Critical building blocks for collaboration and growth in the global aerospace supply chain

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1 Critical building blocks for collaboration and growth in the global aerospace supply chain Jim Walters, Commercial Director

2 Who are we? DNA Group provides Global Supply Chain Development Supply Chain Development Operational Excellence Make vs Buy ERP & Supply Chain Systems Strategic Differentiation Global Offset Strategies Strategic Business Development Low Cost Supply Chain Integration

3 STRATEGIC GROWTH ROADMAP STRATEGIC DIFFERENTIATION & BUSINESS DEVELOPMENT Global Business Development Emerging Markets Offset Roadmap Global Supply Chain Integration Low Cost Supply Chain Development SUPPLY CHAIN DEVELOPMENT VALUE Cloud based supply chain systems Supply Chain Network Development Make vs Buy Supply Chain Performance Diagnostic & Benchmarking SUPPLIER DEVELOPMENT Centres of Manufacturing Excellence ERP / Sales & Operational Planning Continuous Improvement & Mentoring Leadership Development & Operational Excellence Foundation Operational Performance Diagnostic & Benchmarking TIME

4 Catalysts for Change emerging markets customer base has moved India, China, Middle East etc offset strategies dictate supply chain strategies new challenges and opportunities indigenous supply chain competition does not yet exist...but it will do very soon! immediate need for technology transfer partners global competition UK companies must focus on complexity to differentiate manufacturing complexity continued investment in plant, people & processes supply chain complexity extended enterprises, upstream / downstream partners collaborating for mutual benefit

5 Strategic Growth Options? Review commercial drivers for current/target end customers where in the world are they selling to? What are their emerging supply chain strategies? Do we want to retain/secure this customer? If so how do we become part of their offset solution? Or how do we offer differentiation through complexity management? What differentiates our business? Is it our approvals, systems, tacit knowhow, product range, supply chain partners or ability to manage complexity? How do we establish capability overseas without breaking the bank and negatively impact on our core business? How do we develop collaborative networks with upstream and downstream partners?

6 Option 1 invest in complexity Manufacturing complexity PLANT state-of-the-art equipment PEOPLE optimise utilisation of equipment, maximise flexibility PROCESS invest in business excellence and continuous improvement Supply Chain Complexity differentiation through integrated collaborative networks make vs buy avoid jack-of-all-trades and master-of-none -focus investment on core competences, become a centre of excellence and generate economies of scale [NB. in AOG / spares / concession environments customers pay for 1 stop shop responsiveness] let your partners invest in your non-core processes must have aligned business strategies, cultures, processes and systems

7 Option 1 supply chain integration

8 Option 1 supply chain integration

9 OpenBook supply chain integration Multi-lingual performance dashboards - multi-site consolidated vs. individual sites Service Level Performance, Sales, Productivity / Margin Analysis Management Team Single Point of Access Global Customer & Supply Base Multi-lingual performance dashboard / RFQ s / Service Level Agreements / Dynamic Order Book Status & Capacity Visibility / Inventory Supply Chain Order Book Status Multi-partner New Product Introduction Supply Chain Partner Supply Chain Partner Supply Chain Partner Supply Chain Partner Supply Chain Partner Supply Chain Partner

10 Option 2 develop overseas capability GLOBAL EMERGING ECONOMIES & OFFSET POLICIES Western Aerospace Company OEM Emerging Economy Company / Investor Technology Quality Approvals Order book immediate access to customers Technology Transfer Resource Develop Overseas Offset Strategy Unify strategy and align to OEM requirements MOU defining Unified Strategy & Objectives Develop Aerospace & Defence Strategy Investment Infrastructure & local governance/compliance Offset compliance Access to indigenous market Finalise Business Plan Joint Venture Agreement or Technology Transfer Agreement Industrialisation Plan PEOPLE / PLANT / PROCESS CRITICAL SUCCESS FACTORS Niche technology and/or differentiated value proposition OEM sponsorship Immediate start-up order book Leadership team Integrated supply chain Quick wins / track record

11 How to set-up global footprint Strategic Business Planning Alignment to core competency, investment strategy & market opportunity Technology Transfer JV s, Acquisitions, Technology Licensing Industrialisation People, Plant & Process Excellence Business Development Global sales, marketing & account management DNA-connex.com Cloud technology innovations

12 India Offset Opportunities India with its rapidly growing economy is emerging as a huge aerospace and defence market and with its potential, capabilities, pool of talent, knowledge, skill, low costs and significant offset opportunities, can emerge as a global hub for aerospace in manufacturing, design& engineering, MRO activities, civil aviation and space AeroDNA supports Western companies to develop strategic alliances, JV s and technology license partnerships with highly capitalised and ambitious Indian companies that are culturally aligned and offer access to new growth markets

13 India Offset Opportunities Indian public and private sectors participation in defence production will be substantial as procurements will be under category buy and make and buy global Defence procurement is $30bn in next 5years Offsets may be viewed as opportunity not obligation by exporting companies Estimated offsets c$15bn in next ten years Airbus -1,032 commercial aircraft over next 20 years valued at $138bn Boeing -1,150 commercial aircraft over next 20 years valued at $130bn Civil aerospace import of c.2182 civil aircraft and also substantial rise in global requirement of civil aircraft in next 20 years will require OEMs to enlarge their supply chain base and India will be a preferred outsourcing destination Indian aerospace industry requires high-end technologies, quality approvals and supply chain management expertise to world class standards Offsets and global outsourcing requirements for civil and military aerospace programmes offer great opportunities for Joint Ventures, Acquisitions and Technology Transfer Partnerships between ambitious Indian companies and leading global Aerospace & Defence companies

14 What next? Review make vs. buy and develop complexity differentiation strategy focused on continued investment in People, Plant & Processes. Engage regional aerospace alliances and embed operational excellence to benefit from best practice sharing and developing supply chain partnerships. DNA-Agile offers a suite of ERP and supply chain management solutions that can be integrated with legacy systems to drive supply chain connectivity and collaboration. AeroDNA can provide turnkey support to deliver a global supply chain strategy to benefits from low cost production and offset growth opportunities

15 Summary WHY and what are catalysts for change? If we don t somebody else will and we will lose our market WHAT should we do to remain competitive? Focus on complexity manufacturing and supply chain Establish overseas footprint offset and low cost HOWcan we do it and what should we look out for? Exploit government funded agencies and programmes Develop local & global supply chain partnerships WHATshould we do next? Develop growth strategy now and identify gaps Use partners to bridge gaps and navigate through process

16 DNA Growth Strategy Focus on core competences & develop centres of excellence Invest in technology and systems Develop strategic partnerships and extended enterprises Develop global footprint aligned to customer offset strategies & low cost opportunities...growth through complexity, operational excellence & global supply chain integration

17 Contact Details Jim Walters Commercial Director AeroDNA Ltd 3 South Preston Office Village Cuerden Way, Preston, PR5 6BL Tel: +44 (0) Fax: +44 (0) Mobile: +44 (0)

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