Building a Future-Ready Service Model: How Tomra Transformed Service from Reactive to Predictive

It’s the starting point for a bold transformation that’s changing how service works across the entire organisation. As the industrial landscape has only gotten more competitive, service has evolved from a reactive cost centre into a strategic growth engine.

At a recent Copperberg Select session on service excellence strategies, Van der Merwe van der Merwe, Head of Global Service and Project Management at Tomra, shared how the company is moving from break-fix models to a data-driven, AI-enabled, and customer-centric service vision. Embracing predictive analytics, outcome-based offerings, and a strong digital foundation has allowed Tomra to redefine what excellent service looks like and how it drives business value in a connected world.

From Reactive Fixes to Proactive Value

When Van der Merwe joined Tomra, the organisation was grappling with high demand for its machines but lacked the time and capacity to focus on service excellence. Traditionally, service was seen as the team that jumped in when something broke. Over the past few years, that mindset has shifted significantly.

Van der Merwe explained that Tomra’s focus has moved from reactive repairs to delivering proactive, value-driven service. This shift is not only about responding faster but about anticipating needs and creating offerings that generate long-term customer loyalty and recurring revenue. Tomra’s service organisation is no longer just about fixing machines but about designing subscription-based models, pay-per-use options, and outcome-focused agreements that allow customers flexibility and predictability.

These models reflect a broader trend across industries: Customers prioritise performance and outcomes over mere ownership. Tomra is actively working to embed these approaches into its service landscape, using data and predictive models to craft smarter, more resilient service strategies.

Unlocking the Power of Predictive Maintenance

A critical part of Tomra’s journey is integrating digital tools and data analytics. IoT-enabled equipment provides a wealth of data, but the challenge lies in turning that data into actionable insights. Van der Merwe emphasised the importance of machine learning and AI, which allow Tomra to predict maintenance needs, automate repairs, and create smarter and more efficient service schedules.

Van der Merwe shared his vision of a future where service delivery is fully remote, powered by seamless lifecycle management and intelligent, connected products. This vision, though ambitious, is already taking shape through pilot projects, proof-of-concept initiatives, and close collaboration with customers.

However, predictive maintenance is not a one-size-fits-all solution. It works best for customers whose success depends heavily on the performance of the product or service. For others, the transition requires time, careful alignment, and strong customer collaboration to ensure the right fit.

Navigating Data Complexity

Van der Merwe pointed out one of the biggest challenges in digital transformation: managing the complexity of data. It’s not just about collecting data but about making sure it’s useful. Many companies gather massive amounts of data, but without proper integration and communication between systems, it becomes noise.

For Tomra, the solution lies in customer-centric design. Rather than starting with the technology, the team looks at what customers need and builds seamless, frictionless processes around that. Customers today expect more than just a product; they want personalised, proactive, and flexible services.

Tomra is focused on creating a unified, omnichannel service operation where customers can engage through self-service tools, AI-driven insights, and remote troubleshooting. This requires not only advanced tools but also careful attention to customer preferences and a commitment to delivering value in every interaction.

Standardising Global Service

As a global company, Tomra operates with a vast network of international service providers. This creates an additional layer of complexity when aligning and standardising service operations. Van der Merwe explained that consistency is key, both in terms of how services are delivered and how data is collected and analysed.

To achieve this, Tomra is investing in advanced analytics and real-time data collection to ensure every service action is informed, efficient, and aligned with customer expectations. By doing so, they are moving from reactive to proactive models and unlocking new revenue streams across their installed base.

Investing in Talent and Skills

One of the most striking parts of Van der Merwe’s vision for Tomra’s future is the emphasis on people. Talent is not just a supporting factor but central to the transformation. Service teams need to evolve from purely technical experts to digital-savvy problem solvers who can leverage data and technology to deliver high-value outcomes.

Upskilling is a core part of Tomra’s strategy, ensuring that teams are equipped to use digital tools, interpret analytics, and make data-driven decisions. Alongside this, the company is exploring new, flexible service models that can adapt to shifting customer needs, such as pay-per-use and outcome-based contracts.

Van der Merwe stressed that these efforts go hand in hand. Without the right talent, even the most advanced technologies will fall short. That’s why Tomra is focused on creating a culture of continuous learning, resilience, and cross-functional alignment, all of which are essential for long-term competitiveness.

Driving Sustainability Through Smarter Service

Sustainability has also become a central KPI in Tomra’s service strategy. Van der Merwe explained that every field engineer’s travel generates CO2 emissions, so reducing travel through remote service capabilities not only improves efficiency but also contributes to sustainability goals.

Focusing on predictive analytics and remote service models will allow Tomra to reduce unnecessary site visits, cut emissions, and enhance 24/7 support. It’s an approach that aligns with the company’s broader identity as a sustainability-focused business and ensures that environmental responsibility is embedded in daily operations.

Lessons for the Industry

Looking at the broader service industry, Van der Merwe sees exciting opportunities ahead. Technologies like AI and machine learning are creating new possibilities for predictive insights, automation, and customer personalisation. At the same time, companies need to stay flexible, adapting their models and strategies as markets and customer needs evolve.

Van der Merwe emphasised the importance of cross-functional alignment and leadership buy-in. A compelling vision alone is not enough, as organisations need shared purpose and commitment across teams to make it a reality. For service leaders, this means not only staying focused on strategy but also being resilient, open to continuous learning, and ready to step outside their comfort zones.

Defining Service Excellence

For Van der Merwe, service excellence is not just about metrics and KPIs, though those are important. It’s about staying grounded in a clear vision, harnessing resilience, celebrating small wins, and investing in both technology and people. Leading a transformation means constantly adapting, learning, and working closely with mentors, advisors, and peers to drive progress.

By keeping the customer at the centre, focusing on predictive capabilities, and building a strong, agile organisation, Tomra sets a powerful example of how service can become a true growth engine.