Course project part one
Development of the Boeing 787 dreamliner
Risk analysis paper
Devry University
Session summer
07/27/2011

PM 595 Class
Professor: Yvone Hobbs

Zhi yang
D03295957
Cell phone: 5109968507
Email address: yangzhi0315@163.com

Introduction
The Boeing 787 Dreamliner is a long-range, mid-size wide-body, twin-engine jet airliner developed by Boeing Commercial Airplanes. It seats 210 to 330 passengers, depending on the variant. Boeing states that it is the company's most fuel-efficient airliner and the world's first major airliner to use composite materials for most of its construction. So, what actually went wrong with one of the most innovative company in the world? Boeing might have underestimate the supply chain concept for its complex program while attempting to introduce an innovation in the new business model and innovate in product and assembly all at the same time.
Supply Chain Problem
Historically, like most aerospace companies, Boeing designed all critical airplane subsystems, such as wings and fuselages itself, and contracted and dealt directly with suppliers. The company receives delivery of parts directly from build-to-print suppliers, and assembled and integrated the final product itself. So, beginning with the 787, Boeing decided to transform itself from a vertically integrated enterprise that does most of its own product design, supplier management, manufacturing, and integration into a more virtual enterprise spreading the risks among its suppliers and collaborating with them and call on them to help shorten cycle times. Rather than designing all of the major subsystems itself, Boeing contracted with over 120 supply partners and about 30 key suppliers. At the same time, rather than manufacturing and integrating most of the major subsystems itself from bills of material, Boeing decided once again to call on its 787