🇦🇺Australia

Kapazitätsverluste durch Portierungs-Backlogs

1 verified sources

Definition

The LNP Code outlines a series of inter‑carrier interactions and time‑bound steps that must be completed before a number can be successfully ported and activated with the gaining provider.[1] In practice, gaining providers often wait on manual responses from losing providers, and internal teams must align cutover windows, ULLS or access transfers and configuration changes across multiple systems. When these tasks are performed by small teams using email and spreadsheets, porting queues build up, limiting the volume of ports that can be processed per day. For consumer and SME services, each delayed port represents a delay in commencing billing; for enterprise deals, lengthy port lead times can cause prospects to reconsider or choose providers with faster activation. Assuming that slow LNP processing extends average activation by 3–7 days for a portion of orders, and that 1–3% of prospective customers churn during the waiting period, the revenue impact for a mid‑size provider with AUD 50–100 million in access revenue can reach the low millions in annually lost or deferred income.

Key Findings

  • Financial Impact: Quantified (LOGIC): If a carrier has AUD 60 million in annual fixed‑voice/access revenue and 40% of this (AUD 24 million) comes from new or migrated services dependent on LNP, and 2% of these deals are lost or materially delayed due to porting backlogs, this equates to approximately AUD 480,000 per year in lost or deferred revenue. Additional short‑term cash impact arises from 3–7 days of delayed billing start dates across successfully ported services.
  • Frequency: Persistent; peaks following marketing campaigns, competitor failures or regulatory changes that trigger high churn.
  • Root Cause: Limited headcount in provisioning teams; reliance on manual coordination for cutovers; lack of prioritisation rules and capacity planning for porting volumes; no straight‑through processing from order capture to LNP execution.

Why This Matters

The Pitch: Australian 🇦🇺 fixed‑line providers lose 1–3% of potential new‑service revenue when slow LNP processing pushes activations out by weeks. Streamlined and automated port workflows unlock that blocked capacity.

Affected Stakeholders

Head of Consumer/SME Sales, Service Delivery Manager, Network & Provisioning Operations Manager, CFO / Head of Commercial

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Financial Impact

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Current Workarounds

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Methodology & Sources

Data collected via OSINT from regulatory filings, industry audits, and verified case studies.

Evidence Sources:

Related Business Risks

Kostenfehler und Streitigkeiten bei Portierungsentgelten

Quantified (LOGIC): Typical local port administration/activation fees of AUD 20–80 per service; at 10,000 ports per year and a 5–10% mis‑billing or write‑off rate, this implies AUD 10,000–80,000 per year in direct under‑billing plus AUD 100,000–400,000 in delayed/settled receivables for mid‑size carriers. Large incumbents processing 100,000+ ports may see AUD 200,000–500,000+ annual leakage.

Hohe manuelle Abwicklungskosten für Portierungen

Quantified (LOGIC): Assuming an average of 0.3–0.7 hours per simple port and 1–2 hours per complex port at a fully loaded labour cost of AUD 60–90/hour, a carrier processing 10,000 ports per year (70% simple, 30% complex) incurs approximately AUD 250,000–600,000 in manual LNP administration costs annually. Automation that reduces manual time by 40–60% would save AUD 100,000–350,000 per year.

Kosten durch Fehlportierungen und Notfall-Rückführungen

Quantified (LOGIC): At a 2% problematic port rate on 10,000 annual ports (200 problem cases) with AUD 150–250 additional internal remediation cost and AUD 200–500 average customer credits per incident, carriers face approx. AUD 70,000–150,000 per year in direct quality costs. Higher‑value enterprise ports can push this beyond AUD 200,000 annually.

Verzögerter Zahlungseingang durch Portierungsstreitigkeiten

Quantified (LOGIC): For AUD 3 million in annual LNP‑related inter‑carrier charges with 15% in dispute delayed by an additional 90 days, approx. AUD 112,500 of working capital is locked (0.15 × 3,000,000 × 90/360). At a 6–10% cost of capital, this equates to AUD 6,750–11,250 per year in financing cost, plus risk of write‑offs or negotiated discounts of 2–5% of disputed amounts (AUD 9,000–22,500). Total annual drag: roughly AUD 15,000–35,000, higher for larger carriers.

Kundenabwanderung durch langsame oder fehlerhafte Rufnummernportierung

Quantified (LOGIC): If 3,000 SME/enterprise customers (out of 30,000) experience LNP‑related changes annually and 10% suffer poor porting experiences, that is 300 at‑risk customers. With an average revenue of AUD 5,000 per year each and a 20% incremental churn rate among this group due to dissatisfaction, approx. 60 customers are lost, equating to AUD 300,000 in annual recurring revenue loss, not counting additional down‑sizing from customers who stay but reduce services.

Fehlende oder fehlerhafte Interconnect‑Erlöserfassung

Logikbasiert: 1–3 % der Access-/Interconnect‑Erlöse; bei einem Carrier mit AUD 200 Mio. relevanten Wholesale‑Umsätzen entspricht das ca. AUD 2–6 Mio. p.a. an nicht fakturierten oder zu niedrig berechneten Access Charges.

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