ThyssenKrupp Group Value Chain Analysis
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This ThyssenKrupp Group Value Chain Analysis gives you a clear, structured view of how the company creates value through support and primary activities. The page already shows a real preview of the actual analysis, so you can review the content and format before buying. Purchase the full version to get the complete ready-to-use report.
Support Activities
Firm Infrastructure
thyssenkrupp's firm infrastructure is a lean holding setup that steers capital and strategy across six industrial segments. In FY2024/25, the Group still ran this model with about 98,000 employees and sales near EUR 35 billion, while keeping Steel Europe close to a standalone operating unit. Central control tightens financial discipline, but the segment model lets units move fast on pricing, costs, and investment.
Human Resource Management
Thyssenkrupp Group's HR function is central to the move to hydrogen-based steel, where it must secure scarce metallurgical and engineering skills while managing a workforce of about 98,000. The company's 2030 Steel Europe plan includes 11,000 job cuts, so retraining and workforce planning are key to limit disruption.
HR also supports the shift into higher-tech automotive components by moving talent into digital, process, and plant roles. That makes people cost control and skills renewal a direct part of the value chain, not just a back-office task.
Technology Development
thyssenkrupp's technology development is focused on decarbonizing steel and scaling water electrolysis, with major work tied to the €3 billion direct reduction project in Duisburg. The plant is designed to cut CO2 emissions by about 3.5 million tons a year once fully running, supporting the 2030 climate target. The Group is also pushing hydrogen-related electrolysis so its steel value chain can use lower-carbon inputs and keep pace with tighter EU rules.
Procurement
ThyssenKrupp Group's procurement uses strategic sourcing to lock in long-term power purchase agreements and steady supply of high-grade iron ore and recycled scrap. Its network of over 20,000 suppliers helps spread risk, hedge raw-material price swings, and keep production supplied as steel input costs stayed volatile in 2025.
thyssenkrupp's Green Steel Shift: Jobs, Costs, and CO2 Cuts
thyssenkrupp's support activities in FY2024/25 stayed focused on cost control, skills, and technology for the shift to low-carbon steel. HR had to support about 98,000 employees while managing the planned 11,000 job cuts in Steel Europe by 2030. Technology work centered on the €3 billion Duisburg direct-reduction project, set to cut around 3.5 million tons of CO2 a year.
| Support area | FY2025 data |
|---|---|
| Employees | ~98,000 |
| Steel jobs cut plan | 11,000 |
| Duisburg project | €3 billion |
| CO2 cut | ~3.5m tons/year |
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Primary Activities
Inbound Logistics
In FY2025, ThyssenKrupp's inbound logistics centered on deep-water ports and dedicated rail links that keep raw materials flowing to its energy-intensive sites. This setup cuts delays for coke, iron ore, and alloys, which is critical for blast furnaces and chemical processing. Efficient intake matters because even short stoppages can ripple through large-scale plants.
Operations
Operations at ThyssenKrupp Group center on high-tech production of specialty steels, bearing elements, and industrial plants across dozens of international facilities. Real-time digital monitoring helps lift yield and cut energy use, which matters in a business where FY2025 efficiency and margin control drive cash flow. This keeps output aligned across diversified manufacturing lines and supports steadier industrial delivery.
Outbound Logistics
Thyssenkrupp's outbound logistics uses a broad network of distribution centers to support just-in-time deliveries to automotive OEMs and industrial contractors. In FY2025, the group kept heavy steel and equipment moving through truck, rail, and sea lanes, which fits bulky loads and cuts handling. This setup helps protect service levels when customers run on tight delivery windows.
Marketing and Sales
thyssenkrupp's marketing and sales team sells through technical B2B partnerships and complex bids for large engineering projects and material contracts, where specs, pricing, and delivery terms drive the win. Its Materials Services digital sales platforms make ordering simpler for a global base of nearly 250,000 customers. This lowers friction, speeds repeat orders, and supports cross-selling across industrial end markets.
Service
In FY2025, ThyssenKrupp Group's Service activity supports installed plants and machine parts with lifecycle maintenance, remote monitoring, and fast repairs, so revenue is less tied to one-off equipment sales. This post-sale work lifts margins because service contracts and performance-based SLAs usually generate recurring cash flows and improve customer lock-in. For heavy industrial assets, even a 1% uptime gain can matter more than a lower unit price.
ThyssenKrupp's FY2025 Engine: Scale, Service, and Uptime
In FY2025, ThyssenKrupp's primary activities stayed tied to heavy industrial throughput: inbound raw materials, high-tech production, bulk delivery, and service support. Materials Services served nearly 250,000 customers, while digital monitoring and technical B2B sales helped reduce friction and improve uptime. This chain matters because each step protects margin in low-tolerance industrial contracts.
| Activity | FY2025 signal |
|---|---|
| Marketing & sales | ~250,000 customers |
| Operations | Digital monitoring |
| Service | Uptime-focused support |
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Frequently Asked Questions
ThyssenKrupp prioritizes activities by shifting focus toward decentralized segment management and decarbonized materials production. In March 2026, the company manages over 6 diverse industrial divisions targeting adjusted EBIT margins between 6% and 8%. High-value activities include green steel fabrication, which receives approximately €2.5 billion in cumulative investment to secure long-term automotive supply contracts.
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