Page 54 - The European Business Review
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Supply Chain






          next two decades, and currently, Boeing and  Table 1. Traditional Titanium Supply Chain
          Airbus have a record backlog of over 12,000
                                                   Step Company      Description                Purchasing Strategy
          aircraft; 61-percent of the backlog consists of
                                                       Titanium Ore  Average total heavy metal content is 5%,
          high titanium content aircraft platforms, in addi-  1  Extractor  meaning that 100 tons of raw material must
          tion to substantial military needs. 7                     be processed to extract 5 tons of titanium ore.
            With many steps and players to coordinate,  Material    Converts titanium ore into sponge.
          newly designed aerospace titanium parts typi-  2  Manufacturer                         Product
          cally exhibit lead times of 55 to 75 weeks. In                                         Specification
          RUGHU WR DGGUHVV WKH VLJQLÀFDQW IXWXUH GHPDQG  3  Rolling Mill/Metal  Converts sponge into bar stock or sheets.
                                                       Manufacturer
          for titanium aircraft parts, NTi recognised that
          the fundamental paradigm shift from “lean” to  4  Distributor  Distributes bar stock and sheet materials.
          “ultra-lean” required going beyond the produc-
                                                       Part Manufacturer Rough and finish machining of bar stock
          WLRQ  ÁRRU   ,Q  RUGHU  WR  DWWDLQ  D  FRPSHWLWLYH  5     into aerospace part. Part gets put into a
          advantage with the additive method, NTi simul-            sub-assembly.                Active
          taneously leveraged the value chain factors of  (Sub-)Assembly  Value added supplier adds finished part into   Management /
                                                                                                 Quality Assurance
          connectedness, responsiveness and process.  6             higher order partial assembly.
                                                    7  End Customer   Part gets assembled into airframe.
          Connectedness
          A proprietary process called Rapid Plasma
          'HSRVLWLRQŒ   53'Œ   GHOLYHUV  VLJQLÀFDQW
          reductions in material costs, lead time, and manu-           limitless whole system opportunities. Front-
          facturing steps. To support RPD™, NTi also                   runners have already initiated a paradigm shift in
          had to develop control systems and processes                 contract and reward structures. 8
          that were capable of producing products for
          aerospace applications, all of which are tied                Responsiveness
          together by a network of face-to-face and elec-              Using additive manufacturing processes and
          tronic networks that inform NTi which parts will             heightened connectedness, the work for a single
          PRVW EHQHÀW WKH FXVWRPHU LQ WHUPV RI SHUIRU-                 part can be done with unprecedented respon-
          mance, cost reductions, and improvements to                  siveness. In the words of industry expert Ervest
          lead times. One of the challenges with connect-              Arvai who witnessed Norsk’s technology at the
                                                                                           9
          edness is convincing customers to change their               Farnborough air show : “Using titanium wire
          mindset about part design and delivery. Additive             WKH ÀUP FDQ EXLOG XS DQ\ SDUW RYHUQLJKW  <HV
          manufacturing encourages interactivity in                    overnight... This takes JIT to a new level.”
          design, demanding imagination and engagement                    High responsiveness requires restructuring
          by customers in order to net the full bene-                  the supply chain and information needs in
          ÀWV  RI  FRQQHFWHGQHVV   0RVW  VXSSO\  FRQWUDFWV             order to serve customers value that they could
          and relationships lack the incentive structure to            never otherwise afford. Many aircraft parts have
          encourage genuine solutions adapted to real-                 sporadic, unpredictable demand patterns, leading
          time needs and value generation, instead relying             to high holding costs for parts that may not be
          on a priori VSHFLÀFDWLRQV DQG FRVW VDYLQJV  6PDUW            required for years. A 4-6 week lead time (or less)
          companies are moving past experimental proto-                provides the option of replacing costly safety
          type generation and into design thinking toward              stocks of slow moving and hard-to-predict parts
                                                                       with supply chain responsiveness; customers
          Additive manufacturing encourages                            receive unprecedented customer service levels at
                                                                       the same time they save tremendously on supply
          interactivity in design, demanding imagination               chain costs. This level of responsiveness also
          and engagement by customers in order to                      facilitates new product innovation, particularly
                                                                       important in the critical design review stage of
          net the full benefits of connectedness.                      aircraft development.





         54      The European Business Review    January - February  2018
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