The Future of Aerospace Manufacturing A Global Perspective

Transcription

1 Intellectual Property Management The Future of Aerospace Manufacturing A Global Perspective Peter L. Hoffman, Vice President Intellectual Property Management

2 Boeing s Evolution Boeing Defense, Space and Security 25% Organic Growth Rockwell Boeing Defense, Space and Security 47% McDonnell Douglas Jeppesen Commercial Airplanes 75% 1996 Revenue $23B Hughes Alteon Aviall 2011 Revenue $68.7B Commercial Airplanes 53% A heritage that mirrors the history of flight

3 Products Boeing Commercial Airplanes Five in-production airplanes 787, 747-8, 777, 737, 767 Boeing Business Jets Commercial Aviation Services Boeing Defense, Space & Security Combat Aircraft: F-15, F/A-18, C-17 Rotorcraft: Chinook, Apache, V-22 Network & Space Systems: Satellite and Launch Systems, Space Station, Space Shuttle Global Support & Services Unmanned Systems, Intelligence, Reconnaissance, Cyber Security Connect and protect people globally

4 Global Boeing Customers and customer support in 150 countries 70 percent of commercial airplane revenue historically from customers outside the United States Manufacturing, service and technology partnerships with companies around the world Contracts with 22,000 suppliers and partners globally Research, design and technology-development centers and programs in multiple countries More than 170,000 Boeing employees in 50 states and 70 countries 4 4

5 Global Outlook Global Outlook Multi-polar system is a reality, not a forecast Unprecedented shift in relative wealth from West to East US becoming less dominant financially and politically Steady economic growth + 1.2B more people; great strain on energy and resources Increasing number of players and connections between them Fast change and unpredictability are the dominant facts of life Rapid globalization, accelerating innovation, relentless competition

6 Technology Is Advancing At a Faster Pace Pace of Technology Boeing 787 Wright Brothers First Flight s 1910 s 1920 s 1930 s 1940 s 1950 s 1960 s 1970 s 1980 s 1990 s 2000 s 20 th Century 21 st Century

7 Global Technology Strategy Access World Class Technology Improve performance and affordability of products Leverage R&D Investment Increase productivity via improved R&D yield Strengthen Market Presence Strive to be recognized as a local company

8 Boeing Research and Technology a Virtual Organization Boeing R&T Global Footprint Access World Class Technology Seattle St. Louis Philadelphia D.C. Southern California Mesa Huntsville Charleston Brazil Sao Paulo 8 Australia Brisbane Melbourne India Bangalore China Beijing Europe Madrid Moscow

9 Global Technology Spend Leverage R&D Investment North America $429B Europe $313 B Middle East $16B Asia $371 B South America $21B Africa $4 B Aus. & NZ $17 B Worldwide 2008 $1.02T 2009 $1.16T 2010 $1.17T Source: Organization of Economic Cooperation and Development (OECD), IMF and UNESCO updated Feb 2011

10 Industry Spend by Sector Leverage R&D Investment

11 Global Technology Engagement Strengthen Market Presence Canada France United Kingdom Italy Netherlands Denmark Germany Russia/CIS BR&TR South Korea United States Japan Spain BR&TE China Australia Brazil Saudi Arabia UAE Qatar South Africa India Singapore

12 Which Collaborative Model Works Best? Objective Develop disruptive technology Model Joint Research Tap cross sector capabilities Technology Network Strengthen supply chain R&D Consortium Objectives should drive choice of collaborative model

13 University R&D Challenge Theoretical versus applied research Annual funding model Academic calendar

14 R&D Consortium Model Technical Approach Customer and Industry needs drive the process Applied research underpinned by strong theoretical work Participants Industry value chain Academia Government R&D Consortium Bridging the gap between academia and industry Intellectual Property Model Two tier IP ownership Pre-competitive (joint) Special projects Financial Approach Fee based membership Tiered membership Government matching

15 Economic Impact Sheffield England Coking Works 1990 Sheffield Advanced Manufacturing Park Apprentice Training AMRC Extension Knowledge Transfer Nuclear AMRC

16 Summary University of Sheffield AMRC Over 250 high caliber staff Catalyst for a further 1000 Institute status in a leading UK University Four individual centers created and built Investment from over 60 industrial greats Creation and ownership of a $100m capital asset 15 Apprentices Turnover $15m / year and growing (projection is $60m)

17 AMRC Lessons Learned We expected Boeing brand pulled in major supply chain partners Leveraged R&D funds from industry and government co-investment Sustainability through pursuit of follow-on government grants and membership growth We did not expect Membership growth to span the supply chain Impact on speed of innovation and tech transition What did we do next? REPLICATE!

18 Global Replication of Successful Model Canada CCMRDC Canada CIMRC United Kingdom U. Sheffield AMRC U. Cranfield IVHM U. Strathclyde - AFRC Netherlands U. Twente - TPRC Denmark DAMRC Germany U. Paderborn - DMRC Japan JAMRC United States MUST - CAMT Abu Dhabi SBRP India NCAIR China TBD Singapore LiveWell Collaborative Brazil TBD South Africa LMC Singapore A*STAR - SERC AP Australia Swinburne U. AusAMRC Launched Active Development Under Evaluation

19 Summary Global business environment is becoming more challenging and volatile Global technology spend is growing even during economic challenges Growth is enabled by continued focus on innovation and technology By partnering with the best in the world, we leverage our expertise and talents for competitive advantage

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