The military expenditures of major countries like the US, China, Russia, and India increased significantly in 2009, fueling growth in the global military market. The US and Europe remained the largest exporters of weapons, while Asia's military industry developed rapidly, led by China, Japan, India, and Israel. The document then provides details on revenue and business structure of prominent global defense companies like Lockheed Martin and BAE Systems, as well as Chinese defense groups including AVIC and CASC.
Next generation US military helicopter manufacturers losing ground to Asia and Europe
• Attack, Transport, and Utility Rotary Wing represents 43% (apx. 16,500 units) of total military aircraft fleets
• MRO spending in 2009 for Military Fleet generated $61 billion (38,500 units), expected to grow to $67.5 billion by 2018
• Rotorcraft market is strong, especially compared to declining sales in other aviation sectors
• 2009 Rotorcraft Export: Europe holds 55% of world market ($1.54 billion) while North America holds 38% ($1.071 billion)
The global aerospace and defense market grew by 9.8% in 2008 to $674.6 billion, and is forecasted to grow to $910 billion by
2013
• In 2008, the European aerospace and defense market generated $184.3 billion in total revenue, the Asian market generated
$124.6 billion, and the U.S. market generated $335.9 billion, capturing 49.8% of the global market
• Projected revenue over the next decade for the rotorcraft industry totals $143 billion for turbine rotorcraft and engine deliveries
- $27 billion for Civil airframe value
- $4 billion for Civil engine value
- $104 billion for Military airframe value
- $8 billion for Military engine value
• In 2009, new-build medium/heavy military rotorcraft revenues will be $6.7 billion, projected to be $10.3 billion in 2018
• Sikorsky Aircraft Corporation is expected to account for apx. 33% of the medium/heavy military rotorcraft market during
10-year forecast period
• Eurocopter experienced 30% decline in sales in 2009; lost civil sales being offset by military and governmental backlog
• Boeing Company’s Integrated Defense System (IDS) expects to generate $34 billion in 2009
• 16% of Boeing Company’s revenue is international sales, primarily from Asia and Middle East (expected to grow 20% by 2011)
Macro Drivers:
• The EU is incorporating airlines into Emissions Trading Scheme (ETS) starting in 2012
• Brazil signed a $1 billion contract for new EC 725 Cougars with Eurocopter in Dec 2008 making the Cougar the standard
medium helicopter for Brazilian Navy, Army and Airforce
• France and Germany have an emerging joint requirement for a Heavy Transport Helicopter with a service entry of 2020
• Turkey will be purchasing a fleet of 12 Mi-28 “Havoc” attack helicopters from Russia, and not the US-made Cobra attack
helicopters originally requested
• By 2015 Russia plans to triple its world market share for non-military helicopters to 15%
Global and china wafer foundry industry report, 2010ResearchInChina
The wafer foundry industry experienced significant growth in 2010, with output value projected to increase 37.8% to USD27.6 billion. The overall semiconductor industry output value was also expected to rise substantially. Key factors driving growth included economic recovery, fab-lite strategies by large companies outsourcing production, and increased capital expenditures by major foundries like TSMC and UMC to improve technology and capacity. However, the emergence of Global Foundries as a strong new competitor ended the previous competitive structure among industry leaders.
This document provides a business review for Tata Motors for Q3 FY13. It includes key financial highlights and performance summaries for Tata Motors standalone, Tata Motors consolidated, Jaguar Land Rover, and several Tata Motors subsidiaries. It also provides an overview of the Indian economic scenario in Q3 FY13, noting a GDP growth rate of 5.4% for the first half of FY13 and lackluster industrial and infrastructure growth. Inflation moderated to 7.25% in Q3 FY13 from 9.01% in the prior year period.
Presenter: Kalle Hagström, BAE Systems
With a approach to replace two legacy PLM systems, BAE systems Sweden performed an assessment of their requirements and possible vendors. This process and outcome will be presented as well as the specific requirements defense business have on a PLM system.
Financial Analysis of BAE Systems and Rolls Royce Aanchal Saxena
This document analyzes and compares the financial positions of BAE Systems and Rolls Royce based on their 2012 annual reports. It finds that while both companies operate in the UK aerospace and defense industry, Rolls Royce was more profitable in 2012, with higher gross margins, return on capital employed, and earnings per share. However, BAE Systems offered a higher dividend yield. Overall, Rolls Royce saw higher growth and increasing share prices compared to declining profits at BAE Systems.
Counterfeit Avoidance Through Purchasing Processes and Supplier Control - Liv...pzulueta
The document discusses observations from detecting counterfeit electronic components. It notes that inspection methods are designed to verify authentic parts, not detect counterfeits. Many counterfeits showed evidence of remarking, refurbishing, or being from multiple sources despite having identical markings. Properly detecting counterfeits requires accounting for the potential of forged markings disguising multiple part origins and adjusting inspection sampling accordingly.
The document provides an overview of various tactical vehicle programs from BAE Systems. It summarizes the Armored Multi-Purpose Vehicle (AMPV) program to replace aging M113 vehicles, the Paladin Integrated Management program to enhance M109A6 and M992A2 vehicles, the Bradley Family of Vehicles, and the Marine Personnel Carrier program. It also mentions the now cancelled Ground Combat Vehicle program and notes there are no current opportunities for the Caiman MRAP or M113 vehicles. It identifies global C4ISR platform integration as a potential future area and notes the Integrated Smart V vehicle program is not currently moving forward.
Next generation US military helicopter manufacturers losing ground to Asia and Europe
• Attack, Transport, and Utility Rotary Wing represents 43% (apx. 16,500 units) of total military aircraft fleets
• MRO spending in 2009 for Military Fleet generated $61 billion (38,500 units), expected to grow to $67.5 billion by 2018
• Rotorcraft market is strong, especially compared to declining sales in other aviation sectors
• 2009 Rotorcraft Export: Europe holds 55% of world market ($1.54 billion) while North America holds 38% ($1.071 billion)
The global aerospace and defense market grew by 9.8% in 2008 to $674.6 billion, and is forecasted to grow to $910 billion by
2013
• In 2008, the European aerospace and defense market generated $184.3 billion in total revenue, the Asian market generated
$124.6 billion, and the U.S. market generated $335.9 billion, capturing 49.8% of the global market
• Projected revenue over the next decade for the rotorcraft industry totals $143 billion for turbine rotorcraft and engine deliveries
- $27 billion for Civil airframe value
- $4 billion for Civil engine value
- $104 billion for Military airframe value
- $8 billion for Military engine value
• In 2009, new-build medium/heavy military rotorcraft revenues will be $6.7 billion, projected to be $10.3 billion in 2018
• Sikorsky Aircraft Corporation is expected to account for apx. 33% of the medium/heavy military rotorcraft market during
10-year forecast period
• Eurocopter experienced 30% decline in sales in 2009; lost civil sales being offset by military and governmental backlog
• Boeing Company’s Integrated Defense System (IDS) expects to generate $34 billion in 2009
• 16% of Boeing Company’s revenue is international sales, primarily from Asia and Middle East (expected to grow 20% by 2011)
Macro Drivers:
• The EU is incorporating airlines into Emissions Trading Scheme (ETS) starting in 2012
• Brazil signed a $1 billion contract for new EC 725 Cougars with Eurocopter in Dec 2008 making the Cougar the standard
medium helicopter for Brazilian Navy, Army and Airforce
• France and Germany have an emerging joint requirement for a Heavy Transport Helicopter with a service entry of 2020
• Turkey will be purchasing a fleet of 12 Mi-28 “Havoc” attack helicopters from Russia, and not the US-made Cobra attack
helicopters originally requested
• By 2015 Russia plans to triple its world market share for non-military helicopters to 15%
Global and china wafer foundry industry report, 2010ResearchInChina
The wafer foundry industry experienced significant growth in 2010, with output value projected to increase 37.8% to USD27.6 billion. The overall semiconductor industry output value was also expected to rise substantially. Key factors driving growth included economic recovery, fab-lite strategies by large companies outsourcing production, and increased capital expenditures by major foundries like TSMC and UMC to improve technology and capacity. However, the emergence of Global Foundries as a strong new competitor ended the previous competitive structure among industry leaders.
This document provides a business review for Tata Motors for Q3 FY13. It includes key financial highlights and performance summaries for Tata Motors standalone, Tata Motors consolidated, Jaguar Land Rover, and several Tata Motors subsidiaries. It also provides an overview of the Indian economic scenario in Q3 FY13, noting a GDP growth rate of 5.4% for the first half of FY13 and lackluster industrial and infrastructure growth. Inflation moderated to 7.25% in Q3 FY13 from 9.01% in the prior year period.
Presenter: Kalle Hagström, BAE Systems
With a approach to replace two legacy PLM systems, BAE systems Sweden performed an assessment of their requirements and possible vendors. This process and outcome will be presented as well as the specific requirements defense business have on a PLM system.
Financial Analysis of BAE Systems and Rolls Royce Aanchal Saxena
This document analyzes and compares the financial positions of BAE Systems and Rolls Royce based on their 2012 annual reports. It finds that while both companies operate in the UK aerospace and defense industry, Rolls Royce was more profitable in 2012, with higher gross margins, return on capital employed, and earnings per share. However, BAE Systems offered a higher dividend yield. Overall, Rolls Royce saw higher growth and increasing share prices compared to declining profits at BAE Systems.
Counterfeit Avoidance Through Purchasing Processes and Supplier Control - Liv...pzulueta
The document discusses observations from detecting counterfeit electronic components. It notes that inspection methods are designed to verify authentic parts, not detect counterfeits. Many counterfeits showed evidence of remarking, refurbishing, or being from multiple sources despite having identical markings. Properly detecting counterfeits requires accounting for the potential of forged markings disguising multiple part origins and adjusting inspection sampling accordingly.
The document provides an overview of various tactical vehicle programs from BAE Systems. It summarizes the Armored Multi-Purpose Vehicle (AMPV) program to replace aging M113 vehicles, the Paladin Integrated Management program to enhance M109A6 and M992A2 vehicles, the Bradley Family of Vehicles, and the Marine Personnel Carrier program. It also mentions the now cancelled Ground Combat Vehicle program and notes there are no current opportunities for the Caiman MRAP or M113 vehicles. It identifies global C4ISR platform integration as a potential future area and notes the Integrated Smart V vehicle program is not currently moving forward.
UK Spectrum Policy Forum - Jade McCready, BAE Systems -Defence Sector Briefin...techUK
UK Spectrum Policy Forum
Cluster 1 Meeting (Defence) – 30 September 2014
Jade McCready, Head of Electromagnetics, Military Air & Information, BAE Systems
Defence Sector Briefing on Behalf of BAE Systems
More information at: http://www.techuk.org/about/uk-spectrum-policy-forum
All rights reserved
BAE Systems Naval Ships – MARS to ERM Transformation by Ken McCrae, BAE SystemsAVEVA Group plc
BAE Systems were keen to have a project management and execution system that would provide the foundation for a step change in performance, as well as supporting continuous improvement throughout the programme. AVEVA ERM was found to provide that capability. Ken McCrae, BAE System’s Business Systems Manager presents the transformation process from MARS to ERM.
Find out more about how AVEVA can transform your business >> www.aveva.com
This document summarizes the responsibilities and tasks of an Electronic Engineer working for BAE Land System Dynamics from June 2012 to February 2014. Some of the key responsibilities included maintenance of the Hoefyster sight, development of the Gunner sight, integration and testing of sights, and training production technicians. Tasks involved minor modifications and software reloads on Hoefyster sights, development and testing of the new Gunner sight system, designing test equipment, writing procedures, and performing qualification testing.
The document discusses problems facing USAF image analysts, including too much data from different sources and spending too much time finding necessary data. It describes the USAF's goal of increasing workforce productivity to "do more with less". The USAF evaluated several technologies and ultimately selected GXP Xplorer for its intuitive search capabilities across data stores, and its integration with the SOCET GXP image exploitation tool. This allows analysts to quickly search for and access necessary imagery files without leaving their workflow. The solution aims to save analysts an average of 20 minutes per product generated.
Thank you for all video clips.
https://www.youtube.com/watch?v=HWZXinRwCaE (icbm)
https://www.youtube.com/watch?v=mE-q1IaPIUk (how missiles launch)
https://www.youtube.com/watch?v=SOXmVi3A_PI (satan R36)
https://www.youtube.com/watch?v=LvHlW1h_0XQ (LRASM)
The document provides a summary of Arthur P. McGregor's work experience, including his current role as Associate Director for Kinetic Weapons Technologies at the Office of the Assistant Secretary of Defense, where he oversees $750M in annual spending on kinetic weapons science and technology programs. It details his participation in reviews of major defense acquisition programs and technology assessments. The document also outlines his prior experience in university research programs at the Department of Defense and engineering roles related to night vision and electro-optical systems.
This document provides definitions and diagrams related to macroeconomics concepts including:
- Definitions of macroeconomics, national income, GDP, GNP, real GDP
- Circular flow diagrams showing flows between households, firms, government
- Components of aggregate demand and supply
- Causes of shifts in aggregate demand and short-run aggregate supply
- Business cycles and use of diagrams to illustrate macroeconomic goals
- Unemployment, inflation, and Phillips curve concepts
- Monetary and fiscal policy approaches and their strengths/weaknesses
Short-run economic fluctuations are caused by shifts in aggregate demand and aggregate supply. A decrease in aggregate demand causes output to fall in the short run as the economy enters a recession, with declining GDP and rising unemployment. In the long run, output returns to its natural rate. An adverse shift in aggregate supply also causes output to fall and can lead to stagflation, with both recession and inflation. Policymakers aim to stabilize output by influencing aggregate demand.
This week our students have had the opportunity to be part of real-time current events. With the media circus buzzing around Kony2012, Invisible Children, and the LRA – I created a (fairly) student-friendly powerpoint that objectively explains the background of Kony and the LRA. I am not getting into the hype surrounding supporters and opponents of Invisible Children, but have included them as well as other organizations at the end of the presentation to give students options regarding how to get involved.
No matter what people feel about Invisible Children, it’s obvious that they have created a successful awareness raising campaign. My students have had a lot of questions about the whole situation, so I created this powerpoint that I am now sharing with you.
The document discusses various macroeconomic concepts related to fiscal and monetary policy such as:
- Supply side policies can shift the LRAS curve to increase potential output without raising inflation.
- Fiscal policy tools like government spending, taxation, and transfers can be used for demand management.
- Monetary policy tools like interest rates can influence money supply and demand to impact output and inflation.
- Crowding out refers to how increased government spending and borrowing can reduce private investment by raising interest rates.
This document describes key macroeconomic concepts related to aggregate demand and aggregate supply, including:
1) The components of aggregate demand (C, I, G, X-M) and factors that can change each component.
2) The short-run and long-run aggregate supply curves and how costs of production and productivity can cause shifts.
3) Using AD/AS models to illustrate inflationary and deflationary gaps and analyze the effects of fiscal and monetary policy changes.
A2 Economics Exam Technique - Weesteps to Evaluationtutor2u
While low inflation used to be a top priority, it may no longer be appropriate given today's economic context. High unemployment and the risk of deflation are more immediate concerns. However, maintaining some inflation target is still important for long-term stability and investment. Overall, the appropriate policy priorities depend on weighing these different factors against the wider economic situation.
This document provides an overview of aggregate supply (AS) in macroeconomics. It defines aggregate supply as the quantity of goods and services producers are willing and able to supply at a given price level. The short-run aggregate supply curve shows the relationship between real GDP and the price level in the short-term. Factors like input costs, taxes, and supply shocks can cause the short-run AS curve to shift. In the long-run, aggregate supply is determined by factors of production and technology.
Movilidad de talento desde y hacia Estados Unidos AGMAGM Abogados
AGM Abogados sobre movilidad de talento desde y hacia Estados Unidos. Presentado por María Eugenia Blasco Rodellar en la Cambra de Comerç de Barcelona (jul16)
Nuestra Misión:
Prestar a nuestros clientes un asesoramiento jurídico personalizado y especializado, con comprensión del funcionamiento de su negocio y con capacidad para cubrir todas las necesidades jurídicas de la empresa.
AGM Abogados - Xian, la puerta de China.AGM Abogados
El documento presenta los servicios legales de AGM ABOGADOS y describe sus acciones para establecer una oficina de representación en Xian, China. En 2005, el bufete realizó un viaje a Xian para asistir a un encuentro empresarial y abrir su oficina a través de una entidad de desarrollo europeo en China. Más tarde ese año, recibieron visitas de delegaciones chinas y organizaron seminarios en varias ciudades para promover oportunidades de negocio entre España y la provincia de Shaanxi.
Este manual de identidad corporativa describe las pautas para el uso adecuado del logotipo, colores y tipografía de la marca. Explica que existen dos variantes del logotipo para los diferentes idiomas, y que también se puede usar el isotipo de forma independiente. Además, detalla cómo se deben aplicar correcta e incorrectamente el logotipo y el isotipo, los colores corporativos a utilizar, la tipografía standard, y algunos ejemplos básicos de aplicaciones como la tarjeta de visita y la hoja din A4.
Con más de 30 años de tradición, AGM ABOGADOS
se configura como una de las firmas de abogados
con más experiencia en ofrecer servicios jurídicos
adecuados, cubriendo a satisfacción todas las
necesidades de nuestros clientes.
Depuis plus de 30 ans, AGM AVOCATS offre des
services juridiques adaptés aux besoins de ses
clients.
En un mundo donde el concepto de moda es la globalización y todo está cada día más interrelacionado el individuo se difumina y el equipo se convierte en algo fundamental. En AGM ABOGADOS creemos firmemente que sólo el trabajo en equipo nos permite analizar los asuntos de nuestros clientes desde todos los ángulos y resolverlos sin omitir ninguna de sus implicaciones. Para ello contamos con un amplio equipo de abogados y economistas formados en los diversos ámbitos de actuación de las empresas capaces de ofrecer un asesoramiento global y profesional centrado en la resolución eficaz de los problemas de nuestros clientes.
Global aircraft galley equipment market research report 2017QYResearch
The document provides an overview and analysis of the global aircraft galley equipment market from 2017-2022. It discusses key players in the industry, types of galley equipment, and market segmentation by region and application. The analysis covers topics such as production capacity, manufacturing costs, distribution channels, technology trends, consumer preferences, economic factors, and market forecasts.
UK Spectrum Policy Forum - Jade McCready, BAE Systems -Defence Sector Briefin...techUK
UK Spectrum Policy Forum
Cluster 1 Meeting (Defence) – 30 September 2014
Jade McCready, Head of Electromagnetics, Military Air & Information, BAE Systems
Defence Sector Briefing on Behalf of BAE Systems
More information at: http://www.techuk.org/about/uk-spectrum-policy-forum
All rights reserved
BAE Systems Naval Ships – MARS to ERM Transformation by Ken McCrae, BAE SystemsAVEVA Group plc
BAE Systems were keen to have a project management and execution system that would provide the foundation for a step change in performance, as well as supporting continuous improvement throughout the programme. AVEVA ERM was found to provide that capability. Ken McCrae, BAE System’s Business Systems Manager presents the transformation process from MARS to ERM.
Find out more about how AVEVA can transform your business >> www.aveva.com
This document summarizes the responsibilities and tasks of an Electronic Engineer working for BAE Land System Dynamics from June 2012 to February 2014. Some of the key responsibilities included maintenance of the Hoefyster sight, development of the Gunner sight, integration and testing of sights, and training production technicians. Tasks involved minor modifications and software reloads on Hoefyster sights, development and testing of the new Gunner sight system, designing test equipment, writing procedures, and performing qualification testing.
The document discusses problems facing USAF image analysts, including too much data from different sources and spending too much time finding necessary data. It describes the USAF's goal of increasing workforce productivity to "do more with less". The USAF evaluated several technologies and ultimately selected GXP Xplorer for its intuitive search capabilities across data stores, and its integration with the SOCET GXP image exploitation tool. This allows analysts to quickly search for and access necessary imagery files without leaving their workflow. The solution aims to save analysts an average of 20 minutes per product generated.
Thank you for all video clips.
https://www.youtube.com/watch?v=HWZXinRwCaE (icbm)
https://www.youtube.com/watch?v=mE-q1IaPIUk (how missiles launch)
https://www.youtube.com/watch?v=SOXmVi3A_PI (satan R36)
https://www.youtube.com/watch?v=LvHlW1h_0XQ (LRASM)
The document provides a summary of Arthur P. McGregor's work experience, including his current role as Associate Director for Kinetic Weapons Technologies at the Office of the Assistant Secretary of Defense, where he oversees $750M in annual spending on kinetic weapons science and technology programs. It details his participation in reviews of major defense acquisition programs and technology assessments. The document also outlines his prior experience in university research programs at the Department of Defense and engineering roles related to night vision and electro-optical systems.
This document provides definitions and diagrams related to macroeconomics concepts including:
- Definitions of macroeconomics, national income, GDP, GNP, real GDP
- Circular flow diagrams showing flows between households, firms, government
- Components of aggregate demand and supply
- Causes of shifts in aggregate demand and short-run aggregate supply
- Business cycles and use of diagrams to illustrate macroeconomic goals
- Unemployment, inflation, and Phillips curve concepts
- Monetary and fiscal policy approaches and their strengths/weaknesses
Short-run economic fluctuations are caused by shifts in aggregate demand and aggregate supply. A decrease in aggregate demand causes output to fall in the short run as the economy enters a recession, with declining GDP and rising unemployment. In the long run, output returns to its natural rate. An adverse shift in aggregate supply also causes output to fall and can lead to stagflation, with both recession and inflation. Policymakers aim to stabilize output by influencing aggregate demand.
This week our students have had the opportunity to be part of real-time current events. With the media circus buzzing around Kony2012, Invisible Children, and the LRA – I created a (fairly) student-friendly powerpoint that objectively explains the background of Kony and the LRA. I am not getting into the hype surrounding supporters and opponents of Invisible Children, but have included them as well as other organizations at the end of the presentation to give students options regarding how to get involved.
No matter what people feel about Invisible Children, it’s obvious that they have created a successful awareness raising campaign. My students have had a lot of questions about the whole situation, so I created this powerpoint that I am now sharing with you.
The document discusses various macroeconomic concepts related to fiscal and monetary policy such as:
- Supply side policies can shift the LRAS curve to increase potential output without raising inflation.
- Fiscal policy tools like government spending, taxation, and transfers can be used for demand management.
- Monetary policy tools like interest rates can influence money supply and demand to impact output and inflation.
- Crowding out refers to how increased government spending and borrowing can reduce private investment by raising interest rates.
This document describes key macroeconomic concepts related to aggregate demand and aggregate supply, including:
1) The components of aggregate demand (C, I, G, X-M) and factors that can change each component.
2) The short-run and long-run aggregate supply curves and how costs of production and productivity can cause shifts.
3) Using AD/AS models to illustrate inflationary and deflationary gaps and analyze the effects of fiscal and monetary policy changes.
A2 Economics Exam Technique - Weesteps to Evaluationtutor2u
While low inflation used to be a top priority, it may no longer be appropriate given today's economic context. High unemployment and the risk of deflation are more immediate concerns. However, maintaining some inflation target is still important for long-term stability and investment. Overall, the appropriate policy priorities depend on weighing these different factors against the wider economic situation.
This document provides an overview of aggregate supply (AS) in macroeconomics. It defines aggregate supply as the quantity of goods and services producers are willing and able to supply at a given price level. The short-run aggregate supply curve shows the relationship between real GDP and the price level in the short-term. Factors like input costs, taxes, and supply shocks can cause the short-run AS curve to shift. In the long-run, aggregate supply is determined by factors of production and technology.
Movilidad de talento desde y hacia Estados Unidos AGMAGM Abogados
AGM Abogados sobre movilidad de talento desde y hacia Estados Unidos. Presentado por María Eugenia Blasco Rodellar en la Cambra de Comerç de Barcelona (jul16)
Nuestra Misión:
Prestar a nuestros clientes un asesoramiento jurídico personalizado y especializado, con comprensión del funcionamiento de su negocio y con capacidad para cubrir todas las necesidades jurídicas de la empresa.
AGM Abogados - Xian, la puerta de China.AGM Abogados
El documento presenta los servicios legales de AGM ABOGADOS y describe sus acciones para establecer una oficina de representación en Xian, China. En 2005, el bufete realizó un viaje a Xian para asistir a un encuentro empresarial y abrir su oficina a través de una entidad de desarrollo europeo en China. Más tarde ese año, recibieron visitas de delegaciones chinas y organizaron seminarios en varias ciudades para promover oportunidades de negocio entre España y la provincia de Shaanxi.
Este manual de identidad corporativa describe las pautas para el uso adecuado del logotipo, colores y tipografía de la marca. Explica que existen dos variantes del logotipo para los diferentes idiomas, y que también se puede usar el isotipo de forma independiente. Además, detalla cómo se deben aplicar correcta e incorrectamente el logotipo y el isotipo, los colores corporativos a utilizar, la tipografía standard, y algunos ejemplos básicos de aplicaciones como la tarjeta de visita y la hoja din A4.
Con más de 30 años de tradición, AGM ABOGADOS
se configura como una de las firmas de abogados
con más experiencia en ofrecer servicios jurídicos
adecuados, cubriendo a satisfacción todas las
necesidades de nuestros clientes.
Depuis plus de 30 ans, AGM AVOCATS offre des
services juridiques adaptés aux besoins de ses
clients.
En un mundo donde el concepto de moda es la globalización y todo está cada día más interrelacionado el individuo se difumina y el equipo se convierte en algo fundamental. En AGM ABOGADOS creemos firmemente que sólo el trabajo en equipo nos permite analizar los asuntos de nuestros clientes desde todos los ángulos y resolverlos sin omitir ninguna de sus implicaciones. Para ello contamos con un amplio equipo de abogados y economistas formados en los diversos ámbitos de actuación de las empresas capaces de ofrecer un asesoramiento global y profesional centrado en la resolución eficaz de los problemas de nuestros clientes.
Global aircraft galley equipment market research report 2017QYResearch
The document provides an overview and analysis of the global aircraft galley equipment market from 2017-2022. It discusses key players in the industry, types of galley equipment, and market segmentation by region and application. The analysis covers topics such as production capacity, manufacturing costs, distribution channels, technology trends, consumer preferences, economic factors, and market forecasts.
Top 20 Unmanned Aerial Vehicles Systems (UAV/UAS) Companies 2014Visiongain
This document provides an overview and analysis of the top 20 unmanned aerial vehicle (UAV) companies in 2014. It examines each company's products, contracts, competitors and growth prospects. The document focuses on major submarkets for UAVs, including high altitude long endurance (HALE), medium altitude long endurance (MALE), tactical, small and micro, unmanned combat aerial vehicles (UCAV) and rotorcraft. Leading companies discussed include General Atomics Aeronautical Systems, Israel Aerospace Industries Ltd, AeroVironment Inc. and more.
Milco should focus on MRO and expand to new geographies. Specifically, Milco should:
- Grow its MRO business globally as the industry is growing and Milco has a large market share.
- Maintain its military flight simulator business as it is Milco's core competency.
- Expand its military facility construction business into new markets like South Asia and Central Africa while exiting the saturated US market.
Detailed Project Report on Setting up a Aluminum Manufacturing PlantIMARC Group
The report provides a complete roadmap for setting up an aluminum manufacturing plant. It covers a comprehensive market overview to micro-level information such as unit operations involved, raw material requirements, utility requirements, infrastructure requirements, machinery and technology requirements, manpower requirements, packaging requirements, transportation requirements, etc.
More Info:- https://www.imarcgroup.com/aluminum-manufacturing-plant-project-report
Semiconductor equipment industry report, 2009168report
This document provides a 116-page report on the semiconductor equipment industry in 2009. It summarizes the drastic decline in the industry from 2007 to 2009, with nearly all manufacturers seeing less than half of their 2007 revenue levels. The report analyzes market trends for various semiconductor equipment manufacturers and segments, including lithography, wafer fabrication, memory, and IDM. It also profiles the top 20 semiconductor equipment companies and examines their financial performance over this period.
Boeing is the world's largest aerospace company founded in 1916. It operates commercial and military aircraft and defense systems. Boeing employs over 158,000 people globally and is a leading U.S. exporter. It has two main business sectors, Commercial Airplanes and Integrated Defense Systems, and operates through five principal segments. Boeing faces challenges from the global economic slowdown and changes in defense budgets but maintains a strong order backlog and focus on innovation.
Société générale beyond europe conferenceEmbraer RI
The document provides an overview of Embraer's recent financial and operational performance. In the first quarter of 2010, Embraer delivered 41 aircraft, including 21 commercial jets and 19 executive jets. Net revenues were US$990 million with an EBIT of US$57 million and net income of US$35 million. The backlog remained strong at US$16 billion, covering 3.2 years of annual revenues. Key programs like the KC-390 and Phenom 300 remain on track. Overall, Embraer achieved its operational targets for the quarter and remains well positioned in the aviation industry.
Global and china notebook pc industry report, 2009ResearchInChina
The document provides an overview of the global and China laptop industry in 2009-2010, discussing key trends such as declining prices, the rise of netbooks, and growth opportunities in emerging markets, and covering major companies and components across the laptop supply chain.
Embraer reported strong financial results for 2004, with record net revenues and net income. However, recovery in the airline industry has been slower than expected. Embraer received several new orders for its EMBRAER 170 and 190 models from airlines. It also won a major defense contract as part of a Lockheed Martin team. Embraer aims to deliver 145 jets in 2005 and projects continued growth in 2006, driven by its commercial aviation segment.
The document outlines the key topics to be covered in Chapter 2, which includes operations strategy in a global environment. Some of the major sections covered are global company profiles of Boeing and other multinational corporations, achieving competitive advantage through operations, developing missions and strategies, and global operations strategy options. The learning objectives are also provided which indicate students should be able to define operations management concepts and strategies used by global companies.
Global and china passive component industry report, 2009ResearchInChina
Passive components like resistors, capacitors, and inductors make up over 60% of the output value of the passive components industry. Capacitors account for the largest share at around 60%. While module products make up 20% of the output value, most are produced by passive component manufacturers. MLCC and aluminum capacitors combined account for over 60% of the total industry value. The document discusses the market shares and revenues of major passive component manufacturers.
For an Executive Summary of this report please contact ediz.ibrahim@visiongain.com (+44 (0)20 7549 9976) or refer to our website http://www.visiongain.com/Report/1185/Leading-20-Airborne-ISR-%28Intelligence-Surveillance-Reconnaissance%29-Companies-2014
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Global and china military industry report, 2009 2010
1. The year 2009 witnessed the large increase of global military
expenditure. The military expenditure of the USA, China, Russia,
and India saw a year-on-year rise of 7%, 14.9%, 27%, and 24%
respectively. The robust growth of military expenditure worldwide
will fuel the demand of global military market. Still, the USA and
Europe remain the major exporting areas of weaponry, while the
military industry of Asian region has developed rapidly during the
recent years, mainly contributed by such nations as China,
Japan, India and Israel. The rest of the world, including Africa
and
Latin America, is still the importing regions of armament
products.
Global and China Military Industry Report,
2009-2010
2. The substantial increase of global military expenditure in 2009 obviously promoted the major military enterprises
across the world and the operating revenue of all chief military magnates including Lockheed Martin (USA) and BAE
Systems (Britain) grew significantly. Against 2008, the operating revenue of Lockheed Martin and BAE Systems in
2009 rose by 6% and 17% respectively.
Operating Revenue of Global Major Military Enterprises, 2009 (Unit: US$ bn)
Source: ResearchInChina
3. As for the military industry of China, the relatively fast growth of China’s military expenditure in recent years has
been the main drive for the development of Chinese military enterprises. The domestic key military industrial
groups, including Aviation Industry Corporation of China, China North Industries Group Corporation, China
Shipbuilding Industry Corporation, etc., are accelerating the further reorganization in property rights and structure,
based on the traditional transfer of military-to-civil business. The securitization of military industrial assets is given
priority to be geared. Among the listed companies subordinated to the current military industrial groups, taking
China Aerospace Times Electronics Co., Ltd as an example, in 2009, the operating revenue of its businesses like
rocket, satellite, micro-electronics and precision-guided counterwork accounted for 79.5% of the company’s total
revenue, forming the major driving force for the rising benefits of the company.
4. Table of Contents
• 1 Overview of Global Military Industry
• 1.1 Definition and Classification
• 1.2 Growth of Global Defense Budget
• 1.3 Supply & Demand
• 2 Major Military Enterprises Worldwide
• 2.1 Boeing
• 2.1.1 Profile
• 2.1.2 Operation
• 2.1.3 Military Business
• 2.2 Lockheed Martin
• 2.2.1 Profile
• 2.2.2 Operation
• 2.2.3 Main Military Business
• 2.3 Northrop Grumman
• 2.3.1 Profile
• 2.3.2 Main Military Business
• 2.3.3 Operation
• 2.4 BAE Systems
• 2.4.1 Profile
• 2.4.2 Operation
• 2.4.3 Main Military Business
• 2.5 Raytheon
• 2.5.1 Profile
• 2.5.2 Operation
• 2.5.3 Main Military Business
• 2.6 EADS
• 2.6.1 Profile
• 2.6.2 Operation
• 2.6.3 Main Military Business
• 2.7 Thales
• 2.7.1 Profile
• 2.7.2 Orders
• 2.7.3 Operation
• 2.8 General Dynamics
• 2.8.1 Profile
5. • 2.8.2 Operation
• 2.9 Finmeccanica
• 2.9.1 Profile
• 2.9.2 Operation
• 2.9.3 Main Military Business
• 2.10 L-3 Communications
• 2.10.1 Profile
• 2.10.2 Operation
• 2.10.3 Main Military Business
• 2.11 United Technologies
• 2.11.1 Profile
• 2.11.2 Operation
• 2.11.3 Main Military Business
• 2.12 Honeywell
• 2.12.1 Profile
• 2.12.2 Operation
• 2.12.3 Main Military Business
• 2.13 Rheinmetall
• 2.13.1 Profile
• 2.13.2 Operation
• 2.14 ATK
• 2.14.1 Profile
• 2.14.2 Operation
• 2.15 Rolls-Royce
• 2.15.1 Profile
• 2.15.2 Operation
• 2.15.3 Main Military Business
• 3 Development Environment of China Military
Industry
• 3.1 Status Quo of China National Defense
Equipment
• 3.2 Growth of China National Defense Budget
• 4 Current Development of China Military Industry
• 4.1 Overview
• 4.1.1 Industrial Distribution
• 4.1.2 Integration
• 4.2 Development of China Land Warfare Equipment
Industry
• 4.3 Development of China Aerospace Weapon
Equipment Industry
6. • 4.4 Development of China Aviation Military
Equipment Industry
• 5 Key Military Enterprises in China
• 5.1 Aviation Industry Corporation of China
• 5.1.1 Profile
• 5.1.2 Operation
• 5.1.3 Integration of Subsidiaries
• 5.1.4 Operation of Subordinated Listed
Companies
• 5.1.5 Xi'an Aircraft International Corporation
• 5.1.6 Hafei Aviation Industry Co., Ltd.
• 5.1.7 Xi’an Aero-Engine PLC
• 5.1.8 Hongdu Aviation Industry Group
• 5.2 China North Industries Group Corporation
• 5.2.1 Profile
• 5.2.2 Operation
• 5.2.3 Integration of Subsidiaries
• 5.2.4 Operation of Subordinated Listed
Companies
• 5.2.5 China North Optical-Electrical Technology
Co., Ltd.
• 5.2.6 Hubei New Hua Guang Information Materials
• 5.3 China Ordnance Equipment Group
Corporation
• 5.3.1 Profile
• 5.3.2 Operation
• 5.3.3 Integration of Subsidiaries
• 5.3.4 Operation of Subordinated Listed
Companies
• 5.3.5 Yunnan Xiyi Industrial Co., Ltd.
• 5.4 China Aerospace Science and Technology
Corporation
• 5.4.1 Profile
• 5.4.2 Operation
• 5.4.3 Integration of Subsidiaries
• 5.4.4 Operation of Subordinated Listed
Companies
• 5.4.5 China Spacesat Co., Ltd.
• 5.4.6 China Aerospace Times Electronics Co., Ltd
• 5.5 China Aerospace Science & Industry Corp.
• 5.5.1 Profile
• 5.5.2 Operation
• 5.5.3 Integration of Subsidiaries
• 5.5.4 Operation of Subordinated Listed
Companies
7. • 5.5.7 Guizhou Space Appliance Co., Ltd.
• 5.6 China Shipbuilding Industry Corporation
• 5.6.1 Profile
• 5.6.2 Operation
• 5.6.3 Operation of Subordinated Listed
Companies
• 5.6.4 China Shipbuilding Industry Company
Limited
• 5.7 China State Shipbuilding Corporation
• 5.7.1 Profile
• 5.7.2 Operation
• 5.7.3 Operation of Subordinated Listed
Companies
• 5.7.4 China CSSC Holdings Limited
• 5.7.5 Guangzhou Shipyard International Co., Ltd.
8. Selected Charts
• National Defense Budget (Military Expenditure) Increase of Global Major Countries,
2009
• Defense Revenue of Global Top 100 Military Enterprises by Region, 2007
• Regional Distribution of Global Top 100 Military Enterprises, 2007
• Market Share of Global Top 10 Exporting Countries of Military Trade, 2008
• Market Share of Global Top 10 Importing Countries of Military Trade, 2008
• Main Business Structure of Boeing, 2009
• Operating Revenue and Net Profit of Boeing, 2005-2009
• Main Military Products of Boeing, 2009
• Military Business Revenue Growth of Boeing, 2005-2009
• Military Business Revenue Structure of Boeing, 2009
• Delivery of Newly-Built Military Aircrafts by Boeing, 2007-2009
• Delivery of Delta Launch Vehicle and Newly-Built Satellites by Boeing, 2007-2009
• Main Military Products of Lockheed Martin, 2009
• Operating Revenue and Net Profit of Lockheed Martin, 2005-2009
• Main Business Revenue Comparison of Lockheed Martin, 2007-2009
• Main Business Profit Comparison of Lockheed Martin, 2007-2009
• Aeronautics Financial Performance of Lockheed Martin, 2007-2009
• Revenue Structure of Aeronautics Operating in Lockheed Martin, 2009
• Financial Performance of Electronic Systems in Lockheed Martin, 2007-2009
• Operating Revenue Structure of Electronic Systems in Lockheed Martin, 2009
• Financial Performance of Information Systems & Global Services in Lockheed
Martin, 2007-2009
9. • Operating Revenue Structure of Information Systems & Global Services in Lockheed
Martin, 2009
• Operating Revenue Structure of Space Systems in Lockheed Martin, 2009
• Operating Revenue and Net Profit of Northrop Grumman, 2005-2009
• Main Business Revenue Structure of Northrop Grumman, 2009
• Main Business Operating Profit of Northrop Grumman, 2008-2009
• Order Amount Growth of BAE, 2005-2009
• Operating Revenue of BAE, 2005-2009
• EBITA Growth of BAE, 2005-2009
• Main Business Revenue Structure of BAE, 2009
• Operating Revenue Structure of BAE Land & Armaments, 2009
• Operating Revenue Structure of BAE Programmes and Support, 2009
• Operating Revenue Structure of BAE Electronics, Intelligence and Support, 2009
• Operating Revenue Structure of BAE International, 2009
• Operating Revenue and Net Profit of Raytheon, 2005-2009
• Main Business Revenue Structure of Raytheon, 2009
• Financial Performance of Integrated Defense Systems of Raytheon, 2009
• Financial Performance of Intelligence and Information Systems of Raytheon, 2009
• Financial Performance of Missile Systems of Raytheon, 2009
• Financial Performance of Network Centric Systems of Raytheon, 2009
• Financial Performance of Space and Airborne Systems of Raytheon, 2009
• Financial Performance of Technical Services of Raytheon, 2009
• Main Business Revenue Structure of EADS, 2009
• Operating Revenue and Net Profit of EADS, 2005-2009
• Delivery and Order Growth of Airbus Military, 2009
• Financial Performance of Eurocopter in EADS, 2009
10. • Financial Performance of Defence & Security in EADS, 2009
• Financial Performance of Astrium in EADS, 2009
• Order Structure of Thales, 2009
• Operating Revenue Structure of Thales, 2009
• Main Business EBIT Comparison of Thales, 2009
• General Dynamics Revenue by Group, 2005-2009
• General Dynamics Backlog, 2005-2009
• Financial Performance of Finmeccanica, FY2008-FY2009
• Financial Performance of Finmeccanica Helicopter Sector, 2008-2009
• Revenue Structure of Finmeccanica Helicopter Sector, 2009
• Financial Performance of Finmeccanica Defence Electronics and Security Sector,
2008-2009
• Revenue Structure of Finmeccanica Defence Electronics and Security Sector,
2009
• Financial Performance of Finmeccanica Aeronautics Sector, 2008-2009
• Revenue Structure of Finmeccanica Aeronautics Sector, 2009
• Financial Performance of Finmeccanica Space Sector, 2008-2009
• Revenue Structure of Finmeccanica Space Sector, 2009
• Financial Performance of Finmeccanica Defence Systems Sector, 2008-2009
• Revenue Structure of Finmeccanica Defence Systems Sector, 2009
• Net Income and After-tax Profit of L-3 Communications, 2005-2009
• Main Business Revenue Structure of United Technologies, 2007-2009
• Operating Revenue and Net Profit of United Technologies, 2005-2009
• Operating Revenue and Profit of Pratt & Whitney, 2007-2009
• Operating Revenue and Profit of Hamilton Sundstrand, 2007-2009
• Operating Revenue and Profit of Hamilton Sundstrand, 2007-2009
11. • Sales Revenue and Net Profit of Honeywell, 2005-2009
• Main Business Revenue Structure of Honeywell, 2009
• Operating Revenue Structure of Aviation Business of Honeywell, 2007-2009
• Financial Performance of Rheinmetall, 2005-2009
• Sales Revenue Structure of Rheinmetall, 2009
• Rheinmetall EBIT, 2009
• Rheinmetall Order Intake, 2008-2009
• Rheinmetall Order Intake, 2008-2009
• Downstream Clients’ Contribution to Operating Revenue of ATK, FY2009
• Operating Revenue Structure of ATK, FY2009
• Operating Revenue Structure of Rolls-Royce, 2009
• Operating Revenue and Operating Profit of Rolls-Royce, 2008-2009
• Financial Performance of Defense & Aerospace Operations in Rolls-Royce, 2008-
2009
• Revenue Structure of Defense & Aerospace Operations in Rolls-Royce, 2009
• Engine Delivery of Rolls-Royce, 2005-2009
• Financial Performance of Rolls-Royce Marine, 2008-2009
• Revenue Structure of Rolls-Royce Marine, 2009
• Expenditure Structure of China National Defense Budget, 2009
• Current Equipment Level of Chinese Army
• Proportion of China National Defense Budget in GDP, 1952-2010
• Expenditure of China National Defense Budget, 2000-2010
• Scattered Distribution of Military Aircraft Enterprises in China
• Capital Operation Sketch Map of China Military Enterprises
• Distribution of Enterprises of Major Land Warfare Equipment in China
• Distribution of Enterprises of Aerospace Weapon Equipment in China
12. • Distribution of Manufacturers of Military Aircraft in China
• Revenue and Profit of Aviation Industry Corporation of China, 2005-2009
• Assets and Main Business of Subsidiaries of Aviation Industry Corporation of
China
• Assets of Subsidiaries and Listed Companies of Aviation Industry Corporation of
China, 2009
• Capital Operation of Listed Companies of Aviation Industry Corporation of China
• Operating Revenue and Net Profit of Listed Companies of Aviation Industry
Corporation of China, 2009
• Operating Revenue Structure of Xi'an Aircraft International Corporation, 2009
• Operating Revenue and Net Profit of Xi'an Aircraft International Corporation, 2007-
2009
• Operating Revenue Structure of Hafei Aviation Industry Co., Ltd., 2009
• Operating Revenue and Net Profit of Hafei Aviation Industry Co., Ltd., 2007-2009
• Operating Revenue Structure of Xi’an Aero-Engine PLC, 2009
• Operating Revenue and Net Profit of Xi’an Aero-Engine PLC, 2007-2009
• Operating Revenue Structure of Hongdu Aviation Industry Group, 2009
• Operating Revenue and Net Profit of Hongdu Aviation Industry Group, 2007-2009
• Revenue and Profit of China North Industries Group Corporation, 2006-2009
• Completed Restructuring of China North Industries Group Corporation
• Restructuring Outlook of China North Industries Group Corporation
• Operating Revenue and Net Profit of Listed Companies of China North Industries
Group Corporation, 2009
• Operating Revenue and Net Profit of China North Optical-Electrical Technology
Co., Ltd., 2007-2009
• Operating Revenue Structure of Main Military Business of China North Optical-
Electrical Technology Co., Ltd., 2006-2011
• Defense Assets of Sicong Group Purchased by Hubei New Hua Guang Information
Materials Co., Ltd
13. • Purchased by Hubei New Hua Guang Information Materials Co., Ltd , 2006-2009
• Revenue and Profit of China Ordnance Equipment Group Corporation, 2006-2009
• Operating Revenue Structure of China Ordnance Equipment Group Corporation,
2009
• Civil Products Business Integration of China Ordnance Equipment Group
Corporation, 2009
• Strategic Target of China Ordnance Equipment Group Corporation, 622 Strategy VS
211 Strategy
• Operating Revenue and Net Profit of Listed Companies of China Ordnance
Equipment Group Corporation, 2009
• Operating Revenue Structure of Yunnan Xiyi Industrial Co., Ltd., 2009
• Operating Revenue and Sales Gross Profit Margin of Military Products Business of
Yunnan Xiyi Industrial Co., Ltd., 2008-2009
• Revenue and Profit of China Aerospace Science and Technology Corporation, 2006-
2009
• Operating Revenue and Net Profit of Listed Companies of China Aerospace Science
and Technology Corporation, 2009
• Operating Revenue Structure of China Spacesat Co., Ltd., 2009
• Operating Revenue and Net Profit of China Spacesat Co., Ltd., 2007-2009
• Operating Revenue Structure of China Aerospace Times Electronics Co., Ltd, 2009
• Operating Revenue and Net Profit of China Aerospace Times Electronics Co., Ltd,
2007-2009
• Proportion of Military & Civil Business of China Aerospace Times Electronics Co.,
Ltd,2009
• Revenue and Profit of China Aerospace Science & Industry Corp., 2004-2009
• Capital Operation of China Aerospace Science & Industry Corp., 2009
14. • Operating Revenue and Net Profit of Listed Companies of China Aerospace Science
& Industry Corp., 2009
• Operating Revenue Structure of Aerospace Hi-Tech Holding Group Co., Ltd., 2009
• Operating Revenue and Net Profit of Aerospace Hi-Tech Holding Group Co., Ltd.,
2007-2009
• Operating Revenue Structure of Aerosun Co., Ltd, 2009
• Operating Revenue and Net Profit of Aerosun Co., Ltd, 2007-2009
• Operating Revenue Structure of Guizhou Space Appliance Co., Ltd., 2009
• Operating Revenue and Net Profit of Guizhou Space Appliance Co., Ltd., 2007-2009
• Revenue and Profit of China Shipbuilding Industry Corporation, 2006-2009
• Operating Revenue and Net Profit of Listed Companies of China Shipbuilding
Industry Corporation, 2009
• Operating Revenue Structure of China Shipbuilding Industry Company Limited, 2009
• Operating Revenue and Net Profit of China Shipbuilding Industry Company Limited,
2007-2009
• Revenue and Profit of China State Shipbuilding Corporation, 2006-2009
• Operating Revenue and Net Profit of Listed Companies of China State Shipbuilding
Corporation, 2009
• Main Business Revenue Structure of China CSSC Holdings Limited, 2009
• Operating Revenue and Net Profit of China CSSC Holdings Limited, 2006-2009
• Operating Revenue and Net Profit of Guangzhou Shipyard International Co., Ltd,
2006-2009
• Operating Revenue Structure of Guangzhou Shipyard International Co., Ltd, 2009
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Publication date: June 2010
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