A Market Analyst’s Perspective On US Industry...
Transcript of A Market Analyst’s Perspective On US Industry...
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A Market Analyst’s Perspective On US Industry Leadership
Presentation to National Academies Aeronautics and Space Engineering Board (ASEB) Fall MeetingIrvine, CARichard AboulafiaVice President, AnalysisTeal Group Corporationwww.tealgroup.comOctober 2018
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Our Friend, The Market
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Military Civil
2008-2017 CAGR: 3.7%
2008-2017 CAGR: 2%
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Aircraft Markets, Through Good And Bad Years
World New Deliveries CAGR CAGR Change Change In 2017 (2018 $) ’03-‘08 ’08-‘14 ’14-16 ’16-‘17
Large Jetliners ($102.2 b) 7.5% 9.9% 7.1% 1.1%Business Aircraft ($20.3 b) 17.2% -2.2% -15.8% -0.8%Regionals ($7.1 b) 4.6% -3.2% 0.4% -8.3%Civil Rotorcraft ($4.1 b) 19.8% -1.3% -30.1% 2.2%Military Rotorcraft($12.9 b) 9.8% 8.9% -20.2% -7.0%Military Transports ($6.1b) 3.2% -0.7% 7.3% 0.6%Fighters ($18.6 b) 1.9% 1.1% -3.7% 9.1%All Civil ($133.8 b) 10.1% 5.0% 1.0% 0.3%All Military ($41.1 b) 3.9% 3.5% -7.9% 0.6%Total ($175 b) 8.3% 5.1% -1.2% 0.4%
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Cyclicality, Our Long-Forgotten Nemesis
'68-'77-11 CAGR; 65% peak-to-trough '80-'84 -13.9% CAGR;
-45% peak-to-trough
'91-'95-12.5% CAGR; 41% peak-to-trough
'01-'03-10.7% CAGR; 28.8% peak-to-troughOr'99-'03-11 CAGR; 65% peak-to-trough
'84-'9116.1% CAGR
'04-178% CAGRA 13-YearSuper Cycle
'95-'9920.8% CAGR
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2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
BRIC Deliveries: Peaked, Except For China
China Russia India Brazil
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350Large Jetliner Deliveries To China: Total And % Of World
Deliveries % of World Total
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"It Was Different That Time," We Hope To One Day Say
Value Units
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The US’s Commanding Presence
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GLOBAL AEROSPACE INDUSTRY WORTH $838 BILLION; US> NEXT 25 BIGGEST COUNTRIES
Source: AeroDynamic Advisory & Teal Group
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US Aircraft Industry Output
Total US Deliveries By Value US Output % of World
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US Jetliner US Regional US Bizjets US Civil helo
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1h 1997 1h 2001 End2004
End2006
End2008
End2009
End2010
End2011
End2012
End2013
End2014
End2015
End2016
End2017
Mid2018
Boeing 130.0 107.8 79.5 199.1 300.4 271.1 270.0 300.1 316.8 365.3 421.9 413.8 399.7 403.1 410.9Airbus 48.6 112.9 115.5 173.0 281.8 268.2 277.6 309.5 321.6 397.4 436.3 456.7 463.0 436.8 475.5Bombardier — — — — — 2.0 3.5 5.2 5.8 7.1 9.5 9.5 9.2 13.1 —
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A Brief History of Failure, And What Could Bring It
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Illustrated Thoughts On Failure• Tactical Failure:
–Magical Thinking.
–Failure to Think Globally with new products.
• Strategic Failure:–Government ownership.–Failure to reach across borders.
–Autarky, government ownership, national vertical integration.
+ =
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BCA IR&D As % of BCA Sales
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Airbus Commercial IR&D: More Spend, Less Discipline…Until Now
Airbus IR&D As % of Airbus Commercial Sales
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737MAX 787-10 777X Other 797?
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Things To Worry About
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sGlobal Economic Growth Outpaced By Travel Demand
Will Anything Change This…Like Millennials? Or The Environment?
RPMs (Bns) GDP (PPP, constant 2011$ Bns)
CAGRs:2012-2017:RPMs 6.9%GDP 3.3%2008-2017:RPMs 6.0%GDP 3.2%
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This May (Or May Not) Be An IssueBoeing Emphasizing Returns (And Cash Flow)
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Another Possible Issue: Boeing, And The Supply Chain
• Vertical integration reduces risk, retains secrets, and helps grow revenue/profits, but in a downturn they mean risk and overhead.
• New business initiatives (APUs, avionics, actuators, propulsion buildup, etc.) sounds great, but these turn into expensive cost centers in a downturn.
• All of the above can tie engineers’ hands, keeping them from buying best-in-class equipment.
• PFS may have a serious impact on suppliers’ ability to raise cash for new technology and capacity.
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Potentially Disruptive Ideas/Opportunities For The Future
And What Could Promote Or Quash ThemIdeas
• Likely (next 25 years):–Biofuels–Electric systems power–Hybrid power
• Possible:–Radical new shapes–SSBJ–Ultra-High Bypass engines
• Conceivable, at best:–Airliner SST–Hydrogen fuel cells
• Probably Not:–Solar–Commercial scramjets–Electric/battery power for
primary propulsion–Mass adaptation of UAM
Variables• Fuel prices• Air Travel Demand• Technology Maturation• Public funding
initiatives• Environmental issues• Consumer acceptance• Investor sentiment (and
occasional irrationality)
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What Could Possibly Go Horribly Wrong?• Starving the supply chain turns out to have
unintended consequences.–Already there.
• Further production snafus.–Sure.
• Trade wars, tariffs, retaliatory tariffs, Brexit, general chaos, and the new in-vogue US Sinophobia, or China’s self-imposed isolation/Russia alliance.–Be afraid.
• General economic downturn.–Always possible, but traffic seems to have a mind of its own.
• Interest rates.–Medium risk, but long term trend looks good.
• Oil.–No longer as big a problem as it once was.