Wielton SA - 05/2019 - present

Responsibilities:

• product life cycle management,
• product offer management,
• identifying customer needs and market trends,
• monitoring competition,
• development and creation of product strategy,
• internal onboarding/product training,
• systems: ERP QAD, BeOne, CRM Pivotal.

Product Manager in the Transport Semi-Trailer Industry - How to Create the Future of Road Transport

As a Product Manager in a company producing road vehicles, every day he balances between innovation, market requirements and technological possibilities. Let me take you on a journey through the complex world of product management in one of the most dynamic industries.

Product Lifecycle Management - The Art of Foresight

Development Phase

Every new project starts with an in-depth analysis of technology and market trends. I spend a lot of time talking to OEM customers to understand their future needs and challenges. It is during this phase that the product vision crystallizes. Working closely with the R&D department, we translate the information we gather into specific technical specifications. This is the most creative stage, where every decision can have a long-term impact on the success of the product. The key here is to maintain a balance between innovation, technical feasibility and economic viability.

Introduction Phase

The moment a product is introduced to the market is a period of intense coordination between different departments. We oversee a series of tests and validation processes to confirm that the product meets all the assumed parameters. In parallel, I work on preparing comprehensive technical documentation, which must meet the rigorous requirements of the automotive industry. I pay special attention to training the sales teams - they will be the ambassadors of the product in contact with customers. In this phase, unforeseen technical challenges will often arise, which require a quick response and often creative solutions.

Maturity Phase

When the product reaches market maturity, my role focuses on continuous process improvement and optimization. I regularly analyze customer feedback and market data, looking for opportunities for improvement and modification. This is also the time for a detailed analysis of quality indicators and production efficiency. In this phase, it is crucial to maintain the product's competitiveness through gradual improvements and adaptations to changing market needs. It is often during this period that we identify new applications or functional extensions that can breathe new life into a mature product.

Declining phase

Managing the end of a product's life requires special delicacy and precise planning. I start with a detailed analysis of the spare parts market and planning the appropriate inventory that must meet service needs for years to come. In parallel, I work on the strategy for introducing the next generation of the product, ensuring a smooth transition for our customers. Transparent communication with all stakeholders is key here - from OEM customers to internal production and logistics departments. It is also a time to gather all the experiences and conclusions that will be invaluable in the development of subsequent products.

Product offer management - balance between innovation and profitability

Managing the portfolio of transport trailers requires extraordinary precision in balancing the diverse needs of customers. Every day I analyze sales data and market trends, looking for the optimal product mix. Our offer must meet the needs of both small transport companies and large international fleets. I pay special attention to analyzing the profitability of individual trailer models - from standard curtain-sided trailers, through refrigerated trailers, to specialized transport solutions.

A key challenge is to identify gaps in the offer. Recently, we have noticed a growing demand for trailers with increased cubic capacity while reducing their weight - this is an example of how changing transport regulations affect the evolution of our products. I also constantly monitor the possibilities of introducing innovative solutions, such as telematics systems or advanced temperature monitoring systems in refrigerated trailers.

Market and competition analysis - the key to success

The transport industry is currently undergoing a significant transformation. Every day I follow the development of electromobility and its impact on the design of trailers - we must be ready to cooperate with new types of tractors. I pay special attention to the analysis of aerodynamic solutions, which can significantly affect fuel consumption.

I regularly conduct detailed analyses of competitive products, examining not only technical parameters but also innovative solutions in the field of load security or securing systems. I work with customers to gather information about their experiences with different brands of trailers. This insight is invaluable when planning improvements to our products.

Developing a product strategy

A trailer development strategy is much more than just planning new models. It is a comprehensive look at the future of road transport. I work on a product roadmap that takes into account both short-term customer needs and long-term market trends. Currently, we are focusing on the development of multi-temperature semi-trailers with advanced monitoring systems, responding to the growing requirements in food transport.

A key element of the strategy is also time planning - when to introduce a new model, how long to maintain production of current versions, and when to start work on the next generation. Each such decision must take into account not only technical and market aspects, but also production capabilities and the supply chain.

The Biggest Challenges of a Product Manager

Managing a product line of transport semi-trailers is a constant struggle against time and changing market requirements. One of the biggest challenges is predicting future customer needs. For example, rising fuel prices force us to look for solutions that reduce energy consumption, which translates into the need to use lighter materials while maintaining the same strength.

Another significant challenge is managing production costs in the face of rising raw material prices. I have to constantly look for a compromise between implementing the latest technologies and maintaining a competitive product price. In addition, increasingly restrictive environmental standards force us to introduce new design solutions, which are often associated with additional costs.

The future of the industry and the role of the Product Manager

The future of road transport looks extremely interesting. We are working on the integration of telematics systems that will allow for full monitoring of the trailer and load status in real-time. We are also developing solutions that increase safety - from advanced braking systems to intelligent parking systems.

I also see the growing importance of product personalization. Customers expect trailers tailored to their specific transport needs. This requires us to be more flexible in the production process and to work even closer with customers at the design stage.

Particularly exciting is the work on trailers adapted to work with autonomous tractors - this is a completely new chapter in the history of road transport, requiring an innovative approach to the design and equipment of trailers.