APC 2001 Annual Report Download - page 30

Challenges
to promote skills and resource sharing and our
manufacturing policy optimizes localization
and the most effective division of integrated
and outsourced production.
At the same time, we are setting up uniform
management systems for tracking the supply chain,
production and reporting.
As part of this strategy, we formed a joint
e-procurement company for non-production goods
and services in 2001 with Rhodia,
Thomson multimedia and Usinor. The service,
called KeyMRO, optimizes purchases by selecting
partner marketplaces. Schneider Electric intends
to make 50% of its MRO purchases,
or around 1 billion, through this channel by 2005,
generating savings of around 5%.
Facilitate
cross-functional processes
We leverage the power of the Internet for such
global processes as product development involving
teams in several countries, circulation of best
practices and technical support for customers.
One example is our global data base for answering
the two million technical questions we receive
from customers each year. Some 300 engineers add
500 new solutions each month to the base,
which is now available to customers as part
of a service contract.
Enhance
tracking of our Global Strategic
Accounts
Increasingly, our large international customers want
to standardize their equipment and maintenance
and obtain the same quality of service around the
world while reducing their supplier bases. Original
Equipment Manufacturers (OEMs) are following the
same trend.
In response to these customers’ often complex
needs, Schneider Global Business Development
(SGBD) devises customized solutions that are
deployed through global partnerships with users and
international OEMs. Each Executive Committee
member oversees two Global Strategic Accounts
personally. In addition, Schneider Electric’s
top 65 executives became account sponsors
in January 2002.
Globalize
purchasing, development, production
and information systems
A truly global company is able to deliver the same
level of service to all customers everywhere in the
world. It is also able to develop and deploy methods
and processes to help customers achieve
their performance objectives.
In 2001, we focused our organization to more
effectively promote scale economies and productivity
gains at the global level. Purchasing is now more
centralized, our development centers are organized
Because our customers, partners and suppliers
are accelerating their globalization, the world is now
our strategic playing field.
Be more Global