Conversation with Raffaele Robbiano, senior service manager of Coop Alleanza 3.0
With a turnover of 5 billion and a workforce of about 23,000 employees, Coop Alleanza, Italy's largest cooperative, Has embarked on a successful path of industrial development and revitalization: by 2023, it is planned to open about sixty stores to create new areas of development where not present or to be consolidated, to further integrate with the territory where already established.
The project involves the construction of small stores in the city center and medium-sized hypermarkets (less than 4,500 square meters), as well as the Multi-channel enhancement of its digital network To increase online spending and construction of the First hydroponic greenhouse covering hypermarket to ensure zero-mile fruits and vegetables.
Started in 2017, improvement path with Bonfiglioli Consulting was created to consolidate continuous monitoring tools in order to constantly check the performance of point-of-sale maintenance service and have indicators and data under control at all times. Working on the management department and supplier network, Coop Alliance 3.0 aimed to reduce maintenance costs without affecting the quality of services, indeed improving it further.To keep the win-win ratio high, agreement with Bonfiglioli Consulting resulted in the issuance of monthly orders with quarterly alignments, rather than in an annually invested budget: the challenge was for consulting costs to be repaid in terms of lower operating costs Of the maintenance service.
"Objective achieved since the first year," confirms Raffaele Robbiano, Senior Service Manager at Coop Alleanza 3.0. - Since 2016, maintenance costs have been reduced by 20% without compromising service quality, in fact improving it. We started by focusing on the Process mapping, beginning to take pictures of the numbers and management processes that impacted the internal organization and the various maintenance providers, with the goal of identifying all 'waste' in that management (on which we would work to eliminate them) to free up resources (both in terms of euros and people) To be used on value assets.Through data collection, it was possible to create a system of performance indicators to be analyzed and according to which Orient strategies to develop an action plan of success. The next step was to start Create standards by modeling procedures and modes of operation of a reality, Coop Alleanza 3.0, which was born from the merger of three previous different realities.
We also worked to understand how standardize spare parts of equipment and materials used to succeed in achieving another important milestone through which Avoid pulverization over hundreds of companies, brands and models of the asset base.To increase the quality of service provided to our stores through the work of our external suppliers, we have constantly Worked on the specifications of procurement contracts with the aim of Improve the quality and quantity of preventive maintenance to continuously reduce the number of equipment and facility failures, in parallel with a review of the entire Contractual facility with our suppliers according to "prize-penalty" methods focused on stimulating continuous improvement of performance.Finally, we also set out to drastically change the modus operandi, Adopting digital tools to monitor and analyze critical situations, creating a structured method during visits to the various outlets. A more conscious approach, in short, thanks in part to the creation of a single repository and to the digitization of all technical documents, accessible online.
This change allowed us to Solve critical situations in a preventive manner. Among the most significant results we can mention the Almost complete extinction of emergency calls, the Reduction of urgent calls by about 20% (i.e., those with a need for action within 24 hours) and overall a Approximately 40% reduction in fault calls: all this has further improved the quality of the service provided, also because today we can count on our suppliers' ability to intervene and troubleshoot in more than half the time compared with 3 years ago. "Despite the achievements, Coop Alleanza has already set itself new challenges, including that of Further reduce 10% costs within the next three years and to increase the use of digital, monitoring and business intelligence tools to constantly improve the service provided to the outlets, creating a "win-win" logic with all maintenance providers.
