Scania Annual Report 2011
Scania Annual Report 2011 Scania Annual Report 2011
40 RESEARCH AND DEVELOPMENT
RESEARCH AND DEVELOPMENT 41 Focus on knowledge about customer operations Scania focuses on customer profitability, the foremost yardstick for ensuring that it is developing the right products and is supporting them with the right services. This requires solid knowledge about customer operations and the factors that determine optimal vehicle use. Sustainable development also governs Scania’s development work. Scania invests about 4 percent of its sales in research and development over an economic cycle. Scania has chosen to develop and manufacture strategically and competitively important components and systems in-house or in strategic alliances with leading suppliers. About 60 percent of R&D investments are related to engines and transmissions. Possessing cutting-edge expertise in strategic areas is the foundation for Scania’s role as a leading brand. Co-location of resources for all product types generates major synergies, as does being close to production facilities. This is why research and development resources are concentrated at the Scania Technical Centre in Södertälje, Sweden. Also of strategic importance is in-house development of electronic systems, which provides greater opportunities to adapt vehicle properties according to users’ specific requirements. Sustainable transport is a guiding principle for Scania’s development work. This includes the least possible environmental impact from pre-production engineering as well as production, vehicle operation, maintenance and end-of-life treatment of products. Understanding customers and their operations Scania constantly seeks to increase its knowledge of its customers’ operating conditions and working methods in order to offer products with exactly the right properties and performance for each customer and application. Development engineers work more and more out in the field in close contact with customers in order to increase Scania’s knowledge of customer operations. For example, measurements of the stresses on vehicles provide knowledge about improving the dimensioning of components such as axles and gearboxes in Scania products. Customer clinics are another method of acquiring knowledge about customers and their operations. Customers are invited to participate in the design of new components and products. Report of the directors Scania 2011
- Page 1 and 2: ANNUAL REPORT 2011
- Page 3 and 4: 1 Operations 2-31 Statement of the
- Page 5 and 6: SCANIA’S STRATEGY 3 Our solution
- Page 7 and 8: The world of Scania Scania is a glo
- Page 9 and 10: scania’s strategY 7 Scania’s st
- Page 11 and 12: SCANIA’S STRATEGY 9 The change in
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- Page 23 and 24: market - TRUCKS 21 Effective overal
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- Page 27 and 28: 100 years of innovation In 2011, Sc
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- Page 58 and 59: 56 Scania share data Scania share d
- Page 60 and 61: 58 Annual General Meeting and Finan
- Page 62 and 63: 60 Risks and risk management servic
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- Page 66 and 67: 64 CORPORATE GOVERNANCE REPORT owne
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- Page 72 and 73: 70 BOARD OF DIRECTORS Board of Dire
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- Page 76 and 77: financial reports Amounts in tables
- Page 78 and 79: 76 group financial review Group fin
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- Page 82 and 83: 80 consolidated income statements C
- Page 84 and 85: 82 consolidated balance sheets Cons
- Page 86 and 87: 84 Consolidated statement of change
- Page 88 and 89: 86 notes to the consolidated financ
- Page 90 and 91: 88 notes to the consolidated financ
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