This thesis analyzes the technological portfolios and innovation strategies of Airbus and Boeing using patent data indicators. It finds that Airbus' inventions became more concentrated in 2006, coinciding with profitability declines due to problems with projects like the A380. Airbus launched its Power8 program in response, aiming to develop products faster and focus on core activities. In general, measuring patent portfolios over time can reveal firms' diversification trends and relationships between innovation and financial performance in concentrated industries like aircraft manufacturing.
How can you locate the hot spots where technology is developing? The answer: Research Landscaping. Partnering with the Purdue Agile Strategy Lab, Fraunhofer IAO is now bringing these tools and frameworks to the US market. The Lab is integrating the Fraunhofer tools into agile strategy to accelerate innovation in open, loosely connected networks.
How can you locate the hot spots where technology is developing? The answer: Research Landscaping. Partnering with the Purdue Agile Strategy Lab, Fraunhofer IAO is now bringing these tools and frameworks to the US market. The Lab is integrating the Fraunhofer tools into agile strategy to accelerate innovation in open, loosely connected networks.
How do we find new markets for our technology? Where is there likely to be a market fit? Fraunhofer's MarketExplorer platform provides a disciplined approach to answering these questions. Working with the Agile Strategy Lab at Purdue, Fraunhofer IAO is now brining these tools and platforms to the U.S. market.
Assessing the quality of patents and large patent portfolios based on quantitative approaches – Opportunities, threats and the new St. Gallen Patent Index™ (SGPI™) as an innovative and strong approach
Marc Tobias (BGW, Switzerland)
Imagine you need to present functional KPIs to the CEO; Imagine your company is redefining its technology strategy and you need to (re)value the patent portfolio; Imagine you need to develop a patent strategy with regard to an IP portfolio benchmark of your competitors; Imagine your Head of R&D is approaching you urgently to receive a first IP-Value-Assessment as well as IP-Trends in a totally new technology field for your company.
Often companies and also governmental institutions need a quantitative assessment of patents and patent portfolios. But existing approaches have different challenges or shortcomings. Based on scientific research over several years the SGPI™ has been developed by a consortia lead by the Institute of Technology Management at the University of St. Gallen. This new approach is trying to overcome these shortcomings.
The presentation will give a short overview on the scientific state of the art regarding quantitative patent portfolio assessment and discuss existing approaches as well as needs of companies and institutions. Further on the SGPI™ with its integrated bottom-up and top-down approach will be presented including sample results.
Klöckner & Co SE Analysts' and Investors' Presentation FY 2014 ResultsKlöckner & Co SE
Analysts' and Investors' Presentation for the full year results on March 5, 2015
More at http://www.kloeckner.com/en/press-releases-5268.php?langswitched=1
For a german version of the presentation please visit:
http://www.kloeckner.com/de/index.php
Supply Chain Metrics That Matter: A Focus on Aerospace & Defense Companies 2017Lora Cecere
Executive Overview
A concentrated industry with few players, Aerospace & Defense (A&D) is unique. While demand in the Aerospace industry is relatively stable, the Defense Industry is volatile. Driven by technology innovation, success lies in the integration of R&D processes into the end-to-end supply chain. The A&D supply chain is largely a story of supply chain excellence in procurement and sourcing strategies. With a dependency on scarce materials, and sole-sourcing strategies, the industry fights to survive.
Government spending drives the defense supply chain. Companies in this industry compete for government contracts that range from hundreds of millions to billions of dollars. The magnitude of these contracts defines winners and losers for the industry. Demand is lumpy and volatile. Companies such as Lockheed Martin and Boeing have had a long-lasting relationship with the government re defense spending, but they live contract by contract. In contrast, the commercial aircraft side is much different. It is driven by long-term economic trends
Government ups the ante for the latest and best technology for global defense. As the technology in jets, weapons, and missile-defense systems continues to advance, the supply chain becomes more complex with increasing pressures on driving innovation. To better understand the industry in relation to supply chain management, let’s start by looking at it within the larger context of the A&D value network. Growth is increasing, margins are decreasing, and longer cash-to-cash cycles are increasing working capital. In Table 1, we share the trends and metrics progress on the Supply Chain Metrics That Matter. These charts are set up to take a hard look at value chains. To understand the table, let’s take a look at the data. For the period of 2010-2016 the average growth of the industry was 4%. However, if the year-over-year growth rate of 2016 is compared to 2010, the growth rate is down 19% in a year-by -year comparison. The red arrows represent a negative trend while the green arrow represents a positive trend. Notice within this value chain that most of the arrows are red. While the industry is more dependent on software and computer hardware, there has been little collaboration to drive value between trading partners. Also note that this industry has the longest Cash-to-Cash cycles of any that we have studied, and the impact of lengthening payables in government spending resulted in a 12% increase in Cash-to-Cash with an average days of Cash-to-Cash of 152.
Table 1. Industry Overview of Trends for the Period of 2010-2016
In this report, we take a detailed look at elements of the metrics portfolio, and then wrap up with excerpts from annual reports to enable the reader to understand the “voice” of the industry.
Equipment and Materials for Fan-Out Packaging 2019 report by Yole Développement Yole Developpement
Electronic packaging equipment and materials revenue growth is highly reliant on big players’ investments. A new killer application is needed to fuel robust growth.
More information on https://www.i-micronews.com/products/equipment-and-materials-for-fan-out-packaging-2019/
How do we find new markets for our technology? Where is there likely to be a market fit? Fraunhofer's MarketExplorer platform provides a disciplined approach to answering these questions. Working with the Agile Strategy Lab at Purdue, Fraunhofer IAO is now brining these tools and platforms to the U.S. market.
Assessing the quality of patents and large patent portfolios based on quantitative approaches – Opportunities, threats and the new St. Gallen Patent Index™ (SGPI™) as an innovative and strong approach
Marc Tobias (BGW, Switzerland)
Imagine you need to present functional KPIs to the CEO; Imagine your company is redefining its technology strategy and you need to (re)value the patent portfolio; Imagine you need to develop a patent strategy with regard to an IP portfolio benchmark of your competitors; Imagine your Head of R&D is approaching you urgently to receive a first IP-Value-Assessment as well as IP-Trends in a totally new technology field for your company.
Often companies and also governmental institutions need a quantitative assessment of patents and patent portfolios. But existing approaches have different challenges or shortcomings. Based on scientific research over several years the SGPI™ has been developed by a consortia lead by the Institute of Technology Management at the University of St. Gallen. This new approach is trying to overcome these shortcomings.
The presentation will give a short overview on the scientific state of the art regarding quantitative patent portfolio assessment and discuss existing approaches as well as needs of companies and institutions. Further on the SGPI™ with its integrated bottom-up and top-down approach will be presented including sample results.
Klöckner & Co SE Analysts' and Investors' Presentation FY 2014 ResultsKlöckner & Co SE
Analysts' and Investors' Presentation for the full year results on March 5, 2015
More at http://www.kloeckner.com/en/press-releases-5268.php?langswitched=1
For a german version of the presentation please visit:
http://www.kloeckner.com/de/index.php
Supply Chain Metrics That Matter: A Focus on Aerospace & Defense Companies 2017Lora Cecere
Executive Overview
A concentrated industry with few players, Aerospace & Defense (A&D) is unique. While demand in the Aerospace industry is relatively stable, the Defense Industry is volatile. Driven by technology innovation, success lies in the integration of R&D processes into the end-to-end supply chain. The A&D supply chain is largely a story of supply chain excellence in procurement and sourcing strategies. With a dependency on scarce materials, and sole-sourcing strategies, the industry fights to survive.
Government spending drives the defense supply chain. Companies in this industry compete for government contracts that range from hundreds of millions to billions of dollars. The magnitude of these contracts defines winners and losers for the industry. Demand is lumpy and volatile. Companies such as Lockheed Martin and Boeing have had a long-lasting relationship with the government re defense spending, but they live contract by contract. In contrast, the commercial aircraft side is much different. It is driven by long-term economic trends
Government ups the ante for the latest and best technology for global defense. As the technology in jets, weapons, and missile-defense systems continues to advance, the supply chain becomes more complex with increasing pressures on driving innovation. To better understand the industry in relation to supply chain management, let’s start by looking at it within the larger context of the A&D value network. Growth is increasing, margins are decreasing, and longer cash-to-cash cycles are increasing working capital. In Table 1, we share the trends and metrics progress on the Supply Chain Metrics That Matter. These charts are set up to take a hard look at value chains. To understand the table, let’s take a look at the data. For the period of 2010-2016 the average growth of the industry was 4%. However, if the year-over-year growth rate of 2016 is compared to 2010, the growth rate is down 19% in a year-by -year comparison. The red arrows represent a negative trend while the green arrow represents a positive trend. Notice within this value chain that most of the arrows are red. While the industry is more dependent on software and computer hardware, there has been little collaboration to drive value between trading partners. Also note that this industry has the longest Cash-to-Cash cycles of any that we have studied, and the impact of lengthening payables in government spending resulted in a 12% increase in Cash-to-Cash with an average days of Cash-to-Cash of 152.
Table 1. Industry Overview of Trends for the Period of 2010-2016
In this report, we take a detailed look at elements of the metrics portfolio, and then wrap up with excerpts from annual reports to enable the reader to understand the “voice” of the industry.
Equipment and Materials for Fan-Out Packaging 2019 report by Yole Développement Yole Developpement
Electronic packaging equipment and materials revenue growth is highly reliant on big players’ investments. A new killer application is needed to fuel robust growth.
More information on https://www.i-micronews.com/products/equipment-and-materials-for-fan-out-packaging-2019/
STRATEGIC SOURCING(MATERIALS MANAGEMENT AND PURCHASING)(OS.docxcpatriciarpatricia
STRATEGIC SOURCING
(MATERIALS MANAGEMENT AND PURCHASING)
(OSCM 3660-001, Spring 2019)
Dynamic Technologies (Due Date 4-18-19 11:59 P.M.)
Case Guideline
Paul Hong, Ph.D., CMA
Information Operations and Technology Management
College of Business and Innovation
University of Toledo
1
Introduction
This case is about strategic integration into the aviation and aerospace global supply chain:
Complexity of Aviation and aerospace industry is greater than that of automotive industry.
Demand shift to Asia Pacific is obvious in the coming years (2010-2029).
The purpose of this case is to expose students to
Issues related to strategic integration of global supply chain
Challenges of establishing domestic market advantage and global competitiveness.
Update: Review 2018 & 2019 Industry Outlook Reports
Students will have opportunities to examine
Key factors in strategic integration of global supply chain
Awareness of an increasing market potential in emerging markets
Implications of US firms for advanced and emerging market strategies
Note: Refer to:
Questions
Concept Questions: Define the following and provide an example.
(1) Strategic Integration; (2) Global Supply Chain; (3) Aviation and Aerospace Industry
General Questions: Answer the following questions based on (1) the case contexts.
1.1. What is the scope of cost management? What are key cost management measures?
1.2. What are the differences between large OEMs and all respondents (e.g., component suppliers)?
2.1. Differences between India and other Asian/European countries
2.2. Explain strengths and growth potential of Indian aviation and aerospace industry.
3.1. How would you assess the stage of Indian aviation and aerospace industry?
3.2. What are strategic priorities of Indian aviation and aerospace industry?
3.3. Explain the reasons why your team consider the above strategic priorities as such?
4.1. What are the advantages and disadvantages of activity details in India?
(Related to growth—its aspiration to Tier 1 suppliers)
4.2. Why? (Rationale for 4.1)
Questions
General Questions: Answer the following questions based on additional reading materials and google search as needed.
5.1. Update: Major trends of Advanced markets in relation to aviation and aerospace industry.
5.2. Update: Major trends of emerging markets (e.g., BRICs and India in particular)
6.1. Strategic roles of global SCM for aerospace and defense industry (aerospace-related)
competitiveness
6.2. Career growth potential in Aviation/Aerospace/Defense industry.
Conclusion
7.1. Team work description (Roles, division of work, References)
7.2. Coordination of Quality Control and Lessons (by individuals)
Case 2 Grading Details
Top 10 Aerospace Companies in the WorldNameHeadquarters Country 2018 RevenueThe Boeing Company USA$93.39bnAirbus SE Netherlands$75.27bnUnited Technologies Corporation (UTC)USA $59.83bn
Lockheed Martin CorporationUSA$49.97bn
General Dynamics Co.
1. Introduction
Industry and Data
Results and conclusions
Strategic Analysis Through Patent Data
Mariano A. Mantovani
Politecnico di Torino
October, 2014
Supervisor: Dr. Giuseppe Scellato
Mariano A. Mantovani Strategic Analysis Through Patent Data
2. Introduction
Industry and Data
Results and conclusions
Outline
1 Introduction
Objectives
Theoretical Framework
Indicators
2 Industry and Data
The Aircraft Manufacturing Industry
Timeline
Dataset Construction
3 Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Mariano A. Mantovani Strategic Analysis Through Patent Data
3. Introduction
Industry and Data
Results and conclusions
Objectives
Theoretical Framework
Indicators
Objectives
This thesis has the following objectives
Analyze the technological portfolios of the companies.
Test methods for computing distance, coherence and
concentration of their knowledge base.
Analyze the evolution of the innovative strategies and finance
performance of companies in the aeronautic sector, in
particular: Airbus and Boeing.
Mariano A. Mantovani Strategic Analysis Through Patent Data
4. Introduction
Industry and Data
Results and conclusions
Objectives
Theoretical Framework
Indicators
Main Elements
Knowledge-Based View of the firm: Similar to RBV (Penrose),
Knowledge is the main resource for acquiring competitive
advantage (Grantt, Aino) and factor of production.
Indicators
Concentration (Leten-Firms and markets concentration).
Coherence (Nesta Innovative performance of farmaceutical
firms,Quatraro-Knowledge transferences and its effects in
production, Bart Leten-Diversification and performance of
firms)
Distance (Jaffe-Technological opportunities and Spillovers,
Bar-Technological distance between firms)
Mariano A. Mantovani Strategic Analysis Through Patent Data
5. Introduction
Industry and Data
Results and conclusions
Objectives
Theoretical Framework
Indicators
Herfindahl Index
Used to measure the degree of concentration of patents among
dierent classes. The index takes a value of 1 when patents tend to
be concentrated between few classes and of 0 when they are
spread.
HI =
i
(
Ni
N
)2
(1)
Mariano A. Mantovani Strategic Analysis Through Patent Data
6. Introduction
Industry and Data
Results and conclusions
Objectives
Theoretical Framework
Indicators
Coherence of the Knowledge Base
Coherence is based on the degree of technological relatedness
according to a randomness test. Weighted average relatedness of
technology is dened as:
WARi =
i=j τij pj
i=j pj
(2)
The coherence of the firm’s knowledge base estimates the average
relatedness of any technology randomly chosen within the rm with
respect to any other technology.
COH =
n
i=1
(
pi
i pi
WARi ) (3)
Mariano A. Mantovani Strategic Analysis Through Patent Data
7. Introduction
Industry and Data
Results and conclusions
Objectives
Theoretical Framework
Indicators
Distance Indicators
Min-Complement Distance
The complement of the share of overlap.
M(Pi , Pj ) = 1 −
n
k
MIN(pik, pjk) (4)
Cosine Index
Measures the cosine of the angle of the vectors.
C(A, B) = 1 −
n
i=1(tfai log
Npi
ni
)(tfbi log
Npi
ni
)
n
i=1(tfai log
Npi
ni
)2 n
i=1(tfbi log
Npi
ni
)2
(5)
Logarithms are adjustments for information content weighting.
Mariano A. Mantovani Strategic Analysis Through Patent Data
8. Introduction
Industry and Data
Results and conclusions
The Aircraft Manufacturing Industry
Timeline
Dataset Construction
Main Aspects of the Industry
Duopolistic structure.
Huge overhead and R&D expenditures.
Backlog.
High barriers to entry and exit.
Airbus Group
Formed as EADS in 2000.
Project to unify the industry in
Europe. 80% of revenues come
from CA, competitive on this
sector, but lately also in space
and helicopters.
Boeing Company
Strongly tied to American history
and government, founded in
1916, boosted by wars and space
campaigns. Competitive in Civil
Aircraft but also in defense and
space.
Mariano A. Mantovani Strategic Analysis Through Patent Data
9. Introduction
Industry and Data
Results and conclusions
The Aircraft Manufacturing Industry
Timeline
Dataset Construction
Some Events of the Past Decade
Mariano A. Mantovani Strategic Analysis Through Patent Data
10. Introduction
Industry and Data
Results and conclusions
The Aircraft Manufacturing Industry
Timeline
Dataset Construction
Dataset Construction
The analysis is performed using the Thomson patent database.
Patents are grouped by families and inventive activity by the
priority date.
Countings are done according to the IPC classification at class
and group levels.
The time framework is from 2000 to 2011.
Financial information and other corporate information is obtained
from the Annual Reports, disclosed to the public every year.
Mariano A. Mantovani Strategic Analysis Through Patent Data
11. Introduction
Industry and Data
Results and conclusions
The Aircraft Manufacturing Industry
Timeline
Dataset Construction
Dataset Construction
Using the data:
Compute of concentration at the class level for each portfolio.
Compute of the distance using both indicators at class and
group level for the most relevant class.
Construction of a matrix of relatedness of the classes and
computation of the coherence of the knowledge base of each
company.
Mariano A. Mantovani Strategic Analysis Through Patent Data
12. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Concentrations
The concentration measure
shows that Airbus inventions are
classified with more
concentration, while Boeing
remains relatively constant.
Please note the increase for
Airbus from 2005 to 2006. High
frequency classes:
B64: Aircraft, aviation,
cosmonautics.
G01: Measuring, testing.
Mariano A. Mantovani Strategic Analysis Through Patent Data
13. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Distance - Class Level
Both
distance
measures
show the
same
pattern.
Since year
2007 starts a
diversifica-
tion
process.
Mariano A. Mantovani Strategic Analysis Through Patent Data
14. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Selected Evidence of the Distance
The graph shows
the percentage of
inventions of each
portfolio that
classifies into G01.
Notice increasing
and decreasing
rates from year
2007.
Mariano A. Mantovani Strategic Analysis Through Patent Data
15. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Coherence
Coherence may increase
for two reasons:
Investments classify
constantly to the
same class.
Investments are
classified in classes
with positive
relatedness.
The companies under
analysis follow mostly the
same path.
Mariano A. Mantovani Strategic Analysis Through Patent Data
16. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Returns on Assets
2002 and 2009 falls in
world passenger traffic
caused by the terrorist
attacks and the
international financial
crisis. Airbus ratios in
2006 and 2007 have
different causes.
Mariano A. Mantovani Strategic Analysis Through Patent Data
17. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Some Events of the Past Decade
Mariano A. Mantovani Strategic Analysis Through Patent Data
18. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Airbus in 2006 and the Power8 Program
Airbus suffered falls in profitability in 2006 due to technological
problems -Result of unsuccessful R&D- with the A380 and other
projects like the A400M and the A350.
Two points of the
Power8 Program:
Develop Faster
Focus on Core
Business
Activities
Mariano A. Mantovani Strategic Analysis Through Patent Data
19. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Conclusions, advantages and drawbacks
A couple of drawbacks
Related to patent procedure and database
Other ways of protecting knowledge
Coclusion and Advantages
Results show a dependence between the firms performance and
inventive activity. Measuring patent portfolios with indicators
allows to:
Find periods and fields of diversification and hence
locate and describe trends on the inventive strategy of
incumbents
Mariano A. Mantovani Strategic Analysis Through Patent Data
20. Introduction
Industry and Data
Results and conclusions
Results
Selected Profitability Indicators
Airbus in 2006
Thank for your attention
Mariano A. Mantovani Strategic Analysis Through Patent Data