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SAAB ANNUAL REPORT 2011 23
STRATEGY > PERFORMANCE
OUR PRIORITY 2012–2016:
CONTINUOUS
IMPROVEMENTS
To achieve our goal of an operating margin
aer depreciation/amortisation of at least
ten per cent, we have to work in a structured
manner with continuous eciency improve-
ments. Maintaining a stable cash ow and
high capital eciency make us more com-
petitive and facilitate investments that drive
growth. Payment plans in tenders/contracts,
resource-ecient project execution and
reductions in working capital, for example
in account receivables and inventories are
important aspects.
SUCCESSFUL CENTRES OF EXCELLENCE
To increase operating efficienc, not least by eliminating redundancies,
we established centres of excellence within various areas of the Group
in 2010. The goal is to make important knowledge more widely avail-
able and in that way maintain our desired level of competence in certain
areas while improving it in others. The resources that are freed up will
be used for investments in our future. After a short time, the benefits of
the centres have become increasingly evident.
“We can already safely say that the centres which are furthest along
in their development, such as the Optics Design Centre, have lowered
their fixed and variable costs and are seeing greater cooperation be-
tween business areas,” said Göran Johansson, who is leading the effort
to create Saab’s centres of excellence. “This means that we are erasing
the dividing lines within Saab and creating synergies.”
In addition to the Optics Design Centre, Saab established three other
centres of excellence in 2010. As planned, seven new centres were
added in 2011. All of them are in different stages of development.
“Before establishing each centre, we analyse detailed calculations and
arguments,” Göran Johansson continued. “In some cases, we have
found commercial applications, where customers have shown interest
in utilising the competence.”
The work is now continuing. In 2012, around four more centres will be
established, and those already in operation will be re-evaluated accord-
ing to various criterias.
2011
t Power
t Aerodynamics
t Technical
Publications
t Ballistics
t ILS
t Antenna EM Field
t Test Equipment
t Rugged Computers
Centres of excellence that Saab has established
2010
t Optics Design Centre
t Common Component Sourcing Centre
t Geo Data Centre (digital maps) in a portal, a
central geodata library
t Power Electronics Design Centre
ADMINISTRATIVE
EXPENSES
MARKETING
EXPENSES
CASH FLOW FROM
OPERATING
ACTIVITIES
0
350
700
1,050
1,400
2009 2010 2011
MSEK
0
500
1,000
1,500
2,000
2009 2010 2011
MSEK
0
1,250
2,500
3,750
5,000
2009 2010 2011
MSEK