ITS GOAL: TO RENEW THE END-TO-END LOGISTICS PROCESS TO MAKE IT EVEN MORE FLEXIBLE, PROVIDING A BETTER RESPONSE TO MARKETS AND CUSTOMERS REQUIREMENTS
May 2025 (G.T.) – The “kick-off” of Gruppo Piaggio’s innovative, strategic project occurred on 4 April 2025. This date marked the launch of the “Smart Manufacturing & Dynamic Supply Chain Transformation” programme, which is set to have an impact across all areas of the company worldwide. It has the following key objectives: to renew the logistics process, increasing its flexibility, and to provide an increasingly effective response to markets and customers’ requirements. But in order to understand better, let's take a few steps back, with a summary of the measures taken in recent years in order to arrive at the start of this new project (see slide below).
The goals of a high-value project designed to implement an ‘historic’ transformation. When undertaking corporate projects of this calibre (and complexity), investment, skill and above all entrepreneurial drive are essential, in order to bring about improvement (in terms of time, costs, customer satisfaction, etc.) as well as to ensure the courage to see them through. It is no small matter, and this is why, despite the fact that this is a highly specialist topic, we wish to share the process with our readers, courtesy of the support provided by Vittorio Boero, Chief Information Officer (CIO) Piaggio Group, who is leading the project.
Mr. Boero, why is the Company implementing this major project? What benefits can be expected, both for the Group and for Customers (sales networks, importers, end-customers)?
“We have a number of goals, and these all stem from the need to review a logistics process that dates back to a bygone time, when markets and competitors were very different to those we see today.
In terms of benefits, our focus is certainly on the customer (both the end-customer and those served by the sales network and importers), with a view ensuring greater involvement right from the forecasting stage (both annual and monthly), through to the confirmation and monitoring of order intake against targets on a daily basis.
This will involve a review of the Sales Order Management processes and Forecasting cycles, and will include operational finalisation of these within the plants, with the provision of tools and solutions that are as simple and intuitive as possible - as well as being based on the latest IT technologies, of course.”
Vittorio Boero, Chief Information Officer (CIO) Piaggio Group.
Vittorio Boero continues: “In terms of scope, the project will cover both vehicles management and accessories, with a view to ensuring a comprehensive, integrated overview of our products and all its components.
From a Group perspective, the redesign will involve all Piaggio companies worldwide. The project will initially be implemented in the EMEA, before being rolled out across all our global operations.
It is a real overhaul designed to transition the entire Group towards the new corporate logistics process.”
What do you consider to be the “winning factors” for the success of the project and the expected time-line for its implementation?
“In my view, approaching the review of our processes as a whole with a clear, open mind will be key.
The past can certainly be a source of ideas for improvement in order to come up with the final/future design (TO/BE), but it should not be considered binding.
That is to say, this project must not be viewed simply as a technological upgrade, as this would mean overlooking the unique opportunity that it offers - namely to design the future of Piaggio for the next ten to fifteen years.”
What will the Company of “the future” look like once the project is complete?
“We undoubtedly want to design a company that is agile, flexible and integrated, with streamlined, rapid processes, using cutting-edge technologies and tools to overcome existing divisions.
A wide range of players will be involved in this ‘re-engineering’ of the company: external partners, who will also provide us with a benchmark in terms of the ‘best practices’ used in the sector, as well as business colleagues and our ICT team.
The contribution of everyone involved will be crucial in order to make the most of the investment and effort - financial and otherwise - that the company has decided to make, committing significant resources for several years. It is a unique opportunity. One not to be missed!”.
To find out more about the changes to the business processes (manufacturing, supply chain, etc.):
sedApta:
https://www.sedapta.com/
KPMG:
https://kpmg.com/xx/en.html
https://kpmg.com/xx/en/what-we-do/industries/industrial-manufacturing.html
