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March 2022
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At a glance
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At a glance 4 MIN.

NEWS FROM THE WORLD OF SAFRAN

The transformation of customer relations at Safran often depends on digitalization and reorganization. Here are some of the innovative projects and actions being rolled out at Safran Nacelles, Safran Test Cells, Safran Electronics & Defense and Safran Aerosystems.

Safran deploys MAR$

The MAR$ project saw the light of day in 2021, following an observation by Safran Nacelles: a number of airlines and MRO (maintenance, repair and overhaul) operators buy parts not made by Safran or used parts from sites selling them at cut-rate prices. On mature aircraft, competitors to the original manufacturer can win up to 50% of total sales for these spare parts. The Covid crisis has only accelerated this process, as the early dismantling of many airplanes increases the available stock of used parts.

A winner at the 2021 Safran Innovation Awards, MAR$ needs just a few seconds to screen several sites selling used spare parts, in order to identify and characterize competing solutions. Our staff now have access to key market data, such as prices and quantities available, on their own personalized dashboards. Safran Nacelles, for instance, tracks more than 25,000 spare parts!

Thanks to this proof of concept (POC) at Safran Nacelles, the MAR$ project was implemented at seven other Safran companies in less than a year, with support from Safran Analytics and our Digital and Information Systems division (DDSI). MAR$ is an excellent example of a project that creates value for both Safran and our customers.

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ILS, a marketplace for Safran Electronics & Defense spare parts

To maximize inventory management efficiency, Safran Electronics & Defense Services Asia sells unneeded spare parts on the ILS marketplace. If a company is interested in a part, they directly receive a price quote via the site. This type of marketplace simplifies customer relations by rationalizing processes and matching supply and demand worldwide for very specific requirements. Christina Lim, project manager at Safran Electronics & Defense (Singapore), explains: “This project entails selling our aging inventories, meaning products we no longer use. In addition to generating cash, it also frees up space in our warehouses.” It’s a clever win-win solution, and that’s why our teams talk about the ILS marketplace with their customers.

Explore the ILS marketplace

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Safran Test Cells: thinking outside the box to stay in contact

Jérôme Morhet, CEO of Safran Test Cells.

“We build test cells for different business sectors, which means we deal with customers that have different expectations, restrictions and cultures. Of course we have to adapt to their needs, but it’s also important to really listen to what they propose. And that’s why we organized a brainstorming session in Singapore back in 2019. It was a smash hit! In 2021 we had to decide how to follow up on this success, and also monitor the actual projects that resulted from the first seminar. We wanted to maintain this special contact with our customers, so we organized an interactive broadcast “news show”, spotlighting progress on each project. Our customers were delighted to see the progress made and also our commitment to staying in touch, despite current circumstances.”

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“We wanted to get back in touch with our customers, so we left our comfort zone, and that was the right approach!”

Safran Aerosystems transforms Customer Support

Safran Aerosystems’ service business operates in the United States, United Kingdom, United Arab Emirates and Singapore, with more than 800 people working without letup to satisfy our customers. The transformation of Safran Aerosystems’ support business, a major project that was vital for the company, continued throughout 2021, It focused on three objectives, starting with the definition of a new product range, following the transfer of support operations to Safran Cabin and Safran Electronics & Defense. Secondly, a new aftersales support model was implemented, closer to that used in the Group’s other tier-1 companies. This entailed a new distribution of roles and closer collaboration between the companies’ divisions. Thirdly, a new organization took effect on January 1 this year, making things clearer to both Safran Aerosystems employees and customers