TIP Group Strategy 2030: A seamless customer experience

“To be the right partner, we must not only provide the right solutions but also ensure they are easily accessible, fully integrated, and aligned with our customer’s operations. Our customer’s experience should be seamless, which is the concept that is central to TIP Group’s Strategy 2030.” In this article, Arjen Kraaij, Deputy CEO of TIP Group, shares the company’s vision and the strategic pillars that define the 2030 roadmap.

Ambition: efficiency and energy transition should go hand in hand

For TIP Group, the future of transport and logistics revolves around two core ambitions: ensuring a best-in-class, seamless experience for customers and reducing the sector’s ecological footprint. These two are not separate goals but deeply intertwined.

“Our primary focus is to make sure our customers can keep operating without friction as our market is changing. How do we support our customers in adopting new technologies and how should we change our own services and operations to meet their changing needs? That’s where ‘seamless’ comes in, it’s the experience we want to create. For many transport operators, switching to e-vehicles is a huge challenge. What’s the residual value? What does maintenance look like? Where do I charge? These are key questions of our customers, and our job is to make that transition effortless, reduce the hassle, remove barriers to add real value. That’s what TIP needs to deliver. 

At the same time, efficiency and energy transition should go hand in hand. Because ultimately, we must ensure that the ecological footprint of logistics and transport decreases. That’s the bigger picture. And that’s not just about electrification, it’s about refurbishment, about ESG goals, about how we challenge both suppliers and customers, about using digital solutions that help to use assets more effectively. Everything comes back to that ambition.”

From Vision to Execution: a bottom-up approach

The strategy has been built from the ground up. The company chose a bottom-up approach, ensuring that those closest to the business played a direct role in shaping its future. “Our new strategy isn’t just an executive decision—it is something the entire organization has helped build. We structured the process around strategic pillars and had a well-rounded team representing different countries, different functions. That way, we were getting a full, company-wide view.”

“So, the strategic pillars aren’t independent projects; they work together in a structured and intentional way. If you look at our approach to fleet management, for example, it’s connected to the energy transition —what will our fleet look like in five years, and how do we ensure it continues to meet evolving environmental standards? That, in turn, ties into digital transformation—how do we track and optimize fleet performance, implement predictive maintenance, and leverage real-time data for better decision making?

Because, of course, all of this must make sense financially. Investments in fleet modernisation, technology, and sustainability must align with cost efficiencies and long-term profitability. It’s about being ambitious, setting high expectations for growth and innovation, while ensuring that every step we take is grounded in practical, achievable business outcomes.”

Customer Centricity: fully understanding customer's business

At the heart of TIP’s 2030 strategy is customer centricity, ensuring that every initiative directly enhances the customer experience. Providing a seamless and comprehensive full-service offering is a fundamental part of meeting customer needs.

“Everything we do starts with the customer. It’s not just about providing assets or maintenance—it’s about fully understanding their business, their challenges, and how we can help them succeed. We’re not just providing maintenance or leasing out equipment. We want to make our services seamless, whether it’s through digital solutions that make planning easier, mobile service units that reduce downtime, or predictive maintenance that prevents issues before they happen. If a customer needs something, it should be simple, fast, and frictionless.”

Expanding workshop services

A crucial part of TIP’s service expansion strategy is the growth of its workshop network and service diversification including refurbishment excellence centres. TIP is investing in both physical locations and mobile service units to ensure customers receive faster, more efficient support wherever they operate. By growing the number of workshops by 30% over the next five years, to 160+ workshops, and integrating new technologies and digital tools, TIP ensures broader coverage and faster service response times for its customers.

ONE TIP: a unified customer experience

A key enabler is the ONE TIP approach—breaking down silos and ensuring that customers experience TIP as a single, unified company, rather than a collection of separate divisions. By ensuring seamless integration across services, customers can easier manage their fleets efficiently, access the support they need, and benefit from the full scope of TIP’s expertise, regardless of the country or region they are operating.

"We operate in multiple markets with different teams and specializations, but our customers should never feel that complexity. Whether they need fleet solutions, digital tools, or maintenance services, it should feel like one company, one experience. That means better internal alignment, streamlined communication, and making it easy for customers to access everything TIP has to offer." 

Fleet Management: expanding into specialised markets

One of TIP’s core activities, fleet management, remains a priority, with a strong focus on efficiency, utilization, and modernisation. TIP currently has ~90K fleet and is aiming to reach ~100K fleet in the next 5 years, embracing new technology, adding low-emission vehicles, meeting regulatory requirements and continuous evolving customer demands.

A key area of growth within TIP’s fleet strategy is the expansion into specialised assets, particularly within the waste and municipal services sector, such as garbage trucks, street sweepers and sewer maintenance equipment, as well as the construction sector. "The transition to cleaner, more efficient vehicles is accelerating in these segments, and we want to support that shift by offering the right equipment, flexible financing, and full-service solutions.”

Energy Transition: reducing customers’ footprint

The shift toward electrification is one of the most significant transformations in the transport and logistics sector. TIP is committed to supporting customers through this change.

"Electrification isn’t something that happens overnight. It’s one of the biggest transformations in our industry, and making it work isn’t just about replacing diesel vehicles with electric ones, it’s about building the entire ecosystem around it. Where do you charge? How do you optimise routes to maintain uptime? How do we manage infrastructure investments? These are the real challenges customers face, and we help them navigate those questions. We want to develop e-Hubs.  
That’s why we’re working with partners who specialise in charging solutions and infrastructure. We don’t just provide assets; we make sure customers have access to the right expertise so they can transition without disruption. A city bus, a last-mile delivery van, and a heavy-duty truck all have different needs, and we tailor solutions accordingly. This is what we mean by 'seamless'—making sure the transition is practical, efficient, and aligned with real operational demands." 

Digital: unlocking the power of data

Digital transformation is reshaping the transport and logistics sector. TIP is embracing platforms, interoperability, and partnerships to drive innovation and deliver tangible value to customers. “We are moving towards a more open ecosystem, one where digital tools are not just proprietary solutions but part of a larger framework that customers can integrate into their own operations. With data at the core of our strategy, we are investing in advanced telematics, predictive analytics, and real-time monitoring. These tools help prevent downtime and enhance operational efficiency, ensuring that customers get the most out of their assets.”

This strategy is not about chasing trends

TIP’s growth ambitions are about building a company that leads, innovates, and drives meaningful change. “Our role is to help the industry move forward—not just by providing assets, but by breaking down barriers, financing the transition, and sharing expertise. We want to make it easier for our customers to embrace change, to navigate the complexities of energy transition, digitalization, and evolving regulations, and to thrive in a rapidly shifting landscape. That’s where we add real value.

This strategy is not about chasing trends; it’s about focusing on what we do best and amplifying it in a way that ensures long-term success. We are creating a TIP that is not just relevant today but will still be leading in ten years.”