Capgemini worked with Ford Motor Company to improve its service parts supply chain.
The project was delivered nearly flawlessly—to schedule and within prescribed financial and other process/system boundaries. Ford Executive
The integrity of the Ford Motor Company’s brand has been secured, decade after decade, by the quality of the customer experience as it applies to every aspect of ownership: product quality; routine maintenance; dealer support of customers’ vehicles.
In this essential area of the customer relationship, parts supply to the dealers has a vital role to play. In reviewing its service parts supply chain, Ford’s goal was to deliver best-in-class performance. One major question was: What could be done to improve performance significantly in the short term, while planning for change on a larger scale took place?
Capgemini worked with Ford to develop a plan that included a blend of technology, process improvements, new metrics and human skills, aimed at finding pragmatic and achievable ways to gain more from installed systems while also preparing for the future systems.
Improvements include increased customer fill rates, reduced open customer back-order lines and reduced inventory value, all leading to higher customer satisfaction.