Senior Partner Consultant
The key focus of Kundan is on go-to-market strategy and digital transformation from industry 2.0 to 4.0, working with various ecosystem players. He has worked extensively on the question of how Agritech, Defence Tech, MediTech, and EduTech manufacturing plants can operate at maximum value and foster continuous improvement. This includes implementing lean production systems and driving cost improvement projects. Specific expertise sharpens processes in diverse industry verticals (including manufacturing, logistics, health care, agriculture maintenance, and quality) and in making the best use of assets. He also helps clients digitise their marketing PLM operations and design "factories of the future," including technology assessments (e.g., ML AI, advanced analytics, digital twin, robotics, additive manufacturing), industry 4.0 programmes, and developing innovative layout concepts like flexible manufacturing.
Strategy Formulation for a Manufacturing Enterprise's Digital Transformation to Industry 4.0 The business fundamentals have not changed but rather been enhanced with the integration of existing and emerging technologies. "If you can’t measure it, you cannot improve it". Manufacturing management is largely about tracking and evaluating the status of assets and processes using appropriate key performance indicators (KPIs). In this context, it is important for manufacturers and providers of industrial automation solutions to know which KPIs they must track and trace as part of the operation of their automation systems and plants.
The Key Strategic Vision of the Project to Quantify and improve Manufacturing across the following KPIs
• Lowering of Capex and Opex based Cost Components Improving Revenue Components.
• Reduction of Products with unaccepted Quality
• Shifting of Employment from low value operational skill to high value innovation skill
• Improving Safety of the Factory Environment
• Standardisation of Machin Products and Solutions for better and future proof Integration.
• Operations using remote AT VR Digital Twin Metaverse centric solutions
• Improving Processes with elimination of intermediaries not adding value.
• Improving integration of IT and OT with ICT with cyber security.
Strategy Migration Steps to Considered
The Migration Steps are in Phases
Phase 1 • Essential to up lift skill set of employees and various stake holders understanding the new technology centric value additions with use cases.
o His contributions were strategy and enablement.
Phase 2 • Investment related to Connectivity Use cases need to be planned studding the legacy and next generation automation with innovative CPE. Capex based model need to shift with Network As A Service (NaaS).
o His contributions were strategy and business case formulation.
Phase 3 • Innovation Based on KPI benefits offered to Enterprises addressing Revenue and Cost.
o His contributions were strategy and business case formulation
Phase 4 • Execution of Connectivity and Infrastructure supporting Use Cases.
o His contributions were Strategy and business Case Formulation
APAC remains critical with high data growth and a low ARPU market. Investment needs to be planned with higher revenue per bit and a lower cost per bit. 4G and 5G remain the key mobile technologies moving forward to support growth. Wi-Fi also plays a complementary role in offloading capacity.
Solution Consulting and Recommendation
Evaluating operators' investment plans and monetization focus, he recommended an open radio access solution with the following value:
1. Diversify the supplier ecosystem with a single software
• This is the key advantage of open RANs: the potential to enable telcos to avoid vendor lock-in by replacing vendor-proprietary interfaces with a fully disaggregated RAN based on open standards.
• It should be stressed that with open-RAN the functions themselves remain proprietary. Open-RAN should not be confused with open source.
2. Introduce new innovation models
• New avenues of service innovation and agility for telcos by introducing cloud native and virtualization, breaking the RAN up into component parts, each of which can be separately reconfigured. O-RAN standards are freely accessible to all third-party developers, motivating them to develop new types of services and innovate on the RAN Intelligent Controller (RIC) by building xApps and rApps for network automation.
3. Lower total cost of ownership (TCO) addressing cost components with Innovations
• Managing the lifecycle of disaggregated, cloud-native RAN functions. Open RAN can bring down the network TCO – across Hardware Software Operations e.g., energy use, resource distribution, operations – by evolving the network in a continuous integration/ continuous delivery (CI/CD) manner rather than through generational investment cycles.
4. Unlock new revenue opportunities in private cellular networks and shared/wholesale neutral hosting
• Growing demand for Pvt 5G and Industry 4.0 with AI ML M2M Traffic operators are aligned to innovation in network with Low Latency.
• Services creation across use case innovation and Monetisation.
Key Achievements for Operator than in comparison to Traditional Investment
• Capex Reduction Driven by Hardware Software and Deployment Aprox 40%
• Opex Reduction Driven by Site Rental, Electricity, Data Centre, Transport by 30%