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The traditional value chain has changed under the influence of globalisation, lean thinking and the value leverage towards suppliers in the supply chain. The leverage of value by the focal original equipment manufacturer (OEM)‐company to the supply chain has caused the focal OEM‐company to transform into a large‐scale system integrator (LSSI). The LSSI was defined according to the Petrick's definition. Indicators that measure the value‐leverage by these LSSI companies have not been found in literature. The purpose of this paper is to describe indicators that measure value‐leverage and illustrates that LSSI companies in the aerospace industry have a value‐leverage capability, using these indicators.

The authors' main research question is: “How to measure value‐leverage by LSSIs in the aerospace industry?”. As value‐leverage indicators have not been studied before, a literature study was carried out to develop a set of indicators which were tested in a quantitative analysis, using secondary data from 41 aerospace companies. Second, the value‐leverage indicators were applied to the aircraft LSSIs. The industry samples consisted of the global companies in the aircraft OEM industry and the relevant financial and company data were collected from the companies' public financial data, spanning a time frame of 14 years (1996 to 2009). A case study was performed on large‐scale aircraft system integrators, as a sample of the aerospace OEM industry, to demonstrate the effects of value‐leverage by aircraft LSSI companies.

With the new indicators, this research shows value leverage of aerospace OEMs and aircraft LSSIs as a sub group of the sample. The related indicators showed a change in leverage over time, indicating the leverage capability of aerospace OEMs. More in‐depth analysis on aircraft LSSI companies showed that aircraft LSSI with high correlation on the value‐leverage variables are more in value balance compared with aircraft LSSI companies scoring lower on the variables.

This research has been limited to the aerospace OEMs. Data from secondary (public) sources were used, such as financial reports over a period of 14 years. Further research is necessary to develop indicators for other sectors of industries, such as automotive, medical instruments and construction, as well as to further improve the understanding of the outcomes of this study.

The new indicators measure value‐leverage of aerospace OEMs in general and aircraft LSSI companies. These companies could be compared on their capability of value‐leverage. Management of these firms can use the indicators to further improve their capability of value‐leverage on the supply chain regarding co‐development and co‐production of aircraft and related systems.

It is useful for the executive management of aircraft LSSIs to balance the value leverage of their companies regarding R&D, customer demand and supply chain based production.

The paper identifies indicators that measure the capability of the aerospace OEMs to leverage value on supply chains. The found indicators form a preliminary model, which contributes to the usage of theories on lean manufacturing, supply chain management, value networks and open innovation.

Downsizing in the aerospace industry is due to the cyclical nature of its business segments – defense and commercial. Erratic defense spending and fluctuations in commercial demand for aerospace products are the primary causes of this cyclical behavior. All employee groups are affected by aerospace downsizing initiatives, but the extent that each group is affected depends on product lifecycles. Economic impacts of aerospace downsizing efforts are substantial, both to the individual and communities, but are somewhat less today than in past years. As with all downsizing industries, the challenges of the aerospace industry include maintaining technological competitiveness in the areas of product development and human resources.

The purpose of this paper is to study the operational efficiency of aerospace industry in China and compare the difference in efficiency between the private aerospace enterprises and the state-owned aerospace enterprises. This paper enriches the study on evaluating the operational efficiency of aerospace industry and develops the theory on aerospace industry management.

The sample comprises all the aerospace enterprises listed in the A share market for which financial data are collected from the RESSET for subsequent analysis. Data envelopment analysis (DEA) and Malmquist productivity index (MPI) are used to derive findings.

The paper finds both the scale and the technical level of the industry increased during the period, and this was mainly due to the growth of the state-owned enterprises. However, with the increase of scale, the total factor productivity of the sample decreased. This was mainly because the performance of the leading enterprises regressed. Overall, the operational efficiency of the industry was still relatively low. By comparing the private enterprises and the state-owned enterprises, this paper finds, in terms of scale, the private enterprises were far lower than the state-owned enterprises. However, as for operational efficiency, the private was more efficient, which indicates an imbalance in the development of the industry.

This paper explores the operational efficiency across the Chinese aerospace industry, a focus currently lacking in research, presenting an overview of the industry and examining the difference in efficiency between the private aerospace enterprises and the state-owned aerospace enterprises to provide policymakers and managers with some practical suggestions to promote the development of the industry.

Considers how far the aerospace industry has travelled on the long journey towards lean and agile manufacturing. Starts by comparing the industry with a well‐established model of a lean and in some cases agile manufacturing system already well established in the automotive manufacturing industry. Makes some attempts to overcome the difference in output volume of the two industries. Asks whether lean manufacturing can be applied to the aerospace industry. Draws on observations made both by academics and during visits to aerospace supply companies. Evidence is put forward as to deployment of lean practices in the industry and why lean manufacturing must be deployed throughout the industry. Focuses on the tentative steps towards the first phases of agile manufacturing, through Lean production, in an industry that produces a high technology leading‐edge product using outdated manufacturing systems.

The purpose of this study is to explore the early stage of development of a cluster. The literature on early stage of cluster development shows that there are often random effects such as an entrepreneur and spin-off companies, and in this study, a coordinated approach for cluster development is described.

A single exploratory case study approach is followed. The aerospace cluster in the Spokane region, State of Washington, is described. Data from a variety of sources are triangulated to enhance the credibility of the case study findings.

It was found that although there are many types of collaborations occurring in the region, which involve policy and government organizations, the main driver of the early-stage cluster development is manufacturers-led coordinating mechanism. Individual manufacturers are too small to be successful in the aerospace industry, and they are collaborating to present a united “front” to out-of-the-region customers. Once customers place an order, then within this coordinating mechanism, the work is divided among different manufacturers.

The research has two main limitations. First, it is a single case study, and therefore, the results may not be generalizable. Second, the cluster is in an early stage of development, so it is not (yet) clear whether this manufacturers-led coordinated approach will have long-term success.

The studies offer potential for cluster development that go beyond relying on a single entrepreneur or on mostly government- or policy-driven initiatives. Instead, this is an approach that can be used by industry to lift the overall competitiveness of their region.

This cluster development approach offers potential for economic development of smaller regions which mainly consist of small- and medium-sized companies without endowment benefits or a large local customer base.

This study adds to the existing knowledge on clusters and cluster types. The identified cluster approach does not fit with the main types of clusters that have been identified in the literature. The companies involved are mainly small- to medium-sized companies, but by coordinating their capabilities, they are able to present core capabilities in a much more attractive manner to customers. This cluster development approach is not driven by or achieved through advantages in innovation, vertical or horizontal supply chain competition and advantages, creation of spin-off firms, or a regional demand base as customers are located outside the region. It deviates in terms of the types of companies involved and, mostly, in a sense that it acts as one unit to customers who are located outside the region.

This paper aims to introduce and explore the creation, transfer, diffusion and application of knowledge in the Chinese context and the Chinese aerospace management modes, methodologies and mechanism, etc., based on the successful managerial experience of China’s aerospace. The paper then illustrates the current research domains and the future research opportunities in knowledge and aerospace management in China.

Review and reflection.

The Chinese knowledge management theory has achieved great development, the focus of which covers the whole chain from knowledge creation, knowledge transfer, knowledge sharing to knowledge application. However, Chinese aerospace management studies seem not so systematic, although some successful managerial practices and theories are being introduced. There is an opportunity to construct the Chinese aerospace management theory due to its features with general implications to high technology industries in China. Especially, integrating knowledge and aerospace, or studying aerospace from the perspective of knowledge, is a promising way of formulating a logic for deciphering China’s aerospace. It is also anticipated that qualitative methodology and Chinese traditional philosophy will be more popular in Chinese management studies.

This paper, by introducing some new research in knowledge management and aerospace management in China, outlines the current situations of Chinese knowledge and aerospace management research and sheds lights on the future research in aspects of research topics, research methodologies and Chinese traditional philosophy. For the first time, this paper provides the basic logic of Chinese knowledge management research and integrates Chinese aerospace management studies to reveal to the world the uniqueness and facts of China’s aerospace industry.

Federal attempts to stimulate technological innovation have been unsuccessful because of the application of an inappropriate policy framework that lacks conceptual and empirical knowledge of the process of technological innovation and fails to acknowledge the relationship between knowledge production, transfer, and use as equally important components of the process of knowledge diffusion. This article argues that the potential contributions of high‐speed computing and networking systems will be diminished unless empirically derived knowledge about the information‐seeking behavior of the members of the social system is incorporated into a new policy framework. Findings from the NASA/DoD Aerospace Knowledge Diffusion Research Project are presented in support of this assertion.

This paper describes the change of dominance, in the provision of engineering education and training, from that of major large scale industry to that of the UK public sector. Using aerospace engineering as an example, it emphasises the need for education to demonstrate more openly and effectively its ability to provide world class support for UK industry. This industry is now dominated by small and medium enterprises and in aerospace, as well as other high technological areas, it is facing increasingly severe competition from overseas. Ways of helping the further and higher education institutions to achieve such support is described by their initiation of the well established Association of Colleges of Aerospace Technology (ACAT) and the relatively new Association of Aerospace Universities (AAU). These bodies comprise mainly aerospace engineering teaching staff but there are some members from industry. Their aims are to continually improve the image, effectiveness and relevance of aerospace education. Details of ACAT and AAU are given in the appendices together with ideas for collaboration with Internet initiatives of Aircraft Engineering and Aerospace Technology (MCB University Press Ltd) and the Aerospace Academic Network (AAN).

The purpose of this paper is to investigate the contribution of the Sudanese manufacturing sector to the Sudanese economy and assess the role that aerospace industry, in particular, can play as a driver for achieving sustainable development in the Sudan.

This paper reviewed and analysed the contribution of the industrial sector to the Sudanese economy based on the comprehensive industrial survey carried out with the assistance of United Nations Industrial Development Organisation and United Nations Development Programme in 2001. It then went on to assess the role that aerospace industry can play in improving the contribution of this sector to the Sudanese and regional economy and achieving sustainable development. Evidence from global industrial views, international economic reports and experience of other countries in similar situation as the Sudan was used to support arguments.

The Sudanese economy is agriculturally based. A heavy injection of industrialisation of the economy is essential in order to improve the trade balance and help the country out of the poverty zone. The aerospace industry is an important ingredient of the required dose as the global and regional demand is high and the flourishing regional economy is encouraging. The paper argues that building a flourishing aerospace industry as an important element of sustainable development plan for the Sudan is a shared responsibility of good government, quality education and well-guided investment.

The paper is proposing a practical way to transform the character of the Sudanese economy and help it to set on a sustainable development path that will alleviate poverty and improve the standard of living of its citizens.

The paper gives critical assessment of the role of the industrial sector in driving the Sudanese economy, which is seriously lacking in the literature. Additionally, the paper introduces building a flourishing aerospace industry in the Sudan as an important ingredient to boost the manufacturing sector, hence, improve the economy, fight poverty and a step towards achieving sustainable development.

The paper proposes a framework for the successful deployment of Industry 4.0 (I4.0) principles in the aerospace industry, based on identified success factors. The paper challenges the perception of I4.0 being aligned with de-skilling and personnel reduction and instead promotes a route to successful deployment centred on upskilling and retaining personnel for future role requirements.

The research methodology involved a literature review and industrial data collection via questionnaires to develop and validate the framework. The questionnaire was sent to a purposive sample of 50 respondents working in operations, and a response rate of 90% was achieved. Content analysis was used to identify patterns, themes, or biases, and the data were tabulated based on specific common attributes. The proposed framework consists of a series of gates and criteria that must be met before progressing to the next gate.

The proposed framework provides a feedback mechanism to review minimum standards for successful deployment, aligned with new developments in capability and technology, and ensures quality assessment at each gate. The paper highlights the potential benefits of I4.0 implementation in the aerospace industry, including reducing operational costs and improving competitiveness by eliminating variation in manufacturing processes. The identified success factors were used to define the framework, and the identified failure points were used to form mitigation actions or controls for inclusion in the framework.

The paper provides a framework for the successful deployment of I4.0 principles in the aerospace industry, based on identified success factors. The framework challenges the perception of I4.0 as being aligned with de-skilling and personnel reduction and instead promotes a route to successful deployment centred on upskilling and retaining personnel for future role requirements. The framework can be used as a guideline for organizations to deploy I4.0 principles successfully and improve competitiveness.