An Innovative Leader in Aerospace, Defense, and Commercial Airplane Manufacturing
By Cody Baumann, Bart Kaliszczak, and Sherry Umlah
02/25/2013
Company Overview
Boeing is an international aerospace company that is headquartered in Chicago, Illinois. Many people are aware of Boeing’s commercial jetliners, but the company does much more than manufacturing planes. As an aerospace company, they also manufacture military aircraft, missiles, and defense systems and they’re a prime contractor for the International Space Station (“The Boeing Company”).
Origin
Boeing’s origin stemmed from the 20th century collaboration and merge of five companies including: the Boeing Airplane Co., Douglas Aircraft Co., McDonnel Aircraft Corp., North American Aviation and Hughes Aircraft. Today, over 170,000 people are employed by Boeing across the globe. These people make up the two business units of Boeing, including Boeing Commercial Airplanes and Boeing Defense, Space & Security, and their three business support units: Boeing Capital Corporation, the Shared Services Group, and Boeing Engineering, Operations & Technology (“History”).
A Fortune 500 Company
It’s no surprise that Boeing ranked #39 on the Fortune 500 list in 2012, although they did slip a few spots from #36 in 2011 (“Fortune 500 2012: Fortune 1000 Companies 1-100”).
Corporate Culture
As a company that prides itself on being founded on innovation, aspiration, and imagination, Boeing’s employees strive to commit to a set of core values that include leadership, integrity, quality, customer satisfaction and good corporate citizenship. These values are illustrated by some of their current successes including being named the number one innovator among aerospace and defense companies for the fifth straight year. They engage in the community through volunteerism and an employee-owned and directed community fund giving program (“About Us: Culture & Values”).
Corporate Objectives
Boeing’s corporate objectives are similar to any business’ goals. They hope to continuously improve upon the quality of their products and streamline their processes. They also intend to retain financial strength of their capital resources by maintaining and retaining current commitments, orders, and customers. They’re dedicated to maintaining commitment to integrity and relationships.
Technical excellence and a skilled workforce is a high priority for Boeing. They intend to expand their technical capabilities so that they can remain competitive in their markets. They plan to do this through making good hiring decisions, training their workforce, and keeping a capable and focused management to guide the company’s direction.
Corporate Structure
Business Units
Boeing is divided into two main business units including Boeing Commercial Airplanes and Boeing Defense, Space and Security. There are three supporting units that include Boeing Capital Corporation, Shared Services Group, and Boeing Engineering, Operations & Technology. In addition, Boeing has several subsidiaries that support its customers.
Organizational Structure & Leaders
The following personnel represent the chief leaders (CEO/CTO/CFO/President and Executive President) of Boeing’s business units:
(“About Us: Executive Biographies”).
The following personnel represent the Senior Vice Presidents of Boeing’s business units:
(“About Us: Executive Biographies”).
Employees
Boeing employs over 170,000 people worldwide. Of these employees, roughly 140,000 of them have completed a college-level program and earned a degree. Their workforce is made up of highly skilled individuals.
Some of Boeing’s employees are represented by IAM District 751: the International Association of Machinists and Aerospace Workers. As a union, they represent roughly 45,000 workers of The Boeing Company located in Puget Sound, California, Eastern Washington, Oregon and Idaho (“About District 751”).
Employee Training
Boeing conducts unpaid, pre-employment training before offering any candidates a position with Boeing. They also facilitate training as part of a joint program with the International Association of Machinists and Aerospace Workers.
The On-Hour Training program is also provided to employees to teach them the skills required to perform work assignments, and meet the requirements of the company, customer or government regulations.
SWOT Analysis
Strengths
As a large international company, Boeing has a lot of strengths. It is the largest aircraft manufacturer and the second largest aerospace and defense contractor. Its size and financial performance can withstand financial problems like the credit crises that happened a few years ago.
To keep its image of being big and strong, Boeing hires very skilled engineers and contributes a lot in research and development.
Another strength that can be considered is Boeing’s strong supply chain. . A strong supply chain allows resources and products to be moved from one place to another for further development. This, however, can also be seen as a weakness when a loss of control enters the process as Boeing depends on outsourcing to third-party vendors.
Another potential strength of Boeing is their willingness to take risk in innovative technologies including the new 787 Dreamliner. The new plane product is made out of a light carbon fiber that makes it lighter and more fuel efficient. In theory, this plane saves their customers fuel costs and makes the product more desirable than their competitors’ products. Their willingness to take risk in the name of innovation can also be viewed as a threat, however.
Weaknesses
Boeing also has a few weaknesses that correlate with their strengths. The supply chain is a characteristic of strength for the company when everything goes perfect. However, if something goes wrong then the entire production line is delayed, costing the company money. The long production time makes it difficult for Boeing to react immediately to market demands and fix procedural issues. Also, because the cost of production is high, errors in production are also costly.
Boeing is an international company so it outsources a lot to make their product to basically make it cheaper. This caused a large number of problems for the 787 because suppliers were not always able to meet their demands, causing delays, or the parts would not fit correctly (Hiltzik).
Boeing had a few more problems. A few airplanes had problems with their braking system, a fuel leak and a crack appearing on the cockpit window (Avila, Akiko, and Hosford). Since airplanes are very large and complicated they take a long time to manufacturer. Boeing is unable to react immediately to demands and airplanes are costly to manufacturer.
Boeing is also regulated by corporate government laws so many of their business decisions must be made with limiting rules and factors that are imposed upon them.
Opportunities
Boeing has a lot of resources that help with research and development. Boeing can make new products to expand their market, nationally and internationally. Research in technology helps make aircraft faster and cheaper. There is a growing demand for airplanes because the countries are developing and growing internationally.
In recent events, Boeing has the opportunity to fix their image and reassure their products are safe and of high quality. The mishaps associated with the 787 Dreamliner have caused a lot of trouble for Boeing in the media and provide an opportunity for Boeing to find safety solutions and restore their reputation.
In addition, Boeing faces internal employee concerns while trying to maintain their workforce. Many employees are represented by the IAM union, which can lead to strikes and delays in production. Boeing has an opportunity to fix employee relations and listen to their concerns.
Another opportunity Boeing has for improving business is the potential for streamlining production and addressing issues within their supply chain as it relates to outsourcing. Boeing must ensure its third-party vendors are skilled and able to produce parts in a timely and affordable manner to prevent future delays in production and delivery and malfunctioning of parts.
Threats
Boeing has a few threats. The main competitor of Boeing is Airbus in the airplane industry. Boeing also competes with Lockheed Martin Corporation and Northrop Grumman Corporation, in the aerospace and defense field. They each compete for market shares.
Bad global economy can hurt Boeing’s profits. Since countries may try to reduce costs by recycling and refurbishing old aircrafts and this would hurt Boeing’s future orders.
Boeing is a large manufacturer in aerospace technology and defense, but they are very dependent on government contracts.
Some of Boeing’s manufacturing plants are unionized and their employees are prone to striking when needs go unmet. This can cause manufacturing and supply issues when employees strike.
While it’s mostly good that Boeing is willing to take risks to advance in innovation, new technologies come with flaws and bugs and require thorough testing. This puts Boeing in the media spotlight and at risk for reputation blemishes as a result of defects being illuminated for the public to scrutinize. Their decision to install lithium ion batteries to power their new 787 Dreamliner was a risky technological decision, albeit innovative and bearing the potential to save customers 21% in fuel savings. While the lightweight battery allows for the benefit of cheaper fuel costs and can hold more charge compared to other battery types, there is a downfall. Lithium ion batteries can easily short circuit, which can generate a lot of heat, cause thermal issues, and risk catching fire. The Federal Aviation Administration (FAA) has specific requirements regarding battery temperature and imposes measures and regulations to prevent safety issues related to batteries.
The threat of skilled, unionized employees going on strike due to unmet requests is also a reality. Boeing has faced strikes in the past, and the company is currently risking facing another due to issues related to employee pensions.
Due to recent issues with the company’s 787 Dreamliner malfunctions and being grounded, Boeing’s customers are losing a lot of money. LOT Polish, alone, is losing $50,000 per day since they own two of the grounded 787s. Revenue loss for customers could result in Boeing losing customers.
Competitors
The following companies compete with at least one of Boeing’s business units:
- Airbus: closest competitor for airplane manufacturing
- Embraer
- Bombardier
- Northrop Grumman Corporation
- Lockheed Martin Corporation
- European Aeronautic Defense and Space Company (EADS) N.V.
- Raytheon Company
- General Dynamics
Revenue & Profitability
Total Revenue for Boeing in 2011 was 69 billion dollars. This rose to over $80 billion in 2012. Net income for 2011 was $4 billion.
As a result of the recent mishaps with the 787 Dreamliner, Boeing’s commercial airplanes unit has been losing an average of $25 million per month as a direct cost. The cost including repair and delayed orders is even greater at $1 billion per month.
Financials/Stocks
Boeing’s stock has been trading around $75 per share for the last 3 years.
The DOW is up 8.92% from February of 2012. However, Boeing is down 1.93%.
Even in a weak macroeconomic environment, Boeing has managed to thrive. Financial analysts suggest that if the macroeconomic growth picked up then Boeing’s stock could rally as the numbers are often correlated. For example, when Qantas Airways cancelled their order for $8.5-billion dollars worth of 787-Dreamliners due to uncertainty in the global macroeconomic environment, this certainly affected Boeing. The predicted profitability of Boeing’s 787 Dreamliner suffers. Analysts still believe, however, that there’s potential for growth from this product line in the long-term due to numerous existing orders and growth in the Asia-Pacific region (“Qantas Cancellations”).
International Business Insights
Boeing is a very international company. Boeing International is led by Shephard W. Hill, and has customers in 150 countries. Boeing needs to have customers globally because airplanes and aerospace defenses are very expensive and large so a country doesn’t purchase many of them. To make a profit, Boeing has to be global. Target countries are ones that are in need of an Aerospace Defense System or airplanes. Developing countries would need these things. Also the need for commercial airplanes is growing so developed countries need more planes. Boeing has to be understanding and flexible regarding international policy. They have to follow the government regulations in the country that they are doing business in and respect their employees’ religious and cultural customs. Boeing has developed a strong supply chain because of how complicated their products are. They need to develop certain parts in different countries and ship them to another area to be assembled. However, any delays in one part of the chain cause delays for the others (“International”).
E-Commerce Insights
As a B2B supplier, Boeing is not a large player from an e-commerce standpoint. However, they do have several sites related to Internet marketing including:
- The Boeing Store: boeingstore.com and facebook.com/boeingstore
- com/Boeing
- com/groups/boeing/
- com/Boeing
Social Media Director for Boeing
Todd Blecher has held the position of Social Media Director for Boeing since 2005. He has a Master’s degree in International Transactions from George Mason University and a Bachelor’s degree in Economics.
Todd is responsible for transforming Boeing’s external websites into more engaging portals as opposed to informational sites. To accomplish this, he utilizes blogs, Twitter, YouTube, and other social media tools for Internet marketing.
He believes that the core idea of his efforts is to put a human face wherever possible in the actions of Boeing.
Facebook
While Boeing doesn’t post very often on their own Facebook page (their last post was in October 2012), their facebook wall illustrates a virtual community that has shown support for the company,regardless of the recent mishaps with their 787 Dreamliner plane. Facebook fans share their hope in the form of posts to the company’s page that include supportive statements such as: “I always feel safe on a Boeing… I have a feeling that all will be resolved. I wish you great success with the 787!” and “Dear Boeing team, I pray that all is eventually well in the wake of Dreamliner 787 fiasco. You are one of the world’s aviation marvel J”
BoeingStore.com & Facebook.com/BoeingStore
The Boeing Store sells authentic Boeing merchandise and collectibles from clothing to models. The store is designed for consumers and powered by Amazon WebStore. In addition to providing visitors with the ability to purchase Boeing-branded products, it highlights and connects to Boeing’s social media marketing sites.
YouTube.com/Boeing
Boeing uses YouTube to visually highlight their products and innovations. Their YouTube channel currently contains 10 playlists with a combined 244 videos available for viewing. These videos highlight customer stories, Boeing’s firsts, stories of innovation, Boeing advertising, tributes to fallen soldiers and veterans, as well as air shows.
Flickr.com/Groups/Boeing
Boeing’s use of Flickr.com appears limited to uploading and sharing photos of their commercial planes. The photo collection consists of 149, 819 items currently, including images of Boeings new air cargo groups and jetliners.
Boeing has at least three twitter accounts including: @Boeing, @BoeingDefense, and @BoeingAirplanes. A search of #boeing on Twitter results in February tweet topics that aren’t as supportive as Facebook wall posts. Rather, they’re more informative and news-oriented. Topics range from Boeing’s recent news about a potential way to fix their battery problems to Japan finding a miswired Boeing battery during investigation.
Boeing personally uses their twitter accounts to tweet about a wide range of topics including their commitment to safety, the progress they’re making on fixing the 787 Dreamliner’s issues, recent test flights, and contracts they have been awarded.
@Boeing
The @Boeing account is frequently used to retweet @BoeingDefense and @BoeingAirplanes tweets. It is also used to mention customer names or highlight general corporate information, including comments from the CEO.
@BoeingDefense
The Boeing Defense, Space & Security unit has its own twitter account which is typically used to highlight unit-specific successes and technological news such as acquisition of high tech equipment or granting of government-related contracts.
@BoeingAirplanes
The official twitter account of the Boeing Commercial Airplanes unit tweets about information related to the business’ commercial plane manufacturing. Topics include issues related to recent 787 Dreamliner news and new customer acquisitions and sales.
Technology Insights
Boeing Information Services – B2B
While Boeing doesn’t make much use of e-commerce from a business-to-business standpoint, they do use technology extensively to maintain competitive advantage and provide their customers with solutions that help them manage their purchased products/fleet, understand the aviation and defense markets, manage government contracts, train employees, and manage supply chains .
Several subsidiaries of Boeing exist to help its customers run successful businesses. This helps ensure that Boeing’s customers continue to succeed and exist, in turn helping Boeing to succeed.
Boeing and its subsidiary companies host several web sites to market these solutions including:
- MyBoeingFleet.com
- MyBoieingTraining.com
- ILSmart.com
- AeroInfo.com
- http://ww1.jeppesen.com/index.jsp
- http://estock.aviall.com/cgi-bin/index.jsp
Inventory Locator Service (ILS)
Boeing has a subsidiary called Inventory Locator Service (ILS) which offers a supply chain solution for marine, aviation and defense industries. They also developed a mobile app solution for helping customers forecast air traffic volumes and airplane demand. Their web site is specifically dedicated to providing a global electronic marketplace solution for Aviation and Defense companies and can be found at: http://www.ilsmart.com/
At the ilsmart.com web site, several solutions can be found to help Boeing’s customers list and locate inventory, manage sales and inventory, and provide a marketplace through a product called ILSmart.
ILSmart
ILSmart is a desktop software application with a mobile application extension. The ILSmart mobile app is free and helps connect sellers with purchasers. The app can be found at: https://itunes.apple.com/us/app/id385736599?mt=8
Sellers can add, change, and delete inventory and view requests for quotes. Purchasers can search for parts and submit requests for quotes to vendors.
Market Intelligence
ILS also provides solutions such as market intelligence reports including inventory eValuation, aftermarket analysis, airframe and engine analysis, CAGE code analysis, and parts statistics and pricing.
Supply Chain Management
ILS’ supply chain management software helps aviation and defense businesses streamline their processes through inventory management, sales management, and procurement management solutions. The software integrates with ILSmart.
Defense Logistics Data
In addition to supply chain management and market intelligence, ILS also offers a solution for government users to access detailed part information, technical data, and past contract procurement data. Users of this software solution can cross-reference parts, validate parts information, and manage contract bids.
Current Market Outlook
The Current Market Outlook (CMO) app for the iPad is an interactive application that helps Boeing customers forecast long-term air traffic volumes and airplane demand. It’s used by Boeing, and companies involved in Boeing’s supply chain, to help shape their product strategy and business planning. The app includes imagery, graphs, and information that can help customers and suppliers make better, informed purchasing decisions in line with the current aviation industry’s forecast. The app can be downloaded for free at: https://itunes.apple.com/us/app/boeing-current-market-outlook/id580257072?mt=8
In addition to providing industry forecasting, users can compare regional airplane fleets and predict growth of those fleets.
In addition to the CMO app, Boeing created another general app which highlights their innovations from 1916 to present day. This app can also be downloaded for free at: https://itunes.apple.com/us/app/boeing-milestones/id510294916?mt=8
Jeppesen.com
As a subsidiary of Boeing, Jeppesen offers travel- and weather-related information for aviation, marine, and land customers. From mobile navigation charts to locations of public transit stops, their software solutions help travel-related businesses and customers navigate globally and plan for weather and traffic.
MyBoeingTraining.com
This web site was designed and provided by Boeing to provide web-based training to its customers’ pilots and maintenance workers. The site hosts maintenance courses, flight operations seminars, and individual flight training courses. Pilots can train on topics such as simulator preparation and type training. Maintenance training courses include model-specific training, Boeing business jets maintenance, structural repair courses, and specialty offerings. The site also includes a slew of video training for flight and maintenance topics.
AeroInfo.com
Another subsidiary of Boeing is AeroInfo. Their web site describes a series of technological solutions that allow customers to analyze business data and reveal trends and opportunities. AeroInfo markets itself as a business and technology-consulting solutions provider. They help with systems integration, web-based training, and other IT solutions.
Aviall.com
Boeing’s other subsidiary, Aviall, provides aftermarket supply-chain management services for the aerospace, defense, and marine industries. The company also provides maintenance for aviation batteries, wheels, brakes, hose assembly, kitting and paint-mixing services.
MyBoeingFleet.com
A dedicated, secure Internet portal was created and made available to Boeing customers (MyBoeingFleet.com) which allows them to access support products and services for commercial aircraft. The site can be used by companies in the supply chain to order parts, track shipments, requests price quotes, make service requests, collaborate with experts, and obtain technical data like repair manuals or operational procedures.
Professional Selling Insights
Sales Market
Boeing’s sales market includes global sales territories located in 150 countries. Non-U.S. customers account for approximately 50-54% of Boeing’s revenues. This percentage fluctuated between the years 2011 and 2012. Sales rose from 60 billion to over 80 billion from 2008 to 2012. In 2012 their revenue by business segments was compromised as follows:
Commercial Airplanes: 49 billion
Defense, Space & Security 32 billion
Boeing Capital Corp. 441 million
Other Segments 133 million
The U.S. Department of Defense was responsible for 70% of Boeing’s Defense, Space & Security revenue in 2012. (“The Boeing Company – BA”).
Boeing Products
Boeing Defense, Space & Security (BDS)
BDS has built numerous products for the defense, space and security industries. Products include:
- Air Force One,
- unmanned rotorcraft systems like the A160 Turbine (A160T) Hummingbird,
- airlifters like the C-17 Globemaster III,
- software toolkits like the BattleScape Developer Option: a collection of C++ libraries used to ,create applications for whole earth visualization environments, and
- the International Space Station (ISS)
A complete list of BDS’ products can be found at: http://www.boeing.com/bds/a_to_z.html
Boeing Commercial Airplanes
Boeing Commercial airplane models that are currently in production include the 737, 747, 767, 777, 787 Dreamliner, and BBJ/VIP models.
The 787 Dreamliner
The basic model of the 787 carries roughly 210-250 passengers across 8,000 nautical miles. It does so for 21% less fuel cost than other commercial airplanes due to its innovative construction. The plane was built using lightweight carbon composites meshed together with epoxy instead of heavier, traditional aluminum metal. This technology makes the plane more fuel-efficient and Boeing also hopes that, in turn, it makes them more competitive as customers seek more cost-effective solutions (Drew and Mouawad).
As of December 10, 2012, Boeing has delivered 38 of the 787 Dreamliner jets to 8 separate airlines. They produce roughly 5 planes per month currently and plan to double production by the end of 2013. Their prediction is that they will sell 5,000 787 Dreamliners over the next 20 years.
Delays in Dreamliner Production
Although the technology is innovative and hopefully a very profitable idea for Boeing, the risk they’ve taken in producing this new technology has caused them production issues. Since the materials are not traditional and production is more complex, they’ve outsourced much of the part production to third-party vendors and missed their promised delivery dates by 3.5 years. After delivering, they’ve also lost money in the form of massive rebates that they’ve given to customers due to production bugs. While any new technology is bound to face unforeseen glitches, the issues related to the 787 Dreamliner have been serious and costly. This is discussed later in this paper.
The cost of producing a 787 Dreamliner is approximately $232 million. In comparison, Boeing has been selling the planes at nearly half the cost of production. This leaves aerospace financial analysts believing that Boeing’s cost of production is not decreasing quickly enough for the company to meet their projections. Boeing projected they will be profitable by 2015, but analysts estimate that Boeing could continue to spend another $4-5 billion more than gained in the next three years. This could mean that Boeing may not make a profit on each plane until 2021. (Hennigan)
Safety Issues/Malfunctions of the Dreamliner
From October 2012 until the Dreamliners were grounded by the FAA on January 16th, there were several issues that raised red flags for the newly produced commercial airplane. These issues included the following incidents:
- October 2012 – a faulty part in the plane’s cooling system delayed an inaugural flight from Seattle to Tokyo for 24 hours
- November 2012 – Qatar Air grounded the Dreamliner for an electrical problem
- December 2012 – Electric generators failed midflight on a Dreamliner
- December 2012 – FAA ordered inspections of fuel line connectors due to the risk of fuel leaks and fires after All Nippon Airways and Japan Airlines reported fuel leaks during flights
- January 2013 – Electrical system parts were replaced on at least four Dreamliners
- January 2013 – A lithium-ion battery on Japan Airlines’ Dreamliner caught fire and another began to smoke due to thermal runaway
Boeing’s Response
Initially, as bugs became apparent with the new plane, Boeing’s CEO dismissed the safety concerns as glitches. He insisted it was a normal part of the ‘teething’ phase of releasing a new product. The Chief Engineer of Boeing’s 787 Dreamliner also stated on January 9, 2013 that he was “100% convinced that the airplane is safe to fly.” One week later, it was grounded by the FAA and investigations have been on-going to find a solution for the volatile battery issue. Since then, Boeing has acknowledged that it outsourced too much of the production work to suppliers who were willing to cover billions of the development cost dollars. As a result, many parts need reworking (Trejos).
Additional Findings
As investigations continue, electrical issues have been traced to a circuit board inside a power panel that was outsourced and manufactured by an outside supplier.
Fuel leaks were found to be caused by fuel couplings being installed incorrectly during the manufacturing process. As a result, Boeing has stated that they will be retraining their installers.
In Japan, the aircraft’s auxiliary power unit, which contains the lithium ion battery, was improperly connected to the main battery that overheated: another manufacturing flaw.
The battery igniting in Boston was found to be a result of the battery itself: multiple short-circuits in one of the battery’s eight cells started the fire.
Boeing recently announced that they have a potential fix to the battery problem (a reinforced battery box) that they are presenting to the FAA in hopes of getting 50 existing Dreamliners back in service (Paur).
Summary & Views of the Business
Boeing was chosen as the business to analyze within this paper due to the recent media publicity surrounding their latest plane: the 787 Dreamliner. While it’s clear that Boeing has its work in store for them as it relates to fixing their image within the media, and addressing supply chain issues related to production, Boeing is still a strong company.
Boeing has proven in the past that they can surpass and overcome obstacles and increase profits, sales, and customer satisfaction. They have a successful history of growth and are a dominant player in their industry with few legitimate competitors. As the demand in Asia-Pacific regions increases, Boeing will increase their sales and keep their commercial aircrafts in production. Boeing strives to become number one in the skies. With their 787 out of commission it slows Boeing’s ability to meet their “Dream” to reach the top. However, as a company, Boeing is breaking more records than any other aircraft manufacturer across the world. They recently have seen a record-breaking back order for over 4,000 planes across the globe. These orders have a value of over $308 billion dollars. This includes orders for Boeing’s new 737 Max and their new 787 Dreamliner as well as military planes such as their new F-15s . 84 of the F15s have been ordered by Saudi Arabia. For the past few years now, Boeing has had record-breaking sales and profits, surpassing their biggest competitor: Airbus.
As a leader in innovation, Boeing will inevitably be in the media spotlight regardless of whether the news positively or negatively reflects on the company. Their willingness to be the first to release new, innovative technologies puts them at risk for scrutiny when new technologies’ flaws inevitably come to light. This is their strength as a leader in innovative technologies.
Without the fearlessness to continue research, development, and advancement of technology that Boeing and many large companies possess, our growth as a global community would slow. Our progress and evolution depends on innovative companies like Boeing.
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