For complete write-ups please visit
www.avm-mag.com Sobral (continued)
Functionally, there are two main systems COMPASS—TAP Flight Planning System that feeds MCC (Maintenance Control Center) and AIRMAN, AIRBUS proprietary, that feeds TS (Trouble Shooting area). Both areas communicate with the Line Coordinator Leader that assigns programmed or non- programmed tasks to the mechanics. This application, Android one, allows the Line Coordinator Leader to communicate directly with all and each mechanic on duty via his console and mechanics smartphones. What are the biggest changes you have seen in the MRO industry in the last several years? The tendency for the concentration of maintenance business in the OEMs and, for the moment, in a very reduced number of the larger players. As an example, I would mention the fact that we were surprised with the extremely reduced number of BFEs [buyer furnished equipment] in new aircraft, such as the A350. This clearly shows a trend, that I am sure we will see reinforced in the future, with an obvious consequence—the severe limitation on the options for the customer and the concentration in a very limited number, when compared to what we were used to seeing, of manufacturers. On the engine’s side we now see that when the final customer selects one given manufacturer, when there is a chance to do so, he is faced with one of two solutions: either accept a maintenance package together with the engine purchase, or, for lack of access to the relevant information, is forced to find some way to subcontract the maintenance work to an outside source, even when the airline has its own MRO. Since the policy is generally the same for all the customers, the end result is that, ultimately, the only possible source for repair is the OEM.
What did your company do in 2012 to adapt to changes in the market? To concentrate in those activities with a significant added value, marketing heavily in total support for other airlines; To establish agreements with other airlines and/or service’s providers, in order to take advantage of the excellence of our own skills, and those of the partners in specific service lines, with the ultimate goal of delivering a first class service to our customers; To invest heavily in R & D; To take the maximum advantage of the three bases we operate, one in Portugal and two in Brazil, intensifying the integration initiated a few years ago in such a way that the work distribution, covering the three main airframe manufacturers, is optimized What are the trends, big or small, you are beginning to see in the MRO business? In spite of all the difficulties, in 2012 we were able to come back to significant net results in what seems to be the start of a timid market recovery. Since most MROs are facing the same problems, I strongly believe that it is time to give way to cooperation, without which we will continue a mere struggle for survival without the expectation of continuing to have a real added value for the end customer in the future. By the end of 2012 we started to see some real actions in this direction and that encourages us to continue the line we have been pursuing. How is your company leveraging partnerships and alliances for success? Using the fact that being linked to an operator gives TAP M&E an advantage, in what concerns the daily contact with the real life operation. This not only facilitates establishing agreements with other services’ providers, that are not themselves linked to an operator, but also allows us a stronger position when facing the aftermarket competition, since we are, simultaneously, a player but also the final customer’s representative.
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Aviation Maintenance |
avm-mag.com | April 2013 27
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