February 14, 2017 —
With the development and implementation of energy-efficient technologies, information and communication technology (ICT) companies are understandably focused on the future. These technology improvements include the next-generation base stations (3G to 4G and on to 5G), software-defined network (SDN)/network function virtualization (NRV) development, power reduction initiatives, and switch grooming — exciting, innovative technologies and processes that will lead us to better, faster wireless data services and a more sustainable future.
But what about the past? How will we manage the unprecedented amount of decommissioned infrastructure equipment and e-waste that is left behind as result of these upgrades? The following information addresses the growing need for cost-efficient, environmentally responsible handling of this avalanche of decommissioned and surplus equipment. To protect our environment, the goal for the disposal of this surplus equipment must be 100 percent land fill avoidance.
The abundance of displaced material and increased environment and regulatory scrutiny has created increasingly complex challenges for those responsible for surplus equipment disposal. Those challenges include diminishing resale opportunities as an increasing percentage of surplus is scrapped and recycled. They involve more hidden and stranded assets as a result of consolidation and mergers. There is increased scrutiny and potential liability for scrapping and recycling methods and processes. Regulatory changes, including Sarbanes Oxley, represent challenges regarding how surplus equipment is evaluated. Surplus inventory and disposal tracking requires increasingly complex accounting. Risk mitigation has replaced value return as the key motivation for disposal decisions.
The dynamics of asset management have evolved, but the fact remains that a well-functioning, fully integrated investment recovery process is often the missing link in productive supply chain management and comprehensive infrastructure sustainability programs. Alongside maximizing value, efficient reverse logistics and risk mitigation are increasingly important.
This unsexy component to sustainability may be implied, and many companies do a great job of managing their surplus assets, but often even the best efforts at asset management are derailed because of competing priorities and management indifference. A comprehensive investment recovery and disposal process is the primary means of supporting and monitoring environmental and sustainability initiatives for surplus assets. It also improves compliance with Sarbanes Oxley and other financial regulations and is essential for risk oversight.
The keys to success for surplus asset management include a corporate commitment and support for asset management processes as part of their environmental and sustainability initiatives including performance measurements and success acknowledgement. Also important is early Involvement with other corporate activities, such as capital projects, technology retrofits and change outs. A sophisticated part identification system identifies surplus assets and makes them visible to all concerned parties. Many traditional tracking systems are built for growth, not contraction. For example, parts that may have reuse and resale value are often not shown in cabinet configuration bills of materials.
Among the keys to success is an honest, realistic look at asset value and disposition costs with an acknowledgement that most equipment will need to be recycled or scrapped. Decommissioning and removal processes preserve the value of the displaced equipment and include detailed statements of work for decommissioning and equipment handling processes.
Another key is having qualified R2 certified recycling partners with strict guidelines for the disposal of scrapped equipment, hazardous material handling, reporting and audit trails. Increasingly complex issues regarding recycling require updated processes for disposing of surplus assets. For instance, shredding is the traditional method to erase sensitive data left on disposed assets, but shredding creates e-dust, what some environmentalists call today’s asbestos. Exposure to e-dust and similar lethal substances causes serious health issues to those exposed and failure-to-warn liability in the complete ownership chain. E-Scrap Resource Recovery 2.0 is the current standard for handling e-waste. (See Creighton Brillstein’s article in OSP March 2014 for a description of Resource Recovery 2.0.)
Sprint’s Network Vision is a good example of corporate commitment and involvement in developing and executing an end-to-end asset management program. Sprint’s nationwide upgrade of its cellular network resulted in displacing 38,000 CDMA and 40,000 iDEN cell sites and associated material. The business case for the upgrade included a comprehensive disposition strategy including detailed decommissioning, reuse and remarketing plans, and environmentally compliant scrapping support. Sprint engaged original equipment manufacturers and regional partners in all aspects of the removal, transportation, remarketing and disposal process including inventory tracking for reuse purposes and purchase avoidance. The progress and results were monitored and processes adjusted as the program went on. The result was a successful program that maximized the return on the displaced assets, contained costs and mitigated the environmental liabilities in the scrapping process.
Reuse, Remarketing and Recycling
There are several ways to deal with surplus assets generated from technology change outs and company consolidations and mergers. The primary asset recovery programs are the three R’s: reuse, remarketing and recycling. Each comes with benefits and costs. Circumstances will dictate the best method for specific products and situations.
Reuse and the subsequent savings realized from purchase avoidance offers the highest value return for surplus assets. However, it is often impractical to rely on as a fulfillment strategy for needed spares and replacement equipment. Some factors that limit the effectiveness of using surplus assets for reuse include the limited visibility most companies have for surplus and stranded assets and limited access to the equipment by potential users. There is often an over-reliance on employees with pressing operational responsibilities to reconfigure, package and arrange for the shipment of assets needed for reuse, resulting in late deliveries and poor quality. When accounting and budget processes do not acknowledge and reward inter-company equipment transfers, it often often reduce the incentives for regions to cooperate with reuse requirements.
A few keys to successful reuse programs include a sophisticated parts tracking system to make stranded and surplus assets visible to all potential users and purchasers. Consolidation and mergers have resulted in confusing part number identification. Companies with wireless and wireline divisions sometimes have different identification numbers for the same part.
It’s also important to have coordinated systems and quality control processes. Decommissioning processes ensure reusability. Reconfiguration capabilities help to match new user requirements. Also vital are testing and quality control capabilities, and timely shipping.
Having corporate mandates and acknowledgements help to ensure inter-company cooperation. Look for opportunities to broaden definition of reuse, including using surplus equipment as an economical, time-efficient source for exchange parts to replace bench repair. Repurpose older models that have been decommissioned or that are surplus to current requirements. Are the feature upgrades of the latest models really necessary for all applications?
Remarketing has been the primary value recovery activity in the past, but resale opportunities are diminishing as the installed base of Legacy equipment continues to shrink. Reuse and repair are preferred over buying replacements or expansion parts. Carriers prefer operating expense over capital expense to support legacy equipment installed base requirements.
An over emphasis on book value can delay decisions to liquidate equipment that has little or no opportunity for reuse or resale. All too often, reselling assignments go to the first available executive with little experience in the secondary market. This rotation does not allow for the development of experienced remarketing management. There continues to be specific equipment with resale value, but companies need to have access to someone with knowledge of the secondary market and current installed base information to identify high value parts. This could be a dedicated person within the company responsible reselling surplus equipment, or a consultant or trusted reseller partner.
Recycling and scrapping is the ultimate destination for most surplus assets. The highest volume of surplus equipment will eventually be scrapped. Cost-benefit analyses for sell-or-scrap decisions must include risk mitigation as a value consideration. Inadequate recycling processes can result in substantial penalties. Oversight organizations are increasingly watchful because a large percentage of e-waste is disposed of illegally. Bad behavior in recycling processes, including dumping on the cheap into landfills, is the result of using companies that do not comply with current scrapping processes and regulations.
To mitigate liabilities use R2 and e-Steward certified recyclers. Do not use vendors that cannot provide the necessary audit information, including certificates of destruction and chain of ownership details. Verify R2, ISO 9000, ISO 1400, OHSAS 1800 and any other relevant certifications. Inspect and verify the recycler’s certificates, processes and facilities.
New regulations make it quite expensive to recycle properly. Cost management and containment is crucial to maximizing return. It is critical to monitor decommissioning, collection and transportation costs. For example, use regional collection facilities as triage centers to reduce transportation costs for equipment that will be scrapped.
Some recyclers have sophisticated material recovery processes that can increase the financial returns on recycled equipment by mining precious metals and chip value. In addition, the best recyclers further mitigate liabilities through advanced hazardous material separation, handling and disposal processes.
A successful asset management program includes a wide variety of skills and capabilities, such as inventory tracking and storage. It includes efficient reuse processes, such as reconfiguration; repair; testing; and packaging, transportation and logistics. For a successful program, it’s important to have market valuation skills and an experienced secondary market sales organization that support a broad variety of technologies. Having state-of-the-art recycling and scrapping services and reporting aids in achieving success. Another key is to have 3PL expertise for collection, database management, triage, storage, shipping and logistics.
Because of the disparate set of skills necessary to maximize asset management returns and efficiencies, it can be beneficial to explore the benefits of working with an independent asset management company with the skills necessary to execute the asset management strategy. Some carriers have had success in using a contractor model by working with a third-party company that has strong alliances with partners that can augment their core competency with additional value-added support services.
A comprehensive, well executed surplus asset management strategy provides economic benefits, liability and risk mitigation, and increased accounting and regulatory compliance and controls. Besides the operational benefits, a transparent, environmentally compliant strategy for dealing with the reuse, scrapping and recycling of decommissioned equipment is a visible demonstration of a company’s commitment to reduce its environmental impact across its complete supply chain. Besides being the right thing to do from an environmental and public relations perspective, the integration of corporate sustainability objectives to operational action often has a significant, positive effect on employee morale and commitment.
Richard Smith, vice president of supply and vendor relations for Tempest Telecom Solutions, has more than 30 years of technology sales, marketing and supply experience, specializing in the secondary market for telecom infrastructure equipment. During this time, he has worked with carriers around the world in developing and executing surplus equipment remarketing strategies and asset management and reuse programs. His email address is email@example.com.
August 13, 2014 — BlueStream Professional Services, which provides planning, implementation and maintenance services for wireless, wireline and data center networks, has purchased assets of Tempest Telecom Solutions’ DAS and Small Cell Division, further enhancing the scale and capabilities of its wireless services. Terms of the transaction were not released.
“This acquisition provides us with the opportunity to increase our scale, while further diversifying and extending our market coverage for DAS and small cell services,” said Trevor Putrah, president of KGP Companies, parent of BlueStream.
The deal is a part of the ongoing consolidation of the DAS ecosystem of smaller regional companies, which is a sign of the maturation of the marketplace, according to Joe Madden, Mobile Experts.
“There’s a long list of small companies with expertise in DAS deployment … that are recognizing the new emphasis on in-building mobile infrastructure by the major operators, which requires a nationwide footprint and a deeper bench when it comes to the talent pool you have to put out into the field,” Madden said.
BlueStream Professional Services provides cell site solutions, including installation and upgrade of technology and equipment, structural capacity analysis and antenna repositioning. It also provides data center planning and deployment, as well as customized outsourced services.
“Before buying Tempest, Bluestream was involved in DAS, but they were not as prominent. This allows them to expand beyond their focus on data centers and other areas [such as cell site services and muli-switching centers],” Madden said.
DAS integration companies are growing in market coverage through acquisitions. Goodman Networks acquired Cellular Specialties last year. Black Box bought InnerWireless in 2012. H&M NetWorks picked up a DAS design and engineering firm, In-Building Wireless, in 2011. Crown Castle purchased Next G Networks in 2011 and NewPath Networks in 2011.
Others are growing more organically. American Tower began developing DAS networks in 2001 and claims to have the most neutral-host indoor DAS networks in the industry. InSite Wireless built and launched its first DAS at the Moscone Center in San Francisco in 2001, which was the first independently owned, neutral-host DAS in the United States.
Mobilitie, after selling off its assets to SBA Communications, is building out neutral-host DAS, small cell and Wi-Fi networks. Boingo Wireless is building out DAS and Wi-Fi networks across sporting venues, airports, convention centers and office buildings. ExteNet Systems is growing steadily through high profile deployments in high-rise office buildings, such as the Willis Tower in Chicago and the Empire State Building; sporting venues, including the University of Michigan football stadium, Brooklyn’s Barclay’s Center and Miami’s Marlins Park; hotels, such as the Omni Severin; and healthcare facilities, such as Banner Health.
“It’s an ongoing process. Companies have been scaling up in the last five years,” Madden said. “Eventually we will reach the point where we have companies that are sophisticated with RF planning models and have people in every major market in the United States. That is an important part of developing a mature ecosystem that is capable of deploying small cells and DAS in the millions. The operators don’t have the manpower to put a million small cells into the field.”
Another firm developing a nationwide footprint is Connectivity Wireless Solutions, which has implemented more than 2,500 DAS networks in 49 states. It has offices in Atlanta; Dallas; Houston; Chicago; San Francisco; Orlando, Florida; Frederick, Maryland; Charlotte, North Carolina; and Anaheim, California. Other key players in the DAS integration space include RF Connect and DAS Simplified.
Tempest Telecom grew in 2011 when it purchased Leaf Communications Services, a West Coast DAS integrator. A year later, it hired Darlene Braunschweig from Corning MobileAccess as president of its DAS and Small Cell Division. She will become the general manager for the BlueStream DAS and small cell business unit.
With the hiring of Darlene Braunschweig as president of its DAS and small cell division, Tempest Telecom is ready to take its in-building and ODAS integration services on the road from coast to coast.
With a knowledge of DAS from both the carrier and OEM sides, Braunschweig appears to be a perfect fit for Tempest. Previously, she was with Corning MobileAccess in charge of the DAS product line and before that worked at Sprint Nextel as the head of Sprint’s Converged Network Solutions group, where she led hundreds of DAS deployments. While at Corning MobileAccess, Braunscheig worked with Tempest, relying on it to integrate its DAS equipment in the West Coast region.
“My approach at Corning MobileAccess was always to use integrators to fulfill, design, deploy and maintain these systems,” Braunschweig told DAS Bulletin. “My relationship with Tempest was a unique one, not only were they willing to expand throughout the nation, but also because it is female-owned. Having this diversity is important in the wireless space right now.”
A supplier of wireless infrastructure equipment and services to telecom carriers and network operators, Tempest, expanded in to DAS when it purchased Seattle-based Leaf Communications Services a little more than a year ago and subsequently decided to include the business across its nationwide footprint.
While Tempest’s new division has been focused on DAS, the integrator is responding to customer demand and expanding into small cell coverage. It is also expanding beyond its public safety focus to include more vertical niches, as well.
Tempest supports all the major carriers plus the regional carriers, providing them with in-building coverage to support LTE deployments. With the nationwide expansion, Braunschweig said Tempest will fill a carrier need for consistent deployment strategies in all of their regions, shifting away from using local and regional integrators.
“This is such as growing industry now. There is a huge demand for an integrator that has a nationwide footprint,” Braunschweig said. “Our goal is to provide a value-add service to the end customer, whether it is the carrier or the enterprise.
“Tempest’s vision for a national DAS and small cell division aligns closely with the needs of our customers to provide a consistent design, engineering, construction, systems integration and coordination role, so that solutions are implemented to support best practices,” she added.
Braunschweig expects enterprise customers to become more sophisticated about wireless as applications drive more in-building coverage, viewing DAS in the same vein as they look at wireline technologies like a PBX system.
Braunschweig expects carriers to move beyond stadium build outs to concentrate on areas with a bigger return on investment and that cover more consumers. These venues include focused on hospitality, malls, airports and hospitals.
“The quasi-public venue is very important to the carrier, branching out to cover venues that are a little outside of what they covered in the past year or two,” she said.