Volvo 2007 Annual Report Download - page 10
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Please find page 10 of the 2007 Volvo annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.Organized to drive synergies
The Volvo Group is organized in product-
related business areas and supporting busi-
ness units. This organization permits com-
panies to work closely with their customers
and effi ciently utilize Group-wide resources.
The business units are organized globally
and created to combine expertise in key areas.
They have the overall responsibility for prod-
uct planning and purchasing, and for develop-
ing and delivering components, subsystems,
services, and service and support to the
Group’s business areas. The structure of the
Group creates economies of scale in several
areas, such as product development, produc-
tion, parts supply and logistics, as well as in
administration and support functions.
More units with distinct missions
The business unit Volvo Technology Transfer
focuses on strengthening the Volvo Group’s
relationship to new technology or new serv-
ices by investing in companies with projects
of technical and commercial interest. The unit
also supports the development of business
transactions that are based on Volvo technol-
ogy and have potential outside the Group. This
enables operations to develop in new environ-
ments, and development costs can be shared
with new, external customers. Part of the mis-
sion of Volvo Technology Transfer is to pro-
mote the development of entrepreneurship
and innovation in the Volvo Group.
Volvo Business Services provides cost-
effective and high-quality administrative
services to Volvo Group companies. Its opera-
tions include accounts payable, accounts
receivable, accounting and HR administration.
Volvo Treasury, the in-house bank of the
Volvo Group, coordinates the Group’s global
Volvo 3P
Volvo 3P is responsible for product
planning, product development
and purchasing for the Group’s
truck companies. Product planning
involves having the right products
over the longer term. Product
development focuses on chassis,
cabins and electrical systems. In
purchasing, Volvo 3P offers signifi -
cant size and negotiating strength.
The number of employees is 2,881.
Volvo Trucks
Renault Trucks
Mack Trucks
Nissan Diesel
Buses
Volvo Penta
Volvo Aero
Financial Services
Construction Equipment
The number of employees is 3,806.
Volvo Parts
Volvo Parts provides services and
tools for the aftermarket. The serv-
ices start with the suppliers and
proceed via the dealers all the way
to the end-customers. This entails
planning, purchasing, shipping and
storing parts, as well as inventory
management, order management,
and tools and services for the
aftermarket.
Volvo Powertrain
Volvo Powertrain coordinates the
Volvo Group driveline operations
and is responsible for the develop-
ment and manufacturing of heavy
diesel engines, gearbox and drive-
shafts. Volvo Powertrain is also
responsible for ensuring that the
Volvo Group is supplied with drive-
lines for medium-heavy applica-
tions. The Volvo Group has com-
mon engine platforms that fulfi ll
the latest environmental require-
ments, a more focused research
and development program, more
effi cient production and a more
focused supplier structure.
The number of employees is 8,271.
6 A global group 2007