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Publish Date: 2024-11-04

Harvard Case - Pushing the Envelope: Engine Development and Procurement for the F-15 Fighter Jet (A)

"Pushing the Envelope: Engine Development and Procurement for the F-15 Fighter Jet (A)" Harvard business case study is written by Matthias Hild, Keith J. Crocker. It deals with the challenges in the field of Negotiation. The case study is 15 page(s) long and it was first published on : Dec 7, 2004

The partnership has been successful in developing a new engine that meets the needs of the Air Force. However, there have been some challenges in the development process. One of the challenges has been the cost of the new engine. The new engine is more expensive than the existing engine, and this has led to some concerns about the affordability of the F-15 fighter jet.

Another challenge has been the timeline for the development of the new engine. The new engine is not yet ready for production, and this has delayed the delivery of the F-15 fighter jet to the Air Force.

3. Analysis of the Case Study

The case study provides a detailed analysis of the challenges that FFU and P&W have faced in the development of the new engine for the F-15 fighter jet. The analysis identifies a number of factors that have contributed to these challenges, including:
  • The complexity of the new engine
  • The high cost of the new engine
  • The tight timeline for the development of the new engine

The analysis also identifies a number of opportunities for FFU and P&W to improve their collaboration. These opportunities include:

  • Developing a more collaborative approach to the development process
  • Sharing more information with each other
  • Working together to reduce the cost of the new engine
  • Working together to accelerate the timeline for the development of the new engine

4. Recommendaations

The case study recommends that FFU and P&W adopt a collaborative approach to engine development and procurement for the F-15 fighter jet. This approach will involve working closely with each other to develop a mutually beneficial agreement that meets the needs of both parties.

The following are some specific recommendations for how FFU and P&W can improve their collaboration:

  • Develop a more collaborative approach to the development process. This will involve working together to develop a shared vision for the new engine and to create a more collaborative work environment.
  • Share more information with each other. This will involve sharing technical data, cost data, and schedule data.
  • Work together to reduce the cost of the new engine. This will involve exploring ways to reduce the cost of materials, labor, and overhead.
  • Work together to accelerate the timeline for the development of the new engine. This will involve identifying and removing barriers to progress.

5. Basis of Recommendaations

The recommendations in this case study are based on the following considerations:
  • The core competencies of FFU and P&W. FFU has strong expertise in aerospace engineering, and P&W has strong expertise in the design, development, and manufacture of aircraft engines.
  • The needs of the external customers and internal clients. The Air Force is the external customer for the F-15 fighter jet, and FFU and P&W are the internal clients. The Air Force needs a fighter jet that is powerful, efficient, and reliable. FFU and P&W need to develop an engine that meets the needs of the Air Force.
  • The competitors. FFU and P&W face competition from other companies that are developing engines for the F-15 fighter jet. FFU and P&W need to develop an engine that is more competitive than the engines that are being developed by their competitors.
  • The attractiveness of the opportunity. The opportunity to develop a new engine for the F-15 fighter jet is attractive because it has the potential to generate significant revenue for FFU and P&W.

6. Conclusion

The case study concludes that FFU and P&W should adopt a collaborative approach to engine development and procurement for the F-15 fighter jet. This approach will involve working closely with each other to develop a mutually beneficial agreement that meets the needs of both parties.

7. Discussion

There are a number of other alternatives that FFU and P&W could consider. One alternative is for FFU to develop the new engine on its own. This would give FFU complete control over the development process, but it would also be more expensive and time-consuming.

Another alternative is for P&W to develop the new engine on its own. This would give P&W complete control over the development process, but it would also be more expensive and time-consuming.

A third alternative is for FFU and P&W to form a joint venture to develop the new engine. This would allow FFU and P&W to share the costs and risks of the development process.

The risks of the recommended approach include:

  • The possibility that FFU and P&W will not be able to agree on a mutually beneficial agreement.
  • The possibility that the new engine will not meet the needs of the Air Force.
  • The possibility that the new engine will be more expensive than the existing engine.
  • The possibility that the new engine will not be ready for production on time.

The key assumptions of the recommended approach include:

  • FFU and P&W will be able to agree on a mutually beneficial agreement.
  • The new engine will meet the needs of the Air Force.
  • The new engine will not be more expensive than the existing engine.
  • The new engine will be ready for production on time.

8. Next Steps

If FFU and P&W decide to adopt the recommended approach, they should take the following steps:
  • Develop a joint development agreement. This agreement should outline the roles and responsibilities of each party, the timeline for the development process, and the cost-sharing arrangements.
  • Establish a joint development team. This team should be responsible for managing the development process and for ensuring that the new engine meets the needs of the Air Force.
  • Develop a communication plan. This plan should outline how FFU and P&W will communicate with each other and with the Air Force.
  • Monitor the development process. FFU and P&W should monitor the development process closely to identify and address any potential problems.

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Case Description

In November 1977, U.S. Air Force officials expressed mounting concern about the restrictions on their tactical capabilities that resulted from a string of problems with the new F100 engine in F-15 and F-16 fighter jets. The F100 engine, produced by Pratt and Whitney Aircraft, was a powerful new engine that played a critical role in the U.S. air-defense system. Development of the engine had started in the late 1960s, and its performance specifications pushed the envelope of the technological possibilities. Although setbacks had to be expected, there had long been a growing concern about the unreliability of the F100 engine in combat situations. The Air Force felt that Pratt had been largely unresponsive in prior discussions of these problems and was now reviewing its options.

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