Mission & Vision

Mission Statement
Kitty Hawk Aeronautics manufactures the highest-quality and most technically advanced avionics, telemetric componentry, and associated electronics for the aviation and aerospace industry markets.

Vision
By growing the customer base globally and maintaining the highest standards of customer satisfaction, innovation and the provision of leading-edge products and services, Kitty Hawk Aeronautics seeks to be the preferred provider of products and services to our aviation and aerospace industry customers.

History of Kitty Hawk Aeronautics
Kitty Hawk Aeronautics, Inc. (KHA) is a privately held corporation that was founded in 1981 to support the rebuilding of the U.S. military forces during the Reagan administration. Initially focused on providing products and services to the U.S. Department of Defense (DoD), KHA has expanded its customer base to include civilian agencies of the U.S. government that have aerospace needs. From its humble origins in North Carolina, KHA has grown to five locations across the United States, employing over 1,200 skilled professionals. KHA serves all defense services, NASA, the FAA, and maintains business alliances with a number of leading aviation and aerospace firms.

SWOT Analysis

Strengths - Reputation for quality - Record of successfully implementing strategic improvement programs - Strong and expanding lines of business - Strong research and development function - Well established network of strategic partners for big deals - Short development cycles for pushing out new product	Weaknesses - Fragmented, uncoordinated IT infrastructure - Lack of enterprise architecture to guide IT investments - Limited diversity in geographic regions/industry served - Limited use of metrics to track performance - Limited use of automation to support back-office functions - Lack of established suppliers in new markets
Opportunities - Large untapped markets in Asia/Europe - Many untapped opportunities for reducing costs by implementing an EA approach to bring coherence to IT systems - R&D activities to support NGSSAP may provide pipeline of new product for Asia/Europe markets	Threats - Implementing an EA program will require a significant culture change at KHA - Lack of support by business leaders could doom plans to bring coherency to KHA - Entering new markets could provoke retaliation from new competitors in core business

Kitty Hawk Aeronautics Inc. Concept of Operations (CONOPS) Future Scenario: KHA Customer Relations in 2010

1. Planning Assumptions
As part of our on-going Enterprise Architecture development efforts, we have launched a pilot future planning scenario: KHA Customer Relations in 2010. This is a projected future scenario based on our team’s SWOT analysis. The focus for this future scenario is KHA Customer Relations, and I present this brief as part of the Strategy aspect of our Enterprise Architecture. The planning assumptions which I have chosen are based on a positive operating environment and are as follows:

We will be undertaking a (culture change) program to orientate our senior executives to a strategic planning paradigm that leverages our Enterprise Architecture efforts;
The markets in Asia and Europe will continue to offer us opportunities;
We will have the necessary support by our business line leaders in pursuing our strategic objectives of expansion and growth.

2. Non-U.S. Markets – General Outlook
Our recently established offices in Brussels and Tokyo have informed us that we continue to face stiff competition from the likes of global players such as EADS (France), and BAE Systems (UK). I want to just focus on the top 3 non-U.S. markets for this scenario planning. Let’s start with the European Union (EU), which is a federation of 27 countries as of now. As for market outlook, the civil aircraft is the biggest segment of the European aerospace industry accounting for the highest turnover. In terms of export, the EU is the largest market for the U.S. aerospace industry; while Japan accounted for the largest single country export market for the U.S. last year. Subsequently, The EU’s three largest aerospace markets were France, United Kingdom and Germany. The UK aerospace industry is the third largest after France and Germany. This year, despite the economic slowdown which began in 2008 and which still affects the global aerospace industry, Europe’s aerospace and defense industries managed to improve their overall performance. Canada is a strong market for maintenance, repair and overhaul (MRO) of aircraft and aircraft systems and components. The strong market for MRO in Canada has been attracting customers from the U.S., Europe, South America and Asia. China’s rapidly expanding aviation industry presents many opportunities for U.S. exporters, particularly in the market for imported aircraft parts. China’s demand for aircraft parts can be attributed to a number of factors pertaining to the age and expansion of China’s aircraft fleet, domestic production and assembly of aircraft.

3. Optimal KHA Operating Model
As we have transitioned KHA from being a U.S. only company to a global one, we have to re-examine our on-going operating model, and not take it for granted that the status quo will serve us in the future. To take a reference from MIT Center for Information Systems Research, the operating model is the necessary level of business process integration and standardization for delivering goods and services to customers. An operating model has two dimensions: business process standardization and integration.
Standardization of business processes and related systems means defining exactly how a process will be executed regardless of who is performing the process or where it is completed. Process standardization delivers efficiency and predictability across the company. Integration, on the other hand, links the efforts of organizational units through shared data. This sharing of data can be between processes to enable end-to-end transaction processing, or across processes to allow the company to present a single face to customers. The four general types of operating models are:

Diversification (low standardization, low integration);
Coordination (low standardization, high integration);
Replication (high standardization, low integration);
Unification (high standardization, high integration).

Based on our study of the characteristics of the four operating models and our 2010 customer scenario, we have concluded that the ‘Unification’ operating model would be the optimal one to adopt. This is a major departure from our current operating model, which has be classified by the EA team as The characteristics of the Unification model are as follows:

Local and global customers; global suppliers;
Global manufacturing, financial, HR, order management, purchasing, customer service, and other processes;
Business units all support global aeronautics research, development, and sales;
Centralized management with matrixed business unit/process/geographical management;
Centralized process design implemented through ERP and corporate process owners;
Centrally mandated, single instance of key databases;
IT decisions made through central shared IT services organization.

4. Implications for our Enterprise Architecture
For the Unification operating model, both integration and standardization of business processes are required to serve different key customer types. Technology is used to link as well as to automate processes. The figure below identifies the process for designing the enterprise architecture core diagram for a Unification operating model. We need to start by identifying the key customers (i.e. segments and/or channels) that KHA serves. Next, we list the key key processes to be standardized and integrated. Then we identify the shared data needed to better integrate processes and serve customers. Finally, we may identify technologies which either automate or link processes.

Unification Core Diagram

The diagram reflects a highly standardized and integrated environment with standard processes accessing shared data to make products and services available to customers.