Context

  • After an uninterrupted period of growth, the Aero sector is suffering, because of the health crisis, a violent shock, with a sudden drop in activity, first of all airlines, and by extension the entire chain, manufacturers, suppliers, equipment manufacturers, aeronautical service providers.
  • The military sector – and to a lesser extent the space sector – can act as a shock absorber at least for companies that are already largely dual (civil + military) thanks to the anticipation of orders from certain states.

Sector Challenges

1 / Reducing the Sector’s Ecological Impact:

  • Continuation of actions to reduce the footprint via the efficiency of the propulsion cells, weight reduction, secondary electrical functions (APU, electric taxiing, etc.)
  • Technological breakthrough with the use of alternative fuels (hydrogen, natural gas) and reduced consumption (electric hybridization)
  • Preparation of a generation of zero-emission planes (target posted for 2035), the only robust response to the risks of eliminating certain short-haul routes in favor of the train

2 / Industrial Agility:

  • Maturation and industrialization of new technologies and the establishment of more efficient / agile production chains, notably with AI / machine learning
  • Digitization of business lines to accelerate TTM (eg virtual testing, MBSE) and increase the flexibility of the entire chain (production, but also on the development part and even Research)

3 / Cost Reduction to Gain in Competitiveness:

  • Reduction in the cost of operations for aircraft operators (e.g. objective of switching to 1 pilot thanks to automation and the development of autonomous systems, overhaul of operating procedures, etc.)
  • Reduction of development and manufacturing costs for manufacturers and suppliers to accelerate the arrival of new generations of aircraft

Value Proposition

Design to Cost​ :

  • Full cost optimization, objective cost approach
  • Animation of the development / purchasing / industrialization collaboration process
  • Design to industrialization, design to maintenance

Innovation to “Process” to Accelerate the TTM of New Generations:

  • Process dedicated to innovation and project management adapted to disruption
  • Portfolio management to promote and prioritize technologies and projects
  • Open end-to-end innovation to reduce the cost and accelerate the TTM of innovations
  • Systemically integrated eco-design logic in product development

Supplier Development:

  • Support for suppliers, increase their competitiveness, review the client vs. supplier

Operations & Supply Chain: From “Back to Basics” on Operational Excellence to AI:

  • Lean management
  • Industrial footprint (rationalization, asset optimization, etc.)
  • Assessment and implementation of optimizations within the framework of mergers of players in the sector
  • Deployment of AI just necessary

 

 

 

Business Cases

 

 

References

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