Case: Managed services for Jaguar Land Rover

Semcon is since 2007 responsible for developing and delivering Jaguar Land Rover’s aftermarket information, including, service and diagnostic information, training material for service technicians and owner’s information.

Challenge
The British automotive manufacturer Jaguar Land Rover (JLR) was in a situation where their Service Development and Communications Department (managing the development of dealer technical information and owner’s information) had grown into an organization made up of a large number of suppliers and service providers at several locations.

JLR’s perception was that too much time, effort and resources were spent on managing and delivering technical and owner’s information. At the same time, customer focus and process rationalisation received too little attention. In their desire to see substantial efficiency and process improvements, JLR decided to find one partner for the creation and delivery of this information.

Solution
After a tender process in 2007 Semcon was chosen as JLR’s partner for production and delivery of this information. Since then, Semcon has been responsible for the provisioning of product and service development and delivery, as well as management of the complete information supply chain within a managed services setup. In the transition phase Semcon took over JLR personnel, sub contractors and supplier contracts in order to quickly form an efficient organisation.

The managed services partnership includes delivery of owner’s information, service and diagnostic information, as well as training material for service technicians. JLR is fully supported from the Semcon office in Kineton, Warwickshire a few miles down the road from JLR’s main development centre at Gaydon. The Kineton facilities include workshop and office space for approximately 60 people.

Result
By outsourcing the majority of its Service Development and Communications Department to Semcon, JLR has realised a number of benefits. Not only is the number of supplier interfaces reduced to a minimum; JLR no longer needs to have their own facilities for these types of activities. With Semcon running the operations, product and process development has received a strong focus.

After the completion of the transition project, JLR could look back with satisfaction and conclude that their gains were in line with their high set initial expectations.