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Harvard Case - Ready to Take Off (A): The Global Large Civil Aircraft Industry

"Ready to Take Off (A): The Global Large Civil Aircraft Industry" Harvard business case study is written by Dean Xu, Isabella Chan. It deals with the challenges in the field of Operations Management. The case study is 23 page(s) long and it was first published on : Sep 9, 2008

At Fern Fort University, we recommend Airbus adopt a comprehensive strategy focused on operational excellence, innovation, and sustainable growth to maintain its leadership in the global large civil aircraft industry. This strategy will involve a multi-pronged approach encompassing supply chain optimization, digital transformation, and strategic partnerships to address the evolving market dynamics and competitive landscape.

2. Background

The case study 'Ready to Take Off (A): The Global Large Civil Aircraft Industry' focuses on the competitive landscape of the large civil aircraft industry, specifically highlighting the rivalry between Airbus and Boeing. The case explores the challenges faced by Airbus, including increasing competition, fluctuating demand, technological advancements, and environmental regulations. The case study also emphasizes the importance of operational efficiency, innovation, and sustainable practices for success in this industry.

The main protagonists are:

  • Airbus: A European aerospace corporation competing with Boeing for market dominance in the large civil aircraft industry.
  • Boeing: The American aerospace giant, Airbus's primary competitor, also facing challenges related to market fluctuations and technological advancements.

3. Analysis of the Case Study

To analyze the case study, we can utilize the Porter's Five Forces framework to understand the competitive landscape and identify key strategic considerations for Airbus.

  • Threat of New Entrants: The high capital investment and technological barriers to entry make the large civil aircraft industry relatively protected from new entrants.
  • Bargaining Power of Buyers: Airlines, as the primary buyers, have significant bargaining power due to the limited number of large aircraft manufacturers.
  • Bargaining Power of Suppliers: The industry is characterized by a few key suppliers for critical components, giving them some bargaining power.
  • Threat of Substitutes: While other modes of transportation exist, the large civil aircraft industry faces limited threat from substitutes due to the unique capabilities of air travel.
  • Competitive Rivalry: Intense competition between Airbus and Boeing, characterized by price wars, technological advancements, and market share battles, is a defining feature of the industry.

Key Challenges for Airbus:

  • Fluctuating Demand: The large civil aircraft market is susceptible to economic downturns and geopolitical instability.
  • Technological Advancements: The industry is constantly evolving with new technologies, requiring significant investments in research and development.
  • Environmental Regulations: Increasingly stringent environmental regulations pose challenges for aircraft manufacturers in terms of emissions and fuel efficiency.
  • Supply Chain Complexity: Managing a global supply chain with numerous suppliers and complex logistics presents operational challenges.
  • Competition from Boeing: The intense rivalry with Boeing necessitates continuous innovation and cost optimization.

4. Recommendations

To address these challenges and maintain its leadership position, Airbus should implement the following recommendations:

1. Operational Excellence:

  • Supply Chain Optimization: Implement Lean Manufacturing principles to reduce waste and improve efficiency across the production process. Utilize Just-in-Time (JIT) production to minimize inventory holding costs and improve responsiveness to demand fluctuations.
  • Digital Transformation: Embrace digital technologies to streamline operations, optimize inventory management, and improve production planning. Invest in Enterprise Resource Planning (ERP) systems to enhance data visibility and decision-making.
  • Process Improvement: Implement Six Sigma methodologies to identify and eliminate process inefficiencies. Utilize Value Stream Mapping to optimize workflows and reduce cycle times.
  • Capacity Planning: Utilize forecasting methods and queueing theory to optimize production capacity and ensure timely delivery of aircraft.
  • Quality Control: Implement Total Quality Management (TQM) principles to ensure consistent high quality and customer satisfaction.

2. Innovation and Product Development:

  • R&D Investment: Increase investment in research and development to stay ahead of the curve in terms of technological advancements and fuel efficiency.
  • Product Differentiation: Develop innovative features and technologies to differentiate Airbus products from competitors.
  • Sustainability Focus: Prioritize environmental sustainability in product design and development, focusing on fuel efficiency and emissions reduction.

3. Strategic Partnerships:

  • Global Collaboration: Establish strategic partnerships with airlines and suppliers to enhance operational efficiency and access new markets.
  • Joint Ventures: Explore joint ventures with other aerospace companies to share resources and expertise in areas like technology development and manufacturing.
  • Outsourcing Decisions: Strategically utilize outsourcing to leverage specialized expertise and reduce operational costs.

5. Basis of Recommendations

These recommendations are based on the following factors:

  • Core Competencies and Consistency with Mission: The recommendations align with Airbus's core competencies in aircraft design, manufacturing, and technology. They also support the company's mission of providing innovative and sustainable air travel solutions.
  • External Customers and Internal Clients: The recommendations prioritize customer satisfaction by ensuring timely delivery of high-quality aircraft. They also aim to improve internal processes and empower employees.
  • Competitors: The recommendations address the competitive landscape by focusing on innovation, efficiency, and cost optimization, enabling Airbus to stay ahead of Boeing.
  • Attractiveness ' Quantitative Measures: The implementation of these recommendations is expected to lead to improved operational efficiency, reduced costs, and increased market share.
  • Assumptions: The recommendations are based on the assumption that Airbus can effectively implement the proposed changes and leverage the benefits of digital transformation and strategic partnerships.

6. Conclusion

By adopting a comprehensive strategy focused on operational excellence, innovation, and sustainable growth, Airbus can navigate the challenges of the large civil aircraft industry and maintain its leadership position. This strategy will require a commitment to continuous improvement, digital transformation, and strategic partnerships.

7. Discussion

Other Alternatives:

  • Merging with Boeing: This option could lead to a dominant player in the industry but faces significant regulatory hurdles and potential antitrust issues.
  • Focusing solely on cost reduction: This approach could be detrimental in the long run, as it might compromise innovation and product quality.

Risks and Key Assumptions:

  • Implementation Challenges: Implementing these recommendations requires significant organizational change management, which could face resistance from employees.
  • Technological Advancements: The rapid pace of technological change poses a risk that Airbus might fall behind competitors.
  • Economic Fluctuations: Economic downturns could impact demand for large civil aircraft, affecting Airbus's revenue and profitability.

8. Next Steps

  • Develop a detailed implementation plan: This plan should outline specific actions, timelines, and resource allocation for each recommendation.
  • Establish a dedicated team: This team will be responsible for overseeing the implementation of the strategy and monitoring progress.
  • Communicate the strategy: Clearly communicate the strategy and its benefits to all stakeholders, including employees, customers, and investors.
  • Continuously monitor and adapt: Regularly assess the effectiveness of the strategy and make adjustments as needed to ensure its success.

By implementing these recommendations and adapting to the evolving market dynamics, Airbus can secure its position as a leading player in the global large civil aircraft industry.

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Case Description

A capital-intensive industry that requires sophisticated high technology and enormous economies of scale, the global large civil aircraft industry allows only a few profitable players and has been dominated by the duopoly of The Boeing Company ("Boeing") and Airbus S.A.S. ("Airbus"). Although outsourcing has been evident since the 1970s, since the 1990s, Boeing and Airbus have become increasingly reliant on foreign suppliers, especially those in newly emerging markets, such as China. Industrial offset arrangements allow the two giants to contract their production processes, and increasingly the actual design and engineering work, to Chinese suppliers in exchange for guaranteed sales of the finished aircraft to Chinese airlines. This case provides a brief introduction to the global large civil aircraft industry. It can be used to teach courses with a focus on economics, business management, production and operational management.

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