The Siempelkamp Group is combining the expertise of its globally networked teams in its Service Excellence Initiative to deliver excellent services from a single source.
That includes spare parts, technical field and remote services, modernizations and retrofits of Siempelkamp plant technology.
“The initiative is an integral part of our transformation. It consistently pursues the #WeAreOneSiempelkamp approach, which is bringing our international companies together more strongly and efficiently than ever before,” said Martin Scherrer, CEO of the Siempelkamp Group.
“Around 250 service experts at 20 locations worldwide are pooling their local expertise to provide consistent and uniform services. It’s a principle that helps our customers keep their plants running smoothly and successfully over their entire life cycles.”
Speed and quality are the key requirements that plant operators need when it comes down to service performances. Service must deliver fast and excellent support – regardless of whether spare parts are required, modernizations are needed to bring plants back to peak performances or remote service solves challenges before they develop into problems.
The volume is considerable: Siempelkamp customers request 20,000 different spare parts in various quantities every year.
Siempelkamp said its service identifies spare parts requirements and provides the necessary parts quickly – thanks to the large capacity and rapid availability of the central logistics centre for spare parts in Bad Kreuznach. This reduces downtimes and costs.
Siempelkamp’s modernization concepts also ensure stable operating processes, irrespective of whether individual components need to be modernized or a full upgrade is required for an entire plant.
Digital technologies play a key role across the complete performance package within the Service Excellence Initiative and are driving the transformation forward: “The use of digital tools and technologies makes us more agile and efficient, enabling us to respond better to the changing needs of our customers. Flexibility and customer focus are crucial – particularly in today’s dynamic environment,” added Dr Stephan Niggeschmidt, CEO of the Business Unit Service.
Internal processes also benefit from the digital approach: The global service teams are connected through shared digital platforms and scaling their knowledge – which also accele- rates innovation and promotes a consistent customer experience.
But the service strategy does not stand on innovative technology alone – the most important aspect is the “people factor”.
“Our aim is to not just meet our customers’ expectations but to exceed them,” added Dr Niggeschmidt.
“Intensive exchanges with plant operators are hugely important to the achievement of that goal. Open dialogue is the best way to identify needs and continuously set new trends. We strengthen this valuable connection with our customers in workshops and symposiums, which are always well received. These events are where we discuss the issues that concern our plant operators and present innovative concepts. We listen, consider solutions and are thus able to provide exactly the service our customers need at all locations across the globe.”
Siempelkamp says the concept has been very well received by participants: frequent feedback indicates that the Siempelkamp workshops offer a wide range of perspectives and expertise, which are effectively deepened in joint working groups.
Further workshops are still on the service team’s agenda for 2025 – in the USA as well as in Germany in November, for instance.
What goals has the Service Excellence Initiative set itself for the future? The exchange of experience between the service teams and with plant operators continues to play a key role on a global level.
The long-term goal is to globally position Siempelkamp Service as a strong and reliable partner for customers.
“A partner who not only supports success over a plant’s entire life cycle, but also actively drives it forward,” added Dr Niggeschmidt.
“We’re increasingly focusing on the following important pillars to that end: Global excellence with local strength; intelligent, digital services; operational agility and process excellence and a customer-centric culture.”
