Bombardier

r market by entering into strategic code-sharing agreements with international carriers, such as Cathay Pacific , and American Airlines

Clive Beddoe and team started their journey with three aircraft fly to five destinations and 220 friendly WestJetters — a journey that would help them become a company of more than 8,800 passionate WestJetters flying one of the youngest fleets of Boeing 737 Next-Generation aircraft to more than 80 destinations in North America, Central America and the Caribbean.

Bombardier has grown substantially via acquisitions since 1989. These acquisitions allowed Bombardier to expand operations, however, in doing so they inherited multiple different information systems, processes and business practices. Bombardier, had become a textbook silo company.

Always a threat, foreign substitutes and the threat of new competition are very real. Our three main competitive advantages will be able to transfer to Canada. The pleasing experience

They faced challenges from acquiring many companies because during the acquisitions Bombardier inherited the data, processes and systems of each company which created inefficiencies. Systems didn’t communicate with each other resulting in low inventory turns and price inconsistency. This was not productive for Bombardier and was time consuming for the employees. The biggest problem was the low visibility of inventory and the lack of communication between systems. Bombardier had now a global presence but was not organized to maintain growth without changing the vision and processes. Another challenge is resistance to change, this factor can have a huge impact on the new vision and

Being pure Canadian company is also a core competency because many people enjoy supporting their country even if it means spending an extra 10-15 cents. These key

We interview the site general manager for a company called Bombardier Transportation. His name is Jeff Gaffney. His official company title is MARC Operations General Manager. Bombardier Transportation is one of two subsidiaries of the company. The other half is Bombardier Aerospace. The parent company is called Bombardier Inc. Bombardier Inc. is headquartered in Montreal Canada. Jeff Gaffney is only involved in the transportation division of the company which is headquartered in Berlin Germany. Bombardier is the leading manufacturer of trains and the third leading manufacturer of planes. The company as a whole has roughly about 72,000 employees with a revenue averaging around $16.8 billion. These numbers are statistics split between the two divisions of the company. As stated before Mr. Gaffney is involved in the transportation division of the company so that is what the interview was primarily about.

Establishing an effective corporate culture for the new conglomerate is essential to Bombardier Transportation’s success. Pierre

WestJet became one of significant air transportation companies since its birth in 1996.After conquering all Canadian destination, WestJet have chance to compete in the international scene. Today it has not that many destinations outside of North America,

Canada’s economy was once solely reliant on the exportation of raw materials, such as furs and timber, to Great Britain and Western Europe. Aside from this exportation of raw materials, Canada was largely agricultural in nature. By the time of Confederation, fifty-percent of labour remained agriculturally based (Krahn, Lowe, Hughes, 2008). Changes occurred around 1900; the industrial era replaced the once mainly agricultural and small-scale local production of times past by way of new technologies in the form of electricity, steam powered engines, railways, water wheels, etc. These tools allowed for the re-organization of work from piecework and compensation, based on individual output, to one of large manufacturing plants, high-production, specialized workers, and hourly pay. This industrial era has now morphed into one of new technologies and new careers; careers based in services. The dominance of a service-based economy is prevalent as around 75% of all employment in Canada was in services circa 2005(HRSDC,

It is known that Canada will be faced with a labour shortage by 2030 and there are quite a few reasons behind this issue. The aging of the baby-boom generation is limiting the labour force growth and to make things worse, there are low fertility rates. Lower birth rates and the aging population indicate that there will be an issue filling these labour gaps. The baby boomers are retiring and there are not enough youth to take over their positions in the labour force. Due to the retiring of these workers, careers such as air pilots, flight engineers and flying instructors will face this shortage. These labour shortages will continue to become more severe as the number of retirees grow and the number of youth decline. Another contributing

Canadair 50 seat regional jets are continuing to be turned out at a rate of 60

Overview Bombardier Aerospace is a division of Bombardier Inc. and the third largest global airplane manufacturer after Boeing and Airbus. Its headquarters are in Quebec, Canada, and with 33,600 employees is poised to become a major player in helping the developing world acquire aircraft. The C-Series is a family of narrow-body, twin-engine, medium range jet liners which, despite some challenges in orders, remains a committed product line. It is designed for the 100-150 seat market, which is about 20,000 aircraft globally and represents about $250 billion in revenue over the next few decades. One interesting fact about the C-Series is that it is truly global in components and supply, sourcing from manufacturers in China, Italy, The Netherlands, France, the United States, and Great Britain (Change is in the Air, 2012).

This is in part due to the fact that the Canadian economy fails to support the development of domestic giants because of the reasons discussed above. As a result, value-added activities, for example R&D, are not performed in Canada. The branch plant operations simply carry out non-strategic and non-value-added operations that do not give the county any competitive advantages or innovative drives. Furthermore, re-investment is limited in the Canadian operations because the majority of the resources are allocated to build the companies? competitiveness, which is often done elsewhere.

Aircraft industry is deeply related to the government sector. As case says, both companies Bombardier and Embraer S.A, were the originally in government sector. Since this industry generally have a historical relationship with the military, each state has tendency to protect it.