Aerospace
The decisions that matter most are taken earliest.
Aerospace operates on decade-long timescales with certification gates that do not move for commercial convenience. Supplier positions established at programme launch persist for the life of the aircraft. Which means the commercial decisions that matter most are taken earliest, with the least information.
What we do
Positioning for long-term commercial value
01
Programme and supply chain strategy
Determining where to position in an aerospace programme, what that position is worth over its lifetime, and how to build a sustainable role in the supply chain.
02
Supplier qualification and market access
Understanding what entering a European aerospace supply chain requires, how long qualification takes, and which relationships are needed to secure access.
03
Commercial strategy
Developing pricing, contracting and commercial positioning strategies for an industry defined by long sales cycles, few customers and high switching costs.
04
Partnerships and joint ventures
Assessing and structuring partnerships, particularly across borders, to strengthen market access and establish long-term strategic positions.
05
International market entry
Supporting Asian, Gulf and American suppliers targeting European aerospace programmes, including strategies for local partnerships and supply chain integration.
Working with aerospace businesses
Commercial judgement before the critical decisions are made.
We work on the commercial and strategic questions that determine a company’s position in an aerospace programme: where to participate, what that position is worth over time, what European qualification requires, and how cross-border partnerships should be structured.
We are clear about the boundaries of our expertise.
We do not provide engineering, certification or quality auditing services. Instead, we bring the commercial judgement needed to establish direction early, involving specialist disciplines when a mandate requires them.
Where we have done this
AEROCS’s founder managed two transnational supply chain programmes for a global aircraft manufacturer during the introduction of a new narrowbody aircraft, coordinating eight project teams across Europe. He also led a process optimisation programme and served as project management officer for an engagement with a major aero-engine manufacturer.
Common questions
What we are often asked.
What does an aerospace consultant do?
Advises manufacturers, suppliers and MRO businesses on programme positioning, supply chain strategy, commercial models and market access. The work requires a long-term perspective on an industry defined by lengthy development cycles, complex qualification processes and high switching costs.
How does a supplier enter a European aerospace supply chain?
Through a demanding qualification process and relationships with tier-one suppliers or original equipment manufacturers (OEMs), often established years before a programme begins. Suppliers that wait until a programme is formally announced may already have missed the opportunity to secure a position.
What is changing in the aerospace supply chain?
Supply chain resilience has become a strategic priority rather than simply a cost consideration. Civil and defence supply chains are increasingly converging, while non-European suppliers, particularly from South Korea, are establishing European production. These shifts are changing the strategic value of local partnerships and market access.
Other expertise