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The Airbus MRO Network

Abu Dhabi Aircraft Technologies Aeroman Air France Industries Air New Zealand Engineering Services Aveos Abu Dhabi Aircraft Technologies Hong Kong Aircraft Engineering Company Iberia Maintenance Lufthansa Technik Mexicana MRO Services Sabena Technics SIA Engineering Company Singapore Technologies Aerospace SR Technics TAP Maintenance & Engineering TIMCO Aviation Services

allows benchmarking. Thanks to the feedback Airbus gets from the members, each of them can position itself. A provider can compare its ratings against the average and against the best performer (which, however, remains anonymous). It can compare the time and cost it takes to perform a lot of different tasks. This is a huge value for an MRO

service provider, Airbus officials believe. Moreover, the seventy

or so customer support directors who visit the airlines give feedback to the members. This helps them understand how they are perceived by their customers. Also, should an airline have an issue with a member, Airbus can help solve it. Airbus steers away from cost issues, however, as Nevill and his team do not want to be in the middle of a commercial dispute. Airbus see the members as the first port of call for working

parties managed by Airbus—for service bulletin implementation, for example. Moreover, it favors members when it comes to finding contributors to its Flight Hours Services (FHS) offerings. “We have fast-track general terms and conditions with several of them,” Nevill explained. For Airbus, a member can

be simultaneously a partner, a competitor, a supplier and a customer. When an operator launches a tender for an aircraft fleet, a member may choose to be part of Airbus’ integrated offer or to bid on its own. “It is a complex relationship,” Lavergne acknowledged. Airbus Customer Services has signed formal agreements with each network member, but they contain no commercial terms. They deal with general principles and topics such as information exchange. In theory, a member could be

fired. “In practice, it has been a non- issue,” Lavergne said. Of course, a member who deviates from the “code of conduct” is requested to do something about it. “This is a constructive dialog to prevent further occurrences,” Lavergne said. For Airbus, one value of the

network is in trend monitoring. If the same issue appears repeatedly, the airframer can try to do something about it. For example, it can spot a glitch in the supply chain if the same kind of fasteners has a too long delivery lead time. The results of the benchmark help Airbus know how much it actually costs to maintain its aircraft. Such justified numbers are valuable in sales campaign. Every year in Toulouse, a two-

From left to right: Richard Nevill, Airbus’ head of services solutions, Jean-Luc Lavergne, Airbus’ head of services specification and MRO network, (Thierry Dubois, European contributing editor)

22 Aviation Maintenance | avmain-mag.com | April/May 2010

day network executive board meeting gathers CEOs, senior vice- presidents and other high-ranking executives of the members. “We share results and industry trends. We define joint initiatives and we talk about the membership basis,” Nevill said. The profile of the people coming to these meetings show how seriously they take them, Lavergne concluded.

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