Process transformation drives Scania’s data success – News

By converting raw operational data into actionable insights, data-driven process transformation enables smarter decisions, sustained cost savings, greater operational agility and continuously improving customer experiences — shifting processes from static workflows into a strategic, evolving competitive advantage.

Scania Group kick-started its data-driven process transformation journey by partnering with Celonis SE, leveraging process mining as the engine, data as the enabler and enhanced customer delivery as the ultimate outcome, according to Jesper Blomster (pictured), business development officer at Scania. 

“We have been a Celonis customer for almost 18 months,” Blomster said. “It has really changed the way we think of our processes … redevelop or re-engineer the way we work. We have a thin line now, crossing from accounts payable into procurement, over to logistics, production, outbound logistics and now our commercial flow as well for the sales operations. Everything that we have done has always been connected to how we can help our customers to receive their vehicles on time. Data is now the enabler to make this happen.”

Blomster spoke with theCUBE Research’s Savannah Peterson and Rob Strechay at Celosphere 25, during an exclusive broadcast on theCUBE, News Media’s livestreaming studio. They discussed how data-driven process transformation becomes actionable at Scania through Celonis. (* Disclosure below.)

How process mining enables Scania’s data-driven process transformation

Process mining powers data-driven process transformation by turning operational logs into prioritized actions — exposing bottlenecks, measuring impact and enabling continuous, customer-focused improvement. This explains the rationale behind Scania’s partnership with Celonis, Blomster pointed out. 

“When we enter the area or arena of process mining, we also draw out a plan,” he said. “Finance, that’s the first gateway. We actually can contribute to the top line, and bottom line of the company, and affect the customer in the end. To get the full digital trail, who has done what throughout this process? We draw out a plan. What do we do to cross the silos and get initiatives throughout the entire organization? A year ago, we had crossed three of them.”

By tackling strategic and operational hurdles, Scania boosts cash flow, cuts costs, strengthens supplier relationships and builds a more agile finance function. This highlights how data-driven process transformation breaks silos and drives measurable impact, according to Blomster.

“It all actually started with us having a key yearly challenge in our corporate strategy,” he said. “We have to lower costs and we have to increase cash. How can we tie that up to really take it from an operational plane up to a tactical level, up to a strategic plane? We started back in accounts payable, targeting and monitoring the payment flows. That required, for example, payment data or contractual data as well from procurement. First silo broken. Then we targeted how can we improve things also within procurement?”

Here’s the complete video interview, part of News’s and theCUBE’s coverage of Celosphere 25:

(* Disclosure: TheCUBE is a paid media partner for Celosphere 25. Neither Celonis SE, the sponsor of theCUBE’s event coverage, nor other sponsors have editorial control over content on theCUBE or News.)

Photo: News