How does ITRI do for Formation of Industrial-Academia-Government Collaboration

Transcription

1 How does ITRI do for Formation of Industrial-Academia-Government Collaboration A case of TAS (Taiwan Aerospace Supply chain Alliance) Formation Eric Y. L. Tai Industrial Technology Research Institute March

2 Outline The Profile of ITRI Challenge and Chances of Global Aerospace Industry Solution Provided by ITRI 1

3 The Profile of ITRI 2

4 Industrial Technology Research Institute A non-profit R&D institution founded in 1973 To create economic value through technology R&D To spearhead the development of emerging high-tech industry To enhance the competitiveness of industries in the global market 3

5 Organization Structure of ITRI ITRI Strategy and R&D Planning ITRI College ITRI South Administrative Service Center Technology Transfer Center Commercialization & Industry Svc Business Development Units Support Services Units Office of Accounting Information Service Center ITRI International Center Office of Human Resources Linkage Centers Core Labs Focus Centers Creativity Lab Nano Technology Research Center Industrial Economics and Knowledge Center Center for Measurement Standards Information & Communications Green Energy Electronics & Optoelectronics Biomedical Tech & Device Mechanical & Systems Material & Chemical Display Technology Center Service Systems Technology Center Cloud Computing Center for Mobile Application 4 4

6 Industrial Technology Research Institute Total Staff:5,813 Total Patents:16,504 Ph.D. :1,296 5 Start-Ups : Spin-off 71 Incubated

7 Scope of R&D Information and Communications Energy and Environment Electronics and Optoelectronics Biomedical Technology 100 nm Nanotechnology, Material and Chemical Advanced Manufacturing and Systems 6

8 ITRI Open Lab A conducive environment for industries Joint R&D Collaboration Programs for existing companies to access ITRI R&D resources Incubation of High-Tech Startups 170 new companies formed with total capitalization of US$2.01 billion 7

9 ITRI Spin-Offs in Action UMC: ITRI spin-off, st 4 Wafer Fab in Taiwan (US$ 3,510M, 2004) TMC: ITRI spin-off, st Mask Fab in Taiwan (US$ 92M, 2004) TSMC: ITRI spin-off, st 6 Wafer Fab in Taiwan (US$ 7,659M, 2004) VIS: ITRI spin-off, st 8 Wafer Fab in Taiwan (US$ 475M, 2004) 8

10 ITRI s International Cooperation Network ITRI Inc. (USA) Canada NRC CBDN CGDN USA Agilent Boeing BTG Carnegie Mellon University DuPont Honeywell Improv Lucent MIT MITRE Motorola SRI Sun Microsystems Telcordia Texas Instrument U. of California U. of Southern California U. of Texas at Austin U. of Washington US Hybrid Western Europe Office EC Government MUFFINS Germany Aixtron BASF Covion Fraunhofer TUB TUI UK ARM France ETSI Netherland Avantium, TNO Israel Israel Aircraft MATIMOP Sweden Acreo AB Moscow Office Russia RAS (IOFFE, ICPC, PTI ) MAI Japan AIST Fanuc Matsushita Mitsubishi Hong Kong HKUST Malaysia SIRIM India Hughes Software Tokyo Office Korea KSBC KETI Austrlia CRC CSIRO QMI South Africa NCS Feb (signed contracts within last five years)

11 Challenge and Opportunity Of Global Aerospace Industry The Moves toward the Next Global Stage 10

12 The New Paradigm is to Manage Value Chain Processes across Dispersed Geographies 11

13 Most Investments are Join Venture 12

14 The Role of Newly Emerging Nations 13

15 Mexico Had Created a Robust Aerospace Manufacturing Cluster over the Last Decade 14

16 China also a very Popular Manufacturing Destination 15

17 The Changing Nature of Globalization has Important implications of Suppliers 16

18 Key Messages 17

19 Solution Provided by ITRI Supply Chain

20 The Vision of TAS TAS 19

21 Solution to the changing of global supply chain Strategy: One Stop Shopping Aircraft/Engine OEM/Internal Production Raw Materials Suppliers Tier 2 Suppliers Tier 3 Suppliers Tier 1 Suppliers Aircraft and Engine OEM Final Assembly Multi-functional Co-champion network Develop the collaboration platform for global business and strategic alliance Develop the key materials and technologies for aero industry Develop the platform and co-laboratory for key technologies 20 Global orders

22 Snecma GMTC The Collaboration Framework of TAS Techspace Aero Phase I Airbus, Boeing Turbomeca Messier- Dowty Business platform One stop shopping Biz Information Integration Supply chain integration Marketing, Strategy planning, Resource allocate, Collaborative Design & Manufacture STC Fullchamp DPI Magnate Aircelle Aero Win Melting Forging Rolling Flash welding Heat treatment Precision machining Spirit Increase revenue Cost down Zero delivery time! Zero inventory! Rapid decision making Less R&D time Deformation Simulation Welding Simulation Heat treatment simulation Service properties Co-lab. TMT Future needs Technology platform K-bank Data base 21 Support Academic NCKU STUT

23 Alliance s key Targets High level processes Modules Key System Integrators Raw Materials Engine/ Nacelle Forming & Welding Landing Gear Precision Machining & Special Processes Actuator GE AVIATION 22

24 Roadmap 6 companies Capital: USD 1.5B Revenue: USD 360M Materials & components Co-laboratory & Business platform Modules Cross industries application Strategic global alliance Sub module & testing Industry corporation program Leading product project/idb 20 companies Capital: USD 3B Revenue: USD 1.5B 2010 Platform To be the main supplier of global aero/energy industry 23

25 New Business Model As-is To-be ODM/OEM Structures ODM/OEM Landing gear ODM/OEM Engine ring Energy, Oil/Gas/Water, Medical. Aero Materials & Components DPI Magnate Aero Win Business platform Sumitomo Cefival T.A. Europe distributor GMTC Technology platform Co-lab. Multi-functional Co-champion Network 24

26 The Most closest Regional Network FULLCHAMP GMTC STC ITRI All will be done within this 80 miles dia. circle! MAGNATE DPI 20 kms 20 miles 25

27 Thank you for your Attention! Eric Y. L. Tai Business Director Commercialization and Industry Service Center Industrial Technology Research Institute 26