Internalization vs. Subcontracting


AIR SUPPORT - Aircraft component MRO - Chadouli BOINAISSA

We all know the old adage "Don't count too much on others. Help yourself! ", AIR SUPPORT integrating it fully into its strategic line of conduct.

Choice or obligation? Three questions to Chadouli BOINAISSA, Head of Operations, who explains this situation.

Why did you choose to focus on the internalisation of previously subcontracted processes?

CB: This choice is a strategic orientation which avail ourselves of an incontestable rate of customer satisfaction.
We realized that our performance resulted in a perfect mastery of the production cycle. As an MRO, we are subject to a single unit production model, while the serial production model is the most common in today's industries. Our quarter century of experience allows us to make extrapolations and to have a global vision on our annual needs, however it is not occurring often that we can foresee customer needs in the very short term. So we are what we could call "bad customers" for our subcontractors.
Seen from another angle, the fact of clearing us from the subcontracting stage, allows us to justify attractive and controlled delays, we are our own masters of time.

What are the operations for which you have chosen to develop in-house expertise?

CB: Our teams are now able to perform all machining operations internally: milling, turning, cutting parts and drilling.

AIR SUPPORT - Aircraft component MRO - Fraisage / Perçage / Tournage

We have also developed a great command of the control processes with non-destructive testing (magnetoscopy, bleeding), endoscopy with precise measurement of defects, dimensional and geometric control by 3D measuring machine, or the control of the particles of the fluids.
In addition, our teams are trained in the realization of special processes such as riveting, gluing, bearing crimping and repairing inserts of all types.

Thanks to the positive results of these actions, we wish to continue this momentum with the acquisition of new skills in 2017. Particularly watchful to innovations and new technical processes; we are interested in 3D printing, for example, which should bring new perspectives to our business.

To conclude, the expertise we have developed in order to respond to our internal problems is today a high added value that we could offer as a service.



What steps were needed to implement the internalisation of these processes?
CB: Following reflections and analyzes of available markets, we had to make significant investments, both in terms of equipment and training.
Concerning the training part, we asked external agencies for the most common practices. In addition to these, the engineers of our Technical Office also had to create and deploy specific modules in order to offer solutions perfectly adapted to our needs.

AIR SUPPORT - Aircraft component MRO - Formation interne 1

AIR SUPPORT - Aircraft component MRO - Formation interne 2

To this day, we can say that this daring bet is fully won! It enabled our teams to develop a high level of competence and to enhance their versatility in our different workshops. Finally, we are now autonomous and proactive on many themes, which allows us to be more efficient to meet the needs of our clients.

For more information, contact us!