Growth DriverRevving Up For VerticalTake-OffWith global aircraft companies <strong>and</strong> OEMs turning to India for assured suppliesat competitive costs, niche SMEs operating in the aerospace industry are seeingunprecedented growth opportunitiesMSME <strong>Business</strong> <strong>March</strong> <strong>2013</strong>8Aircraft manufacturing companies<strong>and</strong> large original equipmentmanufacturers (OEMs) areincreasingly turning to Indiansuppliers due to costconsiderations, especially in the wake<strong>of</strong> an extended period <strong>of</strong> globaleconomic slowdown.Moreover, global firms producingcommercial aircraft have cut downdevelopment time using computeraideddesign <strong>and</strong> drafting (CADD),which allows them to design <strong>and</strong> test anentire aircraft, including the individualparts, by computer. The specifications<strong>of</strong> these parts can be sent electronicallyto subcontractors around the worldincluding India who use them toproduce the parts.Emerging OpportunitiesIndian SME manufacturers linkedwith the global aerospace industryare poised to leverage these emergingmarket opportunities. They would alsobenefit from global aerospace suppliersentering into joint venture arrangementswith major Indian aerospace companies.In fact, many traditional first tieraerospace supplier responsibilities arebeing pushed down the supply chain tosecond <strong>and</strong> third tier suppliers. As thelarger firms move into aerospace systemintegration, lower-tier firms are calledupon to globalise themselves.Once established in India, many <strong>of</strong>the first tier firms require their supplychain partners to begin dealing directlywith Indian members <strong>of</strong> the supplychain. While extremely challenging forSME suppliers, these new relationshipsbring an added benefit, the opportunityfor additional sales with other aerospacecompanies doing business in India.The SMEs are also seeing a raft<strong>of</strong> opportunities springing from theexpansion <strong>of</strong> India's own aerospaceindustry, with all its segments includingcivil aviation, military aviation <strong>and</strong> spaceresearch showing remarkable growth.Renewed thrust on modernisation <strong>of</strong>airports, communication, navigation<strong>and</strong> surveillance systems for aircraftmanagement <strong>and</strong> facilities formaintenance repairs <strong>and</strong> overhaul(MRO) <strong>of</strong> aircraft <strong>and</strong> subsystems arecreating new growth opportunities forthe SMEs operating in this industry.Ministry <strong>of</strong> Civil Aviation, Government<strong>of</strong> India, has estimated that the Indianaerospace industry needs investment <strong>of</strong>$200-$300 billion. A major pro<strong>of</strong>-pointthat the industry has set sights on a veryhigh growth trajectory.India also represents a large <strong>and</strong>growing annual market for air defenceequipment with major procurement<strong>of</strong> military hardware <strong>and</strong> also forupgrading its surveillance, defence <strong>and</strong>strike capabilities.The Defence Offset Policy has alsospurred Indian SME to address the globalaerospace value chain. Informationtechnology systems, simulators, <strong>and</strong>such advances are coming into defencein a big way.Also, the scope <strong>of</strong> <strong>of</strong>fset policyguidelines has been exp<strong>and</strong>ed toinclude civil aerospace, internalsecurity <strong>and</strong> training. The list <strong>of</strong> eligible<strong>of</strong>fset obligations will cover most aspects
Growth Driver<strong>of</strong> civil aerospace including aircraft, airengines, aircraft components, design,engineering services, etc. A widerange <strong>of</strong> weapons <strong>and</strong> servicesfor counter-terrorism have beenincluded in the list <strong>of</strong> products underinternal security.Niche SMEsHowever, these opportunities areopen only to niche SMEs that have thewherewithal to cater to this market.These niche SMEs are today seeingmultiple opportunities in design,development, <strong>and</strong> manufacturing in theaerospace sector. At the same time, tomove up the global defence value chain,these enterprises should have to focuson innovation, building intellectualproperty, <strong>and</strong> adopt quality <strong>and</strong> processst<strong>and</strong>ards to be able to <strong>of</strong>fer completesub-systems or assemblies.Aerospace manufacturing is ahigh technology <strong>and</strong> capital intensiveindustry. Its value chain is characterisedby a long project life cycle spanningR&D, engineering design, manufacturing,assembly, maintenance, repair <strong>and</strong>overhaul. Intensive technology <strong>and</strong>safety requirements require significantinvestments in R&D <strong>and</strong> quality control.Firms that focus on multipurposetechnology have secured their positionin the market by becoming specialisedsuppliers serving different globalvalue chains. SMEs <strong>of</strong> aerospace <strong>and</strong>precision engineering sectors havebecome conscious <strong>of</strong> their competitivestrengths, which they associate inparticular to flexibility <strong>and</strong> quality<strong>of</strong> their <strong>of</strong>fer.Looking ahead, two key areas thatmerit expeditious interventions areMSME R&D in aerospace industry, <strong>and</strong>talent development for building a globalworkforce for the niche SMEsPrivate sector participation indefence R&D is growing. Governmentshould look to create an ecosystemthat encourages more private playersto pursue high-level R&D in theaerospace industry.Meanwhile, United Nations IndustrialDevelopment Organisation (UNIDO)<strong>and</strong> the Society <strong>of</strong> Indian AerospaceTechnologies <strong>and</strong> Industries (Siati)have partnered to create a longtermdevelopment programme forBangalore-based aerospace SMEs. Thetwo organisations are to help SMEs insub-contracting <strong>and</strong> partnershipexchange, prepare for supplierdevelopment programmes <strong>and</strong> helpthem through matchmaking services viaglobal networks.As regards talent management,the focus for SMEs should be todevelop new employees throughspecialised training programs <strong>and</strong>assimilation, while keeping currentemployees <strong>and</strong> attracting highly skillednew workers to join the workforce. Itis a highly strategic effort <strong>and</strong> takes aconscious effort from management tosource, attract, select, train, develop,promote, <strong>and</strong> move employees throughthe organisation.Way ForwardIndian industry has time to timemade various suggestions to helpSMEs take full benefit from the newdevelopments in the global aerospaceindustry. They are:India should leverage its strengthsin the information technology <strong>and</strong>automotive industries to graduate intodesign, development <strong>and</strong> manufacturingin the aerospace <strong>and</strong> defence sector.Indian SMEs should aim tointegrate into the global aerospace<strong>and</strong> defence value chain throughIndian prime contractors involvedin global defence programs <strong>and</strong>/orbuild relationships with internationalSMEs in niche technology areas.OEMs in the aerospace <strong>and</strong> defencesector are shifting their focusto design <strong>and</strong> systems integration fromvertically integrated manufacturing.This provides an added opportunity toSMEs to venture into areas <strong>of</strong> aerospace<strong>and</strong> defence manufacturing which wereearlier the exclusive domains <strong>of</strong> OEMs <strong>and</strong>large prime contractors.The Indian aerospace <strong>and</strong> defenceindustry needs rapid development <strong>of</strong>domain knowledge. This would requireactive industry-government-academiapartnership with leading technologyinstitutes across the globe, to upgrade,design <strong>and</strong> <strong>of</strong>fer tailor made coursesfor the aerospace <strong>and</strong> defenceindustry in India.SMEs in the aerospace <strong>and</strong>defence industry should focus onbuilding complementary activities <strong>and</strong>capacities <strong>and</strong> sharing common facilitiesthrough clusters.Government may consider focusingon areas <strong>of</strong> strategic importance <strong>and</strong>gradually integrate the private sectorinto non-strategic areas. To enable theprivate sector to plan their investments<strong>and</strong> supply chain in advance, the privatesector could be closely involved inplanning <strong>and</strong> project categorization.Private sector participation indefence R&D should be activelyencouraged <strong>and</strong> primarily financed bythe government, given the fact thatdefence R&D is expensive <strong>and</strong> markedby an element <strong>of</strong> uncertaintyOverall, there is a need to mitigatethe common challenges faced by SMEs,like credit shortage, through urgentpolicy interventions by governmentto support SMEs, which in turn willsustain <strong>and</strong> enhance the businesscompetitiveness.These steps will greatly help theIndian aerospace industry to account fora larger share <strong>of</strong> the $930 billion globalaerospace industry.9MSME <strong>Business</strong> <strong>March</strong> <strong>2013</strong>