Collaboration is the key

How often do you hear the phrase: united we stand, divided we fall? And yet, nowhere is this expression more apparent than within the many aerospace clusters that act as catalysts in unifying its member companies for one goal: to improve their competitive standing in a global aerospace supply chain.

Faced with the market requirements of aircraft OEMs looking to rationalise their supply chains, for the Netherlands Aerospace Group (NAG), the very idea of companies joining together for a common cause is as plain as the nose on your face. By clustering together, its member companies can share in a wealth of both commercial and technological knowledge for the greater good.

As the national trade association comprising aerospace companies and organisations engaged in education, R&D, manufacturing and MRO of civil and military systems and equipment, the NAG supports its members by developing business globally and organising national pavilions at major airshows and conferences. It acts as a national point of contact for international customers looking for suppliers and partners in the Netherlands, lobbying within the Dutch government, organising international trade missions, matchmaking events and actively searching the global market for business opportunities. The association also organises courses, seminars and meetings concerning specific areas of interest to provide a wide range of information to members focused on SME needs.

“There is always some natural reluctance between member companies to collaborate and share potential opportunities and this is mostly connected with the fact that if you want to collaborate and be part of a cluster then must have the trust and the respect of the other member companies,” begins the NAG's director, Frank Jansen. “Of course, each member is protective of its ‘added value' in terms of how it differentiates itself, but if you look closely, you will always find there is some kind of an overlap which means these companies can be grouped together.

“For many companies this concept is easy to overcome, but for some it can require more time before they respect and trust each other and allow other members to share some of the business opportunities rather than claim everything that is available in the market for themselves. This is where the NAG plays an important role because if we are driving this approach, then our members can feel more comfortable that our cluster capability will ensure a positive outcome and that everyone will have a share of the business.”

The NAG also plays an important role in constructing the roadmap for future developments in the Netherlands aerospace cluster together with manufacturing suppliers, MRO companies, airlines, airports, R&D establishments and governmental organisations. This collaboration between government and the aerospace sector led to a national Knowledge and Innovation Agenda for Aerospace in the Netherlands, in which the ambitions and required developments towards a seamless and sustainable aviation in 2020 are laid out.

Cluster within a cluster

Jansen says that because of the NAG's successful track record, it's becoming far easier to mature its cluster capability philosophy. Therefore, it doesn't focus on individual companies, choosing instead to first try and find a group of companies that share the same interests and problems, such as Lean manufacturing methodologies for example.

“It then becomes much easier for like-minded members to help each other,” he continues. “Much of the requirement for knowledge we provide, particularly with non-technical issues like engagement with an OEM and bidding for contracts doesn't come from the NAG, but from the members within the association.

“It's a tangible benefit to every member and something that the NAG has to work on improving every year. The best proof to us that it's working successfully is that we are still a growing association and this means that members are unlikely to leave the association. In 99% of all cases, our members still feel they have satisfactory contact with the association and that we are providing them with the kinds of services they need.”

According to Jansen, the NAG has three main aims. Firstly, to represent the interests of member companies, for example those within governmental bodies like the AeroSpace and Defence (ASD) association. Secondly, to mobilise knowledge with respect to the commercial know-how, such as that connected with winning aircraft programme contracts, legislation, employment and interfacing with international businesses. This leads nicely onto the final aim: the international positioning of its member companies in the international market.

“While we provide members with input regarding market requirements and help in managing individual clusters around an OEM, there is still a lot of work ahead before the they can actually begin to win a contract,” he states. “It can be a long process because the customer will want assurances that if they create a cluster, then it will not only be reliable source of service, but they feel comfortable that everyone within the cluster is committed to achieving the contract's objectives. We enhance the international positioning of our members and in many cases help them form clusters to better position themselves on an international stage.”

Jansen goes on to reveal that a number of member Dutch companies and research institutes are working closely with Airbus to research new developments that target future Airbus-developed applications. Called the Thermoplastic Affordable Primary Aircraft Structure, or TAPAS (www.tapasproject.nl) consortium, it's an example of a cluster built around Airbus' need to apply new and advanced materials to primary structural components, such as fuselage and wings primary structures. This collaboration resulted in lower weight, lower cost, increased safety and a green, recyclable, choice of materials.

“It's an interesting example of a cluster which has originated from the fact that the NAG has an MOU with Airbus and where we try to focus our R&D efforts towards products that will enable them to manufacture more efficient and competitive aircraft in the future,” he notes. “TAPAS is an interesting example of a technology cluster collaborating with an aircraft OEM.”

To meet the challenges posed by the recent recession and the effects of a wave of government cutbacks, collaboration is the key and this requires The Netherlands' aerospace industry to remain united on all fronts. Jansen feels the NAG continues to be proactive by attracting more new companies to work with Dutch aerospace suppliers.

“When a new company comes to the Netherlands, it automatically becomes a customer to companies already here,” he concludes. “Our location, along with favourable tax regulations means we are an attractive proposition for any new company. A new addition to our cluster always creates an interesting dynamic, so our biggest challenge this year will be to create an attractive proposition for any new company looking to do business with the Netherlands.”

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