In the end everything went really fast. On the 10. In June Jonas Tegström left his desk at Orio AB after 5 years. With the takeover by successor Gustaf Ljunggren the announced change of leadership in Nyköping took place. Ljunggren is after Tegström only the second CEO of the company without Saab background.
Ljunggren is considered an experienced logistics specialist and a specialist in transition. Most recently he worked for GID Consultancy, Envirotainer and Inflight Service. After graduating from KTH, he spent several years at Unilever in various positions for 16, such as Orio in one press report telling. Some of his activities were short term or as interim manager. Experience in the automotive after-sales sector does not seem to exist yet.
Spare parts division. The market is shrinking and changing.
Before Gustav Ljunggren lie great tasks. The company is under the Observation by the Swedish public. The successful logistics sector is to be expanded, and for the business with Saab spare parts, the CEO has to deliver concepts for the future. Although the spare parts business is still profitable, the market is shrinking and changing alike.
So far, the focus has been on keeping Saab vehicles mobile in everyday life, but now the focus is increasingly shifting to the preservation and restoration of classics and youngtimers. While the availability of everyday vehicles was successfully resolved despite a few gaps, there are items in the range of the classics that have to be filled. So far there have been no signals from Nyköping that the problems would be addressed.
The future availability of spare parts for the classics and classic cars from Saab will determine the future of the spare parts division. The customers are known to be loyal, and it is noticeable that another generation of vehicles is enjoying the increased attention of fans. Good Saab 9-5 with early production date have arrived in the Youngtimer age. They are now rediscovered and suddenly enjoy increased attention.
If one recognizes the trend in Nyköping, and until now it was difficult to deal with the tendencies that exist beyond Sweden, then the company can profit from it. Ignoring the development, more and more freelancers will divide the market among themselves and earn the profit that one would like to have on the Swedish accounts. Because one thing is clear and could be one of the reasons for the change of leadership in management: The Swedish state does not want to keep Orio AB in its portfolio until all eternity.
A change of ownership, at the most favorable terms possible for taxpayers, is firmly on the political flag. The government in Stockholm, regardless of which party it represents, must be measured by this. In order for it to come to that, Ljunggren needs reliable black numbers from both business areas and a concept that will last for the next few years. His success will also be measured by how he leads the spare parts division into the future.