Le secteur de l'aérospatiale en France

Résumé du document

During the first half of the twentieth century, aeronautic construction was distributed all over the industrialized world predominantly by the U.S. From the end of the Second World War to the 80's; the civil and military aviation industry was dominated by the U.S. and was strongly challenged by the Soviet Union in the context of the arms race.

During the 80's, Europe would succeed in establishing, through Airbus, an effective competitor in the domain of commercial transportation and would equal Boeing throughout the 90's. The domination of the United States can be explained by the size of their national market, but recently the EADS group has developed a new expansion and finds itself leader with about 52% market share.

The importance of investment and length of cycles needed to develop a new device has precipitated industrial grouping through buyouts and mergers. Foreign enterprises are abundant in France, whether European consortiums which implies french actors (EADS, ATR...) or independent subcontractors and suppliers.

Extraits

[...] This is the biggest sale ever seen before in this sector. The positive trend in aviation sales stems primarily from the civilian sector while activity is declining by in French exports. (HERTEMAN Military demand Since 2005, records indicate around 295 orders and 55 airplanes were delivered. The military sector fell by on the French market and a fall of 37% for exports. This has repercussions on the turnover, which fell by The number of orders for military export is one of the worst in the last 100 years. [...]

[...] Thanks to the diversity of the market and the success of new programs where large orders have been taken. French aerospace companies spend over 15% of their turnover to R & a higher level than that of large competing countries companies. With this important budget we can see that the sector strategy is to differentiate itself against its competitors. Public actors are also present including Onera, CNES (National Centre Study Spatial) as well as national research and technology specialist (CNRT). Among these areas of excellence in French research include: propulsion and combustion, aerodynamics, electronics and many others. [...]

[...] The planes begin construction with the signing of purchase contracts for the storage costs depending on the size of raw materials. Anticipating the needs of buyers purchasing department must be able to adjust orders based on total purchases. Knowing that buyers can change their mind during the manufacture of the device depending on options, all employees must change their production rate based on this variable. Although the contract was signed, buyers always have the option to cancel the purchase based on market dynamics. [...]

[...] Related and Supporting Industries The sector is structured around ten groups each occupying a foreground position; many global leaders are positioned on its niche: Airbus, leader of airliners shoulder to shoulder with Boeing Safran leader in the construction of engines Turbomeca, number 1 global engineer for helicopters Eurocopter, a subsidiary of EADS, the first helicopter manufacturer in the world Arianespace, the world leaders in the satellite market These manufacturers can mobilize a network of several sub-contractors and suppliers occupying leading positions, in specialized areas such as embedded computing, guidance systems and detection or composite materials. We can find several substitutes for the aviation sector but these are valid only for civil demand, i.e. commercial and non military air transportation. Air transport is public transportation and we can establish as indirect competitors: buses, boats and trains. [...]

[...] This becomes apparent with the two merging companies EADS and Airbus. In 1998, Alan M. Rugman and Joseph R. D'Cruz develop a way to analyse competitive advantages on an international scale. It takes into account the environment in which the company has evolved there for allowing the possibility to analyse culture. It is necessary to consider that culture can influence these four actors: Cost of doing business, replicability, factors of production and government policies. Various governments, including the French and German governments, have an important role in the development of this company and its policies. [...]