HAMBURG AVIATION – Cluster Strategy
Preliminary Comments
The aviation cluster Hamburg Aviation (HAv) is an association of companies, universities,
research institutions and public authorities in the Hamburg Metropolitan Region. It conforms
to the classic “triple helix structure” for cluster organisations.
A strategy process
with high levels of
member
participation...
... in the following
steps:
Situation survey
Future scenarios
Vision, Mission
Overview of
Hamburg’s scientific
know-how
Intensive strategy
workshop
The development of Hamburg Aviation’s cluster strategy has been developed in a process,
shaped and characterised by the high level of participation of cluster members and the
particular attention given to co-determination by all of HAv’s member groups. Personalities
involved throughout the process came from the commercial sector with representatives from
major aviation corporations, from small business, from the academic and scientific sector,
from industry associations, and from the Department of Economic Affairs, Transport and
Innovation of the Free and Hanseatic City of Hamburg.
It started with a survey of the current situation and of the achievements regarding cluster
goals. This consisted of interviews with representatives of all stakeholder groups, of
benchmarking with various aviation clusters, and of an analysis of substantial studies and
reports on the future of aviation. A SWOT analysis for the cluster, along with an overview of
general factors influencing the international aviation sector and an elaboration of factors
influencing and impacting aviation in Hamburg served as a basis for the further development
of Hamburg’s cluster strategy. A workshop was conducted in which approx. 30 participants
from various HAv member groups discussed and prioritised influencing factors and their
impact. This workshop, in conjunction with findings from interviews and the analyses from
studies, formed the basis for the development of future scenarios for the defined product
areas in Hamburg’s aviation cluster.
The findings from the survey phase, together with the future scenarios, served in turn as the
basis for the subsequent formulation of vision, mission, and objectives at a second
workshop. Amongst the participants, more than 25 in total, were the HAv Executive Board,
the project team, and individual people from the cluster who enriched the workshop with
their detailed knowledge.
In parallel, a team of over 35 professors worked on a competency and project overview for
Hamburg’s universities. The focus was not only on classical aviation research fields, but
also took into account interdisciplinary themes such as, for example, information technology.
The next step was a 1½-day strategy workshop with almost 60 HAv members. First,
participants were provided with essential background knowledge: factors influencing
international aviation; scenarios for aviation in Hamburg; the cluster’s strengths,
weaknesses, opportunities and threats; the competency fields of Hamburg’s universities; the
R&D portfolios of Airbus and Lufthansa Technik; and much more. The participants were
grouped into various action areas and, on the basis of the information provided, discussed,
defined
and
www.hamburg-aviation.com
Hamburg Aviation e.V.
Chairman: Prof. Dr Joachim Szodruch
Managing Director: Dr Franz Josef Kirschfink
Head Office: Hamburg / Association Registry VR 21026 / VATIN: DE276607343
Deutsche Kredit Bank AG / Acc. 1012 318 380 / Sort code 120 30 000
prioritised measures, concluding with the development of detailed descriptions and plans.
The measures thus developed formed essential building blocks for the extension and
enhancement of Hamburg’s aviation cluster strategy, as presented in the current document.
Presentation at
Hamburg Aviation
Forum
Expression of thanks
to all participants
Agreed in September
2014
The vision, mission and objectives, along with the strategic measures developed in the
defined action areas, were presented to a large number of cluster members in 6
presentation and feedback areas at the Hamburg Aviation Forum in June 2014, followed by
discussion and detailed scrutiny. The current strategy document thus combines the
knowledge, ideas, advice, and ultimately the dedicated engagement of more than 200
members of Hamburg’s aviation cluster.
The Hamburg Aviation Executive Board expresses its thanks to all participants.
The Hamburg Aviation cluster strategy was adopted by the cluster’s Executive Board in
September 2014.
Summary
Outstanding results
have been achieved in
the implementation of
the Leading-Edge
Cluster strategy.
Over the past 5 years, the Leading-Edge Cluster strategy, developed in 2008, has been
introduced and implemented with impressive quality and an extraordinary level of success
through the great dedication of all participants. Essential components have been:
The high-end Leading-Edge Cluster technology projects in R&D, with significant
SME participation, as well as the Center for Applied Aeronautical Research (ZAL),
established as a focal point for applied research.
The innovative measures in developing and qualifying specialist personnel, such as
the establishment of the outstanding Hamburg Centre of Aviation Training (HCAT).
The intensive network creation and the excellent implementation of the marketing
programme and the umbrella brand “Hamburg Aviation”.
Regarding the development of the location, additional personnel has been
successfully placed in newly associated international companies, some companies
have established new premises here, and the number of people working in the
aviation industry has increased.
The financing of R&D projects continues to be the primary issue in achieving the
cluster objectives.
The organisational structure of cluster management, consistently valued and
appreciated after five years of dedicated work of all involved persons and groups.
Changes in the overall situation, new national and European strategies, and the ongoing
development of Hamburg as an aviation location made it necessary to revise and
reformulate the HAv strategy.
The cluster’s strengths
…
… and weaknesses
Its threats …
Its threats …
The outstanding strength of the cluster results from the concentration of companies,
universities and research institutions, from the proximity and close networking of Airbus,
Lufthansa Technik and the airport, and from the resultant competencies in specific areas
such as, for example, cabins and the air transport system, along the entire value chain.
Other cluster strengths worthy to mention are the sustainable programmes for attracting the
next generation of staff and developing specialist personnel, HCAT as a unique
infrastructure for correlating teaching, practice, and research, ZAL as a new focal point for
technological competence and application-oriented research, and the strong cohesion and
solidarity of the community. All together, these factors lead to an outstanding market
presence and high visibility.
Risks are apparent in the potential commercial dependence solely on major firms in
Hamburg. Not all areas of the cluster are closely connected at this point. There is a lack of
major (1st tier) systems suppliers in the region. The content of the HAv brand needs to be
further developed and expanded. There is a risk of lack of funding for research projects at
the end of the Leading-Edge Cluster period. Roles and responsibilities within the cluster
need to be allocated and defined in line with future goals.
Risks also arise from the forecast that no completely new aircraft design will enter operation
before the year 2030. A future decline in “blue collar” work in Hamburg and the current loss
of engineers due to the end of one-time effects such as new aircraft programmes (A380,
A350 XWB, etc.) also represent a potential risk. A general risk exists in the necessity of
reducing emissions and the general price increase for raw materials, along with currency-
related risks. A further risk regarding competitiveness consists in increasing cost pressure
for MRO service providers.
… and opportunities
Scenarios for the
future of aviation in
Hamburg
Opportunities arise from the international growth trend, from internationalisation of
domestic and international cabin/conversion competency, in new cooperative projects in the
field of MRO, in supplier integration solutions, in the linkage with other industries and other
industry clusters, and in a distinctive academic/scientific landscape in the Hamburg area. A
further opportunity exists in exploiting the necessary optimisation of production processes to
acquire USPs in the deployment of new technologies and processes.
Future scenarios for Hamburg are particularly characterised by the transformation at
Airbus and/or initiated by Airbus, by the interaction between opportunities and risks relating
to internationalisation, and by the strong basic competency within the air transport system.
In terms of its economic influence, Airbus is a dominant anchor within HAv. The company is
currently undergoing a major transformation, driven amongst other things by new strategies
in products, production, R&D, supplier management, and internationalisation.
Hamburg companies commercially linked to Airbus are therefore being at least partially
forced into a parallel transformation process.
the use of increasing internationalisation and global sourcing for their own bidding
processes, and
entering new partnerships.
In the field of air transport systems, the positive basic economic trend can be exploited and
extended by means of increased integration in existing traffic infrastructures, by the ever
increasing importance of an integrated approach to air transport, and by optimised and/or
new service offerings.
As a result,
companies in the
aviation industry in
Hamburg can expect
moderate growth
In quantitative terms, moderate growth is likely to happen for companies in the Hamburg
Metropolitan Region until 2030. Nevertheless, they will not be able to achieve the average
forecast growth for the industry in Europe and North America of 2% pa.
On this basis a Vision and Mission Statement has been formulated, taking into account
existing strengths in the region and the opportunities by an increased internationalisation.
Hamburg Aviation – leading-edge competence for a new way of
flying, comprehensive and globally recognized
We develop
more economically viable, more environmentally friendly, more comfortable,
more flexible, and more reliable aviation
along the entire aviation-related value chain
by means of innovations, building on collaboration between the commercial
sector, research, the education system, and the public sector.
To extend and sharpen the competency profile, the product areas of aircraft production
and specific systems; cabin and cabin systems, maintenance, repair, overhaul and
modification; and the air transport system have been supplemented with a new product
The competency
profile has been
sharpened with a new
product area and
interdisciplinary
themes
area: information and communications technology for aviation. Furthermore, the
product areas are interconnected with seven interdisciplinary themes. The following options
for action have been clearly formulated:
The formation of production and MRO networks consisting of OEMs, suppliers (SME)
and the academic/scientific sector
Consistent process-orientation from a user perspective with integrated process
solutions for a new way of flying, including efficient flight operations and the experience
of air travel.
In order to underline the position of excellence for civilian aviation research on a national
and international level, articulated within this strategy, Hamburg needs to become a home
territory for DLR (German Aerospace Center) and provide DLR with support from the city
and federal governments to expand existing activities and established two fully-fledged
institutes in the city of Hamburg. Cooperation within the cluster in this context will ensure
that these institutes operate in a complementary way in coexistence with the existing
research facilities and universities.
The situation of the international aviation industry is changing. The following strategic
areas of action and concrete options for action will enable HAv to respond to this change
and to enhance Hamburg´s position as a centre of aviation (see Table 1).
Seven strategic areas
of action represent
the concrete
implementation of the
strategy
Organisational
adaptation of the
cluster:
1. Expansion of
Executive Board to
more effectively
involve all groups of
players
2. Three operative
areas guided by
moderators
3. Working groups
consisting of cluster
members within these
areas
Table 1: Strategic areas of action and concrete options within the new strategy
To allow an optimal follow-up of these strategic areas of action an adaptation of the
organisation of the cluster is foreseen:
The integration of all groups of players in decision-making by the Executive Board
should be improved. This needs to be taken into account both in the constitution of the
Executive Board and in the overall organisational structure.
So as to create efficient working structures for all HAv committees, with the largest
possible participation in substantive matters, three areas will be established under the
“Executive Board umbrella” described above. Each individual player within the cluster
has the opportunity to get involved in working groups within these three areas, taking
part in and shaping the life of the cluster. These three areas are: Research &
Development, Personnel & Qualification, and Business, Service & Networks
(interdisciplinary functions).
In accordance with the importance of an optimally working cluster organisation for the
implementation of the cluster strategy, the next steps in the further development of the
cluster relate to organisational changes. The new cluster organisation will pursue a
detailed implementation plan, including a monitoring system that allows for guiding the
process of measuring achievements