Addressing Inefficiencies Against the Clock

In 2008, one of the largest commercial aircraft Maintenance, Repair & Operations (MRO) contractors faced significant supply chain issues within their operations. Time was of the essence as these issues had come to the attention of regulatory authorities. The company faced a complete re-assessment of over 6500 supply chain processes and the supporting infrastructure engaged by over 3500 employees.


Incomplete Integration of Acquisitions

Growth over a period of years resulted in unnecessarily complex MRO operations.

Cost overruns & maintenance delays

Inaccuracies across the supply chain caused impactful delays in the coordination of “just-in-time” parts for sophisticated air fleets. As a result, safety-related errors and operating costs were increasing rapidly.

High turnover increases compliance and safety risk

Complex training requirements for new employees slowed the onboarding of replacement hires, decreased effectiveness, and increased compliance and safety risks.


Competing Lines of Business fulfill their own needs

MRO services to commercial, military, and private air fleets continued needless duplication of common operational processes and resources.

Siloed Information Systems implement Line of Business processes

The supporting legacy IT infrastructure caused supply chain tracing problems and complex problem resolution when supply failures occurred.

Process variation among Lines of Business require specialized training, limiting the utility of knowledge to address similar problems in other areas

High levels of duplication, complexity and unnecessary business processes made identifying common solutions nearly impossible.


Executives empowered to address operational inefficiencies across the organization

With a small core team of only four process and MRO experts, over 120 personnel were engaged within a short period to map the complex process landscape and define a fully integrated operating model.

Supply Chain processes optimized with full Information Systems alignment

Leveraging an industry-specific ERP at its core, systems were re-integrated to meet the requirements of the new operating model.

Regulatory Compliance demonstrated in real time

Through introduction of Document Management capabilities aligned with the operational processes of the new model, policy and procedures were accessible in-line with workflow. In scope personnel were trained to meet all requirements pertaining to their roles.

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