Asia Pacific Aerospace MRO Industry
 

Asia Pacific Aerospace MRO Industry

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Frost & Sullivan analysis of the Asia Pacific Aerospace MRO Industry.

Frost & Sullivan analysis of the Asia Pacific Aerospace MRO Industry.

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Asia Pacific Aerospace MRO Industry Asia Pacific Aerospace MRO Industry Presentation Transcript

  • Asia Pacific Aerospace MRO Industry CEO 360º Chris De Lavigne Global Vice President “We Accelerate Growth” www.aerospace.frost.com 1
  • Disclaimer Asia Pacific Aerospace Industry CEO 360º • We hereby certify that the views expressed in this document accurately reflect our views based on primary and secondary research with industry participants, industry experts, end users, regulatory organizations, financial and investment community, and other related sources. • In addition to the above, our robust in- house forecast & benchmarking models along with the Frost & Sullivan Decision Support Databases have been instrumental in the completion and publishing of this report. • We also certify that no part of our analyst compensation was, is or will be, directly or indirectly, related to the specific recommendations or views expressed in this document. Asia Pacific Aerospace Industry CEO360º www.aerospace.frost.com 2
  • Table of Contents Asia Pacific Aerospace Industry CEO 360º Aerospace MRO Industry CEO 360º Introduction: MRO Business Scenario Dynamics of the MRO industry 2010 Business Outlook Asia Pacific Aerospace MRO: Current Issues Aerospace MRO Opportunity Mapping Engagement Methodology & Case Studies www.aerospace.frost.com 3
  • MRO Business Scenario: The Lagging Business Cycle Asia Pacific Aerospace Industry CEO 360º MRO Boom 2008 In 2010, the world economy was on the recovery path & growing while airlines and MRO were still going down due to the lagging effect Time MRO Bottom 2010 expected in first half of 2010 Frost & Sullivan Aerospace MRO comes late in the business cycle, hence though the world economy is showing signs of growth, the MRO industry revenue is still to bottom out in first half of 2010 www.aerospace.frost.com 4
  • MRO Business Scenario: The undercurrent Asia Pacific Aerospace Industry CEO 360º Short Term Long Term Factor Factor 5.4% - 8% 6.6% Frost & Sullivan Frost & Sullivan Airline demand data which in turn affects the demand for MRO shows that in the long run MRO activities would be increasing and would be on a high growth trajectory. In the short term the bad times would continue for some more time. www.aerospace.frost.com 5
  • Table of Contents Asia Pacific Aerospace Industry CEO 360º Aerospace Industry CEO 360º Introduction: MRO Business Scenario Dynamics of the MRO industry 2010 Business Outlook Asia Pacific Aerospace MRO: Current Issues Aerospace MRO Opportunity Mapping Engagement Methodology & Case Studies www.aerospace.frost.com 6
  • Aerospace MRO: Industry Perspective Asia Pacific Aerospace Industry CEO 360º MRO revenue is expected to reach 63 billion $ by 2019 and 88 billion $ by 2029. The growth rate of 3.8% individual activities are expected to be as follows: 2009-2019 2009-2029 Modifications 4.4% 3.6% Components 5.2% 4.4% 4.5% Engines 5.3% 4.6% Line Maintenance 3.5% 3.1% Airframe 2.7% 2.3% Frost & Sullivan Frost & Sullivan Engine MRO is going to witness the highest rate of growth. The MRO growth rate is revised upwards because the bottom is not sustainable and would reach higher levels soon. www.aerospace.frost.com 7
  • Aerospace MRO: Industry Perspective Asia Pacific Aerospace Industry CEO 360º Breakdown of MRO revenue across major global regions: CAGR of Revenue across regions: • Europe 2% • Asia Pacific Ex India & China 3.2% • India 8.9% • China 8.2% • North America 0.2% • Middle East 6.1% • South America 4.5% • Africa 0.6% Frost & Sullivan Frost & Sullivan The core of Aerospace MRO activity is shifting towards Asia, with China & India expected to grow at the highest rate. The trend of shifting MRO activities to low cost regions is set to continue. South America, Middle East & Asia are the high growth regions. www.aerospace.frost.com 8
  • Aerospace MRO: Industry Perspective Asia Pacific Aerospace Industry CEO 360º Comparison of Aerospace MRO drivers & restraints suggests that while in the short term the MRO service providers would face some difficulty but in the long run the industry is on high growth track • Global Economic Slowdown • Reduced Air traffic: -5% globally • Contraction of fleet size of US airlines 2008 • Asian airlines saw reduced growth in fleet Industry Drivers • Shortage of skilled labor • Increased labor Cost • Development of Aerospace Park & Facility Expansion providing one stop solution Industry Restraints • Long run travel demand: Forecast of aircraft fleet demand high • Military spending to rise from increased Frost & Sullivan spending by growth economies www.aerospace.frost.com 9
  • Aerospace MRO: Technology Perspective Asia Pacific Aerospace Industry CEO 360º Technology Trends Prognostic & Health Management Real Time Conditioning Monitoring Health & Central Usage Preventive Maintenance Monitoring Maintenance Diagnostic 1960 1970 1980 1990 2000 2010 Frost & Sullivan With technology getting more complex, a large number of OEMs are venturing into MRO activities. Moreover there is a tendency of move towards more green technology . Adoption by the MRO providers need to be fast to support them. www.aerospace.frost.com 10
  • Aerospace MRO: Technology Perspective Asia Pacific Aerospace Industry CEO 360º Technology Requirements Frost & Sullivan The ability to quickly track and trace components and equipment for repair through RFID technology is one of the major process requirements. www.aerospace.frost.com 11
  • Aerospace MRO: Competitive Perspective Asia Pacific Aerospace Industry CEO 360º Over the years the MRO competitive space has got consolidated with the emergence of big players. This trend is set to continue with many smaller players going out of the market & M&A activities. • Increasing OEM presence in the MRO segment has led to increase in the competition. Packaged deals are also gaining in popularity. These deals are cost-effective and provide exit barrier to the customers • The market gets consolidated as bigger players provide more services, innovation, flexibility and competitive prices. • China continues to grow as the leader in MRO service provider, as more airlines move away from Japan & South Korea • Significant partnership/joint venture expansion is taking place. Boeing/Air India JV, MAS Hyderabad, AMETEK facility in Singapore www.aerospace.frost.com 12
  • Aerospace MRO: Customer Perspective Asia Pacific Aerospace Industry CEO 360º Aircraft & Engine Service Center Total Life Cycle OEM Network Solution • MRO services forms 5 – 10% of aircraft operation Airlines Affiliates Cost Center Profit Center costs MRO Optimizing 1• Maintenance Cost pressure from aircraft operators is Broad Focus MRO Maintenance changing MRO Business Model Third Party MRO Services / Capability Products 2• Operators who used to follow a time or mileage based maintenance philosophy suffered high maintenance Before 1 Now 2 cost which is leading to preventive or predictive maintenance Aircraft & 3• This in turn requires collaboration between all the Engine OEM Preventive parties through information sharing /partnership. Maintenance 4 Information needs to be shared on • Information • Maintenance Planning Sharing/ Collaboration • Line & Heavy Maintenance Partnership • Maintenance Control Predictive • Engineering Services 4 3 Maintenance MRO Service Aircraft • Material & Document Management Centers Operators • The rise of low cost carriers is leading to the demand for low cost MRO solutions. Standardization of MRO service might be one solution • There is also demand for integrated support services: A one stop solution for all the MRO needs . Solutions like Seletar Park • Airlines expect value as they as they seek to remain/achieve profitable. Performance & turn-time can be turned to strategic opportunity www.aerospace.frost.com 13
  • Table of Contents Asia Pacific Aerospace Industry CEO 360º Aerospace Industry CEO 360º Introduction: MRO Business Scenario Dynamics of the MRO industry 2010 Business Outlook Asia Pacific Aerospace MRO: Current Issues Aerospace MRO Opportunity Mapping Engagement Methodology & Case Studies www.aerospace.frost.com 14 14
  • 2010 MRO Business Outlook Asia Pacific Aerospace Industry CEO 360º Aerospace MRO MRO catering to MRO catering to new older aircrafts modern aircrafts • This market sees less volume, as the • Market Driven by volume number of times an aircraft requires • Extremely Price Sensitive maintenance activity is less • Extreme Competition in the market • Most Price Inelastic demand segment • US which has most number of older • Less competition in the market aircrafts is the main demand driver for this • Airlines in Asia Pacific region is the main segment demand driver for this segment While a single MRO can cater to both the segments, generally it is found that most of the MROs cater to the former while the more modern, technologically developed MROs are the ones which pulls customers from both the segments. Most of the MROs that cater to the older aircrafts would continue to suffer. MROs with modern facilities would be driving growth as they would be able to serve both newer and older fleet. www.aerospace.frost.com 15
  • 2010 MRO Business Outlook Asia Pacific Aerospace Industry CEO 360º While there would be more aircrafts in operation in 2010 as compared to 2009, the increase in MRO activity would be much less than the fall seen in 2009. It would take some more time before 2008 level is regained. • An as aftereffect of the recession in 2009 almost 3000 aircrafts have been grounded. (5% of global fleet) • Most of these aircrafts are older aircrafts, and hence the these aircrafts were more maintenance intensive. Thus affecting the MRO activities expected in 2010 through heavy maintenance. • The scenario can be explained as follows: Effect Carries over to 2010 2009 2010 Magnified Newer Aircrafts Little Increase in Older Aircrafts Reduced substitute older Maintenance Grounded Maintenance fleet Activity Activity • Grounded aircrafts would age faster and • Hence in 2010 it is expected that the there is high probability that a large number business activities of MRO would change of these aircrafts would be retired very little compared to 2009. www.aerospace.frost.com 16
  • 2010 MRO Business Outlook Asia Pacific Aerospace Industry CEO 360º Airlines are delaying maintenance activities which has led to high inventory build up in the MRO, this is going to negatively affect the small parts manufacturers & suppliers. Airlines are going on with a different strategy in scheduling the maintenance activities of the aircrafts: They are following a practice of : • Deferred Maintenance • Destocking Airlines are burning through their existing inventory rather than investing in overhaul activities. This is not a sustainable strategy but it is providing cash to the airlines and further straining the cash position of the MROs. This is having another important consequence on the MROs MROs with long term contract with suppliers are going to suffer further Increased Inventory The inventory holding build up in the MROs is more than total equal to 44 billion $ current MRO spending This is also going to affect the parts manufactures & the suppliers www.aerospace.frost.com 17
  • Table of Contents Asia Pacific Aerospace Industry CEO 360º Aerospace Industry CEO 360º Introduction: MRO Business Scenario Dynamics of the MRO industry 2010 Business Outlook Asia Pacific Aerospace MRO: Current Issues Aerospace MRO Opportunity Mapping Engagement Methodology & Case Studies www.aerospace.frost.com 18 18
  • Aerospace MRO: Current Issues Asia Pacific Aerospace Industry CEO 360º Environmental Lean Recycling of Air Concern Management Fleet • Minimize use & Maximize • Reduction of part cost through • Boeing has said it is aiming to recycling of maintenance smart acquisition & work-scoping achieve 90%-95% recyclability of materials the world's fleet by 2012 • Overhaul through faster & efficient • Use of solvency and absorbent processes & fewer errors. • While roughly 75% of an aircraft's based techniques to capture value is lost when its owner • Major cost elements due to time used materials decides to break it, the potential to off-wing for buying spare parts, reclaim parts and metals on a • Target setting, in reduction of labor or inventory can be reduced wide body could yield much as $7 emission gases, hazardous through lean management million materials and use of energy techniques. www.aerospace.frost.com 19
  • Aerospace MRO: Current Issues Asia Pacific Aerospace Industry CEO 360º Outsourcing Shortage of Business Cycle Issues Labor Political backlash against out Shortage of skilled labor in MRO as Business cycles are getting smaller, as sourcing jobs the average population ages the time from boom to slump to boom reduces. • How is it going to affect the MRO • How can one attract skilled labor? industry? • How to manage risk in an • How can one provide training? increasingly uncertain market? • How can the MRO respond? www.aerospace.frost.com 20
  • Table of Contents Asia Pacific Aerospace Industry CEO 360º Aerospace Industry CEO 360º Introduction: MRO Business Scenario Dynamics of the MRO industry 2010 Business Outlook Asia Pacific Aerospace MRO: Current Issues Aerospace MRO Opportunity Mapping Engagement Methodology & Case Studies www.aerospace.frost.com 21 21
  • Aerospace MRO: Opportunity Mapping Asia Pacific Aerospace Industry CEO 360º Immediate Action Support Services Fleet Recycling, For MRO Service Conversion Inventory Providers Technicians Management Training MRO for Future Facilities Smart Mergers Green Aircrafts Profitability & & Engines Environment Investors Acquisition Friendly Vertical Maintenance Integration MRO Software/Support Service Providers Immediate Action Timeline Future Frost & Sullivan There are a lot of opportunities within the Aerospace MRO value chain for Service providers, Investors or Support Service providers that require immediate action and promises high return on investment www.aerospace.frost.com 22
  • Table of Contents Asia Pacific Aerospace Industry CEO 360º Aerospace Industry CEO 360º Introduction: MRO Business Scenario Dynamics of the MRO industry 2010 Business Outlook Asia Pacific Aerospace MRO: Current Issues Aerospace MRO Opportunity Mapping Engagement Methodology & Case Studies www.aerospace.frost.com 23 23
  • Aerospace MRO Value Chain Asia Pacific Aerospace Industry CEO 360º VALUE CHAIN Aerospace Aerospace Aerospace MRO Industry Aerospace MRO Industry Manufacturing Manufacturing MACRO VALUE CHAIN MAPPING Industry Industry & MARKET GAP ANALYSIS Parts & Components Parts & Components Avionics & Systems Avionics & Systems Components MRO Major Assemblies Components MRO Major Assemblies Sub Assemblies Sub Assemblies Airframe MRO TECHNOLOGY REQUIREMENTS Airframe MRO Engine MRO Engine MRO & ASSESSMENTS MRO MRO Government, Government, Regulator & Regulator & Industry Industry Associations Associations GLOBAL INDUSTRY BEST PRACTICES Support // Services Support Services MARKET GAP EVALUATION & PRIORITIZATION The Illustration above shows the scope and definition of aerospace industry value chain that is covered in a typical value chain analysis consulting project. There are five market vertical segments with research also covering government/regulatory bodies, policies and associations. Across the value chain, study and analysis STRATEGIES & ACTION PLANS includes market dynamics and landscape, value chain analysis, best practices and growth strategies. Analysis also looks at assessments and requirements of manufacturing technologies, MRO technologies as well as logistics enabling technologies. www.aerospace.frost.com 24
  • Aerospace MRO Engagement Methodology Asia Pacific Aerospace Industry CEO 360º Market Dynamics Analysis (Macro Aerospace Industry Landscaping: Influences, Drivers, Restraints & Identification Of Industry Players & Strategic Recommendations Challenges) Based On Secondary & Competitors Primary Research Gap & Strategic Secondary Primary Macro Market Opportunity Positioning & Research Research Analysis Analysis Counsel Frost & Sullivan will employ methods to identify the dynamics of the overall Industry Interviews To Get market in the targeted segments, and provide an overview of the needs and demands of the Aerospace Value Chain. In addition to that, the group will also Identification of Market & Hands On & Fresh study the overall key players and other key stakeholders in the aerospace value Technology Gaps Industry Dynamics chain. This analysis will provide with a topographical view of aerospace industry’s trends and behavior. www.aerospace.frost.com 25
  • Consulting Capabilities MRO MRO Operations Management Airline In-House MRO Operations Independent MRO Organizations Line Maintenance Depot / Heavy Maintenance Supply Chain Management Sales & Marketing • GSE & Special Tools Market • Scheduled Maintenance • Inventory Management • Airline Market Analysis • Airport Airside Operations Market • Unscheduled Maintenance • Materials Management • Fleet Lifecycle Analysis • Aircraft Turn-Around-Time Strategy • Hangar Capacity Utilization • Technology Adoption Strategies • Cargo Market Analysis • Back shop Capabilities • Strategic Alliance Assessment • Competition Assessment • Materials Management • Market Insights • CRO Market Analysis Human Capital Management Corporate Development • Mergers & Acquisitions • Technicians Market Analysis • Joint Venture and Partnership Assessment • Man-hour Capacity Utilization Strategy • Business Process Re-engineering Strategy Corporate Finance Technology • Investment Opportunity Assessment • Information Technology Adoption Assessment • Assets Management and Financing Analysis • Technology Investment Strategy www.aerospace.frost.com 26
  • About Specific Deliverables: The Strategies to Growth Areas of Responsibility In the Develop Phase, Client’s primary responsibility is to create & launch new, Greenfield initiatives. Globalization is forcing them to continuously create new initiatives and hence many Clients are spending increasing amount of time tackling the Develop-Phase. Under the Nurture-Phase, the Client’s focus shifts towards grooming & boosting previously launched initiatives in order to ensure that they achieve the desired result. Nurture phase is usually carried out at Ministerial or Agency levels in the Government Hierarchy Once the initiatives are developed & nurtured, measurement of their impact is the next area of responsibility for the clients This Measure Phase is increasingly gaining importance as clients around the world are incorporating the corporate best practices in the public sector The final Benchmark Phase, the client’s responsibility is to compare & contrast the national initiatives with global best practices. Identifying gaps between the national initiatives & global best practices is being increasingly used by the governments to improve their initiatives, policies & regulations. www.aerospace.frost.com 27
  • Aerospace Case Study: Business Plan & Partner Prospecting & Defence Consulting Scope: (Develop) Scope: Business Planning Support the group in devising a high integrity Business Plan for the establishment of an MRO facility. Client: Conglomerate of Key Industry Stakeholders Approach: Outcome Module II: End Segment Module I: Market Size Mapping, Profiling of User Estimation & Forecast Frost & Sullivan successfully supported the client in the Segments delivery of a high integrity and comprehensive Business Plan and continued to support throughout the program life Critical Assessment of key parameters & strategies for a cycle in the securing of Strategic Partners. sustainable business roadmap for the conglomerate Beyond Business Plan delivery Frost & Sullivan continued a Strategic Partnership with the client throughout the Module III: Competitive Module IV: Assessment of Program Life Cycle in Partner Prospecting across Private Mapping, Analyzing Regulatory compliance, Equity/ Venture Capitalists, Technical Partners and End Industry Structure Economic Policies User groups. Module V: Identification of negotiation costs and roadmap to strategic partnership www.aerospace.frost.com 28 •28
  • Aerospace Case Study: Market Evaluation & Opportunities Assessment & Defence Consulting Scope: (Nurture) Scope: Customer Intelligence / Geographic Exploring viable market opportunities and strategic Expansion gaps to leverage existing product portfolio for Client: extending market penetration within global Major asset management solution provider commercial MRO value chains Approach: Outcome Module I: Thorough Module II: : Identification of understanding of the the major players and their dynamics of the market key strengths Frost & Sullivan successfully identified specific and high value short and medium term opportunities for the client, Define optimal market penetration strategies (product /market The identified market Gaps helped the client in establishing strategies)- direct/indirect to market & Strategic recommendations significant market exploitation and penetration. in capturing the market The study also helped the client in establishing a significant Project ROI • Module III: Demand Module IV: Analysis and segmentation & value evaluation of intelligence End User Profiling chain study of the platform to serve as high Market Demand Forecasting industry in that market integrity point of leverage Market Opportunities Identification Module V: Identification of unmet demand and opportunities: Strategic Gap Analysis www.aerospace.frost.com 29 •29
  • Aerospace Case Study: Measurement of Demand Supply Gap in Value Chain & Defence Consulting Scope: (Nurture) Scope: Market measurement & capability Prepare an estimate of MRO demand and measure enhancement supply capacity. Hence a perform a demand gap Client: analysis and provide strategic recommendations. Government body Approach: Outcome Module I: Thorough Module II: : Identification of understanding of the the major players and their dynamics of the market key strengths Frost & Sullivan successfully performed a complete value chain study throughout the Asia Pacific MRO segment. The Perform an end to end value chain study, and suggest strategic key strength analysis helped the client benchmark itself vis- steps to capture market opportunities identified from the demand à-vis the competitors. The market gap analysis and the gap analysis strategic recommendation helped the client take steps that would help in significant growth in the Asia Pacific Module III: Demand Aerospace MRO market. Module IV: Competitive segmentation & value profiling and identification Market Demand Forecasting chain study of the of key trends industry in that market Market Opportunities Identification Module V: Identification of unmet demand and opportunities: Strategic Gap Analysis www.aerospace.frost.com 30 •30
  • Aerospace Case Study: MRO Outsourcing Benchmark & Defence Consulting Scope: (Benchmark) Scope: Strategic Outsourcing / Partnering To benchmark MRO strategies of other LCCs Client: To assess MRO players capability and integrity as potential long term strategic partner/s for the provision Major MRO Service Provider of Fleet Maintenance and Management. Approach: Outcome Module II: Identification of Module I: Benchmarking global practices and the MRO strategy practices specially in the followed by other LCC Asia Pacific region Frost & Sullivan successfully helped Redefine the Preparation of the complete benchmarking study and provide client’s Aircraft & Engine MRO strategy by cconducting strategic inputs to the clients outsourcing strategy comprehensive competitor benchmark analysis (cost / capability/ model) The project also helped the client in developing a total Module III: Complete Module IV: Perform solutions outsourcing strategy analysis of strategies thorough analysis of key that have been factors to success successful Module V: Perform a cost reduction study through outsourcing www.aerospace.frost.com 31 •31
  • Our Clients We have extensive experience in developing effective tools and models for key international clients globally facing a range of strategic issues. www.aerospace.frost.com 32
  • Our Clients We have extensive experience in developing effective tools and models for key international clients globally facing a range of strategic issues. www.aerospace.frost.com 33
  • Our Clients We have extensive experience in developing effective tools and models for key international clients globally facing a range of strategic issues. www.aerospace.frost.com 34
  • Asia Pacific Aerospace Industry CEO 360º Frost & Sullivan, the Growth Partnership Company, partners with clients to accelerate their growth. The company's TEAM Research, Aerospace Industry CEO 360º Growth Consulting and Growth Team Membership empower clients to create a growth-focused culture that generates, evaluates and implements effective growth strategies. Frost & Sullivan employs over 45 years of experience in partnering with Global 1000 companies, emerging businesses and the investment community from 40 offices on six continents. For more information about Frost & Sullivan’s Growth Partnerships, visit http://www.aerospace.frost.com Chris De Lavigne Global Vice President Asia Pacific DID +65.68900.999 FAX +65.68900.988 HP +65.6158 293 EMAIL chris.delavigne@frost.com WEB www.aerospace.frost.com www.frost.com Julius Yeo Consultant Aerospace & Defense Practice Asia Pacific DID +65.68900.989 FAX +65.68900.988 HP +65.8133.9195 EMAIL julius.yeo@frost.com WEB www.aerospace.frost.com www.aerospace.frost.com 35 35