The European e-Business Report The European e ... - empirica

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The European E-Business Report 2005 Exhibit 2.7-2: Main findings of the e-Business Survey 2005 for the aeronautics industry Application area Basic ICT infrastructure and skills development Integration of Internal processes Supplier-facing activities Customer-facing activities Main findings • Internet access is available in virtually every company. • Advanced computer networks are still not generally used. • Average adoption of broadband connections. • ICT training of employees at average level. • High propensity to outsource ICT services. • Intensive use of applications supporting inter-firm collaboration. • Above average use of ERP systems. • High level of adoption of online tools for capacity management, collaborative design and demand forecasting. • Low adoption level of SCM systems. • Following proprietary standards, the XML-based standards dominate. • Micro and small firms are not concerned with interoperability. The reverse is true for medium-sized enterprises. • Companies pay attention to standards when making ICT investment decisions. • 65% of companies in the sector procure online. • No significant differences between company size bands with respect to e- sourcing. • Online transactions are of limited volume. • E-sourcing was reported as increasing the number of suppliers. • Proprietary procurement systems preferred over e-marketplaces. • Average diffusion rate of online sales. • Limited volumes of online transactions. • Adoption of solutions supporting sales and marketing activities dependent on firm’s size. • Transactions with international customers dominate online sales. Procurement and supply-chain integration In an industry such as aeronautics, cooperative e-procurement platforms are more appropriate than simple e-marketplaces. In addition to input exchange, online platforms in the sector serve as tools to support the process of inter-firm collaboration. This, however, makes the transformation from traditional operation to e-sourcing more difficult. In spite of these difficulties, 65% of companies procure online compared to 44% of the weighted average for the 10 sectors covered by the e- Business Survey 2005. Interestingly, there are no significant differences in adoption rates between companies of different sizes. Nonetheless, similarly to other sectors, online purchases in the aeronautics industry appear to be rather limited in terms of transaction volume. Online procurement in the aeronautics industry developed in two ways. On the one hand, industrywide online marketplaces were established. An example of that is Exostar, a marketplace launched by a consortium of firms from the aeronautics industry. E-marketplaces are being actively used in the aeronautics industry, compared with the EU-7 all-sectors average. On the other hand, some large firms decided to introduce their own internet platforms for their suppliers. 127
The European E-Business Report 2005 Marketing and sales Online sales are not a common practice in the aeronautics industries. Complex and customengineered modules and subsystems are not easily exchangeable online. However, the adoption rate of online sales among SMEs in the aeronautics industry is close to the all-sectors average. A large share of companies selling online to international customers reflects the international dimension of the value chain in this particular sector. Transaction volumes of online sales are above or equal to the weighted average for the 10 sectors studied in 2005. However, with the exception of some micro-enterprises which appear to specialise in online trading, hardly any company sells more than 25% of its output online. 2.7.3 Important topics and application areas Electronic business and innovation According to the 2005 survey results, 45% of aeronautics’ enterprises in the sample introduced substantially improved products or services to their customers in the previous year. 40% of the enterprises that carried out product or service innovations reported that at least some of these innovations had been directly related to or enabled by ICT. 43% of enterprises in the aeronautics industry said that they conducted process innovations in 2004. About 60% of these firms reported that at least some of their process innovations were triggered by ICT. These results emphasise the strategic importance of information technologies: ICT still matter as a potential source of competitive advantage. This is illustrated by the case study on Aerostar, a large Romanian company (see Exhibit 2.7-3), manufacturing light aircraft for civil aviation and operating in aeronautic construction, maintenance and modernisation of aircrafts. In order to improve the efficiency of information utilisation and meet the requirements of its customers, Aerostar implemented an ERP system. As a result of process reengineering and use of an appropriate ICT tool, the company benefited from improvements in quality level, information flows and use of resources. The case study on MTU Aero Engines, a German tier one supplier, developing and manufacturing aircraft engines, shows how a company can use e-business applications to support cooperation with its suppliers and customers. Both case studies indicate that, despite the highly complex industry value chain and cyclical nature of the aeronautics market, companies in the sector can use new technologies to their advantage. Innovation and performance e-Business W@tch investigated evidence for the joint occurrence of two financial performance indicators (turnover development and profitability) with different kinds of innovative activities in the aeronautics industry. Interestingly, none of the product/service innovation indicators is significantly correlated with turnover development or profitability. This result diverges from the findings for the joint transport equipment industries. 82 However, given that the correlations are based on a small sample of firms, this does not necessarily imply that product innovations in the aeronautics industry do not pay off. On the other hand, process innovations are positively associated with increasing turnovers and negatively with stagnating turnover. In particular, this holds for ICT-enabled process innovations, while non-ICT-related process innovations do not exhibit significant relationships. This supports the evidence presented in an earlier sector report on transport equipment manufacturing (August 2004), 82 e-Business Sector Study on the Transport Equipment Sector, August 2004. www.ebusiness-watch.org ('resources'). 128
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