...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...innovation through the involvement of education and academia in proximity/joint working relationships and provide flexibility for adapting to business change. Location decisions such as these are special events that require careful attention to many conflicting strategic, operational, financial and intangible factors that can set the stage for either great success or fantastic failures. these issues will be one of the biggest challenges facing the industry in the coming years. This whitepaper explores the key drivers impacting the aerospace industry, the process for developing a comprehensive location strategy in response to industry expansion, and these critical locations factors that lead to location strategy success in the Southeast U.S.: Global commercial aircraft orders have increased six percent in 2011, with accelerating demand for new, more fuel efficient and technologically advanced aircraft. According to a number of studies, the industry will have to increase production by 45 percent to meet demand in the coming year to address the backlog orders. This is evident by the recent announcement by Airbus to double its current $12 billion spend on U.S. suppliers. The demand issues up and down the supply chain will place greater pressure on program management, manufacturing capability and capacity, cost and the greening of aerospace products. Collectively, Strategic Shift in Supply Base Location...
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... This case is about a bid from Scott at Standard Machine to Occidental Aerospace, their largest and most loyal account. Scott placed a bid for $429K. Joann is the purchasing agent at Occidental Aerospace. Joann notified Scott she had received lower bids and offered him a chance to change his bid to $22k less than his original bid. Joann also reminded him they would be building two more plants which could be more potential business. Standard Machine uses a fixed policy for bids. It appears that Occidental Aerospace wants to continue doing business with Standard Machine which is why they are giving them a chance to submit a new bid. I believe the main reason Standard Machine is in this difficult situation is because they are sticking to a fixed pricing policy. In order to beat the competition and keep the relationship with Occidental Aerospace, they need to figure out a different pricing strategy. Another reason they may be in this situation is the fact Occidental Aerospace is giving information out regarding bids by other competitors. This could be considered a violation of ethics. Standard Machine also does not know if this “inside” information is accurate or not. Joann could just be giving false information to get a lower bid and still keep the relationship between them and Standard Machine. As far as what has changed in the business relationship between Standard Machine and Occidental Aerospace, competition has increased and better pricing. In order to continue doing...
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...organizations capabilities and resources to the business environment in which the organization operates. The analysis revealed several areas where forces and trends may have an effect on the organization. Economic: Businesses such as Specialized Quality Solutions are affected in large part by the economic environment including economic policies imposed by the government, business cycles and the general economic health of the nation. Opening a business in an area with a large number of aerospace and defense contractors along with becoming known for supplying hard to find, experienced and qualified personnel can be seen as a strength and an opportunity. Having the ability to fill positions requiring these qualifications would be better served in areas with a high concentration of aerospace and military facilities. With the uncertainty caused by government sequestration and downsizing of our military, the trend of many aerospace and defense contractors is to turn to temporary staffing to accommodate changes in staffing needs. Many organizations prefer using temporary staffing because it can be viewed as a purchased business service rather than hiring an employee. Natarajan, P. (2002) states “Local businesses, big and small find it more economical to hire part-time and full-time employees through a staffing agency...
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...CASE STUDY Boeing 787: Global Supply Chain Management Takes Flight Leveraging Global Partners to Maximize Customer Value Company Profile World’s leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined Goal Leverage global partners to reduce cost, speed time-to-market, and increase customer value while maintaining the highest level of safety Challenge How to maintain visibility and control while transitioning from a vertically integrated manufacturing model to a global partner model that leverages providers of best value components and technology Solution Exostar’s Supply Chain Management Solution powered by E2open software to provide end-to-end management of the order, inventory, and planning processes executed across multiple tiers of supply partners Expected Results Eliminate latency in communicating demand /supply changes and change impacts across partner tiers Ensure continuity of supply while minimizing supply disruptions Improved on-time delivery and ship-tocommit date with end customer Provide global visibility to all partners involved in the delivery of the completed assemblies Reduce total manufacturing cost by leveraging best price and value partners globally The new Boeing super-efficient jet liner is the 787 Dreamliner. Scheduled for delivery beginning in 2008, the Dreamliner provides passengers with a better flying experience and operators with a...
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...Why managing issues of slow moving and obsolete stock? There is no doubt that nobody want slow moving and obsolete stock in one’s warehouse but how exactly can those stocks affect business? I would like to introduce a simple example and some calculations based on that to explore the tangible negative effect: Assuming PIM Aerospace has been holding aerospace components called “A” for 2 years and the quantity is 700 at unit cost HK$ 100. (Total original cost is 700* HK$100= HK$ 70,000) The company hope to sell these at 30% profit per unit. (Price HK$ 130). Assuming holding the inventory for 1 year would lead to inventory cost and the number of it is 25% of the original cost (25%* HK$ 70,000= HK$17,500). Cost of holding each one of the components is HK$17,500/700= HK$ 25 per unit per year. So, the actual cost after holding the inventory 1 year has changed to: HK$ 100+ HK$ 25= HK$125; so cost after holding it 2 years would change to: HK$125*1.25= HK$ 156.25. It means the actual cost of each components in these 2 years are rising at the rate of (HK$156.25- HK$100)/(365days/year*2 years)= HK$ 0.077 per day. In other words, the profit the company is expecting (HK$ 30) would be breakeven after 389.61 days. (HK$30/ HK$0.077 per day=389.61 days). There would be no more margins at all by then. The profit would be eaten away by keeping the inventory in hand and doing nothing at all. Furthermore, it would be even harder to make profit because the cost would be HK$156.25 after 2 years...
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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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...5109968507 Email address: yangzhi0315@163.com Introduction The Boeing 787 Dreamliner is a long-range, mid-size wide-body, twin-engine jet airliner developed by Boeing Commercial Airplanes. It seats 210 to 330 passengers, depending on the variant. Boeing states that it is the company's most fuel-efficient airliner and the world's first major airliner to use composite materials for most of its construction. So, what actually went wrong with one of the most innovative company in the world? Boeing might have underestimate the supply chain concept for its complex program while attempting to introduce an innovation in the new business model and innovate in product and assembly all at the same time. Supply Chain Problem Historically, like most aerospace companies, Boeing designed all critical airplane subsystems, such as wings and fuselages itself, and contracted and dealt directly with suppliers. The company receives delivery of parts directly from build-to-print suppliers, and assembled and integrated the final product itself. So, beginning with the 787, Boeing decided to transform itself from a vertically integrated enterprise that does most of its own product design, supplier management, manufacturing, and integration into a more virtual enterprise spreading the risks among its suppliers and collaborating with them and call on them to help shorten cycle times. Rather than designing all of the major subsystems itself, Boeing contracted with over 120 supply partners and about 30 key...
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...Project management as an important branch of management science, has been widely used in construction, information technology, finance, software development, aerospace, government agencies, and many other industries. Project management is a highly integrated application of economic and technical work, is an important enterprise management thinking. Today's society, as an economic management and other related majors, the mastery of project management ideas, methods, the basic principle is particularly important. Objectives To explain why project management is crucial in today's world. To define a project and differentiate projects from routine operations To establish the importance of projects in implementing organization strategy To introduce the concept of a project maturity model that traces the evolution of project management systems. To establish managing projects is an act of balancing the technical and socio / cultural sides of the project To make students aware of the Project Management Institute that is made up of over 75,000 project management professionals. Programme goals and responsibilities of senior management leading large international programmes such as Crossrail, should be clarified to ensure decisions reached meet the objectives and are in the best interest of the Programme. There should be a clearly written scope and appropriate contract. Technical specifications and functional requirements need to be clearly defined early in the project or they...
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...How does change in management affects employee morale (confidence, drive, spirit)? As the world changes, many organization may create changes to their company structure in order to remain successful and look good amongst shareholders. These organizational changes may be beneficial for the company overall. However, it may affect the remaining employee’s morale. Some organizations changes such as layoffs, reduce work hours, a stagnate in benefits increases and rewards may result in management trying to figure out a way to motivate and gain employees trust and loyalty. Layoffs When an organization experiences a downturn in the economy, they may be force to perform employee layoffs. Organizations such as the Boeing Company announced in September 2001, that they will be cutting 10,000 jobs which is caused by the U.S. airlines to decrease operational capacity by about 20% due to traffic reductions. Airlines are expected to park older aircraft and defer deliveries of newly built transports as they trim their operational fleets (Smith B. (2001)). The Boeing Company is an American multinational aerospace and defense corporation that was founded in 1916 and is the largest exporter by value in the United States (Smith B. (2001)). This layoffs will created a shortage of aerospace jobs and has created a tough hiring environment for unemployed workers. Brockner, J. (1992) stated that “if the layoffs are mismanaged, thereby hampering survivors' productivity and morale, then the organization...
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...Hamilton Sundstrand Organizational Change Project Leadership and Organizational Behavior Joseph Plumley 12/13/2010 Hamilton Sundstrand is a global corporation that designs, manufactures and supports aerospace and industrial products for worldwide markets. It is a subsidiary of United Technologies Corporation headquartered in Windsor Locks, Connecticut, US. UTC provides a broad range of high-technology products and support services to the building systems and aerospace industries. Recently, the corporation has been ranked number one in the Aerospace and Defense industry rankings on Forbes Most admired companies list. Among other business units of UTC are Carrier Corporation, Otis Elevator Company, Pratt & Whitney, Sikorsky Aircraft, UTC Fire & Security and UTC Power. Hamilton Sundstrand roots all the way back to 1905. From the early days, the company's legacy product includes machine tools for manufacturing, early aircrafts parts and a unique 10-key adding machine before calculator was available. The company provided propellers for United States and the allies in World War II with rapid production to meet the department of defense needs. The company has about 16, 400 employees located at 150 facilities in 20 countries around the world with key focus on expanding their operation in emerging nations. To maintain their comparative and absolute advantage in vast aerospace technological field the company spends nearly $1 billion a year on engineering and development...
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...Product Lifecycle Management(PLM), Global Engineering Services, and Offshore Product Development(OPD) solutions and technologies and Dassault Systemes (Nasdaq : DASTY; Euronext Paris : #13065, DSY.PA), a 3DEXPERIENCE Company and world leader in 3D and Product Lifecycle Management (PLM) solutions. We work on product development, industrialization, maintenance, documentation, and market support for cutting-edge and innovative products like CATIA, ENOVIA, DELMIA, GEOVIA, SIMULIA, 3DVIA, SolidWorks and ACIS. PLM Product Development At 3DPLM, we help Dassault Systemes in the development of world leading PLM products. These products provide end to end solutions for product life cycle management in industry domains like Automotive, Aerospace, Ship building, Consumer Goods, Hi-Tech to name a few. The development activity includes Specifications, Design and Development of new features for upcoming releases of Dassault’s products like CATIA, ENOVIA, DELMIA, SIMULIA, 3DVIA, SolidWorks and ACIS. We also work on maintenance of these products already in use by thousands of customers world-wide. Apart from expertise in programming languages like C++, Java / J2EE and .NET, our developers also have skills in understanding customer processes and their requirements which is highly essential for developing effective solutions. We use leading edge architectures & technologies like SOA, Web Services, Cloud and latest Microsoft & Java tools. Challenges in implementing complex algorithms...
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...BACKGROUND OF ESTERLINE: Esterline Technologies, formed in 1976, is a Bellevue, Washington based-company focused on developing and manufacturing highly engineered custom components for aerospace and defense markets. It expanded decentralized facilities for engineering, production, marketing and sales, to 11 states and five foreign countries, with 34 business units and 7,500 employees. By 1995, Esterline was a multi-industry conglomerate with revenues of #350 million. However in 1999 when the new C.E.O., Bob Cremin, took over, he narrowed the company’s focus to key industries and technologies originally shrinking revenues to $155 million. This reduced the company mix from 10 markets to 2: commercial aerospace and defense. Esterline in turn made 30 new acquisitions allowing it to cement its targeted market position and ease the burden of funding growth. In particular, it acquired Leach Holding Corporation in 2004 which was primarily focused on aerospace applications, and Darchem Holdings in 2005 for both defense and aerospace applications, each adding $120 million and $70 million to Esterline’s revenue. In addition to targeted acquisitions to accomplish turnaround, it also stressed internal new product development. In 2005, Esterline closed the year with revenues of $835 million and operating income of $51 million, rising from $614 million and $29 million respectively the previous year. At the same time, it became a Tier 1 supplier for 2 of its most important customers: Boeing...
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...External/Internal Factors Paper Stephen Begani, Warneshia Wallace, Wendy Dunn University of Phoenix MGT/330 Management: Theory, Practice and Application 19 October 2009 The Aerospace Corporation known as Boeing has a tarnished reputation because of continued charges of unethical conduct, and fraudulent claims during “Go Green” commercials. However, this corporation is starting to resemble a phoenix rising from the ashes under the leadership of the new CEO Harry Stonecipher. Boeings corporate social responsibility and ethics have historically varied from good to bad to now worse, with the resignation of Philip M. Condit. Mr. Condit; as Boeing CEO was charged with unethically recruiting employees from the defense sector, while they were still employed with the federal government. He allegedly used there contacts inside the state department to win multi-billion dollar contracts, she is also charged with inflating the price of said defense contracts. Darleen Druyun pleaded guilty to boosting the price of the defense contract to gain favor for her future employer. 2004, Ms. Druyun was awarded nine months of jail time for her part in the scandal. On top of jail time she was fined $5,000, and sentenced to three years of supervised release. In 2003 Lockheed Martin sued Boeing; charging them with industrial espionage stating the company had stolen proprietary information to win another defense contract. The Boeing Company was fined by the U. S. Air Force, for conducting...
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