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Contexte et défis

L’aéronautique et la défense font aujourd’hui face à des évolutions profondes de leurs marchés qui sont appelées à s’inscrire dans la durée. L’industrie aéronautique bénéficie d’une demande plus forte que jamais, portée par le développement économique des pays émergents  dans les pays émergents et par le renouvellement des flottes avec de nouveaux modèles plus économes en carburant.

L’industrie de la défense, quant à elle, accuse une forte diminution des commandes des États, tout particulièrement en Europe où les dépenses militaires continuent de réduire. Cela remet en cause un modèle économique qui reposait traditionnellement sur les grands programmes de défense, soutenant ainsi la R&D et l’innovation.

De son côté, l’industrie spatiale européenne est vivement bousculée par l’arrivée de nouveaux entrants (Space X…), ce qui la conduit à reconfigurer son business model et sa structure industrielle.

Dans ce contexte, la pression concurrentielle accrue, l’arrivée de nouveaux entrants, les transferts technologiques et la prééminence des implantations locales rendent indispensables : 

  • le pilotage plus performant d’une supply chain globalisée, 
  • une meilleure collaboration en interne comme avec les fournisseurs, 
  • le management de programme de bout en bout, tout au long du cycle de vie. 

 

Dans le secteur de l’aéronautique, l’ensemble des acteurs de la chaîne de production (des équipementiers aux constructeurs) doit être en mesure non seulement d’assurer la montée en cadence de la supply chain mais aussi de concevoir de nouveaux modèles toujours plus économiques.

 

Notre approche

Argon & Co accompagne ses clients du secteur de l’aéronautique et de la défense dans leur programme de transformation, depuis l’évaluation des enjeux jusqu’à la mise en œuvre concrète des leviers de performance opérationnelle. 

 

Cela passe notamment par :

  • la définition des implantations et des évolutions de l’organisation opérationnelle afin d’anticiper et de surmonter les impacts d’un changement de business model, d’un nouveau modèle de croissance, de PMI, (Post Merger Integration) ou encore d’harmonisation des modes de fonctionnement ;
  • la structuration de roadmaps technologiques PLM (Product Lifecycle Management), PPM (Project Portfolio Management) et l’amélioration du pilotage des programmes de recherche et de développement coopératifs ;
  • le design-to-value, pour concevoir avec ses partenaires des programmes innovants, créateurs de valeur pour les clients ; 
  • la digitalisation de la supply chain et la collaboration avec les fournisseurs, à chaque étape du cycle de vie produit ;
  • l’optimisation de la supply chain amont (stratégie de sourcing et d’offset, réduction des cycles, réduction des stocks et en-cours, maîtrise de la performance fournisseurs notamment économique, renforcement de l’agilité pour répondre aux variations de la demande, tour de contrôle supply chain globale multisites et multiacteurs…) ;
  • le maintien en conditions opérationnelles (réduction du TAT [Turn Around Time, c’est-à-dire le délai de mise à disposition des équipements réparés], prévisions et planification des flux MRO [Maintenance, Repair and Overhault ou maintien en conditions opérationnelles], optimisation des stocks et des rotables
  • l’optimisation de la distribution des pièces de rechange (prévisions, réseau de sourcing et de distribution, politique de stock).

Aéronautique et Défense : études de cas

Digital supply chain

Aerospace and defence

Digital supply chain

Our client is a major player of the French aerospace and defence industry with worldwide coverage.
The company was looking to extend its internal Industry 4.0 model to its supply chain by implementing concrete win-win collaborations with selected suppliers and leveraging the potential for digital transformation in the industry.

Our role

  • Assess digital continuity between the client and five selected suppliers through on-site audit (from both sides)
  • Identify key improvement opportunities per supplier and client business units, and highlight quick-wins
  • Develop project plans for improvement actions
  • Bring digital expertise in operations to propose suitable solution and provide tangible benefits to the client and its suppliers
  • Align all roadmaps

Results

  • Mapping of the exchanges between the client and its suppliers on four specific areas: purchasing, engineering, industry and supply chain
  • Roll-out kit with a clear methodology to “industrialise” the deployment of the approach
  • Proposal of process and digital improvement areas
  • Action plan and associated ROI to be implemented on a three-year roadmap

Implementation approach for category management

Aerospace and defence

Implementation approach for category management

Safran Electrical & Power is a leading global player in the design, production and installation of electrical wiring systems in the aerospace, space and defence markets.
The company wanted to define a target purchasing policy with the implementation of a Category Management approach.
The categories covered included; bearings, electronic cards and machine parts.

Our role

  • Identify potential synergies by category
  • Identify the action plans to be implemented with a category leader
  • Conduct a segmented supplier analysis panel

Results

  • Defined a common segmentation by category
  • Consolidated spend map by segment
  • Identified supplier know-how by segment and defined a target supplier panel
  • Developed an action plan by entity and the associated business case

Supply quality management

Defence industry

Supply quality management

Nexter Systems is part of Nexter, a major player of the defence industry owned by the French state. The company develops and produces military devices and engines for ground, air/ground, naval and air/naval combat.

Nexter is facing a critical activity ramp-up with material delivery doubling every year while time to market is reduced by more than 50%. Nexter has major quality issues and wants to have a clear vision of current processes on supply quality management and define a short and mid-term roadmap to sustainably improve supply quality.

Our role

  • Facilitate internal (Nexter) and external (suppliers) interviews
  • Perform quantitative analysis to support the diagnosis
  • Benchmark Nexter processes with other industry leaders
  • Align Nexter organisation on diagnosis and priority actions
  • Propose short-term action plan and mid-term roadmap

Results

  • Identified and benchmarked gaps in Nexter quality processes against best practice and across the entire product lifecycle
  • Defined and prioritised 20 key actions to support quality improvement
  • Designed and built a detailed roadmap to 2022 to support mid-term benefits
  • Delivered a project charter for the top five actions to support short-term benefits

Digital procurement roadmap

European leader in naval defence

Digital procurement roadmap

Naval Group is an international high-tech company and one of the few global leaders in defence naval systems. The group reports revenues of €3.6 billion and has a workforce of 14,670 employees.

The company wanted support in the frame of a digital paradigm shift of its sourcing and procurement function. The main business objective was to enhance data flows inside the sourcing and procurement function, to increase collaboration between buyers and key stakeholders to support globalisation of the function.

Our role

  • Conduct a market analysis on sourcing and procurement digital solutions
  • Identify potential most competitive solution providers based on internal functional and security requirements and external benchmarks from different industries
  • Assess pre-selected vendors through detailed demonstrations of their solutions
  • Define the business case of the digital transformation
  • Design the implementation roadmap

Results

  • Identified and pre-selected five solution providers from a plethora of potential options in the market
  • Selected three vendors out of the five shortlisted by the client to take forward to phase
  • Five key functional areas defined to meet 100% of client requirements
  • Based on the recommended implementation roadmap which the Management Board approved, the RFP phase was launched

Procurement and strategy roadmap

Airport Group

Procurement and strategy roadmap

The Manchester Airports Group Plc is the largest UK-owned airport operator. Its four airports – Stansted, Bournemouth, East Midlands and Manchester serve around 42 million passengers every year.

It had an opportunity for future expansion which drove a need to become ‘world class’. The procurement function had limited presence in the business which needed enhancement. The company needed support to determine the function’s current (‘as is’) and required (‘to be’) skills and capabilities.

Our role

  • Establish the ‘as-is’ and ‘to-be’ capabilities through workshops, data analysis and input from stakeholders
  • Review the functional structure and clarity of procurement’s role
  • Identify key milestones, timings and category approach
  • Generate a one-page blueprint to support implementation

Results

  • Defined the business case with benefits of £25m over five years
  • Clarity on procurement’s role in the business
  • Identified category management opportunities
  • Identified soft benefits to procurement and the business