Collaboration in the Aerospace Supply Chain -Towards the Extended Enterprise Bangor University Wednesday 28 March 2012

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Collaboration in the Aerospace Supply Chain
-


Towards the Extended Enterprise


Bangor University

Wednesday 28
th

March 2012



John Whalley

Aerospace Wales Forum Ltd.

www.aerospacewalesforum.com



Pound for Pound by weight an
aero
-
engine has the same
value as silver


Pound for Pound by weight

a motorcar has the same value as
hamburger

Aerospace technology is expensive


Map of Wales and key sites

Aerospace Wales Forum



Established 2002



150 member companies



Representative body for aerospace & defence



National partner in Wales of the UK’s trade association ADS
(Aeronautics, Space, Defence & Security)


Closely linked with other UK regional bodies



Close partnership with Welsh Government


Facilitates marketing, international partnering and company
development


www.aerospacewalesforum.com





The Industry


Size & Scope



£5 billion pa sales ($8US billion)



Over 160 companies



25,000 directly employed



Presence of leading companies:

-
EADS Cassidian, BAE Systems, General Electric,
General Dynamics, Raytheon, Hawker Beechcraft
& Airbus



SC21


a UK aerospace supply chain initiative

SC21


launched at the Farnborough International 2006

Brought together a number of streams of development:


Aerospace innovation and growth team (AeIGT)


SCRIA


Lean Aerospace Initiative (LAI)


DTI initiatives


SBAC Quality Committee


Company (industry) supplier development
programmes


Regional Associations and Groups

Why SC21?


Customers demanding more affordable and
innovative solutions


UK supply chains need to be more
competitive


Primes/OEMs want fewer direct suppliers


UK industry recognition that
transformation/rationalisation is required


Defence Industrial Strategy (DIS)


Why SC21?


Improvement and competitiveness is
dependant upon companies working together
to:


Increase efficiency


Remove repetition and duplication


Plan and communicate better


Earlier in the life
-
cycle


Longer term


through life


21st century supply chains


Airbus


Agusta Westland


BAE Systems


Bombardier Aerospace


Cobham


Darchem


Freeman & Proctor


GKN


Goodrich


Lockheed Martin


Marshall Aerospace


Naysmith Group


Rolled Alloys


Rolls
-
Royce


Selex


Smiths


Thales


Ultra Electronics


Fundamental business
transformation



Accelerated Change
and Continuous
Improvement.



Through life
management



Demonstrating SC21
commitments



Leadership role


led by

who committed to

The commitment


Three key action streams to drive transformation and improvement


Better supply chain relationships


Share selection rules based upon through lifecycle costs / affordability


Supply chain collaboration, sharing best practice and driving innovation


Use SCRIA code of practice and toolsets to companies and suppliers


Better supply chain development and performance


Remove duplication of supply development programmes


achieve 80%
commonality


Develop common metrics (KPIs)


target 80% common


Reduce auditing through recognition of supply chain accreditation


Recognise and accept accreditation to AS/EN9100


Support special processes approval to Nadcap


What is SC21?
-

SC21 scope


3. relationships:



need for better
end
-
to
-
end
communication
and collaborative
planning

1.

accreditation:


need to remove
repetition, and
unnecessary
duplication

2.

development and
performance:



need increased
efficiency and
remove waste

initially

SC21 will
implement 3 action streams

to drive early transformation
and improvement

4.

innovation

5.

through life
capability
management

Collaboration in Defence


Alliancing


BS11000


MARS


Military Afloat Reach & Sustainability

North West Aerospace Alliance ASCE Programme

ASCE

Supplier

Associations

Commodity

Groups

Shared

Services

Extended

Enterprise

Common language

Shared objectives

Common strategy

Shared benefits

Work Share

Common processes

Common culture

Composites

CG

Complex
Machining

CG

Process
Treatments

CG

Robotics,
Automatio
n & Tooling

CG

Design &
Engineerin
g

CG

SME
Machining

CG


Commodity Groups

Autonomous Systems Commodity Group

launched in July 2011 and runs parallel with GAMMA

NWAA Extended Enterprise


Current State

17

Clients

Turnkey Solution
Providers

Supply Chain

25
-
30 year Contract

Contract

Risk sharing

Design to deliver

Financially robust

Multi
-
materials

Single point
responsibility


Manage the supply chain

Required Capabilities

Evolve with project life

No
current
North
West

Candidat
e


North West Supply Chain

disadvantaged

With no current NW RSP the
Supply Chain could be starved of
future work


if we don’t respond!

NWAAExtended Enterprise
-

Future State

Process
Treatment

Composites

Comp[ex
Machining

Robotics,
Automation

Tooling

Design &
Engineering

SME Complex
Machining

Autonomous
Systems

4

3

2

1

(Commodity
Groups)
Extended
Enterprise

Commodity Groups and
Commodity Group companies
interact, collaborate and bid
collectively

NWAA Extended
Enterprise Model

Work Package Bids

3

2

1

1

2

2

1

Extended Enterprise future state
-

suppliers from a
cross sector of Commodity Groups bid collaboratively
to provide through life (design and build) capability

1

2

Initial
Lead Partner Alliance

-

Structure looks something like this … …



A Lead

Partner


End

Client


Sub
-

Partner

2




Sub
-

.

Partner
.

1




Sub
-

Partner




3


Horizontal & Vertical

Collaboration

Horizontal

Collaboration

Contractual Link

Vertical

Collaboration

NWAA as

‘honest broker’


selection


open book
build up (&
auditing on
expenditure)


dispute
resolution


development

?

The Future?


Aerospace Growth Partnership


Continued growth in population and trade


Growing environmental and resource
pressures


“Limits to Growth”


Growing opportunities and competition


New solutions


A global business built on global teams







Aero 2075


Flying into a bright future?







Thank you for listening


Any questions?

www.aerospacewalesforum.com