Bombardier Recreational Products (BRP)

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.

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

Starting from a company of less than 75 workers and owning less than 20,000 SCU for production, research, quality assurance and conduct warranty work Off The Chain Bikes has doubled the plant capacity and hearing doubling the workforce within two short years. The company is successful by targeting and capturing lucrative market shares by heavily investing in the desired technical specs and design styles of one of the most influential Racing bikes. Our keen ability to thoroughly research market demands, predicting competitive strategies between the four market majority shareholders by reviewing and interpreting the marketing reports and our aggressive design and development plans have significantly increased our market share and increase shareholder value. Our core competencies and strategic goals will be realized by carefully following our established plans and aggressively price our bikes to increase total market share.

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 is also facing a strategic problem, the longer term impact that growth is having on WestJet’s culture. WestJet’s success and competitive advantage have been a direct result

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).

The EZGO company was started by two brothers in Georgia in the early 1950’s. With hard work and wits, the Dolan brothers eventually cornered the golf cart market. To expand their business, EZGO could venture into the off-road path of vehicles. Thus, entering said market of off-road vehicles is easier said than done, because of the dominance Polaris has displays with their utility and sport off-road vehicles. Polaris would be EZGO most competitive rivalry. The only way to be successful in cornering the off-road market, would to complete an acquisition of Polaris. The mere fact of Polaris existence is an automatic reduce in potential profit in the off-road industry. Also, by purchasing Polaris, EZGO would eliminate the buyer bargaining power because their biggest competitor would no longer be in existence.

In the case of “Creating a vision” , Vice President of the company created a vision ‘One Company’ where he meant to integrate organization where the employees would share common data using single set of combined systems and processes. In terms of successfully implementing an ERP system, all the functions i.e. Methods, Quality, Production, Work and Material Planning and Procurement needed to identify their key performance indicators required to run the business and the skills required for the function to realize their proposed vision. A need to reduce the clerical task and paperwork and increase analytical focus was emerged and also to align the outputs of the visioning process with the overall project vision to address this issue the Bombardier Aerospace, vice president of the operations and the Project Sponsor participated in the road shows and the presentation where the employees were explained the implementation of the BMIS and their effects in their everyday working lives. Everyone was included i.e. all levels of the management were included while passing

Reputational Resources: Bombardier has been known to be the world leader in business and regional aircraft manufacturing.

Boeing Company has been and is still at the forefront of the aviation industry. The late 1990s were a time of trial and transition where the company encountered and overcame a number of

The Boeing Corporation is one of the largest manufacturers in the world. Rivaled only by European giant Airbus in the aerospace industry, Boeing is a leader in research, design and manufacture of commercial jet airliners, for commercial, industrial and military customers. Despite enjoying immense success in its market and dominating an industry that solely recognizes engineering excellence, it is crucial for Boeing to ensure continued growth through consistent strategy formulation and execution to avoid falling behind in market share to close and coming rivals.

Harley-Davidson has managed to dominate the U.S. market by investing in research and development, experimenting with its designs and

As the largest aerospace company in the world, the Boeing Company employees more than 153,000 people in some 67 countries. The great dominance of Boeing is due to its 1997 merger with McDonnell Douglas Corporation, an aerospace manufacturer, and its 1996 purchase of the defense and space units of Rockwell International Corporation, an aerospace contractor. The corporation is the world’s number one maker of commercial jetliners and military aircraft with more than 9,000 commercial planes in service worldwide, including the 717 through 777 families of jets