Van Mossel: Faster, smarter and better thanks to data

We started with an obvious strategy: standardize and consolidate the many IT systems we work with within Van Mossel. That turned out to be a very complex task, which did not bring us what we actually wanted: speed and flexibility. We then deliberately took a different path. By focusing primarily on collecting, combining and analyzing data, we can accelerate our growth, maintain flexibility and create more value at a faster pace."

A logical step
Five years ago, Van Mossel opted for a new IT strategy: to consolidate and standardize its IT landscape. A logical step, especially given the many acquisitions. CIO Koenraad Bruins explains, "Van Mossel is growing both organically and through acquisitions. Each company brings its own technology. Introducing a single standard then seems very logical: working with the same applications and systems and reducing the number of suppliers is efficient. In practice, however, this turned out to be a time-consuming task that delivered little direct value." Added to this were national differences. Bruins:

An application certified by the importer in the Netherlands may be rejected in Belgium, for example. That makes standardization extra complicated."

It gradually became clear to Van Mossel that a different IT direction was needed.

Data centric
How do you manage hundreds of branches that together perform more than 300,000 transactions annually in a fragmented application landscape? For Van Mossel, the answer is:smart use of data.
The basis is standardized - infrastructure, hardware, network and workstations - but the real focus is now on data. Bruins: "Our IT strategy has been completely revised. Standardization alone was not enough. We now think from processes and data, with applications being supportive.

With an impressive data integration layer, we can unlock and harmonize data directly. The result: from 200 to 40,000 data integration tasks per week."

By centralizing processes and data, Van Mossel works faster and can respond immediately to changes. Bruins: "A car that stands still is a car that costs money. That's why we use all available data to drive logistical processes, put vehicles online in real time and minimize lead times. For example, we were recently able to calculate the impact of new legislation on 125,000 lease contracts within two hours!"

From approach to future
To maximize the value of data, Van Mossel has established datasets, processes and definitions, appointed product owners and data stewards, and after every acquisition, all relevant information is immediately accessed. Bruins: "With Master Data Management, we create one truth for vehicles, branches and creditors. This allows us to quickly deliver steering information, create reports and develop new solutions."

Asked about the future, Bruins says, "Challenges remain. The automotive industry is consolidating rapidly, bringing opportunities as well as complexity. Van Mossel continues to grow through acquisitions and uses natural moments, such as the expiration of licenses, for further consolidation. But we are always busy. For now: reducing and automating technical debt, letting go of old ways of working and continuously monitoring our data quality. Only then can we remain flexible, innovative and fully data-driven."

The people behind the data
At Van Mossel, all the data comes together thanks to a mix of internal expertise and working with strong parties. An important partner is C-data, which maps processes: how do they run, which systems and data are needed, and how can we reduce manual work and increase quality? CloverDX's data integration platform provides the technical basis for this. Chris van Doorn, co-owner of C-data: "We guide Van Mossel in rolling out the processes in the data integration platform so that they can build it out further. Setting up an internal team is crucial here so that the knowledge comes internally and the costs remain manageable."

Internal talent plays an equally large role. Previously, the data team consisted entirely of externals; now employees are trained internally and supplemented by new talent. "Data is too important to put entirely with externals. These people need to be internal ambassadors," says Bruins.

Sharing this story is just as important. "Today, five colleagues were sitting up front. These were the people who work with data at our company every day. They are thrilled to hear this story. Van Mossel has never shared it like this before, even though it can help attract new talent. Our head office is beautiful, many people love cars, and with this story I hope to make them enthusiastic about Van Mossel."

Getting the basics right
At Van Mossel, data is the basis for innovation and future-oriented solutions. "If the basis is not in order, you can't really work data-driven. You first have to know what your data is, where it is and that you can bring it all together. Only then can you start working on innovative solutions or predictive analytics," Bruins explains.

The beauty is that this process can run in parallel. "While the foundation is being further strengthened, AI pilots can already be tested and scaled up step by step. This keeps you not only efficient and reliable, but also progressive and ready for the future," Bruins concludes.