Home' Asian Aviation : AAV June 2010 Contents AsianAviation | JUNE 2010 23
moderated delivery rates, rather than slavishly
following order trends. is may suggest that during
a period of relatively easy credit, Airbus and Boeing
were careful not to be taken in. For example, both have
acknowledged a certain degree of sales "overbooking"
in recent years, as they accommodated the potential for
order cancellations and delivery deferrals.
Addressing the forecasts of a big delivery downturn,
Leahy says: " e current 'cycle' will be at. Solid sales
backlog sustains production through the downturn."
In fact, he points out that the world airline eet has
remained relatively very stable in the last three years,
despite high production rates supporting 1,927
deliveries in 2008 and in 2009. e in-ser vice eet of
aircra carrying 100 or more passengers has grown less
than 3 percent in the period, from 13,966 to 14,354,
according to Airbus statistics.
is re ects the retirement or storage of some 430
old aircra -- models such as the Airbus A300B; Boeing
707, 727, 737-100 and -200, and 747-100 and -200;
Lockheed L-1011 TriStar; and McDonnell Douglas
DC-8, DC-9 and DC-10. e manufacturer also notes
the withdrawal of 830 "mid-generation" machines
such as: Airbus A300-600 and A310; Boeing 737-
300, -400, and -500, 757, 767, and 747-300; Fokker
100; and McDonnell Douglas MD-80 and -90 and
MD-11aircra . Numbers of "new-generation" designs
-- Airbus A320 series, A330, and A340; Boeing 717
(MD-95), 737NG, 747-400, and 777; and Embraer
ERJ 190 -- decreased by almost 280 during 2008-09.
In this past year of apparent eet consolidation,
Airbus claims to have taken the largest market share
of gross orders, with announced business covering 310
aircra (54 percent of 573 total global orders), valued
at about US$34.9 billion (55 percent of the global
US$63.8 billion market). e European manufacturer
claims shares of 54-57 percent in all categories of
jetliner, except among very large aircraft -- where
Boeing's booking of ve 747-800 aircra , compared
with four A380s ordered from Airbus, gave the US
company 56 percent market share.
Neither company has been able to establish a rm
upper hand since their respective shares have oscillated
between 45 and 55 percent since Airbus rst proved a
match for Boeing in the late 1990s.
As for this year, for the period up to the beginning of
May, Leahy has claimed a much smaller market share.
Airbus had secured announced orders for 67 aircra
(33 percent of 201 total orders) worth US$12 billion
(39 percent of a US$31.1 billion market). e company
should see some advance on overall market share by
order value in 2010, since Leahy expects to increase the
gross order forecast for the A380 from ten to 20 aircra
during the course of the year.
Also in 2010, Airbus can point to several achieved
or anticipated "milestones". Already this year, the
European manufacturer has delivered its 6,000th
aircra , received certi cation for the A330-200F cargo
aircra and handed over the rst Lu hansa A380. Still
scheduled for this year are the introduction of a higher
gross weight A330-200, increased production of A320-
series jetliner, and a decision on o ering a fourth engine
option for the single-aisle family.
As Airbus embarks on a newly revealed long-term
single-aisle product strateg y (see page 24), it is doing
so in the broader context of development plans
that include a focus on core activities as well as the
establishment of additional competencies, according to
Ian Dawkins, the manufacturer's senior vice-president
for future programmes and strateg y. He says Airbus is
looking for new partners that will enable it to move out
of "elementary" processes without losing management
of the business.
"The long-term strategy is not just off-loading
work. We want to keep control and master overall
development processes," Dawkins says.
Dawkins says Airbus intends to integrate all its
activities, including the military transport-aircraft
business, while continuing to develop its international
engineering 'footprint' and establishing major aero-
structures and cabin-interior suppliers. Part of the
footprint expansion plan includes the establishment
in the long term of nal-assembly capacity in the USA
"irrespective of the [US Air Force's] tanker decision".
While the company already o ers aircra -oriented
ser vices, Airbus has ambitions to sell support services
"all around the aircra ", including training, distribution
and material management, air-tra c management,
and airline "solutions". Accordingly, the company has
adopted a strateg y involving three approaches, says
ese involve: the natural growth of existing business;
internal growth and natural organic development;
and external growth through business acquisitions
in identi ed key sectors. e natural organic move is
expected to see Airbus become involved in activities
such as airliner cabin interior and systems upgrades,
consultancy, and so ware development.
In the long term, Airbus's future strateg y will be
driven by innovation, says Dawkins. He identi es three
areas for such innovation: product policy, industrial
organisation, and "ser vices our industry wants". A key
consideration, according to the Airbus o cial, is to act
at the right time : "We do not want to 'go' too early." ●
(2008 population: 5.7 billion people)
(2008 population: 1 billion people)
World air-transport 20-year growth*
Airbus is to begin A380 deliveries to Germany's Lufthansa this year.
Links Archive AAV May 2010 AAV July August 2010 Navigation Previous Page Next Page