Smart meter rollout: established utilities are tapping new markets

At this year’s E-world, the leading energy sector trade fair, the smart meter rollout was once again a hot topic for discussion. In Germany, people are concerned about much more than rolling out infrastructure as mandated by law : they are looking at the new competitive organizational structures that network operators (in Germany: the metering point operators) have to develop. This is a fundamental question for any company that wishes to participate in any emerging IoT market or establish itself there.

At the moment, network operators are especially interested in the benefits of learning from practice , for instance from companies like EWE NETZ that are already on the path toward implementation. They want to know what obstacles these pioneers have overcome, which ones are potential showstoppers, and what uncertainties need to be factored in.

Showstoppers might be:
  1. Market losses due to 3rd-party metering point operators
  2. Complex process model that overwhelms the organization > roadmap, checklist
  3. 0% outsourcing, e.g. building up in-house IT competencies

For companies that haven’t yet begun to plan the rollout of smart meters and metering infrastructure, most would benefit from a checklist that walks them through the strategy and planning phase of a rollout.

Below, I briefly highlight three hot topics that are cropping up in our current discussions with network operators.

Topic #1: To outsource or not to outsource? That is the question

When designing its smart meter rollout, what aspects should a network operator outsource and what is better kept in house? Theoretically, any amount of outsourcing is possible in a rollout strategy, from 0% to 100%. The key point in defining an outsourcing approach is for the company to clarify what its core business is and focus on its core competencies accordingly. Those don’t necessarily have to include installation services, say, or gateway administration. EWE NETZ outsources both the installation services and the devices, so that procurement and logistics are handled by a single source. However, as the company itself says, this comprehensive level of outsourcing called for a paradigm shift.

Uncertainties about gateways > see it as a learning process!
  1. How long will the gateways last in the field?
  2. After 8 years, will they still meet the security requirements?
  3. How long will you still be able to update them?

Companies that outsource to many different qualified service providers urgently need as much flexibility as possible to customize the process supported by the rollout management software system. In equipment provisioning, for example, the network operator might simply define the target product instead of supplying the service provider with precustomized devices. Once there is a degree of freedom in the process, it becomes more important to define appropriate quality assurance mechanisms and implement them in the system. The processing status of all orders and the corresponding inventory levels for every contracted service provider are two areas that have to be transparent for the network operator at all times.

Topic #2: Making sure your automation goes far enough!

The rollout is and will remain a major task. That makes it even more important to automate all the necessary processes, from planning up to SIM card activation. And it doesn’t stop there. One system has to handle planning, conducting, and managing the rollout plus the operation of the new, smart metering infrastructure. Because of that, it has to be integrated with a wide range of the IT systems involved.

One frequently asked question here is which system should be the lead one for master data storage. The answer: it depends. If there is already a lead system, this is integrated with the others. However, it may be necessary for the data to be held in the rollout management system, for example if you are a smaller company.

Just as crucial are implemented interfaces or cooperative arrangements with appropriate workforce management system (WMS) providers. Small regional service providers for installation, for example, don’t have their own WMS. When contracting such providers, it makes sense to include direct communication with Workforce Management as a Service (SaaS). This is especially important since it’s already clear today that there aren’t enough regional service providers with the appropriate qualifications and appearance, and sufficient capacity to go around.

Last but not least: thorough automation of the processes for rollout management, meter gateway administration, and meter data management is the be-all and end-all – and can make or break this major task.

Topic #3: Simulating strategies

The smart meter rollout market is in flux and only gradually taking shape. It can go so many ways for network operators: from “pure network operator” to a provider of additional innovative products in other grid areas to a service provider for third parties.

Examples of innovative (competitive) products:
  1. Products for metering point operation, e.g. provision of current and voltage converters
  2. Data products, e.g. ad hoc meter reading
  3. Tariff products, e.g. consumption-dependent tariff

Against this backdrop, players need to choose the right outsourcing strategy – from defensive to offensive – as well as the right partner strategy and rollout tactics – from degressive to progressive (see graphic).

2016_02_Screenshot_Schaeffler_Rollout_Taktik_EN(1)

Installation rates and cumulative installations of the three rollout tactics

In this strategy decision phase, companies have to juggle numerous uncertainties (how high are the costs per metering point?) and make several assumptions (level of demand for new products), and take them into account for their rollout strategy. The key is to recognize which assumptions have been made in this strategic planning phase and then validate them in an iterative process. Don’t call them success indicators – call them learning indicators! This is a new approach that obliges companies to change their orientation, especially in terms of corporate culture. Why do innovations fail? Not because of the people or products, but because of the “how.” Before selecting your preferred strategy, it is essential for you to run a simulation encompassing a wide variety of factors and assumptions based on company-specific data, for example with the help of a smart meter simulator.

Are you currently working on your rollout strategy and want to delve more deeply into it?

Checklist for the smart meter rollout
 

About the author

Stefanie Peitzker

Stefanie Peitzker

I have a graduate degree in management with a specialization in geography (University Augsburg, Germany). Since 2003, I work for Bosch Software Innovations: I have built up marketing for Visual Rules, our Business Rules Management System and contributed in winning customers around the globe. Since January 2009, I run the Marketing Solutions team at Bosch Software Innovations, an agile team of currently seven associates, all trying to permanently learn more about the customers´needs and market trends – focused on making software solutions a real experience. I have been writing for different technology magazines (e.g. JavaMagazine). When I don’t work, I love to spend time – leisure as well as action – with my kids and in my running shoes around the Lake of Constance.