The document discusses the role of Global Engineering Partners (GEPs) in supporting aircraft certification processes for the aerospace and defense industry. It outlines how GEPs can help address challenges related to [1] regulatory compliance, [2] reducing time-to-market pressures, and [3] increasing complexity across globally distributed supply chains. Case studies are provided showing how GEPs have contributed to certification efforts at the component, system, and aircraft levels through activities like testing, documentation, and concurrent engineering. By leveraging their experience and global presence, GEPs can significantly aid certification and help aerospace companies meet business objectives.

1. Transformative Roles of Global Engineering Partners in the A&D
Supply Chain – A look into the aircraft certification process
Abstract
The main objective of this paper is to highlight the role of Global Engineering Partners (GEPs)
in the globalized Aerospace & Defense (A&D) supply chain with an emphasis on the certification
process. The complexities involved in aircraft certification due to transforming roles of the
stakeholders are highlighted. The paper presents a detailed approach for airworthiness and
type certification for a developmental aircraft, various standards that are applicable and types
of certification. A case study based approach is followed to demonstrate how the capabilities
of GEPs could be leveraged by the A&D industry to address design for quality and the support
for certification in various aircraft related areas. The paper clearly articulates the challenges
faced by the A&D industry and explains how GEPs can positively impact the A&D value chain by
reducing lead time, cost and risk to create sustainable supply chain surplus. The paper
concludes that global networks encompassing the A&D players and the right GEPs would be a
key success factor for the A&D industry in the future as these GEPs give the A&D industry
access to global talent pool to foster innovation in the supply chain
Keywords: Certification, Global Engineering Partner (GEP), Aerospace & Defense (A&D),
Compliance, Supply Chain
1. Introduction
The OEMs of the A&D industry are evolving into a new role of super-integrators. These
emerging super-integrators are driving outsourcing of development and manufacturing to
strategic partners and suppliers worldwide to meet the challenging business imperatives in
terms of cost, time, risk and innovation. Industry consolidation and compressed time-to-market
are driving the A&D industry. This is forcing the A&D companies to increase productivity and
efficiency at all stages of the product lifecycle. The mission criticality characteristic associated
with the aerospace and defense products places towering importance on the Certification
process in the product life cycle.
The paper highlights globalized scenario of the A&D industry and explains the aircraft
Certification process in such a scenario. Also, this paper explains the philosophy of type
Certification for a developmental aircraft, different types of Certifications and applicable
Certification standards. Further it deals with the role of Global Engineering Partners (GEPs) in
the Certification process in the globalized scenario with the aid of a few cases. The cases are
used to explain how GEPs could significantly contribute to the fulfillment of the business
objectives of the A&D companies.
2. Globalized scenario and its implications on the Certification process
The global Aerospace & Defense (A&D) industry is undergoing major transformations (Refer Fig
1). The big push over in the past few years is to drive suppliers to add more value in terms of
System Engineering, Integration, Testing & Certification, while the OEMs assemble larger Sub-
Assemblies together. The OEM’s focus is on core competencies, i.e, Final Integration,
Technology Advancements, Testing & overall Certification, while suppliers work either as
System Design and Manufacturing specialists. The result is, Sixty to eighty percent of
production costs, risk and lead times reside across the supply chain. Boeing’s 787 program

2. supply chain being a case in point. The entire wing of 787 is outsourced to Japan1. Most A&D
OEMs are driving value to the supply base; there has been an increased emphasis on supplier
partnership programs. These partnerships have caused OEMs to invest in supplier development
teams. They work with the suppliers on their design & production systems to facilitate design &
Certification activities and develop production capacities to meet demand, cost targets and the
regulatory compliance. Lean and Six Sigma are the leading tool sets preferred by the A&D
OEMs. Embraer’s initiatives in these lines are notable. The number of suppliers involved in ERJ
170/190, in comparison to the ERJ-145, was reduced from 400 to 40; 16 of them being risk
sharing partners2. The decrease was a strategic decision to better manage them, minimize
costs and improve product quality through collaboration with the best companies in the sector.
Fig-1
In the current globalized context the Tier1 suppliers are faced with a three pronged
challenging scenario (Refer Fig 2) owing to the paradigm shift in the roles & responsibilities of
the A&D supply chain:
1. Intra system relationships – Responsibility of the complete package (system/subsystem)
2. Inter system relationships – Understanding the connectivity to other packages
(system/subsystem) which are owned by other suppliers.
3. Overall aircraft level relationships – Understanding the interactions of major systems at
the aircraft level
1
David Pritchard and Alan MacPherson, 2005
2
Paulo Figueired, Gutenberg Silveira and Roberto Sbragia, 2008

3. Fig-2
The Tier1 should possess necessary competencies and capabilities to own the complete package
with due regard to the above mentioned three challenges. This implies that the Tier1 should
have knowledge of the complete aircraft life cycle including but not limited to Design,
Development, Production, Testing, Certification and After Market support.
The complex Certification process involved in the life cycle is what differentiates the A&D
industry from other industries. Airworthiness clearance is an important phase in the aircraft
development life cycle which ensures safe operation of aircraft. Also, the requirements for
airworthiness are precisely defined for various classes of airborne vehicles.
Airworthiness Certification is applicable at different stages of the Aircraft life cycle
• Design & Development Phase - Design Certifications leading to Initial Operational
Clearance (IOC) and Final Operational Clearance (FOC)
• Production Phase – Deviation assessment, failure analyses and acceptance of
modifications
• After Market – Clearance on Mods, Repairs, etc.,
The process of Certification becomes much more complex in the current transforming A&D
supply chain. With increasing pressures to reduce the lead time and cost across the supply
chain, the stakeholders are promoting concurrent practices and low cost country sourcing. But
any compromise with regard to quality and airworthiness requirements is totally unacceptable.
In this background, Global Engineering Partners (GEPs) play a key role with their proven
capabilities in the aerospace domain, global outsourcing practices and sustainable quality
focused delivery capabilities. The GEPs help the Tier1/OEM to achieve their business objectives
in terms of shortened lead times, reduced costs across the supply chain and uncompromised
quality. The GEPs provide value to Tier1/OEMs by their significant contributions in the process
of Aircraft Certification across the life cycle.
3. Aircraft Certification, Types and Applicable Standards
Aircraft Certification refers to the ability of an aircraft / airborne equipment/ system to
operate without significant hazard to aircrew/pilots, ground crew, passengers (where relevant)

4. or to the general public over which such airborne systems are flown. Certification addresses
Safety of Operators, Safety of Passengers and Public. Aircraft Certification also refers to
assurance from the Certification agencies concerned that the product/component/LRU meets
the specifications set out by the design including both functional and operational performance
requirements.
The identified Certification agencies for the civilian & commercial aircraft are:
1. Federal Aviation Authority (FAA) for US
2. European Aviation Safety Agency (EASA) for Europe
3. Director General for Civil Aviation (DGCA) for India.
Similarly, Military aircraft also have respective Certification agencies (Departments of Defense)
in US & Europe. In India the Certifying agency is Centre for Military Airworthiness (CEMILAC).
There are different types of Certification that are involved with aircraft namely
- Type Certification (TC)
• Type Certification refers to Certification of any structural component
(Primary/Secondary), system / sub system / LRU and overall aircraft
Certification
- Supplementary Type Certification (STC)
• Whenever a type certified aircraft undergoes any modifications, it requires
Certification from the respective Certification agency
• Two types of STC namely “One only” and “Multiple”
Different standards are applicable depending upon the type of airborne vehicle ( i.e., large
civil transport, helicopters, business jets, very light jets, Unmanned Aerial Vehicle, Military
aircraft) and the Maximum Take Off weight Criteria. The following are the different
Certification standards applicable based on the above criteria.
• For Large Civil Transport Aircraft (Regional Jets, Single Aisle Aircraft, Twin Aisle/Wide Body
Aircraft based on the MTOW Criteria, i.e., more than 5700 Kg MTOW class or 9 passenger
seats or more), FAA FAR Part 25 or EASA JAR-25
• Helicopters for Civilian use, FAA FAR Part 27, JAR-27 for small Rotorcraft, JAR-29 for large
Rotorcraft
• For Light Aircraft (Business Jets, Very Light Jets, Ultra Light Jets, Executive Jets based on
the MTOW Criteria, i.e., less than 5700 Kg MTOW class or less than 9 passenger seats), FAA
FAR Part 23 or EASA JAR-23
• For Unmanned Aerial Vehicle, FAA FAR Part 21 or EASA JAR-21
• For Military Aircraft (Both Fighters and Military Transport), Relevant/Applicable Military
Standards
For any developmental aircraft, a detailed Certification route will be prepared and
concurrence obtained from the respective Certification agencies. The approach for the same is
explained below.
4. Approach for Certification
Aircraft Certification approach broadly involves following important stages (Ref Fig 3). The
hardware & software integration and interfaces also are an inherent part of the certification
process. The same also needs to be certified.

5. 1. Aircraft Technical Specification, Environmental Map and Certification Standard are
provided by the OEM / designer. These inputs form the basis for the drill down activity of
lower level requirements of subsequent phases.
This stage involves definition of the following technical specifications for the aircraft:
a. Three View Information (including Overall Length, Wing Span and Overall Height)
b. Load Capacity including Passenger & Cargo/Cargo capacity in case of Freighter
c. Maximum Speed
d. Altitude of Operation
e. Range
f. Take Off Roll
g. Landing Roll
h. Power Plant details (like SFC, Fuel capacity, Maximum Thrust)
i. Special Equipment carried onboard
j. Maximum Take Off Weight (MTOW)
k. Empty Weight (without Fuel)
l. Life (in number of flying hours)
m. Configuration (For Civilian – Number of seats and arrangement, For Military – Armament
like payloads)
n. Maintenance requirement
o. Standards to which the aircraft needs to be certified (Certification standards like FAA
FAR Part 25, etc)

6. 2. Aerodynamics & Configuration Clearance:
Scaled models of the finalized configuration are fabricated and detailed wind tunnel tests are
carried out as per the aircraft operating requirements. From these wind tunnel tests, the aero
data set are generated. Followings steps are involved in the aerodynamics & configuration
clearance:
a. Verification of Aero data
b. Performance, Stability and Control Aspects
c. Engine-Airframe Integration Issues
d. Handling Qualities
e. Definition of Loads for critical points in the flight envelope
3. Structural Clearance
Following steps are involved in this stage:
a. Structural Design
b. Stress analysis and safety margins
c. Static strength tests
d. Fatigue tests
e. Flutter Margins
f. Test Results
g. Certificate of Design (CoD)
h. Structural Clearance
4. LRU/Sub-System Clearance:
This stage involves the following:
a. Acceptance of LRU specification
b. Clearance through Analogy/ Ab-initio Development
c. Qualification testing( Environmental Map)
d. Documentation
e. Clearance
5. System Clearance:
This stage involves the following:
a. Acceptance of System Specification
b. Adequacy of system to meet normal and failure modes
c. Simulation/analysis
d. Failure Mode Effective Analysis/Failure Mode Effective Criticality Analysis
e. Hazard Analysis
f. Rig Specification adequacy
g. System Level Testing(Test plans And Procedures)- Rig And on-Aircraft
h. Test Results
i. Certificate of Design(CoD)
j. System Clearance
6. Aircraft Level Clearance:
This stage involves following activities:

7. a. Aircraft Technical Specification
b. Environmental Map
c. Weight and CG
d. Aircraft risk and Hazard analysis
e. Simulation studies
f. Aircraft level Ground tests including EMI/EMC tests
g. Flight Clearance
7. Type Certification:
This stage involves the following top level documentation for obtaining Type Certification:
a. LRU, System and aircraft specifications
b. Configuration, structural and system designs
c. Analyses/simulation studies
d. Standard of preparation of aircraft/Drawings
e. Test plans/procedures/Test results
f. Flight clearance note (For development trials)
g. Flight test results consolidation
h. Compliance against the standards for certification
i. Type certification
5. GEP’s role in the globalized scenario
GEPs play a critical role in the current globalised A&D supply chain by addressing the major
challenges faced by the A&D players through effective partnering in the certification process.
By addressing these challenges the GEPs are able to create sustainable business value.
This section indentifies the major challenges for OEM/ Tier1 companies and describes through
few case examples how GEPs create value by directly impacting these major areas of concern.
1. Regulatory Compliance: Regulatory and environmental compliance issues have become
increasingly challenging in recent years. The role of most aerospace products requires that
they comply with a range of standards, specifications and regulatory bodies. Rigorous process
controls and requirement based management procedures must be followed throughout the
lifecycle to ensure that no action or change will undermine the airworthiness, safety and
integrity of these critical systems and platforms. The Certification process is influenced by
significant parameters (Refer Fig 4) like the regulatory standards to be complied to, the
increasing role of OEM/Tier1 in different stages of the product life cycle and deriving /defining
equivalent standards.

8. TCS has partnered with many civil aircraft OEMs in the certification process at all levels, viz:
the component/Subsystem/LRU level, System level and the Aircraft level. In these scenarios,
the OEMs owned the responsibility of the overall certification and TCS enabled the certification
process by extending support in terms of identifying the qualification tests, preparation of
acceptance test plans and procedures, extensive documentation for software IV&V and
preparation of acceptance test reports. This has helped TCS develop an in depth understanding
of the complex interconnections between the sub-systems, systems and the aircraft. Such an
experience has enabled TCS as a GEP to deliver value in obtaining certification for global A&D
players in their certification activities which are spread across the supply chain.
On the after market front TCS has partnered with an engine OEM to carry out value engineering
on an engine component to improve its manufacturability and maintainability. In this regard,
analysis documents were also provided to aid the certification process.
While on the defense front, TCS has partnered with an Indian defense establishment in a UAV
program in the areas of structural design and manufacturing. TCS enabled the defense
establishment to obtain the certification of design. This project was successfully carried out by
executing the preliminary and detail design phases and thereby generating design and analysis
documentation confirming to the MIL 8591 standards specified by the establishment.
GEPs can thus contribute significantly in Certification process by leveraging their aircraft
program experiences and their presence across geographies.
2. Reduced Time-to-Market: Compressed time-to-market pressures are forcing the A&D
companies to increase productivity and efficiency at all stages of the product life cycle. A&D
companies have to focus on programs with an emphasis on interoperability and connectivity.
TCS has partnered with a Tier1 to generate stress reports for an aircraft structural component
which is critical for obtaining design certification for the component. TCS carried out the Finite
Element Analysis (FEA) and also performed hand calculations using the classical mechanics
approach to generate the stress as well as the hand calculation reports. The FEA and the hand
calculations were carried in parallel and the project team was supporting the Tier1 in the
design process concurrently as an extended arm of the Tier1.

9. Another case example is wherein TCS has also built capabilities in modularity based software
product life cycle engineering in the areas of avionics with an objective to shorten the lead
time by substantial reduction of software development, testing & Certification efforts.
The A&D companies have to put in concurrent engineering to great use and practice the spiral
development model. The ability to collaborate seamlessly with strategic partners is crucial to
winning new programs. Well established GEPs play a vital role in reducing the cycle time for
the A&D players.
3. Increasing Value Chain Complexities: The sheer size and complexity of aerospace and
defense products cannot be overemphasized. It is no longer practical for one corporation to
design, manufacture, assemble, test and maintain a major aerospace and defense platform or
system. Indeed, most A&D companies have created virtual enterprises. In this paradigm, virtual
design teams across globally distributed operating sites must be able to function in a highly
disciplined, integrated and synchronized fashion.
TCS has partnered with an US based OEM on a major single aisle aircraft program in supporting
the Certification process for major systems/subsystems at the aircraft level. At the same time
TCS was also engaged with one of the Tier1 suppliers of the OEM to facilitate the Tier1 in
obtaining the certification of design. The experience gained by GEPs at different levels of the
value chain would prove to be of great use to simplify the operations in the complex value
chain.
The goal for OEMs is to strategically share work with their partner networks involving Tier1
players and GEPs as much as possible while concentrating on system integration and long-term
strategies. The goal for these partners, on the other hand, is to optimize internal processes and
continuously implement new processes to effectively & efficiently manage upstream and
downstream activities. The GEPs would enable the A&D players to strategically share the
development, certification and manufacturing globally. With the aid of robust IT infrastructure
and process driven world class quality assurance, GEPs ensure effective and secure value chain
collaboration when partnering with globally dispersed teams.
4. Product and Process Innovation: In order to succeed, companies in all segments of the
aerospace and defense industry must strengthen their ability to increase productivity to meet
customer demands as well as economic and regulatory requirements. This is extremely
challenging for an industry that is characterized by low volumes, highly complex and long
product lifecycles, extended customer relationships, increased competition and global
partnerships.
It is of great importance for A&D companies to select partners who are capable of bringing in
product and process innovation. Partners to mature to that level have to make significant
investments to build capabilities that would produce transformative solutions. TCS was
selected by a European business jet manufacturer as their engineering partner. TCS executed a
project to convert the metallic center fuselage into composite. The capabilities built with a
strategic vision enabled TCS to add value to the new design by focusing on design for
manufacture & assembly and also considering the detailed roadmap for the certification that
was prepared. This resulted in reduction of the number of subassemblies & fasteners which led
to significant savings in weight and cost.
Aerospace and Defense companies have to thus collaborate with partners who have been
building capabilities with a strategic intent. Such partners would focus on initiatives that would
support the A&D companies’ growth plans and long-term productivity.

10. 5. Resource Utilization for Innovation: The resources to build and maintain aerospace systems
for 30 to 50 years can be expensive. Designing optimized processes can considerably reduce
cycle time, enhance quality & performance, greatly improve overall productivity and reduce
total costs. Now, this optimization must include also partners as corporations strive to create
a Global Network that extends to all points of their market. Global Networks enable companies
to match their global demand for innovation with worldwide sources of talent and intellectual
capital.
TCS has made significant investments to enable global players leverage its R&D capabilities to
facilitate high value interactions across the A&D supply chain. The TATA arm Computational
Research Laboratories (CRL) in collaboration with a US based Aircraft OEM is using the fourth
fastest super computer EKA System to run the High Lift Computational Fluid Dynamics program
that will model high lift aerodynamic simulations in three dimensions for the OEM. This
collaboration plays a critical role in the design and development process. To add on, with its
world class R&D capabilities, the Tata Research Development and Design Centre (TRDDC), a
division of TCS provides solutions for major clients in the areas of Software Engineering and
Process Engineering.
TCS has also launched the Co-Innovation Network (COIN) which is synchronized with TCS Global
Network Delivery Model (GNDM TM) that has set a new standard for collaboration in R&D.
To effectively meet growing innovation demand, firms must create a network model with GEPs
that co-invent processes and products with the network partners. GEPs would enable A&D
players with innovations by leveraging global talent pool and intellectual capital in the
knowledge driven economy.
6. Conclusion
The transformations in the A&D supply chain and its implications on the Certification process
for OEM/Tier1 have been dealt with. Also, highlighted is the detailed approach for certification
for a developmental aircraft along with types of certification and applicable standards. The
paper states that GEPs with extensive knowledge and experience built across the aircraft life
cycle play a significant role in the current and future A&D value chain. The role of GEPs to
address the challenges faced by A&D players are emphasized by categorizing the challenges
into five aspects. The case examples used articulates the contributions made by a GEP
primarily in the areas relating to certification to create business value in the globalized set-up
and also states how GEPs can impact the A&D value chain. The paper would conclude that A&D
players have to create a seamlessly collaborative network of partners and suppliers to address
all complex processes including certification by significantly improving lead time and costs.
Such global networks with the right GEPs would be a key success factor for the A&D industry in
the future as these GEPs give the A&D industry access to global talent pool to foster innovation
in the supply chain.
7. References
[1] David Pritchard and Alan MacPherson, “Boeing’s Diffusion of Commercial Aircraft
Design and Manufacturing Technology to Japan: Surrendering the US Aircraft
Industry for Foreign Financial Support,” Canada – United States trade center
occasional paper no. 30, March 2005
[2] Paulo Figueired, Gutenberg Silveira and Roberto Sbragia, “Risk Sharing Partnerships
with Suppliers: The Case of Embraer,” Journal of Technology Management &
Innovation, 2008, Volume3, Issue 1
[3] Neil Hampson, Mathew Alabaster and Andrew MoOrosson, “Flying High – a review of
M&A activity and key trends within the global Aerospace and Defence (A&D)
sector,” PricewaterhouseCoopers Transaction Services, 2007

11. [4] Michael Burkett, “Aerospace and Defense Value Chains: A Reader's Guide to Help
You Through 2008,” AMR Research alert article, January 08, 2008
[5] Jane Barrett and Stephen Hochman, “Multi-Enterprise Collaboration: Are you
creating collaborative relationships or developing collaborative practices?” AMR
Research, December 2007
[6] “Strategic initiatives build Global Innovation Networks in aerospace and defense
industries,” a UGS white paper
[7] Michael Burkett, “Modern Aerospace Programs Require a Value Chain
Transformation,” AMR Research alert article, August 22, 2007
[8] Ron Rubbico and Hoyt Lougee, “Drive Top-Line Growth in the Consolidating
Aerospace Market,” Foliage White Paper, 2006
[9] Michael Burkett, “The Future of the A&D Value Chain,” AMR Research alert article,
November 08, 2007
[10] Colin Masson, “Case Study in Lean Thinking: Aligning People, Processes, and
Technology at Lockheed Martin,” AMR Research alert article, May 24, 2007
[11] Michael Burkett, “Lessons from the Boeing 787: Trials from the Front Lines of Value
Network Transformation,” AMR Research alert article, December 14, 2007
[12] Lora Cecere, “How do I drive value through a value network,” AMR Research,
November 2007
[13] Michael Burkett, “Aerospace Value Chains Start with Nurturing Supplier
Relationships,” AMR Research alert article, October 09, 2007
8. About the Authors
Viswanath H N is a senior consultant with Tata Consultancy Services’
Aerospace Vertical since 2006. He has over 20 years of experience with
ISRO and ADA in the areas of cryogenic rocket propulsion, aircraft engine
airframe integration, aircraft system design and development and
lightning-aircraft interaction for composite fighter aircraft. His interest
areas lie in propulsion, certification and systems. He has about four
international papers to his credit. Viswanath is a Bachelor of Mechanical
Engineering. He can be reached at viswanath.hebbale@tcs.com.
Shijith Kumar P M is a Business Analyst at Tata Consultancy Services’
Aerospace Vertical since 2007. He has a year’s experience in the discrete
manufacturing industry. His interest areas lie in the areas of Operations &
Supply Chain Management, ERP and Theory of Constraints (TOC). He has
authored papers at both international and national levels. Shijith is a MBA in
Operations Management and Bachelor of Industrial Engineering &
Management. He is a member of APICS – The Association of Operations
Management, USA. He is also an APICS certified CPIM. He can be reached at
shijithkumar.pm@tcs.com.
Kiran Sathyanarayana is a program manager for Tata Consultancy Services’
Aerospace Vertical since 2002. His experience of 14 years spans across
mechanical design, engineering IT and project management. He is also a
part of the pre-sales and marketing support team. Prior to joining TCS he
was associated with Toyota and NAL. His interest lies in Air platforms and
project management. Kiran is a Bachelor of Mechanical Engineering and a

12. Master of Science in Technological Operations. He can be reached at
kiran.sathyanarayana@tcs.com.
Subbarao C V is heading the domain consulting group of the Aerospace
Vertical for Tata Consultancy Services since 2003. He has over 17 years
of experience with HAL in the areas of aircraft composite manufacturing
and tooling. He has presented papers at various national level
conferences. He is a bachelor of Production Engineering and a PGDIM.
He can be reached at subbarao.cv@tcs.com.