FY2015 Q1- Operation Team Quarter Closure

Performance Report
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 Content

 FY 2015 Q1 objectives

 Achievements

 What was our strength

 Challenges

 Lesson learned and action plan

 Next Quarter’s target

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 FY-2015 Q1 Objectives
Objective 1:

Achieve 200 M birr revenue from all ongoing and upcoming projects

Objective 2:

Get discounted PI, Release PO, finalize item Manufacturing, Get ETA and Get Delivery
Note/confirmation from (CSA DC, CSA License, CSA VMware and NetApp, DB APC,AAIT,
AUC, AMU, ESLSE ET-switch HSM, HQ WebEx license, CBE power, CBE flash, BOA WebEx
license, DC MS license EPSA MS license.).

11/14/22 Prepared by: IE Network Solutions plc.

 FY 2015 Q1 Sourcing Section Achievements
Objective 1: Release PO, finalize Manufacturing and Get Delivery Note/confirmation amounted to achieve
279,836,026 ETB (AUC, HHSC, AAIT, MOA,MOTI, CSA MS/Netapp-HW) from ETHSwitch HSM, Dahsen Bank APC UPS,
FY2014 Q4 Sourcing Report
CSA Vmware & Netapp, CSA NetApp/NOC& Switch, AMU, CBE DC/Qradar/Power, BDU Wireless Milestone III, BDU
DC, MINT Smart class & Siinqee Bank and any upcoming new Projects.

Closed On progress FY2015

OverallQ1 Sourcing
Sourcing Department
Department
Report
progress

Release PO and Finalize Manufacturing of Releasing PO and finalizing Manufacturing of 36%

(CSA DC, CSA License, CSA VMware and
NetApp, DB APC,AAIT, AUC, AMU, ESLSE
ET-switch HSM, HQ WebEx license, CBE
power, CBE flash, BOA WebEx license, DC
MS license EPSA MS license).
CBE DC, CBE IBM Tivoli, BDU DCF, MOA, MINT
smart class MOTI, JU, MasterCard BAU, ESS
network equipment ESS Lot 1 Switch , ESS Lot 64%
Noc, ECX Perimeter, HCOHS, MINT ECA, EIABC,
IPDC, and ERA/MOT CR).

Inprogress Completed

Prepared by: Supply Chain Department

11/14/22
 FY2015 Q1 logistics Section Achievements
FY2014 FY logistics Department Report
Objective 1: Achieve 200M birr revenue from all ongoing and upcoming projects
FY2014 FY logistics
FY2015 Department
Q1 Logistics De-
Closed On progress Report
partment Report

42%

Get delivery Note Confirmation from,
(ESLSE, CSA NetApp, DB APC, AAIT, AUC,
AMU, CSA DC).
Get Delivery Notes from ET-switch HSM, CBE 58%
DC,CBE power CBE Flash, BDU DCF, MOA,
MINT smart class MOTI, JU, ESS network
equipment, MasterCard BAU, ESS Lot 1 Switch ,
ESS Lot Noc, ESS DC, AAIT, ECX Perimeter
HCOHS, MINT ECA, EIABC,ESLSE, AAIT,AMU, Inprogress Completed
CSA DC, IPDC, and ERA/MOT CR.) Projects

11/14/22 Prepared by: Supply Chain Department

 FY2015 Q1 Service Delivery Achievements
Objective 1: Achieve 200 M birr revenue from all ongoing and upcoming projects

Achieved On progress
FY2015 Q1 Service Delivery Department Report

BDU WLAN, CBE Qradar, CSA
License, DB APC, BOA, BDU
DCF(MIV), DC License, Sinqee bank,
EPSA, MoF UCC
MoTL Redeployment, AMU, AAiT, CBE
Tivoli, CBE DC, AUC network, BDU
DCF(MVI), MiNT Smart class, ESLSE, CSA
DC, CSA VMware/Netapp, Eth-Switch HSM,
39.00%
Eth-Switch ERP,MOA HCI, MOTI, HCoHS, Completed
CSA NOC, CBE Power, CBE flash,IPDC,CSA On Progress

Network,JU, ECX Permiter

Firewall,Mastercard,,H&M,MiNT 61.00%
ECA,EiABC,

New Projects Added to 2015 Q2

• Dire Dawa IPDC ISP
• IPDC Head office DC 6

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 Cont . . .
Objective 2: Achieve 167,011.83 Birr Q7 support revenue and collect 167,011.83 Birr Q6 from MTU; OFAG,
DDU,AUC,MINT, ERA/MOTL, ERA CCTV and upcoming supports with 95% customer satisfaction (CSAT) along with
efficient service delivery procedure.

FY2015 Q1 Annual Aftersales Support Report against Satisfaction

Achieved In progress

We didn’t conduct any support that brings revenue due too Achieve revenue of 167,011.83 Birr from MTU Q7 and Q8
cash holding on from the client side Support.

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 Cont . . .
Objective 2: Provide effective support service for MTU, OFAG and DDU,ERA/MoTL, HQ, MinT, AUC,ERA CCTV and
get client Satisfaction confirmation
Achieved
Achieved enhanced customer satisfaction
level and efficient service delivery
procedure for support projects(
ERA/MoT, OFAG(Q6), AUC, MiNT ,
DDU(Q2),MOA,ENA,IE HQ(Q4),MoF and
upcoming supports)
11/14/22
Ongoing
FY2015 Q1 Aftersales Support Report
against Satisfaction
Give enhanced customer satisfaction level
and efficient service delivery procedure for
support projects (ERA/MoT , On Going Supports
13.55%
OFAG(Q7),MTU(Q7,Q8), AUC, Provided Supports
MiNT ,DDU(Q3),MOA,ENA,IE HQ(Q5),MoF,
BiT, BDU Wireless, CSA MS, Siinqee and
upcoming supports)
86.45%
 Overall Operations team FY2015 Q1 Achievements
Objectives Department Achievemen Operations Team Overall Achivment
t (%)
Objective 1: Sourcing(64%) 64%
Achieve 200 M birr revenue from all ongoing and upcoming projects
Service
Delivery(SI,DCF/Power,EN 61%
Deployment
MDC Deployment, Support 44.33%
)
Objective 2: Release PO, finalize Manufacturing and Get Delivery Logistics 42% 55.67%
Note/confirmation amounted to achieve 279,836,026 ETB (AUC, HHSC,
AAIT, MOA,MOTI, CSA MS/Netapp-HW) from ETHSwitch HSM, Dahsen
Bank APC UPS, CSA Vmware & Netapp, CSA NetApp/NOC& Switch,
AMU, CBE DC/Qradar/Power, BDU Wireless Milestone III, BDU DC, MINT
Smart class & Siinqee Bank and any upcoming new Projects.

Average result(%) 55.67% Not Achived Achived

11/14/22 Prepared by: IE Network Solutions plc.

 FY2015 Q1 Operations team OKR Scores

Full name Position OKR Score

Ermias Endalamaw Doo 59.88

61.86
Samuel Gesses SDM

69.52
Fikirte Mekonnen Sourcing Team Lead

Yohannes G/Medihin 73.68

Logistics Team Lead

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 What was our strength

 Organized and updated process flow  Young and collaborated energy

 Continues Improvement thought training for SC  Technically competent team

dep.
 On-time escalation and synergy
 Operative work structure
 Sense of ownership. 
 Lesson learned acknowledgment.
 Professional and Smooth communication with Vendor,
 Team Commitment Distributor, Customs, Client and freight forwarder

 Intensified level of team Self-motivation

 Open to learn
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 Challenges
• Third party dependency on getting approval of documents from all concerned bodies (INSA, Broadcast, and Tele) causes tasks to be delayed and fail to meet
the deadline

• The delay in getting a booking for a vessel and airline cargo from ESLSE and Ethiopian Airlines.

• Even If we deliver the offshore items on the client site, Due to the necessary local items purchase delay Implementation processes are getting delayed. This is
because the cash constraint issue we face at the time.

• The clients don't respond to our request even though they know the urgency of the cause due to the usual bureaucracy from their side

• Complex, very dynamic customs regulations and unrealistic taxations lead to pointless bureaucracy and that mainly affects our customs clearance and logistics
process

• Complex and unpredictable supplier’s standard sourcing format, communications, usual leaning change conveys significant order delay with the respected
acquisition discrepancies.

• Inconsistent and unreliable customs authority system glitches, failures and inconsistent service provisioning make us pay our quality time and resource that
eventually affects our service delivery and payment collection process.

• Lack of strategy, cense of owner ship and proper/intime escalations during ATP & payment collection time make us suffer a lot and compromise almost all our 12
company wide operations.

11/14/22 Prepared by: IE Network Solutions plc.

 Lesson learned and action plan
• Attention during the contract signing phase.
• We need to go back and check the BID response in order to reduce unanticipated losses and related tiresomeness.

• We used the permit number instead of the LC number on the (BL/ AWB) which created a big problem on bank submission since it created a
discrepancy

• We solved it by requesting a supplier for a draft document (AWB/L) for our validation to avoid such errors and dedicated to finalize the SCM automation
system to reduce the inconveniences.

• We received shipment documents such as an AWB. Finally, we received completely different information on the shipment document than on the
LC T/T.

• The LO should post the draft document to get validation from all stakeholders ( TL,PFO,PM, STL, and SCM ) in order to avoid common mistakes and find a
way to forecast errors.

• We have face Inconvenience's with the suppliers standard formatting and communication protocols due to their internal structure and process
update.
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• We have deployed a system to have a continuous supplier's pipeline update that includes the detail information and double check before giving confirmations on
the PO’s

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 Con’t…

• Additional Tax issue which cause delay to finalize custom clearance.

• To prepare merged invoice per customs regulation
• Critically evaluate the decision made by the responsible customs officers or customs HQ in order to recase the
logicality of the decision and make the proper escalations to fight up for our truths and avoided any corruptive
deeds.

• Complex taxation due to detailed item description of materials with all accessories makes the task to be higher than
expected custom duty
• Proper summarization of PI for LC or TT process of suppliers' payment through bank using any customer-related
documents and process to avoid complication during taxation

• We noticed that human errors are making us pay a serious prices in the name of urgency and lack of attentions to the
details on our day-to-day supply chain activities.
• For these reason we have developed our inhouse SCM automation system that will bring a tremendous
transformation and enhancement for the entire supply chain department and process flows. So, all the team 14
members are getting trained and building capacity to use the system and stick with it.

Prepared by: Supply Chain Department

11/14/22
 Cont. . .
• After conducting the project ATP with the client/consultant, getting delay to have the signed ATP document and
officially close the project is lead us to incur unnecessary project risks and unfair maintenance costs
FY2014 H3 Logistics Team
• The project manager and responsible TL must have these into consideration and strive to get the official and signed documents
by all means necessary. Report

• Lack of following standard company procedures of conducting the weekly project progress review meetings with the
responsible internal stakeholders and crucial project points, is brought missing of critical areas to focus on and seek for
a better consultation.
• Weekly project progress review meeting shall be conducted every week in detail with the responsible stake holders and all the
critical points must be raised, solicited and desired action plans has to be stated with the respective end date and responsible case
owner.

• Reporting a project as completed while there are remaining activities, and which became delay for a project
deliverable.
• Working as a team to deliver rework-free projects and plan to conduct internal pre-ATP with the site auditing procedures. . 15

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 Key areas of weakness to be improved

 Lack of attention to details  Lack of proper work schedule

 Prefer trends rather than analogy  Communication Gap

 Inefficient department structure  Lack of quality work and inefficient task delivery
 Lack of Managerial and leadership skills
 Subcontractor management gap
 Gap in capacity building
 Lack of following Standard company workflow
 Lack of synergy

 Lack of prioritization and business minded decision-

making skill

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 FY2015 Q1 Ongoing and Closed Projects Status report

FY2015 Q1 Project Status Report

S.No. Project PM Start Date Order Logistics Design Docs Implementation Payment Closure
1 AMU Natnael Zigyalew 1/18/2021 Completed On-going Completed
FY2014
On-going
H3 Logistics Team
M I collected Not Started
2 AAiT Zekariyas Fikadu 12/20/2021 Completed On-going Completed On-going Report
Not Started Not Started
3 AUC Fana G. 12/31/2021 Completed Completed Completed Not Started Not Started Not Started
4 BDU DCF Bamlak Z. 12/23/2021 On going On-going Completed on-going Not Started Not Started
5 BDU WLAN Biniyam S. 11/2/2020 Completed Completed Completed Completed M I collected Completed
6 CBE DC Network Letera T. 3/11/2022 On going Not Started Not Started Not Started Not Started Not Started
7 CBE Flash Fana G.  07/08/2022 Completed On-going Not Started Not Started Not Started Not Started
8 CBE Power Fana G. 6/22/2022 Completed On-going Not Started Not Started Not Started Not Started
9 CBE Qradar Letera T. 12/23/2021 Completed Completed Completed Completed Not Started Completed
10 CBE Tivoli Letera T. 4/11/2022 On going N/A Not Started Not Started Not Started Not Started
11 CSA Data center Zekariyas Fikadu 10/11/2021 Completed On progress On-going Not Started Not Started Not Started
12 CSA license renewal Zekariyas Fikadu 3/30/2022 Completed N/A Not Started Completed On-going Completed
13 CSA Microsoft Zekariyas Fikadu 4/11/2022 Completed N/A Completed Completed Not Started Completed
14 CSA Netup Zekariyas Fikadu 4/11/2022 Completed Completed Completed Not Started Not Started Not Started
15 CSA NOC Switch Zekariyas Fikadu  - On going Not Started Not Started Not Started Not Started Not Started
16 Dashen Bank UPS kidist Baye 3/17/2022 Completed Completed Completed Completed Completed Completed
17 ECX Permiter Firewall Hanna G. 08/23/2022  On going On-going Completed Not Started Not Started Not Started

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 Cont . . .
18 ESLSE Fana G. - Completed On-going Not Started Not Started Not Started Not Started
19 EthSwitch HSM kidist Baye 12/15/2021 On Progress On progress Completed Not Started Not Started Not Started
20 EthSwitch SAP Estifanos Alemseged 11/4/2020 Completed Completed Completed FY2014On-going
On going H3 Logistics
On-going Team
21 HCoHS Natnael Zigyalew 07/07/2022  Not Started Not Started Completed Not Started Report
Not Started Not Started
22 Jimma University UPS Fikirte Mekonnen - Completed Not Started Not Started Not Started Not Started Not Started
23 MiNT ECA DC Adisu D. -  On-going Not Started Completed Not Started Not Started Not Started
24 MiNT Smart Rooms kidist Baye 4/13/2022 On-going On progress Completed Not Started Not Started Not Started
25 MoA Zekariyas Fikadu 04/11/2022 On going On-going Not Started Not Started Not Started Not Started
26 MoF kidist Baye 4/16/2021 Completed Completed Completed Completed Completed Completed
27 MOTI Zekariyas Fikadu 04/11/2022 On-going On-going Not Started Not Started Not Started Not Started
28 MoTL Redeploymet Fana G.  - Completed NA Completed On-going Not Started Not Started
29 Sinqqee Bank Letera T. 12/28/2021 Completed N/A Completed Completed On-going On-going
30 DC MS - - Completed NA NA NA NA NA
31 ERA / MoT CR Fana G. - On going On-going Completed On going Not Started Not Started
32 Master Card - - On going On-going NA NA Not Started Not Started
33 EIABC Ephrem S. - On going NA NA NA Not Started Not Started
34 EPSA MS - - Completed N/A NA NA Not Started Not Started

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 FY2015 Q2 Target

Objective 1:
Achieve 300M birr revenue from all ongoing and upcoming projects

Objective 2:
Keep turnover below 10%, Achieve 75% OKR and Score 75% on L&G

Objective 3:
Achieve 95% of employee satisfaction in the work environment & Facilities

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 Thank You

“Get the Job Done!”

 

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11/14/22 Prepared by Solutions team