Context

  • After an uninterrupted period of growth, the Aerospace 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

Aerospace and Defense Consulting Client References

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Aerospace and Defense Industry Consulting Services by Kepler

Kepler is a consulting firm with a focus on Innovation, Procurement, Supply Chain, and Operations functions, specialized in the aerospace, and defense sectors. The Kepler Aerospace and Defense Consulting teams support organizations in their Design to Cost approaches, the acceleration of Time-to-Market for new generations of innovation, their supplier development, their operational and supply chain excellence. Kepler Consulting Firm has its offices in the United States, France(HQ), China, and India.