Superjet - Solidifying Superjet Support
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By Andy Nativi
GENOA--Sukhoi must create a tailored support system capable of meeting the specific requirements of a variety of regional operators--costumers who demand auxiliary support, out of the door service, competitive prices and a quality guarantee. These are, according to Alessandro Franzoni, CEO of Superjet International, the keys to crafting a successful aftermarket service for the Sukhoi Superjet 100, the 95-seat regional aircraft being developed by Sukhoi Civil Aircraft Co. (SCAC), the civil arm of the Sukhoi group. Alenia Aeronautica recently acquired a 25% plus one share stake in SCAC for ¬138 million, which increases its total investment in the program to ¬250 million. This includes Superjet International, 51% owned by Alenia, and 49% by SCAC, based in Venice, Italy, which has wide responsibilities, including sales in key markets (Europe, the Americas, Africa, Japan, and Oceania) and after sales support worldwide.
Superjet International has opened its Russian branch in Moscow, mainly to take care of Russian clients' logistics support and training, but also to stock some of the main aircraft structural spare parts.
Separately, Superjet International has opened a commercial office in Washington, D.C., and is keeping a second European marketing office in Toulouse. SCAC and Superjet International have bagged orders for 98 aircraft and are confident about receiving more soon, with first U.S. orders seen by 2010.
Franzoni says that selling the Sukhoi Superjet 100 is not easy in the current financial and commercial aviation environment, but big benefits include it being a brand new aircraft with better performance and lower acquisition prices than its competitors. Nevertheless, these attributes per se are not enough: Franzoni says MRO and after sales services are the battlegrounds that will decide many selection processes.
Superjet International thinks that there is a need to offer a variety of customized solutions at the lowest possible price, and it is setting up the structure quickly because the first Sukhoi Superjet 100 delivery should happen this year in Russia.
Russian certification is expected between September and November, with European EASA certification by June 2010 (soon followed by FAA certification). Deliveries for the international market are expected to start in the second half of 2010. Two SSJ 100 prototypes are flying, and a third should join the test fleet soon.
Establishing Its MRO Network
Superjet International has chosen an innovative solution to set up its worldwide support and maintenance network, which will rely more on carefully selected industrial partners than on an internal structure. This "outsourced" approach does not extend to all facets of support activity: there are core/strategic businesses that are and will remain within the company, says Franzoni.
Superjet International already has selected the main members of its MRO team. "We have signed a dozen letters of intent/memorandum of understanding with MRO companies, and we are ready to sign at least eight service agreements, most of them during the next Le Bourget air show. A few more letters of intent are to be signed soon," Franzoni says.
"With 17 facilities, we are already fully covering Europe, extending to some Russian clients. We do cover North America and Central America, and we shall soon choose a South American MRO partner. We have also a pair of big players in the Far East," he says. "There is still a need to build up an MRO capability in Africa, but it is not so urgent, since demand in this continent is pretty weak, and there is also some difficulty in finding the right capabilities."
Superjet International has or is in the process of enrolling several companies, including ST Aerospace, AAR Corp., Aveos Fleet Performance, Sabena technics, ExelTech Aerospace, Nayak Aircraft Services and Aeroplex of Central Europe, into its MRO network.
Franzoni thinks that meeting the MRO demands of potential SSJ 100 operators-- mainly regional airlines, even small start up ones--is different than handling the requirements of a big carrier. And these criteria have guided the selection process.
"We wanted MRO partners with an impeccable reputation and high technical capabilities, a strong presence in the respective regional markets, an experience in dealing on regional aircraft and regional airline clients and&low costs," says Franzoni.
Superjet International certifies the MRO, guarantees the quality and also sets the price benchmarks, but then each partner in the network will deal freely with its clients. Obviously, Superjet International will be capable of directly providing full MRO and support services at its operating bases in Venice, if a client so prefers. The OEM also will keep exclusively the aircraft configuration control, the spares control (the partners are mandated to acquire parts only from Superjet International) and will provide the few specific tools needed to service the aircraft.
If a main operator chooses to establish full MRO capability, Superjet International will help setting up the organization, equip it and train the personnel. But the company does not expect this to become standard for the majority of SSJ 100 aircraft operators.
Superjet International's approach also suits these stringent times of financial investment requirements: by choosing to rely on partners and on outsourcing, Superjet International is building from scratch a worldwide support network in a short time and can avoid sustaining a major up-front investment to build wholly owned logistic centers and warehouses. On the other hand, it is giving up potential revenue sources. Many aircraft manufacturers today obtain an increasing chunk of their revenues from support and logistics services. However, for a brand-new aircraft company introducing its first aircraft to the market, this is a pretty distant perspective.
It should not to be forgotten that Alenia Aeronautica/Finmeccanica tried unsuccessfully to acquire the full control of 50% owned ATR (the other 50% being owned by EADS). But with ATR recovering after some difficult years, then ramping up production as the turboprop regional aircraft market grew fast, and is now at least holding steady in the current crisis, it is not surprising that an agreement was not reached. Under the logistic and MRO perspective, ATR would have offered the perfect match for Superjet International, having already built and now expanding its wordwide fully owned support and training network, which could have offered an ideal base to also support the SSJ 100. This integrated approach could have provided obvious advantages. With this option gone, however, Superjet International had to do it alone and opted for this approach.
Spares And Specials
For managing spares, Superjet International recently chose Lufthansa Technik Logistik. The German company will manage spares stock and distribute spares worldwide from its new, state-of-the-art, fully automatic warehouse in Frankfurt, where it runs every part of its activity in-house. The Lufthansa Technik Logistik facility also uses an IT system that will easily interface with Superjet International's system, and the logistics center's shared location with Lufthansa's main hub airport can guarantee fast and accurate delivery everywhere.
Superjet International is so happy with the arrangement that is considering axing plans to establish a directly owned warehouse in Venice, to rely totally on Frankfurt. However, it should be noted that Sukhoi Superjet 100 structures are built in Russia (the assembly line is in the Far East Russia), avionics and landing gear are made in Europe, and the engines result from a Russian/French venture, Saturn/Snecma, in which the Italian companyAvio has a 10% stake. Therefore, this separate European warehouse will be a key element in the Superjet support network. If customer needs warrant it, the company will consider adding a warehouse in the U.S.
Superjet International hopes to offer some "special" support packages that Franzoni thinks will be particularly attractive to many small airlines. He says his company can offer maintenance engineering and management services, configuration control, service bulletin management and spares management.
"We can also manage the local airline spares stock, with parts owned by the operator or by us, and we can provide spares exchange," he says. "All of this can be done directly by Superjet International or through a certified MRO partner, therefore allowing the operator to avoid a technically demanding and costly structure and activity."
The top of the line service package is called the "Total Supercare Plan," which includes full assistance for every aircraft repairable item, including landing gear and auxiliary power units, with charges based on the the number of cycles and flight hours. The program is designed to give operators guaranteed service and availability, at a fixed price.
"We think that regional aircraft operators have peculiar support requirements. Standard solutions often prove not perfectly suited," concludes Franzoni. "Therefore we shall offer them a full range of options. We shall then adjust our service options according to customer demand and the operational experience gained with the aircraft."
This article appeared in Overhaul & Maintenance's June 2009 issue.
