...BOMBARDIER Trevor Davies Steve Bernier Paul Gos Jeff Cosentino Bombardier Bombardier Inc., a diversified manufacturing and service company, is a world leading manufacturer of business jets, regional aircraft, rail transportation equipment. It is also a provider of financial services and asset management. The Corporation employs 79,000 people in 24 countries in the Americas, Europe and AsiaPacific Objective The goal of Bombardier is that the company and management team wish to downsize the company in order to have financing for other projects that they are currently researching. That’s why they sold the recreational division (snowmobiles). Joseph-Armand Bombardier History of Bombardier 1942 - Joseph-Armand Bombardier founded a company in Valcourt, in Québec's Eastern Townships Manufactured tracked vehicles capable of transporting passengers on snow-covered terrain. First commercial vehicle was the B-12, which was used to haul wood, carry mail and transport students in rural areas. 1959 - mass-production began of what today is considered the true forerunner of the Ski-Doo snowmobile. January 23, 1969 - listing of Bombardier stock on the Montreal and Toronto stock exchanges and public offering of two million shares. 1972 - Creation of subsidiaries Bombardier Credit Ltd., in Canada, and Bombardier Credit Inc., in the United States 1973 - Energy crisis precipitated a decline in the snowmobile market, thus forcing Bombardier to look for another field of activities...
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...Sustainability is the capacity to endure, to last, and to make conscious decisions that will allow for the well being of the future. Mr. Jim Banks, a senior employee at Bombardier Canada, came to John Abbott College to lead a talk about the role that bombardier plays in Canada. He also came to speak about issues with fossil fuels and its consumption, and our sustainability; how we are now making important decisions that will try to ensure a bright and healthy future for us and our planet. He began his presentation by first talking about himself. He started out as a technician, much like us students. He was given the chance to work with NASA as a draftsman, eventually designing some electronic enclosures for the international space station. Bombardier is the Canadian leader in transportation. They are also the third largest civil aircraft manufacturers in the world. Their head office is in Montreal, and they also employ tens of thousands of employees in all corners of the globe. Bombardier is a leader in design and production of smaller business jets, regional jets, turboprops, and amphibious planes. Bombardier also produces trains and other land transport. Jim Banks emphasized to us that when designing any type of transportation; its environmental impacts and sustainability are of utmost importance. Bombardier is known for its history of innovation. In the last twenty-one years they have introduced a surprising twenty-seven different aircraft, each time improving aerodynamics...
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...BOMBARDIER TRANSPORTATION AND THE ADTRANZ AQUISITION CASE ANALYSIS Prepared by: Samuel C. Anyanwu Date of Submission: February 17, 2015. Submitted to: Prof Dr. Kelly Thompson. Bombardier Inc. (BBD) had over the years built a well diversified and versatile business in order to reduce cyclical risk, ensure long term survival and redefine the company’s position on a global scale. The route taken to achieve this level of diversification was through strategic acquisition of key players in the industry that complimented BBD’s vast business ventures. BBD’s growth philosophy was to seek acquisitions that enabled the company to apply exiting competencies without focusing solely on financial gains but more on how acquired companies would complement and strengthen its existing businesses. BBD’s philosophy also centered around being patient to bring about seamless integration of acquired companies with the aim of eliminating waste and turning around underperforming assets through its application of effective and efficient management approaches. [ (BOMBARDIER & ADTRANZ AQUISITION CASE) ] BBDs kin approach to integration of acquired companies enabled greater combination potential as this approach brought about strong employee support because there was the belief that BBD would protect jobs and invest in new product lines. BBD’s approach to integration was seen in the acquiring of Adtranz despite the fact that the company agreed to a limited due diligence process for the deal...
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...6 Strategic Plans: Bombardier is the world's biggest passenger train producer and the third biggest civil aircraft manufacturer (Bombardier Inc., 2012). The organization is headquartered in Quebec, Canada, and utilizes roughly 71,000 individuals in operations in more than 60 nations around the globe (Datamonitor, 2010, p.96). Throughout the years, Bombardier has manufactured notoriety for being an industry pioneer, trend-setter and innovator. Expanded worldwide rivalry combined with financial instability and changing customer needs, is driving Bombardier to re-evaluate its methodologies, so as to have the capacity to adequately contend in the aggressive worldwide business sector. Bombardier follows some strategies in order to maintain its industry-leading...
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...Bombardier International Business Goran Vitic, Tim Subion, Tim Dunkin, Dan Table of Contents Introduction 3 Top Two Countries 3 United States 4 United Kingdom 7 Political, Economical & Cultural 8 Political Differences 8 United States: 8 United Kingdom: 10 Economic 11 United States: 11 United Kingdom: 12 Culture 12 United States 12 United Kingdom 12 Overcoming Differences 13 United Kingdom 14 Opportunities 14 America 15 Opportunities 15 Threats 15 Conclusion 16 Executive Summary 16 Works Sited 17 Introduction Bombardier’s headquarters is located in Montréal, Canada. It is a publically traded company on the Toronto Stock Exchange, traded under BBD. At the end of the fiscal year January 31, 2011, the company had posted revenues of $17.7 billion USD. Bombardier’s goal is to earn worldwide leadership in aerospace and rail transportation. The company’s mission statement successfully depicts the firm. We are committed to providing superior value and service to our customers and sustained profitability to our shareholders by investing in our people and products. We lead through innovation and outstanding product safety, efficiency and performance. Our standards are high. We define excellence and we deliver . Bombardier started with inventor and entrepreneur J. Armand Bombardier, founder in 1942 through his invention of the snowmobile. Laurent Beaudoin, the son-in-law took the reins of...
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...Bombardier TEG (A): Operational and Political Issues in Multinational Projects Price, technical proficiency, delivery dates, and domestic content/presence were the most important award criteria to win bids for passenger railcar manufacturing contracts in the US. For most bids around 1992, Morrison-Knudsen (M-K)’s offers were outweighing the technical edge Bombardier’s Transportation Equipment Group (TEG) had through fast delivery times and performing most of the contract locally (e.g. open more local plants or hire more local people than competitors). In addition, the company considerably underbid contracts by 7% on average. Remarkably, all those key deciding factors were based on promises without a record of proof. Therefore, M-K’s promises seemed to be out of touch when considering that the company lacked substantial experience in manufacturing rail equipment, and had not delivered a single working vehicle to any client so far at that time. M-K had experience in the refurbishment market for mass transit cars, but this is considered an entirely different business from car manufacturing, e.g. it did not involve design, and many integration issues were already solved (blueprints). Consequently, without the control of the overall design and the integration of various systems, while having components coming from all over the place (e.g. M-K was supplied and supported by low-cost overseas firms from Brazil, Japan or Portugal, even for design and engineering), M-K took a huge risk...
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...position of the company in this situation of a financial crisis related to its main competitors? 32 Chapter 6 33 Budgeting Process in Management Control System 33 Chapter 7 34 Internal Control System 34 The alignment of the Internal Control System into the day-to-day management of performance 35 Conclusions and Recommendations 36 Bibliography 37 Closing statement 38 Preface Background We are appointed to finish the Bombardier case to give a primary analysis on the Bombardier Transportation, emphasis on the risk management of the company. Combining the subjects we have learnt about risk management and strategy management. Acknowledgement We would like to express our gratitude to all those who gave me the possibility to complete this report. We are heartily thankful to our professor, Mr. Chretien Straetmans, whose encouragement, guidance and support from the initial to the final level enabled us to develop the understanding and complement of the report. Report direction We are presenting the report to assist Bombardier Transportation to have a better development on the whole management system. Summary Albert Einstein once said: “Imagination is more important than knowledge”. This statement is...
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...Publish Log In Sign Up ------------------------------------------------- Top of Form Search Bottom of Form Explore Documents Books - FictionBooks - Non-fictionHealth & MedicineBrochures/CatalogsGovernment DocsHow-To Guides/ManualsMagazines/NewspapersRecipes/MenusSchool Work+ all categories RecentFeatured People AuthorsStudentsResearchersPublishersGovernment & NonprofitsBusinessesMusiciansArtists & DesignersTeachers+ all categories Most FollowedPopular Download 0 Go BackComment Link Embed Zoom of 00 Readcast 0inShare EMBRAER CASE STUDY : Resources and Competance, Value ChainCompetitors have claimed that Embraer’s competitive advantage is unfair, sustained only by ongoing direct and indirect government support.while government support wasimportant in helping the firm evolve into a major player in the regional aircraft market,such support has also been available to Embraer’s competitors. Embraer’s success musttherefore be attributed to other competitive advantages.Given its limited resources, especially during the reduction in direct government support,Embraer’s strategy has been to focus its R&D funds on key technologies that it caneffectively produce in house. It has outsourced the production of components that other companies can manufacture more efficiently.Embraer has focused its R&D on the development, systems engineering and integrationof the more than 28,000 parts and components that make up an aircraft. The company has alsoretained the development...
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...Bombardier Top Markets Bombardier is a world leader in aerospace and rail manufacturing. Bombardier has become the standard in some aerospace sections, including business aircraft, commercial aircraft, amphibious aircraft, specialised aircraft and aircraft training. Some of Bombardier’s top markets include China and Europe. Bombardier fist entered China in 1954, Bombardier has joint ventures with over 40 different airlines in China including Shandong Airlines, Shanghai Airlines and China Express. Bombardier also has a very strong presence within Europe, with ventures in a number of countries including Belgium, the Czech Republic, Denmark, France, Hungary, Netherlands, Norway, Poland, Portugal, Romania, Russia, Sweden, Switzerland and Germany. German is a huge part of Bombardier, it where the majority of the railway engendering and manufacturing happens. Bombardier is expanding its presence all over the world, including expanding its presence in Asia and entering the African market through South Africa. Bibliography Bombardier. (n.d.). About Us. Retrieved from Bombardier the evolution of mobility: http://bombardier.com/en/corporate/about-us Bombardier. (n.d.). Overview. Retrieved from Bombardier China: http://cn.bombardier.com/about_bombardier_in_country.html Bombardier. (n.d.). Overview. Retrieved from Bombardier Germany: http://de.bombardier.com/en/about_bombardier_in_country.html Bombardier. (n.d.). Overview. Retrieved from Bombardier Sweden: http://se...
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...Bombardier Financial Analysis Liquidity 1) Current Ratio 2) Working Capital Leverage 1) Debt/Equity Ratio 2) Financial Leverage Operational Efficiency 1) Inventory Turnover Ratio 2) Receivables Turnover Ratio 3) Fixed Asset Turnover Ratio Liquidity Bombardier has maintained a Current Ratio of close to 100% over the past 10 years with the highest being in F’05 (121%) and the lowest in F’08 (95%). This is typical for the industry in which Bombardier operates. Current Ratio has been increasing since F’08 as Bombardier has focused on improving its cash from operating activities. Historically, Bombardier has efficiently used its cash resources, taking into consideration working cap requirements, market volatility, seasonality and other financial commitments. Given that liquidity management has remained one of the financial priorities, we can expect Bombardier to maintain adequate level of cash flow going forward. When a ten year average of Current Ratio is compared, Bombardier was able to edge ahead of one of its biggest competitors while it fell behind the other (Boeing 88% & Airbus 114% vs Bombardier 104%). Leverage Bombardier’s Debt/Equity ratio has fluctuated in last decade with the lowest number in F’11 (1.18) and highest in F’12 (6.06). The significant deterioration is mainly due to large amount of issuance of long term debt in F’12 and reduced profitability year-over-year in both segments. Further deterioration is expected...
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...At the moment Bombardier is in an excellent position to take advantage of the growing demands for clean technology. Different organizations and businesses are starting to realize the significant effects that mass transportation systems have on this planet. With these systems having a major impact on air pollution reduction or sustainable efforts, Bombardier will need to take advantage of the opportunity to clean up their technologies in both the railway and aerospace sectors. As time goes on, countries are rapidly becoming more urbanized and the demand for infrastructure to move citizens more efficiently between suburban locations and urban centers is increasing. Different mechanisms have been established under the Kyoto Protocol such as the Clean Development Mechanism (CDM) and the Joint Implementation (JI) in attempt to gather investments from developed economies to support growth for developing markets (UNFCCC, 2013). These different policies have provided professionals with a long-term measurement tool for reductions in greenhouse gas emissions, but they do not foster external investments into major transportation systems linked to Bombardier in certain regions (Duduta & Bishins, 2010). To overcome the lack of incentives provided by these different acts, Bombardier, by their own power, will need to invest more into their transportation systems in foreign continents such as Africa, South America, Asia, and other under-developed areas. Costs and risks for the company...
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...Case Study: Bombardier Serves Multiple Business Markets Background: “Bombardier is all about trains and planes.” Since 1942, Bombardier has been manufacturing transportation products from snowmobiles to planes; and even ventured into rail transportation industry. Now, it has established its name as one of the industry leaders when it comes to manufacturing of planes and trains. Statement of the Problem: As one of the industry leaders, how can Bombardier sustain its market holding amidst rising competition? Objective of the Problem: To be able to identify a market strategy that will help Bombardier sustain or even increase its market share in the industry. SWOT Analysis Strengths: • Knowledge, Expertise, and Adaptability to Customer Demands Bombardier knows what and how to give what its customers want. It offers the perfect ingredient which is important to any transportation business: fuel efficient with low operating costs. It gives importance to its customers’ specifications. It asks where and when its aircrafts will be used. Bombardiers offers wide array of products and services such as manufacturing commercial and corporate planes. Users of its corporate planes may be part owners when they have 50 or more flight hours. In addition, if customers occasionally need a private plane for specific trips, they may avail of Sky jet charter program. These are just few of the services Bombardier offers. With the upgrading of...
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...This case talks how ERP system was implemented at Bombardier. It takes us through the roller coaster journey with regards to logistical, tactical and personnel challenges faced by the company in order to achieve cost savings and better efficiency. Prior to ERP, Bombardier’s aerospace division had several bottlenecks with respect to inventory management and lack of integration between its legacy systems. As a strategic move, after a failure of an earlier ERP project, a new project called BMIS was envisioned. Highlights of BMIS project: • Vision: Functional councils of Methods, quality, Work and material planning, procurement created for role and direction determination. • Team: Best employees from various functions along with BTS (Business transformation services) with an employee to consultant ratio of 10:1. • Implementation strategy: Progressive and phased approach, beginning with Mirabel plant near Montréal. • Procurement function restructure: improvement of inventory visibility and anticipated substantial savings in product costs($ 22 million) and procurement overhead($7.1 million) • First Rollout challenges: lack of documentation, system functionality, substandard training material, tight training schedules and lack of role clarity during training. • Go Live: Power users and super users supported the move initially. Later on, if support staff was not able to resolve issues, the legacy systems were used to conduct business. • Stabilization: The project did not...
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...Flight Attendant Initial Training Workbook WELCOME TO PINNACLE AIRLINES FLIGHT ATTENDANT INITIAL TRAINING! We are excited that you have chosen a career with Pinnacle Airlines and are looking forward to your arrival at our training facility in Memphis, Tennessee. It is important you take time to read this booklet prior to coming to training as it will provide valuable information such as items required for training, pertinent subject matter, and information with which you should become familiar prior to class. On the first day, you will have the opportunity to meet and discuss with your Training Instructor what will be expected from you during the twenty one (21) days you will be with us. Your Instructor will provide you the skills and tools necessary to become a Pinnacle Airlines Flight Attendant. We believe learning should be interactive and enjoyable. Although the program is intense and there is a lot to learn, we are here to help you succeed, and will do everything we can to help you. You, in turn, must do your part. Be sure to get enough rest, take care of yourself while in training and put forth the necessary amount of effort to succeed. Revised 10NOV11 1 Flight Attendant Initial Training Workbook MISSION STATEMENT The mission of Pinnacle Airlines, Inc. is to provide safe and convenient air transportation and to involve our People and our Customers in the product and the process, making the airline a rewarding, profitable, and quality experience. GUIDING...
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...Bombardier transportation and the Adtranz Acquisition 1. What is this case about (250 words)? 2. What are the Key Success Factors of the railway equipment industry ? 3. Draw a schematic representation of Bombardier’s business portfolio before and after the Adtranz acquisition. How critical is the European railway market for Bombardier? (From a business and a corporate level perspective). 4. Is Adtranz an attractive acquisition target for Bombardier? What are the arguments for and against? 5. What should Lortie do with Adtranz? Integrate it ? Leave it as a stand alone? A mix? Justify. What should be his focus in Europe in the next three years : growth or profit ? Justify. 6. Propose an organizational structure for the Railway SBU of Bombardier. Justify. Question 1 Bombardier transportation was one of three major operating groups of Montreal, Canada-based Bombardier Inc, it was one of the world’s largest manufacturers of passenger rail cars. Adtranz, an European company belonging to DaimlerChrysler is the major player in Europe in propulsion systems and train controls. In order to expand BT’s presence in the global rail equipment industry, especially on European continent, BT considers that merging with Adtranz could enlarge its key competencies and know-how and will allow BT to be more competitive on its market. But this operation presents four main issues to be solved: The size of the acquisition, Adtranz was approximately twice the size of BT. ...
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