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  • The runway to growth: Using market understanding to drive efficient innovation in the aerospace, defence and security industry
    Our leadership team Code of conduct Corporate responsibility Network governance Our contribution to the debate Genesis Park Diversity and inclusion Analyst relations Alumni Member firms worldwide Live events and discussions Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites The runway to growth Using market understanding to drive efficient innovation in the aerospace defence and security industry Download In our work with aerospace defence and security companies we see the critical impact of innovation up close every day For most of our clients innovation is already a core part of their internal culture and their company mission And there s no denying that the sector has made some amazing advances over the past decade But while innovation is one of the top priorities for executives our research suggests that innovation investments in the AD S aren t always delivering long term value We think that s partly because of value erosion happening in large scale long term projects And when innovation happens at the programme level it can be more difficult to get the most of investments across the whole business But innovation can and should help improve the bottom line for the whole organisation This report takes a look at some of

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/publications/the-runway-to-growth-using-market-understanding-to-drive-efficient-innovation.html (2016-02-10)
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  • Comprehensive look at the new revenue recognition model with industry-specific revenue supplements - PwC
    by the significant increase in required disclosures But the changes extend beyond disclosures and the effect on entities will vary depending on industry and current accounting practices Entities will need to consider changes that might be necessary to information technology systems processes and internal controls to capture new data and address changes in financial reporting The objective of the revenue standard is to provide a single comprehensive revenue recognition model for all contracts with customers to improve comparability within industries across industries and across capital markets The revenue standard contains principles that an entity will apply to determine the measurement of revenue and timing of when it is recognized This In depth summarizes the new revenue recognition model The boards have established a joint Transition Resource Group TRG to aid entities transitioning to the new standard We encourage entities to use this document as a guideline and monitor developments discussed by the TRG and the boards during the transition period Revenue recognition industry supplements Accompanying this In depth is an initial release of industry specific supplements with examples and further insights into ways entities within the industry are likely to be affected by the revenue standard Additional supplements will be released over the coming weeks Aerospace defense A new model for long term contracts could significantly change the timing of revenue Asset management Areas most affected could include but are not limited to upfront fees upfront costs and performance based fees Automotive Separating performance obligations could change the timing of revenue Communications Elimination of contingent revenue cap could result in earlier recognition of revenue Engineering construction Contractors will no longer have a policy election to apply one of the two alternatives to recognize earned revenue cost of earned revenue and gross profit Entertainment media Revenue for certain types of licenses may be accelerated while others could be deferred when compared to current treatment Health care For some providers the standard will result in a significant shift in how certain types of revenue are recognized and measured Industrial products Manufacturing Revenue for supply contracts may be recognized over time as the goods are manufactured Insurance intermediary Insurance intermediaries will be most affected by the new requirements on identifying separate performance obligations and variable consideration such as contingent commissions and renewal commissions Pharmaceuticals A new model for variable consideration could result in earlier revenue Mining Mining entities will be required to apply judgment in areas including but not limited to identifying performance obligations and pricing Retail consumer Revenue may be accelerated as it no longer needs to be fixed or determinable Real estate Prescriptive guidance for real estate sales is eliminated Utilities Key areas of interest include scope considerations accounting for contract modifications and accounting for multi year power contracts with escalating pricing Technology Revenue is no longer deferred due to lack of fair value evidence Watch a replay of our industry specific webcasts Aerospace Defense Revenue Recognition Webcast Replay Industry Supplement Revenue Recognition Webcast Communications industry June 16 2014 Entertainment Media

    Original URL path: http://www.pwc.com/us/en/cfodirect/publications/in-depth/new-revenue-recognition-model-us2014-01.html (2016-02-10)
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  • Aerospace and defense merger and acquisition review and outlook: PwC
    A D sector with a total deal value of 61 7 billion nearly three times the value in 2014 and more than 50 percent higher than the previous record year in 2007 Explore the data Mission control is PwC s quarterly analysis of merger and acquisition M A activity in the global aerospace defense industry It provides an overview of the most recent M A results and our expectations for future deal activity Highlights of what this quarter s analysis revealed 2015 was a record year in M A for the A D sector with a total deal value of 61 7 billion despite a 20 decline in volume over 2014 This resulted in an increase in the average deal size to triple to 1 4 billion in 2015 compared to 2014 Megadeal volume remained flat on a year over year basis Yet the average megadeal value also increased significantly from 2 3 billion in 2014 to 8 5 billion in 2015 led primarily by the largest deal announced this past year Defense contractors continue to look for opportunities for growth and cost reductions despite the United States and European efforts to discourage further prime contractor consolidation Government services are expected to continue to consolidate by 25 to 50 percent over the next three to five years In addition stable revenue generation and a noteworthy order backlog for commercial airplanes continues to attract private equity and financial buyers to the sector Commercial OEM s and large Tier 1 s are demanding more integrated systems and complete sub systems from the fragmented supply base While the highly fragmented MRO segment continues to see niche deal activity as the segment further consolidates Download the analysis to review all the key trends from 4Q15 Launch the data explorer for a deeper dive into

    Original URL path: http://www.pwc.com/us/en/industrial-products/publications/mission-control.html (2016-02-10)
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  • Global aerospace & defence publications: PwC
    PwC territory sites Publications Sort by Publication title Ascending Publication title Descending Release date Newest to oldest Release date Oldest to newest Mission control Fourth quarter 2015 aerospace defense industry mergers and acquisitions analysis February 09 2016 Two thousand and fifteen was a record year in M A for the A D sector with a total deal value of 61 7 billion nearly three times the value in 2014 and more than 50 percent higher than the previous record year in 2007 The runway to growth Using market understanding to drive efficient innovation in the aerospace defence and security industry February 19 2014 This report is a companion paper to PwC s thorough survey report on innovation Breakthrough innovation and growth It explores the impact that innovation has on growth and examines how leading companies are making innovation work for their organisations Aerospace Top 100 special report 2013 Industry returns to profitable growth November 12 2013 PwC Aerospace Top 100 special report 2013 Produced jointly by PwC and Flight International Aviation finance Fasten your seatbelts January 14 2013 This PwC publication looks at recent developments in the field of aviation financing where lessors and airlines are now battling for the most competitive finance rates in one of the most turbulent economic climates in recent times Aerospace Top 100 special report 2012 September 12 2012 The 14th annual edition of the Top 100 which ranks Aerospace companies globally according to their financial results as analysed by the PwC aerospace and defence team This year the report is titled Growing season and finds that 2010 was a year of buoyant rebound for Aerospace with industry revenue growth of 2 and profits up 16 Soaring or stalling Can aircraft manufacturers prevent rate ramp up problems February 15 2012 Aerospace defence security manufacturers face

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/publications.html (2016-02-10)
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  • Aerospace, defence & security case studies
    Strategy Research insights View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Aerospace defence security case studies Clients and investors have many different perspectives on the nature of the value we provide Some quantify the benefits in financial terms while others focus on the knowledge and experience of our people or the way we connect industry functional and geographic resources to solve problems or the quality of our advice and ideas Then there are those who cite the strength of our global network our objectivity and integrity or our ability to make their lives simpler These perspectives can be found in the following examples of work

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/case-studies.html (2016-02-10)
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  • How can aircraft manufacturers manage their supply chain with production increases? PwC
    View featured Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Soaring or stalling Can aircraft manufacturers prevent rate ramp up problems Download High production rate ramp up will be needed across much of the AD S sector yet at a time of soaring order books and rapid production rate ramp up supply chain risk is top of mind for aircraft manufacturers Recent analysis on the AD S supply chain completed by PwC indicate that a fifth 21 of suppliers are not financially ready to support the high ramp up ahead of them Dirk de Waart leader of PwC s PRTM Commercial AD S Group discusses the findings and explains how PwC is using an approach taken in part from the world of private equity M A to help companies pinpoint risk and prevent supply chain disruption Leading civil aerospace manufacturers have announced record deals for their new generation of commercial aircraft Military programmes such as the Joint Strike Fighter and Tanker are also ramping up in the next five to ten years Such manufacturing rate increases put pressure on the supply chain leaving programmes vulnerable to delays or failure Aerospace companies and their leading tier one suppliers are aware of these supply chain issues but the best

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/publications/aircraft-supplier-rate-readiness.html (2016-02-10)
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  • Insight and analysis of the aerospace and defence (AD&S) industry: Market trends, globalisation, innovation and growth strategies: PwC
    facing programme management as the industry responds to a an unprecedented convergence of pressures in the environment in which today s programmes are being delivered 1 Key findings What did we discover Our interviews with senior executives combined with our review of the pressures that are converging on companies led us to identify the changes that will be important in delivering future programme success A case for a different programme management mindset AD S insights A new intensity Programmes under pressure Download the survey Watch PwC interviews companies will need a different kind of programme management mindset in which partnership internationalism inclusivity and innovation are as much to the fore as really good get it out of the door programme management 2 A convergence of pressure Are you up to the challenge The intensity and combination of pressures facing aerospace and defence companies is reflected in the range of challenges identified by leading senior industry executives Biggest challenges for AD S programme performance AD S insights A new intensity Programmes under pressure Converging pressures facing AD S companies Programmes are coming under more pressure from more directions Market pressures Internationalisation of markets supply chains Greater complexity Margin pressures Programme volume Download the survey Watch PwC interviews 3 Explore the data How are you doing Tell us what you think Just under half 43 of the senior executives in the companies we interviewed felt margins would improve in the next ten years They also rated themselves on how well they manage complex programmes and what are the most important aspects of programme delivery strategies We want to hear your opinion on programme management Benchmark your answers against the survey results Profit margins Ability to manage Delivery strategy The globalisation of the A D industry has accelerated over the past few years Number of investments by top 50 global AD S companies in international markets View Data AD S insights A new intensity Programmes under pressure Number of investments by top 50 global AD S companies by country View Data AD S insights A new intensity Programmes under pressure What are the nine dimensions in companies globalisation efforts View Data AD S insights A new intensity Programmes under pressure Download the survey Watch PwC interviews 4 Download the report Read the survey Programme management is now shifting beyond the fundamentals of creating schedules tracking progress and pressuring suppliers for improved performance The report identifies five key areas for programme managers to focus on success getting systems integration right solidifying partnerships and joint ventures agility and speed in business processes being world citizens in relationship management and applying a collaborative approach to supply chain management How will aerospace and defence companies cut through the converging pressures To get some answers we ve interviewed 28 senior executives from 23 leading AD S companies You can read points of view from the industry in this report We also present some suggestions on how AD S companies can improve their programme performance Download PDF Previous AD

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/insights.html (2016-02-10)
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  • Market shifts and globalisation pressures impacting programme management and profitability in aerospace and defence: PwC
    Browse by issue Browse by industry Browse by service Monthly highlights Spotlight The CEO agenda CEO insights blog Careers About PwC Technology careers Employer of choice Our history PwC Professional Employability Aspire to lead PwC s series on leadership and gender equality Country job search Explore careers with Strategy Press room Facts and figures Press contacts Analyst relations Global International PwC Sites Commonly visited PwC sites Global Australia Brazil Canada China Hong Kong France Germany India Italy Japan Mexico Middle East Netherlands Russia Singapore South Africa South Korea Spain Sweden Switzerland United Kingdom United States Complete list of PwC territory sites Aerospace defence insights A new intensity Programmes under pressure Download available formats Download PDF Download executive summary For our 3rd edition of A D Insights PwC interviewed 28 CEOs and senior executives in the industry on the subject of programme management effectiveness and profitability as well as the impact of changing dynamics from market shifts and globalisation They told us what the next generation of programme management will look like Programme performance is a hot topic Why talk about programmes under pressure A D companies are experiencing more pressure from more directions than ever before on price supply chain risk the need to expand globally the risks associated therewith and broader macro economic uncertainty Alongside this customers expect that innovation will continue while costs come down or are capped Innovation is a must have but can no longer come at any price This convergence of pressures is leading to a change in programme management that moves it well beyond its traditional heartland of scheduling progress tracking managing risk and pressurising or sometimes penalising suppliers How can companies respond to this convergence of pressures In the past companies would respond to pressure by majoring on excellence in one of solutions

    Original URL path: http://www.pwc.com/gx/en/industries/aerospace-defence/insights/industry-change-strategies.html (2016-02-10)
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