Aviation and Aerospace

Top priority is given to adjusting capacity, securing liquidity and consistent management of costs. However, improving the resilience and competitiveness of business models requires a more flexible approach to delivery. Porsche Consulting conducts a structured risk analysis of all relevant business processes and, in partnership with its clients, puts their businesses on an agile footing; with an eye on growth scenarios and preparing for future market changes.

When it comes to airlines, for example, the analysis puts all of the operational processes under the microscope, from crew planning to air traffic control. It builds on lessons learned from the successful business management and flexible deployment of capacity in the automotive industry. In the future, planning of flight paths and crews will be more demand-led and based on shorter cycles. The prerequisites for this include fleets of aircraft that can be deployed anywhere, along with flexible working time models and tight, real-time integration of all system partners. Overall system capacity thus expands and contracts as actual passenger volumes increase and decrease, ensuring optimum resource utilization and a high level of efficiency.
Equally, the manufacturing networks become more flexible to provide an economic response to market requirements. Critical success factors are the central control of the global supply chain and its integration with the business's own capacity management. The necessary planning and logistics expertise is developed in partnership with Porsche Consulting and embedded in the future organization as a core competence.

Delays on the way to the airport, never-ending queues at check-in and security, and late arrivals due to crowded skies; the experience of flying in increasingly homogeneous and ever more tightly packed cabins soon loses its appeal. Everyone in the industry needs to work to make air travel a more attractive, captivating process for customers; from when they enter departures until they exit arrivals. Porsche Consulting recommends three levers to its clients to support these efforts:

Reduce: Cut in-terminal travel times to a minimum, with transparency for the customer thanks to simple, consistent and where possible touch-free airport processes through to boarding and taking their seat on the aircraft.

Replace: Turn inevitable waiting periods into opportunities to take mundane activities off the customer’s to-do list with services such as car valeting, hairdressing, shopping and cleaning.

Re-invent: Create additional, unexpected offerings that make traveling a pleasure again, such as VR experiences, impressive product presentations and calm working and meeting spaces.

Currently, business development in the air and space sector is growing in proportion to passenger volumes. Crisis periods show just how important it is to expand business models beyond simply conveying people and objects. Data analysis technologies, especially those that reveal how customers and aircraft are used, form the basis for innovative products and services.

Porsche Consulting uses its own Innovation Lab in collaboration with strategic partners for the purpose of service design. Together with airlines and airports, new service offerings and marketing models for more flexible use of the existing infrastructure are developed. In cooperation with aircraft manufacturers and maintenance businesses, new business models for spare-parts management and integrated servicing are created. And operational flight data is used to identify opportunities to optimize development and production.