Aerospace Suppliers. study. Der unterschätzte Chief Operating Officer. Internationalization and Competitiveness of. Aerospace and Defense
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1 Aerospace and Defense Der unterschätzte Chief Operating Officer Internationalization and Competitiveness of Aerospace Suppliers study Making business consultancy knowledge available in practice
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3 Internationalization and Competitiveness of Aerospace Suppliers 03 Preface Ladies and Gentlemen, Increasing globalization is intensifying the pressure placed on the aerospace industry supply chain. Today, most of the suppliers in Europe are on Tier-2 and -3 level for new aircraft and helicopter programs. Tier-1 is increasingly occupied by large, international, usually multi-system equipment suppliers. These corporations increase the competitive pressure on SMEs (small and medium-sized enterprises); on the other hand, they are new customers for these suppliers. Likewise, the production ramp-ups for the A350, A320neo, and B737MAX programs make considerable industrial and personnel demands on the supply chain. In the long term, SMEs can only become suppliers with attractive work packages in future international aircraft programs if they have the skills needed to do business internationally. They have to be able to offer the technology competence expected by OEMs and Tier-1 companies in the form of own innovations, and they have to display commercial capabilities such as accepting risk sharing partnerships as well as management of sub-suppliers. To what extent aerospace suppliers already have this competence is investigated for the first time in this study on the basis of an exhaustive criteria set on a broad database. It is my hope that the results of the study would lead to a further intensification of the discussion between OEMs, Tier-1 companies, and suppliers as to what specific measures are to be introduced to further improve the competitiveness of the aerospace supply industry. Arndt Schoenemann Vice President Equipment and Materials German Aerospace Industries Association
4 04 Internationalization and Competitiveness of Aerospace Suppliers Editorial In the past years, due to the aerospace industry s progressing globalization, the internationalization capability of the supply chain, especially at levels below Tier-1 companies, has become increasingly important to keep program supply chains running smoothly as well as to avoid costly budget overruns and schedule delays. Although strengths and weaknesses of suppliers are widely discussed, so far no systematic analysis has been performed that is based on a broad sample of companies, integrating both the supplier and customer view, and assesses the role of support organizations like associations or trade development agencies in the internationalization process of suppliers. The study was initiated by ISC, the International Suppliers Center at ILA Berlin Air Show, and the business consultancy h&z. The motivation behind this initiative was to contribute to the ongoing discussion a systematic analysis of the internationalization capability of suppliers and to find starting points for improvement measures. In addition to BDLI, further aerospace associations and clusters across Germany and Europe actively supported our study. As a result, 135 aerospace supplier companies took part in a detailed online survey and voiced their perceptions of their company s internationalization capability. We conducted interviews with 12 aerospace OEMs and Tier-1 suppliers to identify the expectations they have as customers. The study team would like to thank all participants for their valuable contributions. The study brochure contains an excerpt of the extensive data and interview material we collected. In case you have further questions, please let us know. Michael Santo Jochen Schmid Germany Europe PATronage Supporters
5 Internationalization and Competitiveness of Aerospace Suppliers 05 Contents 06 Global aerospace supply chains need transformation 12 Where is the aerospace supplier industry today? 18 Size does not always matter future competitiveness portfolio 22 Role of support organizations 28 Recommendations to stakeholder groups 34 Conclusions 35 Methodology, online survey participants, interview partners
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