The Aerospace “Networked” Business Model: Evidences and Suggestions

Abstract

The aerospace industry is characterized by intensive collaborations among firms that work for the realization of complex aerospace products that require high risks and costs. Collaboration and risk sharing are needed at each supply chain level. For companies working in networks, in this period of market changes and crisis, it is needed to think and re-think about a networked business model highlighting the relevance of each collaborating actor in the value generation for new products. The paper aims to explore the business model features of companies working in aerospace networks and to highlight improvements actions. Evidences are collected through a survey and a case study. The research results suggest two new elements for business model frameworks: the value exchange strategy and the value enablers both necessary for an extended collaboration among all nodes of a business network. The introduction of these two elements is discussed and justified in the paper.

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