SENNEBOGEN spare parts: Bringing state-of-the-art technology to the Customer Service Center
This time, we are at the new location Steinach and meet Managing Director Dr. Andreas Maurer for a chat about the Customer Service Center and the after sales strategy
The construction of the new Customer Service Center is well on track here just outside Straubing. When will it open, what are the next steps?
We have made good progress, the construction work is almost complete. My employees are in the process of setting and testing the system technology. In concrete terms, this means that the interface tests to the ERP and dispatch system are being carried out for the automatic pallet and container warehouse – an important step towards commissioning. First, the slow-moving items were stored. These are components of old series, for example, which are rarely required. We have started with this in order to get some practice with the new technology. All parts are being gradually stored and recorded here.
During the summer, the other departments of the new Customer Service Center will also move. In addition to logistics and the spare parts center, we also combine customer service and SENNEBOGEN Vertriebs GmbH & Co KG (SVG) with their rental and used machine fleet here. From September, the new location will be home to the entire SENNEBOGEN after sales area.
What will change and improve with the strategic realignment of after sales services in CSC for our customers and partners?
In essence, we are talking about an investment in the future with the entire construction project, which primarily benefits our dealers and customers. However, the expansion was necessary because the space in the existing premises was simply no longer adequate. On the one hand, the CSC is an expansion of capacity; on the other hand, switching to automated warehouse technology offers many advantages over manual picking.
Depending on the type and scope of the order, we are talking about an increase in speed of between four and seven times the previous output. For our customers, this will not only noticeably increase the "Same Day" delivery performance, but all delivery times will also noticeably improve- which our dealers will quickly notice. In addition, we will also stock significantly more material as we have more space here. This means a high investment on our part. But I see it like this: You have to be willing to invest for good service.
And what is happening next door in the other buildings?
We are also breaking new ground with our customer service in terms of the innovations in the spare parts business, which is primarily taking place here in the warehouse area, e.g. in the creation of maintenance documentation for repair and conversion instructions. A separate area has been created for this purpose, where we can produce these things on the machines, document and provide them to the service partners. This means that we can carry out these repairs and conversions even more easily, and guided by experts. The topics covered by the IoT Internet of Things are also interesting. I’m talking about telemetry and predictive maintenance. Over the next few years, we will be making some new products available from Steinach. This will offer many benefits for customers, I’m sure.
So the Customer Service Center is much more than just a new location. I see it as an expression of our after sales strategy and as an innovative home for the development and use of new technologies. In the end, however, it is the colleagues who do the valuable work here every day. The furnishings and the building provide the optimal framework for this.
As managing director, you are responsible for the entire after sales area as well as for SVG. Both units are now together in Steinach, can synergies be used as a result?
That's right– I’m responsible for both areas, so it will be easier now that both are in the same place, but that’s not the reason. There is a clear connection between the areas, e.g. in the preparation and processing of rental machines, a business of SVG and our service technicians in customer service. Here, we use synergies in processes as well as in personnel.
We also have our own test fleet for on-site customer service with the rental fleet. We can try and simulate things, do test installations and learn from the feedback. The training of our own mechanics also plays an important role here. That’s why we have come together here in Steinach. But another aspect is also very important: namely that SVG acts as a regional distributor in the local area. We get one-to-one feedback on dealer requirements virtually unfiltered and can therefore keep an eye on the market and customer perspective. I believe this is essential. Without the customer focus, in the worst case scenario, you can miss the demands of the market. This must be avoided. The proximity helps us enormously here.
SENNEBOGEN is successfully continuing its growth strategy with the new location and other key activities. Where do you see the next steps– what are the areas that still need to be addressed?
We have a large construction site here and construction and expansion is also underway at other locations, but these are construction sites in the literal sense of building work. With regard to our growth strategy, I can see hardly any real large construction sites with regard to improvement opportunities within the SENNEBOGEN Group. The group is very well positioned: our large product portfolio, the upcoming G-series, a growing Multi Line. As specialists in selective dismantling, we are currently very active in demolition. I consider ourselves to be well positioned in terms of growth and products. Another important step is the new Cummins Engine Affiliation, which we now offer directly to our dealers. We have been an OEM partner of Cummins since the beginning of the year and now offer participating dealers new opportunities. The aim is to offer machine and engine service from a single source. To achieve this, the qualification of our contract partners via the SENNEBOGEN Academy is now running intensively.
However, there are still things to address here, particularly when it comes to the major challenge of digitalization. This actually affects all the companies of our size. New skills and techniques are required here that we need to establish. This applies in particular to the company’s own software development and general IT infrastructure and is relevant for all areas of the company. Setting ourselves up for the future here will remain a key task for the next three to five years.
While a toolbox used to suffice for servicing, laptops and diagnostic tools have long been an essential tool in customer service. The team has been expanded with experts in data analysis and remote maintenance. Has the profession changed so much?
That’s exactly what’s happening right now. Job profiles and activities are becoming more extensive and interdisciplinary. The 60-year-old mechanic can no longer manage without the IT specialist and vice versa. It’s only possible together – as a team. After all, in the future, a machine outside in the field will not be able to be repaired with bits and bytes alone. The toolbox and, above all, in-depth hydraulic knowledge, will still be needed. A solid training as a construction machinery technician, for example, is being expanded to include mechatronics, involving a laptop, software and diagnosis tools. Against the backdrop of the shortage of skilled workers, it is becoming increasingly important to develop solutions for inspecting the machine via remote maintenance and data analysis, reduce travel times, speed up repairs and, under certain circumstances, actually carry out a repair on the screen.
This means that, in addition to typical mechatronics engineers, we also need people who are trained in software and cloud services or in the field of data analysis. A big step is to build your own portal solution. This IoT solution is designed to help our dealers collect machine information and be a little more self-service in the future. Depending on your wishes, the scope of our service activities then ranges from a full-service contract or lease-by-the-hour offer, where we take care of everything, to delegating more responsibility. There are dealers and customers who want to help themselves quickly and carry out the repair themselves with our instructions. This does not mean that we want to delegate everything to the customer. Of course, the personal telephone conversation will continue as usual.
Now let's talk about you: If you had to describe yourself and SENNEBOGEN, what would you say were the similarities?
Difficult question: It is clear that I fully support the strategy that SENNEBOGEN has pursued – sustainable growth and sustainability in growth. For me personally and also for us as a company, this means actively saving resources. Here in Steinach, we have built a KFW 55 building with geothermal cooling, intelligent energy management and generous photovoltaics. I fully support this, and I am pleased that we can implement something like this with our shareholders. What further impresses and motivates me is the traditional value focus in the family-owned company. This includes traditional things such as diligence and punctuality, as well as genuine appreciation for one another. These are things that motivate me to do my job here every day.
"Same Day" delivery performance
"Depending on the type and scope of the order, we are talking about an increase in speed of between four and seven times the previous output. For our customers, this will not only noticeably increase the "Same Day" delivery performance, but all delivery times will also noticeably improve- which our dealers will quickly notice."
A personal question: What makes Andreas Maurer happy and what do you do in your free time?
It’s basically quite simple - I have customer service on my office door and I take it literally: as a service to the customer. If I am confronted with the problems faced by our customers and we were able to solve them satisfactorily by the end of the day, then I am happy. A "Thank you, that's really helped" or the jointly found solution to a machine problem, these are things that inspire me and make me go home satisfied at the end of the day. At home, spending time with my family is the top priority. This can be playing football with my son or watching my daughter ride, or doing something nice with my wife. I’m especially looking forward to being able to take some nice mountain walks again in summer.
You have a wish in honor of the 25th anniversary of BOOM. What would you like to see in the next issue?
For the next Boom, I hope that we can include a success story about the commissioning of our new warehouse– with the main player Dirk Wanner, because he deserves it.