www.ipm-scm.com III/2015

AVIATION

Content

In focus: AVIATION FORUM Hamburg 2015 Recent advances in operations research towards Supply Chain Integration Challenges in Commercial efficient airline management Aerospace Konstantin Biel, Technische Universität Darmstadt, Key issues: Challenges and Opportunities for Cabin‘s Jörg M. Ries, City University London Future, Industry 4.0 potentials in configured mass production Collaborative quality management in aerospace Conference information, profiles of speakers and experts, Laurent Martin-Rohmer, SupplyOn AG list of partners, sponsors and exhibitors Competitiveness of French and German Risk Sharing Partnership (RSP) in Aerospace: aerospace suppliers The RSP 2.0 Model Michael Santo, Jochen Schmid, ­Prof. Dr. Stephan M. Wagner, Stephan Baur, ETH Zürich h&z Unternehmensberatung AG

AVIATION FORUM 2015 When the coolant becomes a Liquid Tool.

From aviator to aviator: Let us show you how we Ballooning is another passion can lift-off together of the Blaser staff

Titanium machining

Other Coolant brands Blaser Coolant 0.2 mm)

0.1 (Tool wear (Tool Vb

35 45 80

Cutting Time (min), fz 0.15mm fz: feed rate per tooth

Metalworking fluids to optimize productivity, economic efficiency and machining quality.

Blaser Swisslube AG 3415 Hasle-Rüegsau Tel. 034 460 01 01 [email protected] www.blaser.com When the coolant becomes a Liquid Tool. Editorial

TM

AVIATION

From aviator to aviator: Let us show you how we Ballooning is another passion can lift-off together of the Blaser staff

This SUPPLY CHAIN MANAGEMENT™ issue is published in connection with the 5th AVIATION FORUM Hamburg 2015. The international conference and exhibition has developed into a key platform for Airbus, where we connect with our global suppliers and partners to present and discuss future perspec- tives and directions for the global aerospace industry. The AVIATION FORUM Hamburg 2015 will take place on the 8th and 9th of December in Hamburg, Germany. The topic is ”Supply Chain Integration Titanium machining Challenges in Commercial Aerospace”. Key issues are ”Challenges and Op- portunities for Cabin‘s Future” and ”Industry 4.0 potentials in configured mass Other Coolant brands Blaser Coolant production”­. 0.2 The basic articles of SUPPLY CHAIN MANAGEMENT™ III/2015 focus on the mm)

Risk Sharing Partnership Model 2.0 and the challenges of operations research me­ 0.1 thods in the airline industry. “How-to” articles will present collaborative quality (Tool wear (Tool management in aerospace, take a view on internalization, and analyze the competi- Vb tiveness of French and German aerospace suppliers. 35 45 80 We wish all attendees a successful AVIATION FORUM Hamburg 2015. Cutting Time (min), fz 0.15mm fz: feed rate per tooth

Prof. Dr. Johannes Walther Dr. Klaus Richter CEO, Institute for Production Chief Procurement Officer Management­ (IPM) Airbus Group & Airbus Metalworking fluids to optimize Editor Co-Editor productivity, economic efficiency and machining quality.

Blaser Swisslube AG

3415 Hasle-Rüegsau Tel. 034 460 01 01 [email protected] www.blaser.com S u p p ly C h a i n M a n a g e m e n t I II/2015 3 Aerospace Logistics with Kuehne + Nagel Kuehne + Nagel offers customised, nose-to-tail supply chain solutions that provide aerospace manufacturers, airlines and service suppliers with proven, best-in-class processes as well as powerful information technology.

Our aerospace customers benefit from our proven industry expertise and in-depth experience across the entire aircraft lifecycle.

Find out more: www.kuehne-nagel.com Content

Fundamental topics

Risk Sharing Partnership (RSP) in Aerospace: The RSP 2.0 Model Prof. Dr. Stephan M. Wagner, Stephan Baur, ETH Zürich ...... 7

Recent advances in operations research towards efficient airline management Konstantin Biel, Technische Universität Darmstadt, Jörg M. Ries, City University London ...... 17

Practical topics

Collaborative quality management in aerospace Laurent Martin-Rohmer, SupplyOn AG ...... 25

Competitiveness of French and German aerospace suppliers Michael Santo, Jochen Schmid, h&z Unternehmensberatung AG ...... 31

AVIATION FORUM Hamburg 2015 ...... 37

Greeting ...... 38

Partners and Sponsors ...... 39

Sponsors ...... 41

Exhibitors and Cooperation Partners ...... 42

Exhibition Plan ...... 44

Innovation Guide ...... 45

Program: 8th of December 2015 ...... 51

Program: 9th of December 2015 ...... 54

Speakers and Experts Index ...... 56

Speakers and Experts Profiles ...... 59

Book review...... 96

Editorial ...... 3

Register of Authors ...... 15

Event Calendar ...... 62

List of Advertisers ...... 81

Impressum ...... 91

S u p p ly C h a i n M a n a g e m e n t I II/2015 5 ii am sensitive The LBR iiwa enables the automation of sensitive assembly tasks.

ii am safe Thanks to its integrated torque sensors, the LBR iiwa detects collisions and reacts compliantly.

feel you

The LBR iiwa is setting milestones in automation. Now, the world’s first intelligent work assistant for industrial operation is the perfect solution – in all the areas where the perfect solution had yet to be found. Not only does it work with you directly, but it is also sensitive, flexible, precise – and safe. Get the close-up feeling of limitless productivity.

Do you have questions about the advantages of sensitive robotics in your industry? We would be happy to provide you with comprehensive answers for your individual solution: [email protected] Supply Chain Resilience Risk Sharing Partnership (RSP) in Aerospace: The RSP 2.0 Model

Prof. Dr. Stephan M. Wagner, Stephan Baur, ETH Zürich

Summary sourcing strategy. While in the past they performed he demand for large commercial and regional air- most of the design work internally and just provided craft is expected to grow in the next decades. Despite detailed specifications or drawings to their suppliers, this promising development on the market, supplier they now focus on their core competency as a system firms in this industry face several challenges, some integrator and outsource major work packages to large driven by the risk-sharing partnership (RSP) contracts that Tier-1 suppliers, denoted as “risk-sharing partners,” haveT been implemented largely for recent aircraft programs by also reducing the total number of involved supplier such as A350XWB and B787. This article discusses the RSP firms and by sharing major risks related to the develop- concept and presents the risks which are shared between the ment, serial production and the aftermarket activities buyer (e.g. aircraft/engine OEM) and the supplier firm in this with the supplier firm [Rose-Anderssen et al. 2008, Tang type of contract within the framework of a new product de- et al. 2009, Wagner/Hoegl 2006]. The RSP contracts al- velopment (NPD) project. We then discuss a challenge that low suppliers to benefit greatly from the promising supplier firms have encountered in recent RSP contracts and, market opportunities while exposing them to certain based on this, suggest a potential improvement which could risks. When the risks that are shared with the OEM have lead to an RSP 2.0 model. On the one hand, this is relevant for not been sufficiently identified, analyzed and managed, established buyer firms and for their suppliers which would they could harm the business operations of the supplier like to set up RSP contracts in the frame of incremental in- firms. This has happened, for example, in the A350XWB novation or second/multiple sourcing strategies and on the program with PFW in 2011 and Alestis in 2014, where other hand for supplier firms which would like to engage with Airbus had to step in to mitigate a shortage of liquid emerging players in a NPD project governed by this type of funds [Handelsblatt online 2011, Welt online 2014] or in collaborative relationship. the A380 program where the supplier firms struggled from production delays [Spiegel Online International Opportunities and challenges for 2006]. In order to accommodate these risks, the OEMs aerospace supplier firms and their supplier firms have implemented risk man- agement systems. These focus mainly on the manage- Forecasts of large commercial and regional aircraft ment of the risks ex-post (after the contract signature) demand for the next decades are extremely promising but do not sufficiently analyze the impact of these risks, [Airbus 2015a, Boeing 2015a, Bombardier 2015] and are in case they materialize, on the business plan of the sup- already backed up by huge order back- logs, in particular at Airbus and Boeing [Airbus 2015b, Boeing 2015b]. In order to benefit from these opportunities, es- When the risks that are shared with the OEM have tablished players from the regional jet not been sufficiently identified, they could harm the market, such as Bombardier, have en- business operations of the supplier firms. tered the large commercial aircraft (LCA) segment while new players from emerg- ing markets have arisen, such as Comac from China plier firm for a particular project in the ex-ante (before entering the LCA segment or Regio Aviasi Industri the contract signature) perspective. Thus we will define from Indonesia entering the regional jet market with the collaborative buyer-supplier relationship of an RSP, the R80 aircraft project [Regio Aviasi 2015, The Jakarta present the risks that are shared, and discuss a major Post 2014]. In order to fulfill this market demand most challenge which has been encountered in the current efficiently, the aircraft and engine OEMs have redefined RSP contracts and, on this basis derive potential solu- both their position along the value chain and their out- tions leading to an RSP 2.0 model.

S u p p ly C h a i n M a n a g e m e n t I II/2015 7 Supply Chain Resilience

activities for the work package accord- ing to a specification and performs the related manufacturing activities dur- ing the ramp-up and serial production phases. Within both of these models the supplier firm may either only support the buyer firm for the aftersales activi- ties related to the work package or be fully responsible for them. In addition, “design” activities can be outsourced, where an engineering subcontractor performs either the complete develop- ment of a work package according to a specification or only for certain ac- tivities, such as the creation of the 2D drawings. Figure 1: Break-even curve of new product development project Each model is characterized by the point of time when the supplier firm is involved and by the integration level Risk-sharing partnership in the aerospace of the work package, such as single parts, a component industry containing some assembly operations or a complete The collaborative model of RSP is most prevalent be- structure or system. tween an OEM and a Tier-1 supplier firm but can also The economic model within a risk-sharing scheme be set up between a Tier-1 and a Tier-2 supplier in order determines the types of risk, at a certain stage of the to hand over some risks to downstream partners in the value chain, as well as the level of these risks that are supply chain. Thus we will use the generalized naming shared between the buyer and the supplier firm by de- of buyer and supplier firms for this kind of collabora- fining the exposure to the risks in addition to the han- tive relationship. dling of the impact of the risks should they materialize. It consists of a fee for participating in the program, the financing of the non-recur- ring cost (NRC), the price for each deliv- Despite a higher risk exposure supplier firms should en- ered ship set, a price reduction mecha- gage in programs of emerging players, in order to have a nism over time, the contract law that is broader portfolio of contracts. applied, the length of the contract, and a mechanism for an ex-post adoption of An RSP between a buyer and a supplier firm is char- the contract. The supplier firm might pay a participa- acterized by the underlying risk-sharing scheme. This tion fee to the buyer firm in order to participate in the consists of both the degree of outsourcing of the buyer program. This fee could be explicit or implicit, when firm and the applied economic model and defines thus the supplier firm provides, for example, the prototypes the types and the level of risk that is shared between the or the first ship sets for free. The financing of the NRC buyer and the supplier firm for a particular work pack- of the supplier firm can either be subject to an upfront age along different steps of the value chain [Wagner/ financing by the buyer firm, to a milestone-dependent Baur 2015]. In this context, a work package can be a sin- payment or to a complete amortization of these costs by gle part, a component that already inhibits some assem- the supplier firm during the serial production phase or bly operations, a system consisting of several compo- via aftermarket activities. Each delivered work package nents or a service, such as the creation of 2D drawings. has a certain ship set price that is either fixed or based The degree of outsourcing of a buyer firm defines on a share of the revenue of the final product that the the major stages of the value chain that are outsourced buyer firm sells. In case of a fixed ship set price, price to a supplier firm. This could be manufacturing and/ reduction mechanisms – based for instance on a certain or development activities. The model of outsourcing of number of ship sets or a yearly basis – can be included manufacturing activities to a supplier firm is in aero- in the contract. The contract law could vary from classi- space typically known as “build to print,” where the cal contracts to neoclassical ones and even to an equity supplier firm manufactures and/or assembles the work joint venture between the two companies. Based on this package according to a drawing that it receives from type of contract law as well as strategic considerations the buyer firm. “Design and build” refers to the out- of the two firms, such as e.g. the sourcing strategy, dif- sourcing of manufacturing and development activities, ferent contract lengths are applied. As not all param- where the supplier firm first performs development eters within the contract can be specified ex-ante also

8 S u p p ly C h a i n M a n a g e m e n t I II/2015 Supply Chain Resilience

mechanisms for an ex-post adaption of the contract can the business cases of the buyer and the supplier firm be included in order to take changed economic condi- and thus to give the supplier firm an inherent incen- tions or a change in the work scope into account. Based tive to optimize the work package during the life of on the distinct characteristics of the risk-sharing scheme the contract. This type of contract is prevalent in the the buyer-supplier relationship can range from a loose engine area where it is applied as a type of razor blade collaboration, such as in the case of outsourcing of de- model where the engine OEM provides the engine at a sign activities based on a pay-by-the-hour contract, to low original equipment price to the final customer (air- a true RSP, where the firms collaborate along the en- line or lessor) and generates the revenue stream via the tire product life cycle and share also the respective in- aftermarket activities. This business model has quite vestments, risks and profits. Thus, for the remainder of high margins in the aftermarket activities; however it this article we will define “risk-sharing partnership” also exhibits quite a high time-frame between the start as a collaborative buyer-supplier relationship where of the program and the break-even point, which can be the supplier firm first performs the development activ- up to 15 years. ity for the work package and produces than the work package during the serial production phase as well as Risks shared between buyer and supplier amortizes the associated non-recurring expenses later firm on, either based on certain milestones or via the serial production phase. Within an RSP the buyer and the supplier firm share For the amortization of the non-recurring cost of the risks related to the development activities, the serial supplier firm as well as the payment for the production production phase as well as the aftermarket activities of the work package, two basic mechanisms are preva- [Wagner/Baur 2015], as shown in table 1, and which lent within the aerospace industry, resulting in two lay- affect a different commercial mechanism within the eco- outs of the break-even curve, shown in figure 1. nomic model. The major development activity risks are related to n Mechanism I: Fixed-price for the work package con- the specification which is provided to the supplier firm taining price reduction mechanism and amortiza- by the buyer firm, the availability of the technology as tion of the non-recurring cost over serial production well as the concept development and the design activi- phase or based on certain milestones. ties. The major serial production phase risks are the n Mechanism II: Revenue-sharing contract where the number of products to be sold as well as the production supplier firm receives a certain share of the revenue rate, the work package industrialization and the work obtained with the sale of the final product. This share package manufacturing, which sums up to the program is based on the share of the supplier firm on the over- success itself. all program and covers the production of the work For revenue-sharing contracts, the buyer and the package as well as the amortization of the related supplier firm share in addition the risks of the sales non-recurring expenses. Within a revenue-sharing price of the final product. During the aftermarket ac- contract the supplier firm might also participate in tivities the buyer and the supplier firm can share the the revenue stream from the aftermarket activities, risks related to the availability of spare parts as well by having a share on the program, even if it only as the MRO (maintenance, repair, and overhaul) and provides fit-and-forget components. service offerings. As the aircraft and engines are typi- cally sold in US dollars the buyer firm might also trans- Mechanism I is used mostly for work packages which fer the exchange rate risk to its supplier and thus the are production-driven and where the buyer firm can risk of fluctuations on the financial market, including thus quite robustly, when making the contract, specify interest rates, this is applicable throughout all three the recurring production price and the price reductions phases. When these risks materialize they have a dif- which should be achieved by the supplier firm over the ferent impact on the non-recurring cost of the project, life-time of the contract as well as the product optimi- the recurring production cost of the supplier firm, the zation in order to keep the work package competitive. transfer payment from the buyer to the supplier firm, or This type of contract thus mostly applies to structural the aftermarket activities. Depending on this impact the work packages or work packages from the systems and break-even curve of the project is affected in a different equipment area. The break-even point is reached typi- way as shown in figure 2. cally after 7-12 years but the course of the curve is in general lower than for revenue-sharing contracts due Encountered challenges in current risk- to lower margins from the aftermarket activities. When sharing partnership contracts the work package is engineering-driven and it is more difficult to specify the optimization of the work pack- The encountered challenges in the current RSP con- age throughout the lifetime of the program, the buyer tracts were to a large extent either driven by missing firm strives for a mechanism II contract in order to align capabilities and competences within the buyer or the

S u p p ly C h a i n M a n a g e m e n t I II/2015 9 Supply Chain Resilience

Table 1: Risks shared within risk-sharing partnership and impact on commercial mechanism within economic model [Wagner/Baur 2015]

supplier firm or to processes and ways of working at nism within the contract. These change requests can the interface between these firms. The former were delay the development schedule, due to the need for found mainly in the beginning of the RSP contracts and additional development activities and for rework loops were caused by the transformation of the organizational for already finished activities, and thus also increase the structure of the firms, the capabilities and competenc- total non-recurring cost of the project. The latter point es of the resources, as well as their mind-set from the can result, based on the sharing of these additional costs former way of working, which was based on the out- between the buyer and the supplier firm, either in a sourcing of build to print work packages to the current rightward shift of the break-even point of the project outsourcing of design and build work packages. While or in preventing the supplier firm from reaching the firms have generally completed this transformation we break-even point at all. This might thus trigger claim believe that there is still room to meet the challenges at requests of the supplier firm in a subsequent step. the interface of the two firms, especially regarding the handling of changes in respect to the initial specifica- Potential solutions at the buyer-supplier tion, which are introduced by the buyer firm during the interface towards an RSP 2.0 model development phase. Before making RFPs (request for proposals) for the It is a commonplace in the aerospace industry that, different work packages and selecting the supplier even if the described change requests trigger additional firms, the buyer firm needs to break the final product work at both the buyer and the supplier firm, they are down into individual work packages for the supplier needed in order to operate the co-engineering model firms and define both the specification and the require- within the frame of outsourcing of design and build ments for each of these work packages. The supplier work packages where the buyer and multiple supplier firm then estimates, based on this initial specification, firms develop in parallel adjacent and interconnected the non-recurring cost related to the development ac- work packages. Thus we will present the key contrac- tivities of the work package as well as the recurring tual cost driver (KCCD) model which in our view helps production cost, including the depreciation of the pro- to coordinate and reduce the inflow of change requests duction equipment. Due to additional end-customer from the buyer to the supplier firm and also provides an requirements as well as the possibility for further op- objective basis for the discussion of the non-recurring timization of the final product in respect to its perfor- cost impact of a change request. mance parameters, such as operating cost or range, the Within the KCCD model the buyer and the suppli- buyer firm might change this initial specification dur- er firm mutually define 5-7 key parameters per major ing the development activities via change requests. The phase of the development acitivities, the serial produc- additional non-recurring cost, driven by these change tion phase and the aftermnarket activities, which drive requests are either supported by the buyer firm or the and reflect the cost of this phase. This can, for example, supplier firm or split between them, depending on the be the number of interface points to be designed or the type of change request and on the commercial mecha- number of 2D drawings to be created. In a next step the

10 S u p p ly C h a i n M a n a g e m e n t I II/2015 Supply Chain Resilience

firms mutually analyze the process which is related to have also been highlighted in this article. This will fos- this key cost driver and determine, based on this, the ter the partnership mindset within the collaborative costs which are associated with each cost driver, such as buyer-supplier relationship and minimize the occur- 10 working hours per 2D drawing whereby each hour rence and potential impact of materialized risks. costs USD 70. This provides a joint view to the respon- Third, the hedging of exchange rates is for smaller sibility for the individual activities (buyer or supplier companies in general more expensive than for bigger firm), the required inputs and outputs as well as the and more diversified ones, due to the lower hedging related costs. At the same time this discussion helps to volume and to higher risk exposure. Managers of sup- reduce unnecessary tasks within each activity and thus plier firms thus shall strive to perform with both peers directly helps to reduce the related non-recurring or re- and the buyer firm a joint hedging of the exchange rate curring cost. The total costs for each major phase are exposure, mostly US dollars, which will limit the risk then given by the individual key cost driver as well as to which the companies are exposed to and thus might the total amount of each of them, such as the total num- lower the price of the work packages which in a subse- ber of 2D drawings which need to be created. quent step also benefits the buyer firms. When discussing, for example, a change request dur- Fourth, despite a higher risk exposure supplier firms ing the development activities the buyer and the sup- should engage in programs of emerging players, such plier firm can then discuss the impact of this change, as the R80 aircraft project of Regio Aviasi Industri of and thus its impact on the non-recurring cost, based on Indonesia, in order to have a broader portfolio of con- the number of affected cost drivers and their volume. tracts but also to maintain the development capabilities Based on the accountability for a particular change re- in-house and be prepared to engage in NPD projects at quest and for the agreed sharing mechanism the buyer current established players in the future. and the supplier firm have then also an objective basis These recommendations are beneficial for managers for the sharing of the cost over- or underrun, which of OEMs and Tier-1 firms, who already work in an RSP thus reduces lengthy ex-post claim discussions. In addi- mode to improve their relationship for contracted work tion the buyer firm is incentivized to reduce the inflow packages or for the outsourcing of new work packages of change requests and to consolidate them in optimal within an incremental innovation project or a second/ batches. multiple sourcing strategy. In addition it will help Tier- 1 firms to transfer the risks to their sub-tier suppliers, Summarizing recommendations for and can guide Tier-1 and Tier-2 supplier firms which OEMs and suppliers are considering engaging in a new aircraft or engine development program in the emerging markets. The following recommendations for managers of aircraft and engine OEM and for their Tier-1 and Tier-2 supplier firms can be derived from our analysis. First, after having trans- formed the organization, the capabilities and competences as well as the mindset of their resources, the buyer and the supplier firm should strive to improve the processes and ways of working at the inter- face between their firms. One related concept is the model of the KCCD. This is in partic- ular relevant for new devel- opment activities within the frame of, for example, incre- mental innovation projects. Second, the buyer and the supplier firm should intensi- fy their partnership by work- ing together in identifying, analyzing, and managing the risks that are related to their joint operation and which Figure 2: Impact of materialized risks

S u p p ly C h a i n M a n a g e m e n t I II/2015 11 Supply Chain Resilience

Conclusion n Bombardier, 2015. Market forecast 2015-2034. Bom- An NPD project which is governed by an RSP is vul- bardier Commercial Aircraft. http://www.bombar- nerable to several risks which can impact the point of dier.com/content/dam/Websites/bombardiercom/ time when the break-even point is reached or even im- supporting-documents/BA/Bombardier-Business- pede to reach it. Some of these risks are caused inter- Aircraft-2015-2024-Market-Forecast-en.pdf, accessed nally by the buyer or supplier firm or at the interface on August 25, 2015. between these firms due to organization, capabilities n Handelsblatt online, 2011. Airbus rettet schwächeln- and competences as well as a resources mindset still den Zulieferer PFW. http://www.handelsblatt.com/ based on the legacy way of outsourcing “build to print” unternehmen/industrie/uebernahme-airbus-rettet- packages. Although both buyer and supplier firms have schwaechelnden-zulieferer-pfw/4665554.html, ac- transformed their firms internally in recent years, we cessed on June 08, 2015. believe there is still room for improvements to working n Regio Aviasi, 2015. http://www.regio-aviasi.co.id/ processes at the interface between buyer and supplier rai/, accessed on August 25, 2015. firms. As one building block towards an RSP 2.0 mod- n Rose-Anderssen, C., Baldwin, J. S., Ridgway, K., Al- el we present the concept of KCCD which optimizes len, P. M., Varga, L., 2008. Aerospace supply chains as the inflow of change requests during development ac- evolutionary networks of activities: Innovation via tivities. In addition, we highlight the risks which are risk-sharing partnerships. Creativity and Innovation shared between the buyer and the supplier firm which Management 17(4), 304-318. allow firms which engage in this type of collaborative n Spiegel Online International (2006). Airbus produc- buyer-supplier relationship within the frame of an in- tion delays: German government to help stricken cremental innovation project, a second/multiple sourc- Airbus suppliers. http://www.spiegel.de/interna- ing strategy, or within a new aircraft or engine program tional/airbus-production-delays-german-govern- to more accurately analyze the impact of these risks, in ment-to-help-stricken-airbus-suppliers-a-446902. case they materialize, on the business case. html, accessed on August 25, 2015. n Tang, C. S., Zimmerman, J. D., Nelson, J. I., 2009. Man- References aging new product development and supply chain risks: The Boeing 787 case. Supply Chain Forum: An n Airbus, 2015a. Global market forecasts 2015-2034. International Journal 10(2), 74-86. http://www.airbus.com/company/market/fore- n The Jakarta Post, 2014. RAI, PT DI and West Java cast/, accessed on August 25, 2015. govt team up to develop R80 planes. http://www. n Airbus, 2015b. Orders and deliveries. http://www. thejakartapost.com/news/2014/09/11/rai-pt-di- airbus.com/company/market/orders-deliveries/, and-west-java-govt-team-develop-r80-planes.html, accessed on August 25, 2015. accessed on August 25, 2015. n Boeing, 2015a. Current market outlook 2015-2034. n Wagner, S. M., Baur, S., 2015. Risk-sharing partner- http://www.boeing.com/resources/boeingdot- ship with suppliers: Definition, characteristics and com/commercial/about-our-market/assets/down- current application in the aerospace industry. Work- loads/Boeing_Current_Market_Outlook_2015.pdf, ing Paper ETH Zurich. accessed on August 25, 2015. n Wagner, S. M., Hoegl, M., 2006. Involving suppli- n Boeing, 2015b. Orders and deliveries. http://www. ers in product development: Insights from R&D di- boeing.com/commercial/#/orders-deliveries, ac- rectors and project managers. Industrial Marketing cessed on August 25, 2015. Management 35(8), 936-943.

TM

Annual Subscription (3 issues) E 78,– per year (national) (students E 25,–) E 88,– per year (international) (students E 35,–) Trial versions and past volumes online at: www.ipm-scm.com

IPM GmbH Schiffgraben12 S u p p ly C 42h a i· n 30175 M a n a gHannover e m e n t I II/2 ·015 Tel. +49 511 47314790 · [email protected] · www.ipm-scm.com Supply Chain Resilience

n Welt online, 2014. Warum Airbus seinen Schlüssel- Sourcing-Strategien anwenden wollen, als auch für Zuliefer- lieferanten kauft. http://www.welt.de/wirtschaft/ firmen, die bei Neuentwicklungen mit aufsteigenden Firmen article130842807/Warum-Airbus-seinen-Schluessel- aus den Emerging Markets derartige Verträge abschließen. lieferanten-kauft.html, accessed on June 08, 2015.

Zusammenfassung

Die zivile Luftfahrtindustrie weist in den kommenden Jahr- zehnten einen sehr starken Bedarf an Verkehrs- sowie Regio- nalflugzeugen auf. Trotz dieser erfolgsversprechenden Wachs- tumsperspektiven haben die entsprechenden Zulieferfirmen mit Herausforderungen zu kämpfen, die teilweise durch die “Risk-Sharing Partner” (RSP) Verträge bedingt sind, wel- che in den vergangenen Programmen – wie z. B. A350 XWB und B787 – vermehrt angewendet wurden und auch voraus- sichtlich in Zukunft verbreitete Anwendung finden werden. Authors In diesem Artikel präsentieren wir die Bausteine der derzeit angewendeten Risk-Sharing Partnership Verträge sowie die PROF. DR. STEPHAN M. WAGNER holds the entsprechenden Risiken, die entlang verschiedener Stufen des Kuehne Foundation-sponsored Chair of Logistics Produktlebenszyklus geteilt werden. Anschließend diskutieren Management and is Academic Director of the Ex- wir die Hauptherausforderungen mit denen Zulieferfirmen in ecutive MBA in Supply Chain Management at ETH der Vergangenheit im Rahmen der Risk-Sharing Verträge zu Zurich. kämpfen hatten und entwickeln daraus Ideen für ein RSP 2.0 STEPHAN BAUR is a Senior Consultant at Ro- Modell. Dies ist zum einen für etablierte Abnehmer und de- land Berger GmbH and Doctoral Candidate at the ren Zulieferer interessant, die derartige Verträge im Rahmen Chair of Logistics Management at ETH Zurich. von inkrementellen Innovationsprojekten oder second/multiple

S u p p ly C h a i n M a n a g e m e n t I II/2015 13 © AIRBUS Excellent Collaboration with Suppliers

SupplyOn perfectly supports collaborative supply chain and quality management processes with suppliers in the aerospace industry – enabling advanced capacity planning, interactive fine tuning of delivery quantities and dates, order status tracking as well as an efficient handling of concessions, complaints and on-time delivery data.

Join this central aerospace platform and benefit from the next generation of supply chain collaboration.

www.supplyon.com [email protected] www.SupplyOn.com Register of Authors

Register of Authors

Prof. Dr. Stephan Wagner Michael Santo ETH Zürich h&z Unternehmensberatung AG Tel. +41 44 6323259 Tel. +49 89 24296943 E-Mail: [email protected] E-Mail: [email protected]

Stephan Baur Konstantin Biel ETH Zürich Technische Universität Darmstadt Tel. +41 44 6323259 Tel. +49 6151 164827 E-Mail: [email protected] E-Mail: [email protected]

Laurent Martin-Rohmer Jörg M. Ries SupplyOn AG City University London Tel. +49 811 99997284 Tel. +44 20 70400974 E-Mail: [email protected] E-Mail: [email protected]

Jochen Schmid h&z Unternehmensberatung AG Tel. +49 89 2429690 E-Mail: [email protected]

TM

AVIATION

S u p p ly C h a i n M a n a g e m e n t I II/2015 15 B/E Aerospace is proud to be the INNOVATION PARTNER of the AVIATION FORUM 2015

At B/E Aerospace, our vision has always been to improve our customers’ business and ultimately the lives of their customers. Our commitment to innovate and the aspiration to deliver a new best drive us to do great things for our global partners by helping them to take aviation to the next level.

B/E Aerospace has the Passion to Innovate. The Power to Deliver.

To learn more about B/E Aerospace and our services go to www.beaerospace.com

World Headquarters | 1400 Corporate Center Way, Wellington, FL 33414 beaerospace.com B/E Aerospace is proud to be the Airline Planning INNOVATION PARTNER of the AVIATION FORUM Recent advances in operations 2015 research towards efficient airline management­

Konstantin Biel, Technische Universität Darmstadt, Jörg M. Ries, City University London

Summary time. For instance, the EU market liberalization induced the privatization of previously parastatal airlines and he airline industry is considered as one of the most lead to a rapid growth of the full-service carriers, which dynamic industries at all. Besides continuous tech- established large hub-and-spoke networks with an in- nological advancements, deregulation has been iden- creasing number of highly frequented routes. Around tified as a major driver of this development. To cope the turn of the millenium, a tremendous growth of low- with the steadily increasing competition and the resulting cost cost carriers triggered a decrease in average frequency Tpressure, airline managers have consistently intensified the use per route, which has continued until today. The num- of operations research methods to solve the complex planning ber of routes, on the other hand, has kept increasing problems they face. As computation capacities available have substantially increased in recent years, more and more sophisticated issues can be handled. This article introduces the current To successfully compete in this tough market challenges within the airline industry and gives environment, airlines are more than ever turning to an overview of the planning problems whose so- lutions may significantly benefit from advanced operations research applications to improve their analytical optimization approaches. Based on a planning processes aimed at cutting operational systematic literature review, it is shown that the costs to ultimately maximize profits. integrated consideration of planning problems, which have thus far been treated separately, as well as robust planning approaches, which aim at reducing the continuously [Burghouwt/de Wit 2015]. Moreover, as impact of schedule disruptions on the airline performance, rank a consequence of the soaring market shares of low-cost among the hottest topics within airline operations research. carriers as well as the rapid growth of airlines from the Middle East, competition within the airline indus- Developments in the airline industry try has increased dramatically. This developement has resulted in a number of bankruptcies, takeovers and The airline industry has undergone immense chan­ mergers [Burghouwt/de Wit 2015], and has caused ges in the last forty years. A major driver of these steadily growing pressure to reduce costs in order to developments has certainly been the increasing market compete successfully in the long run. In 2015, carriers At B/E Aerospace, our vision deregulation [Smith Jr/Cox 2008]. While in the United in all regions except for North America are expecting has always been to improve our States liberalization was already initiated by the Air- a net profit margin of between 0.8 (Africa) and 3.1 per- customers’ business and ultimately line Deregulation Act of 1978, this process has been cent (Middle East), which equals an average net profit the lives of their customers. adopted later in many other countries. The European per passenger between USD 1.59 (Africa) and USD 9.61 Our commitment to innovate and the aspiration to deliver a new best drive us Union (EU), for instance, started to liberate its airline (Middle East). [Figure 1, International Air Transport to do great things for our global partners by markets in the late 1980s [Scharpenseel 2001] whereas Associaton 2015]. Consequently, to successfully com- helping them to take aviation to the next level. the Republic of Korea, in contrast, passed its Airline pete in this tough market environment, airlines are Deregulation Act only recently in 2008 [Sun 2015]. Con- more than ever turning to operations research applica- B/E Aerospace has the Passion to Innovate. The Power to Deliver. sequently, the current competitive structures within the tions to improve their planning processes aimed at cut- airline industry still do not fully reflect the economic ting operational costs to ultimately maximize profits. To learn more about B/E Aerospace and our services go to www.beaerospace.com consequences induced by airline deregulation process- This is supported by the fact that the airline industry es. As these ongoing processes have proceeded over provides ideal settings for mathematical optimization years and have come about in different regions in the approaches and heavily relies on the use of information world bit by bit, their effects have also changed over technologies [Barnhart et al. 2003]. World Headquarters | 1400 Corporate Center Way, Wellington, FL 33414 beaerospace.com

S u p p ly C h a i n M a n a g e m e n t I II/2015 17 Airline Planning

Figure 1: Expected airline performances across different regions for 2015

In the light of these developments, this article pro- and airline management. While in airport management vides an overview of the main planning problems in the operations research methods are primarily used for airline industry that have historically been addressed optimizing airport capacity, gate assignments, and air- by analytical methods of operations research and of craft ground operations, they are used for optimizing how the applications of these methods have changed the flow between airports in air traffic management over time. Furthermore, we will illustrate the tremen- [Wu/Caves 2002]. In the article at hand, however, we dous improvements achieved by integrated and robust solely focus on airline management which is the most analytical approaches of airline operations research in vibrant area within the aviation industry. the wake of constantly rising computation capacities According to their scope and planning horizon, the and their implications for the airline management. applications of operations research methods in the airline industry can be classified into three planning Operations planning in aviation manage- phases (Figure 3): I) airline network design, II) flight ment schedule planning, and III) revenue management. The airline network design is usually determined for a Airlines represent only one component of the di- planning horizon of two to five years. For this reason, verse aviation industry that is typcially divided into planning problems belonging to this phase are rather three major planning areas handled by different players of strategic nature and provide the basis for the flight (Figure 2): airport management, air traffic management, schedule planning by determining the structure of the

Figure 2: Application areas of operations research methods in the aviation industry

18 S u p p ly C h a i n M a n a g e m e n t I II/2015 Airline Planning

airline network, the passenger capacity that the airline It is obvious that the problems of the different plan- is looking to provide with its fleet, and the locations ning phases are highly interdependent [Figure 4]. For of facilities for maintenance, etc. Subsequently, a flight instance, the number of fleet assignment options of a schedule is established for a time frame of four weeks flight schedule is clearly limited by the strategic fleet to twelve months. In this planning phase, the frequency plan. At the same time, fare pricing for a given route at which the previously defined routes are served is de- is heavily impacted by the aircraft assigned to this

Figure 3: Phases of airline operations management termined. The aircrafts within the fleet are assigned to route. Equally, changes of optimal pricing and booking the flight schedule, taking also account of maintenance strategies may induce adjustments in fleet assignment requirements. In addition, crews are assigned to the air- which, in turn, may require a different future strategic crafts executing the flight schedule. Within the last six fleet plan. Hence, interdependencies between the plan- months before departure, revenue management takes ning phases exist in both directions whose failure to over to maximize the utilization of the available pas- observe may lead to suboptimal results and lost profits senger capacity by optimally pricing seats and mixing [Barnhart/Cohn 2004]. To account for these interde- fare classes [Sterzenbach/Conrady 2003]. pendencies, several integrated planning approaches have been developed in recent years. The integration of Novel applications of airline operations planning problems which have previously been treated research­ separately substantially increases the complexity of the solution process. Thus, the emergence of integrated The specific planning approaches applied by air- planning approaches goes hand in hand with the soar- lines, usually solved with the help of complex analyti- ing availability of computation capacities [Klabjan et cal methods, have changed over time. To identify recent al. 2002]. developments in operations research aimed at improv- Most of the recently developed planning approaches ing airline operations planning, a systematic review of cover two or three airline planning problems at a time. the scientific literature was conducted that ensures the In this context, models were developed which integrat- generation of a transparent, reproducible and unbiased ed the schedule construction and the fleet assignment sample [Cooper 2010]. In a first step, relevant keywords [Lohatepanont/Barnhart 2004]. Hence, these models were defined that were later used to identify approaches concurrently determine departure times and route fre- in the literature. Subsequently, scientific databases were quencies as well as aircraft assignments. Besides, other searched for articles that contained these keywords models were suggested which execute the fleet assign- either in their title, abstract or keywords. This was com- ment and the aircraft maintenance routing at the same plemented by a forward and backward snowball search. time [Barnhart et al. 1998, and Haouari et al. 2009]. On After generating an initial sample, all selected articles the other hand, the fleet assignment can also be exe- were checked for their relevance and included in the cuted in combination with crew scheduling [Sandhu/ final sample provided that they addressed the develop- Klabjan 2007]. Depending on the flight network of an ment or application of analytical approaches in the area airline, this integrated solution approach can even be of airline operations planning. Instead of discussing the combined with the maintenance routing problem. In a standard problems, we have focused on recent trends case study, Sandhu and Klabjan (2007) showed that the in this area of application which predominantly feature overall planned cost of an airline can be decreased by 3 integrated and robust planning. percent on average with the aid of their integrated plan-

S u p p ly C h a i n M a n a g e m e n t I II/2015 19 Airline Planning

Figure 4: Interdependencies and integration of airline operations planning

ning approach, which may save the airline tens of mil- ductions, or absent personnel may do [Smith/Johnson lions of dollars each year [Sandhu and Klabjan 2007]. 2006]. Robust planning is looking to minimize the ad- In addition, the airline industry has been provided verse ramifications of such schedule disruptions in- with models linking the crew scheduling problem to the stead of identifying a single optimal plan, which will aircraft maintenance problem [Cordeau et al. 2001, and only turn out to be optimal in case all assumptions hold Cohn/Barnhart 2003] and to flight schedule planning and no unforeseen disruptions occur [Figure 5]. Hence, under consideration of aircraft maintenance require- a robust plan covers a wide range of scenarios featur- ments [Klabjan et al. 2002]. Papadakos finally presented ing different potential disruptions and provides airlines the first model that integrated fleet assignment, aircraft with a high degree of flexibility to react to unforeseen events [Ageeva/Clarke 2000]. A robust fleet assignment approach may, for instance, require similar aircraft Robust planning is looking to minimize the adverse types to be stationed at the same airport ramifications of such schedule disruptions instead of such that in case of a delay another than identifying a single optimal plan. the initially assigned aircraft can be as- signed to a flight leg on short notice [Smith/Johnson 2006]. In a case study, maintenance routing, and crew scheduling. In a case it was shown that this robust planning approach may study, he showed that the overall operating costs of save an airline around USD 129 million of maintenance an airline which had to schedule 700 legs for six fleets and crew costs per year [Smith/Johnson 2006]. In gen- could be reduced by USD 24 million compared to the eral, it is questionable whether models solely focusing solutions computed with the best methods known by on cost minimization can sufficiently take account of then [Papadakos 2009]. robustness considerations as costs arising from sched- Besides the integration of different planning prob- ule disruptions are hard to quantify. For this reason, lems, recently developed approaches increasingly fea- planning robustness of a flight schedule may rather be ture optimality robustness considerations. Robust plan- promoted by minimizing the number of missed con- ning approaches take account of the fact that the input necting flights of passengers or similar non-financial parameters which airline operations planning models performance metrics [Lan et al. 2006]. Another way of assume to be known may actually be subject to changes developing a robust flight schedule can be found in the on very short notice. For instance, weather conditions area of dynamic scheduling, which allows airlines, for or mechanical problems may cause substantial delays example, to better respond to variability in demand, of flights just as air-traffic control, airport capacity re- [Jiang/Barnhart 2013]. Overall, research on flight sche­

20 S u p p ly C h a i n M a n a g e m e n t I II/2015 Airline Planning

Figure 5: Comparison between traditional and robust optimization approaches

dule planning has shown that aiming for robustness References objectives such as schedule reliability and flexibility may improve the operational performance of airlines n Ageeva, Y., Clarke, J.-P., Approaches to incorporating significantly [Burke et al. 2010]. robustness into airline scheduling, Report No. ICAT- 2000-8, 2000. Conclusion and outlook n Barnhart, C. et al., Flight string models for aircraft fleeting and routing, in: Transportation Science, Vol. In recent decades, the airline industry has undergone 32 (3) 1998, pp. 208-220. immense changes due to continuing deregulation as n Barnhart, C., Belobaba, P., Odoni, A.R. , Applications well as technological progress and has thus turned into of operations research in the air transport industry, a highly competetive market with steadily increasing in: Transportation Science, Vol. 37 (4) 2003, pp. 368- pressure for ongoing cost reductions. As a result, air- 391. lines are more than ever turning to operations research n Barnhart, C., Cohn, A., Airline schedule planning: applications, enabled by the extensive use of informa- Accomplishments and opportunities, in: Manufac- tion technology, for improving their planning activities turing & Service Operations Management, Vol. 6 (1) and ultimately maximizing profits. Recent develop- 2004, pp. 3-22. ments reveal that these analytical approaches tend to n Burghouwt, G., de Wit, J. G., In the wake of liberalisa- integrate different planning problems that have been tion: long-term developments in the EU air transport treated seperately in the past. In addition, to handle market, in: Transport Policy, Vol. 43, 2015, pp. 104- increasing uncertainty novel approaches also tend to 113. feature robustness considerations. n Burke, E. K. et al., A multi-objective approach for ro- As indicated in this paper, there are many promising bust airline scheduling, in: Computers & Operations topics for future developments in the area of airline op- Research, Vol. 37 (5) 2010, pp. 822-832. erations research such as the integration across differ- n Cohn, A. M., Barnhart, C., Improving crew schedul- ent planning phases or the consideration of robustness ing by incorporating key maintenance routing deci- concepts in developing coordinated strategic, tactical sions, in: Operations Research, Vol. 51, 2003, pp. 387- and operational plans. In addition, due to the increas- 396. ing awareness of environmental and social concerns n Cooper, H. M., Research synthesis and meta-analy- as well as future changes in airline competition, the sis : a step-by-step approach, in: Applied Social Re- consideration of sustainability criteria and the impact search Methods Series, Vol. 2, 4. ed., Thousand Oaks, of new business models should also be of interest for Calif., 2010. generating prospective advanced planning approaches.

S u p p ly C h a i n M a n a g e m e n t I II/2015 21 Airline Planning

n Cordeau, J.-F. et al., Benders decomposition for si- Zusammenfassung multaneous aircraft routing and crew scheduling, in: Die Airline-Industrie ist seit langem durch eine sehr dyna- Transportation Science, Vol. 35 (4 2010), pp. 375-388. mische Entwicklung gekennzeichnet. Grund dafür sind zum n Haouari, M., Aissaoui, N., Mansour, F. Z., Network einen der erhebliche technologische Fortschritt im Laufe der flow-based approaches for integrated aircraft fleet- Zeit, zum anderen aber auch die zunehmende Deregulierung, ing and routing, in: European Journal of Operational die Ende der 1970er Jahre in den USA angestoßen wurde. Als Research, Vol. 193 (2) 2009, pp. 591-599. Reaktion auf den stetig wachsenden Wettbewerb und den da- n International Air Transport Associaton, Airline Prof- mit einhergehenden Kostendruck kommen verstärkt Methoden itability Strengthens Further, Press Release No. 26, des Operations Research zum Einsatz, um die vielschichtigen 2015. Planungsprobleme bestmöglich zu lösen. Der vorliegende Ar- n Jiang, H., Barnhart, C., Robust airline schedule de- tikel stellt die Herausforderungen vor, mit denen die Airline- sign in a dynamic scheduling environment, in: Com- Industrie derzeit konfrontiert wird. Er gibt einen Überblick puters & Operations Research, Vol. 40 (3) 2013, pp. über Planungsprobleme, die in besonderem Maße von moder- 831-840. nen analytischen Optimierungsverfahren profitieren. Mithilfe n Klabjan, D. et al., Airline crew scheduling with time eines systematischen Literaturüberblicks wird gezeigt, dass windows and plane-count constraints, in: Transpor- integrierte Planungsansätze bisher separat behandelte Proble- tation Science, Vol. 36 (3) 2002, pp. 337-348. me ganzheitlich betrachten und dass robuste Planungsmetho- n Lan, S., Clarke, J.-P., Barnhart, C., Planning for robust den, die darauf abzielen, den Einfluss von Störungen auf die airline operations: Optimizing aircraft routings and Leistungsfähigkeit der Flugplanung zu minimieren, zu den flight departure times to minimize passenger disrup- aktuell am intensivsten diskutierten Themen im Bereich des tions, in: Transportation Science, Vol. 40 (1) 2006, pp. Airline Operations Researchs gehören. 15-28. n Lohatepanont, M., Barnhart, C., Airline schedule planning: Integrated models and algorithms for schedule design and fleet assignment, in: Transpor- tation Science, Vol. 38 (1) 2004, pp. 19-32. n Papadakos, N., Integrated airline scheduling, in: Computers & Operations Research, Vol. 36 (1) 2009, pp. 176-195. n Sandhu, R., Klabjan, D., Integrated airline fleeting and crew-pairing decisions, in: Operations Research, Vol. 55 (3) 2007, pp. 439-456. n Scharpenseel, M. F., Consequences of EU airline de- regulation in the context of the global aviation mar- ket, in: Northwestern Journal of International Law & Authors Business, Vol. 22 (1) 2001, p. 91. n Smith, B. C., Johnson, E. L., Robust airline fleet as- KONSTANTIN BIEL, born 1987, is a Doctoral signment: Imposing station purity using station de- Candidate and Research Associate at the Institute composition, in: Transportation Science, Vol. 40 (4) of Production and Supply Chain Management at 2006, pp. 497-516. Technische Universität Darmstadt. Aside from air- n Smith Jr., F. L., Cox, B., Airline deregulation, in: The line operations, his research interests include the Concise Encyclopedia of Economics, 2008, available integration of energy aspects into production plan- at http://www.econlib.org/library/Enc/AirlineDe- ning, bottleneck control in multi-stage production regulation.html (accessed on September 15th, 2015). systems, and supply chain design. n Sterzenbach, R., Conrady, R., Luftverkehr: Be- triebswirtschaftliches Lehr- und Handbuch, 3. ed., JÖRG M. RIES, born 1983, is Lecturer for Opera- München u. a. 2003. tions and Supply Chain Management at Cass Busi- n Sun, J. Y., Clustered airline flight scheduling: Evi- ness School, City University London. He works on dence from airline deregulation in Korea, in: Journal the development of advanced planning tools. His of Air Transport Management, Vol. 42, 2015, pp. 85- research interests include modelling and optimiza- 94. tion of supply chain operations and inventory sys- n Wu, C.-L., Caves, R. E., Research review of air traffic tems under consideration of imminent risks, envi- management, in: Transport Reviews, Vol. 22 (1) 2002, ronmental implications and financial issues. pp. 115-132.

22 S u p p ly C h a i n M a n a g e m e n t I II/2015 Flexible tool solutions Individual tool ranges and storage systems

The new Bahco Ergo Tool Management System Software allows customers to optimally design and confi gure their individual workshop trolley, tool boxes and foam inlays. Take benefi t from additional advantages: ࡯ Saving of time due to clearly arrangement ࡯ Rapid identifi cation of missing tools ࡯ Cost savings by eliminating unused tools or particular sizes ࡯ Individual colour schemes and marking of inserts, workshop trolleys and tool boxes ࡯ Laser-engraved labelling provides long-term logistical, security benefi ts and anti-theft protection ̈ Bahco Ergo Tool Management System – Contact us: We provide professionals what they need YouTube

[Deutschland] Ein Geschäftsbereich der SNA Germany GmbH · Tel.: +49 2104 833 83 0 · [email protected] · www.bahco.com

Anz_BETMS_EN_210x297_01Ausgabe.indd 1 20.10.14 10:33 taking your business higher

ThyssenKrupp Aerospace provides materials and supply chain services to the world’s leading aerospace manufacturers and their production networks all over the world. We operate from more than 40 service centres in around 20 countries throughout the Americas, Asia Pacific, Europe and North Africa and help to take your business higher by offering:

raw material supply chain services machining, kitting and assembling warehousing forecasting & demand aggregation waterjet cutting

www.thyssenkrupp-aerospace.com

ThyssenKrupp Aerospace

TK_Aerospace_Anzeige A4.indd 1 22.10.14 15:12 Collaborative Quality Management Collaborative quality management in aerospace

Laurent Martin-Rohmer, SupplyOn AG

Summary fundamental common values: true cooperation, state- of-the-art technology and no compromises on quality. erospace quality processes have always been This code of conduct is a way to demonstrate confi- quite specific. However, like processes in sup- dence and at the same time express humility at the com- ply chain management they are gradually plexity of our final product: the aircraft. starting to become more of an industry stan- Over the years, a true community has gradually dard. SupplyOn’s standardized solutions, well-established joined together around clear leaders. Since 2012, the key Ain the automotive industry, now support aerospace com- influencers have been gathering every year in Toulouse panies in implementing highly transparent and efficient to share best practices in the field of supply chain man- processes also in the area of quality management. This agement. article describes how the aerospace industry and the auto- Initially, AirSupply only addressed core supply motive industry can learn from each other and thus drive chain processes (forecast, purchase order, etc.), but it progress in both industries. has become apparent that any activity requiring strong interaction between customers and suppliers can be Introduction implemented via the joint SCM platform. This article will focus on the increasing influence of Since 2012, most major aerospace players in Europe processes derived from the physical supply chain: the have adopted the unique ”AirSupply” community quality of “on-time delivery” measures and the efficien- cloud to better collaborate with their business partners cy of “on-quality delivery”. in supply chain management. This industry solution uses standard processes within nine companies to col- How real is your “on-time delivery”? laborate with 1,500 suppliers spanning four levels of the OEM supply chain. Every supplier, even the best in class, has at least Today, about 5 million new purchase orders are pub- once received poor OTD measures from its customer. lished every year with AirSupply. Every single transac- The reasons are myriad: a quality incident preventing tion triggers a structured online collaboration between delivery of a part, a machine breakdown on the shop a customer and one of its suppliers. How was that floor, or even a last-minute design change to a critical achieved? part by customer engineers. Originally an initiative of the French aerospace There is usually a gap between OTD measured from association GIFAS in 2009, the project expanded to the customer reception docks and what is perceived by Europe thanks to a close collaboration with BDLI and other European associa- tions like ASD. In 2011, the joint venture BoostAeroSpace was created by Airbus A collaborative OTD process enables more Group, Dassault Aviation, Safran and objectivity and fairness in the measure of supplier Thales to bring this common vision to performance – to maintain long-term relationships. life. This company serves as an ambas- sador of the European aerospace indus- try. the supplier’s sales administration. Reducing this gap Why federate actors and establish an aerospace solu- means exchanging precise information between dif- tion instead of duplicating existing cross-industry stan- ferent departments in both companies. In day-to-day dards? For one, aerospace processes are quite specia­ work, this can become quite unstructured. lized. The chosen approach took the automotive indus- This is why Airbus and other companies have im- try as a benchmark and tailored it to the specific needs plemented a standard “collaborative OTD” process, of aerospace. But that’s not all. enabling more objectivity and fairness in the measure The second reason for the setup is that belonging to of supplier performance. This approach matches both a community is essential. Aerospace continues to reflect community values and the need to preserve a rather

S u p p ly C h a i n M a n a g e m e n t I II/2015 25 Collaborative Quality Management

Figure 1: Typical percentage of collaborations on OTD by suppliers and the customer

small supplier panel in aerospace, where long-term Paul Brines, the project manager in charge of the relationships are a must do. “Collaborative OTD” process at Airbus Helicopters, The process is rather simple: Any purchase order sees significant benefits in this area: “One of the main fully received by the customer is measured in punc- benefits for Airbus Helicopters is the ability to inte- tuality by comparing the committed date and actual grate a new process into an existing tool as well as having a consistent and fast way to col- lect, measure and share the data related to supplier performances throughout all Airbus Helicopters departments. Main Concession Management requires quick and benefits for the supplier, on the other efficient collaboration between production, hand, include the possibility to speak engineering and quality assurance and prevents up when late delivery is not their re- disruptive supply chain flow. sponsibility, with collaboration directly in an existing online tool.” Last but not least, customers and goods receipts dates (all present in the portal). If a de- suppliers share mutual benefits. “These include the lay is noticed, the purchase order line is published and capitalization of responsibilities and root causes analy- open for collaboration. The supplier can start the col- sis, a faster responsibility allocation and measuring laborative loop and notify if, from his point of view, the confidence of the relationship,” he says. the line should be considered as “not penalized” or Figure 1 shows that the supplier collaborates already missed because of the customer. Furthermore the sup- on almost 50% of the missed lines – despite the fact of plier enters the root cause. The customer can then re- being on a ramp-up phase of the deployment. If the spond and arbitrate while also giving a root cause. supplier rejects the responsibility, the supply officer at Since 2014, Airbus Helicopters has deployed colla­ Airbus Helicopters can collaborate on it. Actually, 80% borative OTD with suppliers already connected to the of these lines are further collaborated, showing strong AirSupply SCM portal. commitment in answering the suppliers.

26 S u p p ly C h a i n M a n a g e m e n t I II/2015 Collaborative Quality Management

While collaborative OTD is key to continuous im- Quality certificates, templates, pictures and any other provement, other processes directly impact the critical kind of document can be uploaded (and downloaded) path of the supply chain. by suppliers (or customers), therefore minimizing the use of unstructured e-mail exchanges. Efficiently collaborate on concessions Within Safran group, the nacelle manufacturer Air- celle successfully deployed concessions management The “concessions management” (or quality devia- with their major suppliers in 2014. tions) process (i.e. before a part is shipped) involves Mehdi Benbouzid, from Aircelle’s Suppliers Qual- numerous departments both on the customer side as ity department, explains the most significant customer well as in supplier organizations. Concessions manage- benefits: “We used to receive the concessions request ment is a fairly complex and structured procedure [see from suppliers by e-mail. We had to retype all informa- Figure 2]. tion in our quality system within SAP and then transfer Besides, it requires quick and efficient collaboration this concession to our engineering department. Today, between the areas of production, engineering and qual- the supplier only types the concession into the portal; ity assurance. Because accurate information is needed it is then automatically integrated into SAP. The Engi- on technical requirements and actual production data, neering team receives a pop-up that a new concession whilst respecting a strong formalism, the process often is to be reviewed. We save a lot of time assuming that strongly relies on human interactions and too many it- receiving 30 concessions per day is not unusual.” Sup- erations within a specific stretch of time. pliers, on the other hand, “welcome the reduction in the But most importantly, concessions induce a break- number of portals they work on. This brings economies down in the supply chain, ultimately preventing a of scale.” manufactured part from actually being delivered by Finally, both supplier and customer benefit from an the supplier. They are therefore disruptive and clearly a overall reactivity that occurs in “almost real time” when critical path within the physical supply chain flow. it comes to approving (or. challenging) a concession re- For this reason, using the SCM tool to manage con- quest. cessions is quite natural. Linking a production batch to a purchase order makes it possible to virtually isolate Continuously improving industry certain parts and start the concessions workflow. Ulti- performance mately, delivery of the parts can be directly authorized (or forbidden) online by issuing the release of the part In 2013 under the leadership of QUALIFAS, mem- (or preventing the shipment) within in the SCM system. bers of the French aerospace industry started to share best practices in the field of performance monitoring. The objective was to standard- ize the method of supplier performance assessment in the industry. Why was this necessary? For one, aerospace is rather “small” compared to automo- tive and also rather compact, due to the leading role Airbus plays. In 2011, 500,000 people worked for aerospace in Eu- rope1) compared with 12 mil- lion for automotive2) – a full 20 times more. Secondly, most TIER-2 sup- pliers cater to the same TIER- 1 customers, which all supply to the same OEM. Every sin- gle TIER-1 had their own way to measure supplier quality and punctuality performance, which sometimes led to con- sistency gaps. Looking at the big picture, Figure 2: Overview of concessions management process and expected outputs the entire performance of the

S u p p ly C h a i n M a n a g e m e n t I II/2015 27 Collaborative Quality Management

aerospace supply chain could be consolidated from follow-up action plans for quality incidents. There are TIER-1 to TIER-N, enabling a robust risk-management very few differences between standard automotive 8D approach. This is yet another reason why it was criti- and aerospace 8D. Besides, the root cause analysis dia- cal that the industry association took the initiative and grams such as the Ishikawa fish-bone diagram are a made possible for different voices to be heard in the true cross-industry standard. This is yet another exam- community: to maintain objectivity and fairness in the ple of cross-industry convergence. standardization. Quite naturally, Airbus Helicopters decided in 2015 Since 2014, the OTD measure has been standardized to deploy the automotive quality claims management in IAQG (International Aerospace Quality Group), en- solution directly linked to its ERP. The objective remains abling more consistency when different customers as- to collaborate with suppliers on the same portal as the sess punctuality of the same supplier. The delay aver- one used to receive purchase orders. A full end-to-end age, useful and complementary to the OTD, was also “purchase to pay” process including e-invoicing could standardized. enter into service in the near future. In terms of quality topics, standardization has now Finally, it is often assumed that aerospace is constant- also been achieved for “ppm” calculation (i.e. “item es- ly adopting ideas and best practices from automotive. cape rate”) and concessions rate. These four indicators And yes, this is usually true, due to the continuous need have been brought together in the supplier scorecard. for higher ramp-ups of aircraft. But that is not always Interestingly enough, all these KPIs can be flagged as the case. “collaborative” [see Figure 4] It also goes the other direction: These days, all car Even if the application of this kind of standard is al- manufacturers are engaged in a real “weight hunt” to ways based on the free will of customers, it is undeni- satisfy increasingly stringent environmental emissions able that suppliers will benefit from streamlining the as- rulings. This is now the same for mass-production ve- sessment of their performance. Initial implementations hicles. Therefore, composites technology (especially are planned as soon as 2016. carbon fiber), previously mostly reserved to aerospace and exclusive high-end car OEMs is now widely used Looking beyond: benchmark automotive by mainstream manufacturers. 3) and aerospace And in return, aerospace will benefit from automo- tive raw material volumes purchasing, process innova- Aerospace processes have always been specific. tion and tools enhancements like robots and more. 4) However, they are gradually starting to become more This has sparked a truly virtuous circle that will standard. drastically drive progress in both industries. In the field of quality, Airbus had deployed stan- dard “8D analysis” for years to investigate causes and

Figure 3: Shared platform to handle concessions efficiently on both sides of the supply chain

28 S u p p ly C h a i n M a n a g e m e n t I II/2015 Collaborative Quality Management

References ter Qualitätsmanagement-Prozesse in der Zusammenarbeit n Aerospace and Defence Industries Association of mit Lieferanten, wie zum Beispiel Reklamations- und Conces- Europe (ASD), http://www.asd-europe.org/filead- sion-Management-Prozesse sowie Prozesse zur Steigerung der min/templates/images/publications/Facts___Fig- Liefertreue. Der Artikel beschreibt anhand konkreter Beispiele ures_2013.pdf, Facts and Figure 2013 aus der Praxis, wie beide Industrien im Sinne einer kontinuier- n European Automobile Manufacturers Association lichen Verbesserung in hohem Maße voneinander lernen und (ACEA), http://www.acea.be/uploads/statistic_ profitieren können. images/Key_figures.jpg, Key figures n Automotive Industry Embraces Composites; Can Aerospace Benefit? http://aviationweek.com/tech- nology/automotive-industry-embraces-composites- can-aerospace-benefit, Can aircraft manufacturers use low-cost, high-rate composite technologies from the car industry?, Apr 17, 2015 Graham Warwick | Aviation Week & Space Technology n Lightweight, heavy impact, survey by McKinsey & Company, http://www.mckinsey.com/~/media/ Author mckinsey/dotcom/client_service/Automotive%20 and%20Assembly/PDFs/Lightweight_heavy_im- LAURENT MARTIN-ROHMER, born in 1974, is pact.ashx, Authors: Dr. Ruth Heuss, Dr. Nicolai Mül- an engineer at ISAE-SUPAERO. He has 15 years ler, Wolff van Sintern, Dr. Anne Starke, Andreas Tsch- of experience as an Aerospace Industry Manager, iesner consulting in supply chain optimization. Initially A380 Purchasing Manager for Aircelle (Safran Zusammenfassung Group), he then managed 15 intensive cost optimi- zation projects in supply chain and engineering for Qualitätsmanagement-Prozesse in der Aerospace-Industrie clients in aerospace, automotive, nuclear and train waren bislang sehr individuell, entwickeln sich derzeit je- industry. He joined BoostAeroSpace in 2012 as Air- doch immer mehr in Richtung eines gemeinsamen Industrie- Supply Product Manager. He then became account- Standards. Hierbei leisten die standardisierten Lösungen von able for Sales and Marketing at BoostAeroSpace. SupplyOn, die seit langem in der Automobilindustrie etabliert Since 2015, he has been based in Munich as Sales sind, einen wichtigen Beitrag. Sie unterstützen Aerospace- Manager for SupplyOn AG, in charge of France. Unternehmen bei der Einführung transparenter und effizien-

Figure 4: The template of the aerospace supplier scorecard

S u p p ly C h a i n M a n a g e m e n t I II/2015 29 FLOOR-TO-FLOOR Handling Products for Components Logistics and Assembly Applications

LKE aluminum containers, trolleys, and roll-on/roll-off systems provide reliable, safe transport of fragile components.

We offer:

Sophisticated individual solution concepts “manufactured in Germany”

Optimum transportation and storing of sensitive parts

Qualifi ed professional advice – with 25 years of experience and expertise

Optimal cost and effi ciency, delivered with innovative high quality equipment

Phone: +49 2365 9100-136 [email protected]

www.LKE-F2F.com French and German Aerospace Suppliers Competitiveness of French and German aerospace suppliers

Michael Santo, Jochen Schmid, h&z Unternehmensberatung AG

Summary

he role of aerospace suppliers below tier-1 level has ware systems, sub-supplier management and flexible been transformed over the past 20 years and this customer support. In addition, to manage production transformation continues today. OEMs and tier-1 ramp-up, OEMs expect their suppliers to have lean, in- customers expect lower-tier suppliers to demonstrate dustrialized processes to ensure on-time, on-cost, and technological prowess as well as more rounded service portfolios on-quality delivery. Tthan in the past. In 2012 and 2013, based on a broad sample of As OEMs increasingly have global operations of aerospace suppliers and their OEM and tier-1 customers, we their own and contract large design and build packages conducted two strengths and weaknesses analyses to evaluate to tier-1 suppliers around the world, suppliers need where suppliers stand in this transformation process, based on to develop international customer and market access 22 criteria in the areas of customer and market access, product/ skills. Most aerospace suppliers in Western Europe and service offerings, and enabler processes and skills. We found that the USA are in fact SMEs and ill equipped for the de- only 9% of the aerospace suppliers meet their customers’ expec- mands of this market. The consequences are already tations in all criteria. Another notable finding revealed that 40% being felt. For example, the entry barriers to win attrac- are far from meeting customer expectations in the medium term. tive work packages in aircraft programs are now much In this article, we look first at the factors behind these findings higher than in the past, so tier-1 suppliers of newer pro- before giving a brief review of what has changed since the studies grams tend to be large, international companies. Very were conducted. Finally, we summarize a related topic that we few SMEs have what it takes to be tier-1 suppliers. are currently studying.

Introduction

The roles of the OEMs and their suppliers in the aerospace sector have Major weaknesses for both, French and German been gradually changing over the past suppliers are lack of risk management, financing 20 years. Previously, OEMs were verti- experience and currency hedging. cally integrated companies that sourced small parts of their value creation from suppliers in their home countries. To- day, they focus on large system integration and the in- To understand where suppliers stand in this trans- terface to the customer, largely shifting responsibilities formation process, and the degree to which OEM and for technology, manufacturing and financial risk up- tier-1 customer expectation are being met by suppliers, stream to their suppliers. In addition, sourcing is now that were the main motivations for the two studies we less local and more global. conducted. In total, 182 aerospace companies partici- This transformation has deeply affected traditional pated and we incorporated the viewpoints of suppliers aerospace suppliers in Europe and the USA. Next to and their OEM and tier-1 customers. The first study technological know-how, capabilities such as indus- [Santo/Schmid 2012], under the patronage of BDLI trialized manufacturing processes and sub-supplier (German Aerospace Industry Association), focused management are becoming important. While a suppli- mainly on German suppliers, while the second study er’s technological prowess is still important it must be (Santo et al. 2013), prepared on behalf of GIFAS (French complemented by additional capabilities such as risk Aerospace Industry Association), compared the Ger- sharing with OEMs, integration into the OEMs’ soft- man and French aerospace supplier industries.

S u p p ly C h a i n M a n a g e m e n t I II/2015 31 French and German Aerospace Suppliers

Figure1: Strengths and weaknesses criteria set [Santo et al. 2013]

Where do the French and German aero- each criterion of the strengths and weaknesses profile. space supplier industries stand today?­ The average customer expectation scores were defined as 100% (“red line”) and the supplier scores per crite- We first conducted a comprehensive online survey rion were adjusted accordingly to see if suppliers were involving 162 suppliers. The results were used to define above or below customer expectations [Figure 2]. a strengths and weaknesses profile, consisting of 22 cri- teria, of the supplier industry [Figure 1]. Customer and market access We then interviewed a mix of CEOs, CPOs and other The perfect supplier should have a balanced cus- senior procurement managers from 20 OEMs and tier-1 tomer portfolio, with each customer not accounting for customers of the suppliers. Their answers were used more than one third of the supplier’s total revenue and to calculate an average customer expectation score for limited allocation of resources to only one program. It

Figure 2: Strengths and weaknesses profiles of French and German aerospace suppliers [Santo et al. 2013]

32 S u p p ly C h a i n M a n a g e m e n t I II/2015 French and German Aerospace Suppliers

should know the requirements of different OEM and value is an option, and considered as plus by customers, tier-1 customers along program life cycles and have to overcome a company’s deficits. gathered experienced suppliers, or have its own opera- tions, in best-cost countries. A supplier has to know its Enabler processes & skills domestic export regulations and the import regulations The perfect supplier understands and manages com- of target countries as well as US export rules. We found plex international contracts up and down its supply for example that the customer portfolios of French com- chain, it professionally manages financial and technical panies are more balanced than those of their German risks, and is experienced in applying a range of financing counterparts. The main driver is the availability of sev- instruments and dollar hedging. Finally, employees who eral OEMs and large tier-1 companies in France. This are proficient in English are required to contribute to is not the case in Germany, so German companies had increasingly international supply chains. However, our to look abroad for customers, that explains e.g. their research has shown that risk management, financing ex- higher export and import experience. perience and currency hedging are completely below the levels expected for both, French and German suppliers. Product and service offering With the exception of English language, customers see Alongside competitive pricing, the perfect supplier nearly all relevant enabler processes and skills as major should have a clear USP for its products or services and weaknesses. value-added services. This could be, for instance, master- ing a product or process technology better than others, Future Competitiveness Portfolio co-developing technologies with customers, or having To see how each individual supplier compares with industrialized manufacturing processes. Regarding tech- others and meets customer expectations for enabler pro- nology and flexibility, both French and German suppliers cesses and skills and product/service offer criteria, we are similarly strong. In recent years, quality management calculated a portfolio that encompassed all responding certifications [e.g. EN 9100, EASA Part 21 G] and supply companies (French and German – n=162), [Figure 3]. The chain management capabilities have changed from being position of each supplier is based on the average score a differentiator to a basic requirement, while agile and they achieved for the enabler processes and skills and flexible management of resources and suppliers is also product/service offer criteria sets (16 criteria). Again, a necessity today. Increasingly, risk and revenue-sharing supplier scores were adjusted by the average customer partnerships, and the ability to provide best-cost country expectation score, which is set at 100%, to see which com- value creation, have become important. In these areas, panies fell above or below expectations. both French and German suppliers still have significant Our findings revealed that: weaknesses. Being able and willing to cooperate even n only 9% of the aerospace suppliers meet their cus­ with competitors to fulfill or create additional customer tomers’ expectations;

Figure 3: Future competitiveness portfolio of French and German aerospace suppliers [Santo et al. 2013]

S u p p ly C h a i n M a n a g e m e n t I II/2015 33 French and German Aerospace Suppliers

n 40% have a maturity level (almost 50% of the expecta- How it looks after two years tions) that is not consistent with a sustainable market Looking again at the “future order qualifier group,” position in the medium term; two years after publishing the original findings, we see a n 51% have the potential to improve and join the Win- clear split. One sub-group is moving towards the future ning Zone. order-winning zone. The companies in this group have As shown in the portfolio above, the split between the invested in supply chain capabilities; they are doing three zones for French companies is close to that of the their financing homework to keep pace with the steep German companies. The main difference is the higher ramp up and are setting their strategic agendas. They number of French suppliers in the future order winning are already winning orders in future programs and the zone, and a higher number of German suppliers in the OEMs and tier-1 suppliers are confident that these com- future order qualifying zone. The number of suppliers panies are the right partners for future activities. This is in the future exclusion zone is more or less the same for also reflected in the increasing M&A activity in this seg- both. ment. They offer a good starting point, and combined with already existing operations, they can help to lift existing tier-2 or 3 companies to the next level. OEMs play a major role in supporting their Unfortunately we also see that the second suppliers with transparency and availability sub-group is moving towards the future exclu- sion zone. They will get orders but they are not of information along existing supply chains. seen as “real” aerospace suppliers any more, despite their heritage. They are instead per- ceived as companies offering machining or other capabilities, steered and managed by the Future Exclusion Zone customer. The high production levels currently seen and We found that 40% of suppliers are in this zone. They ramp ups will guarantee utilization as long as they re- have significant weaknesses in almost all criteria. They main cost competitive. However, this is an increasing tend to be commodity suppliers (for example, milling challenge, as their competitors ramp-up their best-cost and drilling companies) with many international com- country sites while suppliers originally from best-cost petitors and thus their market position is hard to sustain countries are also increasingly competitive. with attractive margins. With no significant transforma- Although improving capabilities and rethinking their tion of their skillset their appeal as suppliers to OEM and business models is, of course, primarily the task of their tier-1 companies will increasingly diminish. Although shareholders and managers of these suppliers, OEMs they currently have business and a high utilization rate play a major role in supporting their suppliers in the they may disappear from the aerospace market and be transformation process. Although the performance of replaced by best-cost country suppliers. individual suppliers is important, supply chain compet- itiveness basically depends on the quality of informa- Future Order Qualifying Zone tion transparency and flow at every single interface. As Based on our analysis, 51% of suppliers lie in this zone. the production rates of programs increase, the need for It comprises the largest number of participating compa- automation and very structured information flow along nies: 81% of them are SMEs (75% for the German sam- existing supply chains are key if supply competitiveness ple). On average, they offer attractive technology, strong is to improve. As in other industries, such as automo- processes (supply chain, quality, co-development) and tive, forecasting and planning will never be perfect, but a balanced customer portfolio. Nevertheless, we found transparency and availability of information at the same that they have significant weaknesses in some criteria, time along all parts of the supply chain should no longer such as financing and risk management, which will fur- be an issue. ther limit their competitiveness. Although they export, Our current research activity is focused on the per- their overseas operational experience is very limited. ceived quality of information flow down the supply chain. Having already interviewed more than 40 lead- Future Order Winning Zone ing tier-1 suppliers with regard to their cooperation with Only 9 % of suppliers are in this zone, primarily com- the information flows of several OEMs, responsiveness panies with a “tier-1 profile” with respect to the techno- and on-time transparency are topics which should be logical complexity of their products. In the French sam- improved, especially in ramp down times and for spare ple, 27% are SMEs, and in the German sample 42% are parts. SMEs. On average, they meet customers’ expectations. However, some weaknesses persist, especially with respect to their experience of overseas operations and financing.

34 S u p p ly C h a i n M a n a g e m e n t I II/2015 © Spirit AeroSystems.

References n Santo, M., Maisonneuve F., Schmid, J., Menard H. (2013): Internationalization and Competitiveness of Aerospace Suppliers – A Joint Analysis of Germany and France. Paris, France: Kea & Partners, Munich, Germany: h&z n Santo, M., Schmid, J. (2012): Internationalization and Competitiveness of Aerospace Suppliers, Munich, Germany: h&z

Zusammenfassung

Die Rolle der Luftfahrtzulieferer unterhalb des Tier-1 Levels unterliegt einem seit über 20 Jahren andauernden Wandlungs- prozess. Während die Kunden der Zulieferer in der Vergangen- heit Lieferantenauswahlentscheidungen primär auf Basis tech- nischer Produktfähigkeiten trafen, erwarten Kunden heute ein breites Fähigkeitsprofil von ihren Zulieferern. Um herauszufin- den, wo die Zulieferer in diesem Transformationsprozess stehen, haben wir – basierend auf großen Stichproben aus Lieferanten und deren OEM- und Tier-1-Kunden in den Jahren 2012 und 2013 – insgesamt zwei Studien verfasst. Basis der Untersu- chungen bildete jeweils das gleiche Bewertungsset aus 22 Kri- terien in den Bereichen Kunden- und Marktzugang, Produkt- und Serviceangebot sowie interne Prozesse und Fähigkeiten. Die Analyse ergab z. B. dass nur 9 % der Zulieferer in allen 22 Kriterien die Erwartungen ihrer Kunden erfüllen. In vorliegen- den Artikel gehen wir kurz auf die Studienergebnisse ein, zeigen auf, was sich in den letzten zwei Jahren verändert hat und geben einen kurzen Ausblick auf ein inhaltlich verwandtes Thema, das wir derzeit untersuchen.

Authors

MICHAEL SANTO, Managing Partner of h&z, is What we don’t contribute a seasoned expert of the aerospace and defense in- dustry. Before joining h&z, he held senior manage- to the A350 XWB ment positions in the aerospace industry. He was a German Air Force officer and holds a master’s is as important degree in engineering and business administration. Today his focus is on strategy and business model as what we do. development.

JOCHEN SCHMID is working as a senior con- sultant for h&z. He is a member of the Aerospace Our patented composite technologies remove weight & Defense practice. His focus is on sales and pro- and complexity from the major assemblies we build curement related business excellence projects. Prior for the Airbus A350 XWB. That leaves a lot more to joining h&z he was a manager in an aerospace room for profitable, sustainable operation. We’re cluster. He started his career as apprentice in a large European aerospace and defense company. He proud to play a part in the A350 XWB success story. holds a bachelor’s and master’s degree in business Visit us at spiritaero.com. admi­nistration.

YOUR VISION TAKES FLIGHT.

34570_2015 A350_AerospaceIndustries.inddClient: Spirit 1 AeroSystems 9/25/15 11:51 AM Ad Title: Spirit A350 - Contribute Publication: Aerospace Industries - Trim: 102 x 297 mm • Bleed: 108 x 303 mm • Live: The World of Lubricants

FUCHS, founded in 1931 as a family fi rm in Mannheim, Germany, is nowadays a globally operating corporation, and the world‘s leading supplier of lubricants among the independent companies.

FUCHS is a top-ranking front-runner: with a complete range of lubricants as its core program. With customized specialty solutions for multifarious market niches to complement its standard products. With comprehensive consultancy and service capabilities.

FUCHS offers lubricants for hundreds of applications – including lubricants for car- drivers and motor-cyclists, goods transport, passenger traffi c, mining companies, the steel industry, vehicle and machinery con- struction, the building trade, agricultural equipment and the Aerospace industry.

The group‘s harmonized policy in all essential and strategic questions utilizes to optimum effect the synergies created by worldwide interaction of the individual companies involved. International resources are deployed so economically and effi caciously that they directly benefi t the customers on the spot.

The group employs more than 4,100 people in Europe and overseas at more than 50 operative companies. All shareholdings are owned by FUCHS PETROLUB SE, the group‘s ultimate management company. The most important regions for FUCHS in terms of sales are Western Europe, Asia und Northern America.

The company possesses a degree of speciali- zation way above the sectoral average, and a high tempo of innovation. The ordinary and preference share of FUCHS PETROLUB SE, Mannheim, are listed for offi cial trading on the stock exchanges in Frankfurt / Main and Stuttgart.

www.fuchs-oil.de

AZ_Image_SCMJ_A4_02.indd 1 23.10.15 10:31 5th Aviation Forum Hamburg 2015

Supply Chain Integration Challenges in Commercial Aerospace Strategies – Concepts – Solutions

8th and 9th December 2015 Conference and Exhibition 480+ aerospace executives and 60+ exhibitors

 Plant tours, keynotes,workshops expert lectures, academic and networking  Panel Discussion: Challenges and opportunities for cabin‘s future Patron Dr. Klaus Richter Chief Procurement Officer Airbus Group & Airbus

Competence Partner

Designed by

+++ The Supply Chain Conference of the Aviation Industry +++

AFO_2015_Flyertitel_neu_DIN_A4_10_en_151124.indd 1 24.11.15 11:11 5th Aviation Forum Greeting Hamburg 2015

Supply Chain Integration Challenges in Commercial Aerospace Strategies – Concepts – Solutions

Greeting

Dr.-Ing. Klaus Richter

Ladies and Gentlemen,

The AVIATION FORUM Hamburg is a key platform for Airbus, where we connect with our global suppliers and partners to discuss present and future perspectives and directions for the global aerospace industry.

The AVIATION FORUM Hamburg 2015 will take place on the 8th and 9th of December in Hamburg, Germany. This year’s theme will be “Supply Chain Integration Challenges in Commercial Aerospace”. Among others the following key issues will be discussed during the two days: “Challenges and opportunities for cabin‘s future”, “Industry 4.0 potentials in con­figured mass production” and “Engines: at the threshold to disruptive innova- tions?”.

The first conference day hosts six workshops and one panel discussion with the opening of the accompanying exhibition in the early afternoon. An Airbus plant tour at Finkenwerder or alternatively a visiting tour to the Air- bus Logistics Center of Kuehne + Nagel or a Lufthansa Technik tour precedes the official opening of the confe- rence in the morning. Fourteen top level presentations will be held on the second day.

In 2014 the AVIATION FORUM Hamburg offered more than 460 participants, among those 100 managers from Airbus, access to best practice know how on aircraft industry and professional networking opportunities. Around 480 attendees are expected this year.

I wish all attendees a successful AVIATION FORUM Hamburg 2015.

Dr. Klaus Richter Chief Procurement Officer Airbus Group & Airbus

38 S u p p ly C h a i n M a n a g e m e n t I II/2015 5th Aviation Forum Partners and Sponsors Partners Hambuand Sponsorsrg 2015

Competence Partner Focus Country

Partner Dinner Partner Logistics Partner SCM Partner

Robotics Partner Innovation Partner Site Selection Partner Japanese City Partner

Platinum Sponsors

Gold Sponsors

S u p p ly C h a i n M a n a g e m e n t I II/2015 39 Delivering solutions.

DB Schenker Aerospace Powering your supply-chain to new heights.

Get the best from DB Schenker vider DB Schenker operates and shapes aerospace. the transportation network of the future, We deliver the perfect combination of inluding Land transportation as well as solutions and expertise to provide new Air Freight, Ocean Freight and Contract added values to your supply chain. Logistics.

As an integrated logistics services pro- www.dbschenker-aeroparts.com

Schenker Aviation Forum HAM-03 Final.indd 1 05/10/2015 15:53:05 5th Aviation Forum Sponsors Hamburg 2015

Corporate Gold Champagne Aerostructure Interior Sponsor Reception Sponsor Sponsor Sponsor

Seat 3D Printing IT Notepad & Sponsor Sponsor Sponsor Pen Sponsor

Roll-up Name Badge Meeting Point Sponsors Sponsor Sponsor

FLUGZEUG-UNION SÜD GMBH

Aerospace Operations Lunch and SCM Service Sponsor Sponsor

INTERNATIONAL

Sponsors

We consult with Head, Heart and Hand

S u p p ly C h a i n M a n a g e m e n t I II/2015 41 5th Aviation Forum ExhibitorsCooperation and Partners Cooperation Partners Hamburg 2015

Exhibitors  3D ICOM GmbH & Co. KG  Flugzeug-Union Süd GmbH  Nova-Tech Engineering  AAA GmbH  FUCHS PETROLUB SE  Oklahoma Department of  Adams an Reese LLP  Georg Martin GmbH Commerce  Air Cost Control GERMANY  GMT GmbH  ProMéxico  Alabama Power Company  h&z Unternehmensberatung AG  PSIPENTA Software Systems GmbH  ALTHOM GmbH  HAECO Cabin Solutions  SIE Inc.  Attewell  Hangsterfer GmbH  Siemens AG, Digital Factory  AVIC INTERNATIONAL  HANSE-AEROSPACE e.V.  SLM Solutions GmbH  Avionica, Inc.  Honeywell Scanning & Mobility  State of Georgia  Bahco SNA Europe GmbH  ILA Berlin Air Show  Stegkemper GmbH  Blaser Swisslube AG  Innovint Aircraft Interior GmbH  STG AEROSPACE LTD  Blue Yonder GmbH  IPM GmbH  SupplyOn AG  Bühler Motor GmbH  JK Tech Consulting Inc.  T-Systems International GmbH  CNC Fertigungstechnik Kriftel  Karl Berrang GmbH  TECT Aerospace GmbH  Kuehne + Nagel  ThyssenKrupp Aerospace  DAHER PROJECTS GmbH  KUKA Systems GmbH  Tokyo Big Sight Inc.  DB Schenker  LKE GmbH  TOSEI ELECTROBEAM Co.  DQS GmbH  Loll Feinmechanik GmbH  Trento Aero Manufacturing  Duisburg Tubes Production AG  Materialise GmbH Services  eDOC Aviation Service GmbH  Metal Technology Co. Ltd.  Trescal Group  Embry-Riddle Aeronautical University  Mobile Airport Authority  TTF Aerospace Inc.  FAG Aerospace GmbH & Co.KG  Mobile Area Chamber of Commerce  Urano Co., Ltd.  FBM Composite materials LTD  Niedersachsen Aviation  W. L. Gore & Associates, Inc.  FEMIA  Nippon Gohsei Europe GmbH  Yamato Gokin Co., Ltd.

Cooperation Partners

Berlin-Brandenburg Aerospace Allianz e.V.

TM

42 S u p p ly C h a i n M a n a g e m e n t I II/2015 PERFORMANCE ACROSS PLATFORMS We understand what’s on the line, because we’re on the line with you.

Learn more at www.klxaerospace.com 5th Aviation Forum Exhibition Plan Hamburg 2015

Stage Head, Heart and Hand We consult with

37 Workshops 41 40 39 38 Community booth

34 33 Fresh Coffee

8

FLUGZEUG-UNION SÜD GMBH 21 20 7

42 Community booth 9 Workshops 22 19 6 to i mpr c ali o

bration 31 32 ve y our pe solutions rf

o 10 rm ance 23 5

24 18 11 4 36 Catering

12 Community booth 25 30 3 43

16 13 2 26 29 14

35

44 27 28 15 1

Entrance Keynotes Track ”Innovation“ Track ”Globalization“ Panel Discussions

All content is subject to change.

44 S u p p ly C h a i n M a n a g e m e n t I II/2015 5th Aviation Forum Innovation Guide Hamburg 2015

Exhibitors and Contacts

AAA GmbH Bahco – SNA Europe n Exhibited innovations: [Deutschland] AAA is a well-known ser- n Exhibited innovative solutions: vice provider for rework and • Flexible tool solutions for maintenance and repair. integration activities in aerospace structures, systems • Presentation of established aviation tools assortments, and cabin interiors. as well as development and configuration of customer- More information: www.aaa-aero.com. specific solutions. n Contact: Mr Oliver R. Theilig, Managing Director, n Contact: Mrs Tanja Brettschneider, Tel. +49 172 2001318 Tel. +49 160 91901084

Karl Berrang GmbH Air Cost Control Germany n Exhibited innovations: GmbH Savings by choosing the n Exhibited innovations: most economic production methods: Air Cost Control is a leading Cold formed parts versus turnded parts. Distributor for the Aviation Industry with Full Material n Contact: Mr Joachim Hermes, Tel. +49 170 2836070 Service for Electrical Products including Technical Sup- port. n Contact: Mr André Mucha, Tel. +49 172 7775023 Blaser Swisslube AG n Exhibited innovations: Metalworking fluid so- ALTHOM GmbH lutions which meet the specific needs of the aerospace n Exhibited innovations: industry. Blaser Swisslube presents the possibility to We Offshore – You profit. Our Off- increase productivity, economic efficiency and machining shoring Production Management quality with their Liquid Tool. Model is developed to meet your n Contact: Mr Michael Hensel, Tel. +41 79 4039000 requirements and expectations: Quality, Costs, On-time delivery and Flexibility. Our services can be applied across various business fields and industries.. Blue Yonder GmbH n Contact: Mr Kostas Thomas, Tel. +49 176 21933759 n Exhibited innovations: • Optimizing yield management, maintenance and fuel consumption AVIC • Yield management is a critical control instrument for n Exhibited innovations: Major Chinese airlines. To be able to manage prices, capacity and allo- manufacturer of fixed-wing and rotary- cations dynamically and in real time, airlines need pre­ wing aircrafts and 20 years‘ experience dictive applications. OEM for aero-structure & engine parts n Contact: Mr Peter Eck, Tel. +49 172 3261035 for Airbus, Boeing, Bombardier, Safran, Rolls Royce etc. We are also world leader in aero piston engine. n Contact: Mr CHEN Nan, Tel. +33 6 35 140391 Bühler Motor GmbH n Exhibited innovations: PAXCOM, next Generation Avionica, Inc. Seat Control and Actuation n Exhibited innovative solutions: System. The complete solution from a single source with Flight data and communications more comfort, less noise, easier maintenance and flexible management with 7000+ products in service, from mini- systems architecture.. QARs to Iridium SATCOM systems. Recorders support n Contact: Mr Thomas Rauh, Tel. +49 911 45041405 4G wireless downloads; satLINK MAX offers lightest weight, FANS approved. n Contact: Mr Anthony Rios, Tel. +1 786 5441100

S u p p ly C h a i n M a n a g e m e n t I II/2015 45 5th Aviation Forum Innovation Guide Hamburg 2015

Exhibitors and Contacts

DB SCHENKER FBM composite n Exhibited innovations: materials LTD Custom made logstics n Exhibited innovations: services for the aviation industy, power by the hour FBM is a composite logistics services, aero hub, total care support. parts manufacturer. NADCAP and BAC 5578 qualified. n Contact: Mr Joachim Zuraw, Tel. +49 151 11717670 Manufacturing complex blades for compressor and fuel tank. FBM has the capacity, capability to provide cost effective solution for primary and secondary stractural DQS GmbH parts. n Exhibited innovations: n Contact: Mr Nissim Poliker, Tel. +972 54 8333470 DQS. The Audit Company. Three words that stand for what we are and what we do: we are audit specialists. FEMIA. Mexican Federation As an independent entity, we use the audit to establish of the Aerospace Industry that your organization fulfills the requirements of EN n Exhibited innovations: 9100, EN 9110 and/or EN 9120. To promote and empower the aerospace sector in Mexico n Contact: Mr Manfred Gaudl, Tel. +49 160 96304270 through FDI and J/V favoring the industrial, technolo­ gical and innovation developments, generating high skill labor and consolidating our sector in more value added Duisburg Tubes activities. Production AG n Contact: Mr Ricardo Carrasco, Tel. +52 15591976830 n Exhibited innovations: Germany based producer of seamless tubes made of titanium, nickel-based alloys and zirconium for de- Flugzeug-Union Süd GmbH manding environments and applications. Long-term n Exhibited innovations: FLUGZEUG-UNION SÜD GMBH experienced manufacturer delivering highest quality FUS Storemanager – Optimize standards as supplier for nuclear industry. your material management with n Contact: Mr Thomas Holst, Tel. +49 172 2595040 our electronic distribution machine: store, distribute, track the usage of your production parts directly in your ERP System. Secure availability and limit access to Embry-Riddle authorized personal. Aeronautical University n Contact: Mr Ralf Schlüter, Mrs Annette Achhammer, n Exhibited innovations: Mrs Julia Bröhl, Tel. +49 151 52849226 The world‘s largest aeronautical university, offering aviation related Bachalors and Masters degrees in Europe and around the world. Georg Martin GmbH n Contact: Mr Prof. Dr. Robert Walton, n Exhibited innovations: Tel. +49 631 30327818 Areostructure assemblies show sometimes undesired, CONICAL GAPS. We offer an inspiration to cope with them: flexible, FAG Aerospace GmbH & Co. KG cost and time effective. Moreover we are seek n Exhibited innovations: recognition as detailed parts and assembly supplier in Main shaft engine bearings for civil order to streamline your SC. aviation. These engine bearings are integrated in the fol- n Contact: Mr Christoph Martin, Tel. +49 151 16142488 lowing engines: GP7200 , CFM56 , XWB. n Contact: Mr Christian Klopsch, Tel. +49 162 2590650

46 S u p p ly C h a i n M a n a g e m e n t I II/2015 5th Aviation Forum Innovation Guide Hamburg 2015

Exhibitors and Contacts

Georgia Department of Economic Honeywell Development n Exhibited innovations: n Exhibited innovations: Our Center Vocollect Voice for Mainte- of Innovation for Aerospace provi- nance and Inspections from Honeywell enabling MRO des, among other services, technical staff to work hands-free and eyes-free with step-by-step industry expertise, collaborative research and partner- voice-guided instructions, it reduces documentation ships to help the aerospace industry connect, compete time, increases service quality and ensures strict compli- and grow. http://www.aerospace.georgiainnovation. ance. org/ n Contact: Mr. Heiko Krause, Tel. +49 172 7094204 n Contact: Ms. Antje Abshoff, Tel. +49 172 4237646

Innovint Aircraft Interior W. L. Gore & Associates GmbH GmbH n Exhibited innovations: n Exhibited innovations: GORE™ SKYFLEX™ Aerospace Innovint is active in the civil aircraft interior and equip- Materials have a wide range ment market with regards to the development and of engineered properties and production of cabin interiors, e.g. partitions, bulkheads, specifications to solve aerospace challenges for OEMs stowages, doghouses, as well as numerous ancillary and operators, such as sealing, abrasion, corrosion, gap service and emergency equipment. filling and can help in achieving process optimisation. n Contact: Mr. Christian Mecke, Tel. +49 172 4194289 n Contact: Mr. Nick Yates, Tel. +44 7867 906302

Kuehne + Nagel HAECO Cabin Solutions n Exhibited innovations: n Exhibited innovations: Dedicated services for nose-to- Seats – The ”VECTOR Y” tail supply chain solutions that Economy Class Seat is on provide aerospace manufacturers, airlines and service display • Lavatories • Galleys • Life Raft Stowage suppliers with proven, best-in-class processes as well as • Crew Rest Copartment • Stowage Compartment powerful information technology. • Enineering and manufacturing capabilities – we n Contact: Ms. Margit Kaesser, Tel. +33 6 12 052192 know to built products with integrity. n Contact: Mr. Gerhard E. Bockhold, Tel. + 49 171 8207119 KUKA Systems GmbH n Exhibited innovations: LGP pull type collar swaging Hangsterfer GmbH iiwa end effector for high standard cooperative automa- n Exhibited innovations: tion. It is capable of different processes, e.g. drilling and The clear Choice for the Aerospace Industry – S-500CF inserting a fastener with its sensitive features. the original, time-tested technology that is 100 % amine n Contact: Mr. Charlie Martin, Tel. +49 172 3918462 free and S-787 the most advanced micro-emulsion on the market, unparalleled tool life and high pressure per- formance. LKE Group n Contact: Mr. Stephan Mederski, Tel. +49 172 1307900 n Exhibited innovations: The LKE Group is a competent and professional partner offering high- grade and innovative products made from aluminium e.g. containers, trolleys and roll-on/ roll-off systems – providing reliable and safe transport of fragile components. n Contact: Mr. Michael Augstein, Tel. +49 151 10363691

S u p p ly C h a i n M a n a g e m e n t I II/2015 47 Visit Georgia.org or contact Antje Abshoff at [email protected] to find out how you can become our state’s next success story. 5th Aviation Forum Innovation Guide Hamburg 2015

Exhibitors and Contacts

Loll Feinmechanik GmbH STG Aerospace n Exhibited innovations: n Exhibited innovations: For innovative developments Three innovative lighting solutions for aircraft interiors; and technically sophisticated • saf-Tglo® – photoluminescent emergency floor path individual components, subassemblies, 3D Printing or system. complete systems the Loll Feinmechanik GmbH is your • saf-Tsign® – photoluminescent emergency and informa- partner. tional signage n Contact: Mr. Stefan Barkhoff, Tel. +49 176 77594631 • liTeMood® – a fully plug & play LED cabin lighting system n Contact: Mr. Pierre Mirchard, Tel. +49 7805 099046 Materialise n Exhibited innovations: Materialise is the biggest SupplyOn AG 3D printing company in Europe with more than 25 n Exhibited innovations: years of Experience and over 130 machines.Materialise SupplyOn enables collabora- is proud to announce that our certified Factory for 3D tive quality management Printing is now manufacturing plastic parts for Airbus‘s processes with suppliers like concession management A350XWB. and complaint management including 8D processing. n Contact: Mr. Haritz Elexpuru, Tel. +32 486430963 A collaboration tool for OTD (on-time-delivery) is available to align the KPIs with suppliers. n Contact: Mr. Werner Jannings, Tel. + 49 160 90920091 Metal Technology Co., Ltd n Exhibited innovations: Metal Technology Co., Ltd. T-Systems provides integrated processing of metals by HIP treat- International GmbH ment, Hot Pressing, machining, thermal spraying, n Exhibited innovations: brazing, welding and vacuum heat treatment and some Mobility, Cloud, the Internet of Things with Industry facility meet FAA and EASA and JCAb repair station 4.0 and Big Data are enabling new business scenarios certificate. and and drive business agility. Innovative ideas of T- n Contact: Mr. Osamu Akai, Tel. +81 90 46013004 Systems in a Smart Factory and the „Bag2GO“ can be experienced live. n Contact: Mr. Torsten Chudobba, Tel. +49 171 2268508 Oklahoma Department of Commerce n Exhibited innovations: ThyssenKrupp Aerospace Oklahoma offers a strategic central location for aero- Germany GmbH space companies wanting a presence in the United n Exhibited innovations: States. The state hosts one of the largest commercial • Raw material supply chain services MRO facilities in the world run by American Airlines. • Machining, kitting and assembling Visit us at booth #22. • Warehousing n Contact: Mr. Vince Howie, Tel. +1 405 6934539 • Forecasting & demand aggregation • Waterjet cutting n Contact: Mr. Luis Acainas Caballero, Tel. +49 172 2496220

S u p p ly C h a i n M a n a g e m e n t I II/2015 49 5th Aviation Forum Innovation Guide Hamburg 2015

Exhibitors and Contacts

Tokyo Metropolitan Aviation Network (TMAN) Trescal n Exhibited innovations: n Exhibited innovations: TMAN is made up of leading-edge SME‘s in Tokyo Trescal provides calibrati- Area with various abilities in production processes on solutions to improve our to achieve more integrated manufacturing and fulfill customer‘s performance. In 160 customers‘ requirements. We just started activities this laboratories in Europe, North America and Singapore July and growing up for the future. with a focus on Aerospace and Defense industry. n Contact: Mr. Hideo Hiramoto, Tel. +81 90 60003239 n Contact: Mr. Enrico Wolf, Tel. +49 160 93940166

Tokyo Metropolitan Go- URANO Co., Ltd vernment n Exhibited innovations: n Exhibited innovations: We provide the parts for airframe Tokyo is proud to have a high number of excellent including A380 and engine such as manufacturers who can successfully utilize cutting-edge PW1100G of Airbus 320neo and GE technologies and expertise of skilled workforces and TechX with 80 machining centers. constitute the core of Japanese industrial power. Our share for Boeing 787 titanium structural parts n Contact: Ms. Chikako Nagase, Tel. +81 90 60003239 is 6.6% and it is NO.1 supply in Japan. n Contact: Mr. Shinichiro Oishi, Tel. +81 90 60003239

TOSEI ELECTROBEAM Co., Ltd. n Exhibited innovations: YAMATO GOKIN CO., LTD. TOSEI ELECTROBEAM Co., Ltd. n Exhibited innovations: has specialized in electron beam welding and laser pro- We YAMATO GOKIN CO., LTD. hereby cessing. We have one of the best technologies in Japan introduce ourselves as a supplier of raw for laser processing. We aim to enter European markets material (bar and tube) for the bushings through AFO2015. Our technologies meet JIS Q 9100 of landing gears and actuator for aircrafts. and NADCAP. We hope to have a good relationship with you in a long n Contact: Mr. Ueno Kunika, Tel. +81 42 5560611 term. n Contact: Mr. Takeshi Kuribara, Tel. +81 80 65116516

Trento Aero Manufacturing Services n Exhibited innovations: We provide all the services and legal protection for you to operate your own facility in Mexico. We are a shelter operation with an industrial park and are ready to assist you in a trouble free, risk free assistance to Manufactu- ring in Mexico. n Contact: Mr. Francisco Yepis, Tel. +52 644 1400846

50 S u p p ly C h a i n M a n a g e m e n t I II/2015 5th Aviation Forum Program Hamburg 2015

Tuesday, December 8th, 2015

07.00-08.25 Registration & Check-In Am Dammtor / Marseiller Straße, 20355 Hamburg

08.30-12.00 Plant Visit

Discovery of Kuehne + Nagel’s Logistics Platform for Airbus

Plant Tour 1 Plant Tour 2

Airbus Finkenwerder Factory Tour (A320 & A380) Lufthansa Technik Tour

12.00-13.00 Business Lunch and Visit of the Exhibition

13.00-13.30 Welcome Address Prof. Dr. Johannes Walther, CEO, Institute for Production Management (IPM) Ralph-G. Matzen, President, HANSE-AEROSPACE e.V. Neal Wade, Chairman, Aerospace Alliance Lucy Atkinson, European Representative, Washington State Department of Commerce

13.30-13.50 Challenges for the Aeronautical Industry Axel Flaig, Head of Research & Technology, Airbus

13.50-14.10 Aerospace Supply Chain Management: Top of the Iceberg? Erik Goedhart, Senior Vice President Aerospace & Industrials, Kuehne + Nagel Management AG

14.10-14.30 New Technologies for Aero Engines, External Supply Chain and Government Funding Maico Kollof, CSME Supply Chain Development Executive and Director Procurement, Rolls-Royce Deutschland Ltd & Co KG

14.45-18.15 WORKSHOP-SESSIONS Workshop 1: Logistics Management Mitigating risks in stressed supply networks Moderator: Prof. Dr. Wolfgang Stölzle, University of St. Gallen Experts: Eduardo Dominguez-Puerta, Vice President Supplier Development Management, Airbus Mark Edwards, CEO, AIM Altitude Werner Jannings, Direcor Sales Aerospace, SupplyOn AG Andreas Pietig, Consultant, Kardex Remstar Lionel Romanetti, VP Aerospace & Defence, Kuehne + Nagel Joachim Zuraw, Director Aerospace & Defense, Schenker Deutschland AG

Workshop 2: Globalized Supply Chains Management in volatile times Moderator: Prof. Dr. Andreas Zaby, Hochschule für Wirtschaft und Recht Berlin Experts: Avinash Goré, Senior Project Manager – Aerospace Practice, Porsche Consulting GmbH Nan Chen, Representative, AVIC International Joachim Hermes, Member of the Board, Karl Berrang GmbH Johannes Klenke, Executive – Aerospace & Defense, Accenture GmbH Ron Rabe, Senior Vice President Operations at Spirit AeroSystems

All content is subject to change. www.aviationforumhamburg.com S u p p ly C h a i n M a n a g e m e n t I II/2015 51 5th Aviation Forum Program Hamburg 2015

Tuesday, December 8th, 2015

14.45-18.15 WORKSHOP-SESSIONS

Workshop 3: Aftermarket Future perspectives for a business in transition! Moderator: Prof. Dr. Hans-Gerhard Seeba, Ostfalia University of Applied Sciences Experts: Philippe Gourdon, Head of Digital and Maintenance Data Services, Airbus Jan Harmstorf, Strategic Account Manager EMEA, Honeywell Scanning & Mobility Stephan Junghans, Managing Director, ASC-Aviation Bernd Niewels, Director Sales EMEA, Interturbine Aviation Logistics, a KLX INC. Company Kristopher Pinnow, VP and Chief Procurement Officer, B/E Aerospace

Workshop 4: Engines At the threshold to disruptive innovations? Moderator: Prof. Dr. Holger Schiele, University of Twente Experts: Eric Maury, Head of Propulsion System Strategy, Airbus Dr. Alan Epstein, VP, Technology & Environment, Pratt & Whitney Joseph Gropper, COO/Managing Director, Liebherr-Lindeberg Aerospace GmbH Thomas Rupp, VP Airbus Programs, CFM International

Workshop 5: Innovation Management 3D-printing‘s implications on design and manufacturing Moderator: Prof. Dr. Stephan M. Wagner, ETH Zürich Experts: Peter Sander, Manager Emerging Technologies & Concepts, Airbus Operations GmbH Haritz Elexpuru, Business Development Manager, Materialise GmbH Michael Santo, Managing Partner, h&z Unternehmensberatung AG Norbert Schröder, Germany Representative, SPACE Germany David Wilckens, Director Business Development Aerospace, SLM Solutions GmbH

Workshop 6: Manufacturing Industry 4.0 potentials in configured mass production Moderator: Prof. Dr. Michael Eßig, Bundeswehr Universität München Experts: Jens Gralfs, Vice President Research & Technology, Airbus Operations GmbH Torsten Chudobba, Account Executive, T-Systems International GmbH Gaurav Gupta, Head Aerospace & Defence, Auto & Industrial, Tech Mahindra Frank Klingemann, President & CEO, KUKA Systems GmbH Urs Kündig, Head of Sales EMEA, Blaser Swisslube

14.45-16.30 Panel Discussion: Challenges and Opportunities for Cabin‘s Future Moderator: Prof. Dr. Matthias Tomenendal, Hochschule für Wirtschaft und Recht Berlin Experts: Dr. Jörg Schuler, Senior Vice President Cabin & Cargo, Airbus Nico Buchholz, Sr VP & CPO, Bombardier Inc. Jürgen Funke, President, ThyssenKrupp Aerospace Ed Lohr, Managing Director – Fleet Planning & Analysis, Delta Air Lines Harald Mehring, Chief Customer Officer, Diehl Aerosystems Olivier Zarrouati, CEO, Zodiac Aerospace

All content is subject to change.

52 S u p p ly C h a i n M a n a g e m e n t I II/2015 5th Aviation Forum Program Hamburg 2015

Tuesday, December 8th, 2015

17.00-18.00 SPECIAL SESSION – ESTABLISHING AEROSPACE OPERATIONS IN NORTH AMERICA Welcome Message & Mexico‘s Government Message

Nicole Felix, Trade Commissioner of Mexico in Germany, ProMexico

Aerospace Industry in Mexico

Benito Gritzewsky, Chairman, FEMIA

How to establish a successful operation in Mexico

Mario Juarez, President FDI Promotion Committee, FEMIA

Panel Discussion: Business Opportunities in Mexico’s Aerospace Industry

Moderator: Luis Lizaco, Managing Director, FEMIA Experts: Alain Krief, Projects Director, Airbus Helicopters Olivier Piepsz, Vice President, Safran Latinoamerica Philipp Mirliauntas, Director, Prettl Electronics

18.15-19.00 Champagne Reception Björn Riechers, Chief Executive Officer, LKE GmbH Sponsored by

19.00 Dinner Speech Frank Sportolari, President, UPS Germany Sponsored by

19.30 Gala Buffet

All content is subject to change.

S u p p ly C h a i n M a n a g e m e n t I II/2015 53 5th Aviation Forum Program germany stands for quality. Hamburg 2015 because our machines don’t

Wednesday, December 9th, 2015 just follow, they lead.

07.30-08.25 Check-In – Am Dammtor / Marseiller Straße, 20355 Hamburg

08.30-09.00 Opening Address Prof. Dr. Johanes Walther, CEO, Institute for Production Managemenet (IPM) Dr. Rolf Bösinger, State Secretary, Free and Hanseatic City of Hamburg Dr. Franz Josef Kirschfink, Managing Director, Hamburg Aviation Volker Thum, Managing Director, German Aerospace Industries Association Patricia Espinosa Cantellano, Mexican Ambassador to Germany

09.00-09.30 Passion to Innovate. Power to Deliver. Werner Lieberherr, President & Chief Executive Officer, B/E Aerospace

09.30-10.00 Business Environment and Supply Chain Eric Zahn, Special Representative, Boeing Commercial Airplanes Supplier Management

10.00-10.15 Opening of the Exhibition César Horacio Duarte Jáquez, Governor of Chihuahua Mexico

10.15-10.45 Coffee Break and Visit of the Exhibition

Track 1 Globalization Track 2 Innovation 10.45-11.15 Transforming the supply chain to create value PAXCOM – The result of a system supplier and secure growth and performance approach by smart cooperation Dr. Matthias Mette, VP Procurement and Supply Chain Mark Furtwängler, VP Aviation, Healthcare and General Management; Member of Board of Management, Industries, Bühler Motor Premium AEROTEC GmbH

11.15-11.45 M&A Case Studies – Improvements in the long How predictive applications can boost tail of the supply chain digital change! Dr. Vivek Saxena, Vice President, ICF INTERNATIONAL Prof. Dr. Michael Feindt, Founder & Chief Scientific Advisor, Blue Yonder GmbH

11.45-13.00 Business Lunch and Visit of the Exhibition

13.00-13.30 Global Production Intelligence: How a global Lubricant Supplier provide High-Tech Aerospace Equipment implemented added value to the Aerospace Supply Chain in different local environments Cono Balbo, Head of Global Product Management Bernd Schröder, CEO, Managing Director, Cutting & Grinding, Fuchs Petrolube SE Broetje-Automation GmbH

13.30-14.00 Aerospace Bearings – Innovation Power of Suppliers – A Global Business Challenge Benefits for the civil aviation industry Gustav Wenhold, CEO, FAG Aerospace Axel Ringeisen, Head of Marketing & Sales, GmbH & Co. KG Bayern-Chemie, an MBDA Company

14.00-14.45 Coffee Break and Visit of the Exhibition

14.45-15.15 Flexible Automation in Aerospace Frank Klingemann, President & CEO, KUKA Systems GmbH wirtschaftswunder 4.0 – 15.15-15.45 Innovative Strategic Initiatives – the case of 3D Printing Dr. Jörg Rissiek, Vice President Strategy & Projects, Satair Group digitization made in germany

15.45-16.15 Strategic Perspective on Airbus Group Procurement Dr. Klaus Richter, Chief Procurement Officer Airbus Group & Airbus

16.15 Closing Address Prof. Dr. Johannes Walther, CEO, Institute for Production Management (IPM)

54 S u p p ly C h a i n M a n a g e m e n t I II/2015 www.aviationforumhamburg.com

Unbenannt-12 1 18.11.15 15:38 germany stands for quality. because our machines don’t just follow, they lead.

wirtschaftswunder 4.0 – digitization made in germany

Unbenannt-12 1 18.11.15 15:38 Speakers and Experts Index

Speakers and Experts Index

A Atkinson, Lucy Page 59 Goré, Avinash Page 66 Washington State Department of Commerce Porsche Consulting Group

B Gralfs, Jens Page 66 Balbo, Cono Page 59 Airbus Operations GmbH FUCHS PETROLUB SE Gropper, Josef Page 66 Bösinger, Rolf, Dr. Page 59 Liebherr-Lindenberg Aerospace GmbH Free and Hanseatic City of Hamburg H Buchholz, Nico Page 59 Harmstorf, Jan Page 69 Bombardier Aerospace Honeywell Scanning & Mobility

C Hermes, Joachim Page 69 Chen, Nan Page 60 Karl Berrang GmbH AVIC International J Chudobba, Torsten Page 60 Jannings, Werner Page 69 T-Systems International GmbH SupplyOn AG

D Junghans, Stephan Page 69 Dominguez-Puerta, Eduardo Page 60 ASC-Aviation Airbus K E Kirschfink, Franz Josef, Dr. Page 70 Edwards, Mark Page 60 Hamburg Aviation AIM Altitude Klenke, Johannes Page 70 Elexpuru, Haritz Page 63 Accenture GmbH Materialise GmbH Klingemann, Frank Page 73 Epstein, Alan, Dr. Page 63 KUKA Systems GmbH Pratt & Whitney Kollof, Maico Page 73 Espinosa, Patricia Page 63 Rolls-Royce Deutschland Mexico´s Ambassador in Germany Kündig, Urs Page 73 Eßig, Miachael, Prof. Dr. Page 63 Blaser Swisslube AG Bundeswehr Universität München L F Lieberherr, Werner Page 73 Feindt, Michael, Prof. Dr. Page 65 B/E Aerospace Blue Yonder GmbH Lohr, Ed Page 74 Flaig, Axel Page 65 Airbus Delta Air Lines

Funke, Jürgen Page 65 M ThyssenKrupp Aerospace Martinez, Laurent Page 74 Airbus Furtwängler, Mark Page 65 Bühler Motor Matzen, Ralph-G. Page 74 HANSE-AEROSPACE e.V. G Goedhart, Erik Page 66 Maury, Eric Page 74 Kuehne + Nagel Management AG Airbus

56 S u p p ly C h a i n M a n a g e m e n t I II/2015 Speakers and Experts Index

Mehring, Harald Page 76 Schröder, Norbert Page 85 Diehl Aerosystems SPACE Germany

Mette, Matthias, Dr. Page 76 Schuler, Jörg, Dr. Page 87 Premium AEROTEC GmbH AIRBUS

Miller, Cindy Page 77 Seeba, Hans-Gerhard, Prof. Dr. Page 87 UPS Europe Ostfalia University of Applied Sciences

N Shport, Roman Page 87 Niewels, Bernd Page 77 Sukhoi Civil Aircraft co. Interturbine Aviation Logistics a KLX INC. company Stölzle, Wolfgang, Prof. Dr. Page 87 University of St. Gallen P Pietig, Andreas Page 78 T Kardex Remstar Thum, Volker Page 89 German Aerospace Industries Association R Rabe, Ron Page 78 Tomenendal, Matthias, Prof. Dr. Page 89 Spirit AeroSystems IMB Institute of Management Berlin

Richter, Klaus, Dr. Page 78 W Airbus Group & Airbus Wade, Neal Page 89 The Aerospace Alliance Riechers, Björn Page 78 LKE Group Wagner, Stephan M., Prof. Dr. Page 89 ETH Zürich Ringeisen, Axel Page 83 Bayern-Chemie Walther, Johannes, Prof. Dr. Page 93 Institute for Production Management Rissiek, Jörg, Dr. Page 83 (IPM) Satair Group Wenhold, Gustav Page 93 Romanetti, Lionel Page 83 FAG Aerospace GmbH & Co. KG Kuehne + Nagel Z Rupp, Thomas, Dr. Page 83 Zaby, Andreas, Prof. Dr. Page 94 CFM International Hochschule für Wirtschaft und Recht Berlin S Sander, Peter Page 84 Zahn, Erik Page 94 Airbus Operations GmbH Boeing Commercial Airplanes Supplier Managment Santo, Michael Page 84 h&z Unternehmensberatung AG Zarrouati, Olivier Page 94 Zodiac Aerospace Saxena, Vivek, Dr. Page 84 ICF INTERNATIONAL Zuraw, Joachim Page 94 Schenker Deutschland AG Schiele, Holger, Prof. Dr. Page 84 University of Twente

Schröder, Bernd Page 85 Broetje-Automation GmbH

S u p p ly C h a i n M a n a g e m e n t I II/2015 57 GRABARZ & PARTNER Volkswagen AG Job-Nr. A-VWK-26-150458-O Touran NCAP englisch Motiv: Raumschiff (TO1711, logo_5awards_2015_white_pos) Format 210 x 297 mm Grundreinzeichnung

Space ship. Fairytale castle. School bus.

The new Touran. With variable interior concept. F amily is a tough job. Enjoy it. Whether robots, aliens or princesses, the new Touran is ready for anything. The seating system allows the rear seats to be folded flat. With up to 834 litres of boot space you have room for all the things your kids may come up with.

Fuel consumption of the Touran in l/100 km: combined 5.8–4.2, CO₂ emissions in g/km: combined 135–109. Illustr. depicts optional equipment. See Euro NCAP test report: http://www.euroncap.com/en/results/vw/touran/20975 published in September 2015.

VW_TO_NCAP_Spaceship_210x297_12917_SCM.indd 1 06.10.15 16:00 Speakers and Experts Profiles

Speaker Speaker

LUCY ATKINSON, Europe CONO BALBO joined Representative of Wash- FUCHS PETROLUB SE in ington State Department of 2009. In 2010, he was ap- Commerce and Project Direc- pointed Head of Global Prod- tor representing Washington uct Management Cutting and State; responsible for export Grinding and has headed the trade development & inward Global Aerospace activities investment. She is strategical- of the FUCHS Group. He has ly identifying potential cus- gained professional experi- tomers & partners for Wash- ence in Project-, KAM and ington companies & helping European companies to Product Management. Mr. Balbo has a degree in En- consider Washington as a location for their business to gineering & Business Administration and an MBA in locate & grow. General & International Management.

Lucy Atkinson Cono Balbo Europe Representative Head of Global PM Cutting & Grinding Washington State Department of Commerce FUCHS PETROLUB SE www.choosewashington.com www.fuchs-oil.com

Speaker Expert

DR. ROLF BÖSINGER NICO BUCHHOLZ joined worked as Head of an eco- Bombardier on August 31st, nomic unit in the Saarland 2015 as Senior Vice Presi- State Chancellery after grad- dent and Chief Procurement uating in economics. In the Officer in Montréal. In this following years, he was res- position, Nico has overall re- posible for various manage- sponsibility for procurement ment tasks in the German across Bombardier´s four Federal Ministry of Labour business segments. Prior to and Social Affairs. He moved joining Bombardier, Nico was to Hamburg in 2011. Since April 2015 he has been State Executive VP, Lufthansa Group Fleet Management for Council in the Ministry of Economy, Transport and In- nearly 15 years in Frankfurt. novation.

Dr. Rolf Bösinger Nico Buchholz State Council Sr VP & CPO Ministry of Economy, Transport and Innovation Bombardier Inc. www.hamburg.de/bwvi www.bombardier.com

S u p p ly C h a i n M a n a g e m e n t I II/2015 59 Speakers and Experts Profiles

Expert Expert

NAN CHEN is the Represen- TORSTEN CHUDOBBA has tative of AVIC International gained more than 25 years in Europe. With years of ex- of professional experience in perience in marketing and the ICT industry, covering the sales, he has now moved to areas of project management, the company’s Paris office, consultancy, innovation and taking responsibility of co- account management for ordinating and developing large international accounts Sino-Europeen projects. of T-Systems Int. GmbH. For more than 9 years, Torsten is responsible for the Airbus Group with emphasis on telecommunication, innovation and digitization.

Nan Chen Torsten Chudobba Representative Account Executive AVIC International T-Systems International GmbH

www.avic-intl.cn www.t-systems.com

Expert Speaker

EDUARDO DOMINGUEZ MARK EDWARDS has been PUERTA, Industrial Engineer CEO of AIM Altitude since (ICAI/TUM), joined Airbus 2010. He has led the rapid in 2002. After initial experience growth of the group to be in Consulting Services in one one of the leading suppliers of the big four, he has worked of custom cabin interior prod- in Manufacturing Methods, ucts on Airbus and Boeing Quality and Lean Manage- platforms. Mark has exten- ment, Industrial Planning for sive experience of managing over ten years. He has headed businesses in the industrial several internal and external operation turnarounds and sector in the US, Europe and the Far East. is now responsible for Supplier Development.

Eduardo Dominguez Puerta Mark Edwards VP Supplier Development CEO Airbus SAS AIM Altitude

www.airbus.com www.aim-aviation.com

60 S u p p ly C h a i n M a n a g e m e n t I II/2015

Event Calendar

Event Calendar – January to October 2016

MRO LATIN AMERICA ILA Berlin Air Show 21st to 22nd January, 2016, Lima 1st to 4th June, 2016, Berlin Aviation Week Messe Berlin GmbH Tel. +44 20 71766233 Tel. +49 30 30380 www.aviationweek.com www.ila-berlin.de

Singapore Airshow 2016 Farnborough Int. Airshow 16th to 21st February, 2016, Singapore 11th to 17th July, 2016, London Experia Events Pte Ltd Farnborough International Ltd Tel. +65 6542 8660 Tel. +44 1252532823 www.singaporeairshow.com hwww.farnborough.com

4th RAILWAY FORUM Berlin 2016 Japan Int. Aerospace Exhibition 2016 29th February to 1st March, 2016, Berlin 12th to 15th October, 2016, Tokyo IPM GmbH Tokyo Big Sight Inc. Tel. +49 511 47314790 Tel. +81 355301358 www.railwayforumberlin.com www.japanaerospace.jp

Aircraft Interiors Expo AIRTEC 2016 5th to 6th April, 2016, Hamburg 25th to 27th October, 2016, Munich Reed Exhibitions, Hamburg Messe airtec GmbH & Co. KG Tel. +44 208 2712174 Tel. +49 69 27400315 www.aircraftinteriorsexpo.com www.airtec.aero

62 S u p p ly C h a i n M a n a g e m e n t I II/2015 Speakers and Experts Profiles

Expert Expert

HARITZ ELEXPURU is Busi- DR ALAN EPSTEIN is res­ ness Development Manager ponsible for setting the di- for Aeronautics at Materi- rection for and coordinating alise. His main task is to in- technology across the com- crease the awareness of 3D pany as it applies to product printing and uncover oppor- performance and environ- tunities for Additive Manu- mental impact. He also pro- facturing in the Aeronautic vides strategic leadership in Industry. Haritz studied Me- investment, development, chanical Engineering in Spain and technology integration, and got his MBA from London Business School and the to reduce the impact of Pratt & Whitney’s world-wide University of Berkeley. products and services on the environment.

Haritz Elexpuru Dr. Alan Epstein Business Development Manager VP, Technology & Environment Materialise GMBH Pratt & Whitney www. materialise.be www.pw.utc.com/Home

Speaker Moderator

PATRICIA ESPINOSA CAN- PROF. DR. MICHAEL ESSIG TELLANO, Ambassador of holds the Chair of Materials Mexico to the Federal Re- Management & Distribution at public of Germany as of Sep- Bundeswehr University Mu- tember 6th, 2013. Secretary nich, and is Scientific Director of Foreign Affairs from 2006 of the Research Center for Law to 2012 with 30 years experi- and Management of Public ence in international affairs. Procurement. He is Director of Ambassador Espinosa has the Transfer Center for Defence been a career member of the Supply Chain Management, as Mexican Foreign Service since September 1981; she was well as Vice President of Bundeswehr University Munich. promoted to the rank of Ambassador in January 2000.

Patricia Espinosa Cantellano Ambassador of Mexico Prof. Dr. Michael Eßig Botschaft von Mexiko Bundeswehr University Munich http://embamex.sre.gob.mx/alemania/ www.unibw.de/materialwirtschaft

S u p p ly C h a i n M a n a g e m e n t I II/2015 63 High idea of service

Expertise, Proactivity, Continuous Improvement : our added value enables our customers to successfully address their industrial challenges.

Manufacturing Engineering Outstanding works, Retrofit, Airworthiness Management Refurbishing Product Quality Management Fleet Management & Conformance Flight Tests assistance Working Party Monitoring Integration mechanical Supply Chain Consolidation & electrical systems Customer Representative

Derichebourg Atis aéronautique - RCS Toulouse B340 641 216 000056 Toulouse Atis aéronautique - RCS Derichebourg 1 bis av de l’Escadrille Normandie Niemen 31700 Blagnac - France Atis aéronautique © Marketing/Communication Department of Derichebourg Derichebourg Conseil 2014 - 5026 – Credits : Oct 2014 - HVA [email protected]

derichebourg-atis.de

AP 210x145 mm.indd 1 27/10/14 17:34 Experience the Progress.

Liebherr-Aerospace is a leading supplier of systems for the aviation industry.

Liebherr-Aerospace is a leading supplier of systems for the aviation industry and has more than fi ve decades of experience in this fi eld. The range of aviation equipment produced by Liebherr for the civil and military sectors includes fl ight control/actuation systems, landing gear, air management systems as well as gears and gearboxes. These systems are deployed in wide-bodied aircraft, single aisle and regional aircraft, business jets, combat aircraft, military transporters, military training aircraft, civil helicopters and combat helicopters. Liebherr’s aerospace and transportation systems division employs around 4,900 people.

It has four aviation equipment production plants at Lindenberg (Germany), Toulouse (France), Guaratinguetá (Brazil) and Nizhny Novgorod (Russia). These production sites offer a worldwide service with additional customer service centers in Saline (Michigan/USA), Seattle (Washington/USA), Montreal (Canada), São José dos Campos (Brazil), Hamburg (Germany), Moscow (Russia), Dubai (UAE), Singapore and Shanghai (People’s Republic of China).

www.liebherr.com The Group

2017-503_018_AER_014 AFH_D_auMP.indd 1 08.09.15 10:57 Speakers and Experts Profiles

Speaker Speaker

PROF. DR. MICHAEL AXEL FLAIG is Head of R&T FEINDT is the mind behind at Airbus Group. Prior to that Blue Yonder. In the course of he held many senior positions his many years of scientific within Airbus Group where research activity at CERN, he he started his career in 1980 af- developed the NeuroBayes ter graduating from the Tech- algorithm. In 2008, Prof. Dr. nical College in Aachen. Axel Michael Feindt founded Blue holds a diploma in aerospace Yonder. The company sup- engineering and was among plies forecasts and automated others appointed Head of decisions for various areas such as sales predictions Flight Physics, Head of Aerodynamics and Head of and dynamic pricing. Wind Tunnel Testing.

Prof. Dr. Michael Feindt Axel Flaig Founder & Chief Scientific Advisor Head of Research & Technology Blue Yonder GmbH Airbus

www.blue-yonder.com www.airbus.com

Speaker Speaker Experience the Progress. JÜRGEN FUNKE was born MARC FURTWÄNGLER in 1961. He joined Thyssen- graduated from Technical Liebherr-Aerospace is a leading supplier of systems for Krupp in Essen, Germany University of Darmstadt in the aviation industry. in late 1980 following his 2006 with a diploma in Indus- Liebherr-Aerospace is a leading supplier of systems for the graduation in Business Ad- trial Engineering. 2006 - 2014, aviation industry and has more than fi ve decades of experience ministration in 1979. In 1996, he was working at the BMW in this fi eld. The range of aviation equipment produced by he moved to ThyssenKrupp Group in Project Controlling, Liebherr for the civil and military sectors includes fl ight North America. After 6 years Product Engineering and as control/actuation systems, landing gear, air management as CFO in Michigan, he took Group Leader for I&C. In systems as well as gears and gearboxes. These systems are over the aerospace activities 2014, he became Vice Presi- deployed in wide-bodied aircraft, single aisle and regional in Seattle, WA in 2002 as Pres- dent for Aviation, Healthcare and General Industries of aircraft, business jets, combat aircraft, military transporters, ident. Since 2011, Jürgen­ Funke leads the global busi- the family owned company Bühler Motor GmbH. military training aircraft, civil helicopters and combat ness of ThyssenKrupp Aerospace. helicopters. Liebherr’s aerospace and transportation systems division employs around 4,900 people.

It has four aviation equipment production plants at Lindenberg (Germany), Toulouse (France), Guaratinguetá (Brazil) and Nizhny Novgorod (Russia). These production sites offer a worldwide service with additional customer service centers in Saline (Michigan/USA), Seattle (Washington/USA), Montreal Jürgen Funke Mark Furtwängler (Canada), São José dos Campos (Brazil), Hamburg (Germany), President VP Aviation, Healthcare and General Industries Moscow (Russia), Dubai (UAE), Singapore and Shanghai ThyssenKrupp Aerospace Bühler Motor GmbH (People’s Republic of China). www.thyssenkruppaerospace.com www.buehlermotor.de

www.liebherr.com S u p p ly C h a i n M a n a g e m e n t I II/2015 65 The Group

2017-503_018_AER_014 AFH_D_auMP.indd 1 08.09.15 10:57 Speakers and Experts Profiles

Speaker Expert

ERIC GOEDHART started AVINASH GORÉ is Senior his career in 1981 at NCR Manager at Porsche Consult- Computers in direct Sales & ing’s Aerospace practice and Marketing and Business Unit an expert on operations and Management. In 1993, he be- supply chain excellence. Avi- came the VP in Marketing nash has headed several stra- and Sales at Fokker Aircraft tegic and transformational Services. Erik started his own projects with OEMs and sup- consultancy firm in 2003. His pliers, transferring best Au- consultations resulted in be- tomotive procedures into the coming the SVP Aerospace at Kuehne + Nagel. Aerospace industry.

Erik Goedhart Avinash Goré Senior Vice President Aerospace & Industrials Senior Project Manager Kuehne + Nagel Management AG Porsche Consulting GmbH

www.kuehne-nagel.com www.porscheconsulting.com

Expert Speaker

JENS GRALFS was appoint- JOSEF GROPPER is MD and ed Architect for the overall COO of Liebherr Aerospace& physical design and Vice Transportation SAS which President at AIRBUS in Janu- manages all activities in the ary 2013. He is in charge of aerospace and transportation Research & Technology, man- sectors in the Liebherr Group. aging the transnational sys- He is responsible for produc- tem installation structure and tion, purchasing and asset cabin activities. investments. After obtaining his engineer degree (FH) in production technology he joined Liebherr in 1978 and gathered experience since more than 30 years.

Jens Gralfs Josef Gropper VP, Research & Technology COO/Managing Director Airbus Operations GmbH Liebherr-Aerospace Lindenberg GmbH

www.airbus.com www.liebherr.com

66 S u p p ly C h a i n M a n a g e m e n t I II/2015 WHAT DO YOU SEE?

At STG Aerospace, we see cabin lighting from the outside in.

It’s our vision for your Airline, which has resulted in a new breed of beautiful, practical LED cabin lighting designed to transform your cabin environment.

Engineered by the makers of saf-Tglo® and saf-Tsign®, liTeMood® has a simple interface, can be retrofitted within a few hours – and has customisable programming that reinforces your brand and gives every passenger an upgraded experience.

Find out more at stgaerospace.com Vision beyond.

from STAND 39 NO CURE MATERIALS INCREASE AIRCRAFT THROUGHPUT AND AVAILABILITY

GORE™ SKYFLEX™ Aerospace Materials provides OEM’s and operators with a variety of tape and gasket options that are easy to install and provide sealing, gap-filling, corrosion, abrasion, and aviation fluid protection.

Maximize Aircraft Availability | Quick Installation With No Cure Time | Reduced Life Cycle Cost

AVIATION FORUM- HAMBURG, GERMANY STAND 9 GORE.COM/SKYFLEX

G5075_Skyflex_A4_ad.indd 1 11/10/15 7:41 AM Speakers and Experts Profiles

Expert Expert

JAN HARMSTORF Bei Hon- JOACHIM HERMES, born eywell Scanning & Mobility 1968, joined the Berrang seit 2013 zuständig für das Group in 1999. Prior to that, strategische Neukundenge- he took responsibility in dif- schäft in EMEA mit Focus auf ferent positions within the die Maintenance & Inspection fastener industry. Joachim Solution von Vocollect Voice. Hermes is member of the Nach dem Logistikstudium board of the Berrang Group arbeitete er ab 2001 für un- and responsible for market- terschiedliche Systemintegra- ing and sales, engineering toren, übernahm 2006 Vertriebsverantwortung bei der and logistics. ICS AG und 2009 als Senior Sales Manager DACH bei ORTEC.

Jan Harmstorf Joachim Hermes Strategic Account Manager EMEA Member of the Board Vocollect Solutions · Honeywell Scanning & Mobility Karl Berrang GmbH www.vocollect.de www.berrang.de

Expert Expert

WERNER JANNINGS is Di- STEPHAN JUNGHANS has rector Sales Aerospace, Sup- gained 20 years of aviation plyOn AG. He started his experience, focused on MRO career in the semiconductor business and support. industry. From 2000 to 2008, In 2011, Stephan founded his he worked as Sales Represen- own aviation consultancy tative for IT solutions for the and service company to sup- digitization of B2B processes, port MRO companies in the focusing at first on the auto- US, Europe and Middle East. motive industry. Since 2008, Prior to that, he had taken dif- his focus has changed to collaborative IT solutions for ferent positions in the aviation industry. the aerospace industry.

Werner Jannings Stephan Junghans Director Sales Aerospace General Manager SupplyOn AG ASC-AVIATION www.supplyon.com www.asc-aviation.com

S u p p ly C h a i n M a n a g e m e n t I II/2015 69 Speaker Expert

FRANZ JOSEF KIRSCHFINK, JOHANNES KLENKE is born 1955 in Belgium, cur- an executive within Accen- rently works as Managing Di- ture’s Aerospace & Defense rector of Hamburg Aviation. Industry Practice focussing He started his professional on Operations and Cultural career at Lufthansa in 1989, Change Management in par- and covered ­different posi- ticular in the civil segment. tion, including director engine Throughout the 14 years of services, Chief operating of- his consulting career he has ficer of Alitalia Maintenance contributed to and man- Systems, and Director Technology projects, responsible aged numerous strategic as well as transformational for R&D at LHT. projects within the European A&D industry.

Dr. Franz Josef Kirschfink Johannes Klenke Managing Director Executive, Aerospace & Defense Hamburg Aviation Accenture GmbH www.hamburg-aviation.com www.accenture.com We consult with Head, Heart and Hand

71 Hz* Brain activity when developing excellent concepts for your business transformation projects

Excellent concepts: the h&z business consultants have already proven their outstanding expertise in business transformation consultancy in more than 1.000 projects. And their A member of particular empathy and intuition are apparent every time. h&z – because business transformation requires not just brains, but also intuition.

* Electroencephalography (EEG) can be used to measure the brain’s electrical activity by recording voltage fluctuations on the surface of the head. Signals in the frequency range between 38 and 70 Hz (“gamma waves”) occur during demanding activities involving a high information flow. Speakers and Experts Profiles

As technology constantly changes and always improves, we remain committed to innovation and delivering unique solutions that will improve your products and processes.

72 S u p p ly C h a i n M a n a g e m e n t I II/2015

LORD 210mm x 145mm Ad.indd 1 10/12/15 5:11 PM Speakers and Experts Profiles

Speaker and Expert Speaker

FRANK KLINGEMANN MAICO KOLLOF is Direc- was Head of Subsidiary tor Procurement & Supply EDAG 1989 - 1999, Project Chain Development Execu- Manager at TMS Deutsch- tive at Rolls-Royce Deutsch- land GmbH, Augsburg and land Ltd & Co KG. In his CEO at TMS Produktions- previous Rolls-Royce career systeme GmbH, Linz 1999- he was Head of Commercial 2006, Member of the Man- Civil Programmes / Com- agement Board at FFT EDAG mercial Executive. He has a Produktionssysteme GmbH Master degree in Business 2006-2010, CEO at HLS Ingenieurbüro GmbH, Augs- Engineering and Mechanical Engineering from Tech- burg 2010-2011 and has been CEO at KUKA Systems nical University Berlin. GmbH, since 2011.

Maico Kollof Frank Klingemann CSME Supply Chain Development Executive President & CEO and Director Procurement KUKA Systems GmbH Rolls-Royce Deutschland Ltd & Co KG www.kuka.de www.rolls-royce.com/deutschland/de/

Expert Expert

URS KÜNDIG, born 1956, WERNER LIEBHERR was ap- Managing Director EMEA, pointed as President & Chief Blaser Swisslube AG - stud- Executive Officer of B/E ied Mechanical Engineering Aerospace Inc. on December and Business Administration 17, 2014. Mr. Lieberherr had at Zurich/Berne University of been President & co-Chief Ex- Applied Sciences. After tak- ecutive Officer of B/E Aero- ing senior management posi- space Inc. since January 1, tions in international sales, 2014. He previously served as he worked for many years as the President & Chief Operat- CEO at 2 renowned Swiss Machine Tool Builders. Since ing Officer of B/E Aerospace Inc. since January 1, 2011. 2014, he has been member of the Blaser Executive Team. Werner Lieberherr served as Senior Vice President & General Manager of Commercial Aircraft Segment at B/E Aerospace Inc. since July 2006.

Urs Kündig Werner Lieberherr Managing Director EMEA President & Chief Executive Officer Blaser Swisslube AG B/E Aerospace www.blaser.com www.beaerospace.com

S u p p ly C h a i n M a n a g e m e n t I II/2015 73 th Speakers and Experts Profiles 4 Railway Forum Berlin 2016

Expert Speaker Simultaneous English translation

ED LOHR’s tenure at Delta LAURENT MARTINEZ was of all main presentations provided Air Lines encompasses Fi- appointed Head of the new nance, Network Analysis, “Services by Airbus” busi- Strategic Planning, Technical ness unit on 1st May 2015. Operations, Cabin Develop- His task in this position is to ment, and Fleet Planning & develop innovative services, Analysis. Previous experi- headed by Didier Lux, Air- ence with GE Aircraft En- bus Head of Customer Ser- gines, DHL Airways, and vices. Rolls-Royce Aero Engines. Laurent started his career in A private pilot and A&P mechanic, Ed holds an MBA Panama in 1994 at the French Bank BNP-Paribas and in Economics from Oakland University and a BS from worked in Satellite Telecommunication afterwards. Globalizing Railway Supply Chains Embry-Riddle. Conference and Exhibition February 29th and March 1st, 2016

Competence Patron Josef Stoll · Chief Technology Officer & Head of Technical Innovation (CTO) Partner Deutsche Bahn AG

Ed Lohr Laurent Martinez Managing Director – Fleet Planning & Analysis Senior Vice Preseident Head of Business Unit Services Delta Air Lines AIRBUS Selected Speakers and Experts

www.delta.com www.airbus.com Speaking on: Speaking slot: Moving towards the digital Gala Dinner Keynote Speech age: Mobility 4.0 for a strong (German/English) Speaker Expert railway sector (German/English) RALPH-GÜNTHER MAT- ERIC MAURY has worked at ZEN is C.E.O. of MST-Group Airbus for 20 years. He start- and President of Hanse- ed in Contract/Marketing as Dr. Rüdiger Grube Dr. Volker Kefer Aerospace. He founded MST analyst. In 2000 he moved to Chairman and CEO, Vice-Chairman of the Management Board and the Board Member for (sole proprietor) in 1992, with Engineering, headed various Deutsche Bahn AG Infrastructure, Services and Technology Division, Deutsche Bahn AG own plants in Germany and divisions in Overall Aircraft Turkey plus co-operations in Design and Propulsion Inte- Expert involved in: Speaking on: Italy and Malaysia. Portfolio: gration. He was deputy of the Special Hoses and Ducts for A320neo Chief Engineer for Panel Discussion: The Digitalization of the Railway Infrastructure 2020: Railway Industry Aerospace, Automotive, In- A/C performance and pro- chances and risks of a (German/English) dustry. He was an Aircraft Mechanics in the FLY NAVY pulsion from 2010 to 2013. In late 2013 he has become globalizing value creation and studied Economy at LMU University in Munich/ Head Of Propulsion System Procurement Strategy. (German/English) Germany.

Frank Sennhenn Dr. Lutz Bertling CEO, President, DB Netze Fahrweg Bombardier Transportation

Speaking on: Speaking on: Increasing competitiveness Automotive meets rail – by applying digital techno- automotive technology to Ralph-Günther Matzen Eric Maury logies – using the example of meet future demands of the C.E.O. Ho Propulsion System Strategy rail cargo transportation railway market MST Matzen Schlauch-Technik GmbH&CoKG Airbus (German/English) (German/English)

www.mst-flexduct.com www.airbus.com Dr. Robert Wassmer Bernhard Bihr Chairman of the Board of Directors, President, Knorr-Bremse Systeme für Schienenfahrzeuge GmbH Bosch Engineering GmbH

74 S u p p ly C h a i n M a n a g e m e n t I II/2015 Organized by Full program available online: www.railwayforumberlin.com

RFO 2016 Anzeige en_151118_Print.indd 1 25.11.15 16:43 4th Railway Forum Berlin 2016

Simultaneous English translation of all main presentations provided

Globalizing Railway Supply Chains Conference and Exhibition February 29th and March 1st, 2016

Competence Patron Josef Stoll · Chief Technology Officer & Head of Technical Innovation (CTO) Partner Deutsche Bahn AG

Selected Speakers and Experts

Speaking on: Speaking slot: Moving towards the digital Gala Dinner Keynote Speech age: Mobility 4.0 for a strong (German/English) railway sector (German/English)

Dr. Rüdiger Grube Dr. Volker Kefer Chairman and CEO, Vice-Chairman of the Management Board and the Board Member for Deutsche Bahn AG Infrastructure, Services and Technology Division, Deutsche Bahn AG

Expert involved in: Speaking on: Panel Discussion: The Digitalization of the Railway Infrastructure 2020: Railway Industry chances and risks of a (German/English) globalizing value creation (German/English)

Frank Sennhenn Dr. Lutz Bertling CEO, President, DB Netze Fahrweg Bombardier Transportation

Speaking on: Speaking on: Increasing competitiveness Automotive meets rail – by applying digital techno- automotive technology to logies – using the example of meet future demands of the rail cargo transportation railway market (German/English) (German/English)

Dr. Robert Wassmer Bernhard Bihr Chairman of the Board of Directors, President, Knorr-Bremse Systeme für Schienenfahrzeuge GmbH Bosch Engineering GmbH Organized by Full program available online: www.railwayforumberlin.com

RFO 2016 Anzeige en_151118_Print.indd 1 25.11.15 16:43 Putting the best future Expert HARALD MEHRING is CCO imaginable on the wing. of Diehl Aerosystems, since ™ November 2015 and responsi- It’s in our power. ble for Sales, Retrofit, Custom- er Support and Innovation activities within the division. He graduated in Aeronautical Engineering as well as in Busi- ness Administration. Prior to joining Diehl Aerosystems he held several senior positions at Lufthansa Technik, Hydro Systems and Recaro Aircraft Seating.

Harald Mehring Chief Customer Officer Diehl Aerosystems Diehl Aerosystems

www.diehl-aerosystems.de

Expert

MATTHIAS METTE graduat- ed as Aeronautical Engineer. He worked for 7 years in top management consulting and was in different leading posi- tions with the Airbus Group, mainly in Procurement. From 2012 to end 2014 he was CPO of PFW Aerospace GmbH. He started his current position at Premium Aerotec GmbH in January 1st, 2015.

Dr. Matthias Mette VP Procurement and Supply Chain Management; Member of Board of Management See what propels the futures of major and regional airlines, Premium Aerotec GmbH business aircraft, helicopters and military aviation worldwide. Learn more at www.pw.utc.com. www.premium-aerotec.com

It's in our power.™

PW Blue Eagle_SupplierAviationForum.indd 1 10/27/15 4:09 PM Client: Pratt & Whitney One Company Ad Title: Proud to Support Publication: Supplier Aviation Forum Trim: 102 x 297 mm • Bleed: plus 3 mm Speaker

CINDY MILLER started her career at UPS Pennsylvania, USA, in 1988. She has been President of UPS Europe since April 2013. In this po- sition, based in Brussels, BE, she oversees and is respon- sible for all UPS operations in nearly 60 countries and terri- tories across Europe, includ- ing UPS’s package delivery, freight forwarding, con- tract logistics and distribution activities.

Cindy Miller President UPS Europe

Expert

BERND NIEWELS has been Director Sales EMEA at In- terturbine Aviation Logistics, since May 2014. Before that he had been General Manager at Haas Group and had worked for over 12 years in Airbus Customer Services where he held various positions such as Senior Director Satair Post Acquisition Synergies Program, Head of Strategy & Business Development, Head of Provisioning Services.

Bernd Niewels Director Sales EMEA Interturbine Aviation Logistics, a KLX INC. company www.klxaerospace.com Speakers and Experts Profiles

Speaker Expert

ANDREAS PIETIG is re- RON RABE has responsibil- sponsible for various projects ity and oversight for Opera- and their implementation in tions, Supply Chain Manage- the field of intralogistics. IT- ment, Fabrication, Tooling, requirements analysis and Facilities, Production Engi- implementation are also part neering and Global Quality of his range of consulting for Spirit AeroSystems. In his services. Working for Kardex role as Senior Vice President Remstar, he has particularly of Operations, Rabe ensures gained experience in employ- the timely supply of quality ing projects with automated order picking, warehouse products at lowest cost to all Spirit programs while and buffer storage. managing a vast supplier network.

Andreas Pietig Ron Rabe Consultant Senior VP, Operations Kardex Remstar Spirit AeroSystems

www.kardex-remstar.de www.spiritaero.com

Speaker Speaker

DR. KLAUS RICHTER was BJÖRN RIECHERS carries appointed EVP Procurement a master degree in mechani- at Airbus in 2007 and is in cal engineering and business charge of all procurement administration. He has hold across the entire Airbus orga- numerous management posi- nization. In January 2015, he tions with larger and medium was appointed Chief Procure- sized enterprises. Over the ment Officer Airbus Group last 15 years he has focused & Airbus and member of the on material handling equip- Group Executive Committee. ment. A range which spans In parallel, he serves as the Chairman of the Board of from conatainer handling to fork lift & industrial trucks Airbus in Germany. as well as industrial batteries for fork lift trucks.

Dr.-Ing. Klaus Richter Björn Riechers Chief Procurement Officer CEO LKE Group Airbus Group & Airbus LKE

www.airbus.com www.LKE-Group.com

78 S u p p ly C h a i n M a n a g e m e n t I II/2015

AEROSPACE

PRESENT & FUTURE. CONNECTED.

BE FUTURE READY WITH THE MAHINDRA GROUP!

With the combined strengths of Mahindra Aerospace and Tech Mahindra, the Mahindra Group is the right place for the global Aerospace & Defense industry to Design and Make in India.

The Mahindra Group is not just helping the industry meet the huge engineering and manufacturing demands of today, we are helping them leap into a connected future with our focused innovation in Industry 4.0 and IoT solutions.

C

M

Y

CM

MY

CY

CMY The Mahindra Group Connected K Design is a Partner of Choice Solutions for Aerospace & Defense.

Manufacturing Aftermarket Engineering Solutions

Manufacturing

Contact us at [email protected] www.techmahindra.com List of advertisers

List of Advertisers

Accenture h&z Unternehmensberatung AG Tel. +49 61739499 Tel. +49 89242969-0 www.accenture.com www.huz.de

Airbus S.A.S. HAECO Americas Tel. +33 561933333 Tel. +1 3366684410 www.airbus.com www.haeco.aero

B/E Aerospace Hutchinson Aerospace GmbH Tel. +1 5617915000 Tel. +49 40 319746928 www.beaerospace.com www.Hutchinson-Aerospace.com

Blaser Swisslube AG IPM GmbH Tel. +41 344600101 Tel. +49 511 47314790 www.blaser.com www.ipm-scm.com

CFM International Karl Berrang GmbH Tel. +1 5135634180 Tel. +49 62187860 www.cfmaeroengines.com www.berrang.com

DB Schenker KLX Aerospace Tel. +49 20187810 Tel. +1 3059252600 www.DBSchenker.com www.klxaerospace.com

DERICHEBOURG Atis GmbH Kuehne + Nagel (AG & Co.) KG Tel. +49 4031977000 Tel. +49 40303330 www.derichebourg-atis.de www.kn-portal.com

Deutsche Bahn AG KUKA Sytems GmbH +49 3029761131 +49 821 797-0 www.deutschebahn.com www.kuka-systems.com

FBM Composite Materilas Ltd Liebherr-Aerospace Lindenberg GmbH Tel. 972 732861239 Tel. +49 7351410 www.fbmcomposite.com www.liebherr.com

FUCHS PETROLUB SE LKE GmbH +49 (0)621 3802-0 Tel. +49 2365910028 www.fuchs-oil.de www.lke-group.com

TM

AVIATION

S u p p ly C h a i n M a n a g e m e n t I II/2015 81 List of advertisers

List of Advertisers

LORD Suisse Sarl State of Georgia Tel. +41 227615060 Tel. +1 4049624000 www.lord.com www.georgia.org

Mahindra AEROSPACE STG Aerospace Tel. +91 8152280510 Tel. +44 1760 723232 www.mahindraaerospace.com www.stgaerospace.com

Mobile Chamber Area of Commerce streamline marketing group Tel. +1 2514336951 +971 4 447 5357 www.mobilechamber.com www.smg-online.com

Oklahoma Department of Commerce SupplyOn Tel. +1 405-815-6552 Tel. +49 811999970 www.okcommerce.gov www.supplyon.com

PARIS SAINT-DENIS AÉRO T-Systems International Tel. +33 3 44607155 Tel. +49 2281814949 www.psdaero.com www.t-systems.de

Porsche Deutschland GmbH ThyssenKrupp Aerospace Tel. +49 71191112002 Tel. +49 201 844537172 www.porsche.com www.thyssenkruppaerospace.com

Pratt & Whitney Tokyo Metropolitan Aviation Network Tel. +1 8605652341 Tel. +81 362068209 www.pw.utc.com www.metro.tokyo.jp

SLM Solutions GmbH Turkish Aerospace Industries, Inc Tel. +49 451160820 Tel. +90 31281118002299 www.slm-solutions.com www.tai.com.tr

SNA Europe Volkswagen AG Tel. +49 210483383220 +49 536190 www.bahco.com www.volkswagen.de

Spirit AerosSystems W. L. Gore & Associates GmbH Tel. +1 3165269000 Tel. +49 5946120 www.spiritaero.com www.gore.com

TM

AVIATION

82 S u p p ly C h a i n M a n a g e m e n t I II/2015 Speakers and Experts Profiles

Speaker Speaker

AXEL RINGEISEN studied DR. JÖRG RISSIEK has been Engineering and Material the Vice President of Corpo- Science at FH Aalen 1993- rate Strategy and Projects at 1997. He worked as Project Satair Group since July 2014. Engineer with Krauss Maffei Prior to joining Satair Group, 1997-2001. During 2001 un- he was the VP of Corpo- til 2009 he had Management rate Development at Airbus Positions in Production, QM, Group from 2011-2014 and Logistics with Airbus Heli- VP of Material and Logistics copters. Since 2009 he has Operations in Airbus Cus- been Head of Marketing & Sales with Bayern-Chemie. tomer Services from 2006-2011. Prior to joining Airbus, Dr. Rissiek spent eight years with Lufthansa.

Axel Ringeisen Dr. Jörg Rissiek Head of Marketing and Sales Vice President Corporate Strategy & Projects Bayern-Chemie Satair Group www.bayern-chemie.com www.satair.com

Expert Expert

LIONEL ROMANETTI joined DR. THOMAS RUPP joined Kuehne + Nagel as Director­ Snecma (Safran Group) in Implementation and Re- 2008 taking different leader- engineering when Kuehne + ship positions in the Civil Nagel was appointed Air- Engines and Services Divi- bus Lead Logistics Provider sions before been appointed and managed successfully VP Airbus Programs for CFM the transformation of Airbus International in April 2013. supply chain. He then suc- Prior to joining Snecma, he cessively supported the inte- worked for Fairchild Dornier gration of Airbus Military and became GKAM Airbus and MTU Aero Engines. He is a graduate of RWTH Group. Today he is responsible for Aerospace Business Aachen and holds a PhD from Imperial College Lon- Development globally. don.

Lionel Romanetti Dr. Thomas Rupp VP Aerospace & Defence Vice President Airbus Programs Kuehne + Nagel CFM International www.kuehne-nagel.com www.cfmaeroengines.com

S u p p ly C h a i n M a n a g e m e n t I II/2015 83 Speakers and Experts Profiles

Expert Expert

PETER SANDER has 34 years MICHAEL SANTO is a Man- of experience in the Aviation aging Partner at h&z Business Industry with a wide range Consulting and with the com- of different responsibilities pany since 2003. He studied­ for Industrial Engineering, industrial engineering at the Tool Design and Manufac- German Air Force University turing, Manufacturing Engi- in Hamburg and served as an neering, Sheet Metal Produc- officer for 9 years. He subse- tion, CRFP Production, A380 quently held various man- Operations. Since October agement positions in the avi- 2010 he works with Airbus R&T. ation industry and in the medical technology industry. ­

We consult with Head, Heart and Hand

Peter Sander Michael Santo Manager Emerging Technologies & Concepts Managing Partner Airbus Ops. GmbH h&z Unternehmensberatung AG

www.airbus.com www.huz.de

Speaker Moderator

DR. VIVEK SAXENA has more PROF. DR. HABIL. HOLGER than 20 years of aerospace SCHIELE is Diplom-Ökonom manufacturing, supply chain (Master of Economics and and engineering experience. Business Administration). He is responsible for leading Before joining academia, he ICF’s worldwide operations worked for ten years in indus- and supply chain practice. try with Preussag AG, PWC Prior to joining ICF, he was and h&z business consulting. a General Manager in Pratt Currently he holds the chair & Whitney, managing $1/2B of Technology Management­ – operation. He has transformed factories using novel cost Innovation in Purchasing, Production and Logistics at reduction, ramp up readiness and NPI methods. the University of Twente in Enschede (NL).

Dr. Vivek Saxena Vice President Prof. Dr. Holger Schiele ICF International University of Twente

www.icfi.com/OSC www.utwente.nl/mb/ba/staff/schiele/

84 S u p p ly C h a i n M a n a g e m e n t I II/2015 Speakers and Experts Profiles

Speaker Expert

BERND SCHRÖDER is CEO/ NORBERT SCHRÖDER, Ger- Managing Director of Broetje- man Representative of Eu- Automation GmbH. ropean SPACE Association. 2001: VEP Sales and Business After more than 25 years in unit “Aircraft Assembly Sys- various engineering and pro- tems”, DÜRR Automotion curement management po- GmbH sitions at Airbus Group, he 2004: Chairman of Manage- has been responsible for the ment Board, DÜRR Special development of the European Material Handling GmbH non-profit association SPACE and President Business Unit “Aircraft Assembly Sys- in Germany, since 2012 tems”, DÜRR AG. 2007: Managing Director, Broetje- (SPACE = Supply-Chain Progress towards Aeronauti- Automation. 2012: Shareholder, Broetje-Automation. cal Community Excellence).

TM

Bernd Schröder Norbert Schröder CEO SPACE Germany Representative Broetje-Automation GmbH SPACE Germany www.broetje-automation.de www.space-aero.org

Land in Oklahoma. Take Off in Oklahoma.

One of the largest commercial MRO facilities in the world, run by American Airlines

The largest air depot in the U.S. Department of Defense at Tinker Air Force Base

Dedicated UAS/UAV research and testing facilities, hangar, runways and airspace

#1 for Lowest Cost of Doing Business CNBC, America’s Top States for Business 2014

Ready to discover the State of Success? 001-405-815-5187 OKCOMMERCE.GOV/AEROSPACE

S u p p ly C h a i n M a n a g e m e n t I II/2015 85 100 100 The Global Aerospace Summit is part of the Abu Dhabi Aviation and Aerospace Week held under the patronage of 95 His Highness Sheikh Mohammed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Deputy Supreme Commander of the UAE Armed Forces 95

75 75

25 25

5 5

0 0

An invitation-only event that allows C-level executives, senior decision makers, government and military officials to engage in forward-looking, strategic debate and address the key challenges facing the aerospace, aviation, defence and space industries.

Join us at Abu Dhabi National Exhibition Centre (ADNEC) for the panel discussions on: GCC MRO: can local service providers keep up with the growing demand? Increasing the aerospace supply chain competitiveness, how do you avoid the pitfalls? Getting the next one billion passengers in the sky: what do commercial airlines and OEMs need to do?

OFFICIAL AIRLINE:

100 100

95 95

75 75

25 25

5 5

0 0 Speakers and Experts Profiles

Expert Moderator

DR. JÖRG SCHULER started PROF. DR. HANS-GERHARD his career as engineer in Loads SEEBA is Professor of Auto­ & Aeroelastics at Airbus in 1999. motive Management at He worked as a Domain PMO Ostfalia­ University of Ap- and took over the A/C Cus- plied Sciences at Campus tomisation of the A320 Family Wolfsburg. In addition he Program in 2004, moving on to is director of the Institute of lead Configuration Manage- Automotive ­ Management ment & Customer Definition in (IAM) and is a Lecturer at A320 Family and was appointed the AutoUni of Volkswagen VP Program Managment A320 Family in 2008. Since 2011, he which provides training programs for senior managers has been in charge of Cabin&Cargo. in the component factories and sales departments.

Dr. Jörg Schuler Prof. Dr. Hans-Gerhard Seeba Senior Vice President CoC Cabin & Cargo Professor of Automotive Management AIRBUS Operations GmbH Ostfalia University of Applied Sciences www.airbus.com www.ostfalia.de/w

Experts Moderator

ROMAN SHPORT is the PROF. DR. WOLFGANG Deputy First Vice President STÖLZLE is Managing Direc- for Produciton. Roman tor of the Chair of Logistics graduated­ from Pacific Lu- Management at the University­ theran University in 2004 of St.Gallen and Director of with a MBA degree special- the Diploma-Program of Ad- ized in Technology and In- vanced Studies in Logistics novation Management and Management. His field of re- received a PhD in Technical search includes logistics and Science and defend his dis- supply chain management, as sertation in 2009 with the subject of research in improv- well as transportation and sustainability management. ing the process of aircraft plane building.

Roman Shport Prof. Dr. Wolfgang Stölzle Deputy First Vice President for Production Lehrstuhl für Logistikmanagement, Sukhoi Civil Aircraft Company Universität St.Gallen scac.ru www.logistik.unisg.ch

S u p p ly C h a i n M a n a g e m e n t I II/2015 87 For people. For markets. For tomorrow.

Supplier Innovation Award 2016

For the first time ever, Deutsche Bahn is honouring its most innovative business partner with the Supplier Innovation Award 2016.

Is your company an innovative supplier of Deutsche Bahn? Then it is your chance to show us how your products or services can help us to make our service offers more sustainable.

Apply now for the Supplier Innovation Award. The closing date is 10th March 2016.

All information about the award, terms and conditions are available at www.deutschebahn.com

Anzeige_SI_Award_GB_210x297mm_apu.indd 1 13.11.15 09:54 Speakers and Experts Profiles

Speaker Moderator

VOLKER THUM had different PROF. DR. MATTHIAS assignments within the AIRBUS TOMENENDAL is Professor group and worked in leading of Management and Consult- positions in the areas of Indus- ing at the Berlin School of trial Engineering, Finance and Economics and Law and the Procurement in Germany as Director of the IMB Institute well as Head of General Pro- of Management Berlin. He curement and Facility Manager holds business degrees from in France. In 2013 he became the Universities of Bielefeld, Head of Plant and Site Airbus Georgia (USA) and Saarland Bremen. Since April 2015 Volker Thum has been Managing and has worked as a strategy consultant for the Boston Director of BDLI in Berlin. Consulting Group.

Volker Thum Managing Director Prof. Dr. Matthias Tomenendal BDLI (Bundesverband der Deutschen Luft- und Director Raumfahrtindustrie e. V) IMB Institute of Management Berlin www.bdli.de www.mba-berlin.de

Speaker Moderator

NEAL WADE has served as PROF. DR. STEPHAN M. chairman of the four-state WAGNER is Full Profes- Aerospace Alliance (Louisi- sor, holds the Kuehne Foun- ana, Mississippi, Alabama, dation-sponsored Chair of Florida) for seven years. The Logistics Management, and Aerospace Alliance is the is Director of the Executive world’s fourth largest aero- MBA in Supply Chain Man- space corridor. He served agement at the ETH Zurich. eight years as Alabama Sec- His supply chain, purchasing retary of Commerce and now and logistics research focuses serves as Director of The University of Alabama Eco- on topics related to strategy, networks, relationships, be- nomic Development Academy. havioral issues, risk, innovation, and entrepreneurship.

Neal Wade Univ.-Prof. Dr. Stephan M. Wagner Chairman Full Professor The Aerospace Alliance ETH Zurich www.aerospacealliance.com www.scm.ethz.ch

S u p p ly C h a i n M a n a g e m e n t I II/2015 89 Tokyo Metropolitan Aviation Network Impressum

Impressum

Supply Chain Management ® Erscheinungsweise ISSN 1618-1956 3-mal jährlich Erscheint 2015 im 15. Jahrgang Herausgeber Prof. Dr. Johannes Walther Jahresabonnement EUR 78,00 (Inland) Verlag EUR 88,00 (europäisches Ausland) IPM GmbH Studentenabonnement Schiffgraben 42, 30175 Hannover EUR 25,00 (Inland) Tel. +49 511 47314790 · Fax +49 511 47314791 EUR 35,00 (europäisches Ausland) E-Mail [email protected] inkl. MwSt. und Versandkosten Internet www.ipm-scm.com Bankverbindung Redaktionsleitung Postbank Hannover Ines Hagemann BLZ 250 100 30 E-Mail [email protected] Konto-Nr. 903 850 302 Daniel Wäldchen E-Mail [email protected] Druck KLARtext Direct Communications GmbH Redaktion und Vertrieb Gertrud-Greising-Weg 18, 30177 Hannover Dr. Hajo Drees E-Mail [email protected] Gestaltung Silke Dettmer Redaktion E-Mail [email protected] Mathias Aumüller E-Mail [email protected] Titelbild Tony Brandstätter Copyright: Airbus E-Mail [email protected] Marc Reitemeier Gerichtsstand und Erfüllungsort E-Mail [email protected] Hannover Tobias Schmidt E-Mail [email protected] Manuskripte werden von der Redaktion gerne entge­­ gengenommen.­ Sie unterliegen vor Veröffentlichung Wissenschaftlicher Beirat der redaktionellen­ ­­­Bearbeitung. Für unverlangt einge­ Prof. Dr. Dr. h. c. Ulli Arnold sandte Manuskripte und Fotos wird keine Haftung Universität Stuttgart übernommen. Korrekturabzüge können nicht zur Ver- Prof. Dr. Ronald Bogaschewsky fügung gestellt werden. Universität Würzburg Die Fachzeitschrift Supply Chain Management® sowie Prof. Dr. Michael Eßig alle in ihr enthaltenen Beiträge sind urheberrechtlich Universität der Bundeswehr geschützt. Jede Verwertung, die nicht ausdrücklich Dr. Francisco J. Garcia Sanz vom Urheberrecht zugelassen ist, bedarf der vorherigen Volkswagen AG schriftlichen Genehmigung des Verlages. Dies gilt ins­ Prof. Dr. Bernd Hellingrath besondere für Vervielfältigungen, Bearbeitungen, Über- Universität Münster setzungen, Mikroverfilmungen sowie die Einspeiche- Prof. Dr. Lutz Kaufmann rung und Verarbeitung in elektronischen Systemen. WHU Otto Beisheim School of Management Prof. Dr. Paul Schönsleben ETH Zürich Dr. Thomas Uhlig Trelleborg Sealing Solutions

Prof. Dr. Andreas Waldraff TM UBF.B GmbH Thomas Zernechel AVIATION Volkswagen AG

S u p p ly C h a i n M a n a g e m e n t I II/2015 91 encart210X297_Mise en page 1 30/10/15 18:07 Page2

The largest Aerospace Alloys Stock for your metallurgical needs Your solution for Aerospace Raw Materials

To contact our customers service : Tél. +33 (0)3 44 60 71 71 - www.paris-st-denis.com Initiator Speaker

PROF. DR. JOHANNES GUSTAV WENHOLD is Man- WALTHER ­ is CEO of the aging Director of the FAG Institute of Production Aerospace GmbH & Co KG Management (IPM), Professor in Schweinfurt, Germany. He of Production Management has taken responsibility of this at the Ostfalia University of position in May 2014. Prior to Applied Sciences and Mem- this role he had various leader- ber of the Advisory Board of ship roles with Eaton Corpora- the Institute of Procurement tion in Germany. He is South at the AutoUni of Volkswagen African born and has broad Group. international experience in Aerospace, Automotive and Industrial applications.

IPM GmbH Gustav Wenhold CEO Managing Director Institute for Production Management FAG Aerospace GmbH & Co. KG www.ipm-scm.com www.fag.de Speakers and Experts Profiles

Moderator Speaker

PROF. DR. ANDREAS ZABY ERIK ZAHN has worked for worked as a strategy consul- Boeing for 18 years, starting tant for Bain & Company in as a Manufacturing Engineer Munich and Zurich. He then supporting commercial pro- became the Chief Financial duction lines, later a Materials Officer of a biopharmaceuti- and Process Engineer in the cal company with operations Product Development depart- in Germany and the USA. He ment before moving to his teaches International Man- current role, where he works agement and Innovation & to integrate supplier and pro- Technology Management at the Berlin School of Eco- duction system strategies into both current and future nomics and Law where he is also the vice president. programs.

Erik Zahn Prof. Dr. Andreas Zaby Special Representative Hochschule für Wirtschaft und Recht Berlin Boeing Commercial Airplanes Supplier Managment

www.hwr-berlin.de www.boeing.com

Expert Expert

OLIVIER ZARROUATI was JOACHIM ZURAW born in appointed CEO of Zodiac 1959, did his first apprentice- Aerospace in 2007. Following ship as an organ builder. After graduation from Ecole Poly- an accident, he took a second technique and from the Ecole chance as professional For- Nationale Supérieure de warding Agent, studied at l’Aéronautique et de l’Espace, AHV HH and graduated in Olivier Zarrouati started his Transport Economics and BA. carreer with the French Space 1994 touched base with the agency (CNES) before joining aerospace industry (DASA) Matra Marconi Space. He joined the Zodiac Group in and has been in Aerospace Logistics ever since. 15 years 1998 and was successively Head of Development, CEO of experience at KN, 14 years at DBS until today. of the AeroSafety segment, and CEO of the Group’s aerospace businesses.

Olivier Zarrouati Joachim Zuraw CEO Director Aerospace & Defense ZODIAC AEROSPACE Schenker Deutschland AG

www.zodiacaerospace.com www.dbschenker.com

94 S u p p ly C h a i n M a n a g e m e n t I II/2015 Porsche recommends and

You’re not one to give in. Except to your passion.

The new Cayman Black Edition.

Big feelings. Big desire. The exclusively selected package of features is as

stylish as it is attractive: 20-inch Carrera Classic wheels, SportDesign steering

wheel and sports seats with embossed Porsche Crest on the headrests you’ll

find more irresistible arguments at: www.porsche.com/Cayman-BlackEdition

Fuel consumption (in l/100 km) urban 11.8–10.9 · extra urban 6.4–6.2 · combined 8.4–7.9; CO2 emissions 195–183 g/km

AZ_Cayman_BE_Supply_Chain_Management_210x297mm_EN_DU06102015.indd 1 05.10.15 08:52 Book review

Aviation Logistics: The Dynamic Partnership of Air Freight and Supply Chain­

Michael Sales (Author)

Kogan Page, 2016

Air transportation is a vital component of the supply chain network, handling over 49 million tons of cargo and 35 percent of exported goods by value in 2013, ac- cording to the International Air Transport Association (IATA). However, it is also extremely expensive to ship via air freight, making it essential that air operations are as efficient as possible to justify this cost. and road transport, traceability systems and barcoding, In Aviation Logistics, transportation consultant Mi- security and screening, and safe delivery of perishable chael Sales looks at the close relationship between the items (such as in the pharmaceutical and medical sec- rapidly evolving global logistics industry and the avia- tors). The book is supplemented with case studies and tion industry to achieve this smooth conveyance of goods. a panel of experts who contribute to the final chapter on Sales also examines how carriers are coming up with new future trends. methods and technologies to improve ground handling

Applied Simulation and Optimization In Logistics, Industrial and Aeronautical Practice

Mujica Mota, Miguel, De La Mota, Idalia Flores, Guimarans Serrano, Daniel (Eds.)

Springer, 2015

Presenting techniques, case-studies and methodolo- gies that combine the use of simulation approaches with optimization techniques for facing problems in manu- facturing, logistics, or aeronautical problems, this book explores novel ways to face industrial problems through provides solutions to common industrial problems in hybrid approaches (simulation-optimization) that ben- several fields, which range from manufacturing to avia- efit from the advantages of both paradigms, in order to tion problems, where the common denominator is the give solutions to important problems in service industry, combination of simulation’s flexibility with optimization production processes, or supply chains, such as schedul- techniques’ robustness. ing, routing problems and resource allocations, among Providing readers with a comprehensive guide to others. tackle similar issues in industrial environments, this text

96 S u p p ly C h a i n M a n a g e m e n t I II/2015 6th Aviation Forum Hamburg 2016

The Supplier Conference of the Aviation Industry

6th and 7th December 2016 Conference and Exhibition

Patron Dr. Klaus Richter Chief Procurement Officer Airbus Group & Airbus

Competence Partner

IPM GmbH Institute for Production Management Schiffgraben 42 · D-30175 Hannover Fon +49 511 47314790 · Fax +49 511 47314791 [email protected] Organized by

www.aviationforumhamburg.com

AFO_2016_Anzeige_en_151126.indd 1 26.11.15 10:26 What is today’s best aircraft investment that ensures profitability?

Airbus Widebody aircraft. Offering standard 18 inch wide seats in economy. Unrivalled low operating costs of the A330, 25% less fuel burn with the A350 XWB, up to 65% more profit per flight with the A380. Airbus is the answer.

airbus.com

© AIRBUS, 2015. All rights reserved. Airbus, its logo and the product names are registered trademarks.

12186_AIR_QA_Fuselage_SupplyChain_297x210_3.1.indd 1 24/09/2015 10:55