Inteligencia Competitiva en EADS MTAD

Transcripción

1 Inteligencia Competitiva en EADS MTAD Universidad Carlos III de Madrid Mesa sectorial de Materiales, Tecnología Aeroespacial y Nanotecnología Felipe Morán Criado EADS 11:00 a 12:45 30 de Noviembre de 2007

2 Indice EADS y EADS en España. MTAD El Marco de la Industria Aeroespacial La Inteligencia Competitiva en EADS Ejemplos/Claves de Futuro en la Industria Aeroespacial Mis atrevidas conclusiones

3 Competitive Position Revenues 2006 in bn Boeing 49 EADS No. 1 in Europe 39.4 No. 2 worldwide Lockheed Martin 31.5 Northrop Grumman 24 BAE Systems General Dynamics Raytheon Finmeccanica* Thales L3 Communications Saab 2.3 * A&D activities only. Eliminations not considered Based on 2006 average exchange rates: /$ = 1.256; / = 0.682; /SEK=9.250

4 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 Feasibility/CONCEPT DEFINITION DEVELOPMENT PRODUCTION/PRODUCT SUPPORT Development Cost during 7 years: 10-15B$: A380 B B$: A400M NH90 Global Industry Multinational Programmes

5 EADS Multinacional con personas y 45% en bolsa EADS Shareholder Structure as of 03rd July 2007 Contractual Partnership SOGEADE* Lagardère & French State 27.38% Including 7.5% already sold forward SEPI** 5.46% 55.25% EADS Daimler Chrysler 22.41% Free float incl.minor direct holdings: French State: 0.06% Treasury shares 1.06% 44.75% * Lagardère and SOGEPA (French state holding company) ** Spanish state holding company

6 Finance Hans Peter Ring EADS Management Structure Strategy & Marketing Marwan Lahoud Chief Technical Officer Jean J. Botti EADS North America Ralph D. Crosby Jr. Rüdiger Grube Chairman of the Board of Directors Louis Gallois Chief Executive Officer Human Resources Jussi Itävuori Operational Performance Fabrice Brégier Airbus Military Transport Aircraft Eurocopter EADS Astrium Defence & Security Tom Enders (CEO) Fabrice Brégier (COO) Carlos Suárez Lutz Bertling François Auque Stefan Zoller Factores clave de Éxito: Innovation Improvement Internationalization

7 (280 V DC) Data Link integration U C A V S t r a t e g i c T e c h n o l o g i e s Techno 1 Techno 2 Techno 3 C u r r e n t P o s i t i o n t o w a r d s c o m p e t i t i o n / m a r k e t n e e d s T a r g e t P o s i t i o n A c t i o n P l a n R&T Strategy contributes to EADS Strategy New products lines /new markets (services, global maritime security, power lasers, ) -3 - Technology priorities growth strategy 39 bn -2- Maturity critical technologies -1- Tech. priorities next generation products Existing product lines : Commercial aircraft, helicopters, military aircraft (mission, transport, combat), satellites, launchers Revenue profile bn

8 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 Integrados Que se transmite a los responsables de la toma de decisiones en el momento oportuno

9 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

10 Inteligencia Competitiva: Proceso en EADS EADS Network CSP and Divisions Business/Market Open sources Compile Information Open sources: ESIS Data Mining Analysis and Comments CTO Network Technical Output The right information is provided to the right person at the right time

11 INTELIGENCIA COMPETITIVA EN EADS-CASA EL PROYECTO ESIS ( EADS SHARED INFORMATION SYSTEM )

12 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)

13 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

14 INTELIGENCIA COMPETITIVA EN EADS-CASA: EL PROYECTO ESIS

15 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)

18 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

20 Inteligencia Competitiva: Proceso en EADS Personal networks EADS Network CSP and Divisions Business/Market Open sources Compile Information Data Mining Analysis and Comments CTO Network Technical Output The right information is provided to the right person at the right time

21 CSP - EADS International A network of offices worldwide Berlin Munich Warsaw Moscow Brussels Paris London Ottawa Madrid Ankara Beijing Seoul Mexico Washington Rome Tripoli Cairo Athens Muscat Abu Dhabi Riyadh New Delhi Hanoi Bangkok Taipei Tokyo Kuala Lumpur Jakarta Singapore Santiago São Paulo Pretoria Sydney Canberra

22 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 Industrial Strategy Offset Global Sourcing Natural Hedging Aggregation Standardization Demand Management One face to Supplier Supplier Performance Measurement Target Agreement Supplier Improvement Supplier Development EADS Sourcing Strategy with four Key Elements Procurement Marketing Identify Joint Sourcing Select Risk & Opportunity Management Supplier Evaluation & Development Operate Risk and Opportunity sharing Early Supplier Involvement

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25 Ejemplos/Claves de Futuro en la Industria Aeroespacial UAV s ISS Mobility Fuselajes de CFRP

26 UAV: Robot that Fly World UAV Total Expenditure Forecast $(Millions) Research and Development on UAV 3000 R & D Production O & M TOTAL $(Millions) USA Rest of World

27 UAV Key Success Factors Aerodinamics Control Laws Embeded SW ConOps: Concepts of Operations Net Work Centric integration Safety Navigation

28 ISS - Integrated Surveillance System SATCOM Satellite Communication HF, V/UHF Maritime Surveillance Aircraft Early Detection + Visualisation of the Tactical Situation (Data & Images) In the CCC + Interoperability = Improved Mission Effectiveness 4 Other airborne units Detection Classification Identification 3 Command and Control Centre (CCC) 4 Surface units 1 Detection Classification Identification 2 Communication -Voice -Data -Images Tactical Situation 3 Analysis 4 Action Intelligence Decision Making

29 Fully Integrated Tactical System (FITS) MPA Key Success Factors Maritime Patrol mission system in flight Cost effective solution

30 Mobility Markets Assessment of SatNav Market Growth in Billion ABI estimates services in Automotive- Telematics as 21% in 2003 and 37% in ,0 40,0 35,0 +12% p.a. ØGrowth in % p.a ,0 25,0 20,0 24,0 36,0 Applications Hardware Inftrastructure 15,0 10,0 5,0 0,0 13,3 8,4 5,5 7,7 8,6 8,5 5,0 5,6 0,3 0,6 1,0 0,5 0, Applications 51% 58% 60% 73% 80% Hardware 46% 38% 35% 26% 19% Infrastructure 3% 4% 5% 2% 1% Source 2004: ABI, BCC, McKinsey

31 Mobility Key Success Factors Business to Customer approach in Mass Market Data updating Useful easy applications

32 Aircraft Composite Content as % of structural Weight Empennage Wing Hybrid fuselage Belly fairing Landing gears, pylons, attachments Frames, ribs, floor beams, gear bays,.. A XWB Material Breakdown (%) Including Landing Gear Composite Misc. 7% 52% Al/Al-Li 20% 7% Steel 14% Titanium

34 CFRP 787 Fuselages Analysis by Key EDXCS Success (Status Factors Dec 2006) Industrialization Cost effective solution Best weight saving solutions Análisis de posibilidades Búsqueda de la mejor solución Jan 2007 TI - Boeing 787 Center Wing Box / MALG Bay Assembly - EDXE - Ref. 34

35 What makes a good Business Intelligence Organization? Analysis: Network: Mantain a network of known experts (internal and external) who can provide comments and analysis on new situations or issues Ability to manage a group-wide business intelligence network Transparent: often Secure: Enable the transfer of information in an open way since the value is not known Ensure that confidentiality is respected whilst maintainig transparency Pragmatic: Enable those best placed to gather and distribute information to be

36 What makes a good Business Intelligence Organization? Reliable: PRO-active: Enable information be available when needed, including Analysis Ensure that the relevant information is available when an issue becomes important (Key success factor) Dynamic: Efficient: Enable information transfer as rapidly as possible Ensure that the use of internal and external sources and tools is optimised Effective: Provide reliable information to all those who need it

37 Inteligencia Competitiva: Proceso en EADS Personal networks: 80% Value (15% Qty.) EADS Network CSP and Divisions Business/Market Everybody gets so much information all day long that they lose their common sense Open sources Compile Information Data Mining Analysis and Comments CTO Network Technical Outpu t The right information is provided to the right person at the right time Open sources: 15% Value (80% Qty.) ESIS

38 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