Category: Airbus

Executive Summary

The decision to stop A380s production was reached after the Emirates decreased its latest order. It is believed that some of the factors that may have led to the failure of the Airbus A380 include limited route paths, environmental concerns and high operating costs. Many firms chose to cut their fleet as well as routes, which further reduced the demand for the aircraft. In order to recover, Airbus has considered some courses of action. For instance, modification of the A380, reduction of production, and marketing the model to new customers. The best course of action is finding new markets for the model A380. This can help a company to remain competitive and profitable, even in times of low demand. Innovation is a key factor, as entering new markets can encourage companies to innovate and develop new products or services to meet the needs of new customers, which can assist to differentiate the company from its competitors and increase demand for its products or services.

Introduction

The demise of the A380 can be linked to various issues, including a change in the market as well as reduced demand for the craft, that is regarded among the largest airplanes. Lack of incentives for companies to purchase and operate such immense planes means that it could be the end of their era. The decision to halt A380s production was reached after the Emirates decreased its latest order. The last plane model was delivered in 2019 and Airbus declared, in 2021, that it would end making of the plane, citing reduction of demand as the main problem.

Nevertheless, many A380s still remain in service with airlines worldwide. Some companies have declared plans to continue operating the A380 for the near future. It is believed that some of the factors that may have led to the failure of the Airbus A380 include limited route paths, environmental concerns and high operating costs. Many firms chose to cut their fleet as well as routes, which further reduced the demand for the aircraft. In order to recover, Airbus has considered some courses of action. For instance, modification of the A380, reduction of production, and marketing the model to new customers. Apart from discussing the problems and the main challenge facing the aircraft manufacturer, the paper recommends the best course of action to deal with low demand of recovery of the A380.

Discussion

Most Important Facts of the Case Study

The Airbus A380 has recently not been in production as the last aircraft was delivered in 2019. The company stated that the reduced demand for its planes was the main challenge facing the firm (Brennan and Davidson, 2020, p. 869). The airplane is regarded among the biggest commercial passenger aircrafts worldwide, with a wingspan of eighty meters (Brennan and Davidson, 2020, p. 869). It was first flown in 2007 and delivered to customers in the same year (Bartlett and Beamish, 2010, p.752). It can accommodate a capacity of more than eight hundred passengers and has a range of around eight thousand nautical miles (Brennan and Davidson, 2020, p. 870). It contains two decks that stretch the length of a fuselage and powered by four engines (Brennan and Davidson, 2020, p. 871). As of two years ago, about two hundred and fifty-one A380 aircrafts have been produced (Brennan and Davidson, 2020, p. 871). Nevertheless, despite stopping A380s production in 2021, Airbus is recovering.

The Key Problems and Issues

One of the key problems or issues affecting Airbus with regard to A380 are the high operating costs. This has had a major effect on the planes market success (Davidson and Brennan, 2019, p. 407). Due to the size of the aircraft and complexity, it needs more fuel, maintenance, and staff to operate than smaller planes. Many airlines describe these characteristics as being unattractive, particularly in the current economic climate where the firms are targeting to reduce expenditure and increase efficiency (Davidson and Brennan, 2019, p. 407). Among the main reasons behind the expenses is the restricted route options.

As a result of A380s size, it can only operate from a limited number of airports that have been upgraded to accommodate it, which restricts the number of routes on which it can be utilized. This means that forms cannot use it on as many paths as they could other smaller airplanes, which limits its revenue generation potential (Davidson and Brennan, 2019, p. 407). Moreover, the high purchase price of the model and lack of economies of scale due to the low production numbers added to the cost for the airlines.

Another key problem that affected Airbus and led to failure of A380 is limited route options. The aircraft is large in size and thus, it can only operate from a restricted number of airports that have been upgraded to suit it. This means that firms cannot utilize the planes on as many routes as they desire, hence limiting the revenue generation potential (Davidson and Brennan, 2019, p. 408). The size as well makes it hard to operate from smaller airstrips (Davidson and Brennan, 2019, p. 408). Some of the airfields have not been improved to accommodate the A380 as a result of the fiscal constraints or dense populations in the surrounding areas.

The limited route options mean that the airplane is less flexible than smaller planes regarding the paths it can operate. For instance, the aircraft cannot manage shorter destinations with less traffic, meaning that the firms must thoroughly plan their schedules and routes to guarantee that they are making the most efficient utilization of the airplanes. This situation has been seen to be less appealing to companies in the aviation industry as they are required to prepare their networks carefully to ensure that they can suit A380s. Additionally, they are needed to use the airplanes on paths where they could produce most revenue (Davidson and Brennan, 2019, p. 408). All the mentioned issues with regard to route options result in low market potential and thus, low sales.

The third problem that has faced Airbus and resulted in stopping of A380s production includes environmental concerns. These have had an effect on the market success of the airplane model. The aircraft is a large piece of engineering with four engines, which makes a target for criticism from environment activists. Analysts claim that it is not as eco-friendly or fuel-efficient as smaller airplanes (Davidson and Brennan, 2019, p. 409). They add that its size as well as number of engines lead to higher emissions of greenhouse gasses and noise pollution (Davidson and Brennan, 2019, p. 409). The high fuel consumption of the plane has been an issue as firms are under immense pressure to decrease their carbon footprint and meet emissions regulations.

The pressure felt by the airlines has made the Airbus A380 less attractive to the companies, particularly as newer and more fuel-efficient airplanes, including the Boeing 787 and Airbus A350 have entered the market. Moreover, the size of the A380 means that it produces more noise, which is disruptive for people near airfields (Davidson and Brennan, 2019, p. 410). This has resulted in criticism from local communities and environmental groups, and has made it harder for airports to cater to the A380. These concerns have led to the low sales quantity as firms are hesitant to buy the model as there is a negative perception linked to its environmental impact, which is among the main reasons behind stopping of the production.

The Main Problem or Challenge Facing Airbus

Despite there being various issues that affected production of the A380 model by Airbus, the main challenge that the manufacture faced is low demand. This is believed to have significantly impacted production in numerous ways. One major effect was on the fiscal performance of Airbus, the manufacturer. Normally, if the demand for an airplane model is limited, the maker may fail to sell as many units, which often results in reduced revenue and losses (Grimme, Maertens, and Bingemer, 2021, p. 76). Additionally, this can lead to less orders, which negatively influences the production schedule, resources, and staff.

Another effect of low demand was on the production procedure itself. In normal instances, if there is limited demand for a product in the market, the manufacturing company may have to reduce the quantity of aircrafts they produce. This can result in lower production rates, less efficient utilization of resources, and possibly even the closure of facilities. Airbus has reported that the situation impacted its supply chain, as the suppliers may had to adjust their production plans and volume to cater to the situation. What happened after include disruption in the chain and loss of supplier associations (Grimme, Maertens, and Bingemer, 2021, p. 76). In general, the issue can influence a firms ability to produce airplanes efficiently as well as profitably.

Alternative Courses of Action to Handle Low Demand

Regarding low demand of A380 aircrafts, the alternative courses of action include reduction of production, modification of the A380, and marketing the model to new customers. There are various ways decreasing production can help to handle the issue. For instance, it is the main factor that aids in lowering the costs of operation. By doing this, Airbus limits expenses incurred by not having to produce as many planes (Grimme, Maertens, and Bingemer, 2021, p. 78). This can assist to alleviate the losses linked with low demand. Another way that reducing production helps to deal with low demand is by improving efficiency. A decrease in production quantity means that the firm is able to concentrate on producing a smaller number of planes with greater quality and less defects. This can aid in enhancing efficiency and limiting the costs. Lastly, it is important to note that a company that restricts its manufacturing ensures that it matches the supply with available demand.

In order to deal with the low demand of the A380, Airbus can choose to modify the aircraft by making the design alterations to the model. Such include updating the inside cabin layout, integrating new materials to enhance fuel efficiency, and adding innovative technology (Grimme, Maertens, and Bingemer, 2021, p. 79). They can make modifications to the wing design to increase performance as well as range. Moreover, the company can check for ways to reduce the weight, thus lowering maintenance expenses to make the planes more appealing to customers. Additionally, limiting the number of engines could make the aircrafts more attractive to airlines, as it would lower the fuel consumption.

Finally, the third course of action is marketing the model to new customers. Through identifying new markets, the company can limit its dependence on a particular market and alleviate the effect of a downturn in demand for the aircraft in a specific marketplace. Additionally, this idea would provide Airbus the opportunity to find other firms who may be searching for a large capacity aircraft such as the one they produce (Grimme, Maertens, and Bingemer, 2021, p. 80). Thirdly, by entering another market, the manufacturer could capitalize on lower costs and economies of scale by boosting A380s production capacity. It could as well encourage Airbus to innovate as well as develop novel products and services to cater to the needs of the new customers.

Discussion and Recommendation the Best Course of Action

The best course of action is finding new markets for the model A380. Regardless of industry, doing this can be an effective method of dealing with low demand in a business as it enables a firm to diversify its customer base and revenue streams. This can reduce the impact of a downturn in demand in any one market and provide new opportunities for growth and revenue. New markets can additionally provide the chance to search other clients who may be searching for products or services that are not available in their current market (Grimme, Maertens, and Bingemer, 2021, p. 82). This can increase the potential customer base and revenue for the firm.

Additionally, entering new markets can also provide cost savings through economies of scale and lower costs. This can help a company to remain competitive and profitable, even in times of low demand. Innovation is a key factor, as entering new markets can encourage companies to revolutionize and develop new products or services to meet the needs of new customers. This assists to differentiate the company from its competitors and increase demand for its products or services (Grimme, Maertens, and Bingemer, 2021, p. 82). Overall, finding new markets can aid an organization to mitigate the impact of low demand and result in novel opportunities for growth and success and thus, this is the recommended course of action.

Conclusion

The A380 has faced challenges due to market changes and decreased interest in such large aircraft. Factors such as limited routes, environmental concerns, and high operating costs have contributed to the decline of the A380. For instance, issues regarding have greatly influenced production of the aircrafts. The large size and four engines of the aircraft have made it a target for criticism from environmentalists who argue that it is not as environmentally friendly or efficient as smaller airplanes. The large emissions of greenhouse gasses and noise pollution caused by the aircrafts size and number of engines have been an issue as companies are under pressure to decrease their carbon footprint and comply with emissions regulations.

Additionally, the high fuel consumption of the A380 has also been a concern for companies looking to decrease their environmental impact. To recover, Airbus has looked at options such as modifying the A380, reducing production, and targeting new customers. One solution is to explore new markets for the A380, which can help the company remain competitive and profitable, even during low demand. Additionally, entering new markets can also encourage innovation and the development of new products or services to meet the needs of new customers, which can help to differentiate the company from its competitors and increase demand.

Reference List

Bartlett, C. and Beamish, P. (2010) Transnational Management: Text, Cases & Readings in Cross-Border (p. 752). Illinois, McGraw-Hill Education.

Brennan, P.A. and Davidson, M. (2020) Re: What has an Airbus A380 captain got to do with OMFS? Lessons from aviation to improve patient safety. British Journal of Oral and Maxillofacial Surgery, 58(7), p. 869-873. Web.

Davidson, M. and Brennan, P.A. (2019) Leading article: What has an Airbus A380 captain got to do with OMFS? Lessons from aviation to improve patient safety. British Journal of Oral and Maxillofacial Surgery, 57(5), p. 407-411. Web.

Grimme, W., Maertens, S. and Bingemer, S. (2021) The role of very large passenger aircraft in global air transporta review and outlook to the year 2050. Transportation Research Procedia, 59, p. 76-84. Web.

Thinking globally, Act locally  Globalization & the Global Markets

Boeing , a multinational defense and aerospace corporation in America has numerous business units that offers products and services based on five principle segments namely Boeing Capital corporation (BCC), Global Service and Support (GSS), Network and Space systems (NSS) and Boeing Military Aircraft (BMA) all under its defense space and security.

Its other business segments include Engineering, Operations and Technology that (EO&T) that provides the company with functional and technical capabilities as well as research and development (R&D), information technology, intellectual property management, management of environmental remediation, technology strategy development and test and evaluation (Lewis & Jon 147) . Today, its commercial jetliners include business jets and other families of airplanes such as Boeing 777, 767, 757, 747, 737, and 717 among others.

Source: www.jet-airlinezz.blogspot.com

On the other hand, Airbus Company is an airline giant company made from ingenuity of companies from countries in Europe such as Spain, UK, Germany and France. Globally, it is one of the largest airline industries dealing with business travel and vacation. To effectively meet demands in the market, it updates its planes and creates new ones.

Internationally, it has become a large employer with up to 55,000 employees in Spain, UK and France. It has subsidiaries in Russia, US and Japan. Some of its airbuses include A300, A320 and A380 among others with a capacity of carrying approximately 555-840 people on their two decks.

Source: www.widebobyaircraft.nl

Globally, both Boeing and Airbus exist as largest airline industries. In their bid to target global markets, the airline companies have adopted physical evidence and process strategies that are aimed at improving their Customer Relationship Management (CMR), and as a tool for creating customer loyalty, satisfaction and managing customer relationship.

Both the strategies ensure creation of a fast, effective and efficient way of service provision. In terms of service delivery, the airlines play an important role in determining the quality of service they offer to customers. The commitment of both airlines in giving quality service is part of their new sustainable development strategy. At the check-in of their first class, customers are treated to an experience of concierge-style consoles that are highly advanced.

Additionally, airbus has a first class lounge wing with attractive cafes, exquisite spas and rooms that are peaceful where travelers can read. It is important to note that the brand of this airliner has become popular worldwide as one of high quality, reliability, integrity and safety care and service.

Developing and delivering services that keeps customers attracted and satisfied is the main goal of Airbus and Boeing airlines. This goal aims at keeping the customers loyal, satisfied and attracted and works well in increasing the airlines profitability, market share, customer equity, and revenue.

It is imperative to note that meeting the needs of customers internationally is determined by the ability to know the right market segment to target, at what time and which areas to avoid. Both airlines focus on the customers unmet needs, the market gap and their potential offerings (Francis & Alex 645).

For instance, Airbus airlines achieves its superior returns and growth on invested capital by using new offerings to target existing market segments, using existing offerings to target new segments and addressing new offerings and new segments (Raman & Andrew 495). It is important to note that it has made this possible through support from Return Driven Strategy and its tenets.

The strategy to meet the needs of the global market done by Airbus and Boeing companies has been on the basis of organizing its local Genuine Assets to work better than other companies, confronting the changes in the market segments, understanding the size of the market segments and meeting the unmet needs of the customer. To balance its growth with rival airliners, it has improved the functions of its airline facilities such as the check-ins and the boarding gates, the pier and the wing and its business and first class lounges.

Achieving Strategic, Sustainable Competitive Advantage in the Global Marketplace

Taking care of the needs of the tourism industry, marketing industry, and the transport needs of various societies have seen its steady growth in terms of returns. Through its products and services, the airline company has continued to increase its market segments through innovation its offerings through key areas of distribution and sales of its products as well as offering support and quality service.

Changes in marketing and business trends today have put pressure on most firms to increase their competitive advantage by developing and building focus on core competencies.

According to Gorjidooz and Bijan (9), due to intensive competition and increasing uncertainty, both Airbus and Boeing airlines have been able to have a sustainable advantage and make tremendous gains because they have articulate strategic intent, competencies and resources that are non-substitutable and unique (Gorjidooz & Bijan 10).

As such, in order to stem their growth, the airliners have targeted market segments ranging from individual customers to large global corporations. This strategy, based on the foundations of Return driven strategy and other strategy tenets has seen Airbus and Boeing gain a strong branding of their offerings, dominating targeted market segments through superior operations and innovation of offerings.

In order to attain peak production and yet remain competitive and profitable, both airlines have employed innovative capacity, strategic flexibility, organizational learning and effective technology among other core competencies (Francis & Alex 640). Additionally, Airbus and Boeing companies have been able to gain competitive advantage through identifying strategic capabilities that are appropriate, comprehensive planning and proper allocation of their resources.

According to competitive advantage theory, high market price of products should be pegged on high-quality of the products. Being able provide their high quality services at a relatively low cost and still maintain competitive advantage indicates that both companies have been able to restructure their capabilities in such a way that they offer their services at a low cost possible.

Conclusion

To sum up, developing and delivering services that keeps customers attracted and satisfied is the main goal of most airlines. As aforementioned, this goal aims at keeping the customers loyal, satisfied and attracted and works well in increasing the airlines profitability, market share, customer equity and revenue.

Therefore, the concept of customer perceived value and service effectiveness in airlines demands that orientation services be created among airline internal suppliers, creation of service benchmarks and an increase in infrastructure outlay.

Besides, it needs innovative capacity, strategic flexibility, organizational learning and effective technology among other core competencies. Both Airbus and Boeing ability to gain competitive edge is attributed to their functions of intangible organizational learning versus technological tangible competencies.

Works Cited

Francis, John & Alex, Pevzner. Airbus and Boeing: Strengths and Limitations of Strong States. Political Science Quarterly 121.4 (2006): 629-651

Gorjidooz, Jayad & Bijan, Vasigh. Aircraft valuation in dynamic air transport industry. Journal of Business & Economics Research 8.7 (2010): 1-16.

Lewis, Alfred & Jon, Loebbaka. Managing future and emergent strategy decay in the commercial aerospace industry. Business Strategy Series 9.4 (2008): 147

Raman, Hari & Andrew, Barnes. Finite Element Modeling, Simulation, Tools, and Capabilities at Superform. Journal of Materials Engineering and Performance 19.4 (2010): 495.

Introduction

This paper is a reflection on a scenario conducted among the three principal project parties including French sales directors and corporate owners, German technical designers, and UAE-based A380 buyers. The paper examines problems faced by the international project and lessons learned from cultural, language, commercial, and other issues.

Cultural Peculiarities

One of the most striking features of the scenario under discussion is a cultural peculiarity. Speaking of culture, every nation tends to implement its ideas and point of view. In this case, Germans could not understand why the French assemblers were unable to use the fifth version of Computer-Aided Design (CAD) (Airbus  A380 2016).

Nevertheless, the use of a particular version was not discussed at the beginning of the project. It should be emphasized that the interoperability was fully ignored. This misunderstanding might cause future delays and increased costs. Lawrence (n.d., p. 6) states that it is essential to have established a common and integrated toolset and also common methods and processes. In other words, it is necessary to utilize the same software and tools in designing the international project. However, if such a situation occurred, then a compromise should be achieved by mutual concessions.

Moreover, organizational culture also plays a significant part in the international project. It is important to develop conflict tolerance and risk tolerance so that employees of different groups might communicate effectively. Also, the integration between units matters.

In this scenario, there was no integration as every party wanted to achieve its own goals instead of the paramount project objective (Airbus  A380 2016). The occurred situation illustrates that the parties failed to act in coordination with each other. Consequently, a coordinated manner should be of priority from the very beginning of the international project. Meanwhile, the best scenario might focus on openness and knowledge sharing.

Overcoming Inconsistency

As it was stated before, the use of different software led to technical problems. However, there is another issue faced by the project related to the inconsistency of actions. In particular, French representatives wanted the Germans to take a share of the costs to rectify while the latter did not recognize any role in the delay as the technical drawings were handed over timely. This commercial issue shows that the project lacks concerted decisions. In this connection, it seems appropriate to stop arguing and elaborate on clear priorities based on the key target.

The fact that French sales directors and corporate owners were unwilling to negotiate on money reveals the reluctance to collaborate and listen to others ideas. In its turn, it might cause even the deeper frustration of German colleagues. Therefore, there is a need to establish clear objectives through lean thinking. According to Lawrence (n.d., p. 13), it encourages the project manager or modeller to identify clear project deliverables and work backwards from these by showing the information-pull of the network. It becomes clear from the above observations that all the parties should think in the same direction.

Furthermore, the mentioned issue reflects poor risk analysis as well as a lack of understanding of dependencies (Lawrence n.d.). For example, Germans were sure that quality control was French responsibility. However, quality issues should be controlled at all levels. Language differences might also cause several problems concerning the metric or imperial transformation of data. As a result, the project turned out to be too complex requiring huge customization. To prevent the above situation, it is crucial to choose the same language of operation. For instance, it might be English due to its widespread nature.

UAE-based A380 Buyers Support

Considering the scenario, it becomes evident that buyers are quite disappointed and frustrated by the delay. Some of them want immediate compensation while others are ready to refuse from the sales contracts if Airbus is unwilling to rectify. The situation needs to be resolved as soon as possible as the rejection to buy a part of the A380 aircraft would undoubtedly lead to the increased costs and some suspense of the subsequent production. Therefore, there is a need to provide UAE-based buyers with appropriate support and information concerning terms and technical improvements.

Conclusion

All in all, it seems essential to pinpoint that the situation needs an urgent implementation of comprehensive change management. Based on the detailed understanding of tasks, tools, and cultural specifics, the project should be adjusted to the occurred challenges. In its turn, a sophisticated risk analysis would contribute to the prevention of misunderstandings and similar problems in the future. Speaking of stakeholders, it might be a good idea to set up strong buy-in requirements so that they would be more unwilling to leave the project.

In conclusion, it should be emphasized that this scenario reflection revealed several issues faced by Airbus. They comprise such problems as the inconsistency of actions, lack of cultural and intercultural organization, commercial aspects, and others. All of them need to be resolved according to the suggested assumptions. Finally, this role play was of great importance as it demonstrated the possible issues that might occur in the framework of international projects.

References

Airbus  A380 2016.

Lawrence, P n.d., Planning in the Dark: Why Major Engineering Projects Fail to Achieve Key Goals, pp. 1-17.

Strategic management involves an organizations analysis of their objectives, formulating strategies that involve both internal and external situations, implementing and evaluating the strategies, and finally making adjustments as necessary to stay on track.

Strategic planning is a key discipline that organizations should not overlook especially in the present highly competitive business environment, budget-oriented or forecast-based planning methods are insufficient if a large firm has to prosper. Strategic management involves a number of steps which include: mission and objectives, environmental scanning, strategy formulation, strategy implementation, evaluation, and control. (Schonberg, R. 122)

Since an organizations success can be described better by analyzing closely its internal and external strengths and weaknesses we shall take an example of the Airbus Company that began as a consortium of aerospace manufactures and with the purpose of strengthening European cooperation in the field of aviation technology and thereby promoting economic and technological progress in Europe, to take appropriate measures for the joint development and production of an airbus. Airbus Company has its objectives based on financial aspects which include: measuring sales and earnings growth. These objectives are related to the firms business position and reputation. (Hollinger, Peggy; Done, Kevin, page 1, 14)

To understand and analyze the strategic management we shall consider the internal analysis of the Airbus company to help in identifying a firms strengths and weaknesses and the external analysis reveals opportunities and threats. This analysis is referred to as the SWOT analysis. The strengths and weaknesses of Airbus Company can be analyzed with the help of the Internal and External Analysis Strategy tables (IFAS, EFAS, and SFAS) as shown in the tables below. (Bradford, Robert W., Duncan, Peter J p12-23)

Strategy formulation of Airbus Company is carried out by matching its strengths to the opportunities that it has identified while addressing its weaknesses and external threats, to attain superior profitability the firm seeks to develop a competitive advantage over its rivals (Michael Porter).

Airbus Company implements its strategy by means of programs, budget and procedures. Implementation considers the organizational goals, this involves management of the firms resources and motivating employees. Since Airbus is a large Company, those who formulate a strategy are different from those who implement it hence communication is an essential factor in this company.

Evaluation of the strategy must be carried out and it involves monitoring and making adjustments that may be needed. The companys evaluation and control involve a number of steps: defining the parameters they are to measure, defining target values for those parameters perform measurements, comparing measured results to the pre-determined standards, and making necessary changes.

Table 1 Internal Factor Analyzing Summary.

Priority 1- Very important.

2- Fairly important

3  Important

Table 2 External Factor Analysis Summary.

Priority 1.  Very important

2.  fairly important

3.  Important

Table 3 Strategic Factor Analysis Summary.

Priority 1. Very important

2.  Fairly important

3.  Important.

References

Bradford, Robert W., Duncan, Peter J., Tarcy, Brian, Simplified Strategic Planning: A No-Nonsense Guide for Busy People Who Want Results Fast!

Drucker, Peter The Practice of Management, Harper and Row, New York, 1954.

Peters, T. and Waterman, R. In Search of Excellence, Harper Colllins, New york, 1982.

Schonberger, R. Japanese Manufacturing Techniques, The Free Press, 1982, New York.

Hollinger, Peggy; Done, Kevin, Sharp drop in orders at Airbus Financial Times Daily. 2006.

Introduction

The Boeing Company is a USA-based aerospace and defense company, founded by William E. Boeing. It has grown over the time organically as well as with its merger with McDonnell Douglas in 1997. Boeing is the largest exporter by value in the United States. (Reed, 2009) Boeings biggest competitor is Airbus. Airbus SAS is an aircraft manufacturing arm of EADS, a European corporation. While on one hand as a result of the competition the aviation industry has gained with better aircraft on the other hand the industry has also seen a lot of controversy around the role of government with regards to aid to the firms.

Main Text

The trade disputes have alleviated a lot between the global giants and the matter was taken by the US govt. to the World Trade Organization. This has by far been the biggest trade dispute to be taken to the WTO in dollar terms (CSS, 2009). The main contention of the dispute is the way both firms benefit from the actions and policies of the respective government agencies.

The state of Washington has been providing a lot of infrastructural benefits as well as tax benefits to Boeing and a major part of all debates has been around the issue that has it been equally beneficial to the state and has this in turn violated international norms. Further studies suggest that the resulting increase in jobs was in no way directly accredited to tax holidays but was a natural outcome of increased aircraft demand globally (Watkins, 2009).

A major cause of such benefit package as highlighted by the EU at WTO was the 2003-04 incentive provided to Boeing by state of Washington to persuade Boeing to manufacture its 7E7 jetliner at Everett. The said package would benefit Boeing by $ 3.2 Billion over a period of 20 years (Wallance, 2004). The state however contended that it was a package for the industry on a whole and not merely Boeing (Washington, 2004). Boeings acquisition of Vought in 2009 is being seen as a move by the manufacturer to move out of Washington. Boeing quoted labor unrest and high manufacturing costs as reason for this move (Creedy, 2009).

Boeing surely gets benefits from such government actions in an industry that has huge entry barriers due to cost structure and regulation norms. While Boeing has been a major US employer and partner to agencies like the NASA and US Air Force the tax exemptions and grants do provide it undue advantages. Though in the recent times with economic recession set in the idea of govt. bailouts and exemptions have become more acceptable. Almost every country and govt. agency has been pitching in to bail out firms.

Conclusion

The ways in which such policies are crafted at times undermine workers interests. The 2003 proposals by the state of Washington allowed the norms to be changed to change compensations and benefits to workers which eliminated 9000 beneficiaries from the system (Galloway, 2003). Thus while the firm does benefit from such norms and tax breaks it should also be noted that the tax breaks help generate local employment and helps the firm sustain competition from Airbus. With the economic slump and post 9/11 impact on industries in general and aviation industry in particular the tax breaks may seem to be justified. Federal agencies must take care to balance the cost-benefits of any such initiatives as it affects the tax dollars of citizens.

Works Cited

Creedy, Kathryn B. Boeing Taxiing Out of Washington?2009, Aviation Today. Web.

CSS. Boeing vs. Airbus  clash of the dwarfs?. 2009, www.csmonitor.com.

Galloway, Angela. Tax break for Boeing proposed. 2003, www.seattlepi.com. Web.

Reed, Dan.  Boeing says its flying high despite recession. 2009. www.usatoday.com.

Wallance, James. Boeing: Tax breaks no bargaining chip. 2004. www.seattlepi.com. Web.

Washington, Action. Boeing 7E7 Site Agreement. 2004. Action Washington. Web.

Watkins, Marilyn P. Everyone Else Gets One: An Analysis of Tax Breaks in Washington State.2008. Web.

The Airbus A380, also known as Superjumbo, is the largest passenger airplane ever manufactured in the world. The plane has four engines, a wide double deck body and an upper deck that spans the whole fuselage length. Its big size can accommodate 525 passengers divided into the usual three classes or maximum of 853 passengers if it were to be made into an all-economy class arrangement (Norris & Wagner, 131). This essay will explore the supply chain of the Airbus A380.

The A380 manufacture and assembly

Being such a gigantic plane, manufacturing the airbus A380 at a single point can be very cumbersome as it would be almost next to impossible to come up with a manufacturing plant that would be huge enough to accommodate the building of the airbus A380.

For this reason, the various parts of this plane are built at different locations in Europe and then transported for assembly at Toulouse in France. The plane’s main components are manufactured in the UK, Germany, Spain and France by various companies five largest being Safran, Goodrich, Rolls-Royce, General Electric and United Technologies.

Being a huge plane, the A380 is mostly constructed from light but strong materials that hold the plane’s weight together without making it too heavy to fly (Ireland, Hoskisson & Hitt, 37). Composite materials make up to a fifth of the plane’s airframe while reinforced plastics made of carbon, glass and quartz fibres are utilized mostly in the making of the wings, doors, tail surfaces and the fuselage pieces such as the rear end and undercarriage sections.

The manufacture of the airbus A380 components begin in Germany from where they are transported to France via the UK. The tailfin, which is manufactured in the German city of Stade, and cabin installations together with the front and back fuselage parts, which are built in Hamburg, are transported to the shipping docks and shipped to the UK at the Mostyn port.

The UK manufacturers the wings of the airbus A380 in its cities of Broughton and Bristol, which are both located in Wales (Boddy, 687). The wings are then afterwards transported by barges over Dee-Dee River from the factories to the port of Mostyn where they are loaded into the cargo ship containing the other components from Germany.

The cargo ship then leaves for France and docks at the port of Saint Nazarie. The components are then unloaded and used to assemble bigger plane sections including the cockpit, sub-assemblies and the nose. The airplane’s nose is built in Saint Nazarie while the cockpit and the fuselage sub-assemblies are manufactured in Meaulte.

The larger components are then reloaded to the ship which transports them to Bordeaux where they are finally unloaded and be moved by a barge to Langon. From Langon, the parts are loaded on trucks and transported by road to Toulouse (Norris & Wagner, 93).

From Bordeaux, the ship sails to Spain to collect the other major parts. The rudder and the horizontal tail plane are built in Spain in the cities of Puerto Real and Getafe respectively. These are then loaded onto the ship and transported to France. The Aircrafts engines, which are built by Rolls-Royce in partnership with Pratt & Whitney and General electric, and the other smaller parts that are manufactured in many other countries including the US, are also brought moved to France.

All the components are then transported to Toulouse where they are assembled to form the airbus A380 (Liyanage, Wink and Nordberg, 114). After assembly, the airbus A380 is tested and then flown to Hamburg where it is furnished and painted according to the specifications of the buyer. The plane is now ready for commercial use. The diagram below illustrates the airbus A380’s supply chain.

Source: Wapedia.mobi

Works Cited

Boddy, David. Management: an introduction. Indiana: Financial Times Prentice Hall, 2005.

Ireland, Duane, Hoskisson, Robert and Hitt, Michael. Understanding Business Strategy: Concepts and Cases. Ohio: Cengage learning, 2008.

Liyanage, Shantha, Wink, Rudiger and Nordberg, Markus. Managing path-breaking innovations: CERN-ATLAS, Airbus, and stem cell research. Connecticut: Greenwood Publishing Group, 2007.

Norris, Guy and Wagner, Mark. Airbus A380: Superjumbo of the 21st Century. Minnesota: Zenith Imprint, 2005.

Introduction of Firm

Founded in the 1960s, Airbus has become one of the leading competitors in the aircraft manufacturing industry. The high demand for aircrafts in the 1970s triggered a new model that could fulfill the needs of different clients. In 2000, the corporation embarked on a new mission aimed at producing the A380. This discussion gives a detailed analysis of this company and proposes the best action plan.

Overview of Firm’s Competitive Advantage

The presented case outlines various attributes that make Airbus competitive. Firstly, it has a single owner that streamlines decision-making and problem-solving approaches. Secondly, it produces large aircrafts that deliver efficiency, speed, and reliability. Thirdly, it offers both leasing and buying options to different airlines (Luna, Addepalli, Salonitis, & Makatsoris, 2018). Finally, its competent employees and assets will continue to transform organizational performance.

Problem Statement

Airbus is currently facing competition from emerging companies that produce fuel efficient and quieter turboprops and jets.

Alternative Solutions

Option 1: Analysis

The above issue requires an evidence-based strategy to ensure that Airbus achieves its potential. The first option is to consider the concept of diversification and produce efficient turboprops and jets. This approach will meet the needs of emerging clients (Pitt & Koufopoulos, 2012). It presents these advantages and disadvantages:

• Pros: The option will increase revenues and minimize competition (Luna et al., 2018).
• Cons: It requires additional resources.

Option 2: Analysis

The second option revolves around the power of continuous research & development (R&D). Many corporations in this industry are manufacturing quieter, more efficient, and reliable crafts (Morsi et al., 2018). Airbus needs to consider these changes and improve its operational model.

• Pros: This solution is achievable due to the presence of adequate resources (Morsi et al., 2018).
• Cons: This option supports the current model which is not effective.

Decision and Support

The above discussion has identified industrial rivalry as a major threat for this organization. The best decision revolves around embracing the concept of diversification to introduce additional aircrafts that resonate with the changing demands of different customers. Unfortunately, this company will incur numerous expenses if positive results are to be recorded. Eriksson and Steenhuis (2015) indicate that companies that want to remain successful in this industry should focus on every new change or development. They should engage in R&D to streamline operations, address challenges, and improve stakeholders’ experiences. This option appears to be less risky and more profitable.

Action Plan

The recommended solution requires a powerful action plan if it is to deliver positive results. Kurt Lewin’s change theory offers the best framework for implementing these suggestions. The major steps will include freezing, changing, and refreezing. The first one will be used to sensitize all stakeholders about the proposed idea. The next one is making the option a reality in this organization. Finally, the practices will become part of the company immediately. The decision is cost effective and easy to implement since the required resources are available (Luna et al., 2018). This action plan can be executed within two years.

This period will make it possible for Airbus to acquire enough resources and reduce obstacles. In terms of cost, the initiative will require around 20 billion US dollars. The potential negative consequence is the emergence of opposition from stakeholders throughout the implementation period. If this action fails, Airbus can consider a new contingency plan to promote diversification. It will begin by introducing evidence-based procedures and R&D practices. It will then produce additional aircrafts depending on clients’ needs. This second option has the potential to make Airbus successful.

References

Eriksson, S., & Steenhuis, H. (Eds.). (2015). The global commercial aviation industry. New York, NY: Routledge.

Luna, J., Addepalli, S., Salonitis, K., & Makatsoris, H. (2018). Assessment of an emerging aerospace manufacturing cluster and its dependence on the mature global clusters. Procedia Manufacturing, 19, 26-33. Web.

Morsi, O. E., Whealan-George, K. A., & Clevenger, A. D. (2018). Assessment and comparison of aviation manufacturing industries throughout Mexico and Brazil. International Journal of Aviation, Aeronautics, and Aerospace, 5(1), 1-18. Web.

Pitt, M. R., & Koufopoulos, D. (2012). Essential of strategic management. Thousand Oaks, CA: Sage.

Introduction

The Airbus A380 is an airliner that has the largest capacity for passengers. Going by the records, this airliner was produced by European corporation Airbus. This corporation is an EADS subsidiary. The body of the Airbus A380 is wide and big. To run such a machine, there are four powerful engines. In addition to that, there are two decks, one on the bottom and the other on the top. Due to its large size, many airports that had the interest of accommodating it had to expand their runways and the landing space. Moreover, the airbus has an admirable appeal. It has, therefore, attracted both leisure and business passengers over the years, especially since 2007.

Many passengers have found it to be reliable regarding the fact that it has scheduled to fly to many parts of the world. Its comfortability is a thing to boast of. Customers get to experience the real comfort that they would like. The third class portion has a capacity that can hold a total of 525 passengers (USAToday.Travel 2012). Wider seats are found in the first-class portion which has a capacity of 852 passengers (USAToday.Travel 2012).

The first real challenge that this airbus faced was the failure of its Trent 900 engine. This happened on November 4, 2010. The failure was caused by the absence of a well-functioning turbine disc. The flight had to be cut short. The failure of engines forced the pilot to make an abrupt landing at Changi Airport in Singapore. The failure had several effects. However, the left-wing suffered the major damages which were catastrophic in nature. The engine had got exposed during the flight, and then parts of the turbine blade got spoilt by shearing off. This incident happened when the airbus was flying to Sydney from Singapore (Walker 2010).

On the pilot’s decks, the controls of the plane failed to work. Co-ordination between the different parts of the engine did not work properly. This led to the damage that could clearly be seen on the edge of the wing. For a proper running, the airline could use two different engines, namely, the Engine Alliance GP7000 and the Trent 900. Rolls-Royce announced that it could develop the Trent 900 to power the A380 engine in 1996.

This ensured that this engine could become more powerful than it had been before. Four years later, the Trent 900 engine was the one that launched the start of the A380 engine. By the time the Trent 900 engine had been running on 36 airplanes, they were comprised of 180 engines and had run 1.25 hours. This engine was designed in such a way that the surrounding environment was the one that dictated how it is to operate. Such issues as power, noise, fuel consumption, gas emission, and weight are to be taken care of by the design of the engine. The Airbus A380 currently uses a jet engine called the GP7000 (MTU, n.d).

The Trent 900 versus the Engine Alliance GP7000

The Trent 900 and the GP7000 have differences. Rolls Royce, a British company, is the one responsible for manufacturing the Trent 900 engine. On the other hand, the GP7000 engine is manufactured by Pratt & Whitney and General Electric companies based in the US. In terms of price, the Trent 900 engine for the Airbus A380 is cheaper than the Engine Alliance. Emirates airline planes use the Engine Alliance GP7000 while most Qantas planes run on the Trent 900. Emirates Airline has labeled their airbuses, such as A380-861, to run on the Engine Alliance. The A380-841 and the A380-842 are the numbers of the airbuses that use the Trent 900. The GP7000 is developed from the PW4000 and the GE90 while the Trent 900 is a better modification of the Trent 800 (MTU, n.d).

In terms of superiority, the Engine Alliance GP7000 is better than the Trent 900 in several ways. This is emphasized by the fact that this engine has never experienced any fault. The flight time of the Engine Alliance GP7000 is approximately one million hours. There are also plans to enhance this engine in order for it to handle more challenging conditions and services. The improvements and adjustments are bound to increase the confidence of people in the Engine Alliance GP7000, hence making it the best choice for the A380. Notably, the main features that have been taken from the GE90 engine include the fan system design made by Whitney and Pratt (Ostrower, 2012).

The Best Choice Engine for the A380

The Engine Alliance GP7000 is used by many airline companies. These are Fly Emirates, Air France, Etihad Airways, ILFC and Air Austral (Engine Alliance 2012b). The main fact that made the Fly Emirates choose this engine is because the company found out that it could handle the ever-growing airline routes. The engine is considered to be operationally, technically, and commercially viable. This has been arrived at by the combination of its price, performance, and specification factors. It could also set off the cost spent on it

Reference List

Airliners.net n.d., Aviation Industry & Aircraft News. Web.

Engine Allience 2012a, ‘Noise’. Web.

Engine Allience 2012b, ‘Press Archieve’. Web.

Exposed to Engine Oil Fumes? n.d. Web.

GP 7200 n.d. Web.

MTU (n.d). GP7000 – Maintenance, Repair and Overhaul. Web.

Ostrower, J 2012, ‘Rolls-Royce, Pratt & Whitney set to take on GE to power 777X’, Flightglobal. Web.

USAToday. Travel 2012, ‘Airbus: ‘Some difficulty’ reaching A380 target for 2012′. Web.

Walker, P 2010, ‘A380 engine failure: why it happened‘, The Guardian. Web.

Introduction

Before the introduction of the fly-by-wire system in civil aviation, pilots had to rely only on manual controls during flight. Fly-by-wire is an innovation that replaces an aircraft’s manual controls with an electronic interface.

Fly-by-wire is a digital flight control system that enables signals from manual controls to be converted into electrical signals after which control computers determine the appropriate response (Droste &Walker, 2003). The Airbus Company was the first airplane manufacturer to introduce this system in their A320.

The Airbus fly-by-wire system was certified in 1988 and was used the same year during the launch of the first A320 (McRuer & Graham, 1981).

Manual flight control systems are very bulky and the control cables need to be carefully laid through the relevant sections of the airplane.

The control systems and cables need redundant backup that guard against failures and as such further increases the weight of the aircraft and the work of the crew. Mechanical flight controls are prone to several dangerous issues such as spinning, stalling and pilot-induced oscillation (Pratt, 2000).

In fly-by-wire, the control of the aircraft is only achieved through the use of electrical signals. The controls are configured to control computers in the aircraft.

This means that the link between the operator and the control actuators is interposed by a computer system hence modifying the operator’s inputs with regards to the control parameters.

Fly-By-Wire

In the study of mechanics of flight, we can assume that an aircraft can be represented as a rigid body, designed by a set body of axis as shown in figure 1.

The rigid body dynamics therefore has six degrees of freedom, given by three rotations about, and three translations along the axes. This model allows modeling of all forces and moments acting on the plane (Stephens & Lewis, 1992).

Figure 1: Body axis aircraft co-ordinate system retrieved from Stephens and Lewis (1992, p.24)

In order to achieve flight control, the capability to control the forces and moments acting on the plane is imperative. If we can control the forces and moments, then by default we can control the accelerations and hence velocities, rotations and translations.

The Flight Control System is designed to achieve this through the aircraft’s flight control surfaces that include the rudder, edge flaps, trailing and foreplane (Pratt, 2000).

Flight control system also needs to control the thrust provided by the engines, since they also produce the forces and moments acting on the plane. On a standard airplane, control signals from the pilot are transmitted to the actuators by a system of mechanical components as shown in Figure 2.

Figure 2: Mechanical control system retrieved from Stephens & Lewis (1992, p.26)

Direct mechanical connections between the cockpit controls (rudder pedals and pitch/roll sticks) and the control surfaces that maneuver the plane were used in mechanical flight controls. In standard airplanes, computers within the plane constantly modify the pilot feel on controls while the auto-pilot computers can be able to control the actuators (Lloyd & Tye, 1992).

However in fly-by-wire airplanes, flight control surfaces are all digitally controlled and activated by means of a hydraulic system. The rudder and the Trimmable Horizontal Stabilizers in these airplanes can also be manually controlled. The early mechanical means of control had very high levels of integrity, in terms of the probability of the loss of aircraft control.

In FBW planes, the side sticks are used to control the plane in pitch and roll as well as indirect control through turn coordination in yaw (Gibson, 1999). The flight control computers in the planes interpret the pilot’s inputs and consequently move the surfaces as required to accomplish the desired flight path.

When the plane is in auto-pilot mode, the flight control computers receive flight signals from the auto-pilot computers. Flight control computers in FBW planes not only control operations but they also monitor them.

The response of the aircraft to signals is feedback to both the flight control and auto-pilot computers through specific sensors and then sent for display to the aircraft crew through dedicated screens (Gibson, 1999).

In order to ensure that the high integrity levels of earlier mechanical systems are achieved in FBW planes, numerous lanes of computing and multiple signal sources are required to offer redundancy.

These systems also need to be cross-monitored in order to ensure that failed equipments are identified and isolated thus ensuring safe operation. A broad built-in-test system is also installed, to guarantee that the system is working in the expected capacity and is safe to fly before each flight and also to identify and isolate failures before flight (Lloyd & Tye, 1992).

Basic Operation

Although fly-by-wire systems are relatively complex, their operation is relatively simple to understand. When the side-stick is moved by the pilot, a signal is sent through multiple channels to a computer. In most situations, a Triplex is used i.e. the signals are sent through three channels.

Once the computer receives the signal, it adds the voltages of the signals and divides this with the number of signals received to achieve the mean average voltage (North, 2000). After this, the computer adds another channel and the signals are relayed to an actuator connected to the control surface thus causing the surface to move.

A negative voltage is then sent by potentiometers in the actuator back to the computer describing the location of the actuator. When the desired position is achieved, the incoming signal and feedback cancel each other out causing the actuator to stop moving (Moir, Seabridge & Jukes, 2003).

The fly-by-wire technology enables the aircraft computers to function without any input from the pilots. The fly-by-wire control systems have enabled automatic stability system to be included in the plane and act autonomously to the pilot’s input.

To enable automatic stabilizing systems to operate, gyroscopes that have built-in sensors are installed in the aircraft to sense movement changes in yaw, roll and pitch axes (Moir, Seabridge & Jukes, 2003). Any movement that deviates from the flight level axis triggers a signal to the computer that responds by moving the actuators thereby causing automatic stabilization.

Benefits and concerns of the Fly-by-Wire technology

The main advantage of fly-by-wire is the ability to mold the system’s attributes at all points in the plane’s flight envelope. Flight envelope protection is achieved through the use of flight control laws which are scheduled according to the flight conditions.

Another benefit is carefree handling that is achieved in two ways. The first way in the provision of carefree handling is through providing controls for the angle of attack and the suppression of the angle of sideslip thereby preventing the plane from stalling.

The second way of achieving carefree handling is by using automatic controls to limit the roll rate and normal acceleration in order to avoid over-stressing of the airframe. Carefree handling is mainly a mean to reduce the workload of the pilot especially during maneuvering in order to avoid wind shears and obstacles (Moir, Seabridge & Jukes, 2003).

The fly-by-wire technology also provides aircraft agility. This helps in providing a mean for quick changes in velocity vector and fuselage aiming.

The technology also allows the control of an unstable airframe through improved lift/drag ratio and an enhancement in the maximum lift capacity that contribute to increased aircraft turning capability. Apart from this, the technology also reduces drag through optimized trim setting of the controls.

Fly-by-wire technology has also enabled reconfiguration to allow flight continuation or safe recovery following system failure (David, 2000). Advanced autopilot system has also reduced the pilot’s workload during flights.

Finally, fly-by-wire technology has led to reduced maintenance cost due to the decrease in mechanical complexity and also the advantages arising from the built-in tests. These benefits can however only be attained if appropriate control law architecture is established.

Control laws can only be established if there is a good knowledge of the systems, safety measures and equipment engineering, flight control and flight dynamics (Lloyd & Tye, 1992). Although the cost of setting up the fly-by-wire technology is relatively high, the performance and safety benefits easily justify this cost.

The main concern posed by this system is reliability. Mechanical control systems only fail gradually thus allowing engineers and the crew to identify and fix these systems according. However, the chance that all computers in an airplane may fail could lead to the total lack of control of the plane.

Modern fly-by-wire airplanes have introduced redundant computers and mechanical flight control back-up in order to reduce the chances of overall failure. Built-in tests and independent fly-by-wire channels have also been introduced to ensure that in no time can all the systems in the plane fail.

Conclusion

In civil aviation, no invention has had a greater impact that the fly-by-wheel technology. This technology was first experimented for military operations but it was however introduced in civil aviation by the Airbus Company in their A320 plane.

The fly-by-wheel technology has offered several benefits to civil aviation that would otherwise been not achieved. One of the main advantages is that fly-by-wheel control systems have enabled integration of auto-stabilization system and flight envelope protection.

The fly-by-wheel technology has been revolutionary in the civil aviation field as it was the starting point for various innovations that have been realized over the years. Further developments that have arisen due to this technology include fly by optics, power-by-wire, intelligent flight control systems, and fly-by-wireless systems. These systems have all enhanced the efficiency of aircrafts by reducing weight, improving maintenance and crew workload as well as enhancing safety.

In the past, aircraft manufacturers had to rely on extensive connections between the cockpit and the control surfaces requiring the need for joints, pulleys and long cables. This not only increased the weight of the aircraft but also increased the workload of the crew as well as posing the risk that some defects may pass unnoticed.

The fly-by-wire system has negated all these concerns and has provided a mean to ensure that civil aviation is safe, effective and cheap. Considering all the advantages brought by this system and the potential for future developments, fly-by-wire systems is definitely one of the most important developments brought into the civil aviation field thanks to Airbus.

References

Droste, C., & Walker, J., 2003. The General Dynamics Case Study on the F-16 Fly-By-Wire Flight Control System. Reston, VA: AIAA Professional Study Series.

Gibson, J., 1999. Development of a methodology for excellence in handling qualities design for Fly by wire aircraft. Delft, NZ: Delft University Press.

Lloyd E., & Tye W. 1982. Systematic Safety (Safety Assessment of Aircraft Systems. Civil Aviation Authority, London, 1982.

McRuer D., & Graham D., 1981. Eighty Years of Flight Control: Triumphs and Pitfalls of the Systems Approach. AIAA Journal of Guidance and Control, 4(4), 64-88.

Pratt R. W., 2000. Flight Control Systems Practical Issues in Design and Application. IEE Control Engineering Series, 57 (1): 220-258.

Stevens B. L., & Lewis F. L., 1992. Aircraft Control and Simulation. New York: John Wiley & Son, 1992.

The Airbus A340 was developed as a result of improvement of an experimental model known as the TA11. Airbus Company had announced the advancement of TA11 in January 1986 and led to establishment of A340. A340, a twin-aisle aircraft, was created to enhance efficiency on distant routes where big passenger planes such as the Boeing 747 were not needed.

Its major difference with other planes of similar class is that A340s have a greater range than the Boeing due to its large fuel capacity especially for the A340-500.

A340 have an approximate range of up to an average of 13,000Km which gives it an advantage over other planes. A340 was to use the International Aero Engines (IAE) new super fan engines but difficulties were experienced, hence they stopped the development of the super fan engines. Airbus agreed with CFM international that they would use the CFM56-5C4 engines.

The Airbus A340 was completed and was ready to fly in the late 1990s (Papadogiannis 2001, para 1).

A340 is normally assembled in Toulouse in France and the fuselage is developed in Germany; the fuselage is the body of a plane which is tube-like that holds all the pieces of an airplane together. The main purpose of its hollowness is to make the aircraft lighter.

The wings of A340 are manufactured in England. A340’s cockpit is completely digitalized; it has six multi-function displays. A340 also uses sidesticks instead of the classic yokes (Papadogiannis 2001 para 2).

The ‘Fly -by- wire’ of the A340 is designed to operate the plane automatically rather than manually; it switches from mechanical control to electronic signals. The’ fly- by- wire’ system allows commands through the sidestick rather than using yokes.

This has improved safety and reliability of the plane. Fly-by-wire has also reduced pilot workload and improved performance due to reduced pilot inputs. The fly by wire has tremendously improved stability and ease and reduces fuel burn through reduced drag and optimized deflection control surfaces.

It contains three multipurpose control and display units which enables access to the flight management system of the airplane. These units also provide systems maintenance information in the air and on the ground.

The plane is also characterized by a ground proximity warning system (GPWS), communications addressing and reporting system (ACARS), a global positioning system (GPS), satellite communications, traffic collision avoidance system (TCAS), a forward air navigator system (FANS A) and a microwave landing system (MLS) (Aero-space technology.com n.d., para 8). The use of advanced material gives the A340 an upper hand in comparison to other planes.

The completion of A340’s design led to creation of six prototypes. A340-200 and A34-300 were initially the only Airbuses to be created. Although A340-300 had a greater capacity than A340-200, it had less range compared to A340-200. Many flight tests were done with the prototypes after its success manufacturing of the A340 commenced. The first delivery was an A340-211 of Lufthansa in January1993 when it made its first commercial flight.

A340 series has a communication system which included telephones and fax machines. It is spacious and has privacy compared to other planes due to it is dimensions-wide bodied. Airbus later developed another series of A340, the A340-500 and A340-600 in the late 1990s.

They have similar type of wings with the previous models but longer. Its huge area of the wings gives more capacity for fuel; large fuel tanks are situated in the wings. It also has four wheels to support the increased weight of the central main gear.

A340-500 and A340-600 has modern cockpit with LCD displays instead of CRT which was used in A342-200 and A340-300 before. A340-500 has a maximum range of 16,000 Km with Rolls-Royce Trent 500 engines that have greater power and less fuel consumption.

A340-500 can carry up to 313 passengers. A340-500 first flight was in February 11, 2002 after it was tested and eventually certified. A340-500 provides the best services in terms of long range capability. The A340-600 is one of the largest airplane manufactured by the Airbus Company, it can carry up to 380 passengers.

In comparison to other huge Airplanes such as Boeing 747 which is of the same class, A340-600 has a larger passenger sit and cargo space. A340s have Rolls-Royce Trent 556 Turbofans and powered by 56,000 ibf thrust. The plane is very economical in terms of fuel consumption and has a maximum range of 13900 km. A340-600 made its first commercial flight in April 23, 2001 after being tested successfully.

A340-600 is one of the largest airplanes and is configured into three classes. It has 380 seats of which 12 are first class, 54 business class and 314 economy class seats. A340-600 has a large cargo capacity that can hold 42 LD-3 containers.

The four engines of the A340-600 ensure that the plane can withstand the extra weight exerted by the huge number of passengers and the weight of the large cargo. It also does not have many limitations in terms of passengers compared to other two engine planes.

The large seat count and freight capacity in the A340-600 gives it the advantage of high revenue capacity. Despite the A340-600 having a slightly higher fuel burn than other planes, the extra seats and the extra cargo space are an advantage since its revenue counters and compensates for the extra fuel burn (Aircraft Commerce 2001, para 15).

A340s have also a low maintenance cost due to the technology similarly used in A380 – also a product of the Airbus Company. The design of A340s structures such as the airframe incorporates more than ten tones of composites and ultra-light alloys resulting in reduced aircraft weight , easy maintenance and an increased airframe lifetime (Aviation-Database.com para 2).

Manufacture of the A340s is done using advanced technology. The A340s are constructed through use of laser beams welding, superplastic forming and diffusion bonding. The use of high strength aluminium alloy, carbon fibre and glass fibre reinforced plastics make the A340s a state of the art plane.

The materials and technology used for manufacturing A340s leads to production of quality airplanes with guaranteed safety and reliability. The A340 also contains an advanced technology such as a center of gravity management system, modern cabin systems, highly-efficient wings and a state of the art avionics which makes the A340s series unique. The A340s avionics are highly integrated to provide an efficient crew use and optimal maintenance (Potocki de Montalk 2001, 3).

A340’s ability to carry more fuel has enhanced efficiency in long and ultra-long distances; especially the A340-500 which has a long range capability than most planes. The wide variety has enhanced operational flexibility in both short and long flights.

A340s four engines give it an advantage over two engine planes since it is not liable to extended operations (ETOPS). Extended operations rules limits two engine planes from long flight periods. The Long-range operations (LROPS) are an added advantage to the A340s; it allows four engine planes to fly over extreme conditions with the exception of an engine failure without diversions. Direct flights without diversions greatly improve the A340s customer efficiency – this avoids the long routes which two engine planes are accustomed to.

Fly-by-wire technology reduces turbulence and improves comfort during flights. The electronic system that controls flight of the A340s includes five computers and segregated power lines and signaling lines. These features facilitate control of the plane in pitch, roll and yaw.

Speedy communication links are provided by the Rockwell Collins Integrated Information System which enhances faster fault rectification. A340s have a central management system (CMS) which facilitates troubleshooting in more than one system at a time with clear and precise data available.

The A340s are installed with a temperature sensor locator which provides a comfortable temperature conditions for the passengers. The large wings enable the plane to lift with ease during takeoff, and also facilitate cruise at high speeds economically. The lower deck has sufficient space for introduction of additional crew or passenger facilities such as sleeper cabins, bunks and rest areas for the crew.

Using four engines in the place of two reduces maintenance costs since it is easier to maintain four small engines than two big engines. Low thrust is required for take-off with four engines while a two engine requires more thrust for take-off. Flexible operability enables the plane to fly over remote areas like mountain ranges and oceans thus saving time.

A340 have taken into account several steps to enhance the planes uniqueness. To begin with are improved operating costs such as low fuel burn, high weight capacity and low maintenance costs. Secondly, improved performance in the environment, for example, reduced noise pollution, and reduced carbon emission, good methods of materials and manufacturing processes.

Finally, improved passenger satisfaction, for example, comfortable passenger seats due to sufficient space, and a nice interior with less internal noise level (Resources, Community, and Economic Division 1993, 7). Airbus A340s has a similarity in its operations; most controls are designed similarly hence pilots can easily grasp the controls with minimum training time.

List of References

Aero-space technology. Airbus A340-200 and A340-300. Web.

Aircraft Commerce, 2001. Aircraft operations, 360-seaters in performance test. Web.

Aviation-Database. Airbus A340 maintenance. Web.

Papadogiannis, D., 2011. Aircraft-photos.net. Web.

Potocki de Montalk, J. P., 2001. New Avionics systems-airbus A330/A340. Web.

Resources, Community, and Economic Division, 1993. Aircraft certification: Limited progress on developing international design standards. Washington DC: Diane Publishing Company.