Major disruptions present a huge risk to your aerospace program. When they occur, a comprehensive plan must be drawn up, distributed to stakeholders and executed. Yet, sometimes this just isn’t enough.
The complexity of most aerospace programs means multiple projects run simultaneously. With numerous departments and countless internal teams involved, it’s tough to roll out a response to a major disruption that can efficiently minimise the fallout.
For example, a customer may increase an order but require the same deadline for delivery. If there’s a failure to communicate this to all the relevant teams and individuals involved in production, this can lead to costly delays in production, missing the deadline and poor customer satisfaction.
This is the problem with reactive program management. By the time the risk has presented itself, it’s a case of damage limitation rather than damage avoidance.
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