The Sauermann Group has set itself the objective of becoming and remaining the reference in its profession and has placed value creation at the core of its strategy. Since creation in 1976, apart from the development of innovative and high performance products, Sauermann has set itself the main objective of strengthening its territorial leadership through external growth and the internationalisation of its networks.
New teams of technical sales engineers have joined the Group to reinforce its local presence in each of the territories where it is established.
| Extend regional and international presence |
To be as close as possible to customers by reinforcing its regional presence by unceasingly recruiting new talented technical sales engineers. Sauermann is pursuing its policy of growth not just in emerging countries in the Asia-Pacific centre and in Central Europe but also in the USA so as to consolidate its position, meet their specific and cultural needs, balance sales and thereby optimise its structures and increase profitability.
| Set up specialised sales teams |
Listening to customers and giving them priority means making available:
Mobile, efficient, specialised sales teams, recruited and continuously trained in the air conditioning, heating and refrigeration sectors who:
- Reinforce our close links with you and provide you with commercial solutions that exactly fit the bill,
- Keep you informed of market changes, supporting you when dealing with new products and giving you the means to expand your areas of activity,
- Help you in winning over new buyers, generate additional turnover and thereby best meet the requirements of your own customers, namely installers.
| To offer highly efficient supply chain logistics |
The Sauermann Group wishes to make the continuous improvement of the supply chain its “spearhead” for 2008.
Installers are unanimous: the availability of products and tracking their whereabouts throughout delivery are two of the criteria that determine how they choose distributors.
In order to meet the needs of our distributors and their own customers’ requirements, the Group is committed to optimising and meeting its delivery lead times.
- Putting in place performance indicators, the objective of which is to attain ad hoc planning and productivity adapted to local specifications.
- Evaluation of the Supply Chain every year in order to determine the investments necessary to improve our service to customers.
- Analyse the level of service expected by defining the necessary stock levels for each product line and the logistics network that needs to be put in place.
- Aim for logistics excellence to enable the level of service to be improved, transport costs to be managed more efficiently and any harmful effects on the environment to be minimised.
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Eco-Logistics
The supply chain consists of providing the necessary means and resources at the precise place and at the precise moment when they are needed. With globalisation, logistics has become a key competitiveness factor, a source of cost savings and competitiveness. In 2000, the Sauermann Group began an in-depth reflection that resulted in it taking the decision to establish itself strategically at the heart of Europe. In addition to cost savings, this geographical situation allows it to significantly limit its CO2 emissions by spreading out and optimising its outgoing work flows.
| Breakdown of outgoing work flows |
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