When a natural disaster destroys the existing communications infrastructure or if the emergency scenario is in a remote area beyond the reach of terrestrial networks, satellite communications is the only tried and tested method for maintaining this crucial connectivity. It becomes a lifeline in these critical situations.

The impact of a disaster not only results in the loss of human life but also leads to extensive environmental damage and has a long-lasting effect on the country’s economic structure. In 2023, the Emergency Events Database (EM-DAT) recorded a total of 399 disasters related to natural hazards, Affecting 93.1 million people. The economic losses amounted to US$202.7 billion.

The development of hybrid, space-based satellite communications, which include multi-orbit and multi-band networks is an important factor in meeting future demand of the ever-increasing occurrence of natural disasters.  Alongside the development of a range of satellite ground station equipment for IoT, fixed and transportable applications using LEO MEO and GEO satellites for Satcom-on-the-move and Satcom-on-the-pause.

Collaboration – from the ground to the stars

Whilst developments in these areas are well underway, industry collaboration is what is really going to make the difference if we are to create a world where ‘always on’ multi-orbit connectivity is a reality. With the ability of hybrid capacity to switch terminals seamlessly between orbits and terrestrial networks satellite terminals that are as easy to use will become the technology of choice.

For this to happen, we require one single unified network. This means leaving any idea of competition between manufacturers behind. From the ground to the stars, we must collaborate and consolidate. This involves the whole communication chain from satellite ground station equipment manufacturers working with global satellite and terrestrial operators.  Tech providers and operators collaborating to support an overarching multi-orbit vision guided and supported by industry associations and working groups. Aligning tech with academia and open standards to bring resilience and operational agility in the face of any emergency.

Leading by example: joining forces for international rescue

When a magnitude 6.8 earthquake struck the northern coast of Morocco on September 8, 2023, widespread damage was caused to buildings, infrastructure and communications networks. The Moroccan government declared a state of emergency and mobilised rescue teams and humanitarian aid to assist the affected areas. Aid agencies and rescue teams came together and provided essential communication and support for the displaced and lost people.

Milexia, brought together ST Engineering iDirect (a global leader in satellite communications), Holkirk Communications (a communications manufacturer of lightweight satellite uplink terminal) and Intelsat (an operator of one of the world’s largest integrated satellite and terrestrial networks) to realise a complete communication solution for UK International Search and Rescue (UKISAR) with the vital end-to-end communications capabilities to optimise recovery efforts.

Recognising the urgency of the situation, the UKISAR team deployed to Morocco on the 10th of September, on behalf of the U.K. Foreign, Commonwealth & Development Office (FCDO) equipped with the new state-of-the-art communication technology. The Scorpion-Lite, pre-configured and certified to operate within the Intelsat FlexMove network, provided the UKISAR team with reliable and high-speed broadband connectivity, enabling them to establish seamless communication with their headquarters and much needed welfare connectivity to their loved ones.

The Intelsat FlexMove network provided enterprise grade connectivity for mission critical applications. Powered by the ST Engineering iDirect Velocity® platform, FlexMove played a pivotal role in ensuring that the UKISAR team had access to always-on high-speed data, video, and voice communication in any environments they encountered.  The vital connectivity provided communications on the pause to the first responders to coordinate rescue missions, access to critical information and welfare networks for the team’s well-being and provided onsite central operations for medical support.

The emergency mission in Morocco serves as a powerful example of the fact that collaboration of technologies and networks is the only way to upscale capacity and act with resilience in times of emergency. Cutting-edge satellite technologies and partnerships empower first responders and aid organisations to efficiently carry out their missions, particularly in challenging and remote environments.

Looking forward: a unified network, a unified vision

The next generation of satellite-enabled connectivity holds the potential to revolutionise emergency disaster response, and significantly reduce GDP expenditure but more importantly save lives. An optimistic future is within our reach, but it can only be realised through closer collaboration and continuous innovation within the sector. A proactive approach to leverage a hybrid mix and interchange of communications technologies to create one unified, space-age, next-gen network. Always-On. On-Demand. No matter the terrain. It’s time for the industry to unify and work to common standards that allow for true interoperability and resilience so teams can focus on the task at hand – saving lives.

Anthony Kincade, Business Unit Director, Satcom, Milexia

Source: Issuu

The overreaching goal has been to bolster competitiveness and attract innovative contributions to railway sustainability and efficiency from new incumbents and firms operating in diverse transport markets.

Different countries have chosen different paths, leading to varying results. And for the many successes, there have been failures too. In this article, we evaluate the lessons learned from railway market liberalisation and highlight why a robust and proactive supply chain strategy draws the line between those who retain a competitive advantage and those firms who get derailed after tender victory.

Market Liberalisation – Leading by Example

Eliminating the exclusive rights of existing operators for commercial long-distance railways has been a core objective of the EU’s railway liberalisation movement and was first introduced with the fourth railway package back in 2016.

The first railway package, introduced in 2001, was a significant evolution in rail market liberalisation, making public tendering a standard process.  Railway companies, for the first time, were given the chance to enter this market under a free competition model that respects the principles of transparency and non-discrimination. This opened up opportunities in the European railway market for any European rail operator, public or private, from any country. Encouraging competition between incumbents and new players in the railway market to create greater capacity and inspire new technology innovation and services for travellers.

Today, France’s passenger rail market, dominated by SNCF, is heralded as achieving the most significant transformation by railway liberalisation and created many opportunities for new incumbents to win contracts formerly reserved for national operators. For example, Italian rail operator Trenitalia has operated Frecciarossa trains on the Paris–Lyon line since autumn 2021, and Spanish rail operator Renfe has served the Paris–Marseille corridor since 2024. France has seen a significant increase in the number of private rail operators, offering a range of services from high-speed trains to regional commuter services. And companies such as Ouigo, a subsidiary of SNCF have disrupted the traditional rail market by offering low-cost, high-quality services that appeal to a wider range of passengers.

However, for the many tender successes, there have been failures too. The open-access rail co-operative Railcoop had been hoping to rejuvenate the Bordeaux to Lyon route but failed to ever launch the passenger service and went into liquidation. While it is not clear what exactly went wrong, what we can be sure of is that Railcoop was unable to match its intentions outlined in the tender application. A compelling entry-level strategy was not backed up by a robust supply chain management infrastructure and a sustainable operating model.

The opportunity for private companies to contribute to the development of the country’s railway infrastructure is a highly lucrative one for companies of all sizes and specialties. Only if they get it right for the long haul. Entering a highly competitive new market presents uncertainties and risks, and strict compliance procedures need to be adhered to. On top of this, an aggressive price strategy coupled with a low carbon footprint should always be a top priority for any tender application.

At Milexia, we recommend a strategic four-stage process to gain and maintain a footing in a competitive railway liberalisation market. With grave consideration, that the successes of stages one and two will become irrelevant if they cannot be backed up and reinforced by stages three and four.

Stage One: The Qualification Phase

The tendering of rail services subject to Public Service Orders (PSOs) is a long and complex process and sets limited timescales for bids meaning bidders have limited time to prepare their offers.

The perimeter of the tender must be properly defined and qualified from the outset. New entries should identify the robustness of their value proposition against the perimeters of the tender, including operating costs, maintenance costs, and rolling stock availability.

Ensuring that rolling stock is available to enter the market in the timeframe set by the tender requires an agile business model to be in place to adapt to changing market conditions and demands. Any tender application must demonstrate a commitment to safety, quality, decarbonisation, and sustainability, showcasing relevant certifications and innovative practices. And must be backed with hard evidence.

Stage Two: Project Tenders Offer

For driving the contract forward ideally, new entrants into the railway market should consider assigning or outsourcing a skilled bid team – experts in rail engineering with strong technical skills, project management, and financial expertise. And who can advise on how best to utilise existing in-house solutions and optimal procurement needs and standards in line with a roadmap for new product development.

Stage Three: Supply Chain Management

From stock availability, quantities according to their needs, and adapting the multiple small sites available to serve the infrastructure.  The winning organisations are those that can develop a forward-thinking approach for every part of the supply chain, from rolling stock procurement and demand planning to parts delivery and maintenance. And show agility for production delivery in line with defined timelines and with stock approved by the relevant authorities.

Stage Four: Ongoing Installation and Maintenance

Effective planning, coordination, and execution are essential for ensuring the timely completion of projects while maintaining high standards of quality and safety. And must be backed by a solid financial foundation for market agility. We recommend having access to financial capital for at least four years – and having a dynamic outfit that can ramp up and adapt to fluctuating market dynamics.

It is about being meticulous with the coordination of the lifetime of a project and building strategies aligned to KPIs. From planning and scheduling site installations, implementing safety protocols and regulations for compliance to managing resources, and organising logistics.

For a typical rail operator project, this should include:

1. Implementation and monitoring of the renovation operation.
2. Proper identification of the components necessary for each application and meeting the operator’s technical requirements.
3. Complete traceability of the source, origin, and quality of the components supplied.
4. First-class productivity and industrial performance through the implementation of a structured process.
5. The delivery of ready-to-use named-out kits made available for the trains undergoing maintenance, in line with the schedule requested by the operator.
6. Economic performance indicators and reporting for the operator.

Conclusion: Staying On Track with Railway Liberalisation

There is a huge opportunity for new incumbents to make their mark and profit from the railway liberalisation movement, but winning the tender means nothing without a robust supply chain infrastructure in place. Navigating opportunities from EU rail liberalisation must be guided by specialised expertise for the definition, realisation, monitoring, and maintenance of any project. Only then can new incumbents bring and sustain an active contribution to the sustainability and effectiveness of our railways.

By Laure El Mhadder, Sales Director Electronics at Milexia France and Alain Gorrec – Integration Advisor at Milexia France

Source: Supply Chain Strategy Magazine, August 2024