Abstract
The aerospace industry is characterized by intensive collaborations among firms that work for the realization of complex aerospace products that require high risks and costs. Collaboration and risk sharing are needed at each supply chain level. For companies working in networks, in this period of market changes and crisis, it is needed to think and re-think about a networked business model highlighting the relevance of each collaborating actor in the value generation for new products. The paper aims to explore the business model features of companies working in aerospace networks and to highlight improvements actions. Evidences are collected through a survey and a case study. The research results suggest two new elements for business model frameworks: the value exchange strategy and the value enablers both necessary for an extended collaboration among all nodes of a business network. The introduction of these two elements is discussed and justified in the paper.
Highlights
IntroductionAerospace products are high-technology intensive and complex and require investments, knowledge and contribution from many types of industry (e.g. plastics and rubber, metal, glass, textile and electronic components one)
The external customers are few companies at a higher level of the supply chain working as Original Equipment Manufacturing that manage the realization of a whole engine among several actors worldwide located
Major Assembly Suppliers are increasingly oriented to constitute risk-sharing agreements, rather than simple supply contracts, in order to reduce the complexity of the supply chain and to ensure the full involvement of business partners in the customer value creation
Summary
Aerospace products are high-technology intensive and complex and require investments, knowledge and contribution from many types of industry (e.g. plastics and rubber, metal, glass, textile and electronic components one). They are not realized by only one firm but from networks of firms. Based on the exploration of this sector, the paper wants to propose a business model suitable to support the collaborative new complex product development process within networks of organizations. In high-technological sectors, such as Aerospace and Defense industry, decisions about new products realization, requires the design of a wide net of collaborations to share the product’s components development and the related risks and costs. Virtual design teams and globally distributed operating sites have to work in a coordinated way and in an highly disciplined, integrated and synchronized value networks
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