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![Horizon scanning – PORTER’s 5 forces I
Industry competitors [Moderate]
Commercial Governmental Space tourism](https://image.slidesharecdn.com/strategictechnologyroadmapforspacex-130414191909-phpapp02/75/Strategic-technology-roadmap-for-space-x-8-2048.jpg)
![Horizon scanning – PORTER’s 5 forces II
Threat of new entrants [Low]
- High level of capital to get started in the industry
- Fast-paced technological advanced require high investment
- Human resources are hard to find for space industry
Bargaining power of buyers [Low]
- NASA prefers American companies for supply
- SpaceX is the only American company to be approved by Congress
as a NASA supplier
Bargaining power of suppliers [Moderate]
- Very high standards of quality to be met
Threat of Substitutes [Low]
- No substitutes for space vehicles at the moment](https://image.slidesharecdn.com/strategictechnologyroadmapforspacex-130414191909-phpapp02/75/Strategic-technology-roadmap-for-space-x-9-2048.jpg)
Uploaded byCarles Debart
Strategic technology roadmap for space x
SpaceX was founded in 2002 by Elon Musk with the goal of reducing space transportation costs to enable the colonization of Mars. It has achieved several firsts such as being the first privately-owned company to dock with the International Space Station. SpaceX aims to further revolutionize space travel through innovative and reusable rocket designs. A PESTLE analysis identified political support and funding as key risks. Porter's Five Forces found competition and bargaining power of suppliers as moderate threats. Internally, SpaceX utilizes vertical integration and rapid prototyping to achieve high reliability and reduce costs. Key performance metrics include number of clients, launches, profitability, and on-time delivery. Recommendations include expanding internationally, assessing other industries,
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Strategic technology roadmap for space x
- 1. STRATEGIC TECHNOLOGY ROADMAP FOR Carles Debart Claire Utrecht Euan Granger Javier Sanchez Quiros Radoslava Tosheva Ying Li
- 2. Introduction and companybackground Founded in 2002 by Elon Musk - South African born entrepreneur - California-based venture capitalist - Co-founder of PayPal and CEO of many other companies:
- 3. Introduction and companybackground II • Has the goal of privatising space transportation Company vision: • Innovative designs and quality in-house “To revolutionize manufacturing space transportation and ultimately make • Became the first (2010), and still only, privately it possible for owned company to return a spacecraft from low- people to live on earth. other planets.” • Their Dragon spacecraft docked with the International Space Station (ISS) in 2012 • SpaceX now holds a $1.6bn contract with NASA
- 4. Horizon scanning –PESTLE Analysis I Political & Legal - Bush administration ended the support for NASA space shuttle programme - Obama’s programme still not defined whether supporting private or public funding - Failures like challenger explosion, SpaceX would be held liable - All the contracts to have the liability issue taken seriously into consideration - Contract and funding awards for NASA to undergo congressional approval
- 5. Horizon scanning –PESTLE Analysis II Economic Effects of the global recession Continuing economic uncertainty Space travel seen as an unnecessary expense Less money available from government funds NASA to reduce their budgets Move towards private funding
- 6. Horizon scanning –PESTLE Analysis III Socio cultural - USA citizens proud of their space achievements - Space industry left great technological advances to human beings - New horizons for space traveling are welcomed - Buzz Aldrin and Steve Musgrave fighting against commercialisation of space - Rethink on strategic direction of NASA
- 7. Horizon scanning –PESTLE Analysis IV Technological & Environmental Technological -Space exploration is highly dependent on R&D -Cheap and more environmentally sustainable trips Reusable Environmental spaceships to be developed - Increased focus on sustainability on industry -Show steps to meet green criteria is a must
- 8. Horizon scanning –PORTER’s 5 forces I Industry competitors [Moderate] Commercial Governmental Space tourism
- 9. Horizon scanning –PORTER’s 5 forces II Threat of new entrants [Low] - High level of capital to get started in the industry - Fast-paced technological advanced require high investment - Human resources are hard to find for space industry Bargaining power of buyers [Low] - NASA prefers American companies for supply - SpaceX is the only American company to be approved by Congress as a NASA supplier Bargaining power of suppliers [Moderate] - Very high standards of quality to be met Threat of Substitutes [Low] - No substitutes for space vehicles at the moment
- 10. Internal analysis –Operating model Inter- organizational communication Good Eliminate working subcontractors Simplicity environment Low cost Reliability Reduced lead Speed decision time making
- 11. Internal analysis -Deployment of resources and vertical integration Improvement in productivity Reduction of design-to-manufacturing time on 71% by Engineering changes processed faster More reliable updates Overall design-manufacturing flows more smoothly SpaceX manufactures all their parts in house Reduced costs Tighter control of quality Tight feedback loop between design and manufacturing teams
- 12. Internal analysis –Scale and scope “Engineer to Competes in Competes in Costs are SpaceX is pioneer order” commercial government spread over in applying the production markets al markets multiple users economy of scale in the space industry Market approach – products in function of payload Falcon Falcon 9 Heavy Falcon 1 Dragon
- 13. Internal analysis –Profit formula Income: - Profitable and positive cash flow - 81 launches planned until 2017 - 2.4 Billion dollars of income planned for 2017 OPEX: calculated as 0.7% operative cost for each launch. CAPEX: calculated as 228 Million $. R&D: SpaceX reinvents 80% of its annual profits in R&D N. launches Incomes OPEX CAPEX R&D Profit 2013 9 $856.000.000,00 $599.200.000,00 $228.623.040,00 $22.541.568,00 $5.635.392,00 2014 12 $1.063.000.000,00 $744.100.000,00 $262.916.496,00 $44.786.803,20 $55.983.504,00 2015 16 $1.456.000.000,00 $1.019.200.000,00 $302.353.970,40 $107.556.823,68 $134.446.029,60 2016 21 $1.892.800.000,00 $1.324.960.000,00 $347.707.065,96 $176.106.347,23 $220.132.934,04 2017 27 $2.460.640.000,00 $1.722.448.000,00 $399.863.125,85 $270.663.099,32 $338.328.874,15 Total $7.728.440.000,00 $5.409.908.000,00 $1.541.463.698,21 $621.654.641,43 $754.526.733,79
- 14. Internal analysis –Customer value proposition & unique selling point Customer value Unique selling point proposition Reliability proven with more Individualised customer care than 30 successful missions Tailoring of services Commercial Space Flight Quick development Best reliability in space industry Tight control over quality and cost Quick delivery Re-usable launch vehicles Cost savings
- 15. Internal analysis -Key performance indicators 1 Number of Clients/Number of contracts (per year) 2 Number of launches (per year) 3 Profitability SpaceX 4 On-time delivery KPI’s 5 Overall equipment effectiveness 6 Employee turnover 7 Responsiveness
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- 18. Recommendations 1 Compete for contracts in other countries 2 Investigate the suborbital market Near- midterm 3 Focus on less heavy and more frequent launches future 4 Assess technology capabilities for other industries 5 Develop sustainable vehicles and greener launch systems
- 19. End of presentation Thank you for your attention Any questions ?
Editor's Notes
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