Day 1-Recovery & Growth – What the Future Holds for Service 2023 and Beyond in an Inflationary Economy and Tight Labor Market

As Europe faces unprecedented energy cost increases this winter due to Russia’s invasion of Ukraine, there is no better time to discuss sustainability and how to save energy. Nina will walk us through Johnson Control’s sustainability leadership program with digitalization at its core. Key areas of discussion will include:

·       How artificial intelligence combined with human intelligence analyzes HAVAC system data

·       How this program increases both energy efficiency and organizational effectiveness, reducing the need for plant and /or building repairs

·       Why customer centricity is so important in driving energy performance

Nina LI

Director Lifecycle Service Offering EMEALA
Johnson Controls

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Every company likely has a “dead-projects cemetery.” You know, that place where so many good ideas die on the vine because there was too much focus on the technical side of digitalization and not enough on the cultural and change management aspects that should take place first. 

Service executives will share: 

• The most important pillars of transforming a traditional service organization to a digital culture 
• Some of the most important building blocks that are helping them successfully execute their long-term digital strategies 
• How people are the epicenter of digital enablement, and the new skills sets needed to thrive and grow in a digital organization 

Berit Hallgren

Program Director
Tetra Pak

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Jérôme Thomas

General Manager Customer Excellence, EMEA
PHC Europe

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Erik Lapre

VP Global Services
VMI Group

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Andre Schlotz

VP Global Automotive and Manufacturing Solutions
RWS

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Rajat Kakar

Managing Director
Quickwork Sales EMEA

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Schneider Electric, a leader in digital transformation of energy management & automation, has complex service operations. Planning technology made for finished goods and manufacturing patched with manual processes was not allowing the organization to efficiently scale its service revenue. The solution? Moving to a global platform that specializes in optimizing and automating Service Parts Management.

Join this case study with Schneider Electric and Baxter Planning to learn:

• Where Schneider Electric has seen the greatest operational and financial improvements
• How their organization has enabled a global planning model
• Things to consider before starting on YOUR Service Supply Chain transformation

George Livanos

Field Services Supply Chain Global SIOP & Planning BPO
Schneider Electric

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Jeremy Lagay

Global Supply Chain Director – Services
Schneider Electric

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Mårten Gustafsson

CRO
Baxter Planning

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Who doesn’t want their digital transformation to be easier, faster and scalable? However, throughout the pandemic, service organizations added numerous new applications, hardware and IoT solutions to their digital stack that they are currently struggling to integrate seamlessly. 

Tim will share how his service team is: 

• Using an open business platform to foster collaboration, innovation and data insights sharing and knowledge transfer 
• Improving service outcomes and speed using this Siemens platform featuring a portfolio of IoT enabled hardware and software 
• Preparing for the “Industrial Metaverse” to improve processes and productivity. 

Tim Peelan

Manager, Service Partners & Field Services
Siemens

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A recent Accenture study has identified four progressive levels of operations maturity – stable, efficient, predictive and future-ready. Which one are you? Organizations that display future-ready characteristics experience productivity and efficiency gains of up to 50 percent. 

We will outline how a company moves from a transactional/incremental service organization to one that is more strategic and transformational. Discussion will include:

• The main characteristics of a future-ready organization and where his company is on this journey 
• How to use data to accelerate better decision-making in real time, and 
• The key steps to creating a more knowledgeable and agile workforce at scale 

Simon Dürig

Enterprise Sales Representative
Genesys

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How are supply chain constraints and parts availability affecting your on-time delivery and swift resolution to customer problems? These two metrics are inexplicably disconnected in many service organizations. 

We will explore: 

• How and why to remedy this disconnect 
• How service organizations measure on-time delivery (compliance with SLA delivery terms) or other metrics?  
• Why it’s important to measure and report regularly on parts availability and supply contingencies.  
• What should you be measured to get a clear picture of your parts availability to enhance forecasting accuracy

Maria Jose Aguado

Global Service Parts Program Director
Glory Global

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Maxime Chauvet

Spare Parts & Logistics Manager
Frigoglass

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Alex Leroux-McCarroll

VP Southern Europe & APAC
SightCall

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Our Comarch FSM software has an extensive footprint in the telecom and IoT domains. And, as field service is being enhanced with advanced functionalities, other industries can also take advantage of them. Experience a demonstration of our mobile application features that give technicians much more confidence and greater independence when performing field tasks.

Mateusz Cieślak

Head of FSM Consulting
Comarch

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Caterpillar’s service organization is focused squarely on expanding the number of customers it has with long-term service contract (5-20 years). Come hear about the risks and rewards of long-term contracts, important negotiating tips, and how it benefits both the customer and the service organization.

Dmitry will outline how this long-term contract approach is: 

• Helping to secure aftermarket revenue in less developed economies outside of Europe 
• Understanding customer challenges and value drivers 
• Dealing with uncertainties of inflationary pressure and supply chain constraints. 

Dmitry Tvelenev

Senior Service Agreements Sales Manager, Electric Power Division
Caterpillar

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End-to-end organizational visibility is one huge benefit of digitalization, yet data and analytics often are not shared regularly with all levels of the organization. While visibility and transparency are noble organizational goals, some companies fear this new democratization and openness, and their closed culture is limiting future success.  

Come hear how Siemens is democratizing data and using data insights to: 

• Improve service at all critical customer touch points 
• Streamline workflows and maximize service organization efficiencies, and  
• Maximize customer value and service organization sales and profits

Shabnam Jobges

Global Lead for Digital Service Delivery Design
Siemens

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A new star is born in digitalized service – data insights powered by a strong data analytics team. One of the greatest values of digitalization are the business and customer insights generated, which can help service organizations and their customers not only see more transparently into their operations but improve all aspects of performance when monitored and benchmarked. 

Come hear how service organizations are: 

• Partnering with data scientists in their organization to drive individual and team performance  
• Tracking the most important KPIs to their organizations, and how to ensure they connect to the company’s strategic objectives 
• Driving technician performance improvements and customer satisfaction with sound benchmarking strategies. 

Didier De Vos

VP EMEA Service & Solutions
Glory Global

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Charlie Apps

Global Field Support Manager
CMR Surgical

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Robin Butler

Group Field Service Director
Waterlogic International

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Analytik Jena will talk about how they have used Marketii's CX Programs to understand their customers, visualise and take action and then re-visit to assess effectiveness. Four core areas we will explore are installation and training, reachability, consumables and product differentiation. 

Dr. Detlef Heep

Director Global Service
Analytik Jena

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Duncan Heal

Managing Director- CEO
Market Intelligence International

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The Holy Grail of service is the ability to anticipate that a client needs service before they even know there is a need. The main objective of predictive maintenance is to ensure customer equipment never goes down or offline, which saves both customers and service organizations time and money. 

Come hear how Donaldson is: 

• Leverage service resources and efficiency through condition-based maintenance
• Tailor the technological service offering to the specific customer needs and application (from edge computing to IIoT and ML)
• Saving customers and its own service organization time, money and resources long term by moving away from the traditional broke/fix and time and materials model. 

Bart Robbeets

Director Industrial Service Group EMEA
Donaldson

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Zoe Mazouzi

Product Manager Connected Solutions EMEA
Donaldson

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With cutting edge technologies comes a responsibility to deliver matching interface on all aspects of products, service included! So how do you make sure that your service offering matches your product technology? 

This is a particular challenge for CMR Surgical, which is transforming medical surgery with Versius®, a next-generation surgical robot. CMR working with surgeons, surgical teams and hospital partners, to provide an optimal tool to make robotic minimal-access surgery universally accessible and affordable.

With Versius, CMR Surgical is on a mission to redefine the surgical robotics market with practical, innovative technology and data that can improve surgical care. Service engineering of these surgical robots must match the high-tech nature of the product with agility and speed.

John Burley will discuss how his service team is: 

• Meeting the high-tech challenges using remote services and other innovative applications 
• Accelerating onboarding and training of new service engineers 
• Improving all areas of service at all customer touchpoints to improve speed to resolution 

John Burley

Global Head of Service and Support
CMR Surgical

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Servitization is not new, but its recent adoption is growing rapidly across many industries. With a servitization model, the customer pays a fixed fee per unit of service consumed, while the ownership of the system remains with the technology or equipment provider, who remains responsible for all operational costs, according to the World Economic Forum. 

• What are the pros and cons of this model for service organizations? 
• How does this service model alter product and service design long term, and who does it benefit most? 
• To what extent does this model reduce operating costs and energy costs? 
• Why is it scaling more readily in some sectors (I.e. transportation, solar energy and printing)?  
• What will it take to expand into other industrial sectors? 

Ravichandra Kshirsagar

Vice President – Digital Buildings Services
Schneider Electric

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Claire Keelan

VP of Service Growth EMEALA
Johnson Controls

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Russell Masters

Strategic Consulting Director
QoCo

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Rajat Kakar

Managing Director
Quickwork Sales EMEA

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Norman will share this proven approach to transform your services business that will yield a sustainable step-change to your service financial performance and health.

He will discuss how:

•  To establish an aligned culture of continual learning and execution across cross-functions and regions.
•  To Identify, validate, socialize and implement ideas for revenue and EBITDA improvement to transform key areas of your organization.
• A committed cadence offers the main key for success in the Good to Great journey.

Norman Apfelbaum

VP of Global Customer Service
Coherent Inc.

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