Supply Chain and Operational Performance in India's Telecom Sector

Supply Chain and Operational Performance in India’s 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 an important role in infrastructure development of a country and its economy.
The study is set out to review supply chain operations and operational performance of organisations in
Indian telecom industry. Major constituents of the sector are connected with intricate matrix and
engagements are governed by multiple contracts and governing guidelines, making supply chain of the
telecom sector unique in itself. Study has sought to assess and to find out the way supply chain
performance impact organisation’s operational performance. This study has reviewed major
constituents of telecom sector supply chain and engagement matrix among these players. Study has
attempted to review impact of supply chain operations on operational performance parameters of
project performance, financial performance, sales and marketing performance and customer
satisfaction.
Keywords: India, Telecom sector, supply chain, operational performance

1. India’s Telecom Sector: A Brief Historical Perspective and Growth Profile
The governing part acquired by telecommunications in the world-wide business scenario has
resulted into development of telecom services as instrumental in economy of any country. The
telecommunication sector is a significant component of social and economic development of any
nation. Growth of telecom in India is distinctive in itself with meagre 5.07 million subscriptions in
1991, when economy got liberated, it has developed to be the world’s second largest network with
a subscriptions of one billion in 2015. (Telecom Regulatory Authority of India, 2010) (Telecom
Regulatory Authority of India, 2015) 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) With the introduction of upgraded technologies like
third generation (3G) and fourth generation (4G / LTE), the data consumption is likely to multiply
manifold. The total number of mobile subscriptions in India is expected to increase to
approximately 1.4 billion by 2020, covering almost the entire population. 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 per cent of the industry. (Telecom Regulatory Authority of India, 2015)
Telecom sector plays a crucial role in infrastructure development of a country and its economy
through multiple factors such as direct and indirect contribution to GDP, employment to native
citizens, foreign direct investment, and through growth of associated sectors such as information
technology or enabled services, banking, education, medical, travel, and engineering. (Arora &
Bedi, 2016) That way, it results in further growth of nation creating ripple effects. As per
UNCTAD (United Nations Conference of Trade and Development), there is direct relation between
mobile tele-density and growth in GDP per capita in developing country. (D & B Research, 2010)
Sectors like retail, e-commerce and other services sector are heavily dependent on stabilised
telecom sector.
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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) The sector observed a minimal drop in the number of
subscribers during the year 2012-13. (Telecom Regulatory Authority of India, 2013) The drop in
wireless connections is mainly due to deactivation of quiet connections. Wireline subscribers are
only two per cent of total subscribers and the base of wire-line subscribers is continuously
dropping. As per TRAI data, total gross revenue of Indian telecom sector after adjustment of intra
operator interconnection charges, increased from Rupees 2,075 billion in 2012-13 to Rupees 2,193
billion in 2013-14, showing a growth of 5.69 per cent over the previous year. (Telecom Regulatory
Authority of India, 2014)
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. 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, 2G
subscribers shall migrate to 3G. 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
per cent 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 per
cent of the Indian population by the end of 2014, and is anticipated to spread to approximately 90
per cent by the end of 2020. Furthermore, about 40 per cent of the population will be covered by
LTE technology by 2020. (Ericsson, Sweden, June, 2015) India in 2013 had about 826 million
connections against six billion connections all over the world which gives further scope for
advancement. With the prevailing growth rate in India, we can assume that India will be having
major share in non-telephony connections. According to GSMA the total number of connections in
world will be about 15 billion by 2015 and 50 billion by 2020. TRAI assumed that India will have
nearly eight to ten per cent or 1.2 billion connections by 2015 and five billion connections by the
year 2020.
2.
3. Some Contemporary Challenges
Telecom industry is going through changing times where in multiple technical, regulatory,
ecological, market and financial challenges are being encountered due to the same on one side
revenue is under stress and on another side cost is on mounting side because of requisite
transformation of network to cater to upgraded technologies. Major challenges which are being
faced by the telecom industry can be categorised in following categories as below:

3.1 Technical Challenges
Due to adaptation of new technologies to cater to data explosion leading to growth in services,
higher data speed, and obsolescence of old technologies, networks need to be re-engineered.
With spectrum becoming a costly and scarce resource, every operator had to review their
design of network so that they can leverage opportunities to deliver better quality at low cost
3.2 Regulatory Challenges
With sudden growth in this evolving industry blemished by series of scams, regulator is forced
to enforce stringent regulatory norms compelling stake holder to have a cautious approach.
Regulatory guidelines are being imposed by almost all government and non-government bodies
starting from municipal corporations, social associations to Honourable Supreme court of India
making it challenging to operate in environment.
3.3 Environmental Challenges
Operators who all started their operations in 2004-05, are upgrading their network
technologically to milk existing available spectrum which will result into huge amount of
electronic scrap getting generated. Moreover, every year millions of mobile phones are getting
scrapped as mobile phone has got an average life of less than two year. This shall certainly
leave an impact on environment if not disposed properly. Due to non-availability of structured
sector for disposal of electronic goods this, appear as major challenge to environment in times
to come.
3.4 Market Challenges
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. On
another side growth rate of subscribers has shown a downward trend. 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.
3.5 Financial Challenges
Being lucrative industry, the Indian telecom industry is facing intense competition and price
war among approx. a dozen telecom service providers. The New America Foundation's Open
Technology Initiative (OTI) completed a survey on the costs and types of mobile cell phone
packages available to consumers around the world where in India emerged as the country with
lowest tariff and complete cell phone package and it offers consistently lower prices than
others.(
Figure 3-1) (Chiehyu & Ninan, 2010)
Figure 3-1 Global Cell Phone Package Comparisons

US$ per month

Source: Chiehyu, L., & Ninan, M. B. (2010). An International Comparison of Cell Phone Plans
and Prices. U.S.A.: New America Foundation. Retrieved May 2014, from http://newamerica.net/
publications/policy/an_international_comparison_of_cell_phone_plans_and_prices
Recent downsizing of most telecom companies signify continued financial headwinds faced by
the challenges in the Indian telecom market. Few MNCs like DoCoMo, Sistema even reduced 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. Though industry hit the one billion subscription mark during mid 2015
but it continues to be deeply constrained by the negative growth witnessed in 2012. At the end of
the calendar year 2012, the Indian telecom industry closed with revenues of Rupees 1,487 billion
or US$27 billion, a meagre 2.3 per cent of the estimated global telecom revenues of Rupees 1.16
trillion. The industry’s total debt was up 200 per cent from Rupees 827 billion (~. US$ 14 billion)
in 2008-09 to Rupees 2500 billion (~ US$ 42 billion) in 2012-13. (COAI, Internet reading,
Company reports). Bharti Airtel the biggest operator in country alone was having debt of US $
10.67 billion at the close of financial year 2014-15 (Business Standard, 2015) and estimated to be
having debt of approximately US $ 12 billion at the end of second quarter of financial year 2015-
16. Additional costs coming from above mentioned challenges is also adding further debt to debt
ridden industry and it is estimated that owing to recent spectrum auctions and cost coming from
modernisation efforts debt for 2014-15 is Rupees 3500 billion (Approx. US $ 58 billion). Industry
is at risk to become a low profit business and with average revenue per unit (ARPU) under
downward trend margins are stretched.
Figure 3-2 Mounting Debts in Telecom Industry

In Rupees billion
Source: COAI, Company Reports, PWC

Owing to all above challenges industry need to go ahead with project with good return of
capital and balance with low return of capital had to wait. These multiple challenges being faced by the
telecom sector are pushing for higher costs. The growth in the spread of telecom infrastructure and
provision of services is humungous and this rapid growth resulted into some processes in supply
chains which are modest as sector was prima facie revenue centric. There is a requirement that
proactive 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, the 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. Motivation to this study comes from the challenges faced
by the telecom Industry.

Supply chain management as a conception as well as Indian telecom industry has progressed in
the last 15-20 years. Because of impulsive evolution in the industry and stress being on returns, sales
modelling, network growth and expansion across various technologies, supply chain management
persisted as an associate function and industry could not benefit from advancement in functions of
supply chain management which other industries such as automobile industries did. For management
of risk in telecom sector, supply chain has to play a major role in synchronising the processes to boost
organisational performances. Organisations need to minimise the cost wastage getting generated in the
process by initiating critical thinking on components of process.
4. Supply Chain of the Sector and Its Challenges
Supply chain management can be defined as the design, planning, execution, control, and monitoring
of supply chain activities with the objective of creating net value, building a competitive infrastructure,
leveraging worldwide logistics, synchronizing supply with demand and measuring performance
globally. Supply chain management has its inception from the areas of operations management,
logistics, procurement, and information technology, and strives for an integrated approach.
Organisations increasingly find that they must rely on effective supply chains, networks or business
relationships to compete in the global market and networked economy. In Peter Drucker's (1998) new
management paradigms this concept of business relationships extends beyond traditional enterprise
boundaries and seeks to organise entire business processes throughout a value chain of multiple
companies. (Drucker Peter F, 1954) In recent decade globalisation, outsourcing, and information
technology have enabled many organisations to successfully operate collaborative supply networks in
which each specialised business partner focuses on only a few key strategic activities. (Scott, 1993)
This inter-organisational supply network can be acknowledged as a new form of organisation.
However, with the complicated interactions among the players, the network structure fits neither
"market" nor "hierarchy" categories. (Walter, 1990)
The supply chain of telecom equipment originates with sourcing of components like
semiconductor chips and software. Components sourced from these suppliers are assimilated into
equipment manufactured and supplied by equipment vendors which are deployed by telecom service
providers. The service providers deploy these equipment to construct networks and offer telecom
services for voice and data usage to the subscribers. While deploying these equipment, telecom service
providers take the services of installation, infrastructure and logistics service providers. Telecom
service providers charge subscribers for the used services with the help of software which are being
provided by billing software providers. Other than the deployment of new networks, telecom services
take services of operation and maintenance of deployed equipment and network from equipment,
infrastructure and logistics service providers in the course of operation. Due to introduction of new
technologies and obsolescence, service providers have to redesign and reconfigure their network which
will give rise to enormous volume of electronic waste. These electronic waste is required to be
disposed in ecological manner through recyclers.
All these constituents of telecom supply chain are connected with each other with their
complex contracts and their ways of working. Service providers in 22 telecom circles deliver services
through several technologies starting from incumbent technologies of 2nd generation GSM (Global
system for Mobile communications) (2G) and CDMA (Code Division Multiple Access) to current
prevailing technologies of 3rd generation GSM (3G), WCDMA (Wideband Code Division Multiple
Access) and 4th generation Long Term Evolution (LTE). 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 pit
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 the equipment from overseas.

4.1 Supply Chain Constituents of the Sector
To summarise, telecommunications industry is enabled by a complex supply chain that
includes:
a. Telecom Network Operators: Major telecom operates are 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. India's biggest carriers such as Bharti Airtel, Vodafone and Idea
Cellular are associated with each other through Cellular Operators Association of India
(COAI) and dual technology operators such as Reliance Communications and Tata
Teleservices, and pure CDMA players like Sistema Shyam Teleservices are presented by
the Association of Unified Telecom Service Providers of India (Auspi).
b. Equipment Suppliers: Telecom equipment market is commanded by European and
Chinese suppliers such as Ericsson, Nokia Siemens, Huawei, and ZTE. Most of these
companies have managed services contracts with network operators where they design and
maintain networks for telecom service providers on end to end basis. These companies get
support from their governments. On the other hand telecom operators because of their
business cases do not insist on Indian products due to price issue and non-availability of
such product which is designed and developed in India and can replace quality of foreign
made products. However, still there are limited 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 and are producing few numbers
with limited value addition.
c. Component Suppliers: Supply chain of components is crowded with offshore suppliers
such as Free-scale, ST Electronics, Intel, Flextronics, Harris Stratex, Marconi, and Volex
which provides to world-wide telecom and electronics customers. Other than these
suppliers few global suppliers with manufacturing facilities in India are Commscope, Jabil,
ADC Krone, Delta, Sterlite, Amphenol and Agilient. However, due to recent promotion of
make in India campaign more and more global manufacturers are interested in
manufacturing in India to avoid increased duty impact on their products. Indian suppliers
who have products of 100 percent Indian origin are very few in numbers, but there are few
who are in low value addition cases manufactures as per imported technologies these are
such as Shilpi cables, Surabhi Telecom. Most of these suppliers supplies their components
and sub-assemblies to equipment vendors but in some cases based on individual business
cases telecom service providers buys subassemblies like antennas system directly from
these subassembly suppliers.
d. Telecom and Logistics Service providers: Telecom equipment installation, operations and
maintenance services for 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: Major tower service providers who are contributing to
development of telecom sector in India are Indus Towers, Bharti Infratel Limited, Reliance
Infratel Limited, Viom Networks and GTL Infrastructure Limited. Other than these, 5 main
tower companies who own approx. 300K towers, players like Essar Telecom, American
Tower Corp, Tower Vision, Aster Infrastructure, India Telecom Infra Limited, KEC
International, Independent Mobile Infrastructure put together own approx. 15000 towers. In
addition, state owned companies BSNL and MTNL build and maintain their own towers
and their current count is approximately 95000+ towers.
f. Recyclers: With more and more electronic equipment getting scrapped due to renovation of
the network to cater to modernisation requirement owing to technology change and higher
capacity requirement, role of recyclers who can dispose this electronic scrap in ecological
manner, is growing bigger in the sector. According to a report by the United Nations, by

2020, the e-waste generated by computers will rise by 500 percent in India alone and up to
18 times from the 2007 mark for discarded mobile phones. Another alarming fact is that
around 60% of the e-waste generated in India is contributed by 65 major cities and
continues to grow at a rapid rate. (Clean e-India, 2014) However, most of scrap is presently
being handled by unstructured players who are not too much sensitive towards
environmental issues. Few structured players are M/S Tess Emm, M/S Clean e-India and
M/S Karma Recyclers.
g. Regulator: Indian telecom sector has developed a long way in the last 20 years and this
development has been possible because of reforms and liberalization in Indian economy
and regulations. The regulatory and policy changes of the government has played a key role
in this extraordinary progression during the last 15 years. The key regulatory bodies of the
telecom industry operates under ministry of communications are Department of Telecom
for formulating developmental policies for the accelerated growth of the telecommunication
services, WPC Wing for frequency and spectrum management, including licensing and
caters for the needs of all wireless users in the country, Telecom Engineering Centre (TEC)
for formulating specification of common standards with regards to telecom network
equipment, services and interoperability, issuing interface approvals and providing
technical support to DOT, TRAI and TDSAT. Centre for development of Telematics (C-
DoT) is a research and development unit under the Department of Telecom. The DoT has
the public sector undertakings under its fold which are Bharat Sanchar Nigam Limited
(BSNL), Mahanagar Telephone Nigam Limited (MTNL), Indian Telephone Industries (ITI)
and Telecommunications Consultants India Limited (TCIL). In 2004 The Department of
Telecom created 4 vigilance telecom monitoring cells (VTM) to monitor and control illegal
and clandestine telecom operations in the country. These VTM cells were later rechristened
as Telecom Enforcement Resource and Monitoring Cells (TERM) in 2008. The Telecom
Commission is responsible for policy formulation, licensing, wireless spectrum
management, administrative monitoring of PSUs, research and development and
standardization.
TRAI was set up in 1997 by the government of India as an independent regulator of the
business of telecommunications in the country. TRAI is mandated to provide an effective
regulatory framework and adequate safeguards to ensure fair competition and protection of
consumer interests. TDSAT was set up in May 2000 by the government of India to
adjudicate over disputes that arise in the telecommunication sector. TDSAT was established
with the view to protect the interest of the consumers and service providers of the tele-
communication sector and also to encourage and ensure the growth of the
telecommunication sector.
h. Software Providers: Software for running telecom equipment supplied by telecom
equipment suppliers are being supplied by these equipment suppliers only. With emergence
of new technologies more and more telecom products are software controller where in one
hardware can cater to multiple technologies by altering software versions. Hence these
software providers are going to play major role in progress of the sector. Other than
software providers for telecom equipment there are other 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.
4.2 Supply Chain Challenges of the Sector
It is expected that Indian telecom sector had 6.6 per cent of the worldwide requirement for
telecom equipment in 2014-15. (Gupta, 2014) Major forex outflow is expected for procuring
hardrware, software and technology for telecom equipment and its parts excluding mobile
phones. Most of these equipments are getting imported from China and Euorpe. As per
Telecom Systems Design and Manufacturing Association (TSDMA), less than three percent of
total telecom equioment demand is designed and manufactured in India. Even if one adds the
share of foreign companises manufacturing in India then too share of Indian manufactured

goods reaches to 12 per cent. Value addition in India is restriced to only to assembly,
integration and packaging resulting into major forex outflow in form of cost of design,
component procurment and the intellectual property to the country of design or technology
owner. It is apprehended now that deficiency of internal manufacturing is presenting a stern
challenge to India for realisation of benefits from growth of the 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) Multiple studies from Telecom regulatory authority of India (TRAI) in
2010 and 2011 idenfied this as a problem area and could identify that that indigenisation of
telecom equipment attracted the least significance and liberal import regime did not exhert any
push to constiituents of the sector for considering designing and manufacturing products in
India.(Telecom Regulatory Authority of India, 2010) (Telecom Regulatory Authority of India,
2011) Studies established that designing and manufcturing equipment is an crucial activity in
further development of the Indian telecom sector and therefore, same must be exhilarated.
Moreover, other than economic reasons, the security deliberations also pushes for having
indigenious design and manufacturing. Department of telecom shared multiple consulation
papers and strartegic plans for swelling the share of indian products but still foremost share of
enormous telecom equipment demand is being met through imports or being produced by
global suppliers. Thereby, resulting in drainage of foreign exchange out of shores of the
country, resulting in non realisation of significant benefits from Indian market to country’s own
economy.
Supply chain management operations poses challenges for operations in matured
economies such as that of US and challenges further increase for developing economies like
India. Strategies of global companies which are successful in their home country had to be
alterned to major extent to achieve success in developing economies. Challenges of developing
economies such as under developed infra-structure for transportation, power and water poses
touch workign environement for these organisation. (Swaminathan, 2006) In order to cater to
these challenges organisation has to outsource few operations to specialist of these
environment. While choosing such a supplier or service provider to outsource any activity,
organisation has to review and evalaute these service providers on multiple considerations and
these considerations occasionaly overlay and make the process mystifying. Study from
Mohanty and Dabade carried forward four major elements from 15 variables for vendor
selection of Indian telecommunication service provider as perceived by the procurement
authorities of Indian telecommunication service providers (Mohanty & Dabade, 2013)
From Infrastucture providers perspective, preserving infrastructure towers offers a
strong challenge due to various factors like fuel consumption for power generation, stringent
rules of radiations from towers, power usage, and theft of equipment from site, land lord and
owner issues, terrorist activities, guidelines on green telecom, clearance from municipal,
government, community and environmental bodies.
5. Supply Chain and Operational Performance
Organisational performance relates to the degree to which organisation is able to meet its performance
objectives related to market performance as well as its financial performance. No standardized
definition has been arrived about organisational performance by researchers however, results from
study carried out by Ou et. al suggest that results of positive benefits reaped from a successful SCM
implementation show that SCM improves operational performance which yields greater customer
satisfaction and financial performance. Higher financial performance is also attributable to better
customer value resulting from the achievement of better customer satisfaction. (Ou, et al., 2010)
The study from Hsu et. al tested the proposition that supply chain management practices mediate
the relationship between operations capability and firm performance. Operations capability is defined
in terms of a firm's new product design and development, total quality management and just-in-time
capabilities. Results suggested the existence of a direct relationship between operations capability and

performance. (Hsu, et al., 2008) Few researchers have used marketing performance indicators such as
product quality and new product development. The study had shown that quality management (QM)
practices are significantly correlated with the supplier participation strategy and this influences
tangible business results, and customer satisfaction levels. The data also showed that QM practices are
significantly correlated with the supplier selection strategy. (Lin, et al., 2005)
Lia Suhong et al in their study concluded that effective supply chain management (SCM) has
become a potentially valuable way of securing competitive advantage and improving organizational
performance since competition is no longer between organisations, but among supply chains. This
research conceptualised and developed five dimensions of supply chain practice such as strategic
supplier partnership, customer relationship, level of information sharing, quality of information
sharing, and postponement and tested the relationships between supply chain practices, competitive
advantage, and organisational performance. The results indicated that higher levels of supply chain
practice can lead to enhanced competitive advantage and improved organisational performance. (Lia,
et al., 2006) Marketing performance relates to the organisation’s ability to increase sales and increase
market share giving edge over the competition. Financial performance relates to organisation’s
profitability and return on investment as compared to its competition. Supply chain’s main goals are to
provide right product at right time at right cost with right quality and at right location, which
contributes to both marketing and financial performance by improving productivity of resources,
reducing inventories hence, it helps in improving profits and increases market share. Supply chain
management can be considered as an effective tool which can help to reduce cost to company without
impacting its revenues hence, supply chain leads to enhanced organisational performance. Therefore, it
is necessary that supply chain of telecom sector is analysed and studied to improve organisational
performance.
In order to study the impact of supply chain management to organisation performance there is a
need to create a structured approach for reviewing objectives of supply chain management.
Measurement information can be used to set objectives, analyse and resolve problems, and define and
amend processes. Internal measurement of an organisation gives greater insight into performance.
These internal assessments can be done through tools such as SWOT analysis, market research,
strategic planning, SMART goals, company reviews and consulting. However, most of the
organisations concentrate on financial performance while measuring organisational performance. To
measure organisational performance, standalone financial performance is not a true reflection of
organisational performance as most of the time organisation concentrates on passing financial risks to
their suppliers or customer to improve financial performance on short term basis. Most of the
organisations chase financial results without understanding what really creates and sustains results.
From an organisational perspective people (employee’s and customers), products and processes are
measured in terms of productivity, profitability and satisfaction. The measure of satisfaction has only
risen to the top of performance metrics because there is a direct correlation to productivity and
profitability which are extensions of financial performance. (Deragon, 2013)
In order to enhance edge in competitiveness, organisation are adopting a strategy to stick to their
core competencies and outsource non-core competencies. Competitve advantage in organisation
performacne is getting enhanced by coordinating functions across supply chain partners. (Mentzer,
2007) Council of Supply Chain Management Professionals (CSCMP) in India and A.T. Kearney
highlighted seven supply chain best practices or themes that successful organizations across India are
using to gain competitiveness in their organisational performance: (Kearney, 2013)
5.1 Collaborate to Integrate the Value Chain Virtually
Collaboration can be at executed across fucntions or across value chain or even beyond the
value chain as well. In order for success of any collabration it need to work on win-win
approach with complementary objectives with long term milestone clearly maked and tracked
for progress for collabrating organisations.
5.2 Replace One-Size-Fits-All with a Tailored Approach
With a good mix up of organisaitons from veterans to new start up operations, never before
diversity is prevailing in India. Hence approach to deal with veterans may not fit with the start

up organisation so in supply chain approach will have to be customised to approeciate and
working with diverse set of organisations.
5.3 Plan More Frequently and across Multiple Horizons
With fast changing technological, demographical, political and economic environment is
pushing supply chain to its extreme. Executives of successful supply chain need to see the big
picture while also focusing on the details. This can be achieved with in frequent and multi-
horizon planning sessions: weekly reviews for short-term planning, and regular reviews for
long-term planning.
5.4 Implement Pull Replenishment across the Value Chain
In order to reduce costs and services, supply chain organisations in country are following pull
replenishment strategies across their entire value chains from customers to vendors in place of
push replenishment strategies from vendors to suppliers..With this pull strategy customer
ensures that they don’t carry unjustified inventories in their warehouse.
5.5 Actively Manage Complexity
More and more organisaiton in country are adopting supply chain strategies such as value
analysis, activity based costing or business perocess reengineering to optimise the process so
that non value additing activity or processes can be get rid off and value additiona activity or
process can be maximised.
5.6 Let Business Needs Drive Technology and Automation Choices
In order to overcome challenges owing to environment chanages it is becoming must to adapt
to technological advancements and go for automation to meet the business requirments
judiciously. A fine balance needs to be build up between incorporation of technology and
human touch so that competitive advantage can be secured.
5.7 Reconfigure the Supply Chain Organisation to Include Business Management
Capabilities
With change in challenges due to change in environment and business conditions expetations
from supply chain are ever changing . These expectations call for renewing the skill and
capabilites of supply chain professionals cosnidering the business management capabilites and
needs ot the organsiations.
Organisations across industries who follow these practices or strategice approaches, to
overcome challenges for fast pacing environmental chnges can gain competitiveness over other
organsiaitons.
6. Impact of Supply Chain Inefficiencies on Operational Performance in India’s Telecom
Sector
Supply chain management’s main role is to integrate processes or major business functions which run
through or across organisation. 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 to improve organisational performance.
Also both telecom industry and supply chain management function has grown at fast pace in India in
last 15-20 years, a need is felt to measure relationship between these.
6.1 Objectives and hypotheses of the study
With the aforementioned back ground this study tries to find out the impact of supply chain on
operational performance of organisation in the telecom sector in India. The study took into
consideration of various constituents of operational performance of organisation such as project
performance, financial performance in terms of cost and revenue, customer satisfaction and sales /

marketing performance. Considering present understanding of supply chain in telecom sector and past
studies, objectives of this specified research are:
a. To review impact of supply chain performance on operational performance of organisation in
telecom supply chain
b. To suggest ways to enhance effectiveness of these supply chain operations
To operationalise above objectives following null hypothesis is set for testing:
H1: There is no significant impact of supply chain operations on operational performance of an
organisation.
6.2 Methodology
Not much information is available from secondary sources to prove the impact of supply chain
management on operational performance in telecom sector’s set up in India. The study builds upon the
information collected from the primary sources and it uses secondary information wherever available.
Responses are 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. Questionnaire was circulated through web
based survey tool and responses were collected from web based notifications and through email
notifications. Questionnaire is circulated to supply chain professionals and internal or external
customers of the supply chain management function such as from project and operations team. The
study takes into consideration telecom professionals who had been associated with network service
providers, telecom equipment manufacturers, component vendors, tower companies, logistics service
providers and software service providers. The primary data has been collected through questionnaire
prepared through web portal surveymonkey.com and responses were administered through sharing of
web link with respondents and through E-mail invitations via web portal. Responses were validated by
telephonic queries. In order to understand impact between supply chain operations and operational
performance of organisation in line with hypothesis , respondents feedback is sought for analysing the
response on operational performance subcategories like marketing performance, financial performance
in terms of revenue and cost, project performance, and customer satisfaction.
The observation /data thus collected are subjected to Chi-square test to check relatedness
between these operational performance sub-factors and supply chain management. Further on During
Kruskal-Wallis test and paired Mann-Whitey test was conducted to review response variations among
three categories of respondents which are veterans, mid-experience and young. Conclusions were
drawn based on weighted average score obtained for all sub-factors of performance.
6.3 Inefficiencies in the Supply Chain of the Industry
One of the foremost inefficiency prevailing in the sector is that most of equipment are getting
outsourced either from overseas or what so ever is getting manufactured in India are having very low
value addition. Though central government had come up with multiple guidelines and
recommendations over past few years to promote manufacturing in India but real benefit to economy
can be seen only when the products will be designed and manufactured in India because until then
even for Indian manufactured items most of foreign exchange will be flowing. In case efforts are put in
for designing network equipment of current technologies of 2G, 3G or LTE then, by the time product
will be designed and developed in India, global technology will change and Indian designed product
will become outdated. 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 the 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)
Few other inefficeinies inbuilt it that, fast changing environment of the industry coupled with
unclear regulatory scenario, lack of adequate tools or methods for forecasting often contributes to

deviation in forecast accuracies. At present no such product package or software exists which can
capture dynamics of market during start up or execution of a service and convert it to forecasts for
supplier. (Arora & Bedi, 2015)
6.4 Sources of Inefficiencies
Sources of these inefficiencies can be due to global scenario, current regulatory environment in
the country, contract with equipment manufacturers and internal ways of working of the organisation
which are customised as per different origins of the organisations resulting into non-standardised ways
of working. Non-availability of Indian products, quality of Indian products, lucrative financial deals
offered by incumbent manufacurers, 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 supplier for
manufacturing Indian products.
6.5 Dimensions and Magnitude of Impact on Operational Performance: Some Empirical
Results
In order to review impact of supply chain operations on operational performance of organisation of the
sector in line with hypothesis that there is no significant impact between supply chain operations and
operational performance of organisation, operation performance is reviewed and analysed in six sub-
factors of performance and respondents view point was sought on impact from supply chain on three
point scale namely to a minor extent, impact but not to a major extent, and to a major extent. These six
sub factors are customer satisfaction, sales / marketing performance, financial performance, revenue,
cost to organisation and project performance. Chi-square test was conducted to check relatedness
between these operational performance sub-factors and supply chain management. Higher value of chi-
square and lower p-value (Table 6-1) signifies that all these sub-factors are related to operational
performance of organisation and supply chain of telecom sector and there is significant impact
between supply chain operations and operational performance of organisation
Table 6-1 Chi-Square Test for Operational Performance

Source: Computed from survey data
During Kruskal-Wallis test, calculated value of the Kruskal-Wallis test (H) is higher than the
critical chi-square value (Table 6-2) for two sub factors namely, customer satisfaction and sales /
marketing performance, that means statistically three categories of respondents do not have same
distribution of the response for these two sub-factors. For balance four sub-factors such as financial
performance, revenue, cost and project performance three categories of respondents have same
distribution. Paired Mann-Whitney test (Table 6-3), between veteran and young, shows significance
factor greater than 0.05 for three sub factors namely, customer satisfaction, sales / marketing
performance and revenue of organisation that means there is no major difference in ranking of
categories of respondents for these three sub-factors. Mann-Whitney test gives significance factor less
than 0.05 for three sub-factors that means there is difference in ranking of respondents for financial
performance (q0029_03), cost to project (q0029_05) and project performance (q0029_06). But
considering the majority of veterans and alignment of final results study is concluded on the basis of
majority view point.
Table 6-2 Kruskal-Wallis Test for Significance for Operational Performance
Grouping Variable: Veteran / Mid / Young

Table 6-3 Mann- Whitney Test for Significance for Operational Performance
a. Not corrected for ties.

b. Grouping Variable: Veteran / Mid / Young
Similarly, Alscal test results (Figure 6-1) show that mid experience team is the one who had
responded differently to these three variables to a major extent and veterans and young one had
responded slightly different. But considering the extent of experience of majority (58% - 43 out of 74)
that is veterans whose Alscal test results is aligned with that of complete population, results are
populated based on majority and experience.

Figure 6-1 ALSCAL Test Result for Operational Performance


Respondents rated these factors of operational performance on the measurement of impact due
to supply chain on three point scale. This three point scale is having variables as impact to a major
extent, impact but not to major extent and to a minor extent. Further on, for ranking these significant
factors of performance, each factor rank was assigned a rank score and weighted score became the
basis of ranking of reasons. Similar ranking is obtained from frequency table. Respondents rated these
based on their experience in the telecom sector and consolidated rating is reviewed with weighted
average score of each factor. Empirics for these factors and weighted average score achieved due to
these ranking are tabulated in Table 6-4 and Table 6-5 below respectively
Table 6-4 Empirics for Operational Performance Parameters

Table 6-5 Operational Performance Parameters
In Per Cent

These sub-factors of supply chain as responded from respondents are further detailed below:
a. Project Performance
Project performance relates to the fact that how much supply chain impacts deliverable of any project;
these can be in terms of ultimate final closure timelines of project, quality of products or work
performed, cost or any other deliverable of projects. Project performance can be characterised by
characteristics such as timely delivery of project, project budget adherence, quality of outputs,
organisation process approaches on staggered deliveries meeting project schedule and communication
strategy so that relevant information is available to relevant stake holders to take calls on risk analysis,
cost optimisation. In order to understand effectiveness of supply chain practices on project
performance, respondents’ view point is sought in questionnaire to what extent project performance is
getting impacted from these practices. 84 per cent of respondents submit that supply chain of telecom
sector impacts the project performance to a major extent. Overall project performance gets a weighted
average score of 2.80 and come out number one sub factor getting impacted by supply chain of
telecom sector.
Any delay in supply of equipment, tools or logistics services, will delay the project end closure date
hence impacting delivery timelines. In order to push for recovering the project timelines, organisations
push suppliers, service providers or deliverable entities within its own organisation to crash the project
by pumping in additional resources which results either in cost overrun due to ramp up of additional
resources or results in poor quality of deliverables from project as new resources hired for short term
may not meet quality parameter most of the time as there is no adequate time for training and
competence building. Hence supply chain impacts project performance in all three indicators of project
performance that is time, cost and quality.
b. Customer Satisfaction
Customer satisfaction relates to the fact that how much customer is satisfied with supply chain
practices which can be in terms of delivery time, quality of product, cost of product, serviceability of
product and softer aspects of supply chain. An organisation having great orientation in customer
service has a clear lead over the competition. Organisation which exceeds the customer satisfaction
expectations then it can also expect the customer retention and also affect word of mouth publicity. In
order to understand how companies in telecom sector feel that customer satisfaction is getting
impacted by supply chain practices and up to what extent respondents’ view point was sought for the
same. 80 per cent of respondents submit that supply chain of telecom sector impacts the customer
satisfaction to a major extent. Overall customer satisfaction gets a weighted average score of 2.73 and
come out number two sub factor getting impacted by supply chain of telecom sector.
Meeting these customer expectations results in a satisfied customer but in present globally
competitive scenario merely customer satisfaction is not sufficient. Supply chain needs to work on
customer delight and need to offer products and supply chain services to differentiate the same from
competitions and to gain inclination with customers by enhancing the value provided to them. Hence
for all supply chain services being offered to customer, analysing these constituents from customer
satisfaction perspective will aid to a long term sustainable path for value addition in this sector.

c. Cost to Project / Organisation
Supply chain’s cost to organisation can be in terms of material cost from suppliers, service cost for
supply chain executives, cost of logistics service such as warehousing and transportation, and cost of
consequential damages due to supply chain operations. Optimised cost structure of projects helps any
organisation to improve upon financial performance of the organisation. An optimised supply chain
operation shall help in bringing down cost for these activities and ultimately cost to project. In order to
understand how companies in telecom sector feel that cost to project is getting impacted by supply
chain practices and up to what extent respondents’ feedback was sought for the same. 74 per cent of
respondents submit that supply chain of telecom sector impacts the cost to project / organisation to a
major extent. Overall cost to project / organisation get a weighted average score of 2.71 and come out
number three sub factor getting impacted by supply chain of telecom sector.
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. Consequential damages to organisation performance due to
supply chain performance can be in terms of loss in revenue, loss in market share, brand value damage,
lost opportunity to win over competition and goodwill lost relates to revenue directly. Similarly
consequential damages impacting cost to organisation can be increased due to rework cost, loss of
anticipated cost saving, increased scrap cost, premium freight payment, and higher inventories
contribute to cost to organisation directly. All these costs contribute to financial performance
organisations in terms of cost constituents as any variability in cost of material, services staff,
warehouse space or any other service straight away impact its cost performance.
d. Revenue of Organisation
Revenue of organisation can be in terms of product supplies or services rendered. Revenue to
organisation can be maximised by recognising revenue faster through improvement in product
availability, escalating sales with reliable performance indicators, by having agile set up to handle
demand fluctuations, retaining customer with continuous engagement with customer for problem
solving and alignment of operations of individual functions with business operations. In order to
understand how supply chain operations help to improve revenue of organisation of telecom sector
respondents’ feedback was sought for the same. 73 per cent of respondents submit that supply chain of
telecom sector impacts the revenue of any organisation to a major extent. Overall revenue of
organisation get a weighted average score of 2.64 and come out number four sub factor getting
impacted by supply chain of telecom sector.
e. Financial Performance Organisation
The financial performance of any organisation can be inferred from the financial results, which may be
understood from its financial statements of profit and loss account and balance sheet. Factors such as
return on investment (ROI), return on sales, profit margin, and contribution indicate the financial
results of any organisation. In order to understand how supply chain operations help to improve
financial performance of organisation of telecom sector respondents’ view point was sought for the
same. 66 per cent of respondents submit that supply chain of telecom sector impacts the financial
performance of any organisation to a major extent and another 29 per cent mentions that it impacts
financial performance but not to major extent. Real impact on financial performance needs to be
monitored by organisation at project level by establishing linkages of supply chain constituents with
organisation performance.
f. Sales and Marketing Performance
Sales and marketing performance is likely to get impacted by supply chain of organisation because it
helps to demonstrate delivery capability of any organisation and impacts sales growth, market share,
overall competitive position, and overall product quality. The marketing efficiency of any organisation
can be observed from the trends in its turnover and market share. Organisation having challenges in
timely delivery of right product at right cost with right quality can get impacted by its sales and

marketing performance due to efficiency of supply chain in delivering goods. The factors for
marketing performance are sales growth, market share, overall competitive position, and overall
product quality. 41 per cent of respondents submit that supply chain of telecom sector impacts the sales
and marketing performance to a major extent and another 43 per cent mention that it impact sales and
marketing performance but not to major extent. In case organisation are not able to deliver the goods
timely to customer due to inefficiencies in its supply chain, sales and marketing performance shall be
impacted due to these inefficiencies of supply chain in delivering goods.
Based on percentage score obtained for respondents feedback as detailed above, it is clear that
majority of respondents submit that supply chain impact these parameters of operations to major extent
such as 84 per cent for project performance, 80 per cent for customer satisfaction, 74 per cent for
project cost and revenue, and 66 per cent overall financial performance. Based on above findings of
significant impact of supply chain operations on six parameters of operational performance hypothesis
is rejected as hence it is found that that there is significant impact between supply chain operations and
operational performance of organisation. So in order to improve the operational performance in terms
of these sub-factors of operational performance, it is must that supply chain operations needs to be
worked upon in respective organisations to improve the competitiveness of organisational
performance.
7. Conclusion and the Way Forward
The study was set out to review supply chain operations and organisational performance in telecom
industry and aimed to review various factors of supply chain impacting performance on organisation
level in telecom sector. The study sought to evaluate its hypotheses that there is significant impact
between supply chain operations and operational performance of organisation in telecom sector of
India. Majority of respondents agree that supply chain operations impact operational performance of
organisation in terms of performance parameters of project performance, financial performance, sales
and marketing performance and customer satisfaction. As a result of the study it is found that supply
chain operations impact these performance parameters to major extent hence the null hypothesis is
rejected. Ratios to which these supply chain parameters impact factors of operational performance
may vary across organisation in sector. With development of linkage matrix it is possible for
organisation to clearly establish impact on operational performance from supply chain of organisation
and define their goals / strategy for supply chain operations to optimise performance and its alignment
with business strategy.
The telecom sector in India will continue to add considerably to the development of the
economy. With the surge of new technologies, inclination has moved from speech based services to
data based services and same is driving the development of mobile communication to new horizons.
While the assessments of influence of development of telecom on a nation’s economy may differ from
multiple studies being a fast dynamic sector but all studies zeroed on the element that telecom sector is
the important infrastructure sector having substantial influence on supplementary sectors and driving
the economic growth through ripple effect. To grow into a potent strength in the international telecom
universe, country necessities to construct responsive and trim processes to build globally competitive
supply chain across the telecom sector. As processes in value chain acquires alterations for betterment
and become proficient, an exceptional influence on the telecom sector and the Indian economy would
be obvious.
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Supply Chain and Operational Performance in India's Telecom Sector

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Supply Chain and Operational Performance in India’s Telecom Sector

Keywords: India, Telecom sector, supply chain, operational performance

Figure 3-1 Global Cell Phone Package Comparisons

Figure 3-2 Mounting Debts in Telecom Industry

Source: COAI, Company Reports, PWC

Grouping Variable: Veteran / Mid / Young

a. Not corrected for ties.

Source: Computed from survey data

Source: Computed from survey data

Source: Computed from survey data

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