3DEXPERIENCE sets standards in Aerospace Manufacturing

A different way to develop, build and operate – the future of aircraft construction

Both companies speak about long-term strategic partnerships. This comes as no surprise, because it’s the only constellation that can drive change on such a massive scale.

No matter how agile their project management may be, this change will take time. It takes many steps to link 3D design, engineering, manufacturing, simulation and intelligence to establish true end-to-end process continuity – all the more so when it must be based on a single source of truth, used by collaborative applications to boost efficiency for all stakeholders.

Additionally, the innovations which Boeing, Airbus and Dassault Systèmes are pursuing can only be realized via a joint, partnership-based approach.

We are seeing the emergence of such innovation alliances in many fields of industry. To implement the 3DEXPERIENCE platform, Boeing, Airbus and Dassault Systèmes will no doubt bring major suppliers on board as well.

Whatever the case, the results will produce benchmarks that will redefine the ways in which aircraft are conceived, built and operated.

Better proactive than undecided

Wouldn’t a medium-scale company director be right to think “I’ll wait and see how things develop before I decide”? To make it perfectly clear: I believe that a purely reactive strategy is no longer an option. The news that two market-dominating aircraft makers are going ahead with cross-board implementation of 3DEXPERIENCE only increases the level of urgency.

Why is it that Boeing and Airbus are pursuing the highly complex goal of end-to-end process digitalization along the value chain? Because they believe it’s the only way they can meet the market challenges of the future.

These challenges – and I will revisit them in a moment – are equally valid for medium-size companies. Under all circumstances, highly specialized family businesses must avoid falling further behind OEMs and corporate-level suppliers when it comes to digitalization. And this doesn’t only apply to companies that have a CIO on their organigram!

Digital transformation for medium-scale industry

The right approach resizes the grand objective of digital transformation to reflect the needs of a mid-size company. That’s why we at CENIT have developed Ready to Grow: A lean, pre-configured point of entry into a scalable PLM solution.

From model based definition to simulation driven design to using digital twins in production – we can support you in developing and implementing your individual success strategy for almost any topic related to digital engineering.

Of course, this also applies to 3DEXPERIENCE platform introduction. BTW: We have received awards from Dassault Systèmes for our 3DEXPERIENCE benchmark projects.

Good to know in this context, too: CENIT has been a partner of major aircraft manufacturers worldwide for decades and supports companies in product lifecycle management and manufacturing.

Full order books for decades to come? Yes, for those who think ahead!

Looking at common business challenges facing medium-scale suppliers today, it pays to also consider the enormous growth that can be expected over the next 20 years. Trend forecasts can, for example, be found in market data published by AIRBUS (Global Market Forecast 2018-2037) and Boeing (Commercial Market Outlook 2018-2037).

Following these projections, the global aircraft fleet will more than double in size over this time period. Carriers from the Asian-Pacific region are expected to commission over 40 % of these new aircraft.

All these new planes first have to be built, and then they require regular maintenance and service. So – full order books for decades to come? Yes, but in my opinion only for those companies that keep pace and take a proactive approach to vital changes.

Where to focus your activities

I have had the opportunity to be involved in projects where the decision-makers decided to take comprehensive action to achieve and/or protect a long-term market lead.

Successful activities typically addressed the following topics:

• Customer focus: Reinforcement of business presence in core market locations to speed up support and ensure that the teams speak the client’s language.
• Consulting/sales: Providing sales with the skills and means needed for successful interaction with the purchasing divisions of corporate clients. Establishing efficient key account and project management systems.
• Recruiting/retention: Modern recruiting methods make it easier to find new staff. Professional retention management promotes long-term staff loyalty.
• Customer service: An updated aftersales management strategy offers the company rapid, comprehensive aftersales services with an optimum cost-benefit structure.
• Process quality: If there is enough courage to effect real change, the company can introduce rapid, lucid, uncomplicated and consistent processes across the board. A modern IT architecture and appropriate software make such an investment future-proof.