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MGT5IPM International Project Management

   

Added on  2020-04-21

12 Pages2939 Words33 Views
Running head: BUSINESS DEVELOPMENT STRATEGY TO FLY HIGHTBusiness Development Strategy to Fly HighName of the Student:Name of the University:Author Note:

1BUSINESS DEVELOPMENT STRATEGY TO FLY HIGHTTable of ContentsIntroduction:...............................................................................................................................2Project Management Cycle of A380 aircraft and Boeing’s 787 Dreamliner and outcome:......2Lessons learnt from these two airline makers:.......................................................................4Lesson 1:................................................................................................................................4Lesson 2:................................................................................................................................5Lesson 3:................................................................................................................................6Lesson 4:................................................................................................................................6Recommendations in strategies to MAC:..................................................................................7Making marketing a part of the project management strategy:..............................................7Continue production of regional jets and international standard aircrafts:............................7Expansion into the developed and emerging markets:...........................................................8References:.................................................................................................................................9

2BUSINESS DEVELOPMENT STRATEGY TO FLY HIGHTIntroduction:The paper aims to study the operations of international projects taking the competitivemarket of airlines manufacturing as the background. The case study, which forms thesubstratum, mentions three companies, which give direction to the study. Murasaki AircraftCorporation (MAC) with its strong shareholder base of MNCs like Toyota and already in theregional jet industry is seeking to enter international aircraft market. The CEO of thecompany wants to find out strategies to enter international market following the style of irbusand Boeing but wants to avoid their flaws. This intention of the CEO forms the basis of thesections, which make up the study. The section deals with the brief study of Airbus andBoeing, their ambitious aircraft building projects and their flaws in managing those projects.The next section elaborates these flaws to out lessons, which Murasaki must learn from themistakes of Airbus and Boeing. The final section consists of recommendations for the airlinescompany based on these learnings. The recommendations unlike the learning section gobeyond the flaws of the two aircraft-manufacturing giants namely, Airbus and Boeing. Thesection also covers aspects like marketing and international expansion, which Murasaki canadopt to strengthen its operations.Project Management Cycle of A380 aircraft and Boeing’s 787 Dreamliner and outcome:The strategic management of A380 aircraft shows that the French airlinemanufacturing company Airbus uses advanced methodology to control the airlinemanufacturing operations. Airbus controls project management cycle at every stage includinginitiating the manufacturing projects worth millions of dollars, planning of manufacturingoperations, execution. The efficient project management procedure spans over the areas likemonitoring and control but does not include closing of these projects.A380 manufacturingproject was one of the most ambitious projects and the company chose to partner with

3BUSINESS DEVELOPMENT STRATEGY TO FLY HIGHTGerman airline manufacturing company Hamburg to ensure successful execution of theproject. However, the consortium of the French and German was not as successful due toconflict between them. There were several flaws due to lack of cooperation among themanagement of Airbus and Hamburg. Hamburg designed advanced software for the use ofthe aircrafts but the same was not compatible with the older versions, which were already inuse by the French airline company. This prevented smooth flow of project related betweenthe two companies. The outcome of the lack of communication and collaboration betweenAirbus and Hamburg resulted prevention of installation of parts into the bodies of theairbuses. This ultimately led to halting of production of the ambitious A380 aircraft andAirbus suffered a loss of over $6 billion. The final outcome of Airbus to manage the A380project was that the company had to postpone the delivery of the aircrafts to its esteemedclient Singapore Airlines by two years (company.airbus.com, 2017).Boeing’s 787 Dreamliner is one of the ambitious projects taken by the Americanairline manufacturer Boeing Commercial Airplanes. Dreamliner 787 was the first plane witha fuselage having a composite barrel in the place of old-fashioned aluminium sheets used bythe existing aircrafts during that time. The makers, Boeing Commercial spent a huge amountamount of money to money to manufacture the airplane and collaborated with internationalpartners like NASA Ames Research Center. The company in order to ensure to accuratelyexecute the project entered into subcontracting with Mitsubishi heavy industries of Japan andKorea Aerospace Industries of South Korea. The project execution of Dreamline 787 cost anestimated Boeing $ 32 billion (Boeing.com. 2017). The cost of purchase to obtain theexpensive components exceeded the cost of purchase of its assembly facilities. The airwaysas result started suffering heavy loss on each aircrafts it manufactured. JPMorgan Chaseestimated that BOEING suffered a loss of $45 million per aircraft. The aircraft manufacturerstarted incurring heavy losses on each of its delivery of its airbuses to its clients. The

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