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Épine : 18,1Mm épine : 18,1mm Chaque jour, des avions, locomotives, wagons de métro et de train sortent des ateliers Bombardier. Le petit fabricant de moto- neiges Ski-Doo est passé du rang d’entreprise familiale à celui de géant mondial du transport. Cette colossale ascension s’amorce dans le village de Valcourt lorsque Laurent Beaudoin, le gendre du fondateur et inventeur Joseph-Armand Bombardier, prend les commandes. Il pilote l’entreprise durant l’âge d’or de la motoneige, la Crise du pétrole de 1973, les recours des concurrents agressifs, les moments de doute... Surtout, il réussit la plus formidable opération de diversifi cation qui soit : le métro de Montréal, le Tunnel sous la Manche, les tramways de Bruxelles et de Berlin lui doivent leurs voitures. C’est grâce à lui si les gens d’affaires montent à bord du Global Express et si les jets régionaux ont renouvelé le paysage aérien. Laurent Beaudoin et son équipe ont su faire la preuve qu’une entreprise québécoise peut devenir une multinationale mon dialement respectée, tra- verser les générations et connaître la pérennité. Il appartient maintenant à son fi ls Pierre Beaudoin de façonner le Bombardier de demain. Larry MacDonald est journaliste d’affaires. Depuis 1999, il s’est bâti une réputation enviable par ses articles lumineux, parus dans de nombreuses publications de premier plan dont The Globe and Mail, The Montreal Gazette et The Ottawa Citizen. Il a aussi publié, en 1998, Outperforming the Market, A Case-Sudy Approach to Selecting Investments chez ECW Press et, en 2000, Nortel Networks : How Innovation and Vision Created a Network Giant, chez John Wiley & Sons. ISBN 978-2-7619-3074-1 Design graphique : Nancy Desrosiers Photos : © BOMBARDIER Bombardier Un empire Québécois.indd 1 12-03-22 5:02 PM TABLE DES MATIÈRES Avant-propos . 7 INTRODUCTION La montée d’un empire . 11 Un parcours fulgurant . 11 Les artisans du succès . 16 Bombardier aujourd’hui . 18 PREMIÈRE PARTIE CHAPITRE 1 Joseph-Armand fonde une compagnie : les années 1940 et 1950 . 25 Des humbles débuts . 25 L’Auto-Neige Bombardier . 26 Inventions et innovations . 34 CHAPITRE 2 L’épopée du Ski-Doo : l’âge d’or des années 1960 . 43 La famille prend la relève . 43 Un marketing renouvelé . 48 La fièvre Ski-Doo . 50 L’intégration verticale . 54 Le premier Sea-Doo . 57 001-304 Bombardier.indd 297 12-03-22 3:05 PM DEUXIÈME PARTIE CHAPITRE 3 La diversification ou la mort : les années 1970 . 63 Une décennie éprouvante. 63 Orientation nouvelle : le transport sur rail . 66 Le métro de Montréal . 69 L’acquisition de MLW-Worthington . 74 CHAPITRE 4 Le contrat du siècle : le métro de New York (1982) . 81 Une occasion en or . 81 La victoire contestée . 86 Les outils de la réussite . 91 L’approche Royer . 93 Le SMB . 98 Une percée décisive . 103 Tempêtes dans un verre d’eau . 107 La valeur des technologies éprouvées . 110 Un soutien bienvenu . 112 CHAPITRE 5 La grande conquête : le transport dans les années 1980 et 1990 . 115 Le marché nord-américain . 115 À fond de train . 117 Départ cahin-caha pour le LRC . 119 Les aléas de la grande vitesse en Amérique . 122 Le monorail Disney . 128 L’acquisition d’UTDC . 129 À la conquête de l’Europe . 134 L’odyssée du Tunnel sous la Manche . 137 Une salve d’acquisitions : de Talbot à Adtranz . 141 001-304 Bombardier.indd 298 12-03-22 3:05 PM TROISIÈME PARTIE CHAPITRE 6 L’envol de l’aéronautique . 149 Un pari audacieux . 149 Les tentatives de diversification antérieures : Le secteur de l’automobile . 152 L’acquisition de Canadair (1986) . 154 Tiercé gagnant : Shorts, Learjet, de Havilland . 160 Comment donner des ailes à des canards boiteux . 168 L’union fait la force : la synergie des opérations . 175 CHAPITRE 7 Une révolution dans le ciel : les avions régionaux . 179 Nouvelles plateformes de correspondance . 179 Du Challenger au CRJ . 182 Nouveau pilote au groupe Aéronautique . 189 Le grand décollage . 194 Le ciel se couvre . 198 Les dessous de la saga Pro-Ex . 203 Une affaire d’État . 207 L’appui des gouvernements . 209 CHAPITRE 8 Étendre ses ailes . 217 L’avion d’affaires Global Express (1991-1996) . 217 Diversification réussie . 226 QUATRIÈME PARTIE CHAPITRE 9 Deux décennies mouvementées à Valcourt . 231 Ski-Doo en perte de vitesse . 231 Pierre Beaudoin et la revanche du Sea-Doo (1988) . 233 Motoneige extrême et innovation . 238 Acquisition de moteurs hors-bord (2001) . 241 001-304 Bombardier.indd 299 12-03-22 3:05 PM CHAPITRE 10 Stratégie et gouvernance . 243 L’éminence grise . 243 La décentralisation . 247 Outils de gestion . 252 Une structure en mouvement . 255 CHAPITRE 11 Passation des pouvoirs . 259 Robert Brown aux commandes . 259 L’impact de septembre 2001 . 263 Paul Tellier se joint à Bombardier . 265 Un retour inattendu . 268 Cap sur le futur : Pierre Beaudoin et les avions CSeries . 271 L’héritage de Laurent Beaudoin . 273 NOTES BIBLIOGRAPHIQUES . 275 UN BREF HISTORIQUE DE BOMBARDIER INC. 283 INDEX . 291 REMERCIEMENTS . 295 001-304 Bombardier.indd 300 12-03-22 3:05 PM INTRODUCTION La montée d’un empire UN PARCOURS FULGURANT En 1999, Bombardier s’attire les foudres du président de la firme d’équipement ferroviaire berlinoise Adtranz, une filiale de Daimler- Chrysler AG. Le PDG allemand se rend cette année-là à Toronto et livre un discours dans lequel il annonce qu’Adtranz compte amorcer une percée en Amérique du Nord avec la ferme intention de supplanter Bombardier sur son propre territoire. N’ayant pas apprécié l’incursion du géant québécois sur le marché européen, le président d’Adtranz tient à le remettre à sa place. « Je crois fermement que, dans un proche avenir, Adtranz deviendra leader en son domaine aux États-Unis1 », proclame-t-il. Au moment où il prononce ces paroles, il ne se doute certainement pas qu’au printemps 2001, soit moins de deux ans plus tard, son rival se portera acquéreur d’Adtranz. La compagnie allemande acceptera l’offre de Bombardier pour pouvoir se concentrer sur la production d’automobiles, qui est en fait son principal secteur d’activité. À la suite de cette acquisition, les revenus de la division d’équipement ferroviaire de Bombardier vont atteindre 8 milliards de dollars, soit plus du double de ce qu’ils étaient auparavant. En achetant Adtranz, Bombardier va s’enrichir d’une société productrice jouissant d’une grande expertise dans le matériel roulant et les systèmes de propulsion, et devenir ainsi le numéro un mondial de l’industrie ferroviaire, surpassant le conglomérat franco-britannique Alstom et le géant industriel allemand Siemens. 001-304 Bombardier.indd 11 12-03-22 3:05 PM 12 Bombardier L’ascension qui va mener Bombardier aux plus hauts sommets de l’industrie s’amorce en 1974, année où la ville de Montréal commande à la compagnie plusieurs centaines de voitures pour son réseau de métro. L’expertise développée tout au long de ce projet permet à la firme québécoise de décrocher plusieurs gros contrats aux États-Unis, dont une commande de voitures de métro pour la New York City Transit Authority en 1982, un contrat d’une valeur de 1 milliard de dollars. Les fabricants d’équipement ferroviaire nord-américains éprouvent de sérieuses difficultés à cette époque, résultat d’un déclin graduel amorcé juste après la Deuxième Guerre à cause de la popularité sans cesse grandissante de l’avion et de l’automobile comme moyens de transport. La plupart des grands manufacturiers ferroviaires américains comme Pullman n’existent déjà plus au début des années 1990. Les actifs de Pullman ont d’ailleurs été rachetés par Bombardier en 1988, après ceux de Budd en 1987. Il ne reste en fait aux États-Unis qu’un seul producteur national majeur, la Morrison Knudsen Corporation, un géant de la construction ayant à son actif de grandes réalisations comme le barrage Hoover et le pont de la baie de San Francisco. Menée par un nouveau PDG dynamique du nom de William Agee – qui auparavant a tenu les rênes de la Bendix Corporation –, Morrison Knudsen se lance avec fougue et détermination dans la production d’équipement ferroviaire. Le conglomérat basé à Boise dans l’Idaho livre pendant un temps une lutte féroce à Bombardier et à ses autres concurrents en soumettant des offres en moyenne 7 pour cent moins chères que celles de ses rivaux. Cette stratégie lui permet de décrocher six des huit contrats pour lesquels elle présente des soumissions entre 1990 et 1992, vendant ainsi plus de 500 véhicules ferroviaires avec une option pour 1 000 autres unités. En comparaison, Bombardier remporte les deux tiers de ses soumissions en 1988 et à peine un tiers en 1992 – un résultat beaucoup moins reluisant que celui de son concurrent. Il faut dire que Morrison Knudsen doit une bonne part de ses succès au Buy American Act, une loi américaine visant à favoriser l’achat de sources nationales, ainsi qu’à une nouvelle tendance de l’État et des municipalités à financer en priorité la production locale. Morrison Knudsen n’est pas toujours très nette dans ses tractations. La firme a par exemple raflé un contrat en promettant 001-304 Bombardier.indd 12 12-03-22 3:05 PM La montée d’un empire 13 que les voitures qu’elle produira seront fabriquées à 80 pour cent aux États-Unis, mais elle demande une dispense relativement à une exigence technique majeure pour laquelle deux des autres entreprises candidates ont été disqualifiées. Dans une autre attribution, un contrat lucratif visant la fabrication de véhicules ferroviaires pour une agence de transport du.
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