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AEM will be exhibiting in Hall 4, Stand G1. The exhibit will illustrate AEM's comprehensive range of accessory repair and overhaul services for electrical, hydraulic, avionic and safety equipment. Farnborough will also be used as the official launch of AEM's Boeing 737 Landing Gear Total Support Pro‐gramme, which encompasses a complete exchange and overhaul service. Copies of Aviation Accessory News will be available on the stand.

Normalair‐Garrett Ltd., (Stand No. N31) part of the Westland plc Group of Yeovil, Somerset, is exhibiting a wide range of products which demonstrate the company's diverse capabilities in control systems and precision components for the aerospace industry.

Chadderton, England — the home of British Aerospace PLC (BAe), the British company which plays an important role in the Airbus project as designer and builder of the wings for A300, A310, A320 and A340 aircraft. The wings are designed at BAe, Filton, prior to machining at Chadderton, following which assembly is undertaken at BAe in Chester. The company has a one‐fifth share in the Airbus business representing £1 billion turnover and with orders and deliveries for the aircraft approaching 900, the importance of Airbus to the plant is continuing to increase.

Boeing has been a pioneer in the utilization of strategic alliances with the Japanese in the design and production of aircraft. This strategy has been driven by the escalating costs of airframe and engine design and manufacture, and the significant competition of Airbus as well as domestic competitors in the global aircraft market. Boeing's alliances with Japan have worked well with several families of aircraft and appear to have produced a loyal customer; however, there have been sharp criticisms of Boeing for the closeness of its association with Japan. These criticisms have largely been aimed at the danger posed by unintentional and unavoidable transfer of aerospace technology. This paper examines the history of Boeing's Japanese coalitions, the benefits, and the dangers posed by Boeing's continued aerospace partnership with one of America's largest economic foes.

Based on a lecture prepared as part of the celebration of Cranfield University's 50th anniversary. After briefly reviewing the early years, including Cranfield University's entry into this technology, discusses the nature of this industry, Some of the technology drivers, including environmental concerns, are examined to provide a background against which the development and the future of the industry can be considered. This is followed by a brief survey of some of the possible new civil aero gas turbine applications over the next 50 years, both the very likely and some curiosities. Finally, the changes that are likely to occur within the industry as a result of wider economic and political trends are considered, as well as the implications for those working within the industry. The development of the civil aero gas turbine has contributed, in large measure, to today's, US$ 300 billion civil aviation industry and is rightly seen as one of mankind's major engineering achievements. A single paper cannot do justice to this industry.

It was a good Farnborough Show … for those who went to see the flying displays and the weather was a great consolation. But it was an unusual Farnborough in some respects, first because of the good weather and this does bear repetition, and it does make such a difference to setting up the Show to its progress through the week and to the mood of the people there.

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.

This is an impression of the Paris Salon de l'Aeronautique drawn from visits during the first three days: a more detailed report on the exhibits and the flying displays, together with “An Engineer's Impression of the Paris Air Show” will appear in our next issue.

As part of the V.10 F programme financed by Service Technique de la Production Aeronautique (STPA), AEROSPATIALE and DASSAULT — BREGUET have joined forces to produce a single Falcon 10 wing entirely made of carbon fibre. This wing has just been sent from the AEROSPATIALE Company's Nantes factory to the Toulouse Aernautic Testing Centre. A second wing will also be built, but this time, by DASSAULT‐BREGUET Biarritz plant. The two wings will be used for static fatigue testing. The programme calls for another pair of wings, one to be made by each of the same firms. They will later be mounted to a Falcon 10 for flight testing.

At the dawn of the twenty-first century, Boeing and Airbus, the leading manufacturers of large aircraft, were locked in a battle for market share that drove down prices for their new planes. At about the same time, the two industry heavyweights began developing new aircraft families to address the future market needs they each projected.

Aircraft take many years to develop, so by the time the new planes made their inaugural flights, significant changes had occurred in the global environment. First, emerging economies in the Asia-Pacific region and elsewhere were growing rapidly, spawning immediate and long-term demand for more aircraft. At the same time, changes to the market for air travel had created opportunities for new products. These opportunities had not gone unnoticed by potential new entrants, which were positioning themselves to compete against the market leaders.

In October 2007, the Airbus superjumbo A380 made its first flight. The A380 carried more passengers than any other plane in history and had been touted as a solution to increased congestion at global mega-hub airports. Four years later the Boeing 787, a smaller long-range aircraft, was launched to service secondary cities in a point-to-point network.

The case provides students with an opportunity to analyze the profit potential of the global aircraft manufacturing industry in 2002 and in 2011. Students can also identify the actions of participants that weakened or intensified the pressure on profits within the industry.

Audio format (.mp3 file) available with purchase of PDF. Contact cases@kellogg.northwestern.edu for access.