As a globally active company, the customer knows how important it is to keep its finger on the pulse. Differentiation through service along the customer journey is a central aspect in order to remain one of the top players in the field of high-performance plastics in the future.
The analysis of the "global business mechanics" (interaction between sales, production and development locations) and the processes at the locations revealed the need to optimise the following areas:
- increase customer perception through a unified customer journey of the business units regarding touchpoints and interaction specifications.
- performance improvements through clear definition of roles and responsibilities in day-to-day business and innovation
- reduction of complexity at the locations, especially in the interaction with sales, product management and planning
Based on the results of the analysis, hpo developed a "global business mechanic" with defined roles and responsibilities together with Gurit, which was operationalised with the business process model. The uniform customer journey was developed as a clear differentiation factor with regard to service leadership. An adapted management structure completed the global organisational design (Target Operating Model).
In an "Operational Excellence Project", a core location was adapted in terms of processes to the requirements of the organisational design and the internal processes were aligned accordingly. This included order and complaint management as well as production planning and industrialisation. The Operational Excellence Project was designed as a pilot project and provided the blueprint for the other locations.
The Target Operating Model and its requirements formed the starting point for the definition of an integrated IT landscape consisting of CRM and site-specific ERP solutions. Through training and communication, the Target Operating Model became the Operating Model.
The involvement of the service providers on a global level resulted in a high acceptance of the solution, which also took regional differences into account.
The methodical and transparent approach made it possible to support the solution on a broad basis. Through the defined points of interaction with the client, regional standards were set, which made it easier to differentiate more clearly. The implemented model is the basis for performance monitoring and is to be further developed through the given transparency.
Benefits for the customer
Roles, responsibilities and interfaces were clearly defined. As a result, cooperation was significantly improved and customer care was significantly professionalised, while competitiveness was sustainably increased through the holistic organisational design.