Unlike our competitors, we have systematically concentrated our resources in the heavy transport segment. Today Scania is one of the world´s leading manufacturers of heavy trucks and buses. Industrial and Marine Engines is another important business area. The company also markets and sells a broad range of service-related products and financing services. Scania is an international corporation with operations in more than 100 countries. The number of employees is more than 28,000.  A technologically advanced modular specification system has made Scania the heavy vehicle industry leader in terms of profitability. Even during periods of sagging markets for trucks, Scania has shown good earnings. For more than seven decades, Scania has reported a profit every year.

In 1996 Scania was listed on the stock exchange in Stockholm and New York.

In 1998 the change over to the new truck and bus generation, the 4-series, was completed.

In 1999 Scania also launched a complete range of Euro 3 low-emission engines for distributions, construction and normal long-haulage operation.

Eleven factories in five countries were in 2000 involved in the manufacture of Scania number 1,000,000.

In 2000 the legendary power unit V8 was succeeded by an even more impressive 16-litre V8. For a long-term development and reinforcement of the company’s bus business, it is during 2002 coordinated with the truck business. In 2002 the 1,000,000th truck was handed over when Scania Production Angers celebrated its 10th anniversary at the same time as Scania France celebrated its 25 years in business.

The reason our customers choose Scania is the emphasis they place on quality, an area in which Scania traditionally sets the standard among heavy vehicle manufacturers. To ensure that our products will maintain a high, uniform quality, we have standardised and documented our work process. This means that we perform tasks in a specific way, and work with continious improvments.

A modular product program and standardised working methods are two of the basic principles in the Scania Production System (SPS). This means that our components are the same, regardless where production takes place, and the same things applies to the philosophies, principles and priorities that govern our working methods.

By continuously remedying deviations, we create a new and better standardised working method. We discover deviations, learn to understand them and seek new solutions. Each deviation should lead to an improvement.

Scania’s production philosophy is based on a common way of thinking usually called “management by means”. In other words, our leadership focuses on working methods the result will come as a consequence of doing the right things right.

The Scania Production System (SPS) is based on never manufacturing more than the next production step requires. When the following production stage signals a need, the preceding ones begin to produce. This eliminates waste in the form of both overproduction and waiting time.

This customer order-controlled production system places strict demands on all links in the value chain, including both external and internal suppliers, to deliver the right products with the right quality at the right time.

What makes SPS unique is that it is in operation throughout the company’s global production organisation in eight different countries of Europe and Latin America and that it affects most of Scania’s 28,000 employees.

In many ways, SPS today puts us on the absolute cutting edge in terms of production methods and leadership. We are now introducing leadership that focuses on our working methods throughout the Scania organisation around the world, not just in our production network.

In recent years, Scania has been working continuously to integrate key suppliers more closely into its operations. These suppliers are now joining the development and production process at an earlier stage and will participate in operations in the same way as Scania’s own units, including SPS.