The Decentralisation of Airbus Production and Services

Monnoyer, Marie-Christine; Zuliani, Jean-Marc

doi:10.1080/02642060701207056

Cited by 12 publications

(7 citation statements)

References 3 publications

(2 reference statements)

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“…Chubb locks are still produced in Willenhall. Large firms have thus been engaged in mergers and acquisitions, a search for local lowcost production as well as outsourcing production tasks to countries with lower employment costs (Monnoyer and Zuliani 2007). They have also improved production processes by introducing standardized products and enhancing the efficiency of their supply chains Rusten 2006, 2008).…”

Section: Survival Strategies Deployed By Lock Manufacturers Large Locmentioning

confidence: 99%

Competing by design, specialization and customization: manufacturing locks in the west midlands (uk)

Bryson

Taylor

Cooper

2008

Geografiska Annaler: Series B, Human Geography

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R. (2008): 'Competing by design, specialization and customization: manufacturing locks in the West Midlands (UK)', Geografiska Annaler: Series B, Human Geography 90 (2): 173-186.ABSTRACT. The past thirty years have seen major shifts and improvements in manufacturing productivity, bringing greater output but fewer jobs. As a result, manufacturing is now less visible in "post-industrial" societies. Nevertheless, manufacturing still matters in developed market economies but our understanding of manufacturing has failed to evolve with developments in the management and organization of production processes. This paper explores the lock industry in the West Midlands (UK), a traditional low-tech manufacturing sector. West Midlands lock companies that produced standardized, mass-produced products have experienced intensive competition from low-cost producers. Many of these firms have downsized their operations in the UK. Nevertheless, this is only one response to intensified competition. Lock firms located in the West Midlands are unable to compete on price and have shifted away from the production of mass-produced locks to concentrate on high value-added niche markets. The firms have developed inimitability strategies based around design, expertise, specialization, customization and nearness to market that assist them in maintaining their revenue and profit streams. Niche manufacturers have been far less susceptible and relatively immune to foreign competition and they continue to diversify product ranges by targeting specialist end-users. The emphasis is on producing high-quality locks in small batches that can be produced just-in-time to meet customers' requirements. The continued survival of these lock firms is based upon a strategy that includes the development of product-based competitive advantage combined with locational advantage and supported by efficient, responsive and customer-focused manufacturing processes.

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Section: Survival Strategies Deployed By Lock Manufacturers Large Locmentioning

confidence: 99%

Competing by design, specialization and customization: manufacturing locks in the west midlands (uk)

Bryson

Taylor

Cooper

2008

Geografiska Annaler: Series B, Human Geography

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“…A common expectation is also that beneficial spillover effects may occur from aeronautics into other sectors of the economy. The literature on aeronautics industrial policy has also primarily focused on aircraft manufacturers …”

Section: Introductionmentioning

confidence: 99%

“…The literature on aeronautics industrial policy has also primarily focused on aircraft manufacturers. [4][5][6][7] Aircraft production, however, is one of the most technologically complex and highly capital-intensive endeavors, [8][9][10] and failure is common. For example, both Argentina and Indonesia have tried to domestically produce airplanes and both struggled to achieve commercial success.…”

Section: Introductionmentioning

confidence: 99%

Evolution stages of aircraft manufacturing firms

Reis

Siddiqi

Weck

2019

Systems Engineering

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Aeronautics is one of the highest value‐adding industrial sectors in an economy, and many regions have sought to develop aeronautics industries for economic diversification. Aircraft production, however, is complex and capital‐intensive, and efforts to establish aircraft manufacturing firms have led to mixed results. Here, we present a study of development of six international aeronautical manufacturing firms, across four continents, using a mixed‐method approach. Using empirical quantitative data and results from 103 semistructured interviews with senior executives and policy makers, we identify a set of discrete stages: inception, base production, competitive growth, inventive development, and maturity that characterize the evolution pathways of aeronautics firms. We find that firms do not necessarily follow a linear development path, and they can jump and skip stages or may regress back to earlier stages under financial or other pressures. We find that aeronautics firms are more likely to reach a self‐sustaining maturity stage once they establish independent contracts with multiple partners and are able to develop their own technologies. The results indicate that firms should establish strategies to acquire independent contracts through competitive bidding and should plan for achieving innovation capabilities early on as this is crucial for their long‐term viability.

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“…Much of the 1990s work by Beyers and Lindahl confirmed this perspective from an empirical stance, whereas recent work by Yasuda (2005) has reinforced this interpretation from a theoretical standpoint. Other motivating factors include the superior quality of externally sourced services (Aslesen and Isaksen 2007;Mason, Beltramo, and Paul 2004), the presence of internal diseconomies of scope in specialized service provision (Coffey and Drolet 1996), speed of external service delivery (Vanchan 2007), temporary upswings in technical service demand (Wood 2005), or the need to focus internal resources on core competencies (Monnoyer and Zuliani 2007;Montoya et al 2007). Interestingly, cost-driven externalization has never been shown to be an especially important factor when it comes to the use of advanced producer services (see Beyers 2005).…”

Section: Introductionmentioning

confidence: 99%

Producer Service Linkages and Industrial Innovation: Results of a Twelve‐Year Tracking Study of New York State Manufacturers

MacPherson¹

2008

Growth and Change

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This paper documents the results of a twelve-year tracking study of New York State (NYS) manufacturers of scientific instruments (1994-2005). The main goal of the tracking exercise was to probe for firm-level changes in the use of external producer services, notably in technical fields such as industrial design, contract research, and engineering. Another goal was to assess the extent to which these outside inputs have been contributing to the product innovation efforts of users. The results show that innovation and service utilization rates have converged across NYS's three major regions (i.e., Western New York, Upstate/Central, and the New York City metropolitan area). This convergence has been powered by Internet-based technologies, as well as by strategic management change at the company level. The link between recourse to external technical help and successful innovation is found to be statistically stronger in 2005 than it was twelve years ago. Of special importance is the fact that a growing number of manufacturers have been outsourcing research, design, and product development activities at levels that far exceed those reported in the 1990s. The paper concludes with a brief discussion of the implications of these trends for the geography of innovation within high-technology sectors. Copyright 2008 Blackwell Publishing.

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The Decentralisation of Airbus Production and Services

Cited by 12 publications

References 3 publications

Competing by design, specialization and customization: manufacturing locks in the west midlands (uk)

Competing by design, specialization and customization: manufacturing locks in the west midlands (uk)

Evolution stages of aircraft manufacturing firms

Producer Service Linkages and Industrial Innovation: Results of a Twelve‐Year Tracking Study of New York State Manufacturers

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