred to get the list of the existing
telecomm service
give their 10 ancillary units. Most of them replied that they keep on
varying from location to
location. But they have highlighted the name of the same. Details of all
these were obtained from
different resources and list were prepared as follows.
1) Ericsson 2) Nokia
3) Siemens 4) Nortel
5) Corning 6) IBM
7) Nortel 8) Hinduja TMT
9) Teletech 10) Mphasis
11) Sing Tel 12) Microsoft
13) Google 14) Wimax
15) Qualcomm 16) Huawei
The detailed profile of two main service providers in GSM (Cellular
Industry) selected for research
subject is given in the following next chapter.
3.2 Questionnaire Design
The questionnaires were designed based on the study of literature and
brain storming sessions
held with management faculty and practicing mangers. Feedback of the
respondents, received
during testing of the questionnaire was also considered. The final form
of the questionnaire was
functional heads lasted for around 30-40 minutes. The functional heads
contacted were
for stores , Production , SAP & QA
3.3.3 Sensitivity
Likert Scales were used wherever the perceptions under investigation.
In general a 5-point scale
was adopted. Further sensitivity was ensured as valid by taking
multiple questions pertaining to
similar theme, which helped in counteracting. This care was taken while
designing mapping
scheme for the questionnaire used for data collection to the proposed
suggestions and solutions .
3.3.4 Mapping to Objectives
The questionnaires were traced to the research objectives well before
the data collection was
started to ensure the fulfillment of the objectives. Figure below exhibits
the mappings of the
objectives to the questionnaires.
3.4 Primary Data Collection
The data was collected by administering the questionnaire with the
participating respondents.
Wherever, the respondent so desired, option cards were used to fill up
their responses. Most
FOLLOWING
TO
IMPROVE
1.0 Enhance the quality of senior executives, the management team and
the
decision making process to respond to the competitive business
environment
and the changing market realities.
1.1. Focus on selection of the best professionals from the market, at
market rates
for higher level management, with relevant experience and domain
expertise
(estimated around 3050). Internal candidates should be given equal
opportunity, without any policy of preferential treatment.
1.2. Appoint an eminent person from the private sector with strategic
vision and
the stature to interface with the external environment, as the chairman
to
focus on shareholder value. Separate the post of the Managing
Director/CEO
( From CMD), who should be a person with relevant domain expertise,
with
full P/L responsibilities and autonomy to manage day to day
operations. This
must be done immediately. Also, for efficient decision making,
empower the
MD / CEO with the ability to act as fast as the competition.
1.3. Change the board composition to seven directors, one internal
director (MD /
CEO), two government nominee NonExecutive Directors with relevant
skill
set, three external independent directors of eminence and relevance
and the
non executive chairman. CFO and COO shall be prominent invitee to
the
Board.
1.4. Allow the Ministry to interact only through board representation
and regular
Deepak Parekh
P J Thomas
Dept. of
and