Introduction - gob.mx

Introduction

1. The Aerospace and Defense Industry in Mexico

1.1.MaturityProfileoftheAerospaceIndustryinMexico andGovernmentStrategy

2. The Aerospace and Defense Industry of Baja California

2.1SWOTAnalysis

3. Road Map (TRM) of the Aerospace and Defense Sector of Baja California

4. Strategic Milestones and Projects

4.1.CreationandIntegrationofaCapacityMapoftheSector(byCity)withReferencePoints(RegionalandInternational)

4.2.TalentManagementSystembyCompetencies

4.3.IntegrationofaStrategicPlanandStateTRMfortheIndustry

4.4.TrainingandEducationCapabilitiesMap

Conclusions

Matrix of Capabilities, Products and Processes

Business Directory

7

9

10

13

14

21

23

25

25

26

26

29

35

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Copyright ©2012 by ProMéxico. All rights reserved.

Camino a Santa Teresa 1679, Col. Jardines del Pedregal, Del. Álvaro Obregón,C.P. 01900,México, D.F.

[email protected]

1st editionMexico City, June 2012

PROMÉXICO

Carlos Guzmán BofillCEO

Ana María Rivas LlamasHead of the Administration and Finance Unit

Carlos Casas GuerreroHead of the Export Promotion Unit

Juan Ángel Vargas PlataHead of the Business Inteligence Unit

Juan Carlos Téllez Girón BarrónHead of the Institutional Support and Relations Unit

Luis Anthony Olivé HawleyHead of the Investment and International Business Promotion Unit

Sebastián Escalante BañuelosDirector of Publications and Content

Natalia Herrero MartínezEditing

Izael Mijangos GonzálezDesign

Created by:

Manuel Sandoval RíosMaría Cristina Carreón SánchezJuan Héctor Algrávez Gómez Ronald Eduardo Pérez Díaz

With the support of:

Gilberto Macías ZavalaEduardo González Díaz de LeónMaría Josefa Padilla MonroyJosé Mariano Moreno BlatMaría Luisa Silva Hernández

All rights reserved. No part of this book may be reproduced in any form by any electronic or mechanical means (including photocopying, recording, or information storage and retrieval) without previous written permission from ProMéxico.

Whereas every effort has been made to ensure that the information given in this document is accurate, ProMéxico accepts no responsibility for any errors, omissions or misleading statements in this document. Also, no warranty is given or responsibility is accepted, as to the standing of any individual, company or other organization mentioned in this document.

· Baja Aerospace Group· Baja California State Government· CETYS University· Coast Aluminum· Cobham· Eaton· Galvanizadora Tijuana· GKN Aerospace· Goodrich· Honeywell· Mexicali’s Industrial Development

Commission· Mexican Space Agency (AEM)

· National Chamber of IT, Telecommunications and Electronics Industry (CANIETI)

· Parker Aerospace· The United States-Mexico Foundation for

Science (FUMEC)· Tijuana´s City Council· Tijuana’s Industrial and Economic

Development (Deitac) · Tijuana’s Technological University (UTT)· Volare Engineering· Zodiac Aerospace

Working Group Members (TRM of the Aerospace and Defense Sector of Baja California):

7

Introduction

IntroductionThe guidelines contained in the National Flight Plan for the Aerospace Sector Road Map represent one of the most important national efforts to improve the vision of the develop-ment that the country’s aerospace and defense industry has recorded over the last decade.

The Road Map is the product of the vision of said document. From an integral approach that draws on the efforts of academia, the leading businesses of the sector, and the go-vernment, medium and long term strategic goals and guidelines have been created. The aim is to consolidate Baja California as the main cluster in Mexico for high added value, knowledge-based outsourcing (KPO) for the aerospace and defense (A+D) industry. The state of Baja California has the potential to develop fuselage systems and power plants, making it an important manufacturing supplier with integrated value chains.

Various opportunities for the A+D sector have opened in Mexico since the creation of an export control system and the country’s involvement in the Wassenaar Arrangement.1

Most notable is the correct management of dual use technologies in industrial proces-ses and in Mexico’s exports.

The capture of high added value investments is a task that requires substantial promo-tion, which will benefit the state’s plans regarding KPO services for the A+D industry.

The efforts of this regional road map involve a process of continuous improvement, constant evaluation and the convergence of every stakeholder who contributes knowled-ge. Therefore, it is a document that must be updated and adapted constantly.

1 The purpose of the

Wassenaar Arrange-ment is to promote

transparency and information exchange during dual use tech-

nology manufacturing and avoid the prolife-

ration of conventional weapons. It promotes

a safe environment for the trade of restricted

and dual use goods and technologies among the

41 countries that have adhered to the mecha-

nism to date.

9

1 // The Aerospace and Defense Industry in Mexico

1. The Aerospace and Defense Industry in Mexico

Mexico has been a reliable partner for components development, manufacture and ser-vices of the aerospace sector. During the last seven years, Mexico has recorded sustained annual growth of almost 20% in exports from the 249 aerospace and defense companies established in the country.2

Mexico has a series of advantages that make it the ideal destination for the attraction of investment projects in this sector. The country has talented and highly-skilled people: more than 115,000 engineers graduate every year, making Mexico the main source of tech-nological talent in the Americas.3 According to Alix Partners, Mexico ranks higher than India and China in terms of competitive manufacturing costs for the United States, the world’s leading trade partner.4 In addition, the country’s strategic location enables it to share bor-ders with the leading market in aerospace and defense production and consumption. This also places Mexico in the dollar zone, which is the most common currency for trade in this industry. To summarize, due to Mexico’s advantages, the amount of strategic investment projects has been constant in the last decade.

In 2011, when Mexico’s aerospace and defense sector’s net worth was measured, ex-ports of products and components reached 4.3 billion dollars. Mexico offers services for the aerospace and defense sector that, given their potential to create high added value goods, have a higher strategic value than operative. Such is the case of KPO exports, such as engineering and design of components, software and industrial processes, which con-tributed to exports with more than 600 million dollars in 2011.5

An opportunity to further the development of KPOs in the Baja California A+D cluster is based on the country’s opportunities as a privileged destination for projects that include restricted and dual use technology (for shared civil and military use). This is the result of the creation of an export control system and the admission of Mexico to the renowned Wassenaar Arrangement, which to date involves 41 countries with dual technologies in their industrial and export processes.

The possibility of receiving investment projects that include restricted high technolo-gy affects national competition through technology transfer. These investment projects support economic and social welfare by creating well-paid jobs for Mexican citizens. Ac-cording to conservative estimates, the Wassenaar Arrangement will enable the national industry to access a potential high technology export market of approximately 11.3 bi-llion dollars, plus the potential creation of between 30,000 and 40,000 highly-paid jobs in the next five years.6

It should be noted that Mexico’s image abroad among its trade partners is also a favora-ble factor. The country fosters the protection of intellectual property and maintains Arran-gements to guarantee the quality of its services and products, which have positively affec-ted certainty and security for aerospace and defense companies established in Mexico.

These factors have enabled the creation of highly-competitive poles that operate in a certified and world-class ecosystem. An example is the Bilateral Air Safety Arrangement (BASA) with the United States, which enables companies located in national territory to

2Created in 2012 by

ProMéxico’s Business Intelligence Unit (UIN),

with data from 2011 by the General Directorate of Foreign Trade (DGCE)

of the Ministry of Economy (SE).

32011 Projections, INEGI

- ANUIES, Graduate Studies Statistics Year-

books 2000-2009.Ministry of Education, Mexico’s Presidential

Office.

4Alix Partners, US Manu-

facturing-Outsourcing Index, 2011

http://www.alixpartners.com/en/WhatWeThink/

Manufacturing/2011USManufacturingOutsourcing

Index.aspx

5Almost 20% growth estimates in the ae-

rospace and defense sector, UIN ProMéxico,

2012.

6DGCE, SE, 2011.

1110

Mexico’s AerospAce industry roAd MAp (BAjA cAliforniA)

validate certifications granted by the Directorate of Civil Aviation (DGAC) with those gran-ted by the Federal Aviation Administration (FAA), with the goal of introducing goods and design to the US market.

Graph 1: Maturity profile

6D

2M

2C

1

E

E

7

2

1

3

C

4

4

3

3

M

4

4

5

5

D

1.1 Maturity Profile of the Aerospace Sector in Mexico

Cambridge University’s Institute for Manufacturing developed the concept of strategies for sector development. In this study, the Institute classifies sectors based on global and national development. It then defines seven areas, where each represents a sector strategy based on industry development.

The strategies are:

Area 1: Industrial policy overlaps with science and technology policy, while new industries are maintained as they emerge for the first time.

Area 2: Protection of the emerging industry, where countries seek to participate in an existing industry in the world and protect themselves from industry-related learning and cost curves.

Area 3: A country has significant leadership as this industry develops.

Area 4: While the industry matures, attention will preferably focus on improving produc-tivity and competitiveness, providing transition support to industries that are declining or that impose fees and take protectionist measures to maintain the industry.

Area 5: The industry is declining, but may be emerging or growing globally. The decision to intervene will be based on whether the country is losing an industry to international competition or moving away from an industry that is not relevant.

Area 6: By definition, there is a small and relatively stable number of producers in the country. While the global position falls, it is probably an industry that is declining and the-refore not suited to receive support.

Area 7: If the industry was declining before it developed in the country, it is more likely that it is declining globally.

In the case of Mexico, as can be seen, the aerospace industry is in Area 2, which means that the national strategy should lean toward protecting an emerging sector.

The aerospace sector in Mexico is developing into a globally mature industry, and so requires a strategy that focuses on the insertion of innovation capabilities in international networks and the attraction of strategic projects.

The Mexican aerospace sector’s growth will depend on its capacity to generate endo-genous innovation frameworks and increase the added value of products that are manu-factured in the country.

Graph 2: Maturity profile of the industries in Mexico

D

M

Ove

rall

leve

l of

deve

lopm

ent

Level of national development

C

E

E

C

Video Games

Aerospace

Animation TIC’s Automotive

Energy

Advertising ElectronicCinematography

E-Learning Multimedia

Mining Metal-working

M D

1 // The Aerospace and Defense Industry in Mexico

13

2 // The Aerospace and Defense Industry of Baja California

2. The Aerospace and Defense Industry of Baja California

The development of the aerospace industry in Baja California began after more than four decades of manufacturing activities, brought about by its geographic and cultural close-ness to the United States. This closeness has enabled a significant core of companies to be maintained, which respond to requirements such as high quality standards and complian-ce with regulations, with a daily involvement in the production of components for space and defense applications.

Baja California is one of the most important states for the Mexican aerospace industry. There are more than 50 companies and support entities from the sector that have recorded exports of approximately 1.148 billion dollars per year, 27% of national exports.7

The United States attracts two thirds of Baja California’s exports. The rest goes to Cana-da, England, France and Germany, among other countries. It should be noted that exports to these countries have maintained a sustained growth since 2002.

Baja California focuses its innovation capabilities on complete integration aircraft tes-ting and interior design. In terms of manufacturing, the state specializes in precision ma-chining, electrical and power systems, hydraulic systems and interiors and metal plate conformation processes. Some companies have internal capabilities for special processes, thermal and surface treatments. They also perform MRO activities on engine parts.

7Created by ProMéxico’s

UIN with information from SE, 2011.

Graph 3. Capabilities of the aerospace and defense sector of Baja California

Note: Capabilities marked in purple relate

to manufacturing and innovation activities.

Capabilities marked in blue relate to design

and engineering.Components and parts suppliers

AirframeAssembly and

Sales

On-Board Avionic

Systems

PropulsionSystems

Airframe Structures, Subassemblies and Subsystems

Electronic and Electrical Components

and Parts

Electronic Systems and Subsystems

Environmental Control Systems

Landing Gear Systems

Hydraulic Systems

Starting Systems and Electrical Power Sources

Fuel Systems

Fuselages and Structures

Engines and Components

Engine Accesories

Interior Cabin Systems and Components

1514


Enrollment in engineering and technology programs in Baja California amounts to 20,923 students from a total of approximately 774,597 nationally, making it one of the states with the largest number of students in these programs.8 Baja California is becoming a pole that defines its capabilities transversally; therefore, it can capitalize its experience in the electronics, metal-working and plastics and composite materials industries.

It is important to reinforce engineering activities related to development and support infrastructure for talent training and the supply of required technical and technological services, leveraging the global reach of its manufacturing industry’s current operations.

2.1. SWOT AnalysisFor the development of the strategy for the Baja California A+D industry, and to learn more about its situation, a SWOT analysis was carried out by the TRM working group.

8ANUIES

(2008-2009).

StrEngthS WEAknESSES

High talent supply

Wide experience in the industry

Higher business concentration

Coordination of the triple helix

Support from federal, state and municipal governments

Coordination and communication among the state’s cities in early stages

Lack of supplier development

Need for quality certifications for the industry in local supply chain

Lack of coordination between academia and the industry’s needs

Low-skilled human resources

OppOrtunitiES THrEATS

Geographic location

Study programs aimed at industry needs

Budgetary cuts for defense projects in the United States

Economic strength

Wassenaar Arrangement

Evolution of aerospace manufacturing toward added value services and design centers (KPO)

International competition

Economic crossroads

Perception of insecurity

Change of government

Fiscal uncertainty

The working group of the Baja California A+D Road Map intends to turn the state into the main cluster in Mexico in terms of KPOs for the A+D industry. After identifying the region’s inhibitors and promoters to reach this goal, the working group pointed out that the large talent pool for the A+D industry, the industrial and business concentration ex-perience, coordination between the triple helix and government support have been fun-damental to leverage this development. In addition, they emphasized the advantages of neighboring the world’s leading aerospace market, as well as budget cuts to technology research and development projects and dual use technology manufacturing in the US as factors that have driven Mexico to become a competitive trade partner for the continua-tion of these projects.


1716


Graph 4. Causal Map

Talent Supply

Business Concentration

Willingness to Coordinate

the Triple Helix

Government Support

Low-skilled Human

resources

Supplier Development

Effective Academy-Industry

Coordination

Coordination among

Countries

Beginning Scores and

Certifications

national Experience

Based on the results of the SWOT analysis and the analysis of the current situation of the Baja California A+D industry, the main challenge to make the state the most competitive pole in KPOs for this sector lies in the generation of new technicians and engineers who can adapt to the new technologies demanded by the industry.

Of the 20,923 engineering and technology students in Baja California, 1,811 graduate and 1,772 obtain degrees each year. The infrastructure capacity and quality of universities and technology centers in the state must be leveraged by implementing new programs aimed at satisfying industry needs and focusing on Baja California’s opportunity in high terminal efficiency.

9“The New Focus of Outsourcing: KPO,”

KPMG, 2010 www.kpmg.com/mx/es/issuesandinsights/

articlespublications/paginas/imagen-

nuevo-enfoque-del-outsourcing-kpo.aspx

10www.huffingtonpost.

com/2012/01/26/military-budget-cuts-

pentagon_n_1234761.html

11www.wired.com/

dangerroom/2011/11/mega-weapons-lab/

After analyzing the trends identified by the working group of the A+D Road Map of Baja California, it was determined that the vocation selected for this cluster is aligned with an important global trend: industrialized countries perform KPOs in emerging countries, with dynamic economies like Mexico.

In 2010, KPOs were valued at 17 billion dollars, and India was the largest recipient (71% market share). The trend towards global KPOs is increasing. According to KPMG’s estimates, Mexico will have an important share in this sector, which is valued at 34 billion dollars by 2020.9

Among the advantages that make Mexico a privileged partner to receive investment projects for KPOs are its strategic geographic location; the use of similar time zones; the pool of skilled and quality talent that offers the competitive costs required for this eco-nomic niche; and a strong economic relationship with the United States, which enable Mexico ease into this sector that generates high added value.

In addition, the trend analysis showed a huge opportunity for the Baja California A+D KPO cluster with budgetary cuts for defense in the United States.10 These cuts force aeros-pace firms that have received production projects to continue with smaller budgets. This entails closing research and development centers in the United States for projects that contain restricted and dual use technologies.11

Due to national security and intellectual property reasons that could endanger the US’s technology leadership, partnership options are limited to certain regions and the nationa-lity of professionals who can participate in the US defense market. However, Mexico and its citizens are eligible for outsourcing this type of project, which supports the success of the Baja California A+D in KPO cluster to attract projects to export controlled goods and services to the United States.


1918


2012

SOCIAL

2013 2014 2015 2016

Growth of the aviation industry in China

Lighter airplanes (new generation)

More efficient and less harmful turbines

Macro-economic stability

Development of sector-related public policies

Elections in Mexico and the United States

Integration of aerospace systems

Cost reduction and efficiency demanded in the industry

Increase in environmental regulations

COMAC launches the C919

Higher protectionism in developed economies

Increase in economically active population

Economic crossroads in the United States (businesses in the region are affected)

Implementation of new technology in aircraft

reconversion of hydraulic and pneumatic systems to electrical systems

Graph 5. Global trends in A+D kPOs

2017 2018 2019 2020 2021 2022Professional drain

Engineering and design migration to Mexico

Utilization of leisure capacity of executive jets

Increase in instrumentation and code inside aircraft

Passenger experience influences airplane design

Competition with other means of transportation

Integration of technologies from other industries to the aerospace industry

Using off the shelf components for defense applications

Increase in the cost of entry ticket to the aerospace industry

for the aerospace industry

Increase in supply of regional jets

Increase in energy costs

Development of alternative supply zones in emerging economies

Progressive migration to emulate automotive quality systems

Industry migration to Mexico

More efficient alternative configurations

Green processes and materials

Airplanes use alternative/renewable energies

Increase in industry demand and production

Investment in new material development (nanocomposites)

Increase in global confidence in Mexico as a destination

TECHnO- LOGICAL

ECOnOMiC

EnvIrOn-MEnTAL

POLITICAL AnD LEGAL


21

3 // Road Map of the Aerospace and Defense Sector of Baja California

3. Road Map of the Aerospace and Defense Sector of Baja California

The Road Map is planned in two stages; priority was established by the working group based on the relevance of strategic projects. During the first stage, they agreed to work on projects identified as high impact and feasibility for the development of the aerospace industry of Baja California.

Graph 6. road Map

International competitive cluster

through the articulation of a

high value productive ecosystem

v.C.O.= Export volume, level of sophistication of

exports, FDI import substitution, local

suppliers

Main hub of exportation of high value knowledge-

based services (kPO) for the A+D industry in Mexico

Triggers and coordinates

Mexico’s leadership in Latin America in kPO for fuselage systems and power plants

2015

2020

2025

Diagnosis of training needs

Talent management system by competencies

Creation and integration of a map of sector capabilities (by city) including benchmark (regional and international)

Map of training and education capabilities of Baja California

Integration of a strategic plan and state TrM for the industry

vertical support for the industry with a focus on SMBs

Strategic alliances with similar international organizations

Cross-border commission for pole development

Mature fleet recycling hub

Specialization programs for engineers, technicians, operators and soft skills (aligned with the industry’s DnCs)

Identification of and approach to leading businesses to promote their capabilities

Integration of regional capabilities to global innovation systems in SFPP

Program for branding, advertising and dissemination the zone’s capabilities

Technology, industrial innovation and market trend observatory

Practices program and dual system (national and international)

kPO attraction for fuselage systems and power plants

Implementation of technology capabilities, innovation, testing and certification infrastructure

23

4 // Strategic Milestones and Projects

4. Strategic Milestones and Projects

A strategic milestone is a goal or objective based on the prospective analysis of trends. In addition, for a milestone to be considered strategic, it must fulfill SMART requirements.

S: Specific; M: Measurable; A: Aggressive but Attainable; R: Relevant; T: Time-framed.

Below are the three strategic milestones on which the road map focuses, obtained by the working group created to analyze them.

Graph 7. Strategic Milestones

2014 2016 2020 20242018 2022 20262017 2021 20252019 20232015

Baja California is the main export hub of high value, knowledge-based services (kPO)

for Mexico’s A+D industry.

Baja California is an international competitiveness pole thanks to the articulation of

a high-quality cluster.

Baja California is a trigger. It coordinates actions to turn Mexico into a kPO leader for fuselage systems and power plants in Latin America.

2524


Every subsequent activity which focused on promoting the ideal conditions to achieve this milestone was then scheduled. The triple helix (academia, industry and government) will have to work together to achieve these three important goals in the time frames and manner required; the active and purposeful participation of all those involved is of the utmost importance.

After the evaluation and consideration of strategic projects in the workshops of the aforementioned working group, 15 strategic projects are presented. It was agreed to work on these projects based on the results of the impact/feasibility study generated in the road map workshops.

1. Creation and integration of a capabilities map of the sector by city with regional and international reference points.

2. Talent management system by competencies.

3. Integration of a strategic plan and state TRM for the industry.

4. Training and education capabilities map.

Stage 1: Diagnosis of training needs.

Stage 2: Specialization programs at engineering, technician, operator and soft skills level, aligned with the industry’s DNCs.

5. Identification and approach to leading companies to promote their capabilities.

6. Integration of regional capabilities to global SFPP (Project Formulation and Prepa-ration Services) innovation systems.

7. Program to position, promote and communicate the area’s capabilities.

8. Vertical support for the industry with a focus on SMBs.

9. Technology, industrial intelligence and market trends observatory.

10. Practices and dual system (national and international) program.

11. KPO attraction for fuselage and power plant systems.

12. Implementation of technological, innovation, testing and certification capabilities infrastructure.

13. Strategic alliances with similar international organizations.

14. Cross-border commission for pole development.

15. Mature fleet recycling hub.

4.1. Creation and Integration of a Capabilities Map of the Sector (by City) with reference Points (regional and International)

The goal of this project is to identify the capabilities for Baja California’s industrial proces-ses and value chain and to develop suppliers, as well as competencies for professional training in the sector.

The road map will establish the basis to support strategies that lead the state’s industry to achieve its goals. It is a fundamental tool for the implementation of a productive coordi-nation system. The scope of the project includes an analysis of the leading companies’ ca-pabilities and their goods and service suppliers by city, to improve business by developing the value chain of local industry.

The leadership of this project, based on the working group’s decision, depends on the commitment of the representation of the Mexico-United States Foundation for Science (FUMEC), to follow up on actions to fulfill this strategic project.

Support and BenefitsThe benefit of this project is being able to see the current reach of Baja California’s industry, categorized by competencies and capabilities to strengthen the supply value chain. It also seeks to create strategies to maintain and capitalize on strengths, and identify and pro-mote the areas of opportunity required to meet the main goals of the sector in this state.

Disaggregating the competencies offering enables the sector to be promoted among other value niches where current and developing competencies are required, beyond the sale of technical specialization. This project will help trigger others, such as strategic plan-ning, industrial technology and the intelligence observatory, to have continuous and his-torical information to support the decision-making that will guide the industry.

The verification of the feasibility of development and strengthening in previously iden-tified niches of opportunity (fuselage systems and power plants) guides efforts and acce-lerates development by executing strategic projects to ultimately position Baja California in the global market.

4.2. Talent Management System by CompetenciesThe goal of this project is to identify profiles and competencies required for high-demand A+D positions. To do so, it covers the development and use of a technological platform and the use of advanced talent management and business intelligence practices.

Based on the decision of the working group, the president of the Baja California cluster will lead the project with the commitment to follow up on activities.

Support and BenefitsThe creation of a talent management platform is required to trigger talent in this region. The underlying benefits are:


2726


To identify among professionals leaning towards aerospace, engineering, design, restricted technologies and general sciences, from those with the potential to integrate into this sector.

To analyze future staff trends and requirements to facilitate planning for capabilities and abilities that must be developed based on milestones and projects set by the sector’s strategic road maps.

To guide and support professionals, providing them with development routes based on their area of specialization and level, to clear their growth perspective in aerospace disci-plines and restricted high technologies.

The main challenge for Baja California is to cover the demand for engineer, technician and specialist training, considering that in leading countries (such as the United States) there is a talent deficit and a lower number of available engineers per capita than in Mexi-co. In addition, Mexico is a strategic trade partner for the United States and meets the requirements of specialist subcontracting.

4.3. Integration of a Strategic Plan and State TrM for the Industry

The goal of this project is to create a strategic plan to identify the region’s development po-tential and define a specific vocation, using road map methodology, where participation and cooperation from the leading companies of the sector, academia and the government are essential.

Based on the decision of the working group, the representative of ProMéxico’s state offi-ce will lead this project with the commitment to follow up on sectorial strategy activities.

Support and BenefitsA strategy is fundamental for the correct development of an industry. It helps to identify critical factors that are linked to competitiveness, to define future lines of action through trends and technologies, and to correctly plan resource distribution to meet goals. A stra-tegy helps to trace the path that industry could take to achieve long term goals. In addi-tion, it establishes channels of communication among players and a knowledge mana-gement system that acts as a common base to develop the industry’s strategy regionally.

4.4. Training and Education Capabilities MapThe goal of this project is to identify current programs in universities and technical schools to evaluate the state’s research and development capabilities for the sector. The represen-tative of private initiative in the aerospace cluster of Mexicali will be the leader to correctly follow-up on activities required to complete the project.

Support and BenefitsThis project will establish the foundation to create a study on the gap between the sector’s needs and the educational offering, to achieve a stronger link between the aerospace in-dustry and higher education institutions, with the goal of reducing the learning curve and providing a higher degree of specialization.

Human capital is an essential element and a trigger of the aerospace industry’s develop-ment. That is why there is a need to guide efforts and strategies to strengthen the training and education offering to turn Baja California into the main high added value, knowledge-based services export cluster.


29

Conclusions

ConclusionsThe increasing number of investment projects in the aerospace and defense sector that have been leveraged in Mexico support one of the most important developments of the industry in the last decade. Mexico has positioned itself to its trade partners as one of the most competitive and strategic destinations for the sector’s manufacturing, service outsourcing and industrial processes.

This road map was completed with the intention of creating a vision for the aerospa-ce sector’s industrial development in Baja California to create a strategic road of action. Through the coordination between the business sector, academia and government, a sha-red vision was created with specific commitments, to enable Baja California to become the main cluster in Mexico for KPO-based services for the A+D industry, and the development of suppliers required to consolidate the value chain of several niches, such as fuselage systems and power plants.

The analysis of global KPO trends shows a huge opportunity in the face of the industrial slowdown of the United States, that forces the main economic sectors to maintain their competitiveness in the industry. To deal with increasingly higher costs, and the lack of talent they require for development, the main industries in the United States must look for more competitive options to maintain their research and development activities, and protect themselves from activities that require highly specialized professional capabilities.

Baja California’s various endogenous advantages, such as its frontier with the main KPO market in the world, its highly-skilled population, extremely competitive manufacturing costs and cultural affinity with the United States, make it the ideal destination for activities that require high added value, knowledge and advanced manufacturing for the aerospace and defense sector.

This road map is flexible and requires constant updating to fulfill the goals established. Now that this path has been traced, Baja California can reach its destination successfully through the joined efforts and collaboration of the specified players.

3130


COMPAny1. Aerodesign de México, S.A. de C.V (C&D Zodiac Aerospace)

3. Alied, Tools & Die Company

2. Aerospace Coatings International (Industrial Vallera de Mexicali, S.A. de C.V.)

4. Anodimex de México, S. de R.L. de C.V.

5. AP PARPRO (Ensambles del Pacífico, S. de R.L. de C.V.)

6. BC Manufacturing, S. de R. L de C. V.

7. Bourns de México, S.A. de C.V.

8. Chromalloy, S.A. de C.V. (Chromalloy Aerospace)

9. Cobham (Remec México, S.A. de C.V.)

10. Compoende Aeronáutica de México, S.A. de C.V.

11. Consolidated Precision Products, S. de R.L. de C.V.

12. Crissair de México, S.A. de C.V.

13. Custom Sensors and Technologies de México Aerospace

15. Dynamic Resources Group Tecate Llc, S.A. de C.V.

17. Empresas L.M., S.A. de C.V.

19. FSI de Baja, S.A. de C.V.

21. Goodrich Aerospace de México, S. de R.L. de C.V.

23. Honeywell Aerospace de México, S. de R.L. de C.V.

25. Jonathan Mfg. de México, S. de R.L. de C.V.

14. Delphi Connection Systems Tijuana, S.A. de C.V.

16. Eaton Industries, S. de R.L. de C.V.

18. Esterline (Leach International México, S. de R.L. de C.V.)

20. GKN Aerospace Chem-tronics Inc. (Industrial Vallera de Mexicali, S.A. de C.V.)

22. Gulfstream-Interiores Aéreos, S.A. de C.V.

24. Hutchinson Seal de México, S.A. de C . V.

m

m

m

m

m

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m m m

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m m

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1 1

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1 1

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1 111

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11

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11111

m/mro

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1

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1 1 1

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1

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nDT/HT/

CHP/w

nDT/HT/

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Aer

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nDt= Nondestructive TestingC= CoatingsChp= Chemical Processinght= Heat TreatingMt= Material TestingnM&SE= Non Conventional Machining and Surface Enhacementw= WeldingM= ManufactureMrO= Maintenance, Repair & OverhaulI+D= Engineering + Design1= Capabilities and Certifications

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BAjA CALIfornIA: Matrix of Capabilities, Products and Processes

3332


COMPAny Aer

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26. Lat Aero-Espacial, S.A. de C.V.

28. Lockheed Martin (Electro-Ópticas Superior, S.A. de C.V.)

27. LMI Aerospace (Industrial Vallera de Mexicali, S.A. de C.V.)

29. MAHETSA (Máquinas, Accesorios y Herramientas de Tijuana, S.A.)

30. Nex Tech Aerospace (Industrial Vallera de Mexicali, S.A. de C.V.)

31. North American Production Sharing de México, S.A. de C.V.

32. Orcon de México, S.A. de C.V.

33. Parker Industrial, S. de R.L. de C.V.

34. Placas Termodinámicas, S.A. de C.V.

35. Procesos Térmicos y Especiales de Mexicali, S. de R.L. de C.V.

36. River Manufacturing International

37. Rkern Manufacturing de México, S. de R.L. de C.V.

38. Rockwell Collins (Ensambladores Electrónicos de México, S.A.)

40. Segó Precisión de México, S. de R.L. de C.V.

42. Suntek Manufacturing Technologies, S.A. de C.V.

44. Switch Luz, S.A.

46. Technology and Industrial Services de México

48. Tyco Electronics Tecnologías, S.A. de C.V.

39. SEA CON Global Production, S. de R.L. de C.V.

41. Southco Inc. - Hartwell Dzus, S.A. de C.V.

43. Suntron de México, S. de R.L. de C.V.

45. TDI -Transistor Devices de México, S. de R.L. de C.V.

47. Transmex International, S.A.

49. Volare Engineering, S. de R.L. de C.V.

m

m

m

m

m

m

m mm/i+d

m/i+d

m m

m

m m

m

m m

m

m

m

m

m m

m

m

m

m

m

m

m m

I+D I+D 1

1

1

1

1

1

1

1

1

1 1

1 1 1

1

1

1

1

1

1 1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

1

111

1

1

1

1

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1

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1

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1

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1

1

1

1

1

1

1

1

1

1

1

1

1

1

11

m m

m/ mro

m/ mro/

I+D

m/ mro/

I+D

m m

m


BAjA CALIfornIA: Matrix of Capabilities, Products and Processes

35

Business Directory

Business DirectoryAllpower Mfg. Co. (Co-Production)Fernando Bello Taller Pirul 302-A Parque Industrial Tecate.01 (665) 521 [email protected]

Consolidated Precision Products, S. de R.L. de C.V.Ulises VáldezCarretera Tijuana - Ensenada Km. 97.5, El Sauza de Rodríguez, 22760, Ensenada.01(646) 175 [email protected]

FSI de Baja, S.A. de C.V.Arturo BerecocheaAv. Reforma 394, Fraccionamiento Loma Linda, 22890, Ensenada.01(646) 120 [email protected]

Hutchinson Seal de México, S.A. de C.V.Mario García, General Manager / Ignacio Sánchez, Head of AerospacePelícano 313, Col. Lomas de San Fernando, 22785, Ensenada.01(646) 173 6712www.hutchinsonrubber.comisanchez@[email protected]@stillmanseal.com

Orcon de México, S.A. de C.V. Roberto Buelna de la Toba, Director GeneralBlvd. Lázaro Cárdenas 244, Parque Industrial Chapultepec, 22785, Ensenada.01(646) 120 1888 / 129 [email protected] [email protected]@orcon.com

Aerospace Coatings International (Industrial Vallera de Mexicali, S.A. de C.V.)Fortunato G. Arce, Director General / Celia Castro AssistantIndustria del Papel 17, Parque Industrial El Vigia, 21389, Mexicali.01(686) 562 [email protected]

3736


Chromalloy, S.A. de C.V. (Chromalloy Aerospace)Héctor Vázquez, Plant ManagerGalaxia 91, Parque Industrial Mexicali I, 21210, Mexicali.01(686) 566 5331 / [email protected]

Compoende Aeronáutica de México, S.A. de C.V.Ricardo Martínez, RepresentativeJúpiter 193, Parque Industrial Mexicali I, 21210, Mexicali.01(686) 565 [email protected]@compoende.com

Empresas L.M., S.A. de C.V.Luis Mendivil N., General Manager / Luis Fernando Mendivil S., Production ManagerAv. Mecánicos 1350, Col. Industrial, 21010, Mexicali.01(686) 554 66 9101 / 555 [email protected] [email protected]

Rockwell Collins (Ensambladores Electrónicos de México, S.A.)Aldo Romero Moreno, Director General / Anabel Valle Astorga, Plant Manager Ernesto Duarte Magaña / Legal RepresentativeAv. Sierra San Agustín 2498, Col. El Porvenir, Parque Industrial Progreso, 21185, Mexicali.01(686) 556 6301 / 837 [email protected] [email protected]

GKN Aerospace Chem-tronics Inc. (Industrial Vallera de Mexicali, S.A. de C.V.) Dave Harriman, Plant VP / Ardy Najafian, General ManagerCircuito Siglo XXI 1974, Parque Industrial Ex-XXI, 21290, Mexicali.01(686) 905 0005 / [email protected] [email protected]

Goodrich Aerospace de México, S. de R.L. de C.V.J.J. Pérez, Plant Manager / Bijan Latifzadeh, Gerardo Teuttli, Gary M. Sullivan, Legal RepresentativesCalzada Venustiano Carranza 238, Desarrollo Industrial Colorado, 4a. Etapa, 21384, Mexicali.01(686) 904 7900 / [email protected] [email protected] [email protected]

Gulfstream-Interiores Aéreos, S.A. de C.V. Daniel O’Malley Juday, General Manager / Joana CervantesBlvd. Lázaro Cárdenas 2385, Col. Elías Calles, 21397, Mexicali.01(686) 562 8600 / [email protected]@gulfstream.com

Honeywell Aerospace de México, S. de R.L. de C.V. José del Muro, Line Production Manager / James Bedon, General Manager Aldo Romero Moreno, Plant Director / Alfredo Cárdenas, Plant ManagerCircuito Aeroespacial 12, Parque Industrial El Vigía II, 21395, Mexicali.01(686) 580 5300 / 07 / [email protected] [email protected] [email protected] [email protected]

Jonathan Mfg. de México, S. de R.L. de C.V.Eduardo Lavalle, Materials Manager / Marco JiménezCircuito Siglo XXI 2136, Parque Industrial Ex-XXI, 21259 Mexicali01(686) 567 6767 01(686) 567 [email protected]

LMI Aerospace (Industrial Vallera de Mexicali, S.A. de C.V.)Armando Vargas, HR Manager / Brad Nelson, Program ManagerAv. Eucalipto 2351, Módulos C y D, Parque Industrial Calafia, 21259, Mexicali.01(686) 905 [email protected]@lmiaerospace.com

Business Directory

3938


Nex Tech Aerospace (Industrial Vallera de Mexicali, S.A. de C.V.)Saturno 2, PIMSA 1, Parque Industrial Mexicali 1 Alamitos, 21210, Mexicali.01(686) 841 0330www.nex-techaerospace.comtzinia.martinez@nex-techaerospce.com

Suntek Manufacturing Technologies, S.A. de C.V.Zaven Arakelian, Director General / Santos Soriano, General Manager / Daniel Hernández Circuito Internacional Norte 14-Sur, Parque Industrial Nelson, 21395, Mexicali.01(686) 580 0414www.karelmanufacturing.comgperez@[email protected] [email protected]

Volare Engineering, S. de R.L. de C.V. Edgar Paz, Director / Sergio Segura, RepresentativeCalz. Cuauhtémoc 899-2A, Col. Pro-hogar, 21240, Mexicali.01(686) 567 5286 / [email protected] [email protected]

Triumph Insulation Systems (Placas Termodinámicas)Steven Wilson, Director General / Luisa Miramontes, General ManagerAv. El Rey del Desierto 66, Parque Industrial El Sahuaro, 21399, Mexicali.01(686) 561 [email protected] [email protected]

Dynamic Resources Group Tecate Llc, S.A. de C.V. Romeo A. Toledo Muñóz, General Manager / Martha BenítezAv. Maple 7B-1, Parque Industrial Tecate, 21430, Tecate.01(665) 655 [email protected] [email protected]

Southco Inc-Hartwell Dzus, S.A. de C.V.Javier Mendoza, General ManagerProl. Av. Juárez 999, Col. El Refugio, 21440, Tecate.01(665) 654 0493 / [email protected]

TDI-Transistor Devices de México, S. de R.L. de C.V.Martín Quezada, General ManagerViñedos 3000, Parque Industrial El Bajío, 21440, Tecate.01(665) 655 [email protected] [email protected]

Anodimex de México, S. de R.L. de C.V.Roberto Limón / Yolanda A. Ortiz, Legal RepresentativeBlvd. Pacífico 9217, Parque Industrial Pacífico, 22709, Tijuana.01(664) 969 [email protected]

BC Manufacturing, S. de R.L. de C. V. Mario Alberto Rodríguez García, General ManagerRampa de Otay 1115, Parque Industrial Misiones de las Californias, 22396, Tijuana.01(664) 624 9939 / 188 [email protected]

Aerodesign de MéxicoGustavo Treviño, RH ManagerBlvd. Pacífico 14634, Parque Industrial Pacífico, 22670, Tijuana.01(664) 626 0555 / [email protected]

Crissair de México, S.A. de C.V. Salvador Jiménez, Plant Manager / Karla AnayaRomano 13525-M, Fracc. Alcalá La Mesa, 22440, Tijuana.01(664) 683 [email protected];[email protected]

Delphi Connection Systems Tijuana, S.A. de C.V.Natividad Rosario Osuna, Plant Manager and Representative Blvd. Pacífico 14532, Parque Industrial Pacífico, 22643, Tijuana. 01(664) 622 6100 / 52 / 55www.delphi.com [email protected]

Business Directory

4140


Eaton Industries, S. de R.L. de C.V. Jerry Newman, Plant Manager / Alberto García and Héctor Soto, Legal RepresentativeAv. Santa Rosalia 9707, Parque Industrial Pacífico II, 22572, Tijuana.01(664) 978 1600 / 626 [email protected] [email protected]@eaton.com

Lockheed Martin (Electro-Ópticas Superior, S.A. de C.V.)Pablo Santos, Plant ManagerAlba y Terrazo 9, La Mesa, Parque Industrial Bustamante, 22450, Tijuana. 01(664) 626 [email protected]

AP Parpro-Ensambles del Pacífico, S. de R.L. de C.V. José Luis Vega de la Cruz, Director General and Representative LegalPeriférico Sur 1, Col. Obrera 2a Sección, Parque Industrial Agua Azul, 22180, Tijuana.01(664) 637 5602 / [email protected]

Lat Aero-Espacial, S.A. de C.V. Román Barroterán, Plant ManagerErmita Norte 2-C, Col. La Mesa, 22440, Tijuana.01(664) 621 [email protected]

Esterline (Leach International México, S. de R.L. de C.V.)Roberto Navarro, Plant ManagerAv. del Águila Azteca 19190, Parque Industrial Bajamaq, El Águila, 22215, Tijuana.01(664) 625 [email protected]

Mahetsa (Máquinas, Accesorios y Herramientas de Tijuana, S.A.)Wilberth Santoyo, General ManagerAv. Del Fuerte 18 - 469, Fracc. Campestre Murua, 22520, Tijuana.01(664) 623 2544 / 624 [email protected]

North American Production Sharing de México, S.A. de C.V.Ricardo Sánchez, Plant ManagerCarretera Tecate Km. 14.5, Centro Industrial Los Pinos (bodega 30), 22850, Tijuana.01(664) 660 [email protected]

Parker Industrial, S. de R.L. de C.V.Geromin ReyesSiete Norte 111, Parque Industrial Nueva Tijuana, 22500, Tijuana.01(664) 623 [email protected]

Cobham (Remec México, S.A. de C.V.)Javier Urtizo, Plant Manager Terrazas 4350 Int. 6 y 7, Col. La Mesa, Ciudad Industrial Bustamante, 22610, Tijuana.01(664) 661 6025www.remecrds.com [email protected]

River Manufacturing InternationalAv. 2B Corporativo, Parque Industrial OT, Tijuana.01(664) 624 9495www.rivermanufacturing.com

Rkern Manufacturing de México, S. de R.L. de C.V.Valle del Sur 8431-1, Col. El Rubí, 22620, Tijuana.01(664) 701 0539 / 637 9179

Seacon Global Production, S. de R.L. de C.V.Leticia Margarita PaziCallejón Terrazos 8, Local 2-C, Centro Industrial Las Brisas 1a. Sección, 22610, Tijuana.01(664) 626 [email protected]

Segó Precisión de México, S. de R.L. de C.V.Sergio Golfo, Director General Torre de Piza 230, Col. Magisterial, 22470, Tijuana.01(664) 645 [email protected]@segoprecision.com

Business Directory

4342


Suntron de México, S. de R.L. de C.V.Luis Chacón, General Manager Humberto Nieves Av. Producción 20 Módulo C, Parque Industrial Tijuana, 22425, Tijuana.01(664) 979 1100 / 11 / [email protected] [email protected]

Switch Luz, S.A.David Octavio Berruecos Ortigoza, Plant Manager Av. Las Brisas 14930 Int. 1 y 2, Parque Industrial Las Brisas II, 22610, Tijuana.01(664) 686 8088 [email protected]

Transmex International, S.A.Mario Rodríguez Corrella, RepresentativeRomano 13525-B, Fracc. Alcalá La Mesa, Parque Industrial Jumare, 22106, Tijuana.01(664) 681 [email protected]

Tyco Electronics Tecnologías, S.A. de C.V. José Luis García Hernández, Plant Manager / Adelina Acevedo, RH ManagerAv. Producción 20, Parque Industrial internacional Tijuana, 22424, Tijuana.01(664) 647 4500 / [email protected] [email protected]

Procesos Térmicos y Especiales de Mexicali, S. de R.L. de C.V.Av. Eucalipto 2351, Parque Industrial Calafia, 21259, Mexicali, Baja California.01(686) 905 0075

Allied Tool & DieBill JordanCircuito de las Misisones Sur 199 Modulo 1, Mexicali, Baja California.01(602) 276 2439

Bourns de MéxicoBlvd. Agua Caliente 4600 Local 13 Centro Industrial Barranquita Tijuana, B.C. Mexico, 22400.01(664) 608 6800

Customs Sensors and Technologies de México AerospaceCesar CastroOtay Plant: Parque Industrial FINSA01 (665) 682 [email protected]

Business SubcontractingAmerica's Plating Company, S. de R.L. de C.V. Wendy Raelings, Daniel CuevasCircuito Brasil s/n, Col. Alamitos, Parque Industrial El Alamo, Mexicali, 21210.01(686) 567 8535,www.americasplatingcompany.compprado@[email protected]

Alu-Wheel Machining Carretera San Felipe km 5.5 Granjas Sta. Cecilia.563 7361http://aluwheelmx.com/index.html

CCN GroupHéctor Richarte, General ManagerPIMSA [email protected] www.ccn2.com

Clon ManufacturingAdres AcuñaRamon Corona 1704 Col. Las Hadas, 21216.

CD Electronica de MéxicoJose Lopez VillarealBlvd. Benito Juarez, Km. 5.5, Col. Sanchez Taboada, Parque Ind. Nelson, 21360.01 (665)561 [email protected]

TIMSAJosé Burboa, General Managerel Rey del desierto # 66 Parque industrial el Sahuaro, Mexicali B.C.01(664) 561 [email protected]

Business Directory

4544


WDF ServicesCesar Ponce, General ManagerSaturno 18 Parque Industrial Mexicali I, Mexicali, B.C. 21210.01 (686) 565 [email protected] [email protected]

Baja Precision Cutting ToolsKm. 5, carretera Tecate-Tijuana Paso del Aguila Tecate Baja California, 21470, Mexico.01 (665) 655 5180

ConesysEhsan LatiffLos Olivos 2000, Col Industrial, 21430.311 618 3737

Fiesco PrecisionC. Jose Maria Pino Suarez 4000 Col. Bella Vista, Tecate Baja Cfa. Mexico.01 (665) 654 1825www.fiescoprecision.com/

Catalyst Asteel FlashJessica CorralAv. Producción 5B Parque Industrial Finsa.01 (664) 231 5007 Ext. [email protected]

Cubic de México Bernardo Felix621 [email protected]

Galvanizadora TijuanaMariana Montalvo Martino / Ricardo Garcia, Plant ManagerFracc. Garita de Otay, Tijuana B.C Jose Manuel Salvatierra 137.01 (664) 623 [email protected]

Platinadora BajaBlvd. Insurgentes # 19814 Parque Ind. Baja Maq.625 9555

Precision PlatingTres Norte 103-B Ciudad Industrial Nueva Tijuana,Tijuana [email protected] (664) 647 2628

Smiths Conexions AerospaceJorge SanchezCarretera libre Tecate - Tijuana #20221, Fideicomiso el Florido, 22234.211 0754 / 211 [email protected]

MTI de BajaArturo Berecochea, General ManagerReforma 394, Col. Carlos Pacheco, Ensenada B.C. 22890.120 [email protected]

TCT Industries Av. Ferrocarril Km. 14.5 Nave 27 Parque Industrial Pinos.01 (664) 689 5300

WelLchalynDanna Colling, Plant ManagerEmilio Flores 2471-A Cañón del Padre, 22203 Tijuana, Baja California.211 [email protected]

Spectrum IntegrityMichael InghamBlvd. Benito Juarez #907-7, Ocean Plaza.01 (661) 100 2349 [email protected]

Emerson (Emermex)Jesus Martin del CampoIndustria de la electrónica 44/70 Col. Ahumada, 21600.842 [email protected]

Manufacturing Solutions de MéxicoSergio Samaniego, General ManagerRamón Corona 3000 fracc. Las hadas.218 [email protected]

Business Directory

46


Mexicali PlatingFernando Arvizu, General ManagerCircuito Siglo XXI, 2136, Parque Industrial Ex-XXI.567 [email protected]

PAIMEXAna Abarca, General ManagerAve. Jose María Rotea s/n Col. Huertas de la Progreso, 21190.558 [email protected]

BAP Aerospace de MéxicoMaquiladoras 101 Col. Industrial Mesa de Otya.134 [email protected]

Support ServicesCalidad ISO AerospaceDaniel Ramos645 [email protected]

CIMA (Centro de Investigación y Manufactura Aplicada)Tomas Prieto, General ManagerAve. Rio mocorito #801-1 Col. Independencia.01 (686)145 7474

Honeywell Aerospace MRTC Centro Tecnológico y de Investigación y DesarrolloAlfredo Cardenas, General Manager842 [email protected]

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