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THE REVOLUTION OF TELECOMMUNICATIONS IN SUDAN

There is a high correlation between the country's economic development and telephone penetration. That was the main reason for the privatization of the telecommunication sector made by Sudan government and the establishment in 1993 of Sudatel as a public shareholder company, between the Sudan Government and 37 founder shareholders from private sector with an initial capital of 150 million US dollars raised to 250 million US dollars. The Sudan Government share is 600,000 amounts to 60 million dollars represent 66.8% of the package.

Sudatel started in 1997 as a challenging innovative plan to be implemented between 1994-1999 to accelerate the telecommunication market development to achieve the government strategy of a teledensity of one line per one hundred inhabitant by year 2000 instead of 26 lines per 10,000 inhabitants scored in 1994 and indirectly stimulate the over all economy of the Sudan. This telecommunication quantum leap based on three main elements.

1. Introduction of modern digital technology:

a) SDH, ASDL transmission, in core and access networks.

b) VSAT, WITL, digital microwave in rural communication.

c) ISDN, IN, X.25, Frame Relay, and ATM, as the core of the digital switched network.

d)     System based on a distributed computer network.

a) GSM for mobile communication.

b) Layered TMN concept for the network management system.

c) Customer care system based on object oriented programs and of relational database.

2. Enhancement of marketing and customer care:

Introducing value-added services and new marketing strategies based on customer satisfaction.

3. Development of human resources:

Human factor plays a major role in achieving the over all strategic objective, and the marketing and network strategy. Sudatel exerted great effort on:

a) Recruiting qualified staff.

b) Training to acquire know how up grade skills to realize professional performance and service and business oriented attitude.

c) Development and implementation of an organization structure, procedures and job description.

Mission and Objectives:

The mission of Sudatel is to improve and extend the telecommunication service portfolio in Sudan to one of the highest level within the continent by transforming to an innovative, well organized company and with professional service and business oriented personnel.

Objectives:

a) Improving and extending telecommunication service portfolio for business and residential customers.

b) Innovation of the telecommunication service portfolio to meet the requirement of the business, residential and whole sale customers.

c) Achieving the highest standard of operations in the continent by the best organization structure and service.

d) Remaining a profitable and reliable telecommunication operator.

Policies and Strategies:

Sudatel has clear policies and strategies, which are well defined in its business and technical plans.

Network Strategy:

a) Innovation and extension of back-bone optical fiber in national core network and optical fiber ring in Greater Khartoum.

b) Digitization of current PSTN exchanges in urban areas.

c) Introduction of digital rural telecommunication system using WITL, CDMA, DECT, VSAT or digital microwave.

d) Implementation of GSM network starting by Greater Khartoum and extending along the backbone optical fiber.

e) New digital gateway earth station and international exchange.

f) Interconnection of the back-bone optical fiber network with the remote urban states and provinces via satellite 'SUDOSAT'.

g) Innovation of the access-network in urban areas by conventional copper wire and using new technology ADSL or VSDL to             provide value added services.

h) Setting customer care system starting with billing and accounting capabilities.

i) Implementation of TMN based network.

j) Interfacing national back-bone optical fiber network and broad-band carriers i.e. "Africa one for regional and global communication           network".

Marketing strategy:

a) Market driven penetration of the required fixed voice service for business and residential customers in urban and rural areas.

b) Introducing data communication services for business customers starting with Greater Khartoum area.

c) Developing virtual private network and center services for the business market and governmental institutions.

d) Developing (VAS) value added services (paging, e-mail, video-conference) and (IT) information technology (internet, intranet).

e) Setting high standard customer care and after sales services.

Financial policy:

Sudatel will adopt flexible and reliable financial policy to meet the challenge and attract hard currency investment funds from local and foreign investors. This policy will stand on:

a) Accelerating projects related to international traffic growth to generate hard currency.

b) Strategic alliance with regional or international telecommunication operator on specific development programmes.

c) Join ventures with local investors to expand service or to start-up new services.

d) Marker-ship with one of the telecommunication infrastructure supplies in order to share hard currency investment.

e) Attract World Bank and Development Banks to finance Sudatel projects related to the over all development of telecommunications           in Africa.

Conclusion:

The telecommunication industry in Sudan entered a new era under Sudatel management. The development achieved in this important infrastructure is due to introduction of modern technology and new business approach; the result is an enhancement in quality of service and high standard customer care. By the end of this century, Sudatel will stand among the best telecommunication operators in Middle-East African Region.