Increase portfolio competitiveness

The pandemic, with global and national lockdowns, imposed unprecedented travel restrictions and passenger cancellation bookings. This impact has required the aerospace industry to completely rethink their business models based on their debt load and limited cash. Indeed, some well-established companies and smaller companies have received governmental assistance to preserve jobs and support their supply chain as plane deliveries were deferred.


The financial impact has required aerospace companies to redefine their competitive strategy within their traditional business and be more disruptive in new target domains and services.


New competitive aircraft and system technologies have to be developed faster, have to be produced smarter and more efficiently to enable rapid market introduction capturing competitive market share and establishing customer trust. The engineering teams are faced with the opportunity to better leverage intelligent data from manufacturing operations, aircraft in service and the entire supply chain value network to set the new pace and strategy. Collaboration and data driven engineering aircraft development, production and service are key enablers to leverage the undisputed need for change. Lower production rates provide a good opportunity to upgrade production systems and further drive digital continuity into manufacturing operations, especially within seasoned facilities. This window of opportunity will close rapidly. Large OEMs will double their production rates over the next 2-3 years, which will require the entire supply chain value network to ramp-up again from a near stand-still. Suppliers will have to demonstrate a higher level of agility, increased digitalization and a much lower risk profile to deliver on time and with first time quality.

The same digital continuity will reach out into the disconnected domain of aircraft and fleets in service for maintenance, repair and overhaul. The pandemic illustrated the responsibility of OEMs and operators to be able to react quickly on environmental impacts, with quick and reliable solutions and more flexibility within fleet operations.


Leveraging a collaborative and big data approach by connecting the real aircraft and systems in service with the virtual aircraft and system design and manufacturing is essential to drive the continuous, rapid and first time quality innovation. This is needed to stay competitive and the reduce exposure to the impacts of the current and future crises. Including the data intelligence approach into product development, manufacturing and aircraft in service processes, enables the predictability, machine learning and efficiency to understand what is required to innovate, how it has to be better engineered, most efficiently produced and maintained throughout the life of the aircraft and system.


Increase portfolio competitiveness through introducing new agile technologies & services to:

Reduce response time and cost through improved inventory and personnel management

Improve “up-time” with fewer unscheduled maintenance through predictive analytics

Strengthen quality maintenance through reduction of “No Fault Found” removals and incorrect spares


Virtual Twin Experience to Reshape Business Execution

The 3DEXPERIENCE® platform provides the digital twin continuity needed to aggregate data to make informed decisions, simulate potential issues, perform out of cycle development, certification on demand, and data driven services to perform a predictive maintenance strategy to improve “up-time.”


When combining the efficiency and flexibility of the platform with deep technical capabilities and tools to accomplished targeted tasks, such as using virtual testing for means of compliance, OnePart & additive manufacturing to minimize inventories, or serialized virtual twin for operations, companies can proactively reshape their business models for today and the future.

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