A shortage of time for developing new ideas and solutions is what companies and the public sector perceive as the greatest problem in conducting service activities in-house, according to a recent survey. I see that as meaning that time is – rightly – devoted to the core operation. For us at Coor, focusing on the core operation means constantly striving to develop and improve the service delivery to our clients. One of the keys in this development process is Coor’s annual client survey which is currently being carried out throughout the Nordic region. The survey asks 17,000 of our service users how they perceive Coor’s service delivery. The results are used as the starting point for work to develop both the service delivery to individual clients and delivery in more general terms.

New ideas and solutions force the pace of development, particularly when it comes to resolving the problem of global warming. In this issue of Nova you can read about how Coor helps its clients deal with their energy supply. I would like to wish you all an eventful autumn characterised by development.

Mats Jönsson, CEO of Coor Service Management

In the 1990s, Vattenfall’s Ringhals nuclear power station outsourced its service deliveries to some 20 or so suppliers. This spring Coor Service Management assumed sole responsibility for the service delivery to Ringhals.
“With Coor we can improve the operation,” says Rickard Halldin, Safety & Environment Manager at Ringhals.

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The principal reason for outsourcing service operations is cost-cutting. At least 10% of costs go on internal and related services not linked to the core operation. This has been shown by a Nordic survey of large companies and the public sector.

High availability, quality and cost efficiency are just some of the demands Volvo places on its collaboration with Coor. A collaboration where the delivery focuses not only on smoothly functioning service, but also on strengthening Volvo Aero’s competitiveness globally. The recipe for success is a well-established working model in which the quest for rationalisation has become part of the daily routine. 

When Volvo Aero needed to procure an advanced new measuring machine, it called on Coor for assistance. While Volvo Aero concentrated on assessing the machine’s function and performance, Coor focused on securing installation and operational reliability. The clear allocation of responsibility was a success factor in the project, and has now become a template for future procurements.

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