Transformation in Procurement. Challenges for the Global Aircraft Industry. HAL Executives Presentation Toulouse, October 13, 2014

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1 HAL Executives Presentation Toulouse, October 13, 2014 Transformation in Procurement Challenges for the Global Aircraft Industry Albert Varenne Airbus

2 Agenda Business Situation and Supply Chain Challenges Procurement Transformation Transformation of the Supply Base

3 Agenda Business Situation and Supply Chain Challenges Procurement Transformation Transformation of the Supply Base

4 at a glance: 59 bn. revenues, employees 40 bn. revenues employees

5 Airbus Group Procurement External Sourcing Turnover Revenues 59, ,3 Bn Airbus Military 1,3 3% Astrium 3,0 7% Eurocopter 3,7 9% Other BUs 3,2 8% HQs 0,5 1% Airbus 27,5 65% Cassidian* 3.1 7% Sourcing Turnover is more than 2/3 of Sales Sourcing Turnover 2/3 by Airbus Page 5

6 Airbus product portfolio and headline figures A320 family A take-off or landing every 2.5 seconds, Over 7 billion passengers carried since EIS 88 A330 family A take-off or landing every 25 seconds, More than 800 A330s sold since 787 launch A350 XWB First flight mid 2013 Over 600 firm orders from 35 customers A380 Takes-off or lands approx. every 6.5 minutes 125 flights per day and 1.5 million pax per month The world flies Airbus Aircraft 14,520 sold 8,608 delivered 7,912 in operation 401 operators 25,000 daily flights End July 2014 EIS Entry into Service

7 HAL Executive s Air travel remains a growth market World annual RPK (trillion) ICAO total traffic Airbus GMF % 20-year world annual traffic growth 4.7% % 6 Air traffic has doubled 4 every 15 years 2 Air traffic will double in the next 15 years Source: ICAO, Airbus RPK Revenue passenger kilometers

8 14,500 Airbus orders, over 8,600 deliveries Airbus orders and deliveries 14000, , ,0 8000,0 6000,0 4000,0 Orders 2010: 10,000 orders ,619 new aircraft orders 626 deliveries 2000,0 1970: Airbus founded Deliveries, At end July, 2014

9 Challenges Business Growth Industrialization Overall production rates Ramp-up A350 Transition A320 ceo/neo Globalization Robustness Competitiveness Globalisation Innovation

10 Agenda Business Situation and Supply Chain Challenges Procurement Transformation Transformation of the Supply Base

11 Procurement organizational set-up Airbus Procurement Contracting domain Operational domain P Strategy Compliance A350XWB Procurement Series Programmes Procurement Aerostructure Material & Parts Equipment & Sys. Cabin Propulsion Sys. Procurement Operations Gen. Procurement Quality Procurement Finance HR Dedicated Procurement governance and support functions Overall responsibility for business with suppliers (TCO) End-to-end supply chain operations management Crossfunctional/division. activities & links

12 The MFT is a cornerstone of the P organization Engineering Purchasing Programs Multi-functional team (MFT): Aligned purchasing policies Costing Supply Chain Cost optimization Improved supplier reliability Finance Customer Services Responsiveness to customers

13 Agenda Business Situation and Supply Chain Challenges Procurement Transformation Transformation of the Supply Base

14 Airbus Procurement Presentation Consolidate the Supply Chain: Bigger & Fewer April 2014 Platform Assembly Large-scale Integration Value-added Parts and Assemblies Make-to-print Parts and Assemblies Raw Materials Past Many direct partners No real role for integrators Design to print of parts and sub-assemblies Airbus Today Fewer, but still many direct partners Limited role for integrators The New Airbus System Integrators TIER 1 RSP Far fewer large direct risk sharing partners with whom to build strong ties and who can share capital expenditure, development costs and risk A real global extended enterprise Extensive role for integrators Design to functional specifications of large main components or subassemblies

15 Challenges for the Supply Chain: Short-term NEO Berliner Forum Zukunft Mai 2014

16 Route to EIS / Ramp-up Cost convergence A350 global rate RC cost-down project: Supply Chain contribution! Ramp-up gates to be secured (supply chain!) Rate readiness assessments Transformation plans, JIP s RC base risks potentials Joint Airbus / supplier initiatives Technical optimization (DtC), supply chain improvements EIS Entry into Service JIP Joint Improvement Program RC Recurring Cost DtC Design to Cost

17 Rate HAL Executives A320 CEO/NEO transition A320 Family ramp-up evolution (rate) Legacy A320 ramp-up (25 years) 1st A320 1st A321 1st A319 1st A318 A320neo ramp-up (30 months) A320 CEO classic engine option A320 neo new engine option

18 Mid /long term challenges for the supply chain? Innovation Volume increase Globalisation

19 Structural evolution of the aviation industry illustrative Middle size company (strong 1 st line) Airbus 1990 x10 Airbus 2020

20 Requirements for 1st tier suppliers from Regional Small size - companies - contracts/volumes Extended workbench Defence legacy Global to Critical mass - companies - contracts Work package approach Commercial/industrial orientation

21 Airbus Procurement Presentation Develop Suppliers to world class: Supply Chain Excellence April 2014 Mission Enable Supply Chain Operations Excellence, by providing the supply base with the right improvement framework (skills, methods and tools) to eradicate problems and increase performance in a sustainable manner Correction Contain / Control 2014 Control / Develop Develop / Excel T1, T2 Development Supplier Maturity Performance OTD / On Quality / COST and Increased Supply Base Maturity Supplier Development Vision: From Correction to Anticipation Worldwide Supply chain visibility and Reactivity to support a Global Supply Chain

22 Airbus Procurement Presentation Develop Suppliers to world class: through SPACE common approach April 2014 SPACE in a nutshell: Non-profit industrial association to further develop industrial performance of aerospace lower tier suppliers Managed by approx. 15 aerospace primes. These primes send experts for supplier development to common sub tiers Promotes a common tool set for supplier development projects Shares resources for development of common suppliers among members Founded in 2007 Supply chain Progress towards Aeronautical Community Excellence An innovative approach to share supplier development resources and tools

23 Cost competitiveness HAL Executives Optimizing supply base and cost Vertical integration (materials) Single Aisle aerostructure double sourcing Cabin strategy (BFE-to-SFE/ACS) BFE Buyer furnished equipment SFE Supplier furnished equipment ACS Airbus contracted supplies

24 efficiency HAL Executives Balance between shorter- and longer-term activities New concepts Derivatives Disruptive Technologies (improvement and new needs answer) 2010 Incremental Innovation (improvement of cost and efficiency) 2050

25 Innovation HAL Executives Focus areas of supply chain innovation contributions Fuel Burn Savings, e.g. o o o etaxi Fuel cell Next generation engines Flexible Cabin o o o Passenger density Comfort In-flight services/connectivity Business System Evolution (eg. end-to-end total maintenance packages)

26 Airbus regional spend profile Global Sourcing Drivers Global Sourcing Evolution Market Access Supply Chain Strategy 50 RoW + > 500% + 100% Value for cost Global Sourcing Currency hedging 25 Country Risk Management + 50%

27 Airbus order backlog end 2013 North America 12% 20% Europe & CIS 18% 24% Middle East 10% 7% Lessors 17% Latin America 7% 8% Africa 1% 3% Asia Pacific 34% 38% carnet Previsions A fin 2013

28 Thank you for your attention!

29 AIRBUS (Airbus S.A.S., Airbus Operations S.A.S., Airbus Operations GmbH, Airbus Operations LDT, Airbus Opeartions SL, Airbus China LTD, Airbus (Tianjin) Final Assembly Company LTD, Airbus (Tianjin) Delivery Centre LTD). All rights reserved. Confidential and proprietary document. This document and all information contained herein is the sole property of AIRBUS. No intellectual property rights are granted by the delivery of this document or the disclosure of its content. This document shall not be reproduced or disclosed to a third party without the express written consent of AIRBUS S.A.S. This document and its content shall not be used for any purpose other than that for which it is supplied. The statements made herein do not constitute an offer. They are based on the mentioned assumptions and are expressed in good faith. Where the supporting grounds for these statements are not shown, AIRBUS S.A.S. will be pleased to explain the basis thereof. AIRBUS, its logo, A300, A310, A318, A319, A320, A321, A330, A340, A350, A380, A400M are registered trademarks.

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