Mesa sectorial de Materiales, Tecnología Aeroespacial y Nanotecnología ... · Inteligencia...

InteligenciaInteligencia CompetitivaCompetitiva

en EADS en EADS –– MTADMTAD

Universidad Carlos III de MadridUniversidad Carlos III de Madrid

Mesa Mesa sectorialsectorial de de

MaterialesMateriales, , TecnologíaTecnología AeroespacialAeroespacial y y NanotecnologíaNanotecnología

Felipe Felipe MoránMorán CriadoCriado EADSEADS11:00 a 12:4511:00 a 12:45

30 de 30 de NoviembreNoviembre de 2007de 2007

Indice

• EADS y EADS en España. MTAD

• El Marco de la Industria Aeroespacial

• La Inteligencia Competitiva en EADS

• Ejemplos/Claves de Futuro en la IndustriaAeroespacial

• Mis atrevidas conclusiones

Competitive Position Revenues 2006 in bn €

Based on 2006 average exchange rates: € /$ = 1.256; € /£ = 0.682; €/SEK=9.250* A&D activities only. Eliminations not considered

Boeing

EADS

Lockheed Martin

Northrop Grumman

BAE Systems

General Dynamics

Raytheon

Finmeccanica*

Thales

L3 Communications

Saab

39.4

20.2

19.2

16.2

11

10.3

2.3

9.9

31.5

24

No. 2 worldwideNo. 1 in Europe

49

El Marco de la Industria Aeroespacial

300B€ for two Markets:

Civil 65% Airlines

Military 35% MOD/Para publics

Primes Outsourced 80% Increasing

R&D 15% (3-5% - Basic) of the total revenues

Development Cost during 7 years:

10 - 15B$: A380 – B787

3 - 5B$: A400M – NH90

Global Industry – Multinational Programmes

Feasibility/CONCEPT DEFINITION DEVELOPMENT PRODUCTION/PRODUCT SUPPORT

EADS Shareholder Structureas of 03rd July 2007

Contractual Partnership Free float

incl.minor direct holdings:

French State: 0.06%Treasury shares 1.06%

44.75%

SOGEADE*Lagardère

&FrenchState

27.38%

SEPI**

5.46%

DaimlerChrysler

22.41%

55.25%

EADS

Including 7.5%already soldforward

EADS Multinacional con 116.000 personas y 45% en bolsa

* Lagardère and SOGEPA (French state holding company)** Spanish state holding company

EADS Management Structure Finance

Hans Peter Ring

EADS North AmericaRalph D. Crosby Jr.

Airbus Military Transport Aircraft

Eurocopter EADS Astrium

Defence & Security

Strategy & MarketingMarwan Lahoud

Chief TechnicalOfficer Jean J. Botti

Human ResourcesJussi Itävuori

François Auque Stefan ZollerLutz BertlingTom Enders (CEO)Fabrice Brégier (COO) Carlos Suárez

OperationalPerformanceFabrice Brégier

Rüdiger GrubeChairman of the Board of Directors

Louis GalloisChief Executive Officer

Factores clave de Éxito: Innovation

Improvement

Internationalization

R&T Strategy contributes to EADS Strategy

2006 2015

Existing product lines :Commercial aircraft, helicopters, military aircraft (mission,

transport, combat), satellites, launchers

New products lines /new markets(services, global maritime security,

power lasers, …)

Revenue profile

Current

Position

towards

competition/market

needs

Target

Position

Action

Plan

Strategic

Technologies

Techno 1

Techno 2

Techno 3

Technology priorities growth strategy

- 3 -

++++++

Tech. priorities next generation products

- 1 -

Data Link integration

UCAV

(280 V DC)

…

Maturity critical technologies

- 2 -

50 bn €

39 bn €

Inteligencia Competitiva:Proceso de obtención, análisis e interpretación de la información de valor estratégico

Negocio

Clientes/Mercado

Competidores

Suministradores

Regulaciones y codiciones legales

Productos – System of Systems (NWC) - Requerimientos

Tecnología

Aplicables a los Productos

Industrialización, Procesos de Gestión

Servicios de Soporte IntegradosQue se transmite a los responsables de la toma de decisiones en el momento oportuno

Inteligencia Competitiva:

¿Que significa para EADS?

Business Intelligence is an essential tool which allows EADS Corporate/Divisions to gain information to:

Help Develop long term strategy and short term business actions

Make the organization to be more competitive relative to the competition

The challenge is to ensure that the right information is provided to the right person at the right time

Inteligencia Competitiva: Proceso en EADS

EADS Network

Open sources

CompileInformation

Data MiningAnalysis and

Comments

Open sources: ESIS

Output

CSP and DivisionsBusiness/Market

CTO NetworkTechnical

The right information is provided to the right person at the right time

INTELIGENCIA COMPETITIVA EN EADS-CASA

EL PROYECTO ESIS ( EADS SHARED INFORMATION SYSTEM )

INTELIGENCIA COMPETITIVA EN EADS-CASA: EL PROYECTO ESIS

• La información relevante (de tipo técnico o comercial) es vital para una empresa de las características de EADS-CASA

• El avance y el desarrollo en la tecnología esta sustentada en la investigación y en el conocimiento de otras comunidades científico técnicas

• De la misma forma, el conocimiento del MERCADO AERONAUTICO o de las empresas de la competencia (ej. Boeing) es necesario para definir la estrategia de la empresa

• Para ello se necesitan fuentes de información fiables y contrastadas. Esa información nunca es fácil de conseguir y además tiene un coste elevado (no es gratis)


• Desde el inicio de EADS, y como uno de los Proyectos de integración, surge el grupo y el portal de ESIS, como una herramienta de inteligencia competitiva básica

• La idea es agrupar en un PORTAL bases de datos y herramientas que den acceso a una información de calidad. Como muchas BU utilizaban las mismas bases de datos, al agruparse ahorramos costes y podemos comprar más aplicaciones o bases de datos con información estratégica

• Esto supone para los ingenieros y técnicos de EADS-CASA el poder acceder a recursos que antes, debido a su coste elevado, no era posible


• Utilizamos los resultados de investigación de las Universidades y Centros de Investigación para ponerlos a disposición de nuestros Ingenieros

• Ejemplos: – Base de datos de CSA (CAMBRIGDE CIENTIFICAL

ABSTRACTS ), – Base de datos de la AIAA (AMERICAN INSTITUTE FOR

AERONATICS AND ASTRONAUTICS), – Base de datos de DACIS (Defense & Aerospace Competitive

Intelligence Service)

INTELIGENCIA COMPETITIVA

• La dificultada de localizar la información nos hizo en el 2007 avanzar en un BUSCADOR de tipo semántico (PERTIM)

• Este buscador ayuda al usuarios a buscar la información más pertinente, contextualizando las palabras clave

• También despliega una serie de “expresiones” que puede llevarte a la información deseada en menos plazo de tiempo


EADS Network

Open sources

CompileInformation


Comments

Personal networksCSP and DivisionsBusiness/Market


Output


CSP - EADS InternationalA network of offices worldwide

London

Moscow

Mexico

SantiagoPretoria

São Paulo

Washington

OttawaMadrid

Rome

Riyadh

CairoAthens

Ankara

Abu Dhabi

Sydney

Bangkok

Kuala Lumpur

New Delhi

Taipei

Tokyo

Beijing

Seoul

JakartaSingapore

WarsawMunichBerlin

ParisBrussels

Muscat

Hanoi

Canberra

Tripoli

Global Sourcing Management

EADS Sourcing Strategy is based on EADS Sourcing Vision

EADS Sourcing Vision:

Deliver competitive advantage by Winning, Integrating and Developing the World‘s best Suppliers

Procurement Marketing

Joint Sourcing

Risk & Opportunity Management

Supplier Evaluation & Development

Identify OperateSelect

EA

DS

Sou

rcin

g S

trate

gy w

ith

four

Key

Ele

men

ts

•Industrial Strategy•Offset •Global Sourcing•Natural Hedging

•Aggregation•Standardization•Demand Management•One face to Supplier

•Risk and Opportunity sharing•Early Supplier Involvement

•Supplier Performance Measurement•Target Agreement•Supplier Improvement•Supplier Development

Ejemplos/Claves de Futuro en la IndustriaAeroespacial

UAV´s

ISS

Mobility

Fuselajes de CFRP

UAV: Robot that Fly

Research and Development on UAV

0

500

1000

1500

2000

2500

3000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$(M

illion

s)

USA Rest of World

World UAV Total Expenditure Forecast

0

1000

2000

3000

4000

5000

6000

7000

8000

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

$(M

illion

s)

R & D Production O & M TOTAL

UAV Key Success Factors

Aerodinamics

Control Laws – Embeded SW

ConOps: Concepts of Operations

Net Work Centric integration

Safety Navigation

ISS - Integrated Surveillance System

SATCOM

Satellite Communication

HF, V/UHF

Other airborne unitsSurface units

Command and Control Centre

(CCC)

DetectionClassificationIdentification

ActionCommunication

- Voice- Data- Images

Tactical Situation AnalysisIntelligenceDecision Making

1 2

344

4

Maritime Surveillance Aircraft Early Detection

+Visualisation of the Tactical Situation (Data & Images) In

the CCC+

Interoperability

= Improved Mission Effectiveness

3 4

3

21

DetectionClassificationIdentification

Fully Integrated Tactical System (FITS)

MPA Key Success Factors

Maritime Patrol mission system in flightCost effective solutionFl ibl d d l

Mobility MarketsAssessment of SatNav Market Growth in Billion

€

0,35,0

5,5

0,6

5,6

8,4

1,0

7,7

13,3

0,5

8,6

24,0

0,4

8,5

36,0

0,0

5,0

10,0

15,0

20,0

25,0

30,0

35,0

40,0

45,0

2001 2003 2006 2010 2014

ApplicationsHardwareInftrastructure

Applications 51% 58% 60% 73% 80%Hardware 46% 38% 35% 26% 19%Infrastructure 3% 4% 5% 2% 1%

+12% p.a.

Source 2004: ABI, BCC, McKinsey

Ø Growth in % p.a.

16

4

3

ABI estimates services in

Automotive-Telematics as

21% in 2003 and 37% in 2008

Mobility Key Success Factors

Business to Customer approach in MassMarket

Data updating

Useful easy applications

Aircraft Composite Content as % of structural Weight

Frames, ribs, floor beams, gear bays,..

Landing gears, pylons, attachments

WingHybrid fuselage

Belly fairing

Empennage

Al/Al-Li

20%

Titanium14%

Steel7%

Misc.

7%A350-900 XWBMaterial Breakdown (%)Including Landing Gear

Composite52%

Jan 2007 TI - Boeing 787 Center Wing Box / MALG Bay Assembly - EDXE - Ref.

PR0700348 - Issue 1

34

787 Analysis by EDXCS (Status Dec 2006)CFRP Fuselages Key Success Factors

IndustrializationCost effective solutionBest weight saving solutions

Análisis de posibilidadesBúsqueda de la mejor solución

What makes a good Business IntelligenceOrganization?

Analysis:Mantain a network of known experts (internal and external) who can provide comments and analysis on new situations or issues

Network: Ability to manage a group-wide business intelligence network

Transparent:Enable the transfer of information in an open way since the value is

often not known

Secure:Ensure that confidentiality is respected whilst maintainig

transparency

Pragmatic: Enable those best placed to gather and distribute information to be

f t d

What makes a good Business IntelligenceOrganization?

Reliable:Enable information be available when needed, including Analysis

PRO-active:Ensure that the relevant information is available when an issue

becomes important (Key success factor)

Dynamic:Enable information transfer as rapidly as possible

Efficient: Ensure that the use of internal and external sources and tools is

optimised

Effective: Provide reliable information to all those who need it


EADS Network

Open sources

CompileInformation


Comments

Personal networks: 80% Value (15% Qty.)

Open sources: 15% Value (80% Qty.) ESIS

Output

CSP and DivisionsBusiness/Market



Everybody gets so much informationall day long that

they lose their common sense

Inteligencia Competitiva: Conclusiones

Most important intelligence sources are gained through personal networks:

Personal networks: 80% Value (15% Qty.)

Open sources: 15% Value (80% Qty.)

Key Success Factors Information for the Strategic Markets/Products/Technologies priority

Move from informal to animated networking

The goal is not to own information but to use it effectively

Mesa sectorial de Materiales, Tecnología Aeroespacial y Nanotecnología ... · Inteligencia...

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