INDUSTRY
AERONAUTICSAfter two difficult years, the aeronautics sector is recovering. Airbus expects to need 39,000 new aircraft by 2040. The American aircraft manufacturer, Boeing, is forecasting a doubling of the world’s commercial aircraft fleet over the next twenty years to 49,000 by 2040.
This forecast is identical to the one made before the outbreak of the Covid-19 pandemic.
Thus, the current crisis would not durably call into question the fundamentals of the world transport growth estimated at 4% per year over the next twenty years. Indeed, airlines will have to gradually renew their fleets and retire the oldest, most fuel-intensive aircraft. Smaller aircraft, such as the A220 and A320 family at Airbus and the 737 family at Boeing, will be in greatest demand, accounting for ¾ of global needs.
Beyond the Covid-19 crisis, which has shaken the entire aviation sector, several factors are pushing companies in the aeronautics sector to reinvent themselves: international competition with the emergence of Chinese aeronautics, societal pressure, environmental issues and climate pressure, and health constraints.
But how to innovate in this traditionally very conservative industry? Companies in the aeronautics sector know how to innovate incrementally, but are more cautious about disruptive innovations. The priority given to air safety, the long cycles and the high cost of projects, encourage caution.
At the same time, airlines are being pushed to invest in newer aircraft, which consume less fuel and are therefore more profitable, and emit less CO2. This race to decarbonize is opening up opportunities for aircraft manufacturers, as shown by the development by Airbus and Boeing of a new concept of aircraft that will burn hydrogen instead of kerosene.
The recent successes of SpaceX and Virgin Galactic have shown that disruptive innovation is possible. Shortening development cycles, finding better coordination between start-ups and traditional companies in the sector, and attracting new investors should allow the aircraft of the future to emerge.
Support for an aircraft manufacturer wishing to create a community of expertise sharing a common functional language in order to promote consistency and generate synergies on ground test facilities.
[/dsm_card_carousel_child][/dsm_card_carousel]
Industry in the age of agility
"People need meaning and structures need agility" (Benoît Gaudron and Patrice Coumont - CGR)The Covid-19 crisis was a revelation of French deindustrialization and the catalyst for a national awareness of the importance of a strong industry. At Pagamon, we believe that...
How to set up an engineering design process?
Having a clear and shared approach is essential at the beginning of the pre-project phase.How to strengthen the engineering design process right from the pre-project phase? How to integrate the good practices regarding the development from the upstream phase of the...
The factory of the future is autonomous… but driven by the customer and his expectations
The concept of the factory of the future has taken shape with the Industry 4.0 programs born in industrialized countries (Japan, United States, European Union...). The aim is to restore the image of the industry so that it creates more value, where its weight in the...
Customer Experience in the B2B sector, let’s start!
Why are B2B companies interested in the customer experience? The concept may seem reserved for B2C activities, whose customers are considered more emotional.1,700,000 Facebook fans on the page of Maerks Line, Danish shipping company, 200,000 fans on Caterpillar's...
Profitability Plan: generating breakthroughs able to galvanize a cost reduction program
In the European market, the difficult economic climate has prompted industrial firms to deploy innovative strategies to improve their operational performance and thus maintain their competitive advantage over players from emerging countries.The improvement of the...
Mastering the industrialisation of an innovative production process: a structured collaborative approach to ensure quality and flexibility
Industrial companies continuously invest in research and development to maintain their technological edge in a highly competitive global market. Historically focused on cost reduction and technological innovation, these investment efforts now include other dimensions...
Reducing the lead-time of unstable industrial processes
A concerted upstream involvement combined with classical Lean.Lean is adopted in diverse business sectors and increasingly during product development phases. However, the first two Lean principles, that is to say the characterisation and identification of Value Added,...
Foster the emergence of innovation through a structured, transverse and sustainable approach
More and more companies are approaching innovation through dedicated processes, with a full functional dimension. Innovation cells are set up – often with success – and bring a creative dimension to the culture of these companies. Nevertheless, innovation is often...