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Prasanna Purple Mobility Solutions
Complete Surface Mobility Solution
To be people’s chosen brand universally, in mobility solutions, by serving beyond their expectations for every journey whilst adding value to all stakeholders and society at large
About Purple
A complete Mobility Solutions provider company, specialized in Human Logistics
In the market since 1988
Our business vertical includes – City Bus, Intercity, Rentals, Holidays etc
Fleet of more than 1000+ buses operated on daily basis across national geography
City Bus Operations in Delhi, Indore, Pune & Surat
Indore Purple Public Transportation
Delhi Purple Public Transportation
Surat BRT Service
Prasanna Purple Mobility Solutions
Our Bhopal City bus project of 225 buses had got the National Award for Best public transportation under the category “Best PPP Initiative in Urban Transport 2011”. The award was given by Honorable Union Urban Development Minister Mr. Kamal Nath in New Delhi.
2011 - Best PPP Initiative in Urban Transport
National Award
Prasanna Purple Mobility Solutions
WINNER of the top 100 SME's of INDIA for 2014, presented by Bank Of India.
2014 - WINNER of the top 100 SME's of INDIA
National Award
Prasanna Purple Mobility Solutions
Awards for Excellence in Bus transport service. West Zone of India.
2015 - Excellence in Bus Transport (West)
National Award
Prasanna Purple Mobility Solutions
Awards for Excellence in Bus transport service. West Zone of India. Second time in a row
2016 - Excellence in Bus Transport (West)
National Award
India's Small Giants. The award was felicitated by Hon. Union Minister Shri Kalraj Mishra
2016 - India's Small Giants
National Award
Prasanna Purple receives 4 National Awards “India Bus Award” 2017 under the following categories : Excellence in Bus Transport - Private (PAN India) Excellence in Bus Transport - Private (West) (3 times consecutive in a row) Excellence in Marketing Initiative (Customer Retention) Excellence in Bus Transport - Private (Corporates) The award was honored by Deputy Chief Minister of Telangana, Md. Mohamood Ali & Minister IT, Industries & Commerce, Shri K. T. Rama Rao
Prasanna Purple Mobility Solutions
Why PPP?
of Government and Private sector to provide better service
Leveraging Strengths
Urban Local Body’s do not have enough capital to invest.
Lack of Capital with STU or SPV
State Government is not willing to invest in STUs.
No investment by State Governments
To bring in capital and entrepreneur skills of private person / organization
To attract Private Capital
• Managing fleet with crew • Revenue collection ,Sale of tickets, passes . • Development & Management of bus stops , Terminals. • Marketing of value added services • Various ways of generating additional revenue by Advertising
Which services can be Outsourced
9/11/2017 11
Types of PPP
Ideal when there is a single concessioner in a city.
Requires very effective implementation of concession agreement
Gross income is collected by the concessioner and City gets fixed income
either on per bus / per month or operated Km basis. NET
BASIS
Gross Income is collected by STU / SPV and concessioner gets paid a fixed sum on
Per Km basis irrespective of income.
GROSS BASIS
What is it?
STU / SPV having strong administrative and financial strengths outsource fleet
procurement, operation and maintenance to increase operating efficiency
Where is it used?
9/11/2017 12
Gross Vs Net Contract Model : Features
Factor/ Activity/ Feature Gross Contract Net Contract
Most likely bidding factor for contract Per km revenue to be paid
by city authorities
Per bus monthly fees/VGF to
be paid/ received to/from
PTA by/to operator
Revenue to operator Based on per Km charge
contracted in the agreement
Based on direct ticketing
revenue on daily operations
Revenue to PTA Direct ticketing on daily
operations
Per bus monthly/yearly fees
paid by operator
Employment of crew by operator Only driver Driver and conductor
Responsibility of operator Entire O & M Cost Revenue Collection and
Entire O & M Cost
Ownership of buses PTA / operator PTA / operator
Additional revenue thru advertising on
buses
PTA / operator PTA / operator
Planning and implementation of daily
bus schedules
PTA PTA
Infrastructure PTA PTA
Safety & Quality Assurance Joint Responsibility Joint Responsibility
ITMS PTA PTA
PTA- Public Transport Authority
Slow pace of progress
• Gross Cost - Cities do not have enough financial resources.
• Net Cost - Operators are not willing to work because of high royalty expectations & inadequate support by local authorities.
Not being implemented because many cities do
not have expertise to run the system & resources to
fund losses
Not many operator are willing to come forward to
take risk of revenue, as experience of getting
Government support is very bad
Models of PPP
PPP Models
Integrated Single Operator
Advertising Rights
Pass Pricing and Sale
Fare Box Collection
Fragmented
Vendor 1
Advertising Rights
Vendor 2
Pass Sale
Vendor 3, 4 & 5
Operate Certain Routes
RESULT
Maximise revenues
with the focus on
enhancing COMMUTER
COMFORT
9/11/2017 15
Revenue model and priority
Possible only when one operator undertakes entire city operations. Priority is given to passenger convenience ,as main focus is to carry more number of passengers to increase revenue. To attract more passengers he can leverage advertising space to be used as barter to provide discounts to pass holders in certain shops, malls, multiplexes, restaurants intercity bus operators etc.
INTEGRATED MODEL
Difficult without good organisational capabilities of SPV . Priorities of different service provider is different . Revenue model of bus stop advertiser - Is to generate revenue through only advertising hence he will opt for a place of bus stop where advertising will become profitable and will not consider passenger’s convenience.
FRAGMENTED MODEL
Prasanna Purple Mobility Solutions | www.prasannapurple.com
9/11/2017 16
ABCD Trip Analysis
Trip A Trips which generate revenue crossing all expenses or profit making trips.
Trip B Trips which generate revenue upto all expenses like monthly contract payment (royalty) to city authorities and overheads, but excluding finance/bank EMI , or meeting breakeven costs.
Trip C Trips which generate revenue above the direct/ operating cost .
Trip D Trips which are loss making, or generating revenue below direct cost.
ABCD Trip Analysis
0
20
40
60
80
100
120
Jan Feb Mar Apr May Jun Jul Aug Sep
50 51 45 50 55 59 62 64 65
14 13 14 14 12 10 10 9 10 8 9 11 10 9 9 8 8 7
28 27 30 26 24 22 20 19 18
Changing Percentage in ABCD Trips
D%
C%
B%
A%
25.00
27.00
29.00
31.00
33.00
35.00
37.00
39.00
JanFeb
MarApr
MayJun
JulAug
Sep Before ABCD
After ABCD
Average EPKM- 31.11
Average EPKM- 29.18
EPKM : Before and After ABCD Trip Analysis
Effect Of Rescheduling On Improving Earning Per KM ( EPKM )
Best of Best : Bus to Run Highest Kms
Vehicle No. Fuel in Ltrs B-O-B Fuel in Ltrs
MP-1 4946 13077
MP-2 3131 12972
MP-3 4118 12459
MP-4 13536 12366
MP-5 4479 11070
MP-6 4203 7608
MP-7 13907 6117
MP-8 4116 5349
MP-9 7890 4671
MP-10 11578 4425
MP-11 13077 4384
MP-12 13503 4235
MP-13 6494 3526
Total 104979 102259
Result
0
2000
4000
6000
8000
10000
12000
14000
16000
Fuel in Ltrs
B-O-B Fuel in Ltrs
Result : 2720 ltrs fuel saved due to B-O-B
Bus with best mileage does max Kms, consumes highest fuel
Route Bus No. Avg KMPL KMPL
Ranking Total Run
Kms Km Ranking
SR2
MP-1 3.85 1 19041 8
MP-2 3.84 2 12022 13
MP-3 3.75 3 15443 10
MP-4 3.68 4 49812 2
MP-5 3.65 5 16350 9
MP-6 3.63 6 15256 11
MP-7 3.62 7 50345 1
MP-8 3.56 8 14653 12
MP-9 3.5 9 27616 6
MP-10 3.49 10 40407 5
MP-11 3.48 11 45508 4
MP-12 3.46 12 46722 3
MP-13 3.41 13 22145 7
SR2 Total 3.59 375320
Driver Code Avg KMPL KMPL Rank Run Kms Kms Rank
CBB00138 3.99 1
3738 7
CBB00632 3.93 2 4007 6
CBB00574 3.89 3 4605 4
CBB01074 3.85 4 5994 3
CBB00705 3.85 5 6562 1
CBB00416 3.82 6 4092 5
CBB00124 3.68 7 6148 2
Best of Best : Driver to Run Highest Kms
Driver Code Fuel in Ltrs B-O-B Fuel in Ltrs
CBB00138 937 1645
CBB00632 1020 1564
CBB00574 1184 1541
CBB01074 1557 1196
CBB00705 1704 1063
CBB00416 1071 1049
CBB00124 1671 1016
Total 9143 9074
Result
800
1000
1200
1400
1600
1800
CBB00138 CBB00632 CBB00574 CBB01074 CBB00705 CBB00416 CBB00124
Fuel in Ltrs
B-O-B Fuel in Ltrs
Driver with best mileage does max Kms, consumes highest fuel
Result : 70 ltrs fuel saved due to B-O-B
Issues affecting success of PPP model
• Poor understanding of ( PPP) Partnership concept
• No Model concession agreement.
• Fare fixation and timely revision
• Reimbursement of Concession amounts
• Weak SPV responsible for poor Planning & control
• Poor support by local Administration , Police & RTO
• Lack of commitment to build necessary infrastructure .
• No provision of Viability Gap Funding to Private Operator .
• Expectation of High Royalty & Taxes (double standards Vs STUs)
Prasanna Purple Mobility Solutions | www.prasannapurple.com
What is required
• Priority sector – Infrastructure status
• Successful Implementation of NUTP and JnNURM guidelines
• UMTA to be made statutory body with legislative support by CMV Act.
• Capacity building of SPV / STU
• Auto fare revision formula
• Adoption of ITS
• Education to all stake holders- Citizens, Politician , Bureaucrats & Operators
• To bring City bus under essential services
• Third party quality audit mechanism.
• Proof of concept - build one city as a role model.
Prasanna Purple Mobility Solutions | www.prasannapurple.com
Availability of low cost long term funds for entire project Method to provide viability gap funding or fuel and tax subsidy Real estate avenues to earn additional revenue Multimodal terminals, Other associated Passenger & Depot Infrastructure.
Responsibility of Each Stake Holder
By Government
• Build political consensus & will to improve Public Transport • Include all stake holders in the process and educate citizens • Allocate Depot land at strategic location for better and efficient service • Build modern bus terminals with better passenger amenities. •Effective Insurance scheme ( cash less) • Scheme of Project finance for Public Transport Operators. •Give Industry Status to Public Transport by road, like rail.
By Operator
• Modernize bus depots • Upgrade house keeping and maintenance systems to improve on road bus ratio and image of bus. • Adopt ITS, new technology and establish centralized control rooms. • Rationalize routes, plan schedule, manage frequency as per customers requirement. • Bring in more staff training, incentive schemes and motivational programs. • Introduce attractive passenger schemes to attract more commuters. •Work towards road safety program. •Improve image of Public Transport
Provide end to end better experience like Metro to bus users
Thank You