}r*pXnJrIN I)!HU,($ ]mT"Ah44N`A<:_#^Lmgb{sKbe[Dl C_0q{QT2 1`lZT|k~qU{6|?V 0{[5F^[ZoU@ cQ~/={@#bKt> <}IKKC]iP>AU:0&zN/L:WWO~ZmE?;+K|;vL+7;/Z ,|nuD1ocH96r`OzEE ;mG,N"!Un@ VnG)M4fYGbv/Z;MxVV*r[&n)R_1|S>o#J+(Wr(v#HB9X9AOEz;I;vaeq:$>Hqi__y9-"'nl-[#Fcr[VO<|~.y+9x]V6^!.kk6K vzM`^`N dn."YHl'eDsY1,>v9MiOJr+a;0+:rw@[&bk//G8+mN Gg=2M`2:Mxw8rIZf88Bo] k( ">N"B0-5_ozUo.-mom/9]=Ug>L_um E")0C*1bHRJ@!9cSv(YUJR[T KX+"7 [/j:9"V 5t)`dLT* A%E$%G:lxBedVY[+_!!urZ&|rRR(c}1+ Jq6(Xa`w3bA+"UsU/z+,/k-@zQ((:-(Grg.Zr}GPY![P1`geAYU}{-h{-,&dT6h) rXA$mjG&lKA_;HF>pz@r-f1 59[^S :pWs <1,r+%}QR$1`pi+^ Z(hCPUsC

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Aerospace | Polk State College

Industry

Dayton Aerospace has signed a number of corporate-level, omnibus contracts with many large companies. These contracts are long-term, task-order type contracts that may provide your business unit quick access to Dayton Aerospaces capabilities under pre-negotiated terms and conditions. Contact us for more information.

Dayton Aerospace is an active teammate on a variety of government contract vehicles that provide easy, quick access to our support.

GSA Management and Organizational Business Improvement Services (MOBIS) The MOBIS Schedule includes a scope of work that covers Consulting Services (874-1), Facilitation Services (874-2), and Training Services (874-4). The contract can be used by any federal, state, or local government agency.

Aeronautical Systems Center (ASC) Acquisition of Consolidated Enterprise Support Services (ACCESS) ACCESS provides a range of technical and management advisory and assistance services for customers at Wright-Patterson Air Force Base (WPAFB). Dayton Aerospace is a member of the Quantech ACCESS Team.

Air Force Materiel Command (AFMC) Design & Engineering Support Program (DESP III) This IDIQ vehicle provides a range of engineering services in support of any system or subsystem with the Air Force and other DoD agencies. We are a member of the University of Dayton Research Institute (UDRI) DESP III Team.

Department of Defense (DoD) Logistics , Maintenance, and Supply Support (LMSS) The LMSS contract provides support for all lifecycle management activities associated with the planning, implementation, execution and retirement of business processes and systems solutions for the DoD. Dayton Aerospace is a member of the following teams: Alion, Booz Allen Hamilton, DRC, and URS.

Network-Centric Solutions (NETCENTS II) Enterprise Integration and Services Management (EISM) and Application Services NETCENTS II provides Air Force, DoD, and other Federal Agencies with a primary source of networking equipment/product supply and a means of systems engineering, installation, integration, operations, and maintenance for a family of DoD adopted commercially standardized networking solutions. We are a member of the DRC Team.

Naval Sea Systems Command (NAVSEA) SeaPort Enhanced SeaPort-e is an extension of NAVSEAs Warfare Centers SeaPort procurement vehicle used for support services for all phases of naval ship and shipboard weapon systems. Dayton Aerospace is a member of the Northrop Grumman SeaPort-e Team.

US Special Operations Command (USSOCOM) Global Battlestaff and Program Support Services (GBPS) GBPS provides the necessary services to support all mission areas of USSOCOM and its components as specified and ordered under individual task orders in the areas of global battlestaff and intelligence; acquisition and logistics management; and business operations and financial management. Dayton Aerospace is a member of the Jacobs Technology Team.

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Contract Vehicles | Dayton Aerospace, Inc.

Aerospace Engineering Schools near Bridgeport

Bridgeport, CT (population: 136,604) has four aerospace engineering schools within a 100-mile radius of its city center. Post University, the highest ranked school in this group with an aerospace engineering program, has a total student population of 8,082. It is the 703rd highest ranked school in the USA and the 14th highest in the state of Connecticut (#1 is Wesleyan University).

Aerospace Engineering students from Bridgeport schools who go on to become aerospace engineers, engineers, aviation engineers, etc. have a good chance at finding employment. For example, there are 70,570 people working as aerospace engineers alone in the US, and their average annual salary is $96,270. Also, Aerospace engineering and operations technicians make on average $59,820 per year and there are about 7,940 of them employed in the US today. In fact, in the Bridgeport-Stamford-Norwalk area alone, there are 130 employed aerospace engineering and operations technicians earning an average salary of $65,100. Aerospace engineers in this area earn $83,480/yr and there are ** employed.

Bridgeport lies in Fairfield county, which is one of the 8 counties in Connecticut. Overall, the Bridgeport-Stamford-Norwalk area has 418,180 total employed workers according to the US Bureau of Labor Statistics, with a 2% unemployment rate, $28/hr average worker wage, and a $57,340 average annual salary. Thus, about ** out of every 1000 jobs in Bridgeport are held by aerospace engineers, and 0/1000 are held by aerospace engineering and operations technicians.

Of the 4 aerospace engineering schools with a 100-mile radius of Bridgeport, none have a student population over 10k. After taking into account tuition, living expenses, and financial aid, Post University comes out as the most expensive ($23,261/yr) for aerospace engineering students, with Three Rivers Community College as the lowest, reported at only $4,092/yr.

Program ID: 168565

Levels offered: Associates

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Top Aerospace Engineering Schools in Bridgeport : Programs ...

Outsourcing is a loaded term. In todays globalised world it has become to mean many things from using technology to outsource rote work over the internet to sharing capacity with external partners that are more specialised to complete a certain task. However, inherent in the idea of outsourcing is the promise of reduced costs, either through reductions in labour costs, or via savings in overheads and tied-up capital.

I recently stumbled across a 2001 paper[1] by Dr Hart-Smith of the Boeing Company, discussing some of the dangers and fallacies in our thinking regarding the potential advantages ofoutsourcing. The points raised by Hart-Smith are particularly noteworthy as they deal with the fundamental goals of running a businessrather than trying to argue by analogy, or blind faith on proxy measurements. What follows is my take on the issue of outsourcing as it pertains to the aerospace industry only, loosely based on the insights provided by Dr Hart-Smith, and with some of my own understanding of the topic from disparate sources that I believe are pertinent to the discussion.

That being said, the circumstances under which outsourcing makes economical sense depends on a broad spectrum of variables and is therefore highly complex. If you feel that my thinking is misconstrued in any way, please feel free to get in touch.With that being said lets delve a bit deeper into the good, the bad and the ugly of the outsourcing world.

Any discussion on outsourcing can, in my opinion, be boiled down to two fundamental drivers:

Using these two points as our guidelines it becomes clear very quickly under what conditions a company should decide to outsource a certain part of its business:

Note, that in either case the focus is on receiving extra value for something the company pays for rather than on reducing costs. In fact, as I will explain below, outsourcing often leads to increases in cost, rather than cost reductions. Under these circumstances, it only makes sense to outsource if this additional cost is traded for extra value that cannot be created in house, i.e. manufacturing value or technical value.

Reducing Costs

Reducing costs is another buzzword thatis often used to argue pro outsourcing. Considering the apparent first-order effects,it makes intuitive sense that offloading a certain segment of a business to a third party will reduce costs via lower labour costs and overheads, depreciation and capital outlays. In fact, this is one of the allures of the globalised world and the internet; the means of outsourcing work to lower-wage countries are cheaper than ever before in history.

However, the second-order effects of outsourcing are rarely considered. The first fundamental rule of ecology is that in a complex system you can never only do one thing. As all parts of a complex system are intricately linked, perturbing the system in one area will have inevitable knock-on effects in another area. Additionally if the system behaves non-linearly to the external stimuli, these knock-on effects are non-intuitive and almost impossible to predict a priori. Outsourcing an entire segment of a project should probably be classed as a major perturbation, and as all components of a complex engineering product, such as an aircraft, are inherently linked, a decision in one area will certainly effect other areas of the project as well. Hence, consider the following second-order effects thatshould be accounted foras a result of outsourcing as certain line of a business:

Therefore there is an inherent clash between trying to minimise costslocally, i.e. the costs for one component in isolation, and keeping costs downglobally, i.e. for the entire project. In the domain of complex systems, local optimisationcan lead to fragility of the system in two ways. First, small perturbations from local optima typically have greater effects on the overall performance of the system than perturbations from locally sub-optimal states. Second, locally optimising one factor of the system may force other factors to be far from their optima, and hence reduce the overall performance of the system. A general heuristic is that the best solution is to reach a compromise by operating individual components at sub-optimal levels, i.e.with excess capacity,such that the overall system is robust to adapt to unforeseen perturbations in its operating state.

Furthermore, the decision to outsource the design or the manufacture of a specific component needs to factored into the overall design of the product as a early as possible. Thus, all interfacing assemblies and sub-assemblies are designed with this particular realityin mind, rather than having to adapt to this situation a posteriori. This is because early design decisions have the highest impact on the final cost of a product. As a general rule of thumb, 80% of the final costs are incurred by the first 20% of the design decisions made, such that late design changes are always exponentially more expensive than earlier ones. Having to fix misaligned sub-assemblies at final assembly costs orders of magnitude more than additional planning up front.

Finally, the theory of constraints teaches us that the performance of the overall project can never exceed that of its least proficient component. Hence, the overall quality of the final assembly is driven by the quality of its worst suppliers. This means that in order to minimise any problems, the outsourcing company needs to provide extra quality and technical support for the subcontractors, extra employees for supply chain management, and additional in-house personal to deal with the extra detail design work and project management. Dr Hart-Smith warns that

With all this extra work the reality is that outsourcing should be considered as anextra cost rather than a cost saving, albeit, if done correctly, for the exchange of higher quality parts. The dollar value of out-sourced work is a very poor surrogate for internal cost savings.

Outsourcing Profits

Hypothetically, in the extreme case when every bit of design and manufacturing work is outsourced the only remaining role f0r the original equipment manufacturer (OEM) of the aircraft is to serve as a systems integrator. However, in this scenario, all profits are outsourced as well. This reality is illustrated by a simple example. The engines and avionics comprise about 50% of the total cost ofconstructionof an aircraft, and the remaining 50% are at the OEMs discretion.Would you rather earn a 25% profit margin on 5% of the total work, or rather 5% profit margin on 25% of the total work? In the former case the OEM will look much more profitable on paper (higher margin) but the total amount of cash earned in the second scenario will be higher. Hence, in a world where 50% of the work naturally flows to subcontractors supplying the engines, avionics and control systems, there isnt much left of the aircraft to outsource if enough cash is to be made to keep the company in business. Without cash there is no money to pay engineers to design new aircraft and no cash on hand to serve as a temporary buffer in a downturn. If there is anything that the 20th century has taught us, is that in the world of high-tech, any company that does not innovate and purely relies on derivative products is doomed to be disrupted by anew player.

Second, subcontractors are under exactly the same pressure as the OEM to maximise their profits. In fact, subcontractors have a greater incentive for fatter margins and higher returns on investment as their smaller size increases their interest rates for loaned capital. This means that suppliers are not necessarily incentivised to manufacture tooling that can be reused for future products as these require more design time and can not be billed against future products. In-house production is much more likely to lead to this type of engineering foresight. Consider theproduction of a part that is estimated to cost the same to produce in-house as by a subcontractor, and to the same quality standards. The higher profit margins of the subcontractor naturally result in a higher overall price for the component than if manufactured in-house. However, standard accounting procedures would consider this as a cost reduction since all first-order costs, such as lower labour rate at the subcontractor, fewer employees and less capital tied up in hard assets at the OEM, creates the illusion that outside work is cheaper than in-house work.

Skin in the Game

One of the heavily outsourced planes in aerospace history was the Douglas Aircraft Company DC-10, and it was the suppliers who made all the profits on this plane.It is instrumental that most subcontractors were not willing to be classified as risk-sharing partners. In fact, if the contracts have been negotiated properly, then most subcontractors have very little downside risk. For financial reasons, the systems integrator can rarely allow a subcontractor to fail, and therefore providesfree technical support to thesubcontractor in case of technical problems. In extreme cases, the OEM is even likely to buy if subcontractor outright.

This state of little downside risk is what NN Taleb calls the absence of skin in the game [2]. Subcontractors typically do not behave like employees do. Employees or risk-sharing partners have a reputation to protect and fear the economic repercussions of losing their paychecks. On the one hand, employees are more expensive than contractors and limit workforce flexibility. On the other hand, employees guarantee a certain dependability and reliability for solid work, i.e. downside protection to shoddy work. In Talebs words,

So employees exist because they have significant skin in the game and the risk is shared with them, enough risk for it to be a deterrent and a penalty for acts of undependability, such as failing to show up on time. You are buying dependability.

Subcontractors on the other hand typically have more freedom than employees. They fear the law more than being fired. Financial repercussions can be built into contracts, and bad performances may lead to loss in reputation, but an employee, by being part of the organisation and giving up some of his freedom, will always have more risk, and therefore behave in more dependable ways. There are examples, like Toyotas ecosystem of subcontractors, where mutual trust and skin in the game is built into the network via well thought-out profit sharing, risk sharing and financial penalties, but these relationships are not ad hoc and are based on long-term relationships.

With a whole network of subcontractors the performance of an operation is limited by the worst-performing segment. In this environment, OEMs are often forcedto assist bad-performing suppliers and therefore forced to accept additional costs. Again from NN Taleb [2],

If you miss on a step in a process, often the entire business shuts down which explains why today, in a supposedly more efficient world with lower inventories and more subcontractors, things appear to run smoothly and efficiently, but errors are costlier and delays are considerably longer than in the past. One single delay in the chain can stop the entire process.

The crux of the problem is that a systems integrator, who is the one that actually sells the final product, i.e. gets paid last and carries the most tail risk, can only raise the price to levels that themarket will sustain. Subcontractors, on the other hand, can push for higher margins and lock in a profit before the final plane is sold and thereby limit their exposure to cost over-runs.

ROE

The return on net assets or return on equity (ROE) metric is a very powerful proxy to measuring how efficiently a company uses its equity or net assets (assets liabilities; where assets are everything the company owns and liabilities include everything the company owes) to create profit,

The difference between high-ROE and low-ROE businesses is illustrated here using a mining company and a software company as (oversimplified) examples. The mining company needs a lot of physical hard assets to dig metals out of the ground, and hence ties up considerable amount of capital in its operations. A software company on the other hand is asset-light as the cost of computing hardwarehas exponentially fallen in line with Morse Law. Thus, if both companies make the same amount of profit, then the software company will have achieved this more efficiently than the mining company, i.e. required less initial capital to create the same amount of earnings.The ROE is a useful metric for investors, as it provides information regarding the expected rate of return on their investment. Indeed, in the long run, the rate of return on an investment in a company will converge to the ROE.

In order to secure funding from investors and achieve favourable borrowing rates from lenders, a company is therefore incentivised to beef up its ROE. This can either be done by reducing the denominator of the ratio, or by increasing the numerator. Reducing equity either means running a more asset-light business or by increasing liabilities via the form of debt. This is why debt is also a form of leverage as it allows a company to earn money on outside capital. Increasing the numerator is simple on paper but harder in reality; increasing earnings without adding capacity, e.g. by cost reductions or price increases.

Therefore ROE is a helpful performance metric for management and investors but it is not the ultimate goal. The goal of a for-profit company is to makemoney, i.e. maximise the earnings power. Would you rather own a company that earns 20% on a business with $100 of equity or 5% on company with $1000 of tied up capital? Yes, the first company is more efficient at turning over a profit but that profit is considerably smaller than for the second company. Of course, if the first company has the chance to grow to the size of the second in a few years time, and maintains or even expands its ROE, then this is a completely different scenario and it would be a good investment to forego some earnings now for higher cashflow in the future. However, by and large, this is not the situation for large aircraft manufacturers such as Boeing and Airbus, and restricted to fast-growing companies in the startup world.

Second, it is foolish to assume that the numerator and denominator are completely decoupled. In fact, in a manufacturing-intense industry such as aerospace, the two terms are closely linked and their behaviour is complex, i.e. their are too many cause-and-effect relationships for us to truly understand how a reduction in assets will effect earnings. Blindly reducing assets, without taking into account its effect on the rate and cost of production, can always be considered as a positive effect as it always increase ROE. In this manner, ROE can be misused as a false excuse for excessive outsourcing. Given the complex relationship in the aerospace industry between earnings and net assets, the real value of the ROE ratio is to provide a ballpark figure of how much extra money the company can earn in its present state with a source ofincremental capital. Thus, if a company with multiple billions in revenue currently has an ROE of 20%, than it can expect to earn an extra 20% if it employs anincremental amount of further capital in the business, where the exact incremental amount is of course privy to interpretation.

In summary, there is no guarantee that a reduction in assets will directly result in an increase in profits, and the ROE metric is easily misused to justify capital reductions and outsourcing, when in fact, it should be used as a ballpark figure to judge how much additional money can currently be made with more capital spending. Thus, ROE should only be used as a performance metric but never as the overall goal of the company.

A cautionary word on efficiency

In a similar manner to ROE, the headcount of a company is an indicator of efficiency. If the same amount of work can be done by fewer people, then the company is naturally operating more efficiently and hence should be more profitable. This is true to an extent but not in the limit. Most engineers will agree that in a perfect world, perfect efficiency is unattainable as a result of dissipating mechanisms (e.g. heat, friction, etc.). Hence, perfect efficiency can only be achieved when no work is done. By analogy, it is meaningless to chase ever-improving levels of efficiencyif this comes at the cost of reduced sales. Therefore, in some instances it may be wise to employ extra labour capacity in non-core activities in order to maintain a highly skilled workforce that is able to react quickly to opportunities in the market place, even if this comes at the cost of reduced efficiency.

So when is outsourcing a good idea?

Outsourcing happens all over the world today. So there is obviously a lot of merit to the idea. However, as I have described above, decisions to outsource should not be made blindly on terms of shedding assets or reducing costs, and need to factored into the design process as early as possible. Outsourcing is a valuable tool in two circumstances:

First, certain components on modern aircraft have become so complex in their own right that it is not economical to design and manufacture these parts in-house. As a result, the whole operation is outsourced to a supplier that specialises in this particular product segment, and can deliver higher quality products than the prime manufacturer. The best example of this are jet engines, which today are built by companies like Rolls-Royce, General Electric and Pratt & Whitney, rather than Airbus and Boeing themselves.

Second, contrary to popular belief, the major benefit of automation in manufacturing is not the elimination of jobs, but an increase in precision. Precision manufacturing prevents the incredibly costly duplication of work on out-of-tolerance parts further downstream in a manufacturing operation. Toyota, for example, understood very early on that in a low-cost operation, getting things right the first time around is key, and therefore anyone on the manufacturing floor has the authority to stop production and sort out problems as they arise. Therefore, access to automated precision facilities is crucial for aircraft manufacturers. However, for certain parts, a prime manufacturer may not be able to justify the high capital outlay for these machines as there is not enough capacity in-house for them to be utilised economically. Under these circumstances, it makes sense to outsource the work to an external company that can pool the work from a number of companies on their machines. This only makes sense if the supplier has sufficient capacity on its machines or is able to provide improved dimensional control, e.g. by providing design for assembly services to make the final product easier to assemble.

Conclusion

After this rather long exposition of the dangers of outsourcing in the aerospace industry, here are some of the key takeaways:

Sources

[1] L.J. Hart-Smith.Out-sourced profits the cornerstone of successful subcontracting. Boeing paper MDC 00K0096. Presented at Boeing Third Annual Technical Excellence (TATE) Symposium, St. Louis, Missouri, 2001.

[2] N.N. Taleb. How to legally own another person. Skin in the Game. pp. 10-15.https://dl.dropboxusercontent.com/u/50282823/employee.pdf

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Aerospace Engineering Blog

Welcome to MS Aerospace where we have been building Aerospace Fasteners, Aerospace Bolts, Specialty Fasteners, Military Fasteners, and Medical Fasteners for over 19 years. We look forward to serving our customers with consistent reliability, quality, integrity and service. Our unsurpassed know-how and experience in the high strength fasteners, close tolerancefastenersand high temperature fasteners market, positions MS Aerospace to serve our customers specialty fastener requirements with World Class products.

Look at our MSA Products page to see all of our products that we have in our parts list. We also make custom fasteners and parts for our customers, so if you do not see a specific part that you would like to have made for you, then Contact MSA about it, and we will be able to give you a quotation for its manufacture.

Our commitment to Continual Improvement is reflected in every business decision we make. Our constant capital investment keeps us on the cutting edge of the aerospace fastener and specialty fastener industry. Our dedication to providing our customers with the very best customfasteners and service means our customers will receive the best overall value available in the industry today.

We are more prepared than ever to meet the demands of ever-increasing compliance and a more challenging marketplace.

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MS Aerospace Fasteners, Aerospace Bolts, Aerospace Nuts ...

58th Annual ACPC Begins Tomorrow Friday, September 12, 2014

Tomorrow marks the beginning of the 58th Annual ACPC (Air Carriers Purchasing Conference)!

The mission of ACPC is to bring together buyers and sellers of aviation related goods and services and offer a fair and level environment to network in various business and social agendas.

Held in Washington, D.C. this year, we're looking forward to attending our 8th ACPC.

NSL Aerospace Receives Nadcap Merit Status for Sealants

Nadcap recognizes NSL Aerospace for its superior performance and commitment to continual improvement in aerospace quality.

NSL Aerospace announces that it has been awarded Nadcap Merit status for sealants.

We are pleased to announce our Nadcap accreditation with Merit status. It not only shows our commitment to producing quality product but also to maintaining high quality standards that ensure our customers receive the service and satisfaction they deserve. We are proud to share this achievement with our customers and the industry.

NSL Aerospace has held Nadcap accreditation since 2002. Having demonstrated their ongoing commitment to quality by satisfying customer requirements and industry specifications, the Nadcap Task Group has determined that NSL Aerospace has earned special recognition. This means that, instead of having their next Nadcap audit in twelve months, NSL Aerospace has been granted an accreditation that lasts until July 31, 2015.

Achieving Nadcap accreditation is not easy: it is one of the ways in which the aerospace industry identifies those who excel at manufacturing quality product through superior special processes. Companies such as NSL Aerospace go above and beyond achieving Nadcap accreditation to obtain Merit status and they should be justifiably proud of it, said Joe Pinto, Vice President and Chief Operating Officer at the Performance Review Institute. Benefitting from a less frequent audit schedule reduces audit costs and associated pressures and demonstrates the trust that the aerospace industry has in NSL Aerospace based on their past performance in Nadcap audits. PRI is proud to support continual improvement in the aerospace industry by helping companies such as NSL Aerospace be successful and we look forward to continuing to assist the industry moving forward.

About the Company NSL Aerospace in Magnolia, TX provides custom packaging and distribution of adhesives and sealants for the aerospace and aviation markets and has the first FAA PMA approved sealants and silicones in the industry. For more information, please contact Jim Carney at (800) 527-0011 or jcarney@nslaerospace.com.

We have been working for several months to get our new and improved website available for your viewing pleasure! It is still a work in progress. We will be constantly making changes to make the website more user friendly.

Thank you for your patience.

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NSL Aerospace PMA/FAA Approved Aerospace Products

Welcome to Aerospace Engineering at the University of Houston! The Houston area is nationally and internationally recognized for the strength of its aerospace related activity due to the presence of NASA Johnson Space Center and the multiple aerospace-related industry and companies in the area. The Aerospace Engineering Program at UH provides graduate education in aerospace engineering to those interested to acquire advanced knowledge, conduct research and pursue advanced careers in the field. This is an interdisciplinary program taught by faculty in the Mechanical Engineering Department with assistance from other colleges and departments. It offers the Master of Science (M.S.) degree (with a thesis of non-thesis option).

Areas of coursework and research concentration include:

However, to expand their knowledge base, students in the program can attend elective courses in other areas, such as, Mathematics, Space Physics, Computer Science, Telecommunications, Human Factors, Systems Engineering, and others. Thesis and dissertation topics span as wide area of aerospace engineering, including, modeling and simulation of aerospace systems, structural dynamics and vibration isolation, system health monitoring, space automation and control, heat transfer and thermo-fluid systems, materials for aeronautical and space applications, aerodynamics, and others.

The graduate program in Aerospace Engineering at the University of Houston is an interdisciplinary program in which the Master of Science (M.S) degree is offered. This program is designed for those with undergraduate engineering and science degrees who wish to further their education for a career in the aerospace field. The program is administered by the Cullen College of Engineering and is taught primarily by faculty from Mechanical Engineering with assistance from Electrical and Industrial Engineering.

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Overview | UH Aerospace Engineering

The U.S. Commercial, Civil and Military Space markets represent a $100 billion market that is growing rapidly and Georgia intends to be a big part of it. As our national space strategy pushes LEO (Low Earth Orbit) space operations into the commercial sector, the close geographic proximity of Georgia to space launch facilities will lower the cost of doing business as a logistics, manufacturing and R&D point in Georgia.

More than 500 companies in Georgia perform all facets of aerospace vehicle & systems design, testing, manufacturing, operations, maintenance & overhaul, and support for customers throughout the world.Georgias aerospace exports grew to $7.8 billion in 2013, an increase of 17% from 2012. Georgia currently hosts business units from some of the giants of the space industry, including Lockheed Martin, Boeing, Northrop Grumman, and Pratt & Whitney. Georgia is also home to businesses specifically involved in the satellite industry, including EMS Technologies (now part of Honeywell), SpaceWorks Engineering, and Masten Space Systems.

Located at the center of the Southeasts space cluster, Georgia provides strategic access to major space facilities in the region including missile defense operations in Huntsville and Decatur, Alabama; Virginias Wallops Island launch facility; and Floridas three space launch facilities.

Georgias seamless logistics and transportation network provides efficient access to these space facilities.

Georgia is a natural launching point from which people and products are quickly transported via air, ground and ocean throughout the Americas, Europe and Asia.

Georgia is an ideal place for space-related companies to seek manufacturing and research partnerships, and to hire skilled workers. Georgia ranks fourth in the nation for aerospace workers, and those 80,000 workers have been rated as the nations most productive.

Georgias colleges and universities supply companies with a well-educated workforce with strong programs in many engineering disciplines, including Aerospace Engineering, Computer Science, Electrical Engineering, Materials Science Engineering, Industrial Engineering, Mechanical Engineering, Environmental Engineering, Bioengineering, Biomedical Engineering, and Robotics.

The Daniel Guggenheim School of Aerospace Engineering at the Georgia Institute of Technology is the No. 2 ranked undergraduate and No. 4 ranked graduate aerospace engineering program in the U.S. The program is one of the oldest, and largest educational programs of its kind in the country, numbering approximately 800 undergraduate students, 500 graduate students, 39 academic faculty, and 70 research faculty.

Georgias universities and colleges annually spend in excess of $419 million in overall engineering R&D with more than $56 million in aerospace engineering R&D in FY09. Research is the backbone of the Guggenheim School of Aerospace Engineering at Georgia Tech. Georgia Tech ranks #2 in the U.S. in terms of the volume of aerospace R&D expenditures, with more than $49 million in FY09 (National Science Foundation).

Faculty members in the School of Aerospace Engineering at Georgia Tech are engaged in a wide variety of research topics ranging from highly theoretical work to extremely applied projects. Active research programs include diversified and multidisciplinary projects in fluid mechanics, structures and materials, aeroelasticity, controls, combustion & propulsion, design & optimization, air transportation, sustainable energy systems, and cognitive engineering, as applied to fixed wing aircraft, rotorcraft and space systems.

TheGeorgia Center of Innovation for Aerospaceactively engages high-growth potential aerospace companies, using state-backed resources to provide access to academic intellectual capital, advanced university research, and industry expertise. The Centers newly created Space Working Group, composed of key leaders from industry, government, and academia, works to ensure that the programs within the state are aligned with the needs of the space industry.

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Space - Georgia Department of Economic Development

Singapore Technologies Aerospace Ltd (ST Aerospace)isa leading brand name in the international aircraft MRO industry, ST Aerospace is an integrated service provider that offers a wide spectrum of maintenance and engineering services through its five capability clusters

Operating a global network with facilities and affiliates in the Americas, Asia Pacific and Europe, ST Aerospaces customer base includes the worlds leading airlines, airfreight and military operators. Its comprehensive suite of capabilities includes airframe, component and engine MRO; engineering design and technical services; and aviation materials and asset management services, including Total Aviation Support. ST Aerospace offers customers a high quality, timely and reliable maintenance programme which can be fully customised. ST Aerospace is also one of few MRO providers in the world with an in-house aircraft design engineering capability that can offer customers a wide range of customised engineering and design solutions. To meet the demands of fast growth in the aviation industry and the increasing need for professional flying services,

ST Aerospaces training arm strives to provide training services for both pilot and technical vocations. In addition, its air charter entities also have at hand, a fleet of helicopter and business jets for a variety of missions including executive air travel and air ambulance.

ST Aerospaces quality standards are regularly audited and recognised by international airworthiness authorities, including the Civil Aviation Administration of China, the Civil Aviation Authority of Singapore, the European Aviation Safety Agency (EASA), the Japan Civil Aviation Bureau, the UK Civil Aviation Authority and the US Federal Aviation Administration (FAA),. ST Aerospace is the aerospace arm of ST Engineering. Listed on the Singapore Exchange, ST Engineering is a technology-based multi-national conglomerate providing one stop integrated engineering services for the aerospace, electronics, land systems and marine industries.

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Aerospace : Singapore Technologies Engineering Ltd

Are you looking for anAerospace Engineering internship? Aerospace Engineering internships are the best way to bridge the gap between going to school and landing great job. Internships can help you develop your Aerospace Engineering experience by learning the ropes from more experienced professionals. At the end of your internship, youll have relevant experience to help you decide if a career in Aerospace Engineering is the right choice for you.

A career in aerospace engineering demands aptitude in mechanical, manual, and technical skills, plus some grit and hard work. Aerospace engineering internships are mostly carried out in teams under the guidance of senior engineers, but interns have the chance to gain real hands-on experience with the development of new technologies in the field of aviation, space exploration, and defense systems. An aerospace engineering intern can learn how the profession specializes in the designing, construction, development, testing, operation, and maintenance of both commercial and military aircraft, spacecrafts, satellites, missiles, and other technologies.

Ready to get started? Search for Aerospace Engineering internships below.

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The development of pilotless aircraft can be traced back to World War 1. However, drones, known formally as Unmanned Air Systems (UAS), have recently seen a dramatic increase in interest, utility and affordability to markets well beyond the military. Whether it is searching for survivors in the aftermath of a natural disaster, providing video feed to a commander of a forest fire, taking a picture of a McMansion you are trying to sell, or delivering a new pair of running shoes, the potential contribution of UAS extends well beyond the more traditional military applications. Natural Disaster UAS are an instrumental tool in response and relief efforts following natural disasters. Drones can complement manned relief efforts on the ground by collecting imagery that may be used to help in location of potential victims. Additionally, the drones can help in risk reduction and recovery by providing useful data that is used for mapping and planning. In situations where it may be too dangerous for manned aircraft or boots on the ground, drones can play an even more critical role. For example, during recovery from Japans earthquake and tsunami in April 2011, Honeywells T-Hawk Unmanned Micro Air Vehicle (MAV) helped emergency workers at the Fukushima Daiichi nuclear facility get up-close video and photos inside the plant as they worked to limit further radiation releases. Border Patrol U.S. Customs and Border Protection (CBP) have a significant drone program that began over a decade ago. They have aircraft stationed in Texas, Arizona, Florida and Texas. The drones are mostly used in areas of remote and rugged landscape or other areas considered too high-risk for manned aircraft or personnel on the ground. The PredatorDrones, used by CBP, collect video, radar and other sensor information that is used to for patrol and investigations. Private Use The selfie stick is transitioningto a selfie drone! Cameras are now being strapped onto a drone to capture images and capture a consumermarket that will exceed a billion dollars this year. Operators ought to be warned though, as it is easy to get into trouble in a hurry. Certified aircraft have many double and triple redundant safety features. In addition to the certification of the vehicle, the pilot operators have gone through years of training. Drones, particularly consumer models, do not have the redundant safety technology and many operators have little or no training. Some examples of drone pilots getting into trouble include: Cutting off a photographers nose Injuring a baby being pushed in a stroller Crashing into the stands at the US Open Tennis Tournament Close encounters with commercial aircraft Drone crashing near the White Houseand nearWashington Monument Commercial Use The line between private use and commercial drone use is a delicate one but with many implications to rules and regulations. A UAS operated for hobby or recreational purpose can take pictures for personal use, but the same device used to take photographs for sale or compensation is considered a commercial operation. Local, state and federal rules are still in infant development stages and there is more than one story of a drone being confiscated by the local authorities and investigation opened into operator for illegal use. While the commercial use for some potential applications like delivering a pizza is easy to identify as commercial, some applications like capturing overhead shots of a house being put up for sale, or of your business for marketing purposes is not as obvious but are considered commercial. When in doubt, local government and FAAshould be consulted to help determine what constitutes personal vs. commercial use of drones. Regulation Integration of UAS into the airspace is not without challenges. With a mission to provide the safest, most efficient aerospace system in the world, the FAA has been cautious and slow to authorize commercial use and regulations related to UAS operations. In addition to the wide range of capabilities and UAV platforms, volume estimates indicating potential of >1 million flights per daywithin the next 20 years, make this an area of increasing emphasis within the FAA. In addition to No Fly Zones, FAA now has No Drone Zones and even a new logoto indicate such, e.g., recent Papal visit to the U.S. Earlier this year, the FAA introduced Notice of Proposed Rule Makingrelated to small UAS for conducting non-recreation operations. The 60-day public comment period closed on April 24, 2015. The FAA recently stood up a new task forceto provide recommendations for a registration process for UAS along with other additional safety recommendations as it deems appropriate. Additional industry performance standards to enable safe UAS operations in airspace are being developed in the U.S. and Europe under RTCA SC-228and EUROCAE WG-73. The UAS is playing an ever increasing critical role in our society. From fighting fires, finding lost hikers, taking selfie wedding videos or getting a pizza delivered, the potential utility of drones is limitless and exploding at a huge growth rate. With the major holiday season less than 2 months away, its not too early to start making your shopping list. While I dont think Ill get any packages delivered by drone (this year), I dont think Im the only one hoping to find a drone under my Christmas tree in 2015!

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Honeywell Aerospace | Honeywell Aerospace

In 2012, the U.S. aerospace industry contributed $118.5 billion in export sales to the U.S. economy. The industrys positive trade balance of $70.5 billion is the largest trade surplus of any manufacturing industry and came from exporting 64.3 percent of all aerospace production.

Foreign firms are attracted to the U.S. aerospace market because it is the largest in the world and has a skilled and hospitable workforce, extensive distribution systems, diverse offerings, and strong support at the local and national level for policy and promotion. According to a recent study by the U.S. Department of Commerce, aerospace exports directly and indirectly support more jobs than the export of any other commodity. The U.S. aerospace industry directly employs about 500,000 workers in scientific and technical jobs across the nation and supports more than 700,000 jobs in related fields. Investmentin the U.S. aerospace industry is facilitated by a large pool of well-trained machinists, aerospace engineers, and other highly-skilled workers with experience in the aerospace industry.

Industry estimates indicate that the annual increase in the number of large commercial airplanes during the next 20 years will be 3.5 percent per year for a total of 34,000 valued at $4.5 trillion (list prices).

Large Civil Aircraft (LCA) The United States is a global leader in LCA production and offers many opportunities for investment in the LCA supply chain.

Rotorcraft The U.S. rotorcraft industry is diverse with the bulk of new deliveries arriving from mature production lines. The market encompasses military, emergency medical service (EMS) providers, offshore oil and gas exploration, and law enforcement applications.

Commercial Space The companies in the U.S. commercial space market are major suppliers to U.S. Government programs, where demand has remained stable during the commercial aerospace and global economic downturns.

General Aviation (GA) The United States is the worlds largest market for GA aircraft. U.S. manufacturers produce a wide range of GA products including piston aircraft, turboprops, jets, balloons, dirigibles, and experimental aircraft.

Engines - Major engine and power plant manufacturers are typically part of diversified corporations producing engines for both civil and military aircraft, either alone or as part of one or more joint ventures. Engines and power plant sales also provide maintenance, repair and overhaul business opportunities.

Unmanned Aircraft Systems (UAS) - Given the rapid growth of military and civil governmental UAS operations, there is tremendous potential for the U.S. industry in the evolving commercial UAS sector. Moreover, the November 2013 release of the FAAs Roadmap for Integration of Civil Unmanned Aircraft Systems into the National Airspace and the interagency-backed UAS Comprehensive Plan (along with the release of the Notice of Proposed Rulemaking on Small UAS and the announcement of the six U.S. UAS test sites targeted for 2014) demonstrate the U.S. Governments commitment to supporting civilian UAS development.

Airport Infrastructure/Aviation Security - Airport infrastructure and aviation security markets continue to grow both in the United States and abroad. At the 38th International Civil Aviation Organization (ICAO) Assembly in the fall of 2013, the Assembly formally endorsed the proposed Aviation System Block Upgrade (ASBU) roadmaps for modernization of the global aviation system. The ICAO ASBUs provide a rational framework for planning of air traffic management upgrades in the future that emphasizes harmonization of technology and procedures. U.S. companies are poised to implement solutions that meet these new requirements.

Along with infrastructure growth, the evolving security needs both within the United States and throughout the world are driving demand for aviation security technologies. The 38th ICAO Assembly also addressed aviation security with the hope of establishing a global baseline. This baseline would include the implementation of risk-based security, the sustainability of security measures, and air cargo and mail security. Similarly, the U.S. Transportation Security Administration has embraced risk-based security as a means of addressing security needs in an efficient and effective manner.

Alternative Aviation Fuels Demand for alternative fuels in the aviation sector is increasing due to the price volatility of traditional jet fuel, and concerns about the effect of aviation on the environment. The United States is a leader in alternative aviation fuel research and development, and U.S. producers have successfully completed test flights using fuels from a variety of feedstock. These fuel producers are actively seeking investment as they move towards commercial production.

Supply Chain - The United States has a robust aerospace supply chain with capabilities in maintenance, repair, and overhaul (MRO), composites, metal-working, avionics, testing equipment, and coatings. U.S.-based suppliers are highly sought after partners for aerospace manufacturing programs at home and abroad.

The National Space Policy: President Obamas June 2010 National Space Policy puts a strong emphasis on the use of commercial space capabilities and international cooperation to meet U.S. Government mission requirements. This will give U.S. commercial space companies the opportunity to provide new services to the government, such as transportation of cargo to the International Space Station as well as human transport for exploration. The Administration is conducting an ongoing review of related sectoral policies on space transportation, satellite remote sensing and space-based positioning, navigation, and timing. The review is intended to ensure that those guidelines reflect the National Space Policys objectives, such as industry competitiveness and increased international cooperation.

National Aeronautics Research & Development (R&D) Policy: This policy guides federal aeronautical R&D activities to promote long-term sustainable research on advanced aircraft systems and air transportation management systems and infrastructure. The policy aims to foster a vibrant and dynamic R&D community that includes government, industry, and academia.

Export Control Reform: The Obama administration and Congress are implementing reforms of export control regulations that will create a more predictable, efficient, and transparent technology control regime. The reforms will create a single control list, a single primary enforcement coordination agency, a single information technology system, and a single licensing agency. These reforms will help facilitate exports of U.S.-based aerospace manufacturers.

Industry Associations: Aeronautical Repair Station Association Aerospace Industries Association Air Traffic Control Association (ATCA) Aircraft Electronics Association (AEA) American Association of Airport Executives (AAAE) Aviation Suppliers Association (ASA) General Aviation Manufacturers Association (GAMA) Helicopter Association International (HAI) Satellite Industry Association (SIA) Space Foundation (SF) Industry Publications: Aviation Week Air Transport World Flight Global Space.com

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The Aerospace Industry in the United States

The Program

Aerospace engineers focus on the design and development of aircraft, spacecraft and other nonterrestrial vehicles and their systems. Aeronautical engineers work specifically on atmospheric vehicles, while those designing, developing and analyzing spacecraft are astronautical engineers.

Aerospace engineers develop new technologies for use in aviation, defense systems and space exploration, often specializing in areas such as aerodynamics, structural design, guidance, navigation and control, instrumentation and communication, or numerical analysis methods. They also may specialize in a particular type of aerospace product, such as commercial aircraft, military fighter jets, helicopters, spacecraft, missiles and rockets.

Aerospace engineers apply a broad range of engineering skills and use sophisticated computational tools to design and analyze state-of-the-art, aerodynamically efficient wings and surfaces in the pursuit of optimally efficient vehicles. They invent and design lightweight composite materials and structures, highly efficient propulsion devices and autonomous, intelligent control systems. They may become experts in one or more fields such as aerodynamics, thermodynamics, celestial mechanics, propulsion, guidance and acoustics.

Our faculty and students conduct innovative research in all of the traditional core areas of aerospace engineering with applications to some of societys most pressing problems in energy, the environment, national defense, security and transportation. State-of-the-art laboratories and computational facilities support the research and educational missions.

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Aerospace Engineering | SEMTE

Additional Aerospace Industry

In October 2004, the U.S. Department of Labor has announced a series of initial investments totaling nearly $3 million to address the workforce needs of the aerospace industry. In 2002, DOL invested $4 million to train incumbent aerospace workers. The Departments efforts complement the workforce recommendations of the Commission on the Future of the United States Aerospace Industry.

DOL has sought to understand and implement industry-identified strategies to confront critical workforce shortages. It has listened to employers, industry association representatives, and taken into account the key challenges identified by theCommission, including the aging aerospace workforce and a loss of technical talent. DOLs Employment and Training Administration is supporting comprehensive business, education, and workforce development partnerships that have developed innovative approaches that address the workforce needs of business while also effectively helping workers find good jobs with good wages and promising career pathways in the aerospace industry.

This set of workforce solutions is based on the aerospace industrys priorities that address issues such as:

The grants are intended to provide genuine solutions, leadership, and models for partnerships that can be replicated in different parts of the country.

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Aerospace Industry Information - DOL ETA

Since 1948, we have provided the aerospace industry with highly innovative, superior quality, industry-leading plating, coating, special processes and testing services.

DCI Aerotechssuperior quality services are designed to help the aerospace industry battle and combat metal fatigue, oxidation, corrosion, and wear in extreme and hostile environments. These include extreme temperatures, humidity, and other harsh conditions that threaten the mechanical integrity of the aircraft.

DCI Aerotechs highly skilled and trained technical staff works closely with leading aerospace component manufacturersand FAA repair facilities to create engineered surface solutions to combat extreme environments that meet and/or exceed industry standards.

DCI Aerotech is a certified FAA Repair Station and is EASA Certified.

DCI Aerotech has positioned itself to be an industry leader by providing the aerospace industry with a one stopsurface solution centerfor many of the highly sought after surface treatments needed by the demanding aerospace industry.

DCI Aerotech takes great pride in being recognized by many of the aerospace industrys leading primes and their suppliers as their go-to supplier for all their needs including plating, coatings, surface treatments, testing services, and special processing.

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Aerospace Repair | DCI Aerotech | NADCAP Accredited

Product Support is Our Business

At ONEIL, we create high-quality product support information and apply technology solutions to connect it to your users, supply chain, and business systems. Product support information is not a sideline business unit - it is our core business. We have nearly seventy years of experience in the areas of technical writing, illustration, logistics support analysis, Interactive Electronic Technical Manuals (IETM) development, training, and e-Learning.

We offer a complete range of services that include logistics support analysis, provisioning documentation, technical writing, illustration and visualization, training, and a variety of data integration and technology solutions.

Our goal as a partner is to make doing business with us easy. We are experienced in all areas of documentation and product support, and can design a plan and schedule that will meet your needs. ONEIL can accomplish as much of your requirements as needed or assist you with a particular difficult task.

Contact us for a quote, and let one of our experienced managers answer all of your questions in order to create an accurate plan, schedule, and cost estimate for you.

ONEIL is highly flexible and provides authoring and publishing solutions based on your specific needs. We are extremely adept at adapting our processes to work inside our customers' existing authoring and publishing environments. Our writers have experience with military content systems as well as those used by the biggest names in aerospace. Alternatively, we frequently provide a complete technical data authoring and publishing environment compliant to most industry specifications through our ONePUBS™ system, which can also deliver serial or tail-number specific documentation to the end user.

By applying our technology and software tools we maximize the value of your data. Integrated solutions are customized to your specific product support needs. ONEIL will allow you to reduce costs by efficiently reusing data across your manuals set, training, and marketing materials. We'll also manage translation requirements, reduce helpdesk traffic and increase your revenue through parts sales.

This long-term solution will reduce your overall cost of developing and maintaining information over your entire product life-cycle.

Our proven expertise in preparing all types of aerospace-related technical documents include AMMs, CMMs, FIMs, Work Cards, TOs, and TMs. Here are just a few of the advantages you get by partnering with ONEIL to prepare your documentation:

Intimate familiarity with S1000D™, ATA, GAMA, and Mil-Spec requirements; let us put our significant capacity to work for you.

ONEIL technical writers have prior direct industry experience and/or prior military service, giving them valuable hands-on mechanical, electrical, hydraulic, and engineering knowledge.

Our staff has the skills and experience needed to interpret complex contractual specifications, engineering drawings, and other reports/data to produce high-quality product support materials.

Demonstrated experience across all aerospace areas including but not limited to: aircraft and componentry; ground support equipment; turbine, turboprop, and reciprocating power plants; navigation/communications systems.

Our technology capabilities allow ONEIL to lead the industry in the production on IETMS, legacy data conversion, specification compliance, and support of emerging initiatives such as the "S" Series data products, including S1000D™ and S3000L™

Minimize any "drain" on your own valuable resources by allowing ONEIL to use proven processes to produce high-quality manuals in accordance with your schedule, such as:

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Aerospace - O'Neil & Associates, Inc.

Our Unique Aerospace Features

Todays Aerospace market moves at the speed of light. As a recognized solutions provider within this market since 1940, Mueller knows the importance of being proactive with solutions and having a relationship built on trust. Our AS9100 certification, advanced inspection equipment, and thoroughly documented processes and procedures uniquely position Mueller to be the partner of choice.

Our commitment to excellence has built solid relationships with industry leaders, ranging from material suppliers to the manufacturers of our cutting edge production equipment. Our wide range of capabilities enable our customers to consolidate many diverse product lines with us. In fact, several world leaders in rotary and fixed wing aircraft assign responsibility for fulfilling their role of designated quality inspector to Mueller.

Our Value Added Center provides assembly, kitting, vulcanization, custom part marking and packaging solutions. We maintain inventory on a multitude of MIL Spec and ASTM certified raw materials. Mueller professionals are skilled at managing your inventory, supply chain, and scheduling/fulfillment concerns to keep your production lines running interruption free. Whats more, as your aftermarket needs arise, we have the inventory and ability to ship direct worldwide to your designated location.

"For many years, Mueller has provided us with world class customer service. They are always quick to respond to inquiries, provide excellent parts availability and exceptional technical support."

"Mueller continuously provides reliable, on-time deliveries. On the rare occasion that quality issues arise, our questions are answered rapidly and the issue is resolved in an urgent manner. Their commitment to service is a tremendous asset in a complex manufacturing environment."

"Mueller is an excellent supplier. They work around the clock to overcome all obstacles we put in their way and we give them obstacles daily. Mueller has a superior support staff ready and willing to handle short term and less than lead time issues in a timely and efficient manner. Aerospace is challenging at best and suppliers like Mueller are true 'partners' in this industry."

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Aerospace Solutions Mueller | Innovative Custom Cut Solutions

Mi-Tech Metals provides high-tech, high-performance components for the aerospace market. Tungsten alloys enable the physical size of components to be reduced, offering greater aircraft balance/ballast weight distribution. Machineable high-density tungsten alloys offer unmatched stabilization properties. These anti-vibration metals provide vibration dampening capabilities, making them the perfect choice for such applications as helicopter blades, aircraft ballast weights, missile components, and more.

Both government agencies and the private industry sector rely on Mi-Tech for quality aerospace components. With high-density materials, aircraft balance weight can be achieved in tight spaces. Some of the components we manufacture for the aerospace industry include, but are not limited to:

Precision. Balance. Stabilization. Mi-Tech understands the critical nature of manufacturing and supplying such aerospace components as aircraft balance weights, helicopter rotor blades, anti-vibration metal components, and aircraft ballast weights. Tight tolerances, precision manufacturing and consistent quality are essential on every part. We work closely with our customers to ensure that each order is delivered to exact specifications.

From attaining raw materials to delivering the finest quality parts, our processes ensure consistency and control. Our parts and processes fully comply with Defense Federal Acquisition Regulation Supplement (DFARS Compliant). Mi-Tech is also ITAR registered with the United States Department of State.

But, meeting standards is only the beginning of our quality control processes. We have established quality checks in place, measuring material properties and dimensions through coordinate measuring, tensile testing, optical comparison, conductivity testing and chemical analysis. From our raw materials to the finished product, we exercise tight quality controls that ensure top-quality components for critical applications.

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Mi-Tech Metals - Tungsten Alloy Aerospace Components

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Press Release Archive

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Latest Aerospace Industry News - Aerospace Technology

At a Glance

Source: Ministre de lconomie, de lInnovation et des Exportations (MEIE), 2014

Greater Montral is a major world aerospace centre. A world-class industry hub featuring the likes of Bombardier, Bell Helicopter Textron, CAE, Pratt & Whitney and more than 200 specialized companies makes it an ideal location for investors looking to conquer the North American market.

Greater Montral is located in the heart of a vast free trade zone governed by the North American Free Trade Agreement (NAFTA), with a market ofabout 500million consumers.

Montral is just a 90-minute flight from other major business centres like Boston and New York City, and less than an hours drive from the U.S. border.

Air Transportation

The region is served by two international airports: Montral-Trudeau (passengers) and Montral-Mirabel (freight), and by a regional airport. Some 50 airlines offer direct flights to 130 destinations in Canada, the United States and around the world.

Shipping

The Port of Montral, with service to and from more than 100 countries, offers the most direct link between Europe and North Americas industrial heartland.

See a map of Montral in North America

Looking to get closer to the key players in the aerospace industry? Welcome to Greater Montral. With a rich and diverse industrial base, the region is one of the worlds three major aerospace centres, along with Seattle and Toulouse.

Whether multinationals or SMEs, Canadian or foreign, themore than210 businesses in the aerospace sector are recognized leaders in the field.

Four industry giants:

Did you know?

85% of the worlds commercial flight simulators are designed in the Montral area by CAE.

13 system integrators, equipment manufacturers and MRO specialists:

Nearly 200 specialized sub-contractors and service providers, including C&D Zodiac, Groupe Avianor, RTI Claro, AAA Canada, Marquez Transtech and Marinvent.

Did you know?

Every three seconds, a Bombardier aircraft takes off or lands somewhere in the world.

Greater Montrals Major Advantage

ICAO, ACI, IFALPA, IATA, CANSO, IBAC, and more 10 of the leading civil aviation and aerospace international organizations have their head offices in Greater Montral. Being close to decision-making centres is good for business.

Did you know?

In recent years, Pratt & Whitney Canada has produced more than 70 new engine modelsa record.

Between orders to fill and ambitious development projects like Bombardiers new CSeries, the region is bustling with activity and regularly attracts new foreign investors.

Numerous European and U.S. companies recently chose to set up in Greater Montral to position themselves for success.

Source: Montral International, 2011

What Aerolia Has to Say

Greater Montral has a dense, competent aerospace industrial fabric, a recognized level of creativity and excellent research structures, including the National Research Council Canada, which will be our partner.

Marie-Agns Vve,CEO Aerolia Canada

Myriad Business Opportunities

The sectors growth and the rapid development of technology constantly create new needs and generate new opportunities for businesses from all over the world that combine know-how and innovation.

Did you know?

In one decade, C&D Zodiac outfitted the interiors of more than 300 Bombardier planes and saw its workforce grow tenfold, from about 60 employees to approximately 630 today.

The aerospace cluster and the educational landscape in Greater Montral have one thing in commontheir international renown. Over the years, they have built connections and developed made-to-measure programsbasic training and professional developmentto target the industrys real needs.

Companies that set up in the region can count on:

Source : Ministre de lducation, du Loisir et du Sport, 2011

Did you know?

One person out of 92 works in aerospace in Greater Montral, compared with one out of 389 in Canada and one out of 269 in the United States.

Source : Bureau of Labor Statistics, 2011 and Statistics Canada, 2011

Source: Statistics Canada, 2014

Did you know?

Canada is home to the worlds best-educated workforce, with the highest proportion of post-secondary graduates among OECD countries

Source: Organization for Economic Co-operation and Development, 2012

Close ties between businesses in the industry and the Qubec education system through the Comit sectoriel de la main-duvre arospatiale au Qubec (CAMAQ)

A multilingual workforce: 54% of the population is bilingual andclose to20% is multilingual (three languages and more)a key asset for businesses targeting international markets

What a World Leader Has to Say

We benefit from an impressive pool of engineers in Montral, which is where all of our simulators are developed. I like pointing out that the majority of commercial pilots navigating the skies today have been trained on simulators designed and built in Montral.

Marc Parent, President and CEO, CAE

The Greater Montral research community reflects and bolsters the strengths of the aerospace sector: all the players are focused on the future and invest heavily in R&D, with the involvement of schools, universities and many high-level research organizations.

This flair for innovation extends throughout the sector and makes Greater Montral a leader in technological advances. A few examples:

Development engineering: For more than 15 years, businesses in Greater Montral have successfully certified aircraft every year thanks to close cooperation between the various contributors, from R&D to manufacturing, including training institutions (AKKA technologies, Assystem Canada).

Landing gear and corporate jet interior design: Through constantly-evolving innovative processes, some businesses in Greater Montral have developed advanced expertise in these fields (Messier-Bugatti-Dowty (Groupe Safran), Bombardier Aerospace, C&D Zodiac, Hroux-Devtek).

Aircraft qualification and certification: Greater Montral has the technological capacity, facilities and top-notch expertise to qualify and certify aircraft and aircraft parts (Averna, Marinvent).

Did you know?

Greater Montral has the most research centres in Canada.

University research institutes:

Did you know?

Greater Montral has been Canadas leader in university research since 1999.

Source: Statistics Canada, 2013

Aerospace organizations:

Aerospace ecology research centres:

Industrial research organizations in great demand by the aerospace industry:

According to KPMG, Greater Montral rankedfirst in 2014 for competitive total operating costs among North American metropolitan areas, including those specializing in Aerospace.

This includes taxation, salaries and benefits, energy, transportation, rent and professional services.

What AV&R Vision & Robotics Has to Say

We plan to expand in the region and then in Europe to serve our clients, but we feel very much at home in Montral, at the crossroads of European and U.S. technological cultures and commercial traditions. Montral is a city with a great reputation where our clients are always very happy to pay us a visit.

ric Beauregard, President and CEO, AV&R Vision & Robotics

A wide range of government-backed financing assistance and programs are available to help you set up and grow your business in the Montral region. Getting support at every stage of development is essential for staying competitive.

The Strategic Aerospace and Defense Initiative (SADI), which covers up to 30% of the cost of strategic R&D projects, through refundable contributions.

The Scientific Research and Experimental Development (SR&ED) program, which offers 15% tax credits allocated by the Government of Canada and 14% by the Government of Qubec (refundable in Qubec).

Scenario 1 ($):Scientific Research and Experimental Development (SR&ED) tax incentive program, 2014

Assumptions1:

Notes:1. This model takes into consideration recent changes made to certain tax credits (2012 and 2014) and is thus valid as of fiscal 2014. 2.Only 80% of the amount paid to a subcontractor is eligible for a federal tax credit and 50% for a Qubec tax credit. 3.For the purposes of calculating the combined rate of the credit, the tax credit from the government of Qubec is applied against the federal tax credit.

Source: Deloitte, Tax Incentive Programs in Qubec-IT, january 2011, Compilation: Montral International, 2014

Assistance for foreign researchers and experts, with a tax exemption on taxable income in Qubec for up to five years (exemption of 100% the first two years, 75% the third year, 50% the fourth year and 25% the fifth year).

Assistance for job creation and training, up to 25% of eligible costs to implement a training plan and 50% of costs to implement human resources management services.

Assistance for major projects through the ESSOR fund: Contributions (refundable or not) and loan guarantees.

Greater Montral offers aerospace businesses an attractive tax environment: the corporate taxation rate here is one of the lowest on the continent, at 26.90%. Businesses conducting research activities may also benefit from generous tax credits, which further reduce their tax burden.

The tax burden here is lower by almost80% (R&D companies) and 30% (manufacturers) compared to other North American cities specializing in aerospace.

Total Tax Burden Index, Average for R&D Sectors (Average for U.S. cities = 100) Selected North American Cities Specializing in Aerospace, 2014

Source: KPMG, 2014

Total Tax Burden Index, Average for Manufacturing (Average for U.S. cities = 100) Selected North American Cities Specializing in Aerospace, 2014

Source: KPMG, 2014

Setting up in the region gives you preferential access to all aerospace leaders. The sector has created an organization, Aro Montral, which unites all stakeholders around a common vision and defends the clusters interests at the local, national and international levels.

Aro Montral is a strategic think tank created in 2006 that groups all of the major decision makers in Qubecs aerospace sector, including companies, educational and research institutions, associations and unions.

An essential mission: Unite and support all industry stakeholders around common goals and concerted action.

Clear objectives: Accelerate and maximize competitiveness, growth and industry expansion.

Strategic themes: Supply chain, workforce and succession, innovation, image of the industry and national and international expansion, defense and national security, marketing, development of new markets.

What ICAO Has to Say

Montral is also known for its ethnic and cultural diversity, lifestyle, safety and reasonable cost of livinga very favourable combination of factors for an organization like ours, not to mention the unwavering support of Montral International.

Raymond Benjamin,Secretary General of International Civil Aviation Organization (ICAO)

For many IOs before you, setting up or expanding their operations in Greater Montral proved to be a strategic decision. And a smart choice toothanks in part to Montral International, who guided and supported them BEFORE, DURING and AFTER the process.

Detailed information on the regions industry clusters

Comparative data on the socioeconomic environment: taxation, operating costs, market access, labour, R&D

Help with finding business opportunities and key partners

Strategic, personalized and confidential advice for businesses setting up their operations in the area

Advice on available sources of financing: venture capital, subsidized loans

Expertise to help you take full advantage of tax and financial incentives

Preferential access to the Greater Montral business community: private and public organizations; municipal, provincial and federal bodies; universities, training and research centres; financial networks

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Aerospace - Montreal International