MCLAREN
barriers and silos that “ traditionally exist within organisations ”.
Such barriers also exist within the supply chain network , Naughton points out , adding that technology can create opportunities for all partners in that ecosystem . “ Collaboration and data sharing is quite simple if we adopt Cloud , for example ,” he says , adding : “ Our inbound operations will hugely benefit from digitalisation and technology , but then that flows into the manufacturing ecosystem , of which I ’ m part . Similarly , there is also a strong drive for transformation within the manufacturing team and we need to ensure we are synergising .”
Ultimately , he says , the goal of the programme is to transform the business “ so our customers get a better quality product and a more reliable service ”.
He adds : “ At the end of the day , any transformation programme must keep the customer in mind , which is why we ’ re deeply connected to our customers and how they view our products , as well as how they view the service . Ultimately , we want to be faster , more effective and more trusted , so that we can better deliver on what customers expect .”
Capgemini collaboration is feather in McLaren ' s cap Helping McLaren drive the change programme in the right direction is Capgemini , a global leader in consulting , technology services and digital transformation .
“ Capgemini has been an important partner for us ,” says Naughton . “ They ’ ve brought in thought leadership and have shared industry best practices .”
And not just from the automotive clients with whom Capgemini works , says Naughton “ but from other industry sectors ”, which he says has been invaluable “ because we need
to learn how other sectors are approaching similar and different problems ”.
“ Capgemini has been important in helping us to understand the art of the possible and to identify those opportunities where technology can help McLaren on its journey .
Naughton admits that there is still much to come “ because the company ’ s logistics transformation is quite embryonic in terms of crystallising what the future looks like ”.
He adds that the next phase “ will be to begin looking at the specific opportunities and capabilities Capgemini has helped us identify ”.
He continues : “ We need to consider what ’ s right for McLaren . We are unique in certain aspects , but we need to adopt standardisation where it makes sense . I am fortunate to have a strong team around me to make the right choices about our future logistics operations . As I said before , it ’ s about the people . Moving forward , its about understanding the choices we face , and
156 May 2023