Bid for tender: Business Jet for 2035

Aerospace Engineering Environment

Bid for Tender

Authors:

Barrenechea, Marina

Camacho, Marcos

Castrillo, Ral

Hortal, Joaqun

Krishna, Bala

Shu, Antonio

Taillandier, Maximilian

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 1

2 Market Study 2

2.1 Present market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.1.1 Economy and politics by region . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.1.2 Competitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

2.2 Future market . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

2.2.1 Economy and politics by region . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.2.2 Competitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.2.3 Configuration by region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

2.3 Global Market Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2.3.1 Business Aviation in Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2.3.1.1 Busiest airports in Europe . . . . . . . . . . . . . . . . . . . . . . 10

2.4 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

2.5 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

3 Technical Solution 22

3.1 State of the art . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

3.1.1 Innovative aircra configuration . . . . . . . . . . . . . . . . . . . . . . . . 22

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CONTENTS CONTENTS

3.1.1.1 Flying wing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

3.1.1.2 All electrical aircra . . . . . . . . . . . . . . . . . . . . . . . . . . 23

3.1.1.3 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

3.1.2 Conventional aircra configuration . . . . . . . . . . . . . . . . . . . . . . . 24

3.2 Technical Innovations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

3.2.1 Aerodynamic aspects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

3.2.1.1 Laminar wing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

3.2.1.2 Flexible flaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

3.2.2 Propulsive aspects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

3.2.2.1 Multiple Sha Geared turbofan . . . . . . . . . . . . . . . . . . . 29

3.2.2.2 Power sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

3.2.3 Structural aspects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

3.2.3.1 All composite jets . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

3.2.3.2 Improvements of engine materials . . . . . . . . . . . . . . . . . . 30

3.2.4 Avionics and advanced systems . . . . . . . . . . . . . . . . . . . . . . . . . 31

3.3 Final Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

3.3.1 Propulsive Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

3.3.1.1 Engines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

3.3.1.2 APU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

3.3.2 Aerodynamic Configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

3.3.2.1 Wing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

3.3.2.2 High Li 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

3.4 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

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CONTENTS CONTENTS

3.4.4 All composite jets back-up technologies . . . . . . . . . . . . . . . . . . . . 37

4 Industrialization 38

4.1 Leanairs Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

4.1.1 Design and production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

4.1.2 Use and maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

4.1.3 Withdrawal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

4.2 Localisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

4.2.1 Hofstede Analysis of the workforce . . . . . . . . . . . . . . . . . . . . . . . 41

4.3 Leanair Supply Chain Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

4.4 Maintenance and aer-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

4.4.2 Aer-sales and customer support . . . . . . . . . . . . . . . . . . . . . . . . 48

4.5 Cost Analysis and Expansion Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . 49

4.5.1 Financial aspects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

4.5.2 Corporative strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

4.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Bibliography 57

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LIST OF FIGURES LIST OF FIGURES

List of Figures

2.1 Expected fleet growth in Asia in 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . 2

2.2 Business Jet Market Segmentation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

2.3 Top 10 world economies in 2030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2.4 Greater China market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . 7

2.5 Asia Pacific market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . . 7

2.6 India market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

2.7 Middle east market forecast up to 2033 . . . . . . . . . . . . . . . . . . . . . . . . . 8

2.8 Global Market Trends in Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

2.9 Porter analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

2.10 World relative use of business aircra (in flight hours) . . . . . . . . . . . . . . . . 12

2.11 Critical Airports for Takeo 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 Aircras 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 Aircra manufacturing companies inIndia. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

4.5 Five force analysis on Supplier power in India . . . . . . . . . . . . . . . . . . . . . 45

4.6 Initial investment origin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

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LIST OF FIGURES LIST OF FIGURES

4.7 Financial balance evolution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

4.8 Project work load distribution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

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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 Asiaticmarket 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. Leanairis competing with other manufacturers in a bid for tender organised by Pandasia, a national gov-ernmental agency that wants to invest in a business jet for the future. The main requirements forthe 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 aractive prod-uct. Our objective is to design an aircra which will beat its competitors in terms of eiciency,economical cost and comfort. We believe that we can change the way in which people fly and thatis 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 andbecause of that we work hard not only to design a low-emission aircra but also a clean productionand maintenance system and a good recycling plan. Leanair is an independent actor that will selein Asia with the objective of linking countries and forging alliances that make the continent growas 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 atbeing soon one of the solid names in its segment.

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2. Market Study

2. Market Study

2.1 Present market

In order to understand the needs and requirements of the Asian market and to determine whichwill be the product that will be requested by the future market it is, first of all, indispensable tounderstand the current situation of the market. It is the purpose of this section to determine andanalyze the current economical and political factors, as well as the competitors that will influencethe most the future behavior of the market. At a second stage, the distribution of the Asian businessaircra fleet will be analyzed and the current preferences of the customers in terms of aircra sizeand range will be studied.

2.1.1 Economy and politics by region

The Asian market will be divided into 4 dierent regions (Figure 2.1), according to their ainities ineconomic development and culture.

Figure 2.1: Expected fleet growth in Asia in 2030

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2. Market Study 2.1. PRESENT MARKET

Greater China

The Greater China region is nowadays the fastest growing economy in the world. However, for thenext years, a flat tendency is expected for the GPD. This in principle appealing market for the busi-ness 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 ofbuying", 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 stronglydiscouraged by the low number of airports. Plans of building new ones in the next years are beingmade, however.

Asia Pacific

The Asia-Pacific region is a non-homogeneous area. We can distinguish two areas: the ASEANcountries, Japan and Australia. These last two nations are the ones that present the highest GPDand, according to the current market situation, would turn into the most likely customers of ourproduct.Nevertheless, this region is nowadays characterized by a continuous economic development, to agreat extent supported by a quite free market in terms of importation legislation and a moderate tohigh taxes level. The suiciently developed infrastructure they (in general terms) present and theincrease in the number of billionaires in the last years make it an aractive potential costumer.

India

India is another succulent market to our product according to their high economic developmentrate. It presents a moderate growth in the number of billionaires and a high economic eort isbeing nowadays made by the government to tune up the aeronautical infrastructure. No strongenvironmental regulation exists in this country and it is meant to be one of the worlds greatestpowers in the next few years,according to current prospects. However, its business aviation growthpotential 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, inthe last 10 years, it GDP has almost doubled. Moreover, their current tendency in the number ofbillionaires is quite irregular (as so is the price of the petrol). This region presents a significantlyliberalized economy with no obstruction to the external market, as they depend to a great extent onthe importations, characterized by a low taxes level and a fast bureaucracy. Its geography causesthat there are long distances between major cities in the Middle East. This, together with the factthat airline services in the region have tended to focus more on long-haul flights than on shorterroutes should empower significantly the business jet sector. However, their airport infrastructure

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2. Market Study 2.2. FUTURE MARKET

is insuiciently developed and a lot of investment is nowadays being made in alternative means oftransport 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 beextracted from Figure 2.2. Five categories of business jet aircra can be distinguished according tothese 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 thebusiness jet buying and selling operations. In fact, according to historical data, the new aircraselling operations has a similar but 45 degrees out-of-step behavior when compared to the second-hand market. In other words, if second-hand business jets are sold in great amounts, a lile timelater, the new business jet market will also increase and vice versa. It has been found that businessjet buyers behavior is considerably aected by their capacity to sell their old aircra and by theprice at which they sell it. If the second-hand business jet market is low, the prices will decrease andthe aircra 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 anopportunity. Being able to design an aircra that is slowly depreciated will encourage the buyersto 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 corpora-

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tive and private activities. As a dierence with more mature markets (mainly USA and Europe), thetendency in Asia seems to go for new aircra acquisition and not for second-hand owning. This isa huge opportunity for airplane manufacturers. The expected fleet growth in the area is shown infigure 2.1.

2.2.1 Economy and politics by region

The economic panorama in 2030 will be quite dierent from now. The emerging countries will nolonger have this consideration and will start to lead the list of the top economies in the world. Asseen 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 diplo-matic relationships between countries. The old leaders do not want to lose their status and theywill 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 apolarized economy similar to the one developed during the Cold War. However, no armed conflictsare expected as a consequence, since we live in a world that has learned from the consequencesof a physical war. The future conflicts are expected to be entirely diplomatic, but that does notmean that the danger is low. A polarized economy with two major actors might force the rest ofthe countries to decide whether they make alliances with one or the other, creating two big marketsthat will try to exclude each other mutually. In our global world, the American conductor guidesthe world orchestra but in fieen years we will have to deal with two strong directors.

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In this context, it is very diicult to predict the possible alliances that will rise. ite probably, Eu-rope 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 Chinasgrowth, because they are its direct competitor in the region. For this reason, it is very importantfor our company to well decide the location of our plants and our target customers, because Indiaand China might try to mutually exclude with protectionist measures that will aect import/exporttaxes. It is probable that we will have to choose only one of the promising markets. Or bet for anAsiatic alliance.

Despite the economical fight, it is expected that the major actors will reach political alliances interms of environmental care. A recent summit in Paris (COP 21) has shown the desire of the bigplayers to sign a convention to limit the polluting emissions of their respective industries. It iswidely known that these contracts are diicult to create and even more diicult to be respectedbut according to experts, some real compromises might arise from this pact. This will have a directimpact on the aviation business, forcing manufacturers to bet for cleaner aircra and engines, atechnological 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 inwhich alliances between countries will arise to become the leader of the area. In the business jet seg-ment, a growing number of wealthy individuals, corporative power and business activities promisea golden decade for aircra manufacturers. However, strategical decisions on company location,suppliers network, transport and logistics will for sure make the dierence between becoming topor going bankruptcy.

2.2.2 Competitors

The forecast for this market shows that the aircra manufacturers that are now present in the gamewill still be there in the future, even stronger. Only Hawker might disappear due to the diiculteconomical situation that it is experiencing. The big leaders will fight for a number one positionand Leanairs strategy is to start with a low market share and to progressively grow decade aerdecade until having an important presence in the segment. The details of this corporative strategyare 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

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tendency of the market to require medium cabin size, long range aircra 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 aircra. Thiscan be observed in figure 2.5. Apparently, this region will be weaker then Greater China in numberof orders. This was expected from the economical and political analysis performed before.

Figure 2.5: Asia Pacific market forecast up to 2033

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India

In the case of India (see 2.6), the overall number of demanded units in a medium-long term is lowerthan that of China but higher than for Asia Pacific. This is coherent with the economical previsionsfor this region and starts showing which are the most interesting areas to sele our product. Thepreferred tendencies in this sub-market are light-medium aircra 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 aircra with longrange capabilities.

Figure 2.7: Middle east market forecast up to 2033

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2. Market Study 2.3. GLOBAL MARKET STUDY

2.3 Global Market Study

Our main objective is Asian market. However, to be competitive with other business aircra manu-facturers other markets should be in our target. In this section, the global trends in global marketsare explored searching for expansion areas.According the Bombardiers market study, North America, Europe, China and Latin America will bethe largest markets for business aircras over the next 10 years. North America will remain as thelargest market for business jets. Light and medium aircra sales will be over 80% among all typesor business aircra in ten years. Europe is the second largest costumer of market. Also medium andlarge category aircra will cover almost 70% of all business aircra sales. Fleet growth for Europeis 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 aircra categories. Figure 2.8 showsthe 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 specialaention to the development of the airports. It is important because they give a glimpse of thepotential clients and usage of the business jets.Europe has a dierent situation than US in terms of legal, social and geographical conditions. Gen-erally business aviation uses point-to-point routes, and only 30% of its departures are made frombig airports. Also it is said that 40% of the business flights are made empty to position the air-cra (EUROCONTROL). Business aviation in Europe usually takes place between the cities withnot connecting flights. There are around 700 operators in European market and, most of them have

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2. Market Study 2.4. TOOLS

one or two business aircra (EUROCONTROL). In terms of range only 9% of the flights are madeover 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 inalmost similar positions in the list. Nevertheless, latest economical movements in Turkey and newaviation strategies in Russia have lead to some changes in the list. For instance, Atatrk Airportscaled from 18th to 4th position. This can be explained with the regulations changes developed since2002. This measures have encouraged new airlines to operate in Istanbul. Istanbul has become apopular destination for business and tourism thanks to a more stable regime and a high economicgrowth. For this reason Turkish government decided to build a 3rd airport which will be operationalin 2017 and aims to be biggest airport in the world.Moreover, Russian airports are redesigned for wide-body aircra; taxiways, runways and parkingareas are enlarged, ILS category III A system is implemented so that Russian Airports hit the top ofthe list.

2.4 Tools

2.4.1 SWOT Analysis

Strengths: LeanAirs strength comes from its innovative design and environmentally friendly,lighter and low operational cost aircras. It has innovative design approaches such as compositefuselage, larger windows, laminar wing, flexible flaps and so on. This is explained in section 9.Also LeanAir aircras will be environmentally friendly and detailed information is given in sectionECO-Production. Because Leanair aircras are lighter and cheaper in its segment, this will be itsstrength in the market.

Weakness: Aviation in China and India is improving each year; however, it is new compared withBrazilian, American or Canadian business aircra sectors. This brings about weakness in terms oftechnological support and knowledge/experience. Also labors are mostly unskilled compared dueto 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 economicbackground to LeanAir. Also in Asian Business A/C market, there is no monopoly so that it is easierto get into the market. Since the Leanair is a cooperation of China and India, it can be seen as a

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Asian (national) value against European and American companies. Also man-power is cheaper inAsia 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 recog-nition, 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 aircras. Also LeanAir aims tosell its aircras all over the world, this requires large MRO network. LeanAir has to make arrange-ments as soon as possible for MRO network; otherwise, customers can have problems due to lackof maintenance items in case of any accident or regular maintenance. Experienced and well-knowncompetitors 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 diiculties.

2.4.2 Porter Analysis

The following porter diagrams represents the dierent sources of pressure aecting our product:

Figure 2.9: Porter analysis

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2.4.3 Customer Profile

2.4.3.1 Customer values

In new business jet aircra market, there are four main groups of buyers, according to dierentstudies: business segment, corporative segment, taxi-charter segment and government or militaryoperators. Other organizations like charities and universities are also users of private jets, usuallypre-owned and coming from donations. However, they are not primary customers and thus we willnot focus on them in this analysis. The following figure shows the customer distribution in termsof flight hours in the business jet market at worldwide scale.

Figure 2.10: World relative use of business aircra (in flight hours)

According to experts, the key of success in this market is to guarantee a very high customer deliv-ered value. This parameter expresses the dierence between the total customer value (productservices, personnel values and image values) and the total customer cost (the money paid). At thepresent moment, airlines scheduled flights are failing to deliver a desired value for customers. Thiscauses the business jet market to increase its share.

In the following sections, a more detailed explanation of each segment and its desired customervalues is detailed, for a beer understanding of the target market.

Business segment

The business segment is composed of private very-high-net-worth individuals (owing more than $30million in investments) that want a jet to do private trips for tourism, business or leisure, increasingthe value of their public status image. This will be the main customer of our product as it representsalmost half of the flight hours flown in business aviation. The main desired values that these

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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-o within an hour.

Customised/individual market: feeling of uniqueness, importance and power.

Image of success, freedom and ultimate prosperity (status symbol)

Eco-eicient footprint through all the aircra life: in line with an image of worrying aboutthe planet.

Comfort: main factor. Capability to do business, rest or leisure with equal comfort. Acousticisolation: no dB inside the cabin

Privacy: no crowd mixing, individual aention 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 employeesfor meetings and transactions worldwide without the constraints of scheduled flights. The maindesired values that these customers want are listed below:

Safety: it is essential to prove the reliability of this means of transport against the competencein order to make a space for our product in the market

Reaching multiple destinations quickly and eiciently: not depending on conventional air-lines. No need of two-leg flights. Improve productivity.

Accessing communities with lile or no airline service: need for short take-os and landingsin order to be able to reach inaccessible regions via commercial aviation

Immediateness and scheduling predictability: capacity to take-o within an hour.

Image of success, freedom and ultimate prosperity (status symbol)


Comfort: capacity to do business, rest or leisure with equal comfort. Acoustic isolation: nodB inside the cabin

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Privacy: no queuing, individual aention in the airports and during the flight, possibility toperform meetings inside the airplane.

Taxi-charter segment

The taxi segment includes charter flight companies that buy a fleet of business jets to rent themfor third-party private flights. They are responsible for the maintenance and management of thefleet and for the supplying of crew and pilots. Some enterprises and wealthy individuals are thecustomers of this service. If the flights start to become a routine, these people might think aboutowning their own airplane for cost and image consideration. Thus, they join the previously de-scribed segments. It is also common for big enterprises to make alliances with other ones in orderto hire charter companies that will work exclusively for them. The main desired values that thesecustomers want are listed below:



Immediateness and scheduling predictability: capacity to take-o within an hour. Rapidmaintainability


Low operational cost: reduce the cost per flight hour as much as possible.



Government/ military operators

Sometimes, governments decide to buy a business jet or a small fleet for national activities. Manycountries have a private jet for the prime minister and his assistants in international visits. On themilitary side, some of these aircra 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 orallies-manufactured aircra. Usually, these users decide to buy a commercial aircra and to adaptit into a business jet. Because of that, they are not a big part of the target market. However, theywill be taken into account because they also buy smaller jets for secondary uses. The main desiredvalues that these customers want are listed below:

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2. Market Study 2.5. CONSTRAINTS



Immediateness and scheduling predictability: capacity to take-o within an hour. Rapidmaintainability


Low operational cost: reduce the cost per flight hour as much as possible.



Reliability: high MTBF

Versatility: possibility of reusing the aircra for dierent 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 willbe:

Safety

Accessibility

Immediateness

Eco-eiciency

Low operational cost (eiciency)

Comfort

Privacy

Reliability

Adaptability (customizable)

Image power

Communication (WIFI)

2.5 Constraints

This section includes three particular features that have not being analyzed in the previous marketstudy. This are: airports, certification and existing MRO (Maintenance, Repair and Overhaul). Thisfinal analysis will provide the last design inputs for the development of our aircra model.

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2.5.1 Airport Analysis

This analysis is made with respect to two airport criteria: high altitudes and possible deliveries frombase location in India. This analysis will help to finish shaping the requirements that our aircramodel is going to present.

Airports at High Altitudes

Altitude is crucial parameter, it plays a determining role during takeo and landing. The lower airdensity at high altitude arises the need of longer runways. In order to check aircras accessibilityall over the world, highest commercial airports and their runway lengths are investigated. The briefinformation about the airports, their altitudes, runway lengths and locations can be seen in Figure2.11.

Figure 2.11: Critical Airports for Takeo and Landing

Almost all the critical airports are located in China or South America. Their altitudes vary from 2500m to 4400 m. Most of them have runway length more than 2500 m. If we fix our landing minimumdistance in 1500 m for the design criteria, we will assure that our aircra will be able to land inalmost every airport. Only Tenzing-Hillary Airport is not feasible for our aircra. Figure shows 2.11that 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 aircra market was selected as target. Also Europe is ourtarget 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).

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Figure 2.12: Important Airports in Asia and Europe

For busy airports, there are several small airports for business aircras close to them. London canbe a good example for that (Figure 2.13)).

Figure 2.13: Important Airports in Asia and Europe

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2.5.2 Certification

The certification specifications for commercial aircras from the EASA and the FAA will be followedfor 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 wouldhave evolved to a very unified norm internationally. Certification in Asia and India should not be aproblem in terms of unexpected delays or expenses.For European and American buyers the type certification of the EASA and FAA will also be demon-strated once we start the entrance in their markets.Interiors designOne 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 notconsider the type of operation intended for the aircra.This results in a general rule thought for air carriers operations. This leads to very rigid require-ments 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 toaddress 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 criteriafor operators of private use ( not for hire, not for common carriage airplanes). They maybe used asan alternative to the FAR part 25, but it is not mandatory. The rule includes special requirementsfor interior doors and cooktops that are considered as a source of risk inside the cabin in case ofaccident.The tendency is to enhance the flexibility of the norm to achieve coherence between the intendeduse 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 specialfeatures 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 andmoney. The FAA also intends to review the SFAR 109, specially the limitation of private use [3].

Authorities in AsiaEach Asiatic country has its own authority responsible of their airworthiness regulation.Normally, airlines should comply with the certification requirements of their country of registra-tion.Usually, these requisites consist on demonstration a EASA or FAA type certificate plus the extrarequirements that the national organization considers adequate.There are also countries, more flexible that do not impose the European or American type certifi-cation.

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The operation of these aircras around the world depends mostly on the agreements between coun-tries 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 regu-lation of civil aviation.There is a global concern with respect to this organization. It is not perceived as a strong organiza-tion able to implement adequate measures of safety and air traic control.It was audited by the ICAO and FAA in 2013 [5]. Due to its weaknesses and in order to be preparedto manage the growth of air traic, the government of India intends to substitute this organism bya Civil Aviation Authority (CAA).This new organization will be in line with the model of the FAA. And it will meet the standards ofthe ICAO [5].

Authorities in China

The aviation authority in China is under the administration of the Ministry of Transport of thePeoples Republic of China. Its name is Civil Aviation Authority of China (CAA).The CAAC is devoted to the investigation of aircra accidents and civil aviation in general. Thisincludes the establishment of agreements with other world authorities.China has bilateral concessions with the FAA and EASA, but the protection of intellectual propertyis 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 ofapplications 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 alsorequire special certifications.The GAMA (General Aviation Manufacturers Association) considers that even CAAC is hiring morepeople, their certification process is far from being in line with the international manufacturersprocedures.Nevertheless, there are some companies as Gulfstream or est that are pioneers in building rela-tionships with CAAC. They have successfully certified their products and even held workshops forthe Chinese authorities to enhance their procedures [6].

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2. Market Study 2.6. CERTIFIED COMPANIES OF MRO

2.6 Certified companies of MRO

Maintenance is one of the key aspects of our aircra project. It is important to establish an ade-quate plan adapted to the Asiatic situation.Therefore, in this section, a map of the certified companies of MRO (Maintenance, Review andOverhaul) in Asia is included. This map has being design using the information provided by Airlineupdate [7]. It includes all the companies that oer one or several of the following services: heavyand light airframe maintenance, all levels of engine maintenance, system component and avionicmaintenance, and line maintenance.There are certain areas in central Asia that nowadays lack of certified companies for the develop-ment of this kind of activities. The range of our aircra should be chosen minding this factor.This information is also helpful for the development of alliances with seled companies and thestrategic 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 mar-ket and the experts opinion, it is possible to define the main criteria that will drive the design ofLeanairs new business jet. According to the market analysis, coming mainly from several manufac-turers, the medium size jet is going to be the most demanded one together with medium-long rangecapabilities. However, it is important to make a distinction between the number of units sold and

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2. Market Study 2.7. PRODUCT REQUIREMENTS

the economical profitability. According to experts, the business jets that will give more money inthe future will be the wide fuselage ones. Regarding this, if the objective is to make money quicklyit is more aractive to build large aircra.

From this reasoning, Leanair believes that the best strategy is to go for an aircra with the followingcharacteristics:

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 profitwhile allowing the customer to transport more payload in a more comfortable way. Comfort is apriority for us. The long range decision corresponds to a globalised future in which business willbe done among distant countries and where time will be a precious good to save. We also have totake 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 economichubs worldwide.

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3. Technical Solution

3. Technical Solution

This section describes the main technological advances under development for our product. Theconstraints we set to our concept are its feasibility and its environmental friendliness. Our companywill introduce a business jet aircra that is in accordance with the regulations in place for 2030 andwith the satisfaction of our customers.

3.1 State of the art

3.1.1 Innovative aircra configuration

The market segment that this company is targeting is characterized by high luxury and demandingcustomers. For this reason, oering a new and innovative aircra design would be a great pointthat would capture their aention. On the other hand, the aviation sector is highly regulated andthe airworthiness modifications are slow and have a high cost. Consequently, dierent innovativeaircra configurations are analysed.

3.1.1.1 Flying wing

Strengths:

i) Wider body and more internal volume for higher comfort.ii) Higher aerodynamical eiciency.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 dierences in aircra manoeuvrability.iii) Airworthiness authorities dont have any regulation according to civilian commercial flyingwings.

Opportunities:

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3. Technical Solution 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 aircra aerodynamic perfor-mance.

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 aircra configuration and this could be a barrier to theexpansion of this product.

3.1.1.2 All electrical aircra

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 baeries and of higher capacity.ii) In order to reduce the weigth of the baeries the only feasible solution nowadays is the use ofhydrogen fuel cells.iii) Baeries are really expensive and if there is no back up system the regulations of baeries willbe really demanding.iv) Baeries are no recyclable and highly polluting, this means that the aircra will be less eco-friendly.

Opportunities:

i) There is a lot of research being done on increasing baeries energy density from mobile phonesindustry. The progress can be directly applied to aircra baeries too.

Threats:

i) There is no regulation for the use of hydrogen fuel cells on commercial aircras, but they couldbe forbidden as they are extremely dangerous.ii) The bigger capacity of the baeries, the longer it will take to recharge them on airports, thiscould increase the time interval between fligths.

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3. Technical Solution 3.1. STATE OF THE ART

3.1.1.3 Conclusion

Even if going for a new innovative aircra design reports high advantages, the threats are reallystrong and aeronautical industry is highly regulated and for a new company innovating is nearlyimpossible. Consequently, this project will keep a conventional aircra configuration.

3.1.2 Conventional aircra configuration

Propulsive systems: Fuselage-mounted podded engines. Podded engines below the wing arenot suited because they would be too close to the ground. Therefore, its usual to positionthe 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 toasymmetric thrust in case of failure

2 engines vs 3 engines: All the main manufacturers have selected the 2 engine configurationexcept for Dassault. The trend is to obtain higher eiciencies so a 2 engine configurationseems the most applicable to future trends. Pros: higher eiciency, less weight, less fuelconsumption Cons: 3 engines allow for shorter runways to take o, so bigger flexibility onwhere to land (high altitudes), they can allow for wings to be further a, it can move CG andmake 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 flightswithout the need to refueling the aircra. Trends in Asia seem to be leading to long range asallows more flexibility and fulfills the requirements of businessmen in Asia needing to flightto Paris or Los Angeles to close the deals. (Asian market is increasingly opening towards theWest)

Long cabin vs short cabin: The short cabin allows for fewer commodities as well as fiing afewer number of people. The trend of future business jets seem to lead to long cabin config-urations that can either fit a larger number of people or fit a more luxurious.

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3. Technical Solution 3.2. TECHNICAL INNOVATIONS

3.2 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 aircra. Itpresents 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 flowis advantageous over turbulent flow because it significantly reduces the produced drag (less skinfriction) 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 byany small irregularity (like rivets) on the external surface. Research is conducted to optimize thenumber and position of rivets, the wing shape so that a favorable pressure distribution and stabil-ity of the boundary layer is granted. This results in natural laminar flow throughout a big range ofspeeds encountered in flight. As the aircra gains speed, separation might occur, leading to an un-wanted turbulent flow. To counter this, our engineering team developed techniques to control theflow over the wing, so called laminar flow control techniques. Small holes are carefully distributedalong the wing to suck air in. This reduces the kinetic energy in the boundary layer and modifiesits velocity profile resulting in lower skin friction and thus lower drag. By doing so we can delaythe point where the laminar flow transitions to a turbulent one and achieve a beer maximum licoeicient. The design of our business jet ensures that if natural laminar flow is not guaranteed atsome flight operating condition, an active flow control system is started, making our approach a

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hybrid approach.The clear advantage oered by this solution goes with evident challenges in its manufacturing andmaintenance aspect. Assembling the wings is trickier because of the gaps and holes and the com-plex system to evacuate the sucked air. The requirements regarding the skin surface quality arealso 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 aerevery flight. The increased sensitivity to surface imperfections leads therefore to higher mainte-nance costs.Regarding certification, obvious considerations are to be taken into account, in addition to the ex-isting ones for classic wing designs:

- Proving that newly developed airframe flow doesnt impact the a-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 thepast. Laminar flow validation has been performed by NASA research (Dryden in 1999) with anF-15 and in the European Transonic Wind Tunnel where full chord natural laminar flow has beenachieved 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 aircra applications is a major concern; regulations dictate that by 2030 aircrawill have to drastically decrease their noise emissions, compared to todays levels. The use of flexibleflaps instead of conventional ones will serve that purpose in addition to reduce drag and overallwing weight. Currently tests are being performed by NASA (Adaptive Compliant Trailing-EdgeFlight Experiment), see figure (Source: NASA website):

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Figure 3.2: Flexible flap mounted at the trailing edge

Aer certification it is predicted that this technique will be fully operational and booming on themarket by late 2020s. The idea behind the flexible flap is to have a shape-changing assembly thatcan be bent and twisted to be fine-tuned throughout the entire flight with a precision that cannotbe achieved with current flap configurations. Aerodynamic performances will be improved becauseof the adaptability of the wing configuration. Recent tests (by FlexSys) estimated that the use ofsuch technology could cut fuel consumption by 12%. Noise would be reduced since the gaps (sourceof noise) between the flaps will be eliminated (replaced by a continuous bendable surface).Our company wishes to improve every aspect of the aircra to ensure the delivery of the mosteco-friendly business jet in the world. For the technology mentioned above our company will formconstructive alliances with FlexSys, for them to manufacture reliable flexible flaps. The approach ofFlexSys is to ultimately replace multi-body rigid linkages with compliant flexible elements in orderto be more eicient in performances, reduce production costs of elements and easily integrate forany application. Manufacturing and maintenance costs are therefore kept to a strict minimum.For regulations, in-flight demonstrations of the eectiveness of the new technology have to be per-formed, for every worst-case scenario in addition to the already existing certifications concerningflap technology.The expected improvement in terms of fuel consumption is estimated at an impressivenumber 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 manufac-turer to increase the eiciency and reduce the emissions are presented next.The average thrust levelfor engines employed in bi-motor jets is 70 kN. Extrapolating with future trends, in which increasedthrust levels are required for operability in shorter runways and high altitudes, a predicted valueof at least 80 kN is required to the engine manufacturer. Overall the engine dimensions should notbe 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 theexternal 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 expectedfrom engine manufacturers to reach the expected certifications on 2035, including vast reductionsin CO2 and NOx emissions.Noise levels in terms of certification are also expected to decrease in order to increase the comfortof not only passengers but also of population living near the airports.Finally, in order to reduce maintenance hours, new engine concepts reducing movable parts shouldbe applied, as well as new materials allowing the withstanding of higher temperatures and largerpressure ratios.

The Bid for Tender for the engine manufacturer calls for proposals in which the increase in propul-sive eiciency 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 aviationengines market. The first concept, named Advance, oers 20% improvement in fuel burn and CO2emissions than the Trent Engine. The technologies being introduced are advanced lightweight al-loys, new carbon titanium fan system, high eiciency compressors and turbines, smart adaptiveand cooling systems, advanced combustion, super sealing solutions and innovative materials.

The second concept is the Ultrafan, which is a three-sha turbofan with a gearbox. Oering at least25% improvement in fuel burn and emissions, this product will employ new advanced core archi-tecture, innovative high temperature materials to push the core overall pressure ratio to more than70:1. The gearbox would be introduced between the fan and the intermediate pressure compressorto ensure the fan run at its optimum speed. The carbon titanium fan system is further developedto 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 best-selling engines of the single-aisle commercial aircra models, the LEAP family. Among the improve-ments implemented in these engines, the use of 3D woven carbon fiber composite fan blades andcase (lower fuel burn, high durability, maintenance-free), the implementation of a gearbox (largerand slower fan, which increases propulsive eiciency and leads to lower fuel consumption), a debrisrejection system (increased durability and lower maintenance costs), a high pressure compressorwith a fourth generation 3D aero design airfoils (lower fuel consumption), a Twin Annular, Pre-swirl combustor for eicient and cleaner fuel combustion (ultra-low NOx emissions), and uniquecooling technologies. A ceramic matric composite high pressure turbine which gives lower weightand greater temperature durability, and a titanium aluminide low pressure turbine, were imple-mented. [9]

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iii) Pra and Whitney

Pra 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 systemseparates the engine fan from the LPC and LPT, allowing each of the modules to operate at an opti-mum speed. This increase in engine eiciency translates to fewer engine stages and parts for lowerweight and reduced maintenance costs. It also incorporates advances in aerodynamics, lightweightmaterials, among others. [10]

3.2.2.1 Multiple Sha Geared turbofan

From the various bids from engine manufacturers, the direction of the market seems to be driventowards multiple sha geared turbofans in order to adapt the rotational speed of the fan to themost 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 theLPT and even though it might increase maintenance cost, there will be a vast improvement in theoverall performance. This performance comes as the LPC can now pressurize more the air whichsubsquently 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 shas, but the final pro-posal includes a magnetic coupling sha, consisting of magnets which can allow a further reductionof the core, while also reducing the mechanical losses of the shas produced by friction. [11]

3.2.2.2 Power sources

Developing a more electrical aircra 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 theaircra.

The first choice is to use a thermoelectric painting on the engine in order to reuse the heat lossesemanated by the engine. This can produce electrical power which eliminates the need of powerotakes from the shas.

The second choice is to use a piezoelectric material extracting energy from the vibrations by usingit in some parts of the fuselage. In this case this would be a source of electrical energy for cabinpurposes.

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3.2.3 Structural aspects

3.2.3.1 All composite jets

Our all-composite material business jet makes a dierence in weight gains and overall eiciency ofthe aircra. 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: theproduction of thousand small metal parts is replaced by the production of a few strong compositeparts.Interior space is maximized since composites are stronger in smaller dimensions. Composite fuse-lages allow thinner walls for the same structural integrity and the wings can be more subject tostrong loads.Composite materials have good corrosion properties, they can beer resist to harsh chemicals andbad weather conditions when compared to other materials. It also resists beer to high strength-impacts which is advantageous if the plane passes through hail storms for example. One majoradvantage is also their nonmagnetic property; they can be used around sensitive electronic equip-ment such as in the cockpit where all the flight computers are located.Because of their undeniable strengths and advantages over commonly used materials compositematerial is used for the entire fuselage, wing and tail of the aircra.All-composite business jets are already being developed with the example of the Bombardier Learjet85 (or partly composites: A350, Boeing Dreamliner). The manufacturing of the aircra compositestructure is problematic, as all newly developed concepts, but as more and more specialized manu-facturers for composite wings or fuselages enter the market we guarantee a smooth and delay-freeproduction process.The expected improvement in terms of fuel consumption is estimated at 5 to 10% becauseof the drastic weight reduction.

3.2.3.2 Improvements of engine materials

Our aircra is one step further with the use of Ceramic Matrix Composites (CMC) in some sectionsof the engines. CMCs are as strong as metal but much lighter and can withstand much highertemperatures. Those can be used for components that usually need devices to cool them (decreasein eiciency). CMC operates with no or very lile cooling, therefore improving the overall eiciencyof the engine.

The idea to use CMCs in the core of the engine is in agreement with the general goals set by theFAA in its Continous Lower Energy, Emissions and Noise (CLEEN) program. General Electric iscurrently doing tests and has accumulated more than 130 hours and 220 cycles of ground testingand is planning to do a lot more before entry into service. This technology is expected to enter themarket in 2019 so will be at its peak in the 2030s.

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3. Technical Solution 3.3. FINAL CONFIGURATION

3.2.4 Avionics and advanced systems

Collaborative work between customers and avionics systems manufacturers enabled us to captureand understand future needs in terms of avionics and pilot comfort.In terms of safety the next generation avionics systems will include automatic surveillance broad-cast (ADS-B) capabilities, we are so following the wish of the FAA to transition to satellite-basedsurveillance of aircra position. Because it uses GPS signals, the Air Traic Control center monitorstheir position more eiciently and with beer precision in areas with lile radar coverage.The Air Navigation System (ANS) is also largely improved: the frequency at which information isexchanged between aircra computers and air traic controls is increased including weather data.The latest weather data can be transmied to a plane while en-route. The new ANS will incorporateoptimization direct routing systems that will given the input (weather data) optimize your flightroute such that fuel burn remains low.It is quite diicult to estimate the amount of fuel that will be saved but route optimization - meaningless 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 theUltraFan model with some improvements in both the eiciency as well as the independence ofelectrical power sources. Aer submiing a bid for tender and studying the proposals for futureyears from each major company, a final set of constraints and requirements were sent to the winningbid to fulfill before the aircra installation tests of the engine.

The major characteristics of the engine are presented below.

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Figure 3.3: Rolls Royce Next Generation Engines [1]

Table 3.1: Final engine design specifications

Engine name: Next Generation UltraFanEngine Performance Envelope Data

Take O Thrust (sea level), N 75.000-80.000 Weight, kg 1400Maximum continuous, N 70.000 Fan Diameter, mm 950Bypass ratio, 18:1 Engine Length, mm 3000Fuel Burn Improvement, % 25 HP TurbineNOx Engine margin, % below CAEP6 30 Number of stages 2Noise Level, % below stage level 4 20 Rotational Speed, rpm 25000

LP Compressor Materials Alloy 834Number of stages 4 LP TurbineRotational Speed, rpm 3000 Number of stages 2Fan Rotational Speed, rpm 3500 Rotational Speed rpm 10000

HP Compressor Materials Ti-Al alloy/CMCNumber of stages 8 Combustion ChamberRotational Speed, rpm 25000 Type Lean CombustorMaterials 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 produc-tion and reliability on the main models on the market.

Therefore, the Honeywell RE220 APU, the gas turbine being developed specifically for the Gulf-stream G650, has been chosen as the initial placeholded APU model to be implemented in the

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aircra.

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 (34 m) and a wing area of 1300 2 (120.8 m2). $ It is fully producedwith composite materials and has the property of being laminar at almost all flight speeds. Activeflow control over the wing is also an option. Keeping the wing laminar reduces drag and thereforefuel consumption.

3.3.2.2 High Li Devices

The wing area is maximized by the use of new generation flaps. The flexible flaps present aerody-namic advantages (less drag) as advantages in terms of maintenance and production.

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3.3.3 Avionics Configuration

The cockpit of the Dragon R-28 is equipped with state of the art technologies, with its latest in-novations in the domain of flight route optimization, weather forecasting leading to performance,fuel consumption improvements.To enhance the overall aircra performance all conventional flight controls are replaced with fullfly-by-wire technology. The flight will feel smoother and natural because more control surfaces canbe 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 adrawback in terms of weight. A combination of electrical and hydraulic actuators replace the oldsystem with more localized subsystems, that are controlled by electrical input. These smaller sys-tems participate to the weight reduction of the entire aircra and thus reduce fuel consumption.Included are electrohydraulic power modules that are designed for high acceleration reversals (pri-mary flight control surfaces). Systems that do not require quick movement such as the brakes ona landing gear are being replaced by all-electric actuation. Electromechanical actuators are subjectto 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 avail-able 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 aircra. This maxi-mum seating capacity is thus limited to 18 passengers, with 9 berthing spaces. 4 separated spacesare presented: forward club with 4 single wide seats, a middle conference group, two a divans,and 2 extra a single wide seats.

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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 andextra space. In order to obtain this extra space, a divan as well as the two a single wide seats havebeen eliminated. This configuration also includes a rest space for the crew, including a wide seatand 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

A cabin divan seating

A galley and gallet annex

A right lavatory, vacuum toilet, sink, vanity and storage

Baggage compartment accesible in-flight

Galley Touch Screen Control

iPod Cradle installation, Speaker arrangement

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3. Technical Solution 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

A 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 casesome of the proposed technologies are not TRL ready for 2035. This will play a penalty in the finalperformance but are proposed to still reduce the reduction of emissions and increase of performancevalues.

3.4.1 Engine back-up technologies

The main big proposal from the engine manufacturer consists of a double gear turbofan using mag-netic coupling. In case the magnetic coupling, a technology that is already being applied for underwater missions is unable to be translated into aerial purposes, the proposed back up solution is toinstall a three-sha turbofan, which would allow to tune the rotational speeds of each stage to theexpected one by using a mechanical couple. This would not allow the reduction of mechanical lossesdue to friction but it would still improve previous performances by actually decoupling rotationalspeeds and decreasing the size of the core to the limit.

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3. Technical Solution 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 performanceto these composite materials than previous alloys.

3.4.2 Laminar wing back-up technologies

Achieving natural laminar flow along wings is very diicult; even if active flow control is presentthis technology can be replaced by traditional wing profiles, allowing positions of separation pointsthat are closer to the leading edge.

3.4.3 Flexible flaps back-up technologies

Traditional sloed flaps will be used if the flexible flap technology is not ready or certified by the2030s. They have their advantages in terms of high li capacity at low velocity but are a noisyalternative. Despite their proven functionality they lack the flexibility (performance oriented) ofFlexSys flaps.

3.4.4 All composite jets back-up technologies

The smooth and flawless manufacturing and recycling of composite materials could be threatenedas 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 backup solution.

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4. Industrialization

4. Industrialization

4.1 Leanairs Vision

Aviation is an important and strong industrial field. Annually, air transport moves over 2.2 billionpassengers 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 totalhuman-induced CO2 emissions. In future years, it is expected that air traic will keep increasing4-5% per year. For this reason the aviation industry will face the challenge of satisfying the growthin demand of air traic, while ensuring that the environment is protected. It is, therefore, theresponsibility of Leanair to guarantee the continuing of the aeronautical activity with the minimalenvironmental footprint.

The environmental impact of an aircra is frequently considered as the fuel burned by the aircra,but it is not only linked to its operation phase. A more global and accurate approach to evaluatethe total environmental impact of an aircra must take into account the total life cycle: from theaircra design and production, including the use and maintenance to the final aircras withdrawal,as shown in figure 4.1.

Figure 4.1: Aircras life cycle scheme.

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4. Industrialization 4.1. LEANAIRS VISION

For each phase of this cycle, it is necessary to limit the quantity of natural resources (raw mate-rials, energy, water...), to use harmless materials and, finally, to design an aircra from a globalperspective 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 obtainand accomplish ISO 14000 standards regarding environmentally-friendly production. The majorobjective of the ISO 14000 series of norms is to promote more eective and eicient environmentalmanagement in organizations and to gather relevant information for continual improvement. Itcan be used by any organization that wants to use resource eiciency, reduce waste, and drive downcosts.

4.1.2 Use and maintenance

During the operation phase the main goal is to reduce the non-renewable energy consumption ofengines and systems on board. The reduction of fuel consumption, pollution and external noisewill be achieved by means of mature, validated and demonstrated technological innovations in theaerodynamics and structures domains [?].

Another additional way for reducing the use of non-renewable and/or noxious substances (i.e. sup-pression of conventional hydraulic fluids) is the use of a new aircra systems design, towards themore electrical aircra concept. This type of aircra deals mostly with electrically powered sys-tems. 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 engineswill have more power available, increasing its performance. Moreover, electrical wires are muchlighter than hydraulic pumps and pipes, so it will help to reduce the weight of the aircra, increas-ing its performance and reducing fuel consumption. Another important aspect is that electricalsystems require less maintenance than hydraulic and pneumatic systems.

Even if every new aircra design goes on the direction of a more electrical aircra (e.g. B-787,A-350), the regulations advance slowly on this direction. For this reason, it is unlikely to see afull electric aircra in 20 years. The B787 has only 2 independent hydraulic system (instead of 3for all previous models) and 1 electric. It will be necessary to take into account future changes onregulation which may allow to use fewer hydraulic and pneumatic systems. By implementing them,it will be achieved a more electrical business jet.

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4. Industrialization 4.2. LOCALISATION

4.1.3 Withdrawal

Nowadays, during the design of an aircra it is not taken into consideration the planning of theaircra disassembly and recycling. However, in future years the withdrawal will probably be animportant parameter and it will be specified by regulations.

Unfortunately there is no feasible way to recycle composite materials at the moment. This couldbe a barrier to the growth of composite materials in aerospace industry, as aluminium alloys canbe recycled. On the other hand, a lot of research is being carried out with the goal of recyclingcomposite materials and it can be expected that 20 years aer the end of the operational life of thefirst aircra there will be a feasible way to recycle composites from a technological and economicalpoint of view. At the moment, the most advanced research found [13] uses chemical products todegrade 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 toforget that the decision process (as well as all the aircra design process) will be done so that thesteps taken will always be chosen bearing in mind this minimal environmental footprint philos-ophy.

4.2 Localisation

One of the most important decisions a business has to make is where to locate, as it will have asignificant eect on the company performance and will aect its eiciency. The initially targetedmarket is the Asiatic continent, which has also been chosen for locating the headquarters andthe production plant of the company. Four dierent regions have been taken into account forperforming the localisation analysis. Its results are presented below:

Japan, knowing the socio-economical benefits the business jet market brings along, it haseased burdensome regulations for business aviation. In 2010, the government began stream-lining regulations, improving airports, extending parking limits, and increasing landing slotsfor business aviation. The major disadvantage is the alternative means of transportation inJapan. Most of the business people oen rely on the advanced train network.

Middle East countries are very well known for their high quality MRO services. These coun-tries lack of engineering skills when compared to other countries. The investment on theaircra design and manufacturing unit in Middle east will impose huge risk for OriginalEquipment Manufacturer (OME) to get the required number of supplier services.

China has a potential market principally driven by an increased corporate demand for busi-ness jets. The number of business jet purchased per year keeps growing steadily in the coun-try. On performing detailed analysis of the market, it was concluded the large, super-large

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and ultra-long range jets are in huge demand. The major drawback in the Chinese market isthe monopoly of Gulfstream and Bombardier.

India is also witnessing a steady increase in the business jet market, counting next to China inthe 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 welcomesthe new entrants expecting a positive outcome. The Make in India program which has beenestablished aracts the companies by providing advance aid for to seing up their firm.

From the results, choosing India to set up the manufacturing unit was justifiable. Chennai, a cityin the southern part of India was a good candidate to establish our Headquarters, as it is linkedwith all the means of transportation. It is also known for the maximum number of aerospace partsuppliers around the region. The major drawbacks about seing the company in this country arethe 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 thenext growing country in business jet market. Keeping that into account, the company has plannedto keep equal shares between both these countries. This was achieved by deciding to place a fullfunctioning design oice 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 internationalproject is how the culture of each of the countries involved may aect the behavior of their workersand, therefore, the overall development of the project. In the case being analyzed, where the designand production of the aircra will be assigned to dierent countries, being able to forecast and dealwith the cultural issues that may appear due to the dierent values of the members composingthe 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 eects of a societys(national) culture on the values of its members, and how these values relate to behavior, using astructure derived from factor analysis [?].The model of national culture consists of six dimensions: power distance, individualism (vs. collec-tivism), 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 companywill take place (that is, India and China) [?] are presented in Figure 4.2. This results are also com-pared to the ones presented by France, which has been chosen as a reference country, for a beercomprehension of the cultural dierences.

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Figure 4.2: Hofstede chart for India, China and France

As it can be seen in the previous graph, the dierences in the appraisal of Hofstedes six dimensionsof these countries are significant; dissimilar results can be found for all-six dimensions but for thepower 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 allworkers. Therefore, no problem should be found in creating a strong hierarchy inside the companywith a staggered chain of command. Leadership abilities will be highly appreciated.

The dierent vision of the individualism inside the company, however, might be one of its weakestpoints in terms of sharing the values. Chinese and Indian are more likely to be integrated intogroups where a common goal is shared (especially in China, where a communist regime is stillprevailing). The main negative consequence of this may be a quick demotivation of the subordinatesby not controlling them frequently and by not giving them the feeling that they are part of thefamily, so to speak, for whom the company will care. Hiring managers with excellent integrationand motivational abilities and organising activities in which every employee of the company is ableto realize their importance in the final result (even if it is very simple, the prize to the employee of themonth 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. Workerswill be self-encouraged to be competitive and to try to achieve the best results. Encouraging theimportance of cooperation will be imperative to avoid reaching a point where the working ambianceis corrupted and where it is given more importance to the performance indicators tha

Bid for tender: Business Jet for 2035

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