...Abstract Skirosky and Tata joint venture to build S-92 cabins in India on a Greenfield facility is a business decision which can prove to be profitable for the United States and India based companies. There are pros and cons to the approach but can be quite profitable for both firms. A brief overview of both organizations is given, with their approach to the joint venture. An outline of possible challenges each organization could face along with followed with some recommendation as to how to overcome the challenges the companies may face. Sikorsky and TATA Joint Venture The Sikorsky Manufacturing Corporation was established in 1925 in Long Island New York by Igor Sikorsky a native of Russia who immigrated to the United States and restarted his aviation career after successfully designing a four engine craft. The company’s later became The Sikorsky Aviation Corporation. In 1929 after Sikorsky purchased land in Connecticut the company became a division of United Technologies Corporations. Sikorsky Aviation manufacture and designs fixed-wing aircrafts, military and commercial helicopter’s, spare parts and maintenance, repair and overhaul services for helicopters and fixed-wing aircraft; and civil helicopter operations (Skirosky.com, 2012). Sikorsky helicopters are used by all branches of the army, along with military services and commercial operators in 40 nations (Sikorsky.com, 2012). Sikorsky is the prime contractor in the U.S. Army’s UH-60M...
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...ePAPER ON “SUPPLY CHAIN MANAGEMENT IN AEROSPACE INDUSTRY” By- GROUP A3 PGPM1013-006- Anshul Maheshwari PGPM1013-043- Rashmi Ranjan Padhi PGPM1013-060- Vamsi Korlepara PGPM1013-082- Keshav Mishra TABLE OF CONTENTS 1. Cover Page………………………………………………………………………………………………….………….………………………………...1 2. Table of Contents………………………………………………………………………………………….…………………………………………..2 3. Executive Summary………………………………………………………………………………………….……………………………………… 3 4. Introduction……………………………………………………………………………………………………….………………………………………4 5. Aerospace Supply Chain Process………………………………………………………………………….…………………………………….5 6. Description of 5 stages………………………………………………………………………………………….…………………………………..6 7. Global Aerospace Supply Chain……………………………………………………………………………….…………………………………7 8. Sourcing in Aerospace Industry………………………………………………………………………………………………………………8-9 9. Need for Supply Chain in Aerospace Industry……………………………………………………………………………………..10-11 10. Major Aircraft components………………………………………………………………………………………………………………………12 11. Supply chain of Boeing components world wide………………………………………………………………………………………15 12. Criterion for adopting Supply Chain strategies…………………………………………………………………………………….17-18 13. Who does it?.......................................................................................................................................19-20 14. What technology enablers are used?........................................................................................
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...comprises of seven large companies; Pratt & Whitney, Otis, Carrier, Sikorsky, UTC Fire & Security, Hamilton Sundstrand, and UTC Power. Respectively, their products and services are aircraft/space shuttle engines, elevators and escalators, heating and air conditioning, helicopters, fire and security systems, aerospace systems, and power fuel cells (About UTC, 2011). United Technologies is a billion-dollar company. Last year, it revenue was 54.33 billion dollars, net income was 4.3 billion dollars, and the numbers of the employees are 208,200 in all over the world (UTX company profile, 2011). SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is an important tool to identify main attributes of a company in these categories. United Technologies’ strengths are diversified and balanced product portfolio and large geographic diversification. With seven companies operated under United Technologies, the product portfolio is largely diversified. By market type, United Technologies is balanced at 58% in OEM and 42% in Aftermarket. Within the market type, the products are evenly distributed; 57% in Commercial & Industrial, 22% in Commercial Aerospace and 21%...
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...Boeing and Airbus dominate the global aircraft industry, but have very different visions of the future of commercial air travel. Consequently, the strategies they have devised to manage the competitive environment are disparate. The case provides a unique opportunity to explore these differences, how functional strategies support the overall competitive strategy, and the critical decisions now faced by both competitors. The objective of the case study is to evaluate current industry conditions and to make corrective recommendations to improve Boeing’s strategy. The shortcomings of the company’s functional strategies should also be examined in search of measures to improve organizational performance. * Compare the two competitor's strategies. Based on the industry environment, what conclusions can be drawn? * Since Boeing made its decision to pursue a product strategy based on the point-to-point airline business model, what new market conditions have developed? What impact are they likely to have on the company’s success? * Evaluate the pros and cons of Boeing's outsourcing strategy. Is there adequate support for the company's decision to "offload" parts production? * Consider the status of commercial aviation globally. Do Boeing's international strategies position the company to benefit from the most promising opportunities in foreign markets? ------------------------------------------------- ANALYSIS * Compare the two competitor's strategies...
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...Question 1 The Aerospace defense industry is huge industry that spans the entire world. Aerospace defense technology has been known to be a key innovator in today’s technologies for example the space race was a huge factor in computer technology that NASA developed and solar energy Even though it is commonly referred to as the Defense industry it obviously produces more offensive weapons. The major countries in the world that are involved in the Aerospace defense industry would be the USA with companies such as Lockheed Martin and Northrop Grumman Russia’s biggest Aerospace defense companies are, Almaz-Antey and United Aircraft Corporation. These two countries have a great majority share on sales of worldwide Aerospace or just Defense related weaponry greatly outpacing the rest of the globe. See table for more information on countries with top Aerospace/Defense exports in millions US$ globally The current outlook for the Aerospace industry in the USA could be described as bleak, with major budget cutbacks and the war in Afghanistan winding down there is currently little need for more increased spending. It has been estimated that if the USA is to make another trillion dollar in defense cuts that one million jobs would be lost, that being said there are huge opportunity abroad for the A&D also known as aerospace and defense. However not all is doom and gloom in emerging economies such as Brazil that have doubled their air force budget are key consumers for the...
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...diversification f) RISK of diversification g) Corporate diversification of TATA group h) List of diversification of TATA group i)CONCLUSION Introduction Diversification is a form of corporate strategy for a company. It seeks to increase profitability through greater sales volume obtained from new products and new markets. Diversification can occur either at the business unit level or at the corporate level. At the business unit level, it is most likely to expand into a new segment of an industry that the business is already in. At the corporate level, it is generally via investing in a promising business outside of the scope of the existing business unit. Diversification is part of the four main growth strategies defined by the Product/Market Ansoff matrix:[1] [pic] Ansoff pointed out that a diversification strategy stands apart from the other three strategies. The first three strategies are usually pursued with the same technical, financial, and merchandising resources used for the original product line, whereas diversification usually requires a company to acquire new skills, new techniques and new facilities. Corporate diversification Corporate diversification is the process of a company expanding into...
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...In India, Air-conditioner was perceived to be a Luxury item in early nineties. The excise duty on it was as high as 110%. There were very few takers for this product. Baring few players like Voltas, Fedders Lloyd, Blue Star, LG and Samsung this industry was dominated by small scale unorganized manufactures. Over the period of time Government of India has reduced the excise duty to 8.24% (2007 onwards). There by reducing the price difference between unorganized and organized sector. Also due liberalization, the economy grew and hence improved the purchasing power of customers which in turn somewhere also pushed the demand for Air conditioners. Through the ninety’s the Indian consumer durable market had grown at the rate of 15% per annum. This thing changed suddenly in year 2000 and the industry showed negative growth for continuous four years before showing signs of growth. Rapid opening up of the economy and drop in the interest rates (18% to 8%) changed further added fuel to the fire and this industry saw a boom in their business. Consumer goods market has grown at a fast pace since last 5 – 6 years. Reduction in Excise duties made these products more affordable. Indian consumer durable industry has still a long way to go. The penetration level of the industry is very low as compared to the international market. Indian refrigerator market is the fifth largest market in the world, but if we consider the penetration levels it is just 13 % whereas Malaysia, Singapore and Australia...
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... DUE DATE : July 23 2007 TABLE OF CONTENTS INTRODUCTION OF BOEING AND AIRBUS 4 THE SIMILARIES BETWEEN AIRBUS AND BOEING 4 THE DRIVERS OF GLOBAL STRATEGY 4 COST DRIVERS 4 MARKET DRIVER 5 ALLIANCE STRATEGY 5 Exhibit 1. The Global Product Division Structure at European Aeronautic Defense & Space Company (EADS) 7 Exhibit 2. The 7E7 Structures Work Shares 8 Exhibit 3. The partners in producing the components of A380 project 8 Exhibit 4. The Partners in Producing The Components of Boeing 787 Project 9 TURN THE PROBLEMS OF AIRBUS INTO THE ADVANTAGES OF BOEING 11 Exhibit 5. The orders and delivery of Airbus and Boeing for five years 11 Exhibit 6. The Value Chain 12 STRATEGIC CHOICE IN A GLOBAL MARKET 13 ADAPTATION AND DIFFERENTIATION TO BE SUCCESSFUL 13 DEMAND CONDITION 13 Exhibit 7. Compare between Boeing 787 Dreamliner families and Airbus 14 CONCLUSION 16 APPENDICES 17 Appendix 1. The Airbus A380 Orders 17 Appendix 2. The Boeing 787 Orders 18 REFERENCES 19 INTRODUCTION OF BOEING AND AIRBUS “Boeing is the world’s leading aerospace company and the largest manufacturer of commercial jetliners and military” (About Us: Boeing in Brief). It was established by William Boeing in 1916 in Seattle, Washington. Its international headquarters now...
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...Task 1 I finished my A-levels, determined that what I wanted to study was shoe design. Having taken mostly artistic subjects during the 2 years of my a levels I had an objective to go to university and study this course, because I liked art and being creative, although I was not sure what I could do with my degree after I completed it. Taking a year out to work at Travelex helped me to gain insight into business management and marketing and find out more about myself; learning about things that interested me and were not just school related. After consideration, I decided that a marketing degree was necessary to further my career prospects and build my career on, opposed to my original plan of going for an artistic course. In three years’ time this degree will help me to find a job within marketing by giving me the knowledge that I need to progress further in a field that is very competitive, allow me to project ideas and thoughts in an effective way, and also challenge me not only academically but also creatively. This will then help me to progress further in this field by enabling me to apply everything I learnt and gained whilst studying this course. Task 3 | | Outside | Inside | Positives | Emotional | Emotional factors outside of university: being able to listen, your self-esteem and confidence within your working environment and when out, being sympathetic and showing empathy towards your friends and colleagues and also customers. Attendance at work along...
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...6.4 Shareholders 17 7.0 Way Forward 18 8.0 References & Bibliography 19 1.0 Introduction to the Report This Consultant’s report has been compiled based on information gathered from the annual reports and financial statements of The Boeing Company and the Airbus Group (formerly EADS) for the year 2012. While analyzing the level of disclosure of both companies, this report aims to shed light on industry standards and critically examine whether the needs of key stakeholder groups have been sufficiently addressed in the chosen annual reports. Further suggestions for the improvement of these reports are also made in order to increase benefits for named stakeholders. As the complexity of business and capital markets increase, companies are required to manage risk and uncertainty in order to satisfy stakeholder needs. The role of transparent and clear financial reporting disclosure has heightened importance in the present business environment, providing useful information for decision making. Investors, lenders,...
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...AEROSPACE MANUFACTURING INDUSTRY [pic] GM 105 Professor Hatton December 11, 2009 ___ Report Completed By: Sarah Gregory Leslie Horton Staci Miles Lauren Rolson Marcin Skubala TABLE OF CONTENTS INTRODUCTION 4 BACKGROUND 4 DOMINANT ECONOMIC INDICATORS 5 1. Market Size 5 2. Scope of Competitive Rivalry 6 3. Number of Companies in the Industry 7 4. Customers 8 5. Ease of Entry/Exit 8 6. Technology/Innovation 9 7. Product Characteristics 10 A. Government 10 B. Commercial Aircraft 10 8. Scale Economies 11 A. Internal 11 B. External 12 9. Experience Curve Effects 12 10. Capacity Utilization 13 11. Industry Profitability 13 SIX FORCES OF COMPETITION 14 1. Threat of New Entrants 14 2. Bargaining Power of Suppliers 16 3. Bargaining Power of Buyers 16 4. Threat of Substitute Products/Services 17 5. Intensity of Rivalry among Competitors 17 6. Relative Power of other Stakeholders-Unions 18 COMPETITIVE POSITION OF MAJOR AEROSPACE COMPANIES 18 COMPETITOR ANALYSIS OF MAJOR AEROSPACE COMPANIES 20 Boeing Co. 20 Lockheed Martin Corporation 21 Northrop Grumman Corporation 23 Raytheon Co. 24 Other Manufacturers 25 Airbus 25 United Technologies 26 KEY SUCCESS FACTORS 26 Reducing Costs 26 Maintaining Access to Foreign Markets 27 INDUSTRY PROSPECTS AND OVERALL ATTRACTIVENESS 29 Factors Making the Industry Attractive 29 Factors Making...
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...Research in India – About Us eMpulse India mission is to provide high quality, cost effective market research in India to businesses operating in the global market. eMpulse India Vision is to grow into a leading provider of outsourced market research services to Indian companies. eMpulse India is a market research firm that provides custom market research solutions to our clients. The strong background of the leadership team and the employees allow us to deliver very high quality service. We focus on balancing three basic metrics for any project : * Quality * On-Time-Delivery * Price Our research has indicated that these are the three value parameters that Indian market research customers are demanding. We do not believe in sacrificing one metric at the expense of the other. Our global cost arbitrage model gives enough cost advantage that we don’t need to cut corners on quality and On-Time-Delivery performance. Market Research in India – Our Services We conduct Market Research in India. Market information is brand battleground of today. To help you understand the market using Market Research in India, the Services provided by eMpulse are : * Field Data Collection * Market Research Analysis * Market Research Reporting * India Marketing Consulting * Market Research Training We conduct Market research in India to help with the following ; * India Product Launch * India Brand Launch * India Market Monitoring * India Brand Monitoring ...
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...: The case traces the history of Boeing, one of the two makers of commercial aircraft. At last in the year 2006 Boeing have recovered from its multi year setback in its competitive position with its competitor Airbus industries in the commercial aircraft industry. From mid 1990 Boeing had been losing in aircraft order and profit. Airbus booked more order than Boeing in its history in the year 1999 and repeated regularly until 2005. In the first half of 2006, Boeing booked 4 times more aircraft than Airbus. In 2005 Airbus repeatedly delayed in the delivery of its newest model A380, causing embarrassment, customer had also panned Airbus smallest model A350 at the drawing board stage and requiring rework on the model. Boeing two engine long haul 787 Dreamliner, a direct competitor to A380 and A350, had received rave reviews for its technological excellence, backed by firm orders from commercial airlines and aircraft leasing companies. Commercial airlines are the customer of Boeing and Airbus, had collectively losing in the early 2000. Some times the concern people were thinking of Boeing. Did the Boeing learn its lesson and the current good fortunes reflect in the long run. Could they able to ride on Airbus due to their missteps and misfortune? Boeing showing its excellence in design, solid order book position and their efficiency and production increased. The Company is almost synonymous with commercial air travel, due to the worldwide acceptance of its product. One of...
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...with no increase in flights - can be configured with bars and specialty boutiques Features Fuel efficiency, eco-friendly, significantly less costly than Airbus' comparable product, light-weight composite materials, simple to operate Commonality - saves airlines costs Estimated release date May, 2008 October, 2007 Supply chain logistics Moving up the value chain - outsourcing - integration and assembly Tighter control over shared knowledge - efficient JIT programs with alliance supply partners Investment in new models $8 billion $14 billion The competitors' views of domestic (regional) and international markets have significantly influenced their market estimations and subsequent strategic decisions. In today's airline production industry, market share is the major determinant of success. Each company attempts to develop its products to match forecasted market demand by producing airplanes that offer the appropriate size, range, fuel efficiency, and technology....
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...Boeing: Redefining Strategies to Manage the Competitive Market CASE ASSIGNMENT As the industry watches to see how Boeing's strategy performs against Airbus's strategy, management at Boeing is anxiously monitoring market signs to determine its next competitive move. It has underestimated Airbus in the past, and despite the fact that with billions of dollars invested and strategies that cannot be easily abandoned, Boeing needs to be prepared to respond to changing industry needs as quickly as they are detected. You've been asked to join a strategic planning discussion, and hoping to contribute to the meeting, you decide to take one more look at Boeing's situation to see if you can formulate some insight that could give the company an edge against Airbus. Your analysis includes the following elements: 1. Compare the two competitor's strategies. Based on your knowledge of the industry, what conclusions can you draw? 2. Outlining a rough competitor analysis, what does the level of interdependence between the rivals reveal about competitive behavior that can be expected from Airbus? 3. Evaluate the pros and cons of Boeing's outsourcing strategy. Do you agree with the company's decision to "offload" parts production? 4. Review Boeing's cooperative strategy. What are the risks of its partnership arrangements? 5. In what ways can Boeing's international strategy be improved? 6. What are some of the near-term results you anticipate in the airplane production...
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