Operations Management Research

, Volume 6, Issue 1–2, pp 32–43 | Cite as

Competing in the global aerospace supply chain: The case of the Canadian aerospace industry



In light of the vertical disintegration of the global aerospace industry, this paper reports on a study that was commissioned by Industry Canada to evaluate whether Canadian aerospace firms have been able to develop the new set of manufacturing and managerial capabilities required to compete in the global aerospace supply chain. A strategic management framework was used to assess the fit between the key success factors of the external environment and the resources and capabilities of the firms studied. The results indicate that although smaller aerospace firms seem to possess technological and engineering skills that are vital strengths in the aerospace industry, better marketing efforts would enable them to enlarge their client base and intensify their participation in the global aerospace supply chain.


Aerospace industry Supply chain Strategy Key success factors Capabilities 


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Copyright information

© Springer Science+Business Media New York 2013

Authors and Affiliations

  1. 1.Management Department, John Molson School of BusinessConcordia UniversityMontréalCanada

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