In this presentation there is analysis for Boeing, history, sales, supply side analysis, Commercial Aircraft Demand Determinants, Market Drivers, Order Comparison, Delivery Comparison, Current Strategy
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...Jamar Johnson
ย
Final Assignment performed by Jamar Johnson and IE Business School classmates for our Global Operations and Supply Chain Management course. The class was taught by Professor and Associate Dean of IE Business School, Luis Solis.
Global Operations and Supply Chain Management: Airbus vs. Boeing Final Assig...Jamar Johnson
ย
Final Assignment performed by Jamar Johnson and IE Business School classmates for our Global Operations and Supply Chain Management course. The class was taught by Professor and Associate Dean of IE Business School, Luis Solis.
This Slide is about Emirates Airways. It also gives some information in global airways markets, as well as strategic tools which are helpful for the firm.
The case study is about Boeing strategy to reduce manufacturing cost & their rise against the challenges faced. The case study also has give a gist on PQCDSM of Boeing.
Kevin Michaels, global managing director โ aviation consulting & services at ICF International, presented at the 2nd Annual European Aerospace Raw Materials & Manufacturers Supply Chain Conference. The conference is designed to serve a full-range of participants in the dynamic global commercial and military aerospace markets.
In this presentation, Mr. Michaels addresses Aerospace demand outlook and supply chain trends in the market.
http://www.icfi.com/markets/aviation
This Slide is about Emirates Airways. It also gives some information in global airways markets, as well as strategic tools which are helpful for the firm.
The case study is about Boeing strategy to reduce manufacturing cost & their rise against the challenges faced. The case study also has give a gist on PQCDSM of Boeing.
Kevin Michaels, global managing director โ aviation consulting & services at ICF International, presented at the 2nd Annual European Aerospace Raw Materials & Manufacturers Supply Chain Conference. The conference is designed to serve a full-range of participants in the dynamic global commercial and military aerospace markets.
In this presentation, Mr. Michaels addresses Aerospace demand outlook and supply chain trends in the market.
http://www.icfi.com/markets/aviation
668 Part 6 CasesBoeings newest commercial jet aircraft, .docxevonnehoggarth79783
ย
668 Part 6" Cases
Boeing's newest commercial jet aircraft, the wide-body
787 jet, is a bold bet on the future of both airline travel
and plane making. Designed to fly long-haul point-to-
point routes, the 250-seat 787 is made largely of com-
posite materials, such as carbon fibers, rather than
traditional materials such as aluminum. Some 80 per-
cent of the 787 by volume is composite materials, mak-
ing the plane 20 percent lighter than a traditional
aircraft of the same size, which translates into a big sav-
ing in jet fuel consumption and costs. The 787 is also
packed full of other design innovations, including larger
windows, greater headroom, and state-of-the-art elec-
tronics on the flight deck and in the passenger
compartment.
To reduce the risks associated with this technological
gamble, Boeing decided to outsource an unprecedented
70 percent of the content of the 787 to other manufac-
turers, most of them based in other nations. In contrast,
50 percent of the Boeing 777 was outsourced, 30 percent
of the 767, and only 5 percent of the 707. The idea was
that in return for a share of the work, partners would
contribute to the estimated $8 billion in development
costs for the 787. In addition, by outsourcing, Boeing
believed it could tap into the expertise of the most effi-
cient producers, wherever in the world they might be
located, thereby driving down the costs of making the
plane. Furthermore, Boeing believed that outsourcing
some work to foreign countries would help it to gamer
sales in those countries. Boeing's role in the entire
process was to design the plane, market and sell it, and
undertake final assembly in its plant in Everett,
Washington. Boeing also believed that by outsourcing
the design of so many components, it could cut down
the time to develop this aircraft to four years from the
six that is normal in the industry.
Some 17 partners in 10 countries were selected to pro-
duce major parts of the aircraft. The rear fuselage was to
be made byVought Aircraft Industries in South Carolina;
Alenia Aeronautical of Italy was to make the middle fu-
selage sections and horizontal tailpieces. Three Japanese
companies, Fuji, Kawasaki, and Mitsubishi, were to pro-
duce the wings. The nose section was to be made by
Toronto-based Onex Corporation. All of these bulky
pieces were to be shipped to Everett for final assembly
aboard a fleet of three modified Boeing 747 freighters
called Dreamlifters.
Until late 2007, the strategy seemed to be working re-
markably well. Boeing had booked orders for over
770 aircraft, worth more than $100 billion, making the
787 the most successful aircraft launch in the history of
commercial aviation, But behind the scenes, cracks were
appearing in Boeing's globally dispersed supply chain. In
mid-2007, Boeing admitted the 787 might be a few
months late due to problems with the supply of special
fasteners for the fuselage. As it turned out, the problems
were much more serious. Byearly 2008 Boeing was adm.
Khan Mohd Eshtiaque, is currently a Masters in Management student at IE Business School. Previously, he interned as an M&A summer analyst at BDO's corporate finance division in Dubai, where he worked in deals in a variety of sectors including, natural resources, healthcare, facilities management, technology, real estate, utilities and agribusiness. Prior to that, Eshtiaque interned at the Private Banking department of HSBC.
More Information @ https://bit.ly/2zPAtoo
Adoption of methods to reduce aircraft weight and enhance fuel efficiency will drive aerospace floor panels market during forecast period.
Airbus and Boeing have been involved in a fierce duopoly in the large jet airliner market since the 1990s. Airbus began as a European consortium while the American Boeing absorbed its former arch-rival, McDonnell Douglas in a 1997 merger
Manufacturers like Lockheed Martin, Convair and Fairchild Aircraft in the United States and British Aerospace and Fokker in Europe withdrew from the market as they were no longer in a position to compete effectively
Over the years, competition has been intense; each company regularly accuses the other of receiving unfair state aid from their respective governments.
Based on http://www.slideshare.net/arjunparekh/duopoly-boeing-versus-airbus?qid=90919b4f-b341-4d82-8f75-3474f9f15e57&v=&b=&from_search=16
The global aerospace market is worth more than over nine trillion US dollars, with main markets in United States, France, Germany, and the UK. This industryโs largest aerospace and defense manufacturers are Boeing and Airbus. For almost a century, the pioneering companies that make-up Boeing have been at the forefront of innovation in aviation. Boeing enjoyed monopoly in aviation until Airbus was born was 1970. The Airbus-Boeing competition is marked as duopoly in the large jet airliner market since 1990s.
This study is commissioned to examine the global market, innovation, & patent filing trends by Airbus and Boeing in the last five years i.e., since 2017 till March 2022.
The annual aircraft deliveries by both Airbus and Boeing in FY2021 show a rise by 7.9% and 116.6% respectively from FY2020. Though, Airbus is the winner in terms of number of aircraft orders and deliveries in FY2021. There is also a rise in consolidated revenue in FY 2021 from previous year for both Airbus and Boeing by approx. 4% and 7% respectively. However, there is a slight dip in R&D expenditure in 2021 by approximately 4% and 9% respectively for Airbus and Boeing maybe due to COVID-19 crisis. In FY2021, for Airbus, revenue mainly poured in from Europe followed by Asia-Pacific regions; and for Boeing, its major customers were from North America followed by Europe. The world airliner census data for FY2021 represents that there are a greater number of operational aircrafts by Boeing than that for Airbus. Boeing accounted for 8,907,948 flights during the year, whereas Airbus edged slightly ahead with 9,401,161 flights scheduled for the year 2021. While Airbus is the overall winner in this category, Boeing was behind far more widebody flights with 1,103,294 flights compared to 645,220 with Airbus aircraft.
In terms of patent filing trend, Boeing is the winner with 14,994 applications (and 5,228 patent families) filed whereas Airbus has filed 11,440 applications (and 3,713 patent families) between January 2017, and April 2022. The filed patents have been categorized into 60 technological domains related to aerospace. The number of inventors for Boeing is more than double the number for Airbus. The number of withdrawn applications is higher in case of Airbus as compared to Boeing. The number of rejections during prosecution is also higher for Airbus as compared to Boeing.
Finally, in terms of design, safety, and passenger experience, Airbus and Boeing have their own advantages and challenges. The report discusses some of the aspects based on which a comparison has been made.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
ย
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
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"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
ย
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
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Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Discover the innovative and creative projects that highlight my journey throughย Full Sail University. Below, youโll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The key differences between the MDR and IVDR in the EUAllensmith572606
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In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices โ the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
2. Overview
๏
๏ Founded in 1916 in Puget region of Washington state
๏ Headquartered in Chicago with presence in several
locations around the world
๏ Designs and assembles:
๏ commercial jetliners
๏ defence systems
๏ satellites and launch vehicles
3. Brief history
๏
1997: Boeing
merged with
McDonnell
1996: Acquired
Rockwellโs
aerospace and
defence units
2005: JV with
Lockheed
Martin โ
rocket launch
services to US
govt.
Acquired
Aviall which
became wholly
owned
subsidiary
4. Global Presence
๏
๏ Customers and customer support in 150 countries
๏ Total revenue in 2012: $81.7 billion
๏ 70 percent of commercial airplane revenue historically from customers
outside the United States
๏ More than 170,000 employees in 70 countries
๏ - More than 8500 employed outside US
๏ 28,000 global suppliers partners globally in more than 100
countries
- with 1.2 million employees
๏ Boeing airplanes represent 75% of worldโs fleet, with nearly
12000 jetliners in service
6. Boeing Suppliers
๏
๏ Boeing is essentially into assembling a plane in its
facility in US
๏ Sources airplane parts from its 28000 suppliers from
all over the world
๏ Assembles the plane in Everett, Washington
๏ Outsourcing manufacturing of body parts
๏ Focus more on research and assembly
๏ 787 has 30% foreign material - compared to 5% in
747.
7. Some Boeing Suppliers
๏
Firm
Country
Component
Latecoere
France
Passengers door
Labinel
France
Wiring
Dassault
France
Design and PLM software
Messier-Bugati
France
Electric Brakes
Thales
France
Electric power system
Messier-Dowty
France
Landing Gear structure
Diehl
Germany
Interior Lighting
Cobham
UK
Fuel pumps and valves
Rolls Royes
UK
Engines
Smiths Aerospace
UK
Central computer systems
8. Some Boeing Suppliers
๏
Firm
Country
Component
BAE SYSTEMS
UK
Electronics
Alenia Aeronautics
Italy
Upper center fuselage &
horizontal stabilizer
Toray Industries
Japan
Carbon fiber: wing and tail
Fuji Heavy Industries
Japan
Center wing box
Kawasaki Heavy
Industries
Japan
Forward fuselage
Chengdu Aircraft
Group
China
Rudder
Hafei Aviation
China
Parts
Korean Aviation
South Korea
Wingtips
Saab
Sweden
Cargo access doors
13. Supply Side Analysis: Major Players
๏
๏ Boeing and Airbus are the only two players in the large commercial aircraft
market
๏ Canadian-based Bombardier and Brazilian aircraft manufacturer Embraer are the
industry leaders in the regional and business airplanes market
๏ Market Concentration: Top 4 companies account for 70% of Market shares
Source: IBIS World: Global Civil Aerospace Products Manufacturing Reports
14. Commercial Aircraft Demand Determinants
๏
๏ Major airlines are the largest customers for civil aerospace product manufactures.
(78.5% Market Shares) Their demand is driven by the need and desire for airlines to
expand their fleet or replace ageing models
๏ Product Innovation:
๏ Fuel efficiency
๏ Lower maintenance & operating cost
๏ Timing
๏ Average life of about 30 years. Therefore, when the time comes to replace these
older models, demand for aircraft increases.
Source: IBIS World: Global Civil Aerospace Products Manufacturing Reports
15. Market Drivers
๏ Total Immigration
๏
๏ The level of immigration in the world may boost the demand for air travel.
๏ The fastest growing regions will be in Asia, where economic growth and
infrastructure improvements will lead to a rapid rise in passenger numbers. Boeing
expects that passenger numbers will increase globally at 5.0% per annum over the
next 20 years
๏ World GDP
๏ The industry is in the mature stage of its Life Cycle. The historical industry annual
growth is in line with global real GDP growth. (1.9% in the past 5 yrs.)
๏ Price of Crude Oil
๏ High crude oil prices will increase the operating cost of air carriers and aircraft
owners, which will deter them from acquiring new aircraft.
Source: IBIS World: Global Civil Aerospace Products Manufacturing Reports
16. Industry Outlook
๏
๏ Industry revenue will rise at an average annualized rate of 2.7% over the five years
through 2016 to reach $161.6 billion.
๏ Although Boeing significantly lowered its forecasts for global aircraft deliveries over
the next two years, it still predicts strong growth in China. Boeing forecasts total
volume growth for Chinese air transport over the next two decades of about 7.2% per
year
Industry Revenue,Million
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Source: IBIS World: Global Civil Aerospace Products Manufacturing Reports
17. Duopoly
๏
Boeing and Airbus compete in a near-duopoly in the global market for large commercial
jets comprising narrow-body aircrafts, wide-body aircrafts and jumbo jets.
โข
โข
Acquired former archrival, Mcdonnell Douglas, in 1997
The largest global aircraft
manufacturer by revenue, orders and
deliveries.
โข
โข
Began as a consortium of
aerospace manufacturers.
Subsidiary of European
Aeronautic Defense and Space
Company (EADS)
18. Order Comparison
๏
๏ Orders of Boeing and Airbus follow almost the same growth pattern for the
recent 20 years, reflecting extremely high level of competition and lobbying
efforts.
19. Delivery Comparison
๏
๏ Delivery of Airbus is growing steadily during the recent 20 years while delivery of
Boeing experienced wide fluctuation due to production delays, such as the frequent
delivery delay of 787 Dreamliner.
20. Effect of currency on competition
๏
Production cost
Mostly in US Dollars
Mostly in euros
Sales Currency
Prices its aircraft only in
dollars
Prices most aircraft sales in
dollars but is more flexible,
sales in Asia and Middle
East are in multiple
currency
๏ Effect: When the dollar appreciates against the euro the cost of producing a
Boeing aircraft rises relative to the cost of producing an Airbus aircraft & vice versa
21. Current Strategy
๏
๏ More reactive than proactive e.g Launch of Boeing
737max in response to A320neo
๏ Aim to regain market leadership with Boeing 787
Dreamliner
๏ Strategies of its business units and aligns with the
expectations and aspirations of the countries in
which it operates
๏ Research and development partnerships worldwide
in biofuels, manufacturing processes, structures and
robotics
22. Key Challenges
๏
๏ Synchronising thousands of designs and deliveries to
build an airplane
๏ Maintaining supply chains while evolving business
processes and technology
๏ Cost overruns
๏ 787: Offshore outsourcing disaster??
๏ Italian supplier Alenia Aeronautica: fuselage issue
๏ Rise in oil prices: affects whole industry
23. The pendulum swung too far
๏
๏ Boeing enthusiastically embraced outsourcing with intention to
โreduce the 787โฒs development time from six to four years and
development cost from $10 to $6 billion.โ
๏ The end result was the opposite. It reduced Boeing's ability to
supervise design and manufacture.
๏ The project was billions of dollars over budget and three years
behind schedule.
๏ โWe spent a lot more money in trying to recover than we ever would have
spent if weโd tried to keep the key technologies closer to home. The
pendulum swung too far.โ , Jim Albaugh, Chief of Commercial
Airplanes at Boeing