IMPACT Management Services的动态

Boeing's acquisition of Spirit AeroSystems is a strategic move to streamline its supply chain and strengthen its position in the aerospace industry. This merger will enhance efficiency, reduce costs, and improve responsiveness to customer demands while maintaining the highest quality standards. By integrating Spirit's manufacturing capabilities, Boeing can optimize its production processes and ensure a reliable supply of critical components. This acquisition aligns with the industry's trend towards vertical integration, and as the aerospace market evolves and faces technological advancements, the combined Boeing-Spirit entity will be positioned for long-term success. The ability to manage the supply chain more effectively will be a key competitive advantage, enabling the streamlined supply chain and optimized production processes to allow the combined company to be more responsive to customer demands, improve delivery times, and potentially offer more competitive pricing while consistently delivering high-quality products, ultimately strengthening Boeing's position in the global aerospace market. #VerticalIntegration #ManufacturingEfficiency #QualityStandards #CustomerResponsiveness #SupplyChainOptimization

Boeing went too far. Are you? “It [Boeing] is the perfect example of a realization dawning on corporate America: Outsourcing isn’t all it was once cracked up to be.” [ref: https://lnkd.in/gMwAYGKQ ] With Enhanced Digitalization[1, 2] is now the time you take back what has been previously leveraged away? The metaphysicals of convergence[3] enabled/empowered by Enhanced Digitalization (and other ecosystem plays) works differently than #ExtractionAge outsourcing and other lead-with-leverage thinking, deciding, action-taking/behaviors do. Question(s) to Learn, Not Questioning to Challenge? ∞ If you are in the restaurant / Consumer Package Good sector[4++]… Given the Enhanced Digitalization’s near, mid and long-term ability(s) to help you capture an ecosystem’s play’s ability to move towards near zero marginal costs… Does it make sense/cents for you to continue to rely on those that have most to loose?[5] A Natural Confluence Replacing excuse laden cultural patterns where rationalization replaces reason, etc. with #DontBeAJackassCulture[6] and #ModernTrustworthiness is hard and complex. But it beats the embarrassing ‘goofy lapses’ that may make sense/cents in the narrow confines of nanny/manny culture’s groupthink but are seen by everyone else as being woefully out of touch[7++]. We are grateful no matter what it is called[8], leverage is as leverage does AND what to do about is known… Is your business model flexible enough to enter into a conversation where one can move from supporting the status quo to an Ecosystem alternative; making much of what we experience today obsolete, without wasting our time, space or resources trying to disrupt or destroy what exists today? [email protected] 1/X

Trade winds are shifting - and those winds are slowly picking up strength. Excellent points by Elisha Tropper and The Wall Street Journal. Supply chain professionals in the U.S. and indeed around the world might want to observe this trend and begin developing the extensive networks and skills to facilitate American exporting moving forward similar to how they have so deeply focused on China for the past twenty plus years. #supplychain #futureofsupplychain #logistics #freighttrends #madeinamerica #exporting #globaltrade #tradewindsshifting

Like many companies large and small, Boeing has reached the inevitable conclusion that outsourced manufacturing, while offering short term savings that may temporarily give a boost to earning, simply does not provide enough net benefit in the long term to ensure either competency or competitiveness. “At the core of the outsourcing trend, however, was the idea that an “asset-light” firm focused on intellectual property and its “core” expertise would be better run.” But suffering through quality control issues, a shrinking labor cost delta, rising freight and importing costs, pandemic and geopolitically-driven supply chain uncertainty, and decentralized oversight while observing competitors advance through automated manufacturing, improved quality, and greater speed to market has forced forward thinking companies to reevaluate strategies and recalibrate operations. In addition, driving a more rapid pace of innovation to advance or even just retain a competitive position is often restrained by having to coordinate and implement R&D across a global network of technologically and financially weaker third-party suppliers. “One general flaw of the asset-light model is that, over time, firms can lose their innovative edge because a lot of “learning by doing” happens when production processes interact. Another is that low-margin bits of the supply chain get worn down to just a few sources. These may not have the financial muscle to make big investments in times of turmoil, or they may be geopolitically sensitive.” As a result, the importance of manufacturing companies reshoring and beefing up in-house manufacturing capacity, production capabilities, and skills development has never been more important. It will be interesting to watch over the next year or two as more and more organizations not only reduce reliance on outsourcing for core products and components, but rebuild the manufacturing strengths and operational philosophies that were the foundations behind the very companies now seeking salvation. I'm hoping The Wall Street Journal and Jon Sindreu continue to report on the growing trend, particularly within the context of developing a next generation workforce capable of securing long term global market competitiveness as well as shareholder profits. The U.S. economy - and national defense - may very well depend on it. It behooves everyone in DC to understand this and avoid extremist policies that do anything to hinder the growth of America as a global manufacturing leader. National Association of Manufacturers - NAM Council of Industry U.S. Chamber of Commerce United States Department of Defense #americanmanufacturing #reshoring #madeinusa #madeinamerica #automation #manufacturingautomation #supplychain #supplychainsecurity #nationalsecurity #economy

For me, the most interesting aspect of the Boeing/Spirit announcement is the messaging layered into Dave Calhoun's quote, given what it says about Boeing's larger communications strategy. "'We believe this deal is in the best interest of the flying public, our airline customers, the employees of Spirit and Boeing, our shareholders and the country more broadly,' said Boeing President and CEO Dave Calhoun." The key phrase is "...the country more broadly." This message -- that what's good or bad for Boeing is good or bad for the U.S. -- also surfaced recently in Calhoun's written testimony about Boeing safety culture before the U.S. Senate Permanent Subcommittee on Investigations: "Getting this right is critical for our company, for the customers who fly our planes every day, and for our country.” Contrast that with comments in March by Federal Trade Commission Chair Lina Kahn that "Boeing is the clearest example of a purposeful decision to bet on national champions on behalf of American interests,” but that it is also "the single best example of why a national champion strategy can be catastrophic." Boeing is vulnerable right now to the FAA, the DoJ, the NTSB and, of course, Congress. Additionally, 47% of its revenue comes from U.S. government contracts. So I would expect to hear more of the "as goes Boeing, so goes the country" messaging whenever the company's interests appear remotely threatened. The message makes sense strategically, and it isn't entirely wrong, either (on the basis of market exposure alone). But for a company that I believe sincerely wishes to transform its culture, I worry that "too big to fail" is exactly the wrong mindset for them to embrace or promote.

The #ultimate #objective for most businesses is achieving a #sustainable competitive #advantage through a combination of top-line #growth and #cost #optimization. #Outsourcing #partnerships can be a #powerful #tool within this #strategy, unlocking significant efficiencies. However, to #fully #realize this #potential, robust #quality #management practices are paramount. The outsourcing landscape offers a #wealth of case studies, both positive and negative. Toyota's successful #implementation serves as a prime example of how quality management can #propel outsourcing initiatives. Conversely, Boeing's experience demonstrates the potential pitfalls associated with neglecting this #critical aspect. The core #takeaway from this perspective is the #importance of #exercising #strategic #prudence in optimization efforts. Each step undertaken to enhance #efficiency must be meticulously evaluated to ensure it doesn't inadvertently undermine core business functions. Additionally, subsequent optimization initiatives should build upon the established #maturity and #stability of previously optimized processes.

American companies were once the envy of the world, and nearly everyone respected them. Few companies embodied this respect more than Boeing. Boeing has been around for over 100 years - it was founded in 1916. Meanwhile, Airbus is only a bit over 50 years old, and no one took them too seriously for quite a long time. And yet, everyone is now buying Airbus, and Boeing is currently circling the drain. This graph says it all. The simple fact is too many American businesses have lost their way and have become completely financially driven, as this great Atlantic article explains: https://lnkd.in/gpnyhuca. Now we’ve got windscreens cracking, doors popping off, and with the way Boeing planes have been falling out of the sky, there really couldn’t be a more visceral representation of the downfall of American manufacturing. American companies need to go back to the basics of building great products one brick at at time, instead of relying on financial engineering. This applies to some start-ups and scale-ups, too. Too many have lost their way using hypergrowth to justify hypervaluations. As a result, they end up losing track of the need to build their organizations brick by brick. Time to get back to basics.

Boeing's move to purchase Spirit is driven by the high-profile failures in the last few months. However, the desire to bring supply chains closer is being felt in many industries driven by increasing disruptions, increasing probability of tariffs and other regulations, and the increasing emphasis on sustainability in the supply chain. Businesses are and should, reassess the balance between efficiency and resilience in their supply chains in this era of greater uncertainty. https://lnkd.in/epuByd26

Spirit AeroSystems Aftermarket’s Future Spirit AeroSystems will need to shed part of its aftermarket business as part of the planned acquisition by?Boeing, announced on July 1—particularly at places that produce Airbus parts. Its facility in Belfast, Northern Ireland, which manufactures the Airbus A220's wing, is one of those. That site also includes a sizable MRO business that performs Airbus repairs, which means it is on the “divestiture list for Spirit,” says Kailash Krishnaswamy, senior vice president of Spirit’s aftermarket division. He says the Belfast facility buyer could be Airbus,?Boeing?or a third party. Meanwhile, Spirit's MRO business in Casablanca, Morocco, on a site that also includes an A350 fuselage manufacturing facility, is on the list to go to Airbus because the OEM is interested in the whole site, he says. When Spirit AeroSystems?realigned its business?in 2021, it divided it into commercial, defense and space, and aftermarket divisions, with revenue targets of 40%, 40% and 20%, respectively. That year was the first calendar year it operated the sites in Belfast and Casablanca, as well as a site in Dallas, all three of which it acquired from Bombardier in late 2020. Shortly after Spirit's internal realignment,?the aftermarket piece?was only 2-3% of the company’s total revenue, but it has steadily grown by double digits in the past few years through expanding its capacity and capabilities to get closer to its customers. In 2021, Spirit’s aftermarket revenue was $239.9 million whereas by 2023 it had reached $373.9 million, which was 20.1% higher than in 2022. Some of the aftermarket expansions include: Making?GAMECO in China an authorized Spirit service center?in 2022. Opening a?joint venture with Evergreen Aviation Technologies?in October 2022 to provide MRO solutions for various Airbus and?Boeingnacelles and flight controls. Signing an?MOU with Malaysian Airlines?for composite repairs in 2022. Setting up a?nacelle MRO partnership with ST Engineering?in the Middle East in 2023. Adding Joramco in Jordan?as an authorized service center for structural repairs in 2023. Signing a?structural repair agreement with Vietnam Airlines Engineering?Ltd. Co. (VAECO) to provide on-demand engineering support in 2023. Adding GMR Aero Technic in India?as an authorized service center in 2023 and then in early 2024 signing a strategic partnership agreement with it to create a nacelle repair service in Hyderabad. These commercial partnership agreements are all part of the?Boeing?piece of the acquisition. https://lnkd.in/gVk-jPm7