For GEFCO, the development strategy is closely linked to the performance and relevance of its Information Systems. So much so that in 1999, under the leadership of its CEO, Louis Defline, marketing and information systems management were conflated into the same MIT (Marketing Innovation Technology) Management.

This was immediately followed, in 2000, by the launch of a sweeping revision project of its Information Systems impacting not only the function management groups but also GEFCO’s three principal activities: the preparation of new and used vehicles (the downstream production from the manufacturing plant to the sales outlets); groupage and full/part-load road transport; logistics and overseas (supply chain integration management, air and sea freight network management, and handling solutions management).

Complete overhaul of the information systems

The massive undertaking would lead to considerable technology changes. The Group was going from specific development to a professional software package; from the world of VAX VMS Cobol to embracing Unix and Java; from a decentralized architecture - with nearly 300 sites worldwide - to a centralized architecture offering real time service; from using outdated communication technology to implementing a structuring ERP.

Because of the diversity of GEFCO activities, the newly constructed information system has become highly centralized and structured, but also highly complex: it involves over 40 key applications, 400 interapplication message flows, and millions of digital communications with clients. And like any information system, it needs to develop, with the major issue well-known of all logistics experts: its constant adaptation to the client’s needs, premised on the ability to transmit reliable information.

Information structure for effective communication

It is imperative for GEFCO that clients and Contractors within the Group should recognize both the power of the information system under way and GEFCO’s mastery of it. The information systems mediatization also needs to increase the ability of General Management to grasp the return on investment of the information systems projects.

To communicate effectively, reliable information is first needed. The first step was thus to map out the Information Systems. Forty applications represent major projects all launched at the same time. The information was there, but it had to be integrated before disseminating it in a common system of reference. Project leaders were asked to provide a comprehensive mapping of their application and all interconnections, and to draw up charts of the entire flow of information being exchanged.

SICOM facilitates communication

Based on this system of reference, GEFCO launched the SICOM project. Unlike other mediatization tools, SICOM makes use of a knowledge base, thus ensuring information coherence. The knowledge base enables model structure and seamless integration of any information system change: adding a new data flow, introducing a new application, etc.

The SICOM system of reference for GEFCO provides two entry points: on the one hand, organization: GEFCO’s major activities, information systems used, and major work processes; on the other hand, the Group’s Information and Communication System (ICS), with all its applications, their respective role, and their interactions in terms of interapplication message flows. This double viewpoint enables access to the different operational processes provided by the ICS. This system of reference positions all role players (in-house and independent) and gives online access to the reference documentation.

Reconstructing this structured information depends on 70 visual and interactive charts depicting the work processes, applications, interapplication message flows. Interactive spots placed on the charts enable access to all the objects stored in the system of reference.

Thanks to the animations, staff members with need only about ten minutes to obtain an analysis of what is happening in the information system they are working with.

"Unlike other mediatization tools, SICOM makes use of a knowledge base"

The assets of mediatization

The mediatization project is aimed at three major groups: MIT Management, Contractors and Clients. For Marketing Innovation and Technology Management, the project enables the sustainable development of knowledge structures linked to the Information System, and the finalization of a common language for all role players in MIT.

The long-term goal is to make it into a reference tool for using the IS. It will enable easier identification of change-driven impacts and the discovery of potential improvements. At GEFCO, there are still a large number of manual procedures between two unconnected systems. For example, the application will facilitate working out whether it would be worth creating an interface between two applications. It then becomes a tool for dialogue between project manager and contractor to determine whether a particular development is worth pursuing and whether or how it would fit into the entire Information System.

For contractors, it facilitates assimilation of the Information System workings, and understanding the complex sequencing of operations and interapplication message flows for the different processes. For a logistics service provider, coordination between IS and activities is essential. One needs as close a match as possible between real data flows and information flows.

Finally, Clients will see in it a powerful tool for increasing the value of GEFCO’s Information System. The application becomes a highly effective selling tool for the commercial teams. Demonstrating the capabilities of the information system through such a communication tool, in a bid phase, enables a client to understand fully the services GEFCO provides. The client gains confidence in the Group’s ability to adapt the IS to the specificity of his needs.