Inteligencia Competitiva

Transcription

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
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
Competitive Position Revenues 2006 in bn €
Boeing
49
39.4
No. 1 in Europe
EADS
31.5
Lockheed Martin
24
Northrop Grumman
20.2
BAE Systems
19.2
General Dynamics
16.2
Raytheon
Finmeccanica*
11
Thales
10.3
L3 Communications
9.9
Saab
* A&D activities only. Eliminations not considered
No. 2 worldwide
2.3
Based on 2006 average exchange rates: € /$ = 1.256; € /£ = 0.682; €/SEK=9.250
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$: A380 – B787
3 - 5B$: A400M – NH90
Global Industry – Multinational Programmes
EADS Multinacional con 116.000 personas y 45% en bolsa
EADS Shareholder Structure
as of 03rd July 2007
Contractual Partnership
SOGEADE*
Lagardère
&
French
State
SEPI**
27.38%
5.46%
Daimler
Chrysler
*
**
incl.minor direct
holdings:
French State: 0.06%
Treasury shares 1.06%
22.41%
55.25%
Including 7.5%
already sold
forward
Free float
EADS
Lagardère and SOGEPA (French state holding company)
Spanish state holding company
44.75%
EADS Management Structure
Finance
Strategy & Chief
Marketing Technical
Hans Peter Ring Marwan Lahoud
Officer
Jean J. Botti
EADS North
America
Human
Operational
Resources Performance
Ralph D. Crosby Jussi Itävuori
Jr.
Fabrice Brégier
Rüdiger Grube
Chairman of the Board of Directors
Louis Gallois
Chief Executive Officer
Airbus
Military
Transport
Aircraft
Tom Enders (CEO)
Fabrice Brégier (COO) Carlos Suárez
Eurocopter
EADS
Astrium
Defence &
Security
Lutz Bertling
François Auque
Stefan Zoller
Factores clave de Éxito: Innovation
Improvement
Internationalization
R&T Strategy contributes to EADS Strategy
New products lines /new markets
(services, global maritime security,
power lasers, …)
-3C
u
r
r
e
n
t
Technology priorities
growth strategy
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Techno 1
Techno 2
Techno 3
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-1Tech. priorities next
generation products
50 bn €
+++
++
+
-2Maturity critical
technologies
…
39 bn €
(280 V DC)
U
C
A
V
Data Link integration
Existing product lines :
Commercial aircraft, helicopters, military aircraft (mission,
transport, combat), satellites, launchers
2006
2015
Revenue profile
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
¿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
CSP and Divisions
Business/Market
Compile
Information
Open sources
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
INTELIGENCIA COMPETITIVA EN EADS-CASA
EL PROYECTO ESIS ( EADS SHARED INFORMATION SYSTEM )
INTELIGENCIA COMPETITIVA EN EADSCASA: 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
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)
ESIS
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
ESIS
Personal networks
EADS Network
CSP and Divisions
Business/Market
Compile
Information
Open sources
Data Mining
Analysis and
Comments
CTO Network
Technical
Output
The right
information
is provided
to the right
person at
the right
time
CSP - EADS International
A network of offices worldwide
Berlin
Munich
Warsaw
Moscow
Brussels
Paris
London
Beijing
Ankara
Madrid
Seoul
Ottawa
Washington
Rome
Tripoli
Hanoi
Cairo
Athens
Tokyo
Bangkok Taipei
Muscat
Abu Dhabi
Mexico
Riyadh
New Delhi
Kuala Lumpur Jakarta
Singapore
São Paulo
Pretoria
Santiago
Sydney
Canberra
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
EADS Sourcing Strategy with
four Key Elements
•Industrial Strategy
•Offset
•Global Sourcing
•Natural Hedging
•Aggregation
•Standardization
•Demand Management
•One face to Supplier
Procurement
Marketing
Identify
•Supplier Performance Measurement
•Target Agreement
•Supplier Improvement
•Supplier Development
Joint
Sourcing
Supplier Evaluation
& Development
Select
Risk & Opportunity Management
Operate
•Risk and Opportunity sharing
•Early Supplier Involvement
Ejemplos/Claves de Futuro en la Industria
Aeroespacial
UAV´s
ISS
Mobility
Fuselajes de CFRP
UAV: Robot that Fly
World UAV Total Expenditure Forecast
8000
7000
$(Millions)
6000
5000
4000
3000
2000
1000
0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Production
R&D
O&M
TOTAL
Research and Development on
UAV
3000
2500
$(Millions)
2000
1500
1000
500
0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
USA
Rest of W orld
UAV Key Success Factors
Aerodinamics
Control Laws – Embeded SW
ConOps: Concepts of Operations
Net Work Centric integration
Safety Navigation
ISS - Integrated Surveillance System
Satel
lit
Comm e
unica
tio
SATCOM
n
Maritime Surveillance
Aircraft
1
HF
/U
V
,
HF
2
3
4
Early Detection
+
Visualisation of the Tactical
Situation (Data & Images) In
the CCC
+
Interoperability
= Improved Mission
Effectiveness
4
Other airborne units
1
Detection
Classification
Identification

3
Detection
Classification
Identification
2 Communication
- Voice
- Data
- Images
3
Command and
Control Centre
(CCC)
Tactical Situation
Analysis
Intelligence
Decision Making
4
Surface units

4

Action
Fully Integrated Tactical System (FITS)
MPA Key Success Factors
Maritime Patrol mission system in
flight
Cost effective solution
Fl ibl
d
d l
Mobility Markets
Assessment of SatNav Market Growth in Billion
€
ABI estimates
services in
AutomotiveTelematics as
21% in 2003 and
37% in 2008
Ø Growth
in % p.a.
45,0
40,0
+12% p.a.
16
35,0
30,0
36,0
25,0
24,0
20,0
13,3
15,0
10,0
Applications
Hardware
Inftrastructure
5,0
0,0
5,0
0,3
2001
Applications
Hardware
Infrastructure
4
8,4
5,5
51%
46%
3%
5,6
0,6
2003
58%
38%
4%
7,7
8,6
8,5
1,0
0,5
0,4
2006
60%
35%
5%
2010
73%
26%
2%
3
2014
80%
19%
1%
Source 2004: ABI, BCC, McKinsey
Mobility Key Success Factors
Business to Customer approach in Mass
Market
Data updating
Useful easy applications
Aircraft Composite Content as % of structural
Weight
Wing
Empennage
Hybrid fuselage
Frames, ribs, floor beams, gear bays,..
Belly fairing
Landing gears, pylons, attachments
Misc.
A350-900 XWB
Al/Al-Li
7%
Material Breakdown (%)
20%
Including Landing Gear
7%
Composite
52%
Steel
14%
Titanium
ESIS
CFRP
Fuselages
Success
787
Analysis byKey
EDXCS
(StatusFactors
Dec 2006)
Industrialization
Cost effective solution
Best weight saving solutions
Jan 2007
Análisis
de787
posibilidades
TI - Boeing
Center Wing Box /
MALG Bay Assembly - EDXE - Ref.
Búsqueda
de
la mejor solución
PR0700348 - Issue 1
34
What makes a good Business Intelligence
Organization?
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:
often
Enable the transfer of information in an open way since the value is
not known
Secure:
Ensure that confidentiality is respected whilst maintainig
transparency
Pragmatic:
f
t
Enable those best placed to gather and distribute information to be
d
What makes a good Business Intelligence
Organization?
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
Personal networks: 80% Value (15% Qty.)
EADS Network
CSP and DivisionsEverybody gets so much information
Business/Market
all day long that
they lose their common sense
Compile
Information
Open sources
Data Mining
Analysis and
Comments
CTO Network
Technical
Open sources: 15% Value (80% Qty.) ESIS
Outpu
t
The right
information
is provided
to the right
person at
the right
time
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