Bid For Tender: Business Jet For 2035

Aerospace Engineering Environment
Bid for Tender

Authors:
Barrenechea, Marina
Krishna, Bala
Camacho, Marcos
Shu, Antonio
Castrillo, Ral
Taillandier, Maximilian
Hortal, Joaqun
Uygur, Mustafa Mete
Master of Science in Aerospace Mechanics and Avionics
Tutor:
Lacombe, Alain
November 13, 2015
CONTENTS
CONTENTS
Contents
1 Introduction: mission and vision
2 Market Study
2.1
2.2
2.3
Present market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.1
Economy and politics by region . . . . . . . . . . . . . . . . . . . . . . . . .
2.1.2
Competitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Future market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.2.1
Economy and politics by region . . . . . . . . . . . . . . . . . . . . . . . . .
2.2.2
Competitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.2.3
Configuration by region . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Global Market Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.3.1
Business Aviation in Europe . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.3.1.1
Busiest airports in Europe . . . . . . . . . . . . . . . . . . . . . .
10
Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10
2.4.1
SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
10
2.4.2
Porter Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11
2.4.3
Customer Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12
2.4.3.1
Customer values . . . . . . . . . . . . . . . . . . . . . . . . . . . .
12
2.4.3.2
Main values of the product . . . . . . . . . . . . . . . . . . . . . .
15
Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
15
2.5.1
Airport Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
16
2.5.2
Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
18
2.6
Certified companies of MRO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
20
2.7
Product requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
20
2.4
2.5
3 Technical Solution
3.1
22
State of the art . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
22
3.1.1
22
Innovative aircraft configuration . . . . . . . . . . . . . . . . . . . . . . . .

i
CONTENTS
3.1.1.1
Flying wing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
22
3.1.1.2
All electrical aircraft . . . . . . . . . . . . . . . . . . . . . . . . . .
23
3.1.1.3
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
24
Conventional aircraft configuration . . . . . . . . . . . . . . . . . . . . . . .
24
Technical Innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
25
3.2.1
Aerodynamic aspects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
25
3.2.1.1
Laminar wing . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
25
3.2.1.2
Flexible flaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26
Propulsive aspects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
27
3.2.2.1
Multiple Shaft Geared turbofan . . . . . . . . . . . . . . . . . . .
29
3.2.2.2
Power sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
29
Structural aspects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
30
3.2.3.1
All composite jets . . . . . . . . . . . . . . . . . . . . . . . . . . .
30
3.2.3.2
Improvements of engine materials . . . . . . . . . . . . . . . . . .
30
Avionics and advanced systems . . . . . . . . . . . . . . . . . . . . . . . . .
31
Final Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
31
3.3.1
Propulsive Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . .
31
3.3.1.1
Engines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
31
3.3.1.2
APU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
32
Aerodynamic Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . .
33
3.3.2.1
Wing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
33
3.3.2.2
High Lift Devices . . . . . . . . . . . . . . . . . . . . . . . . . . .
33
3.3.3
Avionics Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
34
3.3.4
System Optimization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
34
3.3.5
Cabin Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
34
3.3.5.1
Hallmark Configuration . . . . . . . . . . . . . . . . . . . . . . .
34
3.3.5.2
Extra comfort Configuration . . . . . . . . . . . . . . . . . . . . .
35
3.3.5.3
Standard Equipment . . . . . . . . . . . . . . . . . . . . . . . . .
35
3.3.5.4
Optional Equipment . . . . . . . . . . . . . . . . . . . . . . . . .
36
Back Up Technologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
36
3.4.1
Engine back-up technologies . . . . . . . . . . . . . . . . . . . . . . . . . .
36
3.4.2
Laminar wing back-up technologies . . . . . . . . . . . . . . . . . . . . . .
37
3.4.3
Flexible flaps back-up technologies . . . . . . . . . . . . . . . . . . . . . . .
37
3.1.2
3.2
3.2.2
3.2.3
3.2.4
3.3
3.3.2
3.4
CONTENTS
ii
CONTENTS
3.4.4
CONTENTS
All composite jets back-up technologies . . . . . . . . . . . . . . . . . . . .
4 Industrialization
4.1
37
38
Leanairs Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
38
4.1.1
Design and production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
39
4.1.2
Use and maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
39
4.1.3
Withdrawal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
40
Localisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
40
4.2.1
Hofstede Analysis of the workforce . . . . . . . . . . . . . . . . . . . . . . .
41
4.3
Leanair Supply Chain Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
43
4.4
Maintenance and after-sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
46
4.4.1
Technical innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
46
4.4.1.1
Composite materials . . . . . . . . . . . . . . . . . . . . . . . . .
46
4.4.1.2
Flexible flaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
47
4.4.1.3
Electrical systems . . . . . . . . . . . . . . . . . . . . . . . . . . .
47
4.4.1.4
Laminar wing . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
47
4.4.1.5
Engine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
47
After-sales and customer support . . . . . . . . . . . . . . . . . . . . . . . .
48
Cost Analysis and Expansion Strategy . . . . . . . . . . . . . . . . . . . . . . . . . .
49
4.5.1
Financial aspects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
49
4.5.2
Corporative strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
53
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
53
4.2
4.4.2
4.5
4.6
Bibliography
57
iii
LIST OF FIGURES
LIST OF FIGURES
List of Figures
2.1
Expected fleet growth in Asia in 2030 . . . . . . . . . . . . . . . . . . . . . . . . . .
2.2
Business Jet Market Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.3
Top 10 world economies in 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.4
Greater China market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . .
2.5
Asia Pacific market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . .
2.6
India market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.7
Middle east market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . .
2.8
Global Market Trends in Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
2.9
Porter analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
11
2.10 World relative use of business aircraft (in flight hours) . . . . . . . . . . . . . . . .
12
2.11 Critical Airports for Takeoff and Landing . . . . . . . . . . . . . . . . . . . . . . . .
16
2.12 Important Airports in Asia and Europe . . . . . . . . . . . . . . . . . . . . . . . . .
17
2.13 Important Airports in Asia and Europe . . . . . . . . . . . . . . . . . . . . . . . . .
17
2.14 Certified MRO companies placed around Asia . . . . . . . . . . . . . . . . . . . . .
20
3.1
Advantages of laminar flow over turbulent flow . . . . . . . . . . . . . . . . . . . .
25
3.2
Flexible flap mounted at the trailing edge . . . . . . . . . . . . . . . . . . . . . . . .
27
3.3
Rolls Royce Next Generation Engines [1] . . . . . . . . . . . . . . . . . . . . . . . .
32
3.4
Honeywell APU RE220 model [2] . . . . . . . . . . . . . . . . . . . . . . . . . . . .
33
3.5
Hallmark Seating Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
35
3.6
Seating configuration for Extra Comfort . . . . . . . . . . . . . . . . . . . . . . . .
35
4.1
Aircrafts life cycle scheme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
38
4.2
Hofstede chart for India, China and France . . . . . . . . . . . . . . . . . . . . . . .
42
4.3
Flow process of Supply chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
44
4.4
Number of suppliers in various field helping Aircraft manufacturing companies in

India. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
45
4.5
Five force analysis on Supplier power in India . . . . . . . . . . . . . . . . . . . . .
45
4.6
Initial investment origin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
52
iv
LIST OF FIGURES
LIST OF FIGURES
4.7
Financial balance evolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
52
4.8
Project work load distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
53
1. Introduction: mission and vision
1.
Introduction: mission and vision
Leanair is a young aeronautical company which is launching a new business jet targeting the Asiatic
market in 2035. The aim of this report is to present the market forecast, environmental analysis,
technical proposal and industrialisation evaluation for the launching of this new product. Leanair
is competing with other manufacturers in a bid for tender organised by Pandasia, a national governmental agency that wants to invest in a business jet for the future. The main requirements for
the project are related to the use of green technologies and concepts for a cleaner future aviation.
Leanairs mission is to enter the business jet market with an innovative, clean, and attractive product. Our objective is to design an aircraft which will beat its competitors in terms of efficiency,
economical cost and comfort. We believe that we can change the way in which people fly and that
is the reason why we are designing an unbeatable airplane.
Our vision of the market is always eco-friendly. We are a company that worries about our planet and
because of that we work hard not only to design a low-emission aircraft but also a clean production
and maintenance system and a good recycling plan. Leanair is an independent actor that will settle
in Asia with the objective of linking countries and forging alliances that make the continent grow
as a total. We strongly believe on the Asiatic Giant and we want to contribute to its awakening.
Having learnt from years of business aviation and hiring the best professionals, Leanair aims at
being soon one of the solid names in its segment.
2. Market Study
2.
2.1
Market Study
Present market
In order to understand the needs and requirements of the Asian market and to determine which
will be the product that will be requested by the future market it is, first of all, indispensable to
understand the current situation of the market. It is the purpose of this section to determine and
analyze the current economical and political factors, as well as the competitors that will influence
the most the future behavior of the market. At a second stage, the distribution of the Asian business
aircraft fleet will be analyzed and the current preferences of the customers in terms of aircraft size
and range will be studied.
2.1.1
Economy and politics by region
The Asian market will be divided into 4 different regions (Figure 2.1), according to their affinities in
economic development and culture.
Figure 2.1: Expected fleet growth in Asia in 2030
2. Market Study
2.1. PRESENT MARKET
Greater China
The Greater China region is nowadays the fastest growing economy in the world. However, for the
next years, a flat tendency is expected for the GPD. This in principle appealing market for the business jet manufacturers (to a great extent due to the quickly increasing number of billionaires) turns,
in contrary, to be quite dissuasive as a consequence of the great obstruction to the external market,
chiefly through hindrance to importation, high taxes, slow bureaucracy and political corruption.
Furthermore, the corruption laws applied to the companies are really strict, which causes a "fear of
buying", as purchasing a business jet implies having to prove where your resources have come from.
No strict environmental regulation exists in this area, whose aeronautical development is strongly
discouraged by the low number of airports. Plans of building new ones in the next years are being
made, however.
Asia Pacific
The Asia-Pacific region is a non-homogeneous area. We can distinguish two areas: the ASEAN
countries, Japan and Australia. These last two nations are the ones that present the highest GPD
and, according to the current market situation, would turn into the most likely customers of our
product.
Nevertheless, this region is nowadays characterized by a continuous economic development, to a
great extent supported by a quite free market in terms of importation legislation and a moderate to
high taxes level. The sufficiently developed infrastructure they (in general terms) present and the
increase in the number of billionaires in the last years make it an attractive potential costumer.
India
India is another succulent market to our product according to their high economic development
rate. It presents a moderate growth in the number of billionaires and a high economic effort is
being nowadays made by the government to tune up the aeronautical infrastructure. No strong
environmental regulation exists in this country and it is meant to be one of the worlds greatest
powers in the next few years,according to current prospects. However, its business aviation growth
potential in the near-term continues to be weighed down by high fees, taxes and bureaucracy.
Middle East
The economy of the Middle-East region is highly dependent on the petrol. This has made that, in
the last 10 years, it GDP has almost doubled. Moreover, their current tendency in the number of
billionaires is quite irregular (as so is the price of the petrol). This region presents a significantly
liberalized economy with no obstruction to the external market, as they depend to a great extent on
the importations, characterized by a low taxes level and a fast bureaucracy. Its geography causes
that there are long distances between major cities in the Middle East. This, together with the fact
that airline services in the region have tended to focus more on long-haul flights than on shorter
routes should empower significantly the business jet sector. However, their airport infrastructure
3
2. Market Study
2.2. FUTURE MARKET
is insufficiently developed and a lot of investment is nowadays being made in alternative means of
transport to connect cities, such as high-speed trains.
2.1.2
Competitors
Nowadays, the market is really segmented in terms of cabin volume, range and price, as can be
extracted from Figure 2.2. Five categories of business jet aircraft can be distinguished according to
these parameters: very light, light , medium, large and large corporate jets.
Figure 2.2: Business Jet Market Segmentation
Furthermore, a strong second-hand market does also exist, currently representing the 50% of the
business jet buying and selling operations. In fact, according to historical data, the new aircraft
selling operations has a similar but 45 degrees out-of-step behavior when compared to the secondhand market. In other words, if second-hand business jets are sold in great amounts, a little time
later, the new business jet market will also increase and vice versa. It has been found that business
jet buyers behavior is considerably affected by their capacity to sell their old aircraft and by the
price at which they sell it. If the second-hand business jet market is low, the prices will decrease and
the aircraft owners wont be willing to sell (and therefore to buy). If the demand is high, however,
it will be likely that they will feel like selling their old business jet buying a new one.
This activity shouldnt be perceived as a threat to our company, moreover, it should be seen as an
opportunity. Being able to design an aircraft that is slowly depreciated will encourage the buyers
to select it.
2.2
Future market
In the period lasting from 2014 to 2033, a big growth in the business jet market is expected in Asia.
China, Russia and India will drive this growth as emerging markets. As fast-growing economies,
business jets will be seen as productivity-boosting tools that will perfectly integrate in the corpora4
2. Market Study
2.2. FUTURE MARKET
tive and private activities. As a difference with more mature markets (mainly USA and Europe), the
tendency in Asia seems to go for new aircraft acquisition and not for second-hand owning. This is
a huge opportunity for airplane manufacturers. The expected fleet growth in the area is shown in
figure 2.1.
2.2.1
Economy and politics by region
The economic panorama in 2030 will be quite different from now. The emerging countries will no
longer have this consideration and will start to lead the list of the top economies in the world. As
seen in figure 2.3, China and India will hugely grow and become major economic actors in the world,
along with the United States.
Figure 2.3: Top 10 world economies in 2030
This new situation towards an Asiatic awakening will for sure have consequences on the diplomatic relationships between countries. The old leaders do not want to lose their status and they
will develop protectionist politics and alliances to ensure that they keep a big portion of the cake.
The fact that the always powerful USA will be closely followed by China might have the risk of a
polarized economy similar to the one developed during the Cold War. However, no armed conflicts
are expected as a consequence, since we live in a world that has learned from the consequences
of a physical war. The future conflicts are expected to be entirely diplomatic, but that does not
mean that the danger is low. A polarized economy with two major actors might force the rest of
the countries to decide whether they make alliances with one or the other, creating two big markets
that will try to exclude each other mutually. In our global world, the American conductor guides
the world orchestra but in fifteen years we will have to deal with two strong directors.
2. Market Study
2.2. FUTURE MARKET
In this context, it is very difficult to predict the possible alliances that will rise. Quite probably, Europe will continue loyal to the USA and the majority of countries in Asia will go for China. However,
even inside Asia there might be power crashes. For example, India will not be interested in Chinas
growth, because they are its direct competitor in the region. For this reason, it is very important
for our company to well decide the location of our plants and our target customers, because India
and China might try to mutually exclude with protectionist measures that will affect import/export
taxes. It is probable that we will have to choose only one of the promising markets. Or bet for an
Asiatic alliance.
Despite the economical fight, it is expected that the major actors will reach political alliances in
terms of environmental care. A recent summit in Paris (COP 21) has shown the desire of the big
players to sign a convention to limit the polluting emissions of their respective industries. It is
widely known that these contracts are difficult to create and even more difficult to be respected
but according to experts, some real compromises might arise from this pact. This will have a direct
impact on the aviation business, forcing manufacturers to bet for cleaner aircraft and engines, a
technological challenge that will need a strong engineering and research investment.
To sum up, the Asiatic market for 2035 seems to be a fast-growing, highly-competitive scenario in
which alliances between countries will arise to become the leader of the area. In the business jet segment, a growing number of wealthy individuals, corporative power and business activities promise
a golden decade for aircraft manufacturers. However, strategical decisions on company location,
suppliers network, transport and logistics will for sure make the difference between becoming top
or going bankruptcy.
2.2.2
Competitors
The forecast for this market shows that the aircraft manufacturers that are now present in the game
will still be there in the future, even stronger. Only Hawker might disappear due to the difficult
economical situation that it is experiencing. The big leaders will fight for a number one position
and Leanairs strategy is to start with a low market share and to progressively grow decade after
decade until having an important presence in the segment. The details of this corporative strategy
are given later on this report.
2.2.3
Configuration by region
Greater China
Having a look at Greater Chinas configuration evolution forecast it is possible to appreciate a
6
2. Market Study
2.2. FUTURE MARKET
tendency of the market to require medium cabin size, long range aircraft as the favorite product.
The progression from 2023 to 2033 is even stronger in this configuration, as seen in figure 2.4.
Figure 2.4: Greater China market forecast up to 2033
Asia Pacific
Regarding Asia Pacific, the tendency is more oriented towards light, medium-range aircraft. This
can be observed in figure 2.5. Apparently, this region will be weaker then Greater China in number
of orders. This was expected from the economical and political analysis performed before.
Figure 2.5: Asia Pacific market forecast up to 2033
2. Market Study
2.2. FUTURE MARKET
India
In the case of India (see 2.6), the overall number of demanded units in a medium-long term is lower
than that of China but higher than for Asia Pacific. This is coherent with the economical previsions
for this region and starts showing which are the most interesting areas to settle our product. The
preferred tendencies in this sub-market are light-medium aircraft with a considerable range.
Figure 2.6: India market forecast up to 2033
Middle east
If a look is taken at the Middle East (see 2.7), the tendencies go for medium size aircraft with long
range capabilities.
Figure 2.7: Middle east market forecast up to 2033
2. Market Study
2.3
2.3. GLOBAL MARKET STUDY
Global Market Study
Our main objective is Asian market. However, to be competitive with other business aircraft manufacturers other markets should be in our target. In this section, the global trends in global markets
are explored searching for expansion areas.
According the Bombardiers market study, North America, Europe, China and Latin America will be
the largest markets for business aircrafts over the next 10 years. North America will remain as the
largest market for business jets. Light and medium aircraft sales will be over 80% among all types
or business aircraft in ten years. Europe is the second largest costumer of market. Also medium and
large category aircraft will cover almost 70% of all business aircraft sales. Fleet growth for Europe
is expected as 7% in ten years (Bombardier). The growth rate for Latin America is expected as 3%
in ten years and 75% of the sales will be in light and medium aircraft categories. Figure 2.8 shows
the expected change in business jets market in ten years (Roland Berger)
Figure 2.8: Global Market Trends in Future
2.3.1
Business Aviation in Europe
Regarding the information presented above, as possible expansion market we have chosen Europe.
Thus, a small analysis is presented to assess the main features of this market. We will pay special
attention to the development of the airports. It is important because they give a glimpse of the
potential clients and usage of the business jets.
Europe has a different situation than US in terms of legal, social and geographical conditions. Generally business aviation uses point-to-point routes, and only 30% of its departures are made from
big airports. Also it is said that 40% of the business flights are made empty to position the aircraft (EUROCONTROL). Business aviation in Europe usually takes place between the cities with
not connecting flights. There are around 700 operators in European market and, most of them have
9
2. Market Study
2.4. TOOLS
one or two business aircraft (EUROCONTROL). In terms of range only 9% of the flights are made
over 2000 km and most of them have range around 500 km (EUROCONTROL).
2.3.1.1
Busiest airports in Europe
The list of the busiest airports in Europe has not changed much in ten years. The top 10 remain in
almost similar positions in the list. Nevertheless, latest economical movements in Turkey and new
aviation strategies in Russia have lead to some changes in the list. For instance, Atatrk Airport
scaled from 18th to 4th position. This can be explained with the regulations changes developed since
2002. This measures have encouraged new airlines to operate in Istanbul. Istanbul has become a
popular destination for business and tourism thanks to a more stable regime and a high economic
growth. For this reason Turkish government decided to build a 3rd airport which will be operational
in 2017 and aims to be biggest airport in the world.
Moreover, Russian airports are redesigned for wide-body aircraft; taxiways, runways and parking
areas are enlarged, ILS category III A system is implemented so that Russian Airports hit the top of
the list.
2.4
2.4.1
Tools
SWOT Analysis
Strengths: LeanAirs strength comes from its innovative design and environmentally friendly,
lighter and low operational cost aircrafts. It has innovative design approaches such as composite
fuselage, larger windows, laminar wing, flexible flaps and so on. This is explained in section 9.
Also LeanAir aircrafts will be environmentally friendly and detailed information is given in section
ECO-Production. Because Leanair aircrafts are lighter and cheaper in its segment, this will be its
strength in the market.
Weakness: Aviation in China and India is improving each year; however, it is new compared with
Brazilian, American or Canadian business aircraft sectors. This brings about weakness in terms of
technological support and knowledge/experience. Also labors are mostly unskilled compared due
to similar problems. The main solution to that situation is to gain more experience.
Opportunities: The opportunities for LeanAir mainly comes from situation of China and India.
China and India are shown as biggest economies of future in 15 years. This gives strong economic
background to LeanAir. Also in Asian Business A/C market, there is no monopoly so that it is easier
to get into the market. Since the Leanair is a cooperation of China and India, it can be seen as a
10
2. Market Study
2.4. TOOLS
Asian (national) value against European and American companies. Also man-power is cheaper in
Asia compared with other countries. This will lower LeanAirs production cost.
Threats: The main threats that Leanair has to overcome for its future is lack of market recognition, probable problems about maintenance items, experienced and big competitors in market.
Because LeanAir is a new company, market recognition is low compared with other competitors.
Hence, LeanAir has to perform well to convince costumer for its new aircrafts. Also LeanAir aims to
sell its aircrafts all over the world, this requires large MRO network. LeanAir has to make arrangements as soon as possible for MRO network; otherwise, customers can have problems due to lack
of maintenance items in case of any accident or regular maintenance. Experienced and well-known
competitors can try to beat LeanAir by their economic power on the market and costumer network.
However, LeanAir will be more powerful and reliable when it overcomes these difficulties.
2.4.2
Porter Analysis
The following porter diagrams represents the different sources of pressure affecting our product:
Figure 2.9: Porter analysis
11
2. Market Study
2.4. TOOLS
2.4.3
Customer Profile
2.4.3.1
Customer values
In new business jet aircraft market, there are four main groups of buyers, according to different
studies: business segment, corporative segment, taxi-charter segment and government or military
operators. Other organizations like charities and universities are also users of private jets, usually
pre-owned and coming from donations. However, they are not primary customers and thus we will
not focus on them in this analysis. The following figure shows the customer distribution in terms
of flight hours in the business jet market at worldwide scale.
Figure 2.10: World relative use of business aircraft (in flight hours)
According to experts, the key of success in this market is to guarantee a very high customer delivered value. This parameter expresses the difference between the total customer value (product
services, personnel values and image values) and the total customer cost (the money paid). At the
present moment, airlines scheduled flights are failing to deliver a desired value for customers. This
causes the business jet market to increase its share.
In the following sections, a more detailed explanation of each segment and its desired customer
values is detailed, for a better understanding of the target market.
Business segment
The business segment is composed of private very-high-net-worth individuals (owing more than $30
million in investments) that want a jet to do private trips for tourism, business or leisure, increasing
the value of their public status image. This will be the main customer of our product as it represents
almost half of the flight hours flown in business aviation. The main desired values that these
12
2. Market Study
2.4. TOOLS
customers want are listed below:

Safety: the main factor for every customer
Flexible schedule: not depending on conventional airlines. Improve productivity.
Immediateness: capacity to take-off within an hour.
Customised/individual market: feeling of uniqueness, importance and power.
Image of success, freedom and ultimate prosperity (status symbol)
Eco-efficient footprint through all the aircraft life: in line with an image of worrying about
the planet.
Comfort: main factor. Capability to do business, rest or leisure with equal comfort. Acoustic
isolation: no dB inside the cabin
Privacy: no crowd mixing, individual attention in the airports and during the flight.
Accessibility: capacity to reach non-commercial destinations.
Corporative segment
The corporative segment is made of big international enterprises that want to transport employees
for meetings and transactions worldwide without the constraints of scheduled flights. The main
desired values that these customers want are listed below:
Safety: it is essential to prove the reliability of this means of transport against the competence
in order to make a space for our product in the market
Reaching multiple destinations quickly and efficiently: not depending on conventional airlines. No need of two-leg flights. Improve productivity.
Accessing communities with little or no airline service: need for short take-offs and landings
in order to be able to reach inaccessible regions via commercial aviation
Immediateness and scheduling predictability: capacity to take-off within an hour.
Image of success, freedom and ultimate prosperity (status symbol)
the planet.
Comfort: capacity to do business, rest or leisure with equal comfort. Acoustic isolation: no
dB inside the cabin
13
2. Market Study
2.4. TOOLS
Privacy: no queuing, individual attention in the airports and during the flight, possibility to
perform meetings inside the airplane.
Taxi-charter segment
The taxi segment includes charter flight companies that buy a fleet of business jets to rent them
for third-party private flights. They are responsible for the maintenance and management of the
fleet and for the supplying of crew and pilots. Some enterprises and wealthy individuals are the
customers of this service. If the flights start to become a routine, these people might think about
owning their own airplane for cost and image consideration. Thus, they join the previously described segments. It is also common for big enterprises to make alliances with other ones in order
to hire charter companies that will work exclusively for them. The main desired values that these
customers want are listed below:
Immediateness and scheduling predictability: capacity to take-off within an hour. Rapid
maintainability
the planet.
Low operational cost: reduce the cost per flight hour as much as possible.
dB inside the cabin
Government/ military operators
Sometimes, governments decide to buy a business jet or a small fleet for national activities. Many
countries have a private jet for the prime minister and his assistants in international visits. On the
military side, some of these aircraft are adapted for surveillance tasks in border control missions.
In this market, it is remarkable the protective policies that countries use to buy only self-made or
allies-manufactured aircraft. Usually, these users decide to buy a commercial aircraft and to adapt
it into a business jet. Because of that, they are not a big part of the target market. However, they
will be taken into account because they also buy smaller jets for secondary uses. The main desired
values that these customers want are listed below:
14
2. Market Study
2.5. CONSTRAINTS
Immediateness and scheduling predictability: capacity to take-off within an hour. Rapid
maintainability
the planet.
Low operational cost: reduce the cost per flight hour as much as possible.
dB inside the cabin
Reliability: high MTBF
Versatility: possibility of reusing the aircraft for different civil and military applications
2.4.3.2
Main values of the product
In conclusion, the main values that will enable to make a space in the market for our product will
be:
Safety
Privacy
Accessibility
Reliability
Immediateness
Adaptability (customizable)
Eco-efficiency
Image power
Low operational cost (efficiency)

Comfort
2.5
Communication (WIFI)
Constraints
This section includes three particular features that have not being analyzed in the previous market
study. This are: airports, certification and existing MRO (Maintenance, Repair and Overhaul). This
final analysis will provide the last design inputs for the development of our aircraft model.
15
2. Market Study
2.5.1
2.5. CONSTRAINTS
Airport Analysis
This analysis is made with respect to two airport criteria: high altitudes and possible deliveries from
base location in India. This analysis will help to finish shaping the requirements that our aircraft
model is going to present.
Airports at High Altitudes
Altitude is crucial parameter, it plays a determining role during takeoff and landing. The lower air
density at high altitude arises the need of longer runways. In order to check aircrafts accessibility
all over the world, highest commercial airports and their runway lengths are investigated. The brief
information about the airports, their altitudes, runway lengths and locations can be seen in Figure
2.11.
Figure 2.11: Critical Airports for Takeoff and Landing

Almost all the critical airports are located in China or South America. Their altitudes vary from 2500
m to 4400 m. Most of them have runway length more than 2500 m. If we fix our landing minimum
distance in 1500 m for the design criteria, we will assure that our aircraft will be able to land in
almost every airport. Only Tenzing-Hillary Airport is not feasible for our aircraft. Figure shows 2.11
that our design criteria of runway length is satisfactory for accessibility all around the world.
Important Airports for Business Aviation
For the project objectives, Asian business aircraft market was selected as target. Also Europe is our
target in long term. In order to investigate the airports that are directly accessible for deliveries,
the most popular airports in Asia and Europe are shown in the map (Figure 2.12).
16
2. Market Study
2.5. CONSTRAINTS
Figure 2.12: Important Airports in Asia and Europe

For busy airports, there are several small airports for business aircrafts close to them. London can
be a good example for that (Figure 2.13)).
Figure 2.13: Important Airports in Asia and Europe
17
2. Market Study
2.5.2
2.5. CONSTRAINTS
Certification
The certification specifications for commercial aircrafts from the EASA and the FAA will be followed
for the conception and design of our business jet (CS-25 and FAR part 25 respectively).
It is expected that by the time that the certification of our product begins (2025), the process would
have evolved to a very unified norm internationally. Certification in Asia and India should not be a
problem in terms of unexpected delays or expenses.
For European and American buyers the type certification of the EASA and FAA will also be demonstrated once we start the entrance in their markets.
Interiors design
One of the most challenging aspects in terms of certification of business jets is the interiors design.
This is due to the fact that in the civil aviation norms the Type Certification requirements do not
consider the type of operation intended for the aircraft.
This results in a general rule thought for air carriers operations. This leads to very rigid requirements towards the passengers use of the cabin [3].
Nevertheless, the nature of our product itself requires more flexible interiors, highly customized.
This makes that the certification process of any business jet ends up being long and costly.
To mitigate the above described situation the EASA and the FAA include additional documents to
address the interiors design of business jet.
If we take the example of the FAA we find the SFAR 109 [4]. It provides new cabin interiors criteria
for operators of private use ( not for hire, not for common carriage airplanes). They maybe used as
an alternative to the FAR part 25, but it is not mandatory. The rule includes special requirements
for interior doors and cooktops that are considered as a source of risk inside the cabin in case of
accident.
The tendency is to enhance the flexibility of the norm to achieve coherence between the intended
use of the product and the standards of safety.
In 2012, the EASA formed a rule-making group in charge of the review of the needs and special
features of business jets. The objective is the achievement of an adapted norm to ensure safety,
but also to allow the manufactures to comply with certification without extra expenses in time and
money. The FAA also intends to review the SFAR 109, specially the limitation of private use [3].
Authorities in Asia
Each Asiatic country has its own authority responsible of their airworthiness regulation.
Normally, airlines should comply with the certification requirements of their country of registration.
Usually, these requisites consist on demonstration a EASA or FAA type certificate plus the extra
requirements that the national organization considers adequate.
There are also countries, more flexible that do not impose the European or American type certification.
18
2. Market Study
2.5. CONSTRAINTS
The operation of these aircrafts around the world depends mostly on the agreements between countries and the membership to the ICAO (International Civil Aviation Organization).
Authorities in India
The DGCA (Directorate General of Civil Aviation) is the Indian organization in charge of the regulation of civil aviation.
There is a global concern with respect to this organization. It is not perceived as a strong organization able to implement adequate measures of safety and air traffic control.
It was audited by the ICAO and FAA in 2013 [5]. Due to its weaknesses and in order to be prepared
to manage the growth of air traffic, the government of India intends to substitute this organism by
a Civil Aviation Authority (CAA).
This new organization will be in line with the model of the FAA. And it will meet the standards of
the ICAO [5].
Authorities in China
The aviation authority in China is under the administration of the Ministry of Transport of the
Peoples Republic of China. Its name is Civil Aviation Authority of China (CAA).
The CAAC is devoted to the investigation of aircraft accidents and civil aviation in general. This
includes the establishment of agreements with other world authorities.
China has bilateral concessions with the FAA and EASA, but the protection of intellectual property
is one of the biggest obstacles for their full development.
Still, since 2012, the CAAC has being the forth country in the world to register more number of
applications of foreign companies trying to obtain certification approvals.
The Chinese market of business jets is growing, and so it is the demand of part suppliers that also
require special certifications.
The GAMA (General Aviation Manufacturers Association) considers that even CAAC is hiring more
people, their certification process is far from being in line with the international manufacturers
procedures.
Nevertheless, there are some companies as Gulfstream or Quest that are pioneers in building relationships with CAAC. They have successfully certified their products and even held workshops for
the Chinese authorities to enhance their procedures [6].
19
2. Market Study
2.6
2.6. CERTIFIED COMPANIES OF MRO
Certified companies of MRO
Maintenance is one of the key aspects of our aircraft project. It is important to establish an adequate plan adapted to the Asiatic situation.
Therefore, in this section, a map of the certified companies of MRO (Maintenance, Review and
Overhaul) in Asia is included. This map has being design using the information provided by Airline
update [7]. It includes all the companies that offer one or several of the following services: heavy
and light airframe maintenance, all levels of engine maintenance, system component and avionic
maintenance, and line maintenance.
There are certain areas in central Asia that nowadays lack of certified companies for the development of this kind of activities. The range of our aircraft should be chosen minding this factor.
This information is also helpful for the development of alliances with settled companies and the
strategic placement of our own maintenance services.
Figure 2.14: Certified MRO companies placed around Asia
2.7
Product requirements
Taking into account the previous information and having a look at the evolution of the present market and the experts opinion, it is possible to define the main criteria that will drive the design of
Leanairs new business jet. According to the market analysis, coming mainly from several manufacturers, the medium size jet is going to be the most demanded one together with medium-long range
capabilities. However, it is important to make a distinction between the number of units sold and
20
2. Market Study
2.7. PRODUCT REQUIREMENTS
the economical profitability. According to experts, the business jets that will give more money in
the future will be the wide fuselage ones. Regarding this, if the objective is to make money quickly
it is more attractive to build large aircraft.
From this reasoning, Leanair believes that the best strategy is to go for an aircraft with the following
characteristics:
Cabin volume: large
Range: long
Seaters: 15-20
Ecology: very eco-friendly
In Leanair, we believe that a large cabin volume will allow us to maximize the economical profit
while allowing the customer to transport more payload in a more comfortable way. Comfort is a
priority for us. The long range decision corresponds to a globalised future in which business will
be done among distant countries and where time will be a precious good to save. We also have to
take into account that Pandasia wants a very eco-friendly vehicle, respectful with future legislation.
With these constraints, we would be aiming at a 15-20 seater configuration. Under these conditions,
we would cover the market expected needs in the main Asiatic regions and in important economic
hubs worldwide.
21
3. Technical Solution
3.
Technical Solution
This section describes the main technological advances under development for our product. The
constraints we set to our concept are its feasibility and its environmental friendliness. Our company
will introduce a business jet aircraft that is in accordance with the regulations in place for 2030 and
with the satisfaction of our customers.
3.1
3.1.1
State of the art

Innovative aircraft configuration
The market segment that this company is targeting is characterized by high luxury and demanding
customers. For this reason, offering a new and innovative aircraft design would be a great point
that would capture their attention. On the other hand, the aviation sector is highly regulated and
the airworthiness modifications are slow and have a high cost. Consequently, different innovative
aircraft configurations are analysed.
3.1.1.1
Flying wing
Strengths:
i) Wider body and more internal volume for higher comfort.
ii) Higher aerodynamical efficiency.
iii) A more compact design implies a more optimized structural design.
Weaknesses:
i) In the wing body there would be fewer windows, which means more claustrophobic feeling.
ii) Necessary to train pilots again due to significant differences in aircraft manoeuvrability.
iii) Airworthiness authorities dont have any regulation according to civilian commercial flying
wings.
Opportunities:
22
3.1. STATE OF THE ART
i) Leading the sector of commercial flying wings would be a strength in the future if it is successful.
ii) It is possible to mount the engines in the back, helping the overall aircraft aerodynamic performance.
Threats:
i) It is neccessary to create an airworthiness regulation and it may not be ready for 2035.
ii) Airports will need to adapt to this new aircraft configuration and this could be a barrier to the
expansion of this product.
3.1.1.2
All electrical aircraft
Strengths:
i) Reduce the weight of the systems (electric wires are ligther than hydraulic pipes).
ii) The elimination of the air bleeding systems increases the power available for the engine.
iii) Reduce the maintenance requirements compared to hydraulic pumps that need lubrication,
fluids exchange, etc.
Weaknesses:
i) The increase on electric power demands requires bigger batteries and of higher capacity.
ii) In order to reduce the weigth of the batteries the only feasible solution nowadays is the use of
hydrogen fuel cells.
iii) Batteries are really expensive and if there is no back up system the regulations of batteries will
be really demanding.
iv) Batteries are no recyclable and highly polluting, this means that the aircraft will be less ecofriendly.
Opportunities:
i) There is a lot of research being done on increasing batteries energy density from mobile phones
industry. The progress can be directly applied to aircraft batteries too.
Threats:
i) There is no regulation for the use of hydrogen fuel cells on commercial aircrafts, but they could
be forbidden as they are extremely dangerous.
ii) The bigger capacity of the batteries, the longer it will take to recharge them on airports, this
could increase the time interval between fligths.
23
3.1.1.3
3.1. STATE OF THE ART
Conclusion
Even if going for a new innovative aircraft design reports high advantages, the threats are really
strong and aeronautical industry is highly regulated and for a new company innovating is nearly
impossible. Consequently, this project will keep a conventional aircraft configuration.
3.1.2
Conventional aircraft configuration
Propulsive systems: Fuselage-mounted podded engines. Podded engines below the wing are
not suited because they would be too close to the ground. Therefore, its usual to position
the engines at the rear of the fuselage in order to avoid damage by foreign objects. Cons:
No wing bending relief (because of small wingspan not a big problem) Pro: less yaw due to
asymmetric thrust in case of failure
2 engines vs 3 engines: All the main manufacturers have selected the 2 engine configuration
except for Dassault. The trend is to obtain higher efficiencies so a 2 engine configuration
seems the most applicable to future trends. Pros: higher efficiency, less weight, less fuel
consumption Cons: 3 engines allow for shorter runways to take off, so bigger flexibility on
where to land (high altitudes), they can allow for wings to be further aft, it can move CG and
make it more maneuverable. Also allows for an increased Max Landing Weight
Long range vs Short range: Short range leads to lights around 4000km. Long rage flights:
10000-12000km. Long range + Big Landing Weight allows for multiple short range flights
without the need to refueling the aircraft. Trends in Asia seem to be leading to long range as
allows more flexibility and fulfills the requirements of businessmen in Asia needing to flight
to Paris or Los Angeles to close the deals. (Asian market is increasingly opening towards the
West)
Long cabin vs short cabin: The short cabin allows for fewer commodities as well as fitting a
fewer number of people. The trend of future business jets seem to lead to long cabin configurations that can either fit a larger number of people or fit a more luxurious.
24
3.2
3.2. TECHNICAL INNOVATIONS
Technical Innovations
3.2.1
Aerodynamic aspects
3.2.1.1
Laminar wing
Laminar flow is the smooth flow of air that passes over the profile of the wing of an aircraft. It
presents many advantages over conventional wing designs because one can fly further on less fuel.
The challenge is to achieve laminar flow over the entire flight operating points. This type of flow
is advantageous over turbulent flow because it significantly reduces the produced drag (less skin
friction) over a big interval of Reynolds numbers as can be seen in the following figure (Source:
Aerospace Engineering Department, Virginia Tech):
Figure 3.1: Advantages of laminar flow over turbulent flow

The challenge lies in the production of such wings: this type of flow is subject to disturbances by
any small irregularity (like rivets) on the external surface. Research is conducted to optimize the
number and position of rivets, the wing shape so that a favorable pressure distribution and stability of the boundary layer is granted. This results in natural laminar flow throughout a big range of
speeds encountered in flight. As the aircraft gains speed, separation might occur, leading to an unwanted turbulent flow. To counter this, our engineering team developed techniques to control the
flow over the wing, so called laminar flow control techniques. Small holes are carefully distributed
along the wing to suck air in. This reduces the kinetic energy in the boundary layer and modifies
its velocity profile resulting in lower skin friction and thus lower drag. By doing so we can delay
the point where the laminar flow transitions to a turbulent one and achieve a better maximum lift
coefficient. The design of our business jet ensures that if natural laminar flow is not guaranteed at
some flight operating condition, an active flow control system is started, making our approach a
25
hybrid approach.
The clear advantage offered by this solution goes with evident challenges in its manufacturing and
maintenance aspect. Assembling the wings is trickier because of the gaps and holes and the complex system to evacuate the sucked air. The requirements regarding the skin surface quality are
also very demanding. We believe that experience and habit will decrease production costs.
Regarding the maintenance, extra care has to be taken because of the wing holes configuration:
contamination by exterior means (insects, ice...) is a possibility; it is advised to perform checks after
every flight. The increased sensitivity to surface imperfections leads therefore to higher maintenance costs.
Regarding certification, obvious considerations are to be taken into account, in addition to the existing ones for classic wing designs:
- Proving that newly developed airframe flow doesnt impact the aft-mounted engines.
- Demonstrate the feasibility of in-flight anti-contamination devices.
- Demonstrating an improvement in fuel consumption over existing technologies.
The feasibility of this innovation is very favorable: the technology has already been proven in the
past. Laminar flow validation has been performed by NASA research (Dryden in 1999) with an
F-15 and in the European Transonic Wind Tunnel where full chord natural laminar flow has been
achieved for a Reynolds number of 30 million.
The expected improvement in terms of fuel consumption is estimated at 5%.
3.2.1.2
Flexible flaps
Noise reduction in aircraft applications is a major concern; regulations dictate that by 2030 aircraft
will have to drastically decrease their noise emissions, compared to todays levels. The use of flexible
flaps instead of conventional ones will serve that purpose in addition to reduce drag and overall
wing weight. Currently tests are being performed by NASA (Adaptive Compliant Trailing-Edge
Flight Experiment), see figure (Source: NASA website):
26
Figure 3.2: Flexible flap mounted at the trailing edge

After certification it is predicted that this technique will be fully operational and booming on the
market by late 2020s. The idea behind the flexible flap is to have a shape-changing assembly that
can be bent and twisted to be fine-tuned throughout the entire flight with a precision that cannot
be achieved with current flap configurations. Aerodynamic performances will be improved because
of the adaptability of the wing configuration. Recent tests (by FlexSys) estimated that the use of
such technology could cut fuel consumption by 12%. Noise would be reduced since the gaps (source
of noise) between the flaps will be eliminated (replaced by a continuous bendable surface).
Our company wishes to improve every aspect of the aircraft to ensure the delivery of the most
eco-friendly business jet in the world. For the technology mentioned above our company will form
constructive alliances with FlexSys, for them to manufacture reliable flexible flaps. The approach of
FlexSys is to ultimately replace multi-body rigid linkages with compliant flexible elements in order
to be more efficient in performances, reduce production costs of elements and easily integrate for
any application. Manufacturing and maintenance costs are therefore kept to a strict minimum.
For regulations, in-flight demonstrations of the effectiveness of the new technology have to be performed, for every worst-case scenario in addition to the already existing certifications concerning
flap technology.
The expected improvement in terms of fuel consumption is estimated at an impressive
number of 12%. In terms of noise, FlexSys promises noise reduction improvements of 15%.
3.2.2
Propulsive aspects
The main technologies expected to be also added in the development of the engine by the manufacturer to increase the efficiency and reduce the emissions are presented next.The average thrust level
for engines employed in bi-motor jets is 70 kN. Extrapolating with future trends, in which increased
thrust levels are required for operability in shorter runways and high altitudes, a predicted value
of at least 80 kN is required to the engine manufacturer. Overall the engine dimensions should not
be increased from state of the art engines such as the Silvercrest from Safran or the Rolls Royce
27
BR710. This means that the increase in the bypass ratio should not come from an increase in the
external nacelle diameters, but instead from a reduction of the core size.
As one of the goals of the company is to reduce the fuel emissions, small improvements are expected
from engine manufacturers to reach the expected certifications on 2035, including vast reductions
in CO2 and NOx emissions.
Noise levels in terms of certification are also expected to decrease in order to increase the comfort
of not only passengers but also of population living near the airports.
Finally, in order to reduce maintenance hours, new engine concepts reducing movable parts should
be applied, as well as new materials allowing the withstanding of higher temperatures and larger
pressure ratios.
The Bid for Tender for the engine manufacturer calls for proposals in which the increase in propulsive efficiency comes along with an increase in reliability in case of engine failure.
i) Rolls Royce
Rolls Royce has decided to develop two main technologies inside the future commercial aviation
engines market. The first concept, named Advance, offers 20% improvement in fuel burn and CO2
emissions than the Trent Engine. The technologies being introduced are advanced lightweight alloys, new carbon titanium fan system, high efficiency compressors and turbines, smart adaptive
and cooling systems, advanced combustion, super sealing solutions and innovative materials.
The second concept is the Ultrafan, which is a three-shaft turbofan with a gearbox. Offering at least
25% improvement in fuel burn and emissions, this product will employ new advanced core architecture, innovative high temperature materials to push the core overall pressure ratio to more than
70:1. The gearbox would be introduced between the fan and the intermediate pressure compressor
to ensure the fan run at its optimum speed. The carbon titanium fan system is further developed
to allow the deletion of the thrust reverser, enabling a truly slimline nacelle system. [8]
ii) General Electrics
General Electrics strategy towards business jets engines is basically the rescaling of one of the bestselling engines of the single-aisle commercial aircraft models, the LEAP family. Among the improvements implemented in these engines, the use of 3D woven carbon fiber composite fan blades and
case (lower fuel burn, high durability, maintenance-free), the implementation of a gearbox (larger
and slower fan, which increases propulsive efficiency and leads to lower fuel consumption), a debris
rejection system (increased durability and lower maintenance costs), a high pressure compressor
with a fourth generation 3D aero design airfoils (lower fuel consumption), a Twin Annular, Preswirl combustor for efficient and cleaner fuel combustion (ultra-low NOx emissions), and unique
cooling technologies. A ceramic matric composite high pressure turbine which gives lower weight
and greater temperature durability, and a titanium aluminide low pressure turbine, were implemented. [9]
28
iii) Pratt and Whitney

Pratt and Whitney was the first manufacturer to take the risks on the geared turbofan model,
which reduces fuel burn, environmental emissions, engine noise, operating costs. The gear system
separates the engine fan from the LPC and LPT, allowing each of the modules to operate at an optimum speed. This increase in engine efficiency translates to fewer engine stages and parts for lower
weight and reduced maintenance costs. It also incorporates advances in aerodynamics, lightweight
materials, among others. [10]
3.2.2.1
Multiple Shaft Geared turbofan
From the various bids from engine manufacturers, the direction of the market seems to be driven
towards multiple shaft geared turbofans in order to adapt the rotational speed of the fan to the
most suitable value without having to withhold the achievable one by the low pressure turbine.
The presence of a gearbox allows thus the decoupling of the rotation speed of the fan from the
LPT and even though it might increase maintenance cost, there will be a vast improvement in the
overall performance. This performance comes as the LPC can now pressurize more the air which
subsquently allows to reduce the stages of the high pressure compressor to obtain the same work.
In the end, the result is a lighter core with fewer parts and easier to maintain.
This reduction in the core size is however limited to the mechanically driven shafts, but the final proposal includes a magnetic coupling shaft, consisting of magnets which can allow a further reduction
of the core, while also reducing the mechanical losses of the shafts produced by friction. [11]
3.2.2.2
Power sources
Developing a more electrical aircraft comes with the penalty of having to ensure the power supply.
Apart from installing an APU, some new solutions are proposed to ensure the independence of the
aircraft.
The first choice is to use a thermoelectric painting on the engine in order to reuse the heat losses
emanated by the engine. This can produce electrical power which eliminates the need of power
offtakes from the shafts.
The second choice is to use a piezoelectric material extracting energy from the vibrations by using
it in some parts of the fuselage. In this case this would be a source of electrical energy for cabin
purposes.
29
3.2.3
Structural aspects
3.2.3.1
All composite jets
Our all-composite material business jet makes a difference in weight gains and overall efficiency of
the aircraft. The weight is reduced by 20% compared to traditional aluminum alloys based fuselages,
while keeping a very high strength to weight ratio. The manufacturing aspect is also improved: the
production of thousand small metal parts is replaced by the production of a few strong composite
parts.
Interior space is maximized since composites are stronger in smaller dimensions. Composite fuselages allow thinner walls for the same structural integrity and the wings can be more subject to
strong loads.
Composite materials have good corrosion properties, they can better resist to harsh chemicals and
bad weather conditions when compared to other materials. It also resists better to high strengthimpacts which is advantageous if the plane passes through hail storms for example. One major
advantage is also their nonmagnetic property; they can be used around sensitive electronic equipment such as in the cockpit where all the flight computers are located.
Because of their undeniable strengths and advantages over commonly used materials composite
material is used for the entire fuselage, wing and tail of the aircraft.
All-composite business jets are already being developed with the example of the Bombardier Learjet
85 (or partly composites: A350, Boeing Dreamliner). The manufacturing of the aircraft composite
structure is problematic, as all newly developed concepts, but as more and more specialized manufacturers for composite wings or fuselages enter the market we guarantee a smooth and delay-free
production process.
The expected improvement in terms of fuel consumption is estimated at 5 to 10% because
of the drastic weight reduction.
3.2.3.2
Improvements of engine materials
Our aircraft is one step further with the use of Ceramic Matrix Composites (CMC) in some sections
of the engines. CMCs are as strong as metal but much lighter and can withstand much higher
temperatures. Those can be used for components that usually need devices to cool them (decrease
in efficiency). CMC operates with no or very little cooling, therefore improving the overall efficiency
of the engine.
The idea to use CMCs in the core of the engine is in agreement with the general goals set by the
FAA in its Continous Lower Energy, Emissions and Noise (CLEEN) program. General Electric is
currently doing tests and has accumulated more than 130 hours and 220 cycles of ground testing
and is planning to do a lot more before entry into service. This technology is expected to enter the
market in 2019 so will be at its peak in the 2030s.
30
3.2.4
3.3. FINAL CONFIGURATION
Avionics and advanced systems
Collaborative work between customers and avionics systems manufacturers enabled us to capture
and understand future needs in terms of avionics and pilot comfort.
In terms of safety the next generation avionics systems will include automatic surveillance broadcast (ADS-B) capabilities, we are so following the wish of the FAA to transition to satellite-based
surveillance of aircraft position. Because it uses GPS signals, the Air Traffic Control center monitors
their position more efficiently and with better precision in areas with little radar coverage.
The Air Navigation System (ANS) is also largely improved: the frequency at which information is
exchanged between aircraft computers and air traffic controls is increased including weather data.
The latest weather data can be transmitted to a plane while en-route. The new ANS will incorporate
optimization direct routing systems that will given the input (weather data) optimize your flight
route such that fuel burn remains low.
It is quite difficult to estimate the amount of fuel that will be saved but route optimization - meaning
less time in the air - will undoubtedly improve fuel savings.
3.3
Final Configuration
3.3.1
Propulsive Configuration
3.3.1.1
Engines
The final engines selected for the business jet are the proposed by Rolls Royce, a variation of the
UltraFan model with some improvements in both the efficiency as well as the independence of
electrical power sources. After submitting a bid for tender and studying the proposals for future
years from each major company, a final set of constraints and requirements were sent to the winning
bid to fulfill before the aircraft installation tests of the engine.
The major characteristics of the engine are presented below.
31
Figure 3.3: Rolls Royce Next Generation Engines [1]

Table 3.1: Final engine design specifications
Engine name:
Next Generation UltraFan
Engine Performance
Envelope Data
Take Off Thrust (sea level), N
75.000-80.000 Weight, kg
1400
Maximum continuous, N
70.000
Fan Diameter, mm
950
Bypass ratio,
18:1
Engine Length, mm
3000
Fuel Burn Improvement, %
25
HP Turbine
NOx Engine margin, % below CAEP6
30
Number of stages
2
Noise Level, % below stage level 4
20
Rotational Speed, rpm
25000
LP Compressor
Materials
Alloy 834
Number of stages
4
LP Turbine
3000
Number of stages
2
Fan Rotational Speed, rpm
3500
Rotational Speed rpm
10000
HP Compressor
Materials
Ti-Al alloy/CMC
Number of stages
8
Combustion Chamber
25000
Type
Lean Combustor
Materials
Alloy 834
Fuel Type
Kerosene class A, C, D, E
3.3.1.2
APU
For the APU, Honeywell company is selected to be the main provider due to their excellent production and reliability on the main models on the market.
Therefore, the Honeywell RE220 APU, the gas turbine being developed specifically for the Gulfstream G650, has been chosen as the initial placeholded APU model to be implemented in the
32
aircraft.
Figure 3.4: Honeywell APU RE220 model [2]
3.3.2
Aerodynamic Configuration
3.3.2.1
Wing
The wing has a span of 11.5 ft (34 m) and a wing area of 1300 ft2 (120.8 m2 ). $ It is fully produced
with composite materials and has the property of being laminar at almost all flight speeds. Active
flow control over the wing is also an option. Keeping the wing laminar reduces drag and therefore
fuel consumption.
3.3.2.2
High Lift Devices
The wing area is maximized by the use of new generation flaps. The flexible flaps present aerodynamic advantages (less drag) as advantages in terms of maintenance and production.
33
3.3.3
Avionics Configuration
The cockpit of the Dragon R-28 is equipped with state of the art technologies, with its latest innovations in the domain of flight route optimization, weather forecasting leading to performance,
fuel consumption improvements.
To enhance the overall aircraft performance all conventional flight controls are replaced with full
fly-by-wire technology. The flight will feel smoother and natural because more control surfaces can
be activated allowing maximum control. This will at the same time relieve the pilots workload.
3.3.4
System Optimization
Gone are the times of a centralized hydraulic system with countless meters of tubes that are a
drawback in terms of weight. A combination of electrical and hydraulic actuators replace the old
system with more localized subsystems, that are controlled by electrical input. These smaller systems participate to the weight reduction of the entire aircraft and thus reduce fuel consumption.
Included are electrohydraulic power modules that are designed for high acceleration reversals (primary flight control surfaces). Systems that do not require quick movement such as the brakes on
a landing gear are being replaced by all-electric actuation. Electromechanical actuators are subject
to jamming and therefore newly jam-tolerated designs have been integrated.
3.3.5
Cabin Configuration
Enabling our clients to customize their interiors, two baseline standard configurations will be available to be selected, based on the specifications of the leader of the market, the Gulfstream G650 [12].
From these baseline configurations, additional equipment will be available to customize the cabin,
from additional iPod Cradles to new types of seats.
3.3.5.1
Hallmark Configuration
The Hallmark Configuration represents the maximum seating capacity of the aircraft. This maximum seating capacity is thus limited to 18 passengers, with 9 berthing spaces. 4 separated spaces
are presented: forward club with 4 single wide seats, a middle conference group, two aft divans,
and 2 extra aft single wide seats.
34
Figure 3.5: Hallmark Seating Configuration
3.3.5.2
Extra comfort Configuration
The Extra Comfort Configuration is the second standard configuration with a middle credenza and
extra space. In order to obtain this extra space, a divan as well as the two aft single wide seats have
been eliminated. This configuration also includes a rest space for the crew, including a wide seat
and extra side storage.
Figure 3.6: Seating configuration for Extra Comfort
3.3.5.3
Standard Equipment
Forward cabin wide club seating

Mid cabin conference group
Aft cabin divan seating
Aft galley and gallet annex
Aft right lavatory, vacuum toilet, sink, vanity and storage
Baggage compartment accesible in-flight
Galley Touch Screen Control
iPod Cradle installation, Speaker arrangement
35
3.4. BACK UP TECHNOLOGIES
Wireless LAN, Ethernet network

HD Media Streamer
Manual High-Low Conference Table, Touchscreen Monitors
3.3.5.4
Optional Equipment
Mid cabin conference group - extra seating

Aft cabin divan seating - extra divan
Forward cabin crew rest space
Extra Storage Cabinets
Install pull out conference table
HDMI ports
Install forward cabin lavatory
Extra Comfort Aircrat Seats
Noise Cancelling Headsets for Crew
3.4
Back Up Technologies
This section describes the technologies that can ensure the development of the project in case
some of the proposed technologies are not TRL ready for 2035. This will play a penalty in the final
performance but are proposed to still reduce the reduction of emissions and increase of performance
values.
3.4.1
Engine back-up technologies
The main big proposal from the engine manufacturer consists of a double gear turbofan using magnetic coupling. In case the magnetic coupling, a technology that is already being applied for under
water missions is unable to be translated into aerial purposes, the proposed back up solution is to
install a three-shaft turbofan, which would allow to tune the rotational speeds of each stage to the
expected one by using a mechanical couple. This would not allow the reduction of mechanical losses
due to friction but it would still improve previous performances by actually decoupling rotational
speeds and decreasing the size of the core to the limit.
36
3.4. BACK UP TECHNOLOGIES
Then for the engine materials, in case composite ceramics materials are not yet a proven technology,
the market is going towards the use of new nickel super alloys which can get a closer performance
to these composite materials than previous alloys.
3.4.2
Laminar wing back-up technologies
Achieving natural laminar flow along wings is very difficult; even if active flow control is present
this technology can be replaced by traditional wing profiles, allowing positions of separation points
that are closer to the leading edge.
3.4.3
Flexible flaps back-up technologies
Traditional slotted flaps will be used if the flexible flap technology is not ready or certified by the
2030s. They have their advantages in terms of high lift capacity at low velocity but are a noisy
alternative. Despite their proven functionality they lack the flexibility (performance oriented) of
FlexSys flaps.
3.4.4
All composite jets back-up technologies
The smooth and flawless manufacturing and recycling of composite materials could be threatened
as it is not yet mastered. Manufacturing wings with composites has been achieved with Airbus
(A350) and Boeing (Dreamliner). Aluminum alloys will be used primarily for the fuselage as a back
up solution.
37
4. Industrialization
4.
4.1
Industrialization
Leanairs Vision
Aviation is an important and strong industrial field. Annually, air transport moves over 2.2 billion
passengers all around the world and represents 7.5% of total worlds GDP.
On the other hand, air transport contributes significantly to climate change, it represents 2% of total
human-induced CO 2 emissions. In future years, it is expected that air traffic will keep increasing
4-5% per year. For this reason the aviation industry will face the challenge of satisfying the growth
in demand of air traffic, while ensuring that the environment is protected. It is, therefore, the
responsibility of Leanair to guarantee the continuing of the aeronautical activity with the minimal
environmental footprint.
The environmental impact of an aircraft is frequently considered as the fuel burned by the aircraft,
but it is not only linked to its operation phase. A more global and accurate approach to evaluate
the total environmental impact of an aircraft must take into account the total life cycle: from the
aircraft design and production, including the use and maintenance to the final aircrafts withdrawal,
as shown in figure 4.1.
Figure 4.1: Aircrafts life cycle scheme.

38
4.1. LEANAIRS VISION
For each phase of this cycle, it is necessary to limit the quantity of natural resources (raw materials, energy, water...), to use harmless materials and, finally, to design an aircraft from a global
perspective that addresses its withdrawal and recycling.
4.1.1
Design and production
In order to reduce the environmental impact during the production is very important to obtain
and accomplish ISO 14000 standards regarding environmentally-friendly production. The major
objective of the ISO 14000 series of norms is to promote more effective and efficient environmental
management in organizations and to gather relevant information for continual improvement. It
can be used by any organization that wants to use resource efficiency, reduce waste, and drive down
costs.
4.1.2
Use and maintenance
During the operation phase the main goal is to reduce the non-renewable energy consumption of
engines and systems on board. The reduction of fuel consumption, pollution and external noise
will be achieved by means of mature, validated and demonstrated technological innovations in the
aerodynamics and structures domains [?].
Another additional way for reducing the use of non-renewable and/or noxious substances (i.e. suppression of conventional hydraulic fluids) is the use of a new aircraft systems design, towards the
more electrical aircraft concept. This type of aircraft deals mostly with electrically powered systems. It explores the possibility of removing or minimizing the extraction of pneumatic power
(high-pressure air from the engines) and the usage of hydraulic power. Consequently, the engines
will have more power available, increasing its performance. Moreover, electrical wires are much
lighter than hydraulic pumps and pipes, so it will help to reduce the weight of the aircraft, increasing its performance and reducing fuel consumption. Another important aspect is that electrical
systems require less maintenance than hydraulic and pneumatic systems.
Even if every new aircraft design goes on the direction of a more electrical aircraft (e.g. B-787,
A-350), the regulations advance slowly on this direction. For this reason, it is unlikely to see a
full electric aircraft in 20 years. The B787 has only 2 independent hydraulic system (instead of 3
for all previous models) and 1 electric. It will be necessary to take into account future changes on
regulation which may allow to use fewer hydraulic and pneumatic systems. By implementing them,
it will be achieved a more electrical business jet.
39
4.1.3
4.2. LOCALISATION
Withdrawal
Nowadays, during the design of an aircraft it is not taken into consideration the planning of the
aircraft disassembly and recycling. However, in future years the withdrawal will probably be an
important parameter and it will be specified by regulations.
Unfortunately there is no feasible way to recycle composite materials at the moment. This could
be a barrier to the growth of composite materials in aerospace industry, as aluminium alloys can
be recycled. On the other hand, a lot of research is being carried out with the goal of recycling
composite materials and it can be expected that 20 years after the end of the operational life of the
first aircraft there will be a feasible way to recycle composites from a technological and economical
point of view. At the moment, the most advanced research found [13] uses chemical products to
degrade the polymer matrix and then the fibres can be reused.
In the next section, the industrialization process of Leanair will be described. It is important not to
forget that the decision process (as well as all the aircraft design process) will be done so that the
steps taken will always be chosen bearing in mind this minimal environmental footprint philosophy.
4.2
Localisation
One of the most important decisions a business has to make is where to locate, as it will have a
significant effect on the company performance and will affect its efficiency. The initially targeted
market is the Asiatic continent, which has also been chosen for locating the headquarters and
the production plant of the company. Four different regions have been taken into account for
performing the localisation analysis. Its results are presented below:
Japan, knowing the socio-economical benefits the business jet market brings along, it has
eased burdensome regulations for business aviation. In 2010, the government began streamlining regulations, improving airports, extending parking limits, and increasing landing slots
for business aviation. The major disadvantage is the alternative means of transportation in
Japan. Most of the business people often rely on the advanced train network.
Middle East countries are very well known for their high quality MRO services. These countries lack of engineering skills when compared to other countries. The investment on the
aircraft design and manufacturing unit in Middle east will impose huge risk for Original
Equipment Manufacturer (OME) to get the required number of supplier services.
China has a potential market principally driven by an increased corporate demand for business jets. The number of business jet purchased per year keeps growing steadily in the country. On performing detailed analysis of the market, it was concluded the large, super-large
40
4.2. LOCALISATION
and ultra-long range jets are in huge demand. The major drawback in the Chinese market is
the monopoly of Gulfstream and Bombardier.
India is also witnessing a steady increase in the business jet market, counting next to China in
the Asian market. The initiative taken in the country to develop the manufacturing recently,
would help us to establish a strong base as a new entrant. The aviation is young and welcomes
the new entrants expecting a positive outcome. The Make in India program which has been
established attracts the companies by providing advance aid for to setting up their firm.
From the results, choosing India to set up the manufacturing unit was justifiable. Chennai, a city
in the southern part of India was a good candidate to establish our Headquarters, as it is linked
with all the means of transportation. It is also known for the maximum number of aerospace part
suppliers around the region. The major drawbacks about setting the company in this country are
the consequences this decision could have when selling the final product, due to political reasons.
By placing a complete unit in India, our market will be brought down down in China, supposedly the
next growing country in business jet market. Keeping that into account, the company has planned
to keep equal shares between both these countries. This was achieved by deciding to place a full
functioning design office in Shanghai, China.
4.2.1
Hofstede Analysis of the workforce
A relevant point that has to be taken into account and analyzed when performing an international
project is how the culture of each of the countries involved may affect the behavior of their workers
and, therefore, the overall development of the project. In the case being analyzed, where the design
and production of the aircraft will be assigned to different countries, being able to forecast and deal
with the cultural issues that may appear due to the different values of the members composing
the working force of the company will have a crucial importance. In order to analyze this issue,
the Hofstedes cultural dimensions theory will be used. This theory, developed by Geert Hofstede,
consists of a framework for cross-cultural communication. It describes the effects of a societys
(national) culture on the values of its members, and how these values relate to behavior, using a
structure derived from factor analysis [?].
The model of national culture consists of six dimensions: power distance, individualism (vs. collectivism), uncertainty avoidance, masculinity (vs. femininity), long-term orientation (vs. short-term)
and indulgence (vs. restraint).
The results for the six dimensions for the two main countries where the activities of the company
will take place (that is, India and China) [?] are presented in Figure 4.2. This results are also compared to the ones presented by France, which has been chosen as a reference country, for a better
comprehension of the cultural differences.
41
4.2. LOCALISATION
Figure 4.2: Hofstede chart for India, China and France
As it can be seen in the previous graph, the differences in the appraisal of Hofstedes six dimensions
of these countries are significant; dissimilar results can be found for all-six dimensions but for the
power distance. According to these results, an unequal and unjustified distribution of the power
(a high power distance quotient) inside the company would be accepted to the same extent by all
workers. Therefore, no problem should be found in creating a strong hierarchy inside the company
with a staggered chain of command. Leadership abilities will be highly appreciated.
The different vision of the individualism inside the company, however, might be one of its weakest
points in terms of sharing the values. Chinese and Indian are more likely to be integrated into
groups where a common goal is shared (especially in China, where a communist regime is still
prevailing). The main negative consequence of this may be a quick demotivation of the subordinates
by not controlling them frequently and by not giving them the feeling that they are part of the
family, so to speak, for whom the company will care. Hiring managers with excellent integration
and motivational abilities and organising activities in which every employee of the company is able
to realize their importance in the final result (even if it is very simple, the prize to the employee of the
month has proved not to very much increase productivity, but meaningfully to improve motivation)
will have a key importance in order to obtain a good performance of the workforce.
Regarding the masculinity vs. femininity dimension, no huge problems should be found. Workers
will be self-encouraged to be competitive and to try to achieve the best results. Encouraging the
importance of cooperation will be imperative to avoid reaching a point where the working ambiance
is corrupted and where it is given more importance to the performance indicators than to the group
dynamics.
The low uncertainty avoidance of China and India will be a positive asset to our company, as new
ideas will be implemented without discussion by the workers and merit-based promotions will be
accepted. Nevertheless, the role of the project manager will be once again very important here,
42
4.3. LEANAIR SUPPLY CHAIN ANALYSIS
controlling that the established schedule is followed and that workers spend the time in the labours
they have been assigned and not in other activities.
Regarding the long-term orientation dimension, both Chinese and Indian workers will easily adapt
to the current situation of the company. They will accept a changing game-plan based on changing
reality and will feel a general comfort with discovering the fated path as one goes along rather than
playing to an exact plan, which will be, in fact, positive to our company as backup solutions might
need to be used.
Finally, the low indulgence score of India and China shows that the workforce of this countries will
be accustomed to being supressed to strict social norms. A lot of time might have to be invested in
developing a healthy work ambiance.
4.3
Leanair Supply Chain Analysis
The overall aerospace supply chain can be classified into original equipment manufacturer (OEMs),
Tier 1 suppliers, Tier 2 suppliers and Tier 3 suppliers. The aircraft manufacturers, often referred to
as OEMs, will specify their needs to the Tier 1 suppliers. OEMs are usually the most critical component of the value chain, as they are responsible for overall designing and manufacturing, which
frequently face entry barriers due to high investment requirements and technological capabilities.
Tier 2 suppliers produce aircraft parts according to the Tier 1 suppliers specifications. Tier 3 suppliers are responsible for providing basic components required by other vendors that are present
higher in the value chain.
Leanair took conscious effort to define their value chain with prime importance. A change in the
existing standard value chain is brought to achieve greater efficiency and reduce the cost. Figure 4.3
shows the flow process of supply chain to be implemented in the proper functioning of business. As
a company, we are trying to be more dependent and sell shares to Tier 1 suppliers and engineering
design service suppliers in order to share the risk of the company.
43
Figure 4.3: Flow process of Supply chain

Keeping the Tier 1 suppliers in line with Leanairs core management helps to bring much more
efficiency for new product development. Various potential suppliers present in India and China
for design, manufacturing and after market (MROs) of product were taken into account. Tier 1
suppliers will have higher authority over Tier 2 & 3, this will help us to work with fewer Tier 1
suppliers, and decrease direct interactions with Tier 2 & 3 suppliers. As stated in the previous
section, all the manufacturing process is planned to be performed in Chennai, India and the design
office is placed in Shanghai, China.
The list of the number of suppliers belonging to various domains for complete aircraft building in
India was made to perform study on supplier power in the country. They are presented in fig 4.4.
44
Figure 4.4: Number of suppliers in various field helping Aircraft manufacturing companies in India.
When making a detailed study, it was concluded that there exists a strong supplier power in India.
The suppliers are basically small in size as well as larger in number and that leads to lower bargaining power. Since the suppliers provide to large number of industries like automotive, railways,
etcetera, which reduces their dependency on aerospace. The forward integration from the supplier
is really low, which is a huge threat to the OEM.
Figure 4.5: Five force analysis on Supplier power in India

The engineering design service suppliers in China doesnt pose a huge threat because of the growth
45
4.4. MAINTENANCE AND AFTER-SALES
of intense engineering activity in the country. There are various top notched universities around
the country helping the companies to improve their technologies on performing research in various
fields.
4.4
Maintenance and after-sales
This chapter is dedicated to analyse the maintenance requirements fixed by airworthiness authorities in order to ensure the continuing airworthiness of our aircraft. In Asia region there are several
airworthiness authorities which depend to a certain country and are independent between them.
The most important ones are: Civil Administration Aviation of China (CAAC), Directorate General
of Civil Aviation (DGCA India), European Aviation Safety Agency (EASA), Federal Aviation Administration (FAA). Most of the regulations have the same key points and satisfying FAA or EASA regulations should be enough, but it must be considered that some countries may have some specific
requirements.
4.4.1
Technical innovations
One of the key objectives of this business jet compared to its competitors is the reduction on maintenance checks. This means that the aircraft will be available during longer periods for the client.
For this reason, it is very important to analyse the maintenance characteristics of all the technical
improvements proposed on this project.
4.4.1.1
Composite materials
Composite materials do not suffer from corrosion problems, for this reason special visual inspection
under batteries departments are not necessary compared to all-metallic aircraft. A metallic fuselage
and wingbox is assembled using numerous rivets for joining the different parts. These rivets require
periodical inspection to detect micro cracks and corrosion. Composite jets are designed with big
parts to avoid joining them and in many junctions it is used resins and other glues to avoid using
metallic components. For this reason there are significantly less areas to inspect and it is saved time
and money during maintenance checks. Another important advantage of using composite materials
is that they dont suffer from fatigue, which means that it will be necessary less replacements of
structural components during the lifetime of an aircraft.
46
4.4.1.2
Flexible flaps
The implementation of flexible flaps as a substitute of the traditional multi-slotted flaps is a great
advantage in terms of maintenance cost compared to our competitors. Slotted flaps require a big
mechanism for its correct functioning and a rail structure under the wing. All these mechanical
components are mobile, which means that they have hydraulic actuators and need to be lubricated.
Moreover, the flaps are considered to be critical devices with no fail-safe alternative. Consequently,
the maintenance inspections and replacements have a tight schedule and a high cost. The use of
flexible flaps will reduce significantly the maintenance costs.
4.4.1.3
Electrical systems
Recent aircraft use more electrical power compared to previous ones that relayed more on mechanically powered systems. As it was commented in previous sections, this trend is expected to
continue and even to grow in the next years, leading to a nearly all electrical aircraft, which means
substituting the hydraulic systems and the air bleeding systems to electrical systems. The hydraulic
pumps and pipes work at very high pressure and they must be inspected regularly. Moreover, its
accessibility is complex in some areas which makes even higher the maintenance cost. The electric components may need replacement in case of failure but no visual inspection is required as
its failure is automatically detected by the aircraft systems. Moreover, the cost of replacing some
electric component is much lower than hydraulic pumps or other mechanical devices replacement.
Consequently, the maintenance cost will be strongly reduced.
4.4.1.4
Laminar wing
The laminar wing technology is a key aspect in the reduction of fuel consumption and in achieving
the environmentally friendly aeroplane consideration. On the other hand, it will increase the
maintenance cost because it is necessary to perform periodical inspections of the wing holes to
ensure there is no dust or small particles that could block the holes, preventing them from sucking
air. In order to avoid the necessity to verify them after every flight, a new technology that allows
the air-suction system to blow air instead, automatically throwing out all possible contaminants on
the holes and tubes systems, will be implemented. After each flight this automatized system will
clean the holes allowing consecutive flights. However, periodical checks will still be necessary for
a more in depth cleaning, but they can be scheduled with standard maintenance procedures.
4.4.1.5
Engine
In this new aircraft, many technical improvements will be applied regarding the engine. First, the
use of new materials capable to resist higher temperatures will make the different engine compo47
nents more reliable and it will increase its life. Consequently, the maintenance inspections and
replacements will be needed at larger intervals. On the other hand, the use of a gearbox represents
the addition of one new element to inspect and maintain. As it is a movable object it will need periodic inspections and lubricant replacement every certain time. Another positive aspect is the use
of a magnetic shaft, it reduces the friction but also the deterioration of the shaft and the vibrations.
4.4.2
After-sales and customer support
Here at Leanair, a world class customer support is a philosophy that is impregnated in the mind of
every of our co-workers. Our experienced technicians are regularly receiving up-to-date trainings
and are at the customers disposal if needed. The goal of our after-sale service is to keep your
aircraft flying safely all the time. Proximity to our clients is a key element to maintain strong
relationships and to respond quickly to unpredictable events. That is why Leanair builds alliances
with at-airport present maintenance companies at strategic points around the globe. At an early
stage of the companies existence we possess a main plant in India and a smaller one in Los Angeles
to fulfil these requests.
Leanairs strong alliances with different companies to provide support and maintenance in different countries allow our aircrafts to operate and program scheduled maintenance in every hub
airport and important business area. Despite that, our clients can fly to remote areas in Africa or
South America, between other places, where it is not possible to be covered by some maintenance
company. It is strongly recommended for our customers to program maintenance operations in
advance, but some mechanical problem may force them to carry out some maintenance operations
there and, consequently, wait long some time for replacements. In order to provide an excellent
after-sales service to our clients we will offer a temporary leasing service with world wide coverture. The idea is that if some unexpected maintenance occurs the client can receive a substitute
aircraft in just some hours, so his agenda is the least affected as possible. After the aircraft is fully
repaired it will be directly carried where the client is and taken the substitute back. This after-sales
service enables us to directly compete with bigger companies, because clients are not scared by
being trapped anywhere on the globe.
We divide our after sale service in three divisions: the Customer Order Service (COS) where customers can place orders for aircraft spare parts. With our presence around the globe we ensure a
fast and efficient shipping of spare parts. The Flight Support Service (FSS): an on-line training guide
with available updates for avionics and computer systems. We strongly inspired ourselves from the
model of Tesla which automatically updates computer systems in cars and adapted it to our aircraft systems. The Heavy Maintenance Support (HMS) is a new service offered by Leanair where
customers order a full aircraft on-ground maintenance check. It is guaranteed that a maintenance
engineer will be at the customers desired location within the 24 hours of the request.
48
4.5
4.5.1
4.5. COST ANALYSIS AND EXPANSION STRATEGY
Cost Analysis and Expansion Strategy

Financial aspects
It is extremely important to have an idea about the capital that we need for starting our product, as
well as the costs, selling price and revenues. A precise idea of the profitability period has to be done
for ensuring a proper corporative financial strategy. First of all, an analysis of our direct competitors
has been done to estimate the cost of developing our airplane. In table 4.1, some competitor product
characteristics can be observed.
Manufacturer
Capacity (without crew)
Range (nmi)
Unit cost (million $)
Built units (world)
In service units (Asia)
Year start project
First flight
Development (years)
Maintenance cost/year (million $)
G650
Gulfstream
11 to 18
7000
64,5
100
10
2005
2012
7
2.4
G550
Gulfstream
14 to 19
6750
53,5
300
85
1985
2004
19
2
Global 6000
Bombardier
8 to 19
5200
40
600
18
1980
1996
16
2
F7X
Dassault
up to 19
5940
52,3
200
31
1997
2005
8
1.8
GV
Gulfstream
14 to 19
6500
15
191
9
1980
1995
15
2
Table 4.1: Competitor product strategical values

From the previous information, it is remarkable that the average time to fully develop an airplane of
these characteristics is 15 to 20 years for a company without previous experience or starting a model
from zero. Experienced manufacturers recycle concepts from previous models and can launch new
versions in 5 to 8 years. In our case, taking into account that we are a company with low experience
and a developing infrastructure, we aim at having the product ready for selling by 2035. That is, a
twenty year development.
Regarding the financial aspect, our airplane will be sold by 60 million dollars (possible variation
depending on the version) in order to be competitive with respect to our direct rival (Gulfstream
G650). From table 4.2, and taking into account a corporative market share strategy and benefit
percentages described in table 4.3, it is possible to predict the number of demanded units that our
company should deliver. This estimation has been based on realistic prediction and competitors
background analysis.
49

Units Asia now (2015)
Units Asia 2025 (forecast)
1255
2413
4826
5308
5720
6104
Table 4.2: Long range aircraft unit forecast in Asia up to 2050
Year
2035
2040
2045
2050
Target market share (%)

4
7
10
15
Target company profit (%)

5
7
8.5
10
Table 4.3: Corporative market share and profit strategy in Asia up to 2050
By taking into account the production and maintenance costs per manufactured unit, as well as
a prediction of the manufacturing capacity (see table 4.4), it is possible to start discovering an
approximated financial scenario to help the corporative strategy to develop. It is remarkable that the
production and maintenance costs decrease with time due to a growing experience and an optimized
infrastructure. The manufacturing capacity is thus progressively increased as the company evolves
and grows.
Year
2035
2040
2045
2050
Production cost/unit
57
55.8
54.9
54
Maintenance cost/unit
2
1.8
1.6
1.4
Production capacity/year
10
12
16
20
Table 4.4: Production and maintenance cost (US M$) and capacity (units) up to 2050
In table 4.5, basic computations have been made to present a realistic approximation of the financial scenario. Taking into account the manufacturing capacity at each period and the number of
demanded units coming from the market share in the Asiatic market, it is clear that there arrives a
point in which the company owes units to its customers. There is a limit in production, quite common in the business segment (and that usually leads to clients opting for second-hand aircraft).
This is a general tendency in the aerospace market and for this estimation we have taken into account that customers pay to the manufacturer a 40 % of the total selling price when they order a
unit. The rest of the money is paid in the delivery moment. We also assume that all our customers
will hire our maintenance services due to an extensive and reliable alliance system that allows us
to repair or review our vehicles at any location in the planet. Thus, maintenance is an activity that
generates income to us for the already delivered units. The company strategy is that if we owe
50
units, we cover this demand with total priority until updating the debt. The remaining produced
units go to the purely delivered category. In the end, the costs and income are split depending on
the period and the amount of owed or purely delivered units in such a way that it is possible to
estimate the company benefit and the break-even point.
Period
Delivered units
Demanded units
Updated units
Accum. Deliv. Units
Pure delivered
Owed units
Income delivered units (US M$)
Income owed units (US M$)
Income maintenance (US M$)
Total income (US M$)
Cost delivered units (US M$)
Cost fixed (US M$)
Total cost (US M$)
Benefit (US M$)
2015-2035
20
140
0
20
20
120
1200
2880
42
4122
1180
3310
4490
-368
2035-2040
60
33
60
80
0
93
0
3384
154.08
3538.08
3492
125
3617
-78.92
2040-2045
80
41
80
160
0
54
0
4440
277.76
4717.76
4648
125
4773
-55.24
2045-2050
100
57
100
260
0
11
0
5688
400.4
6088.4
5764
125
5889
199.4
Table 4.5: Financial balance of delivered and owed units up to 2050

It is important to remark that our project needs an initial investment in infrastructure, research,
testing, etc. and that after this initial money injection, there are fixed costs that are recurrent each
year. These costs include materials, electric supply, water, employees salary, etc. In table 4.6 it
is possible to have more detail on this. These costs have already been taken into account for the
previous computation.
Activity
Projet cost (workers)
Infrastructure
Certification/Testing
Fixed expenses
Total project investment 2035
Recurrent cost/year
Cost (US M$)

2100
700
350
160
3310
125
Table 4.6: Initial investment and fixed costs estimation

The origin of the money in the initial investment is described in figure 4.6. It is clear the investment
from the primary customer: Pandasia. However, the main part of the economic charge is taken by
private investors.
51
Figure 4.6: Initial investment origin
Taking into account all the previous information, it is possible to analyse the profitability and feasibility of the project for the next years. In figure 4.7, it can be seen that we would start being
profitable by 2047, 32 years after the conception of the project. This number can seem very high
but it is a common trend in the aerospace industry, specially for an unexperienced enterprise.
Figure 4.7: Financial balance evolution
In terms of deliveries delay, it has been computed that by 2040 the production delay is of 7.7 years,
by 2045 is 3.3 years and by 2050 it is 3 years. It is observed that the delay is progressively reduced
but in the end it seems necessary to open a new manufacturing plant somewhere between 2045
and 2040. It is also important to manage well customer perspectives and to be able to build the
business basing ourselves on trust relationships that will be difficult to create. In any case, we do
not go further into detail because this analysis is beyond the scope of the present report.
It is also important to take into account the way in which the financial expenses will be matched to
workload during the whole project. A rough estimation of this can be seen in figure 4.8, where the
52
4.6. CONCLUSION
opening of a new production plant by 20145 and the possibility to launch a new product by 2050
begin to have sense.
(a) Workload 2015
(b) Workload 2035
(c) Workload 2040
(d) Workload 2050
Figure 4.8: Project work load distribution
4.5.2
Corporative strategy
Taking into account the market study and the technological survey, it is necessary to define a
concise corporative plan to make our company grow in the next twenty years. At first, given the
high cost of the entry ticket into this market, the enterprise will only focus on the present product.
However, if the customers (apart from Pandasia) respond well to our offer, the idea is to launch
another aircraft by the final production phase of the first one. This is done for diversification and
for low-cycle losses avoidance. For that reason, the second product should be targeted to a different
market segment (military or surveillance probably).
4.6
Conclusion
In Leanair we always think about the customer and we aim at offering a product that complies with
the expected demand. After analysing the customer values we have noticed that comfort, privacy,
accesibility and eco-efficiency are the key drivers for this business segment. We have worked hard
to develop a technical solution to this thrilling challenge and we are proud to present the main
eleven reasons why a customer should buy a Dragon R28:
Long range: making the world your home
53
4.6. CONCLUSION
Large cabin: the space you need

Feasible innovation: designed for future certification
After-sales excellence: always backed-up
Eco-friendly aircraft: a green sky
Comfort: a flying office
Communication: always on touch
Price: unbeatable
Asiatic industry: the Giant awakening
Accesibility: airport friendly
Design: fits your image
Leanair is a company that gathers the most talented professionals, working together with a longterm expansion strategy. Ambition and perseverance drive us to gain weight into the market and
show the world the quality of our products. Leanair: "from the skies".
54
BIBLIOGRAPHY
BIBLIOGRAPHY
Bibliography
[1] R.-R. O. W. Page, Ultrafan.
URL
http://www.rolls-royce.com/customers/civil-aerospace/products/
future-products/ultrafan.aspx
[2] H. O. W. Page, Honeywell.
URL
https://aerospace.honeywell.com/products/auxiliary-power-units/
re-220-apu
[3] P. Bunce, Cross-atlantic cooperation will make certification processes more efficient,
www.aviationpros.com.
[4] Special Requirements for Private Use; Transport Category Airplanes Federal Aviation Administration 14 CFR Part 25.
[5] S. Sinha, Global concerns on dgca safety norm, The Times of India.
[6] K. Lynch, Certification crunch in china, AIN online, Business Aviation.
[7] Airline update, international airline industry directories.
URL http://www.airlineupdate.com/
[8] G. Norris, Rolls-royce details advance and ultrafan test plan, Aviation Week and Space
Technology.
URL
http://aviationweek.com/commercial-aviation/
rolls-royce-details-advance-and-ultrafan-test-plan
[9] G. E. O. W. Page, The genx commercial aircraft engine.
URL http://www.geaviation.com/commercial/engines/genx/
[10] Pratt, W. O. W. Page, The genx commercial aircraft engine.
URL www.pw.utc.com/PurePowerPW1000G_Engine
[11] T. Dubois, Large bizjet programs spur engine development, Aviation International News.
URL http://www.ainonline.com/aviation-news/business-aviation/2014-05-19/
large-bizjet-programs-spur-engine-development
55
BIBLIOGRAPHY
BIBLIOGRAPHY
[12] G650 cabin features.

URL http://es.gulfstream.com/assets/pdf/brochures/g650/G650CabinDetails_
ENG_GS534E.pdf
[13] S. Pickering, Recycling technologies for thermoset composite materials, Composites Part A.
Science direct.
[14] M. Roger, The inian aerospace industry 2015, BrainNet science edition.
[15] A. Andersen, Business jet aircraft industry : Structure and factors affecting competitiveness,
USITC.
[16] NASA, Flexible flap technology, https://www.nasa.gov/press/2014/november/nasa-testsrevolutionary-shape-changing-aircraft-flap-for-the-first-time.
[17] Lecture on laminar flow, AOE 4124.
[18] E. J. Asia, Analysts expect growth in asias pre-owned aircraft market (2012).
URL
http://www.executivejetsasia.com/Analysts_Expect_Growth_in_Asias_
Pre-Owned_Aircraft_Market.php
[19] BJTonline, Bizav: the next 10 years (2013).
URL http://www.bjtonline.com/business-jet-news/bizav-the-next-10-years
[20] Boeing, Long term market. current market outlook 2015-2034 (2014).
URL http://www.boeing.com/commercial/market/
[21] Bombardier, Market forecast 2015-2024 (2014).
URL
http://www.bombardier.com/content/dam/Websites/bombardiercom/
supporting-documents/BA/Bombardier-Business-Aircraft-2015-2024-Market-Forecast-en.
pdf
[22] Bombardier, Market forecast 2014-2033 (2014).
URL
http://businessaircraft.bombardier.com/content/dam/bombardier/en/
ownership/whitepapers/BBA%20MarketForecast%202014.pdf
[23] Forbes, Eight trends in private jet travel (2013).
URL
http://www.forbes.com/sites/russalanprince/2013/06/11/
eight-trends-in-private-jet-travel/
[24] A. Group, Asia pacific business jet fleet report (year end 2014) (2014).
URL
http://www.asianskygroup.com/attachment/news/
ASG-ASIA-PACIFIC-Business-Jet-Fleet-Report-YE2014-EN.pdf
[25] C. J. Investor, 10 reasons not to buy a private jet (2014).

URL http://corporatejetinvestor.com/articles/10-reasons-not-to-buy-a-private-jet-24
56
BIBLIOGRAPHY
BIBLIOGRAPHY
[26] P. Newswire, Growth of business jet market forecast at 2020 with increasing demand from
middle east, asia and north america (2014).
URL
http://www.prnewswire.com/news-releases/growth-of?business?
jet-market-forecast?at-686-cagr-to-2020-with-increasing-demand?from?
middle-east-asia?and-north-america-526534171.html
[27] T. N. Y. Times, Chinas business aviation market zooms a little slower (2014).
URL
http://www.nytimes.com/2015/08/04/business/international/
chinas-business-aviation-market-zooms?a-little-slower.html?_r=0
57

Bid For Tender: Business Jet For 2035

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Bid For Tender: Business Jet For 2035

Hochgeladen von

Copyright:

Verfügbare Formate

Aerospace Engineering Environment

Bid for Tender

Uygur, Mustafa Mete

Master of Science in Aerospace Mechanics and Avionics

November 13, 2015

Economy and politics by region . . . . . . . . . . . . . . . . . . . . . . . . .

Economy and politics by region . . . . . . . . . . . . . . . . . . . . . . . . .

Global Market Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Business Aviation in Europe . . . . . . . . . . . . . . . . . . . . . . . . . . .

Busiest airports in Europe . . . . . . . . . . . . . . . . . . . . . .

Main values of the product . . . . . . . . . . . . . . . . . . . . . .

Certified companies of MRO . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

State of the art . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Innovative aircraft configuration . . . . . . . . . . . . . . . . . . . . . . . .

All electrical aircraft . . . . . . . . . . . . . . . . . . . . . . . . . .

Conventional aircraft configuration . . . . . . . . . . . . . . . . . . . . . . .

Multiple Shaft Geared turbofan . . . . . . . . . . . . . . . . . . .

All composite jets . . . . . . . . . . . . . . . . . . . . . . . . . . .

Improvements of engine materials . . . . . . . . . . . . . . . . . .

Avionics and advanced systems . . . . . . . . . . . . . . . . . . . . . . . . .

High Lift Devices . . . . . . . . . . . . . . . . . . . . . . . . . . .

Extra comfort Configuration . . . . . . . . . . . . . . . . . . . . .

Engine back-up technologies . . . . . . . . . . . . . . . . . . . . . . . . . .

Laminar wing back-up technologies . . . . . . . . . . . . . . . . . . . . . .

Flexible flaps back-up technologies . . . . . . . . . . . . . . . . . . . . . . .

Design and production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Use and maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Hofstede Analysis of the workforce . . . . . . . . . . . . . . . . . . . . . . .

Leanair Supply Chain Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Maintenance and after-sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

After-sales and customer support . . . . . . . . . . . . . . . . . . . . . . . .

Cost Analysis and Expansion Strategy . . . . . . . . . . . . . . . . . . . . . . . . . .

Expected fleet growth in Asia in 2030 . . . . . . . . . . . . . . . . . . . . . . . . . .

Business Jet Market Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Top 10 world economies in 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Greater China market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . .

Asia Pacific market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . .

India market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Middle east market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . .

Global Market Trends in Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

2.10 World relative use of business aircraft (in flight hours) . . . . . . . . . . . . . . . .

2.11 Critical Airports for Takeoff and Landing . . . . . . . . . . . . . . . . . . . . . . . .

2.12 Important Airports in Asia and Europe . . . . . . . . . . . . . . . . . . . . . . . . .

2.13 Important Airports in Asia and Europe . . . . . . . . . . . . . . . . . . . . . . . . .

2.14 Certified MRO companies placed around Asia . . . . . . . . . . . . . . . . . . . . .

Advantages of laminar flow over turbulent flow . . . . . . . . . . . . . . . . . . . .

Flexible flap mounted at the trailing edge . . . . . . . . . . . . . . . . . . . . . . . .

Rolls Royce Next Generation Engines [1] . . . . . . . . . . . . . . . . . . . . . . . .

Honeywell APU RE220 model [2] . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Hallmark Seating Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Seating configuration for Extra Comfort . . . . . . . . . . . . . . . . . . . . . . . .

Aircrafts life cycle scheme. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Hofstede chart for India, China and France . . . . . . . . . . . . . . . . . . . . . . .

Flow process of Supply chain . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Number of suppliers in various field helping Aircraft manufacturing companies in

Five force analysis on Supplier power in India . . . . . . . . . . . . . . . . . . . . .

Initial investment origin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Financial balance evolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Project work load distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1. Introduction: mission and vision

Introduction: mission and vision

Economy and politics by region

Figure 2.1: Expected fleet growth in Asia in 2030