Paving the way for leadership

Paving the way for leadership

As technology, politics and business models all undergo rapid change, Scania needs to stay strong in our core business to continue to be profitable and deliver value to our customers and society. And we need to make structural changes, invest in new technology and new business ideas. This will enable us to be the leader in the shift towards a sustainable transport system.

What exactly the future holds is anyone’s guess but we do know the shift towards a sustainable transport system is inevitable and that Scania intends to play a leading role. It means that our business model will evolve in the next decade. Scania is developing its flexibility now to adapt to an uncertain future. Being successful tomorrow rests on making the right investments and choosing the right priorities today and in the years ahead.

Strategic priorities

To achieve our goal of leading the way to a viable future transport system we have key priorities, against which we assess our progress at regular intervals:

Leading in customer satisfaction

Our business model is about putting the customer first. Optimised solutions, high-quality vehicles and services maximise vehicle usage and customer profit. Our sustainability focus starts with our customers and translates into tomorrow’s products and services. Learn more about how we ensure great quality for our customers»

Having top employees

We need the right employees with the right skills to support the business transformation. Read more on how we focus on business-driven competence supply and employee skill capture»

Expanding our sales volume

Scania aims to expand its truck, bus and engine sales volumes year-on-year, and boost the proportion of services sales to overall sales. Our growth strategy rests on five pillars: Increasing sales of services per vehicle; growing with the market; increasing market share; entering new markets; and reaching new customer segments. Read more about our market progress»

Excellent profitability

Maintaining outstanding profitability is in Scania’s DNA. It gives us the platform we need to keep innovating and take a leadership role in the transport industry. Details of our strong financial performance start»

Accelerating our progress

We recognise we are part of an ecosystem within transport and logistics where global driving forces are impacting our industry profoundly. The opportunities that arise will further accelerate our progress of leadership in the shift towards a sustainable transport system.

As well as being a profitable business, we need to be ready for what is next. To adapt to new technologies, new customer demands, and fast-developing global drivers, Scania has to be lean and flexible. This means identifying activities that drive value, removing costs that aren’t contributing to business goals and reinvesting in strategic growth initiatives that improve our competitiveness.

Our strong focus on continuous improvements is needed more than ever, but we also need to make structural changes. We need to focus on being excellent at what we are good at – our core, while leaving behind methods and projects that aren’t suited to being the transport solutions provider of the future. We are addressing costs and revenue aspects in every area of the company to free up resources to invest in creating new capabilities for the future.

Initiatives with the aim to create future capabilities include Lean Optimised Transport Systems (LOTS), Scania Growth Capital and Scania Sustainable City Solutions. For Scania, the common denominators in assessing future strategic business opportunities are partnerships and innovative thinking.

But new initiatives only work when our core business is thriving. Therefore we must continue to ensure a strong profitability, resting on our flexible modular and global production system, our many connected vehicles, our robust sales and services network and our strong company culture. They are what form the basis of the company and gives us the ability to quickly scale up new disrupting technologies and business models.