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Presentation held at Scania Capital Markets Day, 19 September 2013 by Christian Levin, Executive Vice President, Head of Commercial Operations
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Service revenue growth
Christian LevinExecutive Vice PresidentExecutive Vice President, Head of Commercial Operations
Commercial Operations– a global sales and services network
~1,500Dealerships/work-
17,000Employees within
15,000+Employees withinp
shops whereof 1/3 is captive
Employees within captive network
Employees within non-captive network
Scania’s 2020 objectives
Global potential 120,000 p ,Scania trucks
Ambition to increase services to 25-30% of total revenue
P t ti l f 15 000 Potential for 15,000 buses and 20,000 industrial and marine engines
Service revenue growth
I d l / hi l
SEK 17 bn.
Increased sales/vehicle Extended services Higher market share
Growing vehicle fleet
Higher vehicle quality implies decreasing revenue if fleet is unchanged
Today 2020
Drivers of demand of services
Transport companies are
Scania vehicle fleet
p pfocusing on logistics
Customer demand +55%
– better fuel efficiency and more uptime
G i hi l fl t Growing vehicle fleet
More sophisticated vehicle technologyvehicle technology
Today 2020
Success factors
Service support close to customer operations
Competitive service portfolio
Develop concepts in partnership with customers (Ecolution, Mining, Forestry)
High quality in repair and maintenanceand maintenance
Short lead times
Support close to the customer
RunNetwork of workshops
Field workshops
Mobile workshops Assistance Connected
vehicles
Run customer workshops
Connected Vehicles– potential to improve uptime
Scania Driver Training Scania Driver Training and Driver Coaching
Scania Fleet Managementg
Service planning
Repairs via ScaniaRepairs via Scania Assistance
Preventive maintenance
Strengthen services portfolio
Improve service planning and preventive pmaintenance
Repair and maintenance of superstructuresof superstructures
Scania Classics (services potential ( p2nd & 3rd owner)
Solutions for buses and coachesand coaches
Insurance
Improved efficiency and qualityScania Retail System
Same principles as
Examples from role model workshops
Time for standard main-p pScania Production System
tenance reduced from 7.5 hours to 4.25 hours
Bill bl h +5% f Shorter lead times in the delivery process
Hi h lit d
Billable hours +5% for service technicians
Higher quality and shorter lead times in repairs
Reduced lead time by 60% for vehicle delivery
Lead time in invoicing decreased from 9 to 2 days
Emerging market potential – Latin America
Extensive and SEK m.
Service revenue Latin America
competitive network in Brazil, Argentina
SEK m.
2,500
3,000
Further expansion in Chile, Peru and Colombia
1,500
2,000
Increasing demand for solutions ( )
500
1,000
(vehicle uptime) 0
*Rolling 12 monthsg
Emerging markets potential – Eurasia
Good coverage
Service revenue Eurasia
SEK m.
600
700
gin Western Russia
Further expansion
SEK m.
300
400
500in Ukraine, Kazakhstan and Eastern Russia
I t d i A i t
100
200 Introducing Assistance
0
*Rolling 12 monthsg
Summary
Customer demand and vehicle fleet are driving revenue growth SEK
17 bn Extend leading
position in services
F l
17 bn.
Focus on close to customer, applications
ffand efficiencyToday 2020