• Vision and strategy
• Market
• Operations
  • Market channels
  • B&B TOOLS Markets
  • B&B TOOLS Products
  • B&B TOOLS Services
• Financial development
• Sustainable development
• Competence and responsibility
• History

Services – oil in the machinery

The Services operating area is responsible for providing the Products and Markets operating areas with first-rate IT and logistics solutions. Services is the driving force behind the continuous efforts to streamline the information and product flows. The Group’s vision, First in MRO, stipulates that all of the Group’s units should strive at all times to create efficient supply solutions for industrial consumables and industrial components that optimise customer profitability in relation to these areas. Services’ competence and active participation is crucial for success in this area. Services also provides other services that offer distinct economies of scale, such as personnel administration and financial services.

Centralised infrastructure

While the Group applies a highly decentralised business responsibility, the opposite approach is utilised when it comes to infrastructure. Infrastructure is centralised! The Group’s service, logistics and IT units are integrated within the Services operating area. Investments in IT and logistics are extensive and require concentration of both capital and competence. This is one of the factors driving the consolidation of the entire industry. The Group has two large logistics centres in Alingsås and Ulricehamn, where the majority of Services’ approximately 350 employees work.

Continuously more efficient information and product flows

A key aspect of the goal of creating an efficient value chain is integration. Services is responsible for integrating the Group’s suppliers with the Group’s system solutions. Customers are also offered effective integration solutions that enhance efficiency in everyday dialogues.

Adapted systems – more efficient management

The development of increasingly efficient flows is being carried out in three stages. First, standardised technical platforms are developed that streamline the processes. During the next stage, standardisation of internal work is enhanced following the implementation of the platforms into the Group’s various operations. During this phase, the need for internal communication is substantial since work methods and routines also need to be adapted to the new operational systems. In the third stage, the effects of the investments will be gained. After several years of extensive corporate acquisitions, this was an area of intense focus in 2007/2008.
One example of how flows are being made more efficient is the implementation of a common business system within the Group. During the first phase, the system will give all Market Companies a homogeneous IT structure. This, in turn, will open up an entire world of integration opportunities. An important aspect is that an effective business system will make it possible to invest less time in routine transactions and to place greater focus on increasing customer benefits.