16 septembre 2022 | Local, Aérospatial

Bombardier Defense delivers high-performance Global aircraft to USAF Battlefield Airborne Communications Node program - Skies Mag

Bombardier's Defense division, along with its U.S. subsidiary Learjet Inc., delivered a Global 6000 aircraft in special mission configuration to the U.S. Air Force Battlefield Airborne Communications Node program.

https://www.skiesmag.com/bombardier-defense-delivers-high-performance-global-aircraft-to-u-s-air-force-battlefield-airborne-communications-node-bacn-program

Sur le même sujet

  • What AIAC’s Vision 2025 could mean for smaller sized enterprises

    6 janvier 2020 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    What AIAC’s Vision 2025 could mean for smaller sized enterprises

    by Chris Thatcher; Skies Magazine Posted on December 24, 2019 When the Aerospace Industries Association of Canada in June released its blueprint for the next five years, Vision 2025: Charting a New Course, support for small- and medium-sized enterprises (SMEs) was one of its core themes. Small companies make up over 90 per cent of the sector and the report argued for greater government support to help them scale up, generate more jobs, and enhance their global competitiveness. That could include new funding to pursue digital business transformation, a reduction in the complexity of government contracting, and greater priority in the value propositions of prime contractors chasing defence procurements. “If our small- and mid-sized companies are left at risk, the negative impacts will be felt across Canada's aerospace industry as a whole,” according to the report, prepared by Jean Charest, a former premier of Quebec and deputy prime minister of Canada. Small companies are viewed as the prime creators of aerospace jobs and, in a sector buffeted by changing technology and new players, many may be more agile and better able to adapt than larger counterparts that must answer to corporate headquarters outside of Canada. But support from original equipment manufacturers (OEMs) and governments is essential to their survival, according to a panel of SMEs at the Canadian Aerospace Summit in November. There is no one-size-fits-all to helping SMEs scale up. Companies at different stages of growth require different types of support, they noted. But help with skilled labour shortages and easier access to government programs are common challenges for all. A solid position on a major platform is critical to initial success, but long-term growth requires diversification, observed Barney Bangs, chief executive officer of Tulmar Safety Systems. Located between Ottawa and Montreal in the small community of Hawkesbury, Ont., the company manufactures protective and safety equipment, associated components and in-flight training products. Traditionally, its focus has been 80 per cent defence — Tulmar has been a supplier to a military platform for over 25 years and benefitted from a strong aftermarket. In recent years, though, the company has sought a better balance between military and commercial customers. “As of last year, we were 65 per cent defence and 35 per cent (civilian) aerospace,” he said. Tulmar has also become more of what he called “a solution provider,” integrating components from other suppliers to provide an OEM with a final, certified piece of equipment such as an aircraft seat rather than just the safety harness or seatbelt. “We are doing more in-house and saving customer-costs for the OEM,” said Bangs. Diversification has also been a priority for Apex Industries, a machining, components, subassembly and structures manufacturer in Moncton, N.B. Twelve years ago, its aerospace business was five per cent defence and 95 per cent civil, much of it geared to Bell Helicopter and Bombardier. “We made a conscious effort to diversify into the military side a lot more,” said vice-president Keith Donaldson. “We are very conscious of not allowing our sales to go too high on one platform or with one customer.” Challenged by cost-savings pressures in commercial aviation contracts, military platforms offer a company like APEX “good visibility,” he said. However, militaries have long been trading quantity for technological superiority, meaning fewer platforms and a relatively short production cycle. And ramping up quickly with people and equipment to meet tight delivery schedules is a challenge for small businesses that need other options to justify and sustain the investment when the contract ends. “It is very tough for a SME like ourselves to invest.” However, defence procurement and government programs can go a long way to supporting the scale-up of SMEs, said Patrick Mann, president of Patlon Aircraft & Industries, a technical sales force for global manufacturers of custom components and systems. The scale-up program must be run by single entity within government committed to the Canadian SME community that would be “funded, independent and have the authority to make decisions.” Mann suggested coping what has worked well in other jurisdictions, noting the success of the United States Small Business Administration's set-aside program. “Within that, there is a small business innovation research program which has been highly successful in scaling up SMEs,” he said. The Vision 2025 report called for a federal scale-up program to “provide advice, coaching, networking, value proposition development and consortium-building support to incentivize growth and build capacity–helping firms expand their global footprints and giving them the means and maturity to support OEMs effectively.” The report recommended the Office of Small and Medium Enterprises (OSME) within Public Services and Procurement Canada shoulder that responsibility. “Having OSME at the table as a contributor to the development of government procurement strategies and as a champion of small and medium-sized business interests will help ensure government policies and programs recognize the unique characteristics of small firms,” it stated. “We are a pretty good example of a scale-up of an SME using competitive bid government procurement as a mechanism,” said Mann. However, developments over the past 10 years such as single point of accountability and bundling, where multiple small contracts are combined in one larger procurement that is awarded to one contractor, have been “devasting” to smaller suppliers. “It has been a real issue for us. Again, it is an issue where (OSME) can play a role.” OEMs can bolster government programs by mentoring small companies within their supplier base on management and production processes, especially around digitization, added Donaldson. “OEMs have a lot of that knowledge ... [but] I don't think [they] do enough of that.” He and Bangs both cautioned that the ability to scale up will be contingent on resolving talent shortages. Developing and attracting skilled labour is a chronic problem affecting the entire sector, but it is particularly acute for SMEs in more remote locations that don't have the resources to recruit as widely or navigate the immigration system. “Before we launch a scale-up program with support for financing and working capital, we have to make sure we have our skills done first,” said Donaldson. However the Liberal government opts to respond to the Vision 2025 report, the value of investing in SMEs should be clear. Viking Air, KF Aerospace or IMP Aerospace & Defence were once small companies and are “now thriving global participants,” said Mann. “That is the reason why todays SMEs are an important part of our industry.”

  • PRÈS DE 3 M$ POUR LES PME AÉROSPATIALES

    14 novembre 2018 | Local, Aérospatial

    PRÈS DE 3 M$ POUR LES PME AÉROSPATIALES

    Stratégie fédérale pour l'innovation et la croissance des régions du Québec : PRÈS DE 3 M$ POUR LES PME AÉROSPATIALES Objectif : Adoption des technologies de rupture en aérospatiale Gaspé, le 9 novembre 2018 — Aéro Montréal, la grappe québécoise de l'aérospatiale, a reçu aujourd'hui un financement de 2,977 millions de dollars afin de soutenir le développement de l'Initiative StartAero360°, lors du lancement de la Stratégie fédérale pour l'innovation et la croissance des régions du Québec. L'honorable Navdeep Bains, ministre de l'Innovation, des Sciences et du Développement économique et responsable de Développement économique Canada pour les régions du Québec (DEC), en a fait l'annonce ce matin, à Gaspé. Cette initiative vise à accompagner les PME technologiques aérospatiales du Québec dans la phase de pré-commercialisation de leurs produits innovants. Les PME de l'initiative seront accompagnées selon un processus structuré, dans le but de répondre de façon collaborative à une occasion d'affaires qui nécessite le développement d'une preuve de concept industriel. Cette Initiative permettra de : Favoriser et accélérer l'adoption des innovations de ruptures sur le marché ; Soutenir l'entrepreneuriat et la création d'emplois au Canada en permettant à des PME de croître à travers la commercialisation de nouveaux produits ; Accroître le rayonnement de l'industrie canadienne à l'échelle internationale gr'ce à l'adoption et à l'exportation de nouvelles technologies de niches avant-gardistes. Pour se développer, les PME aérospatiales doivent de plus en plus composer avec les technologies de ruptures, que sont les technologies numériques, les métadonnées, l'intelligence artificielle, la fabrication additive, etc. Notre rôle est de mettre à leur disposition des outils efficaces, en collaboration avec les deux paliers de gouvernement, pour encourager le virage des PME vers l'adoption des technologies de rupture. « Nos PME technologiques éprouvent encore beaucoup de difficultés à traverser la phase de pré-commercialisation, nécessaire pour assurer leur réussite commerciale. L'Initiative StartAéro360° a été développée pour permettre à nos PME de trouver le soutien nécessaire en vue de la pré-commercialisation de leurs produits les plus innovants », explique Suzanne M. Benoît, présidente-directrice générale d'Aéro Montréal. L'Initiative StartAéro360° vise l'accompagnement de 30 PME sur 3 ans. Ce programme sera doté d'un budget total de 4,385 millions de dollars, dont 1,4 million seront assumés par le secteur privé. À propos d'Aéro Montréal Créée en 2006, Aéro Montréal est un forum stratégique de concertation qui réunit l'ensemble des premiers dirigeants du secteur aérospatial québécois issus de l'industrie, des institutions d'enseignement, des centres de recherche et incluant les associations et les syndicats. Les activités d'Aéro Montréal sont rendues possibles gr'ce à la participation des gouvernements du Canada, du Québec et de la Communauté métropolitaine de Montréal, ainsi que des entreprises membres de la grappe. -30- Pour de plus amples informations : Gwenaël Brisé Responsable des communications et des relations médias Aéro Montréal 438 497-3857 gwenael.brise@aeromontreal.ca https://www.aeromontreal.ca/pres-3-m-pour-pme-aerospatiales.html

  • Succès pour notre formation sur le marché américain !

    5 novembre 2019 | Local, Aérospatial, Naval, Terrestre, C4ISR, Sécurité

    Succès pour notre formation sur le marché américain !

    Une quinzaine de personnes issues de dix entreprises ont participé à ces sessions de formation animées par McCarter & English, LLP. Merci à Daniel Kelly et Zlatko Hadzismajlovic pour avoir partagé leur expertise sur les bases de l'accès au marché américain et des relations d'affaires avec le gouvernement américain (réglementation, exportations, propriété intellectuelle, cybersécurité...). Merci aussi à Andrea Townrow, directrice de l'antenne du Québec à Philadelphie, d'être venue se joindre à nous. https://lnkd.in/gbgQzeS

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