Porsche 2005 Annual Report Download - page 47

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facturer is taking over worldwide planning and order process-
ing in the wholesale sector and is responsible for stocks in the
retail organization. The result is the significantly increased
availability of after-sales products in all areas from the supplier
to the end customer as well as a reduction of warehouse stocks.
This method applies the just-in-time principle in the same way
as the production process. As a result, Porsche received first
class ratings for its spare parts supply in an ADAC study con-
ducted in Germany.
The introduction of new models and the growth of market shares
in servicing also led to a need to extend logistics in the USA,
Australia and Italy. In those markets, new warehouses have been
commissioned to ensure the timely supply of spare parts to
customers and the markets.
The “Porsche Integrated Workshop Information System” (PIWIS)
was successfully introduced on all markets and has replaced
the classic print media, which comprised up to 100,000 pages
of documentation relating to the workshops. The dealer organi-
zation now has a highly integrated system that provides work-
shops with all the information required for carrying out mainte-
nance and repair work. In future, the information will be in real
time and available online. Simultaneous access to PIWIS is
possible for all dealer organization employees. For customers,
this means less time lost during servicing and repair work in
the workshop and correspondingly lower costs.
In the future, PIWIS will be extended by a further quality infor-
mation system, which will support the commercial organization
with an enhanced and shorter vehicle handover process. More-
over, criticisms can be submitted directly to the central office,
a procedure which will help to uphold high quality standards.
In the case of the new 911 Turbo, After Sales pursued a policy
of optimum insurance classification, thus improving the insur-
ance rating by two type classes. This means that the model has
taken the lead over competitors with insurance costs approx-
imately 34 percent lower than those of its rivals, resulting in a
significant reduction in operating costs.
Modern vehicle technology also has an impact on documenta-
tion. The objective is to make a Porsche as easy as possible
to operate. Particular attention must therefore be paid to oper-
ating instructions as well as ergonomics. Studies have inves-
tigated how operating instructions are used and as a result,
unnecessary information has been removed and diagrams re-
lating to vehicle improved.
Ongoing professionalization in China and
extension of the service network in Russia
were additional focal points.
Furthermore, the business processes of European and
North American dealers were examined in the review year
during a mystery-shopping program. The results served to
improve sales and service processes. Ideas for optimizing
customer care were developed and introduced under new
sales and service concepts.
A further focus of the After Sales area in the 2005/06 fiscal
year was market development in China and Russia. A service
audit improved the professionalism of the dealer organization
in China and the necessary certification in accordance with the
requirements of the “China Compulsory Certification” (CCC)
was obtained. Four Porsche technicians worked with Chinese
dealers for 12 to 18 months as an on-site task force to obtain
a standard of qualification that complies with Porsche’s service
philosophy. In Russia, the service network was further expand-
ed in the review year and the supply of spare parts improved.
In addition, plans were made for a central spare parts ware-
house in Moscow.
Long-term Customer Relations
Porsche strives to develop long-term relationships with its
customers. A customer relations management system was
therefore set up and a pilot project on the North American
market introduced in November 2005. Since then, over 130
people who are in direct contact with customers or who are