SlideShare a Scribd company logo
Airbus S.A.S.
(Société par Actions Simplifiée)
Pilot : Naikal Appasaheb (G0701340H)
Co-Pilot : Lim Siew Chen (G0701339E)
Air Steward : Wallace Zheng Yu (G0701307F)
Chia Sok Mui (G0701327B)
Ho Mei Yee (G0701333A)
VIP : Mr Kan Siew Ning
Passenger List : K6226 class
AgendaAgenda
Aviation History
o Aviation History
o Industry Overview
Aircraft Maker Industry
o Overview
o Key Players
o Porter’s Five Forces
o Industry Trends & Outlooks
Dinner Break (Class Exercise)
Airbus S.A.S
o Overview
o Business Strategy and KM Strategy
o Strategy Map and Balance Scorecard
Questions & Answers
Aviation HistoryAviation History
Activity : Video watching 1
Time : 3min 45secs
Aviation Industry Overview
Knowledge Transfer Between Players
Along with the European Aviation Safety Agency (EASA), the Federal
Aviation Administration (FAA) is one of the two main agencies worldwide
responsible for the certification of new aircraft.
Air Type Certificate, is awarded by aviation regulating bodies to aerospace
manufacturers after it has been established that the particular design of a civil
aircraft, engine, or propeller has fulfilled the regulating bodies' current
prevailing airworthiness requirements for the safe conduct of flights under all
normally conceivable conditions (military types are usually exempted).
Aircraft produced under a type certified design are issued a Standard
Airworthiness Certificate.[1]
Airworthiness certificate is an FAA document which grants authorization to
operate an aircraft in flight. [2]
Sample : Air Type Certificate Airworthiness Certificate
Source: [1] http://en.wikipedia.org/wiki/Federal_Aviation_Administrator
[2] http://www.faa.gov/aircraft/air_cert/airworthiness_certification/aw_overview/
Adobe Acrobat 7.0
Document
Government Regulator: FAA & EASAGovernment Regulator: FAA & EASA
Adobe Acrobat 7.0
Document
Aircraft Maker IndustryAircraft Maker Industry
Key PlayersKey Players
Airbus and Boeing are the only players in the commercial
aviation industry for 100 or more seats capacity
Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
Airbus vs Boeing
Airbus Boeing
Entity An EADS Subsidiary Public
Founded
1970 (Airbus Industrie)
2001 (Airbus S.A.S.)
1916 (Seattle, WA)
Headquarter Toulouse, France Chicago, Il, USA
Key People Thomas Enders, CEO W. James McNerney, Jr. CEO
Industry Aerospace Aerospace & Defense
Products Commercial airliners Commercial airliners
Revenue €23.5 billion (2005) $61.5 billion (FY 2006)
Employees 55,000-57,000 153,000 (2006)
Slogan Setting the standards Forever New Frontiers
Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
Airbus vs. Boeing Products
Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
Very Large Commercial AircraftVery Large Commercial Aircraft
Source: http://en.wikipedia.org/wiki/Airbus_380
A380 747-8
Speed 0.85 mach. 0.855 mach.
Range 10,521 mi 10,254 mi
Wingspan 261 ft 224 ft
Max takeoff weight 1,235,000 lb 970,000 lb
Capacity 525-853 450
Cost US$319 million US$300 million
Taxiway Wider Normal
Operation cost Cheaper Higher
Key CustomersKey Customers
8
more
to
come
Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
Competitive PositioningCompetitive Positioning
Source: Airbus 2005 annual Report
PorterPorter’’s Five Forcess Five Forces
AnalysisAnalysis
Five-Forces Analysis
Supplier Power
• High technology
• Various supplier needed for specialized in
different parts and components
• Supplier dependency on company is low.
Buyer Power
• Fewer manufacturer choices
• Costly to switch to another aircraft producer -
maintenance, retraining cost.
• Low bargaining power of buyers
Threat of Substitute
• Buyer propensity to
substitute low due to
nearly no alternative
• Price & performance
of substitute not
attractive
Industry Rivalry
• Equally balanced competitors
• Low Differentiation
Low
Low
High
Low
HighThreat of Entry
• High switching costs
• High capital
requirement
• High economies of
scale
• High Retaliation
•Government policy and
restriction
Industry TrendsIndustry Trends
&&
OutlooksOutlooks
Industry TrendsIndustry Trends
Source : Airbus
Air traffic
demand will double
in next 15 years.
Airport capacity
will not.
Industry TrendsIndustry Trends -- Aircraft DeliveryAircraft Delivery
Sources : Wikipedia and Airbus
Source: www.airbus.com
Industry OutlookIndustry Outlook
• North America and Europe are also expected to remain significant.
• Traffic within China is now expected to add more RPKs than any
other flow in the next 20 years, with the domestic and intra-
European flow next in order of importance using this measure.
2nd highest
growth
Highest
Growth
Industry OutlookIndustry Outlook
Dinner Break!Dinner Break!
(Class Exercise)(Class Exercise)
Class Exercise : Who are these Airbus customers?
Lufthansa
Air France
Qantas
Em
irates
Airbus S.A.SAirbus S.A.S
((SociSociééttéé par actionspar actions simplifisimplifiééee ))
Toulouse
subsidiaries
Airbus of
North America
Airbus
China
Airbus
Japan
Airbus Worldwide Presence
History of Airbus
o Airbus established in Dec 1970
o Place : Toulouse, France
o Employees : 57,000
o Shareholders :
* EADS (80%)
* BAE Systems (20%)
Training Centers
o Toulouse (France)
o Miami, Florida (USA)
o Hamburg (Germany)
o Beijing (PRC)
Main Subsidaries
o Airbus North America
o Airbus China
o Airbus Japan
Mission & ValuesMission & Values
Mission : create the best and safest aircraftMission : create the best and safest aircraft
Airbus' mission is to meet the needs of airlines and operators by producing the
most modern and comprehensive aircraft family on the market,
complemented by the highest standard of product support.
ValuesValues
Airbus fosters values of excellence and innovation among its culturally-
diverse employees and considers its customers, contractors and suppliers to
be partners working in the interests of safety, quality and performance.
Source: http://www.airbus.com/en/corporate/ethics/mission_values/
Airbus ResultsAirbus Results
Source: http://www.airbus.com/en/presscentre/
Year 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Aircraft orders 556 476 520 375 300 284 370 1111 824 1458
Value of orders 39 30.5 41.3 44.7 24.3 24.3 34.4 95.9 75.1 181.1
(US$ billion)
Cumulative orders 3203 3633 4125 4399 4632 4886 5252 6307 7097 8555
Aircraft deliveries 229 294 311 325 303 305 320 378 434 453
Turnover US$ 13.3 US$ 16.7 US$ 17.2 Euro 20.5 Euro 19.5 Euro 19.3 Euro 20.2 Euro 22.2 Euro 26.0 N/A
(billion)
Cumulative deliveries 1894 2188 2499 2824 3127 3432 3752 4130 4564 5017
Order backlog 1309 1445 1626 1575 1505 1454 1500 2177 2533 3538
Number of customers 160 169 173 180 191 186 204 225 271 287
Number of operators 158 178 188 188 188 210 232 249 250 286
Aircraft orders = 62% ^
Value of orders = 78% ^
Sources : Airbus
AIRBUS FLEET STRUCTURE
Airbus Business StructureAirbus Business Structure
Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
Airbus SWOT AnalysisAirbus SWOT Analysis
Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
Airbus Cost StructureAirbus Cost Structure
Source: EADS
Business StrategyBusiness Strategy
Supply
• Airbus announced it would axe more than 80% of its supply base.
• It would reduces the company’s supplier rolls from the current 3000 to just 500, to reduce
material costs by ₤1 billion (US$1.9 billion; S$2.8 billion) over the next three years.
• Supplier consolidation will also cut administrative costs by an additional ₤235 million
(US$446.5 million; S$665.3 million)
Support Strategy
• Rather than becoming a standalone business unit, building an integrated customer
support can help make Airbus airplanes more attractive.
• To create a network of MRO (maintenance, repair, and overhaul) providers - Airbus "e-
solutions" for maintenance.
Business StrategyBusiness Strategy
Innovation
• Align strategic vision and innovation goals with implementation of throughout the
organization, focusing on collaboration both vertically and horizontally.
• Managing boundaries enables collaboration across organizations, establishing
structures and processes regarding governance, operations and technology.
• Finally, an ongoing commitment is required to orchestrate and systematize collaboration
for innovation throughout the organization and its extended enterprise over time.
Customer
• Establish stable relationships with all customers, from the biggest to the smallest,
from major airlines to regional airlines and start-ups
AirbusAirbus KM StrategyKM Strategy
5 Strategies Codification Focus Personalization Focus
Competitive Re-use
Business emphasises commonality in fleet
design.
Provide high quality, reliable, and fast
implementation by reusing codified knowledge.
Customisation
Business emphasises highly customised
service offerings.
Provide creative and rigorous solutions by
focusing on centres of excellence.
Economic Reuse economics
Customize Spares Logistics: Airbus is taking
responsibility to deliver spares & kits directly to
the customer, generating additional revenues.
Expert economics
Charge high fees for highly customised
solutions to unique problems.
Knowledge
Management
People-to-documents
Migration of technical documents from paper to
digital support.
Provide innovative e-portal solutions for
customers and suppliers.
Promote knowledge reuse through EBOK.
Person-to-person
Form CoPs across functions boundaries to
bring together experts with different interests.
Marketing and Story-telling success stories
Form “College of Experts” network.
Strong collaboration with institutes, partners
and universities.
Information
Technology
Repositories
Invest heavily in IT to provide e-solutions
(AIRMAN, AIRNET, AIRTEC, LPC etc) to
customers and suppliers.
Networks
Invest moderately in IT to facilitate
conversations and the exchange of tacit
knowledge
Human Resources Re-users
Hire people suited to reusing knowledge and
implementing solutions.
Provide best possible training to employees.
Reward people for using and contributing to
document databases
Inventors
Hire talented and creative people.
Regular performance reviews and personal
development planning.
Introduce “Awards of Excellence” for individual
and team success.
AirbusAirbus KM SharingKM Sharing
- Bounce recovery – Reject Landing
- Preventing Tailstrike at landing
- Crosswind Landings
Landing Techniques
- Flying Stabilized approach
- Aircraft Energy Management during Approaches
Approach Techniques
- Decent and approach Profile ManagementDescent Management
- Revisiting the ‘STOP’ or ‘GO’ Decision
- Preventing Tailstrike at Takeoff
- Understanding the takeoff speeds
- Response to Stall Warning aviation at Takeoff
Takeoff and Departure Operations
- Enhancing Terrain Awareness
- Birdstrike Threat Awareness
- Wake Turbulence Awareness / Avoidance
- Volcanic Ash Awareness
Operation Environment
- Human Factor Aspects in Incident / Accidents
- CRM Aspects in Incident/Accidents
- Managing Interruptions and Distractions
- Effective Pilot / Controller Communications
- Enhancing Situation awareness
- Error management
- Visual Illusion awareness
Human Performance
- Operating Philosophy
- Optimum Use of Automation
- Operation Golden Rules
- Standard Calls
- Normal Checklists
- Conducting Effective Briefings
Standard Operating Procedure
- FSF ALAR Task Force Recommendation
- From Non-precision to Precision-like Approaches
Industry safety initiatives
- Forward
- Introducing the Briefing Notes Concept
- Glossary of Terms and Abbreviations
- Use of Hyperlinks
How-to-use briefing notesFlight
Operations
DocumentsDocument GroupCategory
AirbusAirbus KM SharingKM Sharing
- Ground Support Equipment and ToolsBest Practices
- Human Performance and Limitations
- Error Management
Human PerformanceMaintenance
- Effective Briefings for Cabin Operations
- Cabin Smoke Awareness
- Management In-flight Fires
- Planned Ground evacuation
- Unplanned Ground evacuation
- Cabin decompression Awareness
- Turbulence threat awareness
Cabin OperationsCabin
Operations
KM Metrics @ AirbusKM Metrics @ Airbus
Number of documents published
Number of unique users
Number of answers users provided
Number of frequently-asked questions
documents created
Knowledge Management
Reduction of errors in issue resolution
Define commonality of folder structures and
adherence to that commonality
Increase in reuse and efficiency of knowledge
Increase in accuracy of information captured
Usability and retrieval of information
Economics/Reuse
KM MetricsKM Strategy
Community ofCommunity of Practice@AirbusPractice@Airbus
Book of Knowledge
Knowledge repository for engineers that helps to share best practices and lessons learned.
• Leverage the sharing of tacit knowledge across organizational boundaries,
• Reuse experience (Preservation of knowledge)
• Reduce learning curve for new engineers
Source: Enabling Communities of Practice at EADS Airbus
Airbus Strategy MapAirbus Strategy Map
andand
Balance Score CardBalance Score Card
Strategy Map
Strategy Map (cont.)
Strategy Map (cont.)
Strategy Map (cont.)
Strategy Map (cont.)
BSC - THE FINANCIAL PERSPECTIVE
No of gross orders
No of backlog orders
No of new customer
orders vs fleet models
Increase new business
orders
Achieve 20% more in
total gross order by FY08
Achieve 10% more in
total backlog order by FY08
Achieve 10% order from
new customers per models
Market and
Technology leader
% market share
No of innovation products
and services
Total no of aircrafts
delivery
% of reduction in CO2
> 50% market share
2 or more major
products/services/yr
Achieve 15% increase for
FY08
10% reduction in FY08
MEASUREMEASURESTRATEGIC
GOAL
% of order from
various fleet models
TARGET
KPI
TARGET
KPI
XX% A320
XX% A3XX
XX% A380
INITIATIVESINITIATIVES
Participate in air
shows globally
Tell/Publish success
stories on various
medias
Provide innovative
solutions to customers
Introduce new aircraft
model
Provide financial
solutions to leasing
companies, corporate,
budget and full service
airlines and air-cargo
companies
Broaden Revenue Mix
BSC - THE CUSTOMER PERSPECTIVE
Technical dispatch
reliability rate
Provide rapid response
to customers
Achieve more than
99% operating reliability
for all fleets
Leading-edge
manufacturing
Time to market
No of defective products
from suppliers
Supplier Rating
Production rate per
aircraft model per month
Reduce cycle time by
30%
<10% defective rate per
suppliers
<10% of supplier
rejection
XX A320
XX A340
XX A380
MEASUREMEASURESTRATEGIC
GOAL
No of patents and
innovations invented
No of innovations adopted
TARGET
KPI
TARGET
KPI
Increase 30% by FY08
10% improvement from
FY07
INITIATIVESINITIATIVES
Collaboration with
institutions and universities
Leveraging Information
Systems and Experts for
knowledge creation and
reuse
Increase employees
collaboration around the
world
Improvement in
manufacturing processes
Effective supply chain
management
Develop new
technology
Improve collaboration
with partners
No of collaborations
with partners
Participate in at least 10
new initiatives in FY08
BSC - THE INTERNAL BUSINESS PERSPECTIVE
Customer Satisfaction
Rating
Customer retention rate
Increase customer
satisfaction
Improve customer rating
by 10% by FY08
Increase no of repeated
customer orders by 10%
per year
Cost & Time Reduction
in Production &
Maintenance
Training cost for ground
crews, pilots, etc(Airbus
Cross Crew Qualification
(CCQ))
Less than 2wks of
training for pilot
conversion and crew
maintenance
MEASUREMEASURE
STRATEGIC
GOAL
Maintenance downtime
TARGET
KPI
TARGET
KPI
Require less than 1hr
per model
INITIATIVESINITIATIVES
Provide innovative
solutions to customers
Improvement in
manufacturing processes
Conduct Customer
Satisfaction Surveys, Email
and Mail Surveys
Provide excellent after
sales service
Implement design
commonality in all fleets
Ensure compliant to EASA
and FAA requirements
Effective supply chain
management
Provide Safe & Quality
fleets & Services
No of test flight hours
conducted
No of on-time delivery
Compliance to ISO14001
standards
Reduce accident rate
10% more than
regulatory requirement
99% on target
Zero NCN per audit
Reduce accident rate by
10%
Increase customer
confidence
Increase new aircraft
models
Total no of choices
available for customers
10% increment in amount
of choices available
BSC - THE LEARNING AND GROWTH PERSPECTIVE
Career development Staff attrition rate
No. of employees
promotion
Not more than 20% in FY08
5% increase for capable
employees
MEASUREMEASURESTRATEGIC
GOAL
No of Master and PhD
qualifications
No of training hours per
annual
Employee skills
assessment
Percent of employee
awards related to quality
Employee
satisfaction/organization
climate surveys
TARGET
KPI
TARGET
KPI
Achieve 20% from recruitment
exercises
Attain at least 48hrs of training
per employee/year
Cross training of core
knowledge and technical skills
50% increase in number of
awards related to quality by FY08
Achieve more than 80% by
FY08
INITIATIVESINITIATIVES
Hire Key Technical
Employee.
Improve employee
work conditions.
Provide excellent and
extensive training
courses for employees
Provide language
training and promote
intercultural awareness
Conduct regular
reviews plus personal
development planning
with employees
Celebrate and reward
individual and team
performance
Tie incentives to quality
Provide mentoring to
new employees
Form CoPs
Develop, train, retrain
current and new
employees. Attract,
develop and retain
knowledge workers
(Skill Development)
No of intercultural
activities conducted
No. of woman graduate
recruits.
Achieve at least 1 activity per
month
At least 20% of total recruits
Diversified Workforce
Promote Knowledge
Sharing
No of ideas created
and codified/published
At least 2 new ideas
from each employee
Remember :
What Get Measure Get Done!!!
Airbus Innovative Customer
Services - AIRTAC
Activity : Video watching 3
Time : 4mins 7sec
Demonstration of KM practice
Thank youThank you
for your attentionfor your attention

More Related Content

What's hot

Jetblue airways ppt presentation
Jetblue airways ppt presentationJetblue airways ppt presentation
Jetblue airways ppt presentation
Monica Ceasar
 
Southwest Airlines: A Case Study
Southwest Airlines: A Case StudySouthwest Airlines: A Case Study
Southwest Airlines: A Case Study
Atulya Manuraj
 
Emirates Strategy Analysis
Emirates Strategy AnalysisEmirates Strategy Analysis
Emirates Strategy Analysis
Tina Sepehrifar
 
Strategic management of emirates airline
Strategic management of emirates airlineStrategic management of emirates airline
Strategic management of emirates airline
Instant Assignment Help
 
Business Case
Business CaseBusiness Case
Business Case
ricciolina85
 
Hrm southwest airlines case study assignments v4
Hrm   southwest airlines case study assignments v4Hrm   southwest airlines case study assignments v4
Hrm southwest airlines case study assignments v4
leilajannati
 
Emirates Airlines Draft Strategic 2013-2014
Emirates Airlines Draft Strategic 2013-2014Emirates Airlines Draft Strategic 2013-2014
Emirates Airlines Draft Strategic 2013-2014
Arthur Ashidiqy
 
Air blue presentation
Air blue presentationAir blue presentation
Air blue presentation
Azaan Karim
 
Southwest
SouthwestSouthwest
Southwest
Vishwas Muthyala
 
Airline industry
Airline industryAirline industry
Ryanair Strategic Management & Marketing Strategy
Ryanair Strategic Management & Marketing StrategyRyanair Strategic Management & Marketing Strategy
Ryanair Strategic Management & Marketing Strategy
Joost Narraina
 
OPERATIONS MANAGEMENT INDIGO AIRLINES SERVICES
OPERATIONS MANAGEMENTINDIGO AIRLINES SERVICESOPERATIONS MANAGEMENTINDIGO AIRLINES SERVICES
OPERATIONS MANAGEMENT INDIGO AIRLINES SERVICES
Apurva Mittal
 
Organisational structure of airline industry
Organisational structure of airline industryOrganisational structure of airline industry
Organisational structure of airline industry
Jetline Marvel
 
South west airlines case presentation (strategic management & operations)
South west airlines case presentation (strategic management & operations)South west airlines case presentation (strategic management & operations)
South west airlines case presentation (strategic management & operations)
chaithu reddy
 
Air Asia: Case study on Growth, Diversification and Low cost Strtegy
Air Asia: Case study on Growth, Diversification and Low cost StrtegyAir Asia: Case study on Growth, Diversification and Low cost Strtegy
Air Asia: Case study on Growth, Diversification and Low cost Strtegy
Partha Pratim Mahanta
 
Brand Audit | Indigo Airlines
Brand Audit | Indigo AirlinesBrand Audit | Indigo Airlines
Brand Audit | Indigo Airlines
Sahil Kapoor
 
Airlines industry
Airlines industryAirlines industry
Airlines industry
Naveen Kumar
 
4380 Case 21 Southwest Airlines
4380 Case 21 Southwest Airlines4380 Case 21 Southwest Airlines
4380 Case 21 Southwest Airlines
heyitshillary
 
AirAsia Strategic Management
AirAsia Strategic ManagementAirAsia Strategic Management
AirAsia Strategic Management
Maswadi Bin Aziz
 
Airbus
AirbusAirbus
Airbus
Sean Yeh
 

What's hot (20)

Jetblue airways ppt presentation
Jetblue airways ppt presentationJetblue airways ppt presentation
Jetblue airways ppt presentation
 
Southwest Airlines: A Case Study
Southwest Airlines: A Case StudySouthwest Airlines: A Case Study
Southwest Airlines: A Case Study
 
Emirates Strategy Analysis
Emirates Strategy AnalysisEmirates Strategy Analysis
Emirates Strategy Analysis
 
Strategic management of emirates airline
Strategic management of emirates airlineStrategic management of emirates airline
Strategic management of emirates airline
 
Business Case
Business CaseBusiness Case
Business Case
 
Hrm southwest airlines case study assignments v4
Hrm   southwest airlines case study assignments v4Hrm   southwest airlines case study assignments v4
Hrm southwest airlines case study assignments v4
 
Emirates Airlines Draft Strategic 2013-2014
Emirates Airlines Draft Strategic 2013-2014Emirates Airlines Draft Strategic 2013-2014
Emirates Airlines Draft Strategic 2013-2014
 
Air blue presentation
Air blue presentationAir blue presentation
Air blue presentation
 
Southwest
SouthwestSouthwest
Southwest
 
Airline industry
Airline industryAirline industry
Airline industry
 
Ryanair Strategic Management & Marketing Strategy
Ryanair Strategic Management & Marketing StrategyRyanair Strategic Management & Marketing Strategy
Ryanair Strategic Management & Marketing Strategy
 
OPERATIONS MANAGEMENT INDIGO AIRLINES SERVICES
OPERATIONS MANAGEMENTINDIGO AIRLINES SERVICESOPERATIONS MANAGEMENTINDIGO AIRLINES SERVICES
OPERATIONS MANAGEMENT INDIGO AIRLINES SERVICES
 
Organisational structure of airline industry
Organisational structure of airline industryOrganisational structure of airline industry
Organisational structure of airline industry
 
South west airlines case presentation (strategic management & operations)
South west airlines case presentation (strategic management & operations)South west airlines case presentation (strategic management & operations)
South west airlines case presentation (strategic management & operations)
 
Air Asia: Case study on Growth, Diversification and Low cost Strtegy
Air Asia: Case study on Growth, Diversification and Low cost StrtegyAir Asia: Case study on Growth, Diversification and Low cost Strtegy
Air Asia: Case study on Growth, Diversification and Low cost Strtegy
 
Brand Audit | Indigo Airlines
Brand Audit | Indigo AirlinesBrand Audit | Indigo Airlines
Brand Audit | Indigo Airlines
 
Airlines industry
Airlines industryAirlines industry
Airlines industry
 
4380 Case 21 Southwest Airlines
4380 Case 21 Southwest Airlines4380 Case 21 Southwest Airlines
4380 Case 21 Southwest Airlines
 
AirAsia Strategic Management
AirAsia Strategic ManagementAirAsia Strategic Management
AirAsia Strategic Management
 
Airbus
AirbusAirbus
Airbus
 

Similar to Airbus balance scorecard-ppt

Airbus Ppt
Airbus PptAirbus Ppt
Airbus Ppt
Umesh
 
Paulo Franklin - AEROSPACE DAY SEMINAR - Spotlight: Transformações na cadeia ...
Paulo Franklin - AEROSPACE DAY SEMINAR - Spotlight: Transformações na cadeia ...Paulo Franklin - AEROSPACE DAY SEMINAR - Spotlight: Transformações na cadeia ...
Paulo Franklin - AEROSPACE DAY SEMINAR - Spotlight: Transformações na cadeia ...
IBAS International Brazil Air Show
 
9B14D008 AIRBUS’S SUPPLIER PORTAL CHANGING A BUSINE.docx
 9B14D008  AIRBUS’S SUPPLIER PORTAL CHANGING A BUSINE.docx 9B14D008  AIRBUS’S SUPPLIER PORTAL CHANGING A BUSINE.docx
9B14D008 AIRBUS’S SUPPLIER PORTAL CHANGING A BUSINE.docx
aryan532920
 
Boeing presentation12
Boeing  presentation12Boeing  presentation12
Boeing presentation12
preeti000
 
Boeing Presentation12
Boeing  Presentation12Boeing  Presentation12
Boeing Presentation12
preeti000
 
Opening Address: SpeedNews AMB Conference
Opening Address: SpeedNews AMB ConferenceOpening Address: SpeedNews AMB Conference
Opening Address: SpeedNews AMB Conference
ICF
 
Surplus Part Market Overview
Surplus Part Market OverviewSurplus Part Market Overview
Surplus Part Market Overview
ICF
 
SW Aerospace pack
SW Aerospace packSW Aerospace pack
SW Aerospace pack
Richard Male
 
Embraer october 2011 book
Embraer october 2011 bookEmbraer october 2011 book
Embraer october 2011 book
Embraer RI
 
Key Battlegrounds in the Aftermarket
Key Battlegrounds in the AftermarketKey Battlegrounds in the Aftermarket
Key Battlegrounds in the Aftermarket
ICF
 
Aerospace Supply Chain & Raw Material Outlook
Aerospace Supply Chain & Raw Material OutlookAerospace Supply Chain & Raw Material Outlook
Aerospace Supply Chain & Raw Material Outlook
ICF
 
Case competition final boing dreamliner
Case competition final   boing dreamlinerCase competition final   boing dreamliner
Case competition final boing dreamliner
Dan Nielsen
 
Ted Bouchier - CV
Ted Bouchier - CVTed Bouchier - CV
Ted Bouchier - CV
Ted Bouchier
 
B2B Assignment - Airbus A380 - Ruchi Thapa
B2B Assignment - Airbus A380 - Ruchi ThapaB2B Assignment - Airbus A380 - Ruchi Thapa
B2B Assignment - Airbus A380 - Ruchi Thapa
ruchthapa
 
Perspective of Airbus Defence and Space on Services Market, June 2016
Perspective of Airbus Defence and Space on Services Market, June 2016Perspective of Airbus Defence and Space on Services Market, June 2016
Perspective of Airbus Defence and Space on Services Market, June 2016
ICSA, LLC
 
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...
Global Operations and Supply Chain Management:  Airbus vs. Boeing Final Assig...Global Operations and Supply Chain Management:  Airbus vs. Boeing Final Assig...
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...
Jamar Johnson
 
Key Challenges for the European Aerospace Suppliers
Key Challenges for the European Aerospace SuppliersKey Challenges for the European Aerospace Suppliers
Key Challenges for the European Aerospace Suppliers
Eric Ciampi
 
BBA 311 Business Logistics.docx
BBA 311 Business Logistics.docxBBA 311 Business Logistics.docx
BBA 311 Business Logistics.docx
write5
 
Boeing Company Presentation
Boeing Company PresentationBoeing Company Presentation
Boeing Company Presentation
Contractor
 
Aero q308
Aero q308Aero q308
Aero q308
tungdo
 

Similar to Airbus balance scorecard-ppt (20)

Airbus Ppt
Airbus PptAirbus Ppt
Airbus Ppt
 
Paulo Franklin - AEROSPACE DAY SEMINAR - Spotlight: Transformações na cadeia ...
Paulo Franklin - AEROSPACE DAY SEMINAR - Spotlight: Transformações na cadeia ...Paulo Franklin - AEROSPACE DAY SEMINAR - Spotlight: Transformações na cadeia ...
Paulo Franklin - AEROSPACE DAY SEMINAR - Spotlight: Transformações na cadeia ...
 
9B14D008 AIRBUS’S SUPPLIER PORTAL CHANGING A BUSINE.docx
 9B14D008  AIRBUS’S SUPPLIER PORTAL CHANGING A BUSINE.docx 9B14D008  AIRBUS’S SUPPLIER PORTAL CHANGING A BUSINE.docx
9B14D008 AIRBUS’S SUPPLIER PORTAL CHANGING A BUSINE.docx
 
Boeing presentation12
Boeing  presentation12Boeing  presentation12
Boeing presentation12
 
Boeing Presentation12
Boeing  Presentation12Boeing  Presentation12
Boeing Presentation12
 
Opening Address: SpeedNews AMB Conference
Opening Address: SpeedNews AMB ConferenceOpening Address: SpeedNews AMB Conference
Opening Address: SpeedNews AMB Conference
 
Surplus Part Market Overview
Surplus Part Market OverviewSurplus Part Market Overview
Surplus Part Market Overview
 
SW Aerospace pack
SW Aerospace packSW Aerospace pack
SW Aerospace pack
 
Embraer october 2011 book
Embraer october 2011 bookEmbraer october 2011 book
Embraer october 2011 book
 
Key Battlegrounds in the Aftermarket
Key Battlegrounds in the AftermarketKey Battlegrounds in the Aftermarket
Key Battlegrounds in the Aftermarket
 
Aerospace Supply Chain & Raw Material Outlook
Aerospace Supply Chain & Raw Material OutlookAerospace Supply Chain & Raw Material Outlook
Aerospace Supply Chain & Raw Material Outlook
 
Case competition final boing dreamliner
Case competition final   boing dreamlinerCase competition final   boing dreamliner
Case competition final boing dreamliner
 
Ted Bouchier - CV
Ted Bouchier - CVTed Bouchier - CV
Ted Bouchier - CV
 
B2B Assignment - Airbus A380 - Ruchi Thapa
B2B Assignment - Airbus A380 - Ruchi ThapaB2B Assignment - Airbus A380 - Ruchi Thapa
B2B Assignment - Airbus A380 - Ruchi Thapa
 
Perspective of Airbus Defence and Space on Services Market, June 2016
Perspective of Airbus Defence and Space on Services Market, June 2016Perspective of Airbus Defence and Space on Services Market, June 2016
Perspective of Airbus Defence and Space on Services Market, June 2016
 
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...
Global Operations and Supply Chain Management:  Airbus vs. Boeing Final Assig...Global Operations and Supply Chain Management:  Airbus vs. Boeing Final Assig...
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...
 
Key Challenges for the European Aerospace Suppliers
Key Challenges for the European Aerospace SuppliersKey Challenges for the European Aerospace Suppliers
Key Challenges for the European Aerospace Suppliers
 
BBA 311 Business Logistics.docx
BBA 311 Business Logistics.docxBBA 311 Business Logistics.docx
BBA 311 Business Logistics.docx
 
Boeing Company Presentation
Boeing Company PresentationBoeing Company Presentation
Boeing Company Presentation
 
Aero q308
Aero q308Aero q308
Aero q308
 

Recently uploaded

TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
projectseasy
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
Newman George Leech
 
AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...
Auxis Consulting & Outsourcing
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
emmanuelpulido003
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
Dubiz
 
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...
Test Bank For Principles Of Cost Accounting, 	  17th Edition Edward J. Vander...Test Bank For Principles Of Cost Accounting, 	  17th Edition Edward J. Vander...
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...
kevinkariuki227
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
kevinkariuki227
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
SalmanTahir60
 
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
Zodiac Signs and Fashion: Dressing to Suit Your Astrological Style
Zodiac Signs and Fashion: Dressing to Suit Your Astrological StyleZodiac Signs and Fashion: Dressing to Suit Your Astrological Style
Zodiac Signs and Fashion: Dressing to Suit Your Astrological Style
my Pandit
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
➑➌➋➑➒➎➑➑➊➍
 
Cracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptxCracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptx
Workforce Group
 
Connected Small Boat Protection Solution | July 2024
Connected Small Boat Protection Solution | July  2024Connected Small Boat Protection Solution | July  2024
Connected Small Boat Protection Solution | July 2024
Hector Del Castillo, CPM, CPMM
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
Divyanshu56740
 
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
itnewsafrica
 
Top Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdfTop Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdf
Top IT Marketing
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
Jindal Global University, Sonipat Haryana 131001
 
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
IMARC Group
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
lawrenceads01
 
شركات إبراهيم العرجاني: لدعم الاقتصاد المصري
شركات إبراهيم العرجاني: لدعم الاقتصاد المصريشركات إبراهيم العرجاني: لدعم الاقتصاد المصري
شركات إبراهيم العرجاني: لدعم الاقتصاد المصري
إبراهيم العرجاني
 

Recently uploaded (20)

TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5TALENT ACQUISITION AND MANAGEMENT LECTURE 5
TALENT ACQUISITION AND MANAGEMENT LECTURE 5
 
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...
 
AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...AI at Work​ The demystification of AI and real-world stories on how to apply ...
AI at Work​ The demystification of AI and real-world stories on how to apply ...
 
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
21stcenturyskillsframeworkfinalpresentation2-240509214747-71edb7ee.pdf
 
A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024A Complete Guide of Dubai Freelance Visa and Permit in 2024
A Complete Guide of Dubai Freelance Visa and Permit in 2024
 
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...
Test Bank For Principles Of Cost Accounting, 	  17th Edition Edward J. Vander...Test Bank For Principles Of Cost Accounting, 	  17th Edition Edward J. Vander...
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...
 
Managing Customer & User Experience of Customers
Managing Customer & User Experience of CustomersManaging Customer & User Experience of Customers
Managing Customer & User Experience of Customers
 
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAAPAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
PAWFESSIONAL ELVA MAX.pdfAAAAAAAAAAAAAAAAAAA
 
Zodiac Signs and Fashion: Dressing to Suit Your Astrological Style
Zodiac Signs and Fashion: Dressing to Suit Your Astrological StyleZodiac Signs and Fashion: Dressing to Suit Your Astrological Style
Zodiac Signs and Fashion: Dressing to Suit Your Astrological Style
 
Satta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatkaSatta matka guessing Kalyan result sattamatka
Satta matka guessing Kalyan result sattamatka
 
Cracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptxCracking the Customer Experience Code.pptx
Cracking the Customer Experience Code.pptx
 
Connected Small Boat Protection Solution | July 2024
Connected Small Boat Protection Solution | July  2024Connected Small Boat Protection Solution | July  2024
Connected Small Boat Protection Solution | July 2024
 
Gym business MODEL .pdf .
Gym business MODEL .pdf                 .Gym business MODEL .pdf                 .
Gym business MODEL .pdf .
 
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
Anton Grutzmache- Ominisient: The Data Revolution in Banking: From Scoring Cr...
 
Top Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdfTop Digital Marketing Strategy in 2024.pdf
Top Digital Marketing Strategy in 2024.pdf
 
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptxThe-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
The-Three-Pillars-of-Doctoral-Research-What-Why-and-How (1).pptx
 
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
Singapore Pharmaceutical Market PPT: Growth, Outlook, Demand, Keyplayer Analy...
 
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAAPETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
PETAVIT SIP-05.pdfAAAAAAAAAAAAAAAAAAAAAAAAA
 
شركات إبراهيم العرجاني: لدعم الاقتصاد المصري
شركات إبراهيم العرجاني: لدعم الاقتصاد المصريشركات إبراهيم العرجاني: لدعم الاقتصاد المصري
شركات إبراهيم العرجاني: لدعم الاقتصاد المصري
 

Airbus balance scorecard-ppt

  • 1. Airbus S.A.S. (Société par Actions Simplifiée) Pilot : Naikal Appasaheb (G0701340H) Co-Pilot : Lim Siew Chen (G0701339E) Air Steward : Wallace Zheng Yu (G0701307F) Chia Sok Mui (G0701327B) Ho Mei Yee (G0701333A) VIP : Mr Kan Siew Ning Passenger List : K6226 class
  • 2. AgendaAgenda Aviation History o Aviation History o Industry Overview Aircraft Maker Industry o Overview o Key Players o Porter’s Five Forces o Industry Trends & Outlooks Dinner Break (Class Exercise) Airbus S.A.S o Overview o Business Strategy and KM Strategy o Strategy Map and Balance Scorecard Questions & Answers
  • 3. Aviation HistoryAviation History Activity : Video watching 1 Time : 3min 45secs
  • 6. Along with the European Aviation Safety Agency (EASA), the Federal Aviation Administration (FAA) is one of the two main agencies worldwide responsible for the certification of new aircraft. Air Type Certificate, is awarded by aviation regulating bodies to aerospace manufacturers after it has been established that the particular design of a civil aircraft, engine, or propeller has fulfilled the regulating bodies' current prevailing airworthiness requirements for the safe conduct of flights under all normally conceivable conditions (military types are usually exempted). Aircraft produced under a type certified design are issued a Standard Airworthiness Certificate.[1] Airworthiness certificate is an FAA document which grants authorization to operate an aircraft in flight. [2] Sample : Air Type Certificate Airworthiness Certificate Source: [1] http://en.wikipedia.org/wiki/Federal_Aviation_Administrator [2] http://www.faa.gov/aircraft/air_cert/airworthiness_certification/aw_overview/ Adobe Acrobat 7.0 Document Government Regulator: FAA & EASAGovernment Regulator: FAA & EASA Adobe Acrobat 7.0 Document
  • 8. Key PlayersKey Players Airbus and Boeing are the only players in the commercial aviation industry for 100 or more seats capacity Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
  • 9. Airbus vs Boeing Airbus Boeing Entity An EADS Subsidiary Public Founded 1970 (Airbus Industrie) 2001 (Airbus S.A.S.) 1916 (Seattle, WA) Headquarter Toulouse, France Chicago, Il, USA Key People Thomas Enders, CEO W. James McNerney, Jr. CEO Industry Aerospace Aerospace & Defense Products Commercial airliners Commercial airliners Revenue €23.5 billion (2005) $61.5 billion (FY 2006) Employees 55,000-57,000 153,000 (2006) Slogan Setting the standards Forever New Frontiers Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
  • 10. Airbus vs. Boeing Products Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
  • 11. Very Large Commercial AircraftVery Large Commercial Aircraft Source: http://en.wikipedia.org/wiki/Airbus_380 A380 747-8 Speed 0.85 mach. 0.855 mach. Range 10,521 mi 10,254 mi Wingspan 261 ft 224 ft Max takeoff weight 1,235,000 lb 970,000 lb Capacity 525-853 450 Cost US$319 million US$300 million Taxiway Wider Normal Operation cost Cheaper Higher
  • 12. Key CustomersKey Customers 8 more to come Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
  • 14. PorterPorter’’s Five Forcess Five Forces AnalysisAnalysis
  • 15. Five-Forces Analysis Supplier Power • High technology • Various supplier needed for specialized in different parts and components • Supplier dependency on company is low. Buyer Power • Fewer manufacturer choices • Costly to switch to another aircraft producer - maintenance, retraining cost. • Low bargaining power of buyers Threat of Substitute • Buyer propensity to substitute low due to nearly no alternative • Price & performance of substitute not attractive Industry Rivalry • Equally balanced competitors • Low Differentiation Low Low High Low HighThreat of Entry • High switching costs • High capital requirement • High economies of scale • High Retaliation •Government policy and restriction
  • 17. Industry TrendsIndustry Trends Source : Airbus Air traffic demand will double in next 15 years. Airport capacity will not.
  • 18. Industry TrendsIndustry Trends -- Aircraft DeliveryAircraft Delivery Sources : Wikipedia and Airbus
  • 19. Source: www.airbus.com Industry OutlookIndustry Outlook • North America and Europe are also expected to remain significant. • Traffic within China is now expected to add more RPKs than any other flow in the next 20 years, with the domestic and intra- European flow next in order of importance using this measure. 2nd highest growth Highest Growth
  • 21. Dinner Break!Dinner Break! (Class Exercise)(Class Exercise)
  • 22. Class Exercise : Who are these Airbus customers? Lufthansa Air France Qantas Em irates
  • 23. Airbus S.A.SAirbus S.A.S ((SociSociééttéé par actionspar actions simplifisimplifiééee ))
  • 24. Toulouse subsidiaries Airbus of North America Airbus China Airbus Japan Airbus Worldwide Presence History of Airbus o Airbus established in Dec 1970 o Place : Toulouse, France o Employees : 57,000 o Shareholders : * EADS (80%) * BAE Systems (20%) Training Centers o Toulouse (France) o Miami, Florida (USA) o Hamburg (Germany) o Beijing (PRC) Main Subsidaries o Airbus North America o Airbus China o Airbus Japan
  • 25. Mission & ValuesMission & Values Mission : create the best and safest aircraftMission : create the best and safest aircraft Airbus' mission is to meet the needs of airlines and operators by producing the most modern and comprehensive aircraft family on the market, complemented by the highest standard of product support. ValuesValues Airbus fosters values of excellence and innovation among its culturally- diverse employees and considers its customers, contractors and suppliers to be partners working in the interests of safety, quality and performance. Source: http://www.airbus.com/en/corporate/ethics/mission_values/
  • 26. Airbus ResultsAirbus Results Source: http://www.airbus.com/en/presscentre/ Year 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 Aircraft orders 556 476 520 375 300 284 370 1111 824 1458 Value of orders 39 30.5 41.3 44.7 24.3 24.3 34.4 95.9 75.1 181.1 (US$ billion) Cumulative orders 3203 3633 4125 4399 4632 4886 5252 6307 7097 8555 Aircraft deliveries 229 294 311 325 303 305 320 378 434 453 Turnover US$ 13.3 US$ 16.7 US$ 17.2 Euro 20.5 Euro 19.5 Euro 19.3 Euro 20.2 Euro 22.2 Euro 26.0 N/A (billion) Cumulative deliveries 1894 2188 2499 2824 3127 3432 3752 4130 4564 5017 Order backlog 1309 1445 1626 1575 1505 1454 1500 2177 2533 3538 Number of customers 160 169 173 180 191 186 204 225 271 287 Number of operators 158 178 188 188 188 210 232 249 250 286 Aircraft orders = 62% ^ Value of orders = 78% ^
  • 27. Sources : Airbus AIRBUS FLEET STRUCTURE
  • 28. Airbus Business StructureAirbus Business Structure Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
  • 29. Airbus SWOT AnalysisAirbus SWOT Analysis Source: www.ec.europa.eu/enterprise/ict/conferences/doc/panel-4-slides_mathieu.ppt
  • 30. Airbus Cost StructureAirbus Cost Structure Source: EADS
  • 31. Business StrategyBusiness Strategy Supply • Airbus announced it would axe more than 80% of its supply base. • It would reduces the company’s supplier rolls from the current 3000 to just 500, to reduce material costs by ₤1 billion (US$1.9 billion; S$2.8 billion) over the next three years. • Supplier consolidation will also cut administrative costs by an additional ₤235 million (US$446.5 million; S$665.3 million) Support Strategy • Rather than becoming a standalone business unit, building an integrated customer support can help make Airbus airplanes more attractive. • To create a network of MRO (maintenance, repair, and overhaul) providers - Airbus "e- solutions" for maintenance.
  • 32. Business StrategyBusiness Strategy Innovation • Align strategic vision and innovation goals with implementation of throughout the organization, focusing on collaboration both vertically and horizontally. • Managing boundaries enables collaboration across organizations, establishing structures and processes regarding governance, operations and technology. • Finally, an ongoing commitment is required to orchestrate and systematize collaboration for innovation throughout the organization and its extended enterprise over time. Customer • Establish stable relationships with all customers, from the biggest to the smallest, from major airlines to regional airlines and start-ups
  • 33. AirbusAirbus KM StrategyKM Strategy 5 Strategies Codification Focus Personalization Focus Competitive Re-use Business emphasises commonality in fleet design. Provide high quality, reliable, and fast implementation by reusing codified knowledge. Customisation Business emphasises highly customised service offerings. Provide creative and rigorous solutions by focusing on centres of excellence. Economic Reuse economics Customize Spares Logistics: Airbus is taking responsibility to deliver spares & kits directly to the customer, generating additional revenues. Expert economics Charge high fees for highly customised solutions to unique problems. Knowledge Management People-to-documents Migration of technical documents from paper to digital support. Provide innovative e-portal solutions for customers and suppliers. Promote knowledge reuse through EBOK. Person-to-person Form CoPs across functions boundaries to bring together experts with different interests. Marketing and Story-telling success stories Form “College of Experts” network. Strong collaboration with institutes, partners and universities. Information Technology Repositories Invest heavily in IT to provide e-solutions (AIRMAN, AIRNET, AIRTEC, LPC etc) to customers and suppliers. Networks Invest moderately in IT to facilitate conversations and the exchange of tacit knowledge Human Resources Re-users Hire people suited to reusing knowledge and implementing solutions. Provide best possible training to employees. Reward people for using and contributing to document databases Inventors Hire talented and creative people. Regular performance reviews and personal development planning. Introduce “Awards of Excellence” for individual and team success.
  • 34. AirbusAirbus KM SharingKM Sharing - Bounce recovery – Reject Landing - Preventing Tailstrike at landing - Crosswind Landings Landing Techniques - Flying Stabilized approach - Aircraft Energy Management during Approaches Approach Techniques - Decent and approach Profile ManagementDescent Management - Revisiting the ‘STOP’ or ‘GO’ Decision - Preventing Tailstrike at Takeoff - Understanding the takeoff speeds - Response to Stall Warning aviation at Takeoff Takeoff and Departure Operations - Enhancing Terrain Awareness - Birdstrike Threat Awareness - Wake Turbulence Awareness / Avoidance - Volcanic Ash Awareness Operation Environment - Human Factor Aspects in Incident / Accidents - CRM Aspects in Incident/Accidents - Managing Interruptions and Distractions - Effective Pilot / Controller Communications - Enhancing Situation awareness - Error management - Visual Illusion awareness Human Performance - Operating Philosophy - Optimum Use of Automation - Operation Golden Rules - Standard Calls - Normal Checklists - Conducting Effective Briefings Standard Operating Procedure - FSF ALAR Task Force Recommendation - From Non-precision to Precision-like Approaches Industry safety initiatives - Forward - Introducing the Briefing Notes Concept - Glossary of Terms and Abbreviations - Use of Hyperlinks How-to-use briefing notesFlight Operations DocumentsDocument GroupCategory
  • 35. AirbusAirbus KM SharingKM Sharing - Ground Support Equipment and ToolsBest Practices - Human Performance and Limitations - Error Management Human PerformanceMaintenance - Effective Briefings for Cabin Operations - Cabin Smoke Awareness - Management In-flight Fires - Planned Ground evacuation - Unplanned Ground evacuation - Cabin decompression Awareness - Turbulence threat awareness Cabin OperationsCabin Operations
  • 36. KM Metrics @ AirbusKM Metrics @ Airbus Number of documents published Number of unique users Number of answers users provided Number of frequently-asked questions documents created Knowledge Management Reduction of errors in issue resolution Define commonality of folder structures and adherence to that commonality Increase in reuse and efficiency of knowledge Increase in accuracy of information captured Usability and retrieval of information Economics/Reuse KM MetricsKM Strategy
  • 37. Community ofCommunity of Practice@AirbusPractice@Airbus Book of Knowledge Knowledge repository for engineers that helps to share best practices and lessons learned. • Leverage the sharing of tacit knowledge across organizational boundaries, • Reuse experience (Preservation of knowledge) • Reduce learning curve for new engineers Source: Enabling Communities of Practice at EADS Airbus
  • 38. Airbus Strategy MapAirbus Strategy Map andand Balance Score CardBalance Score Card
  • 44. BSC - THE FINANCIAL PERSPECTIVE No of gross orders No of backlog orders No of new customer orders vs fleet models Increase new business orders Achieve 20% more in total gross order by FY08 Achieve 10% more in total backlog order by FY08 Achieve 10% order from new customers per models Market and Technology leader % market share No of innovation products and services Total no of aircrafts delivery % of reduction in CO2 > 50% market share 2 or more major products/services/yr Achieve 15% increase for FY08 10% reduction in FY08 MEASUREMEASURESTRATEGIC GOAL % of order from various fleet models TARGET KPI TARGET KPI XX% A320 XX% A3XX XX% A380 INITIATIVESINITIATIVES Participate in air shows globally Tell/Publish success stories on various medias Provide innovative solutions to customers Introduce new aircraft model Provide financial solutions to leasing companies, corporate, budget and full service airlines and air-cargo companies Broaden Revenue Mix
  • 45. BSC - THE CUSTOMER PERSPECTIVE Technical dispatch reliability rate Provide rapid response to customers Achieve more than 99% operating reliability for all fleets Leading-edge manufacturing Time to market No of defective products from suppliers Supplier Rating Production rate per aircraft model per month Reduce cycle time by 30% <10% defective rate per suppliers <10% of supplier rejection XX A320 XX A340 XX A380 MEASUREMEASURESTRATEGIC GOAL No of patents and innovations invented No of innovations adopted TARGET KPI TARGET KPI Increase 30% by FY08 10% improvement from FY07 INITIATIVESINITIATIVES Collaboration with institutions and universities Leveraging Information Systems and Experts for knowledge creation and reuse Increase employees collaboration around the world Improvement in manufacturing processes Effective supply chain management Develop new technology Improve collaboration with partners No of collaborations with partners Participate in at least 10 new initiatives in FY08
  • 46. BSC - THE INTERNAL BUSINESS PERSPECTIVE Customer Satisfaction Rating Customer retention rate Increase customer satisfaction Improve customer rating by 10% by FY08 Increase no of repeated customer orders by 10% per year Cost & Time Reduction in Production & Maintenance Training cost for ground crews, pilots, etc(Airbus Cross Crew Qualification (CCQ)) Less than 2wks of training for pilot conversion and crew maintenance MEASUREMEASURE STRATEGIC GOAL Maintenance downtime TARGET KPI TARGET KPI Require less than 1hr per model INITIATIVESINITIATIVES Provide innovative solutions to customers Improvement in manufacturing processes Conduct Customer Satisfaction Surveys, Email and Mail Surveys Provide excellent after sales service Implement design commonality in all fleets Ensure compliant to EASA and FAA requirements Effective supply chain management Provide Safe & Quality fleets & Services No of test flight hours conducted No of on-time delivery Compliance to ISO14001 standards Reduce accident rate 10% more than regulatory requirement 99% on target Zero NCN per audit Reduce accident rate by 10% Increase customer confidence Increase new aircraft models Total no of choices available for customers 10% increment in amount of choices available
  • 47. BSC - THE LEARNING AND GROWTH PERSPECTIVE Career development Staff attrition rate No. of employees promotion Not more than 20% in FY08 5% increase for capable employees MEASUREMEASURESTRATEGIC GOAL No of Master and PhD qualifications No of training hours per annual Employee skills assessment Percent of employee awards related to quality Employee satisfaction/organization climate surveys TARGET KPI TARGET KPI Achieve 20% from recruitment exercises Attain at least 48hrs of training per employee/year Cross training of core knowledge and technical skills 50% increase in number of awards related to quality by FY08 Achieve more than 80% by FY08 INITIATIVESINITIATIVES Hire Key Technical Employee. Improve employee work conditions. Provide excellent and extensive training courses for employees Provide language training and promote intercultural awareness Conduct regular reviews plus personal development planning with employees Celebrate and reward individual and team performance Tie incentives to quality Provide mentoring to new employees Form CoPs Develop, train, retrain current and new employees. Attract, develop and retain knowledge workers (Skill Development) No of intercultural activities conducted No. of woman graduate recruits. Achieve at least 1 activity per month At least 20% of total recruits Diversified Workforce Promote Knowledge Sharing No of ideas created and codified/published At least 2 new ideas from each employee
  • 48. Remember : What Get Measure Get Done!!!
  • 49. Airbus Innovative Customer Services - AIRTAC Activity : Video watching 3 Time : 4mins 7sec Demonstration of KM practice
  • 50. Thank youThank you for your attentionfor your attention