DRIVING EFFICIENCY
IN A CHANGING WORLD
OF AVIATION
TABLE OF CONTENTS
HOW CAN AIRLINES LEVERAGE DISRUPTIVE
TECHNOLOGIES TO MAINTAIN AND IMPROVE PROFITS 3
AIRLINES CAN DOUBLE PROFITS WITH A
10% REDUCTION IN MAINTENANCE COSTS 4
LATEST INSIGHTS FROM IFS RESEARCH 5
RESPONDING TO THE CHALLENGE 6
LOOK FOR THE OBVIOUS – AND WORK WITH EXPERTS 7
SAFER, FASTER, BETTER: MODERN MRO AND
PERFORMANCE EXCELLENCE AT CHINA AIRLINES 8
WHAT’S NEXT FOR YOUR BUSINESS? 10
HOW CAN IFS HELP 11
MEET OUR INDUSTRY EXPERTS 12
Global industry views on the importance and relevance of digitization vary between industry around the
globe. It’s worth asking yourself what sort of impact you think it might have for your business.
IFS DIGITAL
TRANSFORMATION
SURVEY 2016
THANK YOU TO ALL WHO PARTICIPATED!
NEARLY 500 SENIOR BUSINESS DECISION MAKERS FROM 20+
COUNTRIES GIVE THEIR VIEWS ON DIGITAL TRANSFORMATION
DIGITAL TRANSFORMATION
REGIONAL SPLIT ON WHAT ROLES ARE CONSIDERED TO BE RESPONSIBLE
FOR DIGITAL TRANSFORMATION IN VARIOUS COUNTRIES
WHO IS RESPONSIBLE?
The nearly 500 decision makers consider these roles
to be responsible for digital transformation
CEO
39%
CIO
40%
CTO
20%
CFO
35%
CMO
6%
OTHER C-LEVEL OTHER NON C-LEVEL DON’T KNOW18% 9%24%
DIGITAL TRANSFORMATION:
WHO IS RESPONSIBLE?
ME
56%
CIO
22%
CTO
22%
CFO
56%
CMO
0%
THE CIO’S VIEW THE CFO’S VIEWTHE CEO’S VIEW
ME
63%
CEO
38%
CTO
19%
CFO
25%
CMO
16%
ME
69%
CEO
44%
CIO
38%
CTO
3%
CMO
9%
DIGITAL TRANSFORMATION
RATING OF HOW IMPORTANT THESE TECHNOLOGIES ARE IN DRIVING
DIGITAL TRANSFORMATION
59
42 48 45
37 53 55 59
IoT 3D Printing Wearable tech AR/VR
Drones Machine learning Cognitive computing Cloud
DIGITAL TRANSFORMATION
HOW IMPORTANT IS IT?
Digital transformation
is just a buzz word
Digital transformation will play
a key role in my market in the
coming five years
I need to know more about
digital transformation
My company has a clear strategy
for digital transformation
Strongly agree Somewhat agree Somewhat disagree Strongly disagree
30%
76%
59%
86%
Agree
GLOBAL ASEAN AUSTRALIA BENELUX BRAZIL CHINA FINLAND POLAND SCANDINAVIA USA
CEO 39% 38% 31% 37% 51% 47% 37% 41% 38% 30%
CIO 40% 21% 31% 22% 42% 53% 52% 57% 45% 29%
CTO 20% 0% 9% 15% 57% 19% 19% 7% 13% 16%
CFO 35% 17% 56% 56% 27% 38% 26% 36% 32% 42%
CMO 6% 0% 0% 11% 4% 6% 15% 2% 7% 6%
OTHER C-LEVEL 24% 13% 22% 11% 42% 16% 19% 34% 15% 27%
OTHER
NON-C-LEVEL
18% 8% 25% 41% 8% 6% 7% 20% 12% 39%
DON’T KNOW 9% 29% 9% 7% 0% 6% 15% 2% 15% 8%
Source: IFS Digital Transformation Survey 2016
DIGITAL
TRANSFORMATION
HOW IMPORTANT IS IT?
2
New levels of data input mean that all aspects of areas such as maintenance should now be
clearly understood. With every long-haul flight capturing 500GB of black-box data, the fact is
that commercial aviation has never had the opportunity to leverage so much data-driven insight.
It is becoming increasingly challenging for commercial airlines to make a profit
in a world of disruptive technologies. Globally, the aviation industry is happy to
seek third-party best-practice advice to mitigate disruptive risks with 71% of
companies considering that outsourced vendors are equipped to provide for
future digital needs. However, against a landscape of ever-changing opinions,
it is increasingly difficult to identify and isolate true and sustainable expertise
that understands both the industry and individual challenges.
HOW CAN AIRLINES LEVERAGE
DISRUPTIVE TECHNOLOGIES TO
MAINTAIN AND IMPROVE PROFITS?
As commercial aviation fleets age, MRO has never been so mission-critical to profitability.
*average fleet age
10
YEARS
Global aviation fleets
15
YEARS
European A319 fleet
20
YEARS
Global Boeing 747 fleet
* * *
3
AIRLINES CAN DOUBLE PROFITS
WITH A 10% REDUCTION IN
MAINTENANCE COSTS
Faced with big data knowledge, one thing is obvious. Aircraft
downtime can cost between $10,000 and $150,000 for just a
couple of hours. With airlines fighting for every piece of revenue
from every single flight, and with aging fleets, the ability to detect
and react to faults instantly is an essential operational function.
The numbers are straightforward.
Average maintenance costs are 11% of
overall operating costs and operating
profit is typically 1%. If you can reduce
maintenance costs by 10%, you can
add 1.1% back to the bottom line.
The streamlining of maintenance
operations and the ability of Aircraft
Health Management Systems (AHMS)
to detect and react to faults instantly
can drastically reduce an airline’s
exposure to asset downtime.
On a flight with 100 passengers,
it takes fares and fees from 99 seats
to cover all costs. Profit = 1 seat
Source: US Airways Group Inc.
The Wall Street Journal
29% FUEL COSTS
20% SALARIES
16% OWNERSHIP COSTS
14% GOV. FEES, TAXES
11% MAINTENANCE
9% OTHER
1% PROFIT
REDUCING MAINTENANCE
COSTS BY 10% COULD
DOUBLE PROFIT
67% of airlines report that operational availability
is a significant challenge for their business67%
Airlines need every possible piece of revenue from every
single flight just to break even, so advanced, e-enabled,
streamed maintenance systems are game-changing.
Graham Grose | Global Aviation Industry Director, IFS
THE COMPELLING METRIC
YOU CANNOT IGNORE
4
Headline insight from new research, commissioned
by IFS from Raconteur Custom Publishing, into
the aviation industry’s attitude towards digital
transformation indicates:
LATEST INSIGHTS FROM
IFS RESEARCH
More than 50% of commercial airlines consider their
digital maturity to be at an enhanced or optimized
stage, with most seeing clear commercial advantages
45% of those questioned considered internal
process efficiencies to be the number one driver for
transformation
41% of the airlines experiencing a talent deficit report
that it’s restricting their ability to perform, saying they
feel either slightly or totally unprepared to deal with
the challenge
Airlines are very aware of the impact made by digital
disruption, particularly the shortage of required skills
to manage transformation
Full details of the Raconteur Custom Publishing
commercial aviation research into digital transformation
are available from ifs.world/dcs-ca
0% 10% 20% 30% 40% 50% 60% 70%
Upskilling of existing talent
Investing in digital resources, technologies
Narrow and hone service / product offering
External recruitment of digital talent
Diversify service / product offering
Response to the impact of digital disruption:
>50%
41%
45%
5
Aside from optimizing maintenance repair and overhaul (MRO) costs,
profitability depends on operational availability and minimizing aircraft on
ground (AOG) downtime. Because more traditional finance and HR-focused
products cannot meet the industry’s complex requirements, this requires an
enterprise resource planning (ERP) system with dedicated aviation expertise
and experience.
RESPONDING TO THE CHALLENGE
Alongside these challenges, it is important for
planned investment in digital transformation
to be born in mind when determining the most
appropriate ERP system to accommodate costly
flight disruption from incidents ranging from
natural forces through to aviation fuel prices
and long-term economic cycles. However, as a
starting point, efficient MRO and supply chain
ERP are key to operational availability.
Top five capabilities identified for investment:
BIG DATA AND
ANALYTICS
39%
INTERNET OF THINGS
(IoT)
39%
ENTERPRISE
RESOURCE
PLANNING
(ERP)
33%
ARTIFICIAL
INTELLIGENCE
37%
MOBILE
COMPUTING /
APPLICATIONS
31%
6
LOOK FOR THE OBVIOUS –
AND WORK WITH EXPERTS
Based on such a broad range of experience, IFS Applications provides a fleet and asset management
(FAM) capability, which fully integrates with the MRO functions, allowing you to integrate the
configuration, maintenance and maintenance program management of assets with your fleet and its
planned and tasked operations.
IFS software enables commercial operators to overcome maintenance challenges
by providing the right combination of planning and execution support capabilities.
Airlines are able to maximize the utilization of expensive assets with multi-horizon
planning capabilities such as fleet maintenance scheduling, short term and line
planning and tail/route assignment.
Comprehensive work packaging allows you to track the execution of all activities and part availability,
and real-time configuration validations ensure compliance with approved configurations before the
aircraft is released back into service. Additionally, IFS Enterprise Operational Intelligence (EOI) makes
it possible for airlines to keep their finger on the pulse of critical business processes that impact daily
operations.
IFS has a dedicated and proven aviation business unit, comprised of leading industry experts who can
work with you to prepare you for what’s next.
IFS was:
First to be certified for paperless
use in line maintenance
First to support configuration management
of complex, aircraft field-loadable software
The first thin-client, web-architected solution
First to build a mobile, handheld,
disconnected maintenance
execution application
One of the first to tap into latest
cloud-based technologies
One of the first to support maintenance
of unmanned aerial vehicles
2002
2004
2006
2008
2010
2011
7
CONT...
SAFER, FASTER, BETTER: MODERN MRO
AND PERFORMANCE EXCELLENCE AT
CHINA AIRLINES
Founded in 1959, China Airlines operates the largest and most modern aircraft body
maintenance center in the region, with more than 1,200 professionals working out
of five hangars to deliver a complete range of internationally-certified line, heavy and
shop maintenance work on various types of aircraft and engines. In addition to its own
passenger and cargo fleets, it carries out third-party maintenance for over 40 other
domestic and international airlines.
I F S C U S T O M E R S T O R Y
There is no denying that modern information technology has the power to exercise significant
influence over business performance. For airlines looking to differentiate from the competition,
innovation should be a top strategic imperative.
Mr. Houng Wang | Head of Engineering, China Airlines
Safety and the role of maintenance
China Airlines believes that the quality assurance
of maintenance work is the foundation of flight
safety and takes great pride in running an effective
engineering & maintenance organization (EMO).
However, the effectiveness of the maintenance
operation had been constrained by a network of
legacy mainframe systems that were siloed from
each other, making it very difficult to access and
share timely maintenance information throughout
the organization.
In a marketplace where success hinges on driving
greater operational efficiencies, China Airlines
committed to investing in modern IT systems to better
support the business and maintenance operation.
To integrate the entire EMO department
using a single, seamless approach 1
To strengthen configuration control
and record-keeping, for more agile
compliance reporting
2
To minimize in-house
system customizations3
IT investment was
designed to meet three
key objectives:
8
China Airlines adopted IFS Maintenix as their
system of record for maintenance and engineering
needs across their entire fleet of Boeing and Airbus
airplanes as well aircraft from its burgeoning third-
party maintenance services practice.
Translating operational efficiency to bottom-line
benefit
A phased approach allowed the airline to wean off
legacy systems gradually, integrate with an ERP
system, evaluate progress and measure results
at key intervals. Every month, it conducts a Time
Quality Cost (TQC) assessment, measuring the
impact of the new IFS Maintenix system against
18 operational metrics.
Download full customer story PDF (0.4 MB)
ERP has delivered tangible benefits:
IFS AND THE END-TO-END
SOLUTION FOR CHINA AIRLINES
I F S C U S T O M E R S T O R Y
IFS Maintenix, which offers an end-to-end suite, including functionality for maintenance
program management, configuration management, engineering, planning, materials
management and line, heavy and shop maintenance, was the chosen strategic solution.
LINE MANAGEMENT
PROCESS EFFICIENCIES
Annual cost savings of $560,000
10%
A CHECK DELIVERY
EFFICIENCIES
Annual cost savings of $213,000
3%
LAYOVER IN SCHEDULED
AIRCRAFT MAINTENANCE
Savings of $1,352,000 (DVC)
30
DAYS
LESS
LAYOVER IN UNSCHEDULED
AIRCRAFT MAINTENANCE
Savings of $1,133,000 (DVC)
25
DAYS
LESS
9
For example, the ability to leverage technology and insights from Internet
of Things (IoT), using a product such as IFS Maintenix, gives aviation
planners, line maintenance and maintenance operations the real-time
connected insights and information-exchange they need to provide:
• Collaborative deferral management for fast, effective and recorded
decision making
• Real-time maintenance status monitoring
• Raise or close faults and release aircraft at the aircraft
• Eliminate double entry of tasks and information
• Fast and effective part searches that return only those parts
relevant to the aircraft and the task at hand
Staying competitive necessitates a modular approach
that directly fits the specific commercial aviation
requirement, supported with a breadth of solutions
sufficient to manage highly complex aircraft maintenance
rotations, HR, finance and everything in between.
WHAT’S NEXT FOR
YOUR BUSINESS?
77% of aviation companies believe that augmented
reality (AR) could help teams react more effectively
to unplanned maintenance events.
77%
Those who succeed in the commercial aviation sector are most
likely to be those who re-invent themselves and reposition
their business model as a digitally-transformed, data-informed
and asset-focused organization.
Graham Grose | Global Aviation Industry Director, IFS
10
As true experts, IFS understands how to manage the more complex aspects of forward planning. We
can help you identify what’s next, help prepare you for what’s to come and help you to leverage the
benefits of future-facing technologies such as interpreting and managing big data and leveraging the
opportunities of IoT.
HOW CAN IFS HELP
The long-term play will be to transform your organization, enabling you to develop EOI for a more robust and agile way
of moving your business forward by:
TRANSFORMATIONAL IMPROVEMENTS – TRANSFORMATIONAL REDUCTIONS = TRANSFORMATIONAL BENEFITS
TRANSFORMATIONAL IMPROVEMENTS
• To improve reliability and maintainability,
it is important to optimize engineering and
MRO processes, resource planning and
maintenance visits
• Improving configuration, maintenance and
maintenance-program management requires
fleet and asset management to be fully
integrated with MRO
• Increasing availability, minimizing turnaround
times, driving enhanced operational efficiency,
control and the control of accuracy of asset
configuration is driven by the readiness and
sustainability of operations planning
TRANSFORMATIONAL REDUCTIONS
• Reduced costs and increased efficiency can
be derived from improved management of all
enterprise assets
• Reducing cost overheads while supporting
owner-operator, performance-based logistics
(PBL) results from improving MRO facility
capabilities
• To reduce the end-to-end supply chain
logistics overhead, it is important to introduce
best-practice technologies and KPIs
• A reduction in procurement costs is leveraged
by the consolidation and management of
suppliers
• The quickest way to reduce lead times is to
improve back-to-back order management
TRANSFORMATIONAL BENEFITS
• The management of highly-trained scarce and
expensive staff is made much more effective
by job prioritization
• Aligned reporting is derived from standardized
maintenance processes
11
MEET OUR INDUSTRY EXPERTS
Industry experts can play a significant role in helping senior management plot
a business strategy for digital transformation, both operationally and culturally,
throughout the entire organization.
GRAHAM GROSE
Global Aviation Industry Director
Wherever your business is on its digital transformation journey,
why not speak to our team?
Leveraging the right industry experts to speed
digital transformation and realize competitive
benefits has never been so important.
Software will only take you so far. That is
why at IFS we focus on selected industries to
become true experts in how they operate. Our
current customers say that the single best
thing about IFS is our dedicated employees.
For example, our global team of aviation
industry experts is led by Graham Grose
who is responsible for all IFS business
development within the aviation industry,
together with associated industry marketing
and overall product direction. He has
been a specialist in the supply of logistics
information system (IS) tools in a variety of
senior appointments within Sema, BAeSEMA,
BAe, BAE Systems and IFS since leaving the
RAF in 1991 where he was a supply officer
serving in a variety of operational and
IS appointments.
The team can help you get it right first time
with less risk, quicker time to solution and
lower cost by working with you on:
IFS has a long heritage in the aviation industry, having
worked with SAAB since 1994 and GE Aviation since 2002.
Since the 2016 acquisition of Mxi, which resulted in over
300 new IFS employees that are focused exclusively on
supporting customers in aviation, our capabilities are now
even stronger.
Envisioning what your organization’s
digital future will look like
Helping to determine how best to invest
in digital initiatives and skillsets
Ensuring top-down support to lead
transformation
12
SCHEDULE A MEETING
13
IFS develops and delivers enterprise software for customers around the world
who manufacture and distribute goods, maintain assets and manage service-
focused operations. The industry expertise of our people and solutions, together
with commitment to our customers, has made us a recognized leader and the
most recommended supplier in our sector. Our team of 3,300 employees
supports more than one million users worldwide from a network of local offices
and through our growing ecosystem of partners.
For more information about IFS, visit IFSworld.com
ABOUT IFS
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COPYRIGHT © 2017 INDUSTRIAL AND FINANCIAL SYSTEMS, IFS AB (PUBL). IFS AND ALL IFS PRODUCTS AND SERVICES NAMES ARE TRADEMARKS OF IFS. ALL RIGHTS RESERVED. THIS DOCUMENT MAY CONTAIN STATEMENTS OF POSSIBLE FUTURE FUNCTIONALITY FOR IFS’S PRODUCTS AND
TECHNOLOGY. SUCH STATEMENTS ARE FOR INFORMATION PURPOSES ONLY AND SHOULD NOT BE INTERPRETED AS ANY COMMITMENT OR REPRESENTATION. THE NAMES OF ACTUAL COMPANIES AND PRODUCTS MENTIONED HEREIN MAY BE THE TRADEMARKS OF THEIR RESPECTIVE OWNERS.
IFS AB ©2017
En3280-1 Production: IFS Corporate Marketing, June 2017.
Driving efficiency in a changing world of aviation
71% of commercial aviation is seeking third-party advice to overcome the industry’s growing challenge of increasing efficiency and profits. Yet, companies are finding it difficult to identify and isolate true and sustainable expertise. This eBook provides expert insight and real-life examples of how to leverage technology to drive efficiency.
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