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Sub-Saharan Africa Power Plant Maintenance Repair and Overhaul
Description:
This Frost & Sullivan research service titled Sub-Saharan Africa Power Plant Maintenance Repair and Overhaul Strategies (MRO) Strategies provides a detailed analysis of the strategic adjustments required by original equipment manufacturers to gain a competitive edge in the market. In this research, Frost & Sullivan's expert analysts thoroughly examine the following markets: boilers, steam turbines, gas turbines, hydro turbines and generators.
End-user Survey Reveals Increasing Growth Potential in the Sub-Saharan Africa Power Plant Maintenance Repair and Overhaul Market
A recent Frost & Sullivan survey of the maintenance, repair and overhaul (MRO) market in Sub-Saharan Africa revealed that end users evaluated the quality of work, industry experience, customer service, price competitiveness and delivery time when choosing a supplier. Given the growing number of MRO suppliers, power plant managers are in a better position to select the most cost-effective option. Across the sub-continent, the majority of power plant personnel claimed to obtain at least three quotes and this situation is indicative of the intensity of competition that exists in the market.
Power stations carried out routine maintenance regularly and the in-house department was found to be the preferred option. However, there was a growing tendency to outsource routine maintenance jobs, with 24 per cent of respondents stating that they relied on an independent supplier or a competing equipment manufacturer (CEM) for the same. Meanwhile, day-to-day routine maintenance (DRM) was mostly done by the in-house department, as maintenance managers believed that they possessed the necessary skills to properly manage the DRM package without OEM assistance. However, the trend to outsource DRM jobs either to the OEM or a CEM was prominent in coal-fired plants. In terms of spare parts supply, CEMs enjoyed significance, except in the case of generators, where the majority of spare parts were sourced from OEMs. "Clearly, in the rapidly changing environment, competition for spare parts supply will be between the OEM and a CEM," notes the analyst of this research service. "Respondents also remarked that the lead times for spare parts had become longer over the last three years."
Technological Innovation and Emphasis on Superior Customer Services Essential for Market Success
Findings of the survey revealed that major overhauls were done either in-house (department or maintenance company) or by the OEM. However, power plant personnel demonstrated their eagerness to involve a CEM. Moreover, there was no clear indication of the duration of major overhauls, which depended on the importance of the breakdown as well as the workload and the type of equipment. "In addition, an overwhelming 64 per cent of power plant personnel stated that they provided notice of at least 6 months prior to the commencement of major overhaul jobs," explains the analyst. "Accordingly, shortening notice periods will greatly enhance the perceived supplier service’s value."
On analysing the key routes that MRO service providers were likely to follow in order to obtain contracts, it was discovered that the power plant was the preferred initial point of contact. This is expected to lead the OEM to rapidly activate appropriate processes in order to fulfil power plant needs. To conclude, service providers will need to be technically savvy and provide superior customer service proposition with a strong emphasis on workforce availability.
End-user Survey Reveals Increasing Growth Potential in the Sub-Saharan Africa Power Plant Maintenance Repair and Overhaul Market
A recent Frost & Sullivan survey of the maintenance, repair and overhaul (MRO) market in Sub-Saharan Africa revealed that end users evaluated the quality of work, industry experience, customer service, price competitiveness and delivery time when choosing a supplier. Given the growing number of MRO suppliers, power plant managers are in a better position to select the most cost-effective option. Across the sub-continent, the majority of power plant personnel claimed to obtain at least three quotes and this situation is indicative of the intensity of competition that exists in the market.
Power stations carried out routine maintenance regularly and the in-house department was found to be the preferred option. However, there was a growing tendency to outsource routine maintenance jobs, with 24 per cent of respondents stating that they relied on an independent supplier or a competing equipment manufacturer (CEM) for the same. Meanwhile, day-to-day routine maintenance (DRM) was mostly done by the in-house department, as maintenance managers believed that they possessed the necessary skills to properly manage the DRM package without OEM assistance. However, the trend to outsource DRM jobs either to the OEM or a CEM was prominent in coal-fired plants. In terms of spare parts supply, CEMs enjoyed significance, except in the case of generators, where the majority of spare parts were sourced from OEMs. "Clearly, in the rapidly changing environment, competition for spare parts supply will be between the OEM and a CEM," notes the analyst of this research service. "Respondents also remarked that the lead times for spare parts had become longer over the last three years."
Technological Innovation and Emphasis on Superior Customer Services Essential for Market Success
Findings of the survey revealed that major overhauls were done either in-house (department or maintenance company) or by the OEM. However, power plant personnel demonstrated their eagerness to involve a CEM. Moreover, there was no clear indication of the duration of major overhauls, which depended on the importance of the breakdown as well as the workload and the type of equipment. "In addition, an overwhelming 64 per cent of power plant personnel stated that they provided notice of at least 6 months prior to the commencement of major overhaul jobs," explains the analyst. "Accordingly, shortening notice periods will greatly enhance the perceived supplier service’s value."
On analysing the key routes that MRO service providers were likely to follow in order to obtain contracts, it was discovered that the power plant was the preferred initial point of contact. This is expected to lead the OEM to rapidly activate appropriate processes in order to fulfil power plant needs. To conclude, service providers will need to be technically savvy and provide superior customer service proposition with a strong emphasis on workforce availability.
Contents:
1. Introduction to the Sub-Saharan Africa MRO Market
-1. Executive Summary
--1. Objectives
--2. Methodology
--3. Summary of Major Findings
-2. Profile of Maintenance Behaviour and Preferences
--1. Routine Maintenance
--2. Spare Parts Supply
--3. Major Overhauls and Repairs
-3. Relationship with the OEM
--1. Notice Period for Major Overhauls
--2. Tender Process
--3. Adherence to Inspections and Maintenance Recommendations
-4. Route to Market and Decision Making
--1. Initial Point of Contact
--2. Decision Makers
-5. Service Provider Assessment
--1. Supplier Selection Criteria
--2. Overall Satisfaction
-6. Detailed Satisfaction Analysis
--1. Price Competitiveness
--2. Delivery Time and Speed of Response
--3. Quality of Work
--4. Technical Know-How
--5. Customer Service
-7. Future Prospects for Full Maintenance Contracts
--1. Full Maintenance Contracts
--2. Future Prospects
-8. Conclusion
-1. Executive Summary
--1. Objectives
--2. Methodology
--3. Summary of Major Findings
-2. Profile of Maintenance Behaviour and Preferences
--1. Routine Maintenance
--2. Spare Parts Supply
--3. Major Overhauls and Repairs
-3. Relationship with the OEM
--1. Notice Period for Major Overhauls
--2. Tender Process
--3. Adherence to Inspections and Maintenance Recommendations
-4. Route to Market and Decision Making
--1. Initial Point of Contact
--2. Decision Makers
-5. Service Provider Assessment
--1. Supplier Selection Criteria
--2. Overall Satisfaction
-6. Detailed Satisfaction Analysis
--1. Price Competitiveness
--2. Delivery Time and Speed of Response
--3. Quality of Work
--4. Technical Know-How
--5. Customer Service
-7. Future Prospects for Full Maintenance Contracts
--1. Full Maintenance Contracts
--2. Future Prospects
-8. Conclusion
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