After the virtual halt in air traffic, the post-COVID recovery has begun in a heterogeneous way around the world. Regional flights have seen a strong acceleration in demand, while long-haul flights are struggling to recover their pre-crisis levels.
Although aircraft manufacturers want to increase production rates in anticipation of the recovery in air transport, this objective is hampered by the shortage of manpower and materials.
Moreover, in this context of uncertainty, the supplier chain remains reluctant to invest to support this ramp-up.
Aircraft manufacturers and subcontractors must increase the pace of production to meet the rise in air traffic and the modernisation of existing fleets. Digital transformation requires the deployment of new technologies (Big Data, IoT, augmented reality, etc.) at the factory and supply chain levels to improve product quality while optimizing production costs.
Aircraft deliveries for Airbus and Boeing have been steadily increasing for several years, reaching 1600 aircraft in 2018.
- Increase production rates
- Control supply on all production lines
- Deploy processes, tools, methods and technologies of Industrie 4.0
- Acquire and integrate new skills (digital, data science, networks, etc.)
The aeronautics sector intends to take advantage of digital transformation to optimize its internal processes by adopting an end-to-end approach (engineering, manufacturing, maintenance, decision-making, etc.) and create new services, a source of additional revenue.
Airbus believes that it will be able to develop an aircraft twice as quickly thanks to digital continuity (with new PLM approach). Skywise, its data platform, is already used by several airlines, with more than a thousand connected aircrafts and a declared objective of 0 AOG (Aircraft on Ground).
- Ability to combine business knowledge and digital skills
- Structure and interconnect data sources in order to make them usable
- Succeed with the management of change in the company (scaled agile, end 2 end…)
Aircraft manufacturers are preparing the aircraft of the future, more fuel-efficient, quieter, less polluting, and smart, by privileging incremental innovation (addition of new features to the existing product) rather than the launch of a new project from A to Z.
Dassault Aviation’s Falcon 2000 program has undergone successive improvements since its introduction in 1989. The EX version in 2000 (new engine and EASy cockpit), the LX version in 2007 (winglet with 5% fuel economy), and finally the LXS version in 2014 (new slats that have reduced landing distance by 14%).
- Reduce the “time to market” by optimizing development schedules
- Integrate electric propulsion (hybrid propulsion, electric drive mode, etc.)
- Ensure the continuity of smart services for passengers (from the airport to the aircraft)
- Introduce new materials and new manufacturing techniques (e.g.: 3D printing)
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Our Success Stories
A British engine manufacturer has chosen ALTEN to support it in the simultaneous commissioning of several new civilian-aircraft engines. ALTEN succeeded in putting together a team of 90 high-level engineers in the United Kingdom in record time.Learn more
ALTEN helps a European aircraft manufacturer to define the new functions to be introduced into current passenger aircraft by 2025. In order to quickly validate the new HMI (Human Machine Interface) concepts among test pilots, ALTEN has developed its own immersive environment creation platform based on the VR (Virtual Reality) technology.Learn more
A major aircraft manufacturer wants to deploy a digital dashboard to interface with the different lines of business in order to optimise the scheduling of all the activities on a final assembly line (FAL). By combining several expert skills in manufacturing and BI (Business Intelligence), ALTEN accompanied the client’s production teams in preparing data and provided support in defining the specifications of this digital tool.Learn more
ALTEN is in charge of supply management for all the mechanical and structural parts for a global leader in civilian and military helicopters in France and Germany. A disruptive strategy and a mature nearshore organisations have allowed it to reduce supply management costs by 30% and deliver a high standard of service (e.g.: OTD>95%, reduction in missing parts and stock).Learn more
Airbus Group, Dassault Aviation…
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Rolls Royce, Safran Group, Thales Group, Liebherr, Airbus Atlantic…