SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez nos Conditions d’utilisation et notre Politique de confidentialité.
SlideShare utilise les cookies pour améliorer les fonctionnalités et les performances, et également pour vous montrer des publicités pertinentes. Si vous continuez à naviguer sur ce site, vous acceptez l’utilisation de cookies. Consultez notre Politique de confidentialité et nos Conditions d’utilisation pour en savoir plus.
Winning strategy for Moscow St Petersburg for Deutsche Bahn
WINNING STRATEGYCall for tenders : Moscow –St Petersburg High speed line 21/03/2011 BEAUREGARD Caroline CLUZEL Thomas DAUCHY Louis MILLER Chloé SPIRIDONOVA Inna TOUSSAINT Antoine
Executive summary1 OPPORTUNITY DESCRIPTION2 HOT BUTTONS3 BIDDERS COMPARISON MATRIX4 WINNING STRATEGY5 ACTION PLAN6 NEGOCIATION PLAN
Deutsche BahnDeutsche Bahn AG is the German nationalrailway company, a private joint stock companyheadquartered in Berlin that came into existencein 1994.The DB group is divided into 3 Business units: DBBahn (passenger), DB Netze (infrastructure), DBSchenker (logistics). These subsidiaries arecompanies in their own right, although most ofthem are 100% owned by DB AG.DB has been able to combine its geographicalpositions to its aggressive and conquerentstrategy by buying companies, creating jointventures and coopetitive relationships in orderto achieve its goal: remaining the number one inthe transportation sector.A strong leadership culture as well as a politicalsupport have also combined to bring aboutDeutsche Bahns influence across Europe andacross the world.
Description of the HSR 1 projectMain characteristics of the project:Objective: Unification of the two capitals in oneagglomerateDeadline: End of 2017 to be preparedfor 2018 Fifa World CupLength: 660 kmTravel time: 2h30Maximum speed: up to 400 km/hForecast traffic level: 42 pairs of trains/dayForecast traffic: 10 million/year by 2030Structures: 256 per 72 kmProcurement basis: PPP (LCC)Budget: 18€ bn
Opportunity descriptionCustomer / end user Firm: RZD - Russian Railways / Subsidiary: JSC “High-Speed Rail Lines”name Customer intimacy: Medium (Past experience on projects and collaboration)Opportunity name Moscow – Saint-Petersburg High-speed rail project (HSR 1) Line design, construction and provision of maintenance services for 30 yearsCustomer CONOPS, Unification of the two capitals in one agglomerate and development of the regions between the capitalsNeeds and Vision Increase the prestige of the country (HSR system as an essential element of the developed country)Scope of procurement Procurement Basis: PPP (Public-Private Partnership) – LCC (Life-Cycle Contract)Budget / Winning Estimated budget of the project: €18bnprice Introduction of CLM (Contract Lifecycle Management) + European standards = 30%/40% reduction of the budgeting expense (Estimated reduction: €6,3bn)Key requirements Key design parameters of the high-speed Moscow - St Petersburg line: Journey time - 2 hours 30 minutes; Maximum speed - 400 km/h Predicted passenger volume - 8 million per year in 2018 Engineering structures - more than 250 Time constraint: Fifa WC 2018 Formation and development of a unified system of intermodal facilities "airports - HSR - public transport“ European standards implementationCustomer Critical Manage the « hot » buttons (Time constraints, etc.)Success FactorsAcquisition Process & Tender > Design > Construction > Operation & MaintenanceKey Milestones FinancingCustomer Evaluation See « hot » buttons evaluation and rankingCriteria
Hot buttonsHOT BUTTONS WEIGHT REMARKS Delivery by the end of 2017, before 2018 FIFA World CupTime constraint 30 Beginning of the project : 2013 Maintenance Operations 25 Knowledge transfer Life-Cycle Contract Cutting edge technology Speed: up to 400 km/h Technology 20 Capacity: around 10M per year Safety : European standards New line parallel to the existing one but trains arrive at the same stations Estimated budget = 18€ billion Cost 15 Financing = PPP (International Financing / Russian government) Climate constraint : low temperatures, snow Environment 10 Topography constraint : 250 structures to be engineered
Winning Strategy TIME: WEI HYU Prove German experience in meeting deadlines in previous similar projects HYU HB US SNCF Previous delays were linked to Siemens US SNCF GHT NDAI We will NDAI Dedicated subsidiaries emphasize OPERATIONS: our German experience in the development and upgrading of infrastructure Strengths DB is the largest railway operator and infrastructure owner in Europe Time 30 22 15 25 Various successful high-speed railway line project : line Taipei-Kaoshiung, line 25 15 20 Ankara-Konya … COST : We will Meet with the expected budget Op. 25 20 22 10 Propose a Life Cycle Contract 25 15 8 mitigate our ENVIRONMENT : Weaknesses Previous experiences in Russia + Feasibility studies for a High Speed Rail Network in Southern Norway Tech. 20 15 18 10 SNCF high operational quality: 20 15 10 -> Op: Low experience with Russian culture and specificity SNCF state-of-the-art technology : We will -> Low experience and feedback on new generation train and speed limits of TGV downplay and AGV in other markets Cost 15 8 4 12 our Hyundai deadlines respect : 8 4 10 competitor’s ->Never achieved such a large project (in terms of time constraint and scale) Hyundai knowledge of the environment : strengths -> No experience in this type of climate and regionEnviron Hyundai low prices : 10 5 3 5 -> Problem of reliability of the material (low cost, no retrospect on quality) 5 2 4 ment SNCF environmental unadaptation : -> Low reliability on extreme climate We will SNCF high prices : 10 emphasize -> Cost: public subventions, partnership, internal crisisTOTAL 70 62 65 83 51 52 0 our -> Many different subsidiaries competitor’s Hyundai operational unefficiency : -> Many problems of maintenance (accidents and failures in the KTX 2, …) Weaknesses Hyundai technological uncertainty: -> Difficulty to reach European Standards
Action Plan - Proposal Priority Target StatusSerial Action Owner (L,M,H) Date (Open/Closed) 1 H Supervision and consolidation of the various parts Director End 2012 To be started International 2 M Analysis of the request for proposal Projects Dept Apr 2012 To be started 3 M Redaction of the juridical part Legal Dept mid 2012 To be started Redaction of the technical part for rail: FDMS aspect Development 4 H Dept Mid 2012 To be started (Fiability, Disponibility, maintenability, safety) Redaction of the technical part for engineering Development 5 M structure: FDMS aspect (Fiability, Disponibility, Dept Mid 2012 To be started maintenability, safety) Redaction of the economical part : Construction, Operations 6 H Dept Mid 2012 To be started operation and maintenance External 7 M Setting up the PPP and find partners Relations Mid 2012 To be started Dept Head of the During the 8 M Coordination meetings project project To be started 9 H Validation of the proposal Direction 03/30/12 Open
Winning Strategy HB WEIGHT US OUR SOLUTION ALIGNED WITH HOT BUTTONS US Time 30 22 Deliver a first efficient solution by the end of 2017 25 Op. 25 20 Make transfers of technology and help operate the infrastructure during 30 years 25 Tech. 20 15 Provide a state of the art solution that meets the European Standards 20 Cost 15 8 Offer a win-win cost solution that matches with the budget 8Environm 10 5 Provide a solution adapted to the Russian specific environment 5 ent TOTAL 100 70 83
Winning strategy HOT WHAT YOU PROPOSE WHY, HOW, WHERE, WHEN AND WHO EVIDENCEBUTTONS Time constraint is vital and existing lines between two cities. The project will provided step by step section beginning with extremities. Deliver a first efficient Time In case of delay at the beginning of 2017, use for a limited period of time the Delivery of an efficient solution by the end of constraint existing line (same train stations but a need to adapt existing lines and a train line in time 2017 : temporary solution In relation with RZD and Russian government Ensure a proper knowledge transfer so that they can reproduce this technology in DB and Russian Offer guaranties and a other places in Russia and for the demand for the World Cup Railways after theOperations Life-Cycle Contract : Russia EU Summit in Train the staff so that they are able to operate the infrastructure delivered Brussels in Dec 2010 Provide a state of the art With our expertise and experience we will decide on Transport Infrastructure, Compliance withTechnology solution that meets the Rolling Stock Technology, Control-Command and Signaling, Railway Electrification European standards European Standards : and the power system which meet our European Standards Life-Cycle Contract : DB builds the line at its own expense, and Russian Railways Cost of previous Offer a win-win cost begins to pay only from the time of the project’s commissioning, and then projects lead by DB Cost solution that matches throughout the depreciable asset life of the structure during 30 years. Russian Railways with the budget : €12bn when the railway is operational expectations €20.000.000 each year during 30 years Supervision of The region between Moscow and St Petersburg has many asperities and is very Provide a solution bridges and tunnels cold, so it needs adapted materials. adapted to the Russian for the Nuremberg / -> specific knowledge and expertise to adapt the rails to the Russian ground and specific environment : Leipzig railway line to adapt the materials to the climateEnvironment adapt our technology to Study for a high An accurate study will be run to know exactly the region, and to define the best the specificities of the speed line in Norway route possible for the railways. Russian landscape and Consulting for the Also, we will seek for skilled partners, and control the operations during all the climate high speed line project. Ankara / Konya
Negotiation phase Our GET VALUE GIVE Projectedpriority Customer Priority Receive each stage 5 3 months Project completed earlier 1 1 payment earlier months Increase the proportion 10% 300 Provide more services (ex: 2 of the payment when the employees Training center) 2 railway is operational Increase budget 5% 30% from CLM implementation with cost 3 the initial reduction 3 bid price Extension of the 10 years 20% from European standards 4 maintenance contract the initial implementation with cost 4 bid price reduction Time schedule warranty 15% Increase the number of 5 passenger/year 5 6 Position on other projects Environmental standards 6 NOT NEGOCIABLE 1 Quality standards of the spare parts and materials corresponding to the DB standards 2 Working conditions for DB engineers 3 Environmental standards of construction corresponding to the DB standards