Partner Sourcing Taskforce: Why network expansion needs new approaches
CapEx-intensive fiber optic expansion – A “Big 3” fiber optic provider with a construction volume of € 1.5+ billion p.a. focuses on cost reduction, quality and long-term construction partnerships with a newly introduced task force
Table of contents
Introduction
"Why fiber optic network operators must now rely on well-thought-out strategies and high-performance construction partners"
The expansion of the fiber optic network in Germany is currently under enormous pressure and will remain so in the coming years. Rising quality requirements, increasing project complexity and a tight market with limited capacities are making it difficult to implement planned projects. In addition, the German Bundestag has earmarked special funds in the three-digit billion range for infrastructure projects. At the same time, expectations are rising for financially sensible, stable, efficient and demand-oriented construction partnerships that secure long-term growth.
International investors are discovering the German market for themselves: on the one hand, there is a lot of potential (according to the Breko study, the expansion rate at the end of 2024 was around 48%), and on the other hand, there will be no more powerful alternative than fiber optic networks in the foreseeable future.
Lots of capital, lots of excavators: from the perspective of specialist civil engineering and general contractors, there is a gold-rush atmosphere. Many large and small companies, including from other European countries, are currently flooding into the German market. A well-thought-out strategy is therefore required, otherwise the expansion will be too time-consuming and cost-intensive in all its facets.
A purely reactive approach to selecting construction companies is no longer sufficient under these conditions. A specialized task force has been set up to meet the increased quality requirements and make tenders fit for the future. It pools market knowledge, structures the selection process and focuses on sustainable and cost-efficient partnerships in civil engineering.
Frieder Timmerbeil - The expert behind the transformation
Frieder Timmerbeil is much more than a classic procurement consultant. As an experienced interim manager and transformation consultant, he thinks beyond pure procurement – he optimizes structures, processes and strategies to make purchasing and companies more efficient and cost-sensitive.
Whether setting up, restructuring or further developing purchasing departments: He always works across departments along the entire value chain and achieves sustainable results. He is particularly sought after by private equity investors, SMEs and international corporations when rapid success and far-reaching and visible changes are required.
He has been reliably reducing costs for over 20 years – from classic consulting to temporary purchasing management to major transformation projects. His strengths: communication skills, leadership quality and the ability to bring people along with him. As a “people mover”, he places more value on the success of his teams than on his own – and ensures that they can continue to work independently after his assignment.
His aim is to establish procurement as a genuine sparring partner in the company – close to the management, the teams and the operational business. For him, one thing is clear: “Cost efficiency is not a sprint, but an endurance run.” And that’s exactly how he approaches it.
With his broad experience, he acts confidently at all levels – from the specialist department to the board. Clients also value his negotiating skills outside of traditional procurement issues, his eye for efficiency and his entrepreneurial mindset. This is why he regularly sits on steering committees for major cost-cutting programs – as a consultant who thinks and steers.
Challenges
Why a new building partner approach was necessary
The starting point was anything but comfortable: there was simply a lack of construction partners nationwide to meet the ambitious expansion targets. While some of the expansion projects had already been contractually agreed, numerous projects with a construction start date of 2025 were still outstanding and further expansion projects were defined as new targets by the investor and the Management Board.
In addition, existing general contractors responded to tenders with excessive price demands and complicated contract models. At the same time, many things ran side by side internally instead of together – a lack of coordination between technology, purchasing and construction slowed down the pace and transparency. Stakeholder management? Not a thing.
One thing was clear: without economically strong, experienced and high-quality construction partners, we would not be able to continue. What was needed were specialists with substance and a structured qualification process that consistently separated who could really deliver and who could not.
Theory became reality at the latest when several major construction partners collapsed. Insolvencies (e.g. Soli Infratechnik) made it clear how urgently new, resilient and sustainable structures were needed.
Solution approach & procedure
Partner sourcing with structure & system
The task force’s strategy was based on a central principle: quality before speed and yet achieving both. The starting point was a structured qualification process that not only identified new construction partners, but also actively tested their suitability. Over 200 potential partners were systematically approached in a nationwide market screening. The focus was on face-to-face meetings, very comprehensive assessments, clear communication and consistent compliance with demanding minimum standards.
The entire process was divided into two central quality gates: a preselection process before the actual tender and intensive onboarding for qualified partners. Elements such as credit reports, scoring models etc. formed the basis. Only those who cleared further hurdles were invited to Online Supplier Days – a key element for assessing commitment and professionalism.
This was followed by the targeted allocation of tenders, which represented the first of many further steps in the second quality process. This was no longer done according to the scattergun principle, but on the basis of clearly defined performance parameters: Construction volume, network concepts, regions as well as personnel and economic capacities of the providers. Each partner was only given what matched their qualified profile. This increased the probability of success, reduced frictional losses and significantly accelerated project implementation.
The close coordination between purchasing, rollout and partner management was key to the internal effectiveness. The task force was not perceived as a foreign body, but was quickly integrated as an operational reinforcement. Instead of long concept phases, the focus was on immediate implementation, regular feedback and continuous further development – both of the requirements for the minimum standards and of the entire qualification process.
Last but not least, the introduction of a dedicated landing page for new construction partners created a standardized and digitally supported entry point. Key parameters were already queried there during the initial contact, allowing unsuitable partners to be screened out directly. This saved resources, accelerated the decision-making process and ensured that the right companies entered the process – those that were prepared to deliver on an equal footing.
Results & successes
Results that make an impact
The results speak for themselves: of over 200 (partly European) construction companies screened, around 40% were successfully listed and qualified – a strong rate despite stricter quality requirements. These construction partners were specifically assigned to expansion projects. The competitive pressure among existing and new construction partners increased noticeably: the market was measurably strengthened and turned into a buyer’s market from the perspective of the fiber optic company. The task force was now able to significantly influence and enforce prices and contract content.
Under the leadership of the task force, many expansion projects nationwide were approved very quickly in the first tendering phase – with newly qualified and listed construction partners. With further newly acquired partners, additional expansion projects could be scheduled at short notice. This made tenders faster, more targeted and more successful – always tailored to performance, availability and region.
The best-practice assessment process had a clear effect: a large number of potential construction partners took part and were assessed. At the same time, a not inconsiderable number rejected themselves – a sign of a realistic market assessment and the new high quality requirements on the part of the fiber optic company. Non-listings were made on the basis of clearly defined criteria and helped to further sharpen the selection process.
The introduction of a central landing page considerably simplified access for new construction partners. Pre-qualification during the initial digital contact noticeably relieved the burden on the purchasing department and eliminated unnecessary checking processes. Only suitable partners made it through – clearly, efficiently and quickly.
In short, the task force has not only created structures, but also delivered tangible and sustainable results – with a direct impact on project rollouts and significantly higher quality in the construction partner network.
Efficient market screening
Accelerated tendering and planning procedure
Best practice assessment procedure
Centralization of requirement criteria
Lessons Learned
One key learning: top construction partners need personal support – and not just after the contract has been signed. The best results were achieved when communication was early, direct and binding. Capacities, contact partners and regional fit were individually queried even before the tender. During the tendering process, active sparring on specifications and contracts ensured clarity and trust. And after the tendering phase? They didn’t expect an email, but a personal presentation of the offer – on an equal footing.
The selection process was also continuously sharpened. The quality requirements were adjusted during ongoing operations: Minimum economic requirements were raised, creditworthiness and rating limits were clearly defined and financial strength was subject to mandatory queries – especially for the fiber optic company’s expansion projects. In addition, on-site audits were introduced, including specific measures for partners with development needs.
It was also important to realize that a clear framework creates freedom: the strict quality requirements meant that processes could be designed more efficiently without losing the individual assessment. Companies with potential but minor weaknesses were specifically observed, qualified or integrated with a view to the future – instead of being excluded across the board.
In short, the structured process was not a rigid system, but a learning tool. The system improved with every tender, every partner meeting and every audit – and the partner network became more stable, reliable and sustainable.
Why consultingheads
"We needed speed and a system - consultingheads delivered both with Frieder Timmerbeil. His structured approach to partner sourcing was a real game changer for us."
Speed and precision. We know that time is often the decisive factor for the success of a project. That’s why we provide you with tailor-made profiles of independent consultants, freelance experts and interim managers within 36 hours – hand-picked and tailored to your specific requirements.
Expertise and international network on-demand. Thanks to our global network of highly qualified consultants with a deep understanding of the industry and a proven track record, we can find exactly the right experts to understand your challenges and tackle them in a targeted manner. This diversity of international experience enables us to staff even complex projects with the necessary cultural and technical expertise – always available and precisely tailored to your requirements. Frieder Timmerbeil is a perfect example of this: a consultant with experience in finding efficient and cost-optimized solutions.
Project-based staffing with flexible, hybrid team structures. Instead of relying on permanent teams, consultingheads offers the opportunity to deploy experts from a broad network as required. By combining internal and external resources, we create customized solutions that optimally staff each project phase. This flexibility ensures that precisely the expertise required for the success of a program is integrated – without the restrictions of rigid team structures.
Results-oriented instead of overhead-driven. With consultingheads, companies get access to first-class consulting without the high overheads of traditional consulting firms. Our business model is designed to ensure maximum efficiency – so that your budgets flow directly into implementation and not into costly overhead structures.
Value on personal fit. We not only look at the technical aspects, but also attach particular importance to the personality and working methods of our experts. After all, the success of a project depends largely on how well the team works together.
Results that convince. Just as in this case study, the implementation of “Taskforce Partner Sourcing” enabled a large number of providers to be filtered for project fit in the shortest possible time, we also attach great importance to solutions that deliver immediately measurable results – without detours and with maximum efficiency.
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