Collaborating with the enemy

Most aerospace firms have found it necessary or even essential to partner with their competitors to remain in key markets and activities.

Many aerospace companies have done away with their “do it yourself” philosophy in favor of a more diplomatic approach-collaborating or partnering. This new way of thinking has evolved over the last decade or so as consolidation began to run rampant in the industry. Collaboration or partnering has been seen by some companies as a way of avoiding consolidation as market volumes decrease. Other companies have seen collaboration as a way to keep in touch in several product areas that may not be their primary focus.

Collaboration occurs at many levels within the aerospace industry. There are airframer/supplier partnerships, competitor/competitor partnerships, or noncompetitor partnerships. Most collaborative efforts have naturally occurred between manufacturers and their suppliers in an effort to improve efficiency and reduce cost in the supply chain. Other partnerships were created to reduce risk or remain viable in a small market. Collaborations have even made their way to aircraft operators-both military and commercial. In the Joint Strike Fighter (JSF) program, the U.S. Air Force, U.S. Navy, U.S. Marine Corps, and the UK Royal Air Force have come together to agree on a common set of requirements for the next-generation fighter. In addition to the U.S. and UK governments, many other countries have also decided to join in the development work for the aircraft. Lockheed Martin leads the JSF development team, which includes Northrop Grumman, BAE Systems, Pratt & Whitney, Rolls-Royce, and GE Aircraft Engines.