Case BOMBARDIER /ADTRANZ Question 1 Two very important reasons for an acquisition are: 1 Possibility to expand internationally; 2 The potential to transform a company and to enrich a firm. What is the Why Rationale? With the cross border acquisition of Adtranz by Bombardier Inc. (BBD) it enabled Bombardier Transportation (BT) - a division of BBD - to enter the local European markets, obtain know-how and access to European engineering concepts needed in emerging markets like Asia and South
I. Overview Pierre Lortie = newly appointed President & Chief Operating Officer of Bombardier Transportation (BT), headquartered in St. Bruno, Quebec BT = one of 3 major operating groups of Bombardier Inc. (BBD), headquartered in Montreal, Canada. BBD = one of the world’s largest manufacturers of passenger rail cars BBD recently completed acquisition of Adtranz from DaimlerChrysler, headquartered in Berlin, Germany Acquisition would expand BT’s revenues & geographic scope; increase BT’s
The Problem Bombardier is the global leader in business and regional aircraft manufacturing and in recent years has been improving their performance. Their strategic objective has always been to be global leaders in both their aerospace and transportation divisions. However, there have been frequent leadership changes since the diversification era ended in 1999, and many analysts and investors have been questioning what their long-term strategy in the aerospace industry is, especially since the
ABSTRACT 1. Introduction Bombardier inc. is a world-leading manufacture of innovative transportation solutions, ranging from regional aircraft and business jets to rail transportation systems and solutions. The company is a global corporation headquartered in Montreal 29 January 1942, Canada, with total revenues of about $14.7 billion. The major shareholders are members of the bombardier family. Bombardier sells its products on all five continents, with a high concentration
pact in term of technology; continuously improving energy efficiency of the carriers. Economic: The industry’s performance is highly tied in with the economy. A weak economy will mean weak sales. Industry analysis: Porter’s five forces model Bombardier Aerospace’s industry would be most clearly defined as the airline industry. * Threat of new entrants: Low. Because of the capital and necessary expertise needed to enter the market, it is not easy for someone to enter. * Power
BOMBARDIER AEROSPACE Team 3 Project Report COMM 210/CA – Summer 2009 Amine Benasla Camila Fitzgibbon Luxi Zeng Qi Zhang Yuan Yuan Zhu Concordia University John Molson School of Business Table of Contents 1. Introduction……………………………………………………………………………3 2. Growth Phase and Vision……………………………………………………………....5 3. Innovation and Strategy………………………………………………………………..7 3.1. Key to Success……………………………………………………………….7 3.2. Innovation……………………………………………………………………8 3.3. Strategy……………………………………………………………………
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
Bombardier is the world’s only manufacturer of both planes and trains, it is present in more then 60 countries and is headquartered in Montreal, Canada. Both Bombardier Aerospace & Bombardier transportation employ over 70 000 and posted a revenue of over 18.3 billion in the fiscal year ended December 31,2011. The case presents the implementation of an ERP system in Bombardier, along with all the major changes the corporation undertook for a successful transition. In the analysis I will address
Large-Scale ERP Implementation February 2012 Summary Bombardier’s Background Bombardier started in the year 1942 and went on to become a key player in the transportation industry. It entered the market of rail transportation in 1974 and 8 years later its desire to diversify led it to enter the Aerospace Industry. By January 31, 2007 Bombardier Transportation posted revenues of $ 6.6 Billion of which 55% came from Aerospace division. The Aerospace division has
Bombardier Report Analysis of Bombardier: Bombardier took on its present form in 1976 when MLW-Worthington, a manufacturer of locomotives, acquired Bombardier Ltd., a manufacturer of snow tractors and snowmobiles. The company was renamed Bombardier Inc. in 1978. The company has been active ever since in the acquisitions of various aerospace and transportation companies around the world. Nature of the Business Bombardier conducts business