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Mrt-Aerospace-Nuevo-Leon-Eng.Pdf AEROSPACE SECTOR ROADMAP FOR THE REGION OF NUEVO LEON © 2015, ProMéxico Camino a Santa Teresa No.1679 Col. Jardines del Pedregal Del. Álvaro Obregón, 01900, México D.F. www.promexico.gob.mx [email protected] ProMéxico Francisco N. González Díaz CEO Elena Achar Samra Head of the Export Promotion Unit María de la Luz Ruiz Mariscal Head of the Administration and Finance Unit Alejandro Delgado Ayala Head of the Institutional Relations and Support Unit Martín Felipe Valenzuela Rivera Head of the Business Inteligence Unit Karla Mawcinitt Bueno General Coordinator for Communications and Image Arturo A. Dager Gómez General Coordinator for Legal Affairs Felipe Gómez Antúnez Director of Publications and Content Jesús Mario Chacón Carrillo Head of the Investment and International Business Promotion Unit Written by: ProMéxico Marco Erick Espinosa Vincens José Mariano Moreno Blat Patricia Hernández Martínez Ronald Eduardo Pérez Díaz DSB Consulting Advisors, S.C. Alberto Rivas Adrián Hernández Carlos De la Garza Monterrey Aerocluster Pauline Medori Design Izael Mijangos 1th edition (not for sale) Mexico City, 2015 All rights reserved. No part of this book may be reproduced in any form by any electronic or mechanical means (including photocopying, recording, or information storage and retrieval) without previous written permission from ProMéxico. ProMéxico accepts no responsibility for any errors, omissions or misleading statements in this document. CONTENTS 1. Introduction 6. Milestones, Strategic Projects and Action Plan 2. Development of the Aerospace Industry in Mexico 7. Conclusions 3. The Aerospace Industry in the Region 8. Directory 4. SWOT Analysis, Causal Map, Trends 9. Capacity Matrix 5. Roadmap of the Region’s Aerospace Sector 10. Labour Base 1. INTRODUCTION The accelerated growth of the Mexican aerospace sector has been the result of various industry, academia, and go- vernment initiatives. Since its launch, the National Flight Plan (NFP) has been a major strategy to boost the deve- lopment of the industry in Mexico and played a key role in the creation of complementary programs which added to the sector’s progress. To continue this trend and stay on the leading edge as a reliable and competitive destination, we must continue to trigger centres of competitiveness in advanced manufacturing, engineering, and design that will position us as one of the top industry leaders worldwide. The national strategy focuses on turning Mexico into a destination capable of handling the full cycle of an aircra- ft, while regional strategies are aligned with the national strategy according to the generation of vocations of the main clusters. The current national strategy, along with the regional strategies, involves the creation of centres of competitiveness in which comprehensive ecosystems are developed that allow high-level industry growth and the integrated growth of talent, promoting quality of life, ac- cess to services, and appropriate conditions for social and family life. In order to further the development and implementa- tion of the regional strategies, a roadmap of the region was developed, which embodies the efforts of the working group using an approach facilitated by ProMéxico. The state is one of five aerospace clusters in the country with very high potential, however, to capitalize on that poten- tial a strategy must be formulated from which different initiatives will emerge, resulting in clear business oppor- tunities as the working group develops action plans for each project. The roadmap aims to guide the direction of the region’s aerospace industry in the medium and long term, detect new niches of opportunity, and identify the emerging factors that may have an effect on the local ae- rospace sector. Given the progressive nature of the economic and te- chnology environment, the roadmap must be continually updated. Actions taken must be seen to be clearly alig- ned with the strategy and new actions should be included which respond to the dynamic conditions of the sector. The ongoing participation of all the actors involved in its implementation is, therefore, of critical importance. 4 5 2. DEVELOPMENT OF THE AEROSPACE INDUSTRY IN MEXICO Mexico has become firmly established nufacturing capacities, the degree of as a global leader in the aerospace technological sophistication of its ex- sector. It has recorded annual growth ports, the country’s engineering talent of 17.2%1 during the last nine years. (Mexico has the highest number of There are currently 287 companies engineering and technology graduates and support entities,2 the majority on the continent), and quality labour. with certification from the National The level of competitiveness in Mexico Aerospace and Defence Contractors is reflected in sectors like automotive Accreditation Program (NADCAP) and electronics. These capacities pro- and ISO9001 and AS9100 standards vide a strong labour base that can be specific to the aerospace industry. integrated into the aerospace sector. They are located mainly in five states Leading international companies and employ more than 32,600 high- like Bombardier, Safran Group, Gene- level professionals.3 ral Electric, Honeywell, and Eurocop- Mexico currently ranks fourteenth ter have found the right conditions as global aerospace supplier4 and in Mexico to develop design and en- is the sixth biggest supplier to the gineering centres, laboratories, and United States.5 The country has de- production lines able to mature quic- veloped a solid industrial platform kly and handle complex assignments of aerospace-related companies. Ac- in the race for new generations of cording to INEGI, between December engines, components, and fuselages. 2012 and December 2013 aerospace Mexican aerospace exports rea- equipment manufacturing personnel ched 5.463 billion dollars in 2013.6 grew by 9.3%, growth for which the Industry estimates focused on development of industry-specialized ProAéreo report expected exports training centres was a key factor. of 12.260 billion dollars by 2021, Mexico has built its vocation as a with an annual growth rate of 14%. manufacturing, engineering, and de- The value of United States aerospa- velopment centre with high strategic ce imports from Mexico has grown value. The results of this transition at an annual compound rate of 24%, were not unexpected, but arose from and by 2020 Mexico could supply 5% the sum of several factors, including of all aerospace products the United the development of advanced ma- States buys abroad.7 1 Estimated data from ProMéxico Business Intelligence Unit (UIN) with information from the Secretariat of Economy (SE) 2 Information obtained in coordination with the presidents of the aerospace clusters, ProMéxico, and the state Ministries of Trade (SEDECOS) 3 Secretariat of Communications and Transportation (SCT) 4 Monterrey Aerocluster, A.C. with data from FEMIA. August 2014 5 US Department of Commerce 6 SE, DGIPAT, 2012 7 Academia e Ingeniería en México. Conacyt. Page 22 http://www.observatoriodelaingenieria.org.mx/docs/pdf/5ta.%20 Etapa/15.La%20ingenier%C3%ADa%20en%20la%20industria%20aeroespacial%20en%20M%C3%A9xico.pdf 6 7 Forecasts point towards a 4.7% ement implies the acknowledgment increase in air traffic and a demand by the United States government of for 29,0008 new aircraft in the next aviation certification systems and twenty years. Given this opportunity, products made in Mexico, allowing Mexico is seeking to position among the design and manufacture of com- the industry’s ten major suppliers and ponents in the country, strengthening double exports with 50% national domestic supply for the manufacture content9 by 2020. of parts for the industry. Mexico has the most important The international community deter- specialized talent pool in America mined that the new Mexican export with more than one hundred thou- control system was so efficient and sand engineering and technology secure that the country was admit- graduates every year,10 capable of ted to the Wassenaar Arrangement supplying both aerospace and other and the Group of Nuclear Suppliers in medium and high technology indus- 2012, and to the Australia Group in tries. While the relevance of engi- 2013. In other words, Mexico is part of neering graduates is not aligned with three of the four main export-control specific industry needs, their skills are regimes in the world, and is in the pro- such that they can be quickly trained cess of applying the Missile Technology at more competitive costs than in Control Regime. Mexico’s entry to the first-world countries. Wassenaar Arrangement is based on Furthermore, Mexico continues to our country’s firm and traditional com- be highly competitive in aerospace mitment to disarmament and non-pro- manufacturing costs. In the latest liferation, as well as the positive outco- KPMG report, Mexico has the lowest me of the evaluation of the functioning labour costs in the sector, compared and effectiveness of the national ex- to Germany, Australia, Canada, the port control, based on the agreement’s United States, France, Holland, Italy, guidelines. Mexico’s access to these Japan, and the United Kingdom. regimes represents new opportunities Due to the availability of labora- in defence engineering, design, and tories and certification units and the technology, opening the doors to new presence of Mexican civil aviation future markets and cutting-edge tech- authorities, quality infrastructure has nology, and as a result, enhancing na- also played a dominant role among tional competitiveness and the attrac- the industry’s favourable conditions. tion of investment in high-technology This led to the signing of the BASA sectors.11 In terms of exports, partici- (Bilateral Aviation Safety Agreement) pation in the Wassenaar Arrangement with the United States Federal Avia- alone has an estimated potential of an tion Administration or FAA. The agre- additional 11.3 billion dollars.12 8 Airbus Global Market Forecast “Future Journeys 2013-2032” 9 PRO-AEREO 2012-2015. SE and FEMIA. Milestones section 10 INEGI, Sep. 2013. 11 Secretariat of Foreign Affairs (SRE). 2013 12 Secretariat of Economy (SE).
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