Upload
dangkhuong
View
235
Download
0
Embed Size (px)
Citation preview
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)
INTELIGENCIA COMPETITIVA EN EADS-CASA: EL PROYECTO ESIS
• 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
INTELIGENCIA COMPETITIVA EN EADS-CASA: EL PROYECTO ESIS
INTELIGENCIA COMPETITIVA EN EADS-CASA: EL PROYECTO ESIS
• 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 EN EADS-CASA: EL PROYECTO ESIS
INTELIGENCIA COMPETITIVA EN EADS-CASA: EL PROYECTO ESIS
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
INTELIGENCIA COMPETITIVA EN EADS-CASA: EL PROYECTO ESIS
Inteligencia Competitiva: Proceso en EADS
EADS Network
Open sources
CompileInformation
Data MiningAnalysis and
Comments
Personal networksCSP and DivisionsBusiness/Market
CTO NetworkTechnical
Output
The right information is provided to the right person at the right time
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%
INTELIGENCIA COMPETITIVA EN EADS-CASA: EL PROYECTO ESIS
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
Inteligencia Competitiva: Proceso en EADS
EADS Network
Open sources
CompileInformation
Data MiningAnalysis and
Comments
Personal networks: 80% Value (15% Qty.)
Open sources: 15% Value (80% Qty.) ESIS
Output
CSP and DivisionsBusiness/Market
CTO NetworkTechnical
The right information is provided to the right person at the right time
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