UK Composites Strategies 2009 & 2016 Lessons Learnt · The 2009 Strategy Timeline 3 January 2008...

UK Composites Strategies 2009 & 2016

– Lessons Learnt

Dr Faye Smith, Director, Avalon Consultancy Services

Contents

2009 Composites Strategy

Timeline

Lessons learnt

2016 Composites Strategy

Timeline

Example of delivery

Lessons learnt

© 2017 Avalon Consultancy Services Ltd2

The 2009 Strategy Timeline

3

January 2008 – Inter Agency Composites Group compiling ideas.

October 2008 – Industry Engagement meeting. (Industry buy-in)

Feb – Apr 2009 – UK CFRP Scoping Study. (Data)

June 2009 – BERR (BEIS) secures funds from SIF. (Funding)

June 2009 – TSB (Innovate UK) writing call for proposals. (research)

Discussions on how to provide ‘kit’.

June 2009 – Strategy workshop. (Industry reps buy-in)

Oct 2009 – Industry Consultation Workshops. (Industry buy-in)

October 2009 – Call for proposals for NCC. (kit)

November 2009 – Grand Challenge Call - £6m funding (research)

26th November 2009 – Strategy launched.

© 2017 Avalon Consultancy Services Ltd

2009 U

K C

om

posit

es

Str

ate

gy

http://avaloncsl.files.wordpress.com/2013/01/compositesstrategy-public-version-nov-2009.pdf

4

2009 Strategy – Lessons Learnt


Need a high level steering

group to ensure delivery.

Boundaries:

Define a vision including

technologies/sectors covered

Set timescales for development

and launch of the strategy.

As well as developing strategic

ideas and actions, need:

Industry validation

Data to show current and future

markets

Access to funding

Strategy should include:

Commercialisation process for

technology developed.

Plans to develop the supply chain,

including skilled employees.

Communication plan and continued

leadership

Documentation needed:

High level document, not too

technical, outlines ‘grand vision’,

including 1 page summary.

Presentation version.

All background reports/info

produced during development

should be made available to help

business planning and buy-in to the

concept.



April 2010, EY Supply Chain report for UKTI provided data and info

on the UK composites supply chain.

June 2010-11, i-Composites Grand Challenge project, 22 companies,

£10m.

EPSRC Centre for Innovative Manufacturing in Composites

(CIMComp) set up June 2011. Funding £5.2m over 5 years.

NCC opened 2011 and became part of the HVM Catapult.

Composites Leadership Forum 1st meeting Oct 2012.

The CLF is working to influence the Government and other bodies

(including industry, research centres, academia, skills providers) to

bring together support for composites and ensure growth and

industrial success for the UK.

Within the context of Government’s Plan for Growth

and emerging industrial strategy.

7 Composites Leadership Forum


Stakeholders:

• BIS

• TSB

• EPSRC

• Materials KTN

Delivery Partners:

• NCC

• Composites UK

• Composites Skills Alliance

• EPSRC CIMComp

Industry Groups:

• Aerospace Growth Partnership

• Automotive Council

• Motorsport Industries Association

• Construction

• Renewables UK

• Marine Industries Alliance

• Railway Industry Association

• Materials Suppliers

• People - ESG




Autumn Statement 2012 NCC extension funded (£28m).

June 2013 CLF’s ‘UK Composites 2013’ report published.

• The report was produced for CLF using literature research, reviews

with government bodies and sector groups, and meetings with

industry. More than 80 consultations in spring 2013.

• Full report (170 pages) available on demand to UK companies,

summary document, open access.

• Contents cover:

– Industry Sector analysis – global and UK use of composites; UK composites

industry background; UK supply chain analysis; comparisons of international

support; proposed actions

• Working Groups to take forward actions:

– Technology, Supply Chain, Skills and Learning, Standards & regulations,

Sustainability.

• Supply chain database initiated capturing industry information to

support strategy and delivery.


Composites Leadership Forum11





July 2013 CLF Working Group Leaders appointed.

Composites Innovation Cluster £11m funding through AMSCI.

CLF agree Composites UK to own the Industry Database ‘Hub’.

March 2014 ‘Composites Technology Roadmapping’ Report

completed for the CLF’s Technology Working Group.

Composites

Technology

Roadmap


AE

RO

SP

AC

E

DE

FE

NC

E

AU

TO

MO

TIV

E

RA

IL

CO

NS

TR

UC

TIO

N

MA

RIN

E

OIL

& G

AS

RE

NE

WA

BLE

S

C M RA D A R O

Sector roadmaps – composites issues

Engage with Sector Strategies

to understand opportunities and challenges

for composites applications

Cross-sector, shared

demands, common

development actions

Technology &

Manufacturing

Supply Chains

Knowledge

& Skills

Develop UK composites capability

for multi-sector benefit

• Following on from the recommendations of the ‘UK Composites 2013’ report, Market Pull and Technology Push roadmapping were performed across the UK composites sector. The results of these were combined and analysed and recommendations made for Technology, Infrastructure, Supply Chain, Skills and Standards development and the suggested routes for support of this.

• The Technology Push roadmapping identified 212 publically funded projects with composite content, worth £316m, of which £257m was funding, from 12 different sources.

• The Market Pull roadmapping identified that UK future manufacturing capability development required. It identified future composite products to be produced in the UK and split these into ‘clusters’ requiring similar volumes and performance levels, allowing the cross-sector manufacturing development required to be identified.

• Comparison of the R&D being funded with the technology development required to achieve the manufacturing required allowed areas where extra funding was required to be identified..


Interiors


Aero Auto Construct’n Marine O & G Rail Renew

100,000

1,000,000

10,000

1,000

100

10

Nacelles

Props / Rotors

Interior Parts

Motorsport

Functional Panels

Leisure Craft

Platform Systems

SA Wings

Engine Blades

Niche / Luxury

Medium Vol

Components

Super Yachts

Work Boats

Naval

Cabin Modules

Sub-sea Protectn

Topside Equip’t

Pre-fab Modules

Lineside Furn’re

Re-cyc’d Sleepers

OLE Gantries

Tunnel Linings

Vehicle Modules

Nacelles

Offshore Blades

Marine Blades

1

WB wings

BusModular Bridges

Interiors

An

tici

pa

ted

Sca

le

Large UAV

High volume, semi-structuralMid volume structures

Large structuresHigh performance structures

High volume, high performance

Custom Bridges

Pressure Vessels

Spoolable Pipe

Propellers








June 2014 CLF website launch. Work on strategy document started.

Composites Trailblazer Apprenticeship agreed.

Work began on a bid for a ‘Large Structures Centre’.

Oct 2014 NCC extension opening included presentation of UK

Composites Strategy ‘initial brief’.










March 2015 search for new Chair begins.

Composites UK launches Hub database with 1400 companies.

Composites included in bid for National College for Manufacturing.

Large Structures bid not funded.

Sept 2015 UKTI funded NCC to produce information and figures on

UK current and future composites market. (Large structures centre

case business case damaged)

UK Composites – Market Opportunities

Composites Leadership Forum 19

AEROSPACE DEFENCE AUTOMOTIVE RAIL CONSTRUCTION MARINE OIL & GAS RENEWABLES

£273m £383m £380m £55m £362m £220m £15m £601m

UPPER

£1,155m

33%

LOWER

£1,040m

UPPER

£3,590m

17%

LOWER

£1,250m

UPPER

£952m

16%

LOWER

£924m

UPPER

£1,146m

7%

LOWER

£909m

UPPER

£530m

4%

LOWER

£475m

UPPER

£3,490m

15%

LOWER

£1,430m

UPPER

£98m

10%

LOWER

£75m

UPPER

£155m

7%

LOWER

£125m

UPPER

£640m

14%

LOWER

£510m

UPPER

£1520m

8%

LOWER

£1235m

UPPER

£270m

3%

LOWER

£240m

UPPER

£370m

3%

LOWER

£320m

UPPER

£337m

68%

LOWER

£82m

UPPER

£1,100m

31%

LOWER

£315m

UPPER

£685m

3%

LOWER

£646m

UPPER

£1,100m

4%

LOWER

£878m

20

15

Ba

se

lin

e2

02

0F

ore

ca

st

20

30

Op

po

rtu

nit

y

UK Total

£2.29bn

UPPER

£4.67bn

15.32%

UPPER

£12.48bn

11.97%

20

15

Ba

se

lin

e2

02

0F

ore

ca

st

20

30

Op

po

rtu

nit

y











UK current and future composites market.

Jan 2016 New CLF Chair appointed. Composite UK appointed

Secretariat of CLF. Dates set for Strategy launch. Restructure of

Working Groups to deliver Strategy agreed. Comms group agreed.

UK Composites Strategy Delivery

Composites Leadership Forum 21









UK current and future composites market.

Jan 2016 New CLF Chair appointed. Composite UK appointed

Secretariat of CLF. Dates set for Strategy launch. Restructure of

Working Groups to deliver Strategy agreed. Comms group agreed.

March 2016 ‘Soft launch’ of Strategy at JEC, Paris.

May 2016 ‘Formal launch’ of Strategy at Composites UK Conference.



UK Composites Strategy Document


UK Composites Strategy Document


Example of Delivery

Affordable Composites Cluster Group

Stream 1- Affordable Composites Programme

• Using existing Innovate UK, APC and ATI

funding to build supply chain capability and

capacity to deliver required capability.

• Cover Technology, Supply Chain and Skills

development.

Stream 2 – Innovative Materials and Modelling

• Develop UK composite materials development

and manufacturing capability to bring about the

step change in cost and production technology

to deliver higher rate affordable production.

• Game changer – requires significant extra

funding – proposal to Budget.

Did we learn from previous strategy?


Need a high level steering group

to ensure delivery.

Boundaries: Define a vision including

technologies/sectors covered

Set timescales for development and

launch of the strategy. X As well as developing strategic

ideas and actions, need:

Industry validation

Data to show current and future

markets

Access to funding

Strategy should include: Commercialisation process for

technology developed.

Plans to develop the supply chain,

including skilled employees.

Communication plan and continued

leadership.

Documentation needed: High level document, not too

technical, outlines ‘grand vision’,

including 1 page summary.

Presentation version.

All background reports/info produced during development should be made available to help business planning and buy-in to the concept. Getting there.

New Lessons Learnt


Work required to develop the Strategy

Although members of the CLF give their time for meetings, there is a lot of work

that needs to be done to keep the group going. Things learnt:

Govt will not, and should not be expected to fund general participation in the

development of the strategy. Those who will benefit should input time.

However, it is essential that Govt continue to have a ‘slush fund’ to cover

production of reports and other data to inform the strategy.

It must be remembered that the strategy is looking to grow the UK’s share of

a market, therefore it should not be all of about technology development.

The three areas of Technology, Supply Chain and Skills are all equally

crucial to development of a strategy.

Research and Technology Organisations (RTOs) are usually keen to be

involved in development of a strategy document through providing staff

resource as funding bodies usually use them for guidance when it come to

calls. However, relying on this resource alone may not provide the balanced

strategy that leads to growth of market share.

New Lessons Learnt


For a strategy based on a capability, rather than an industry sector, working

with bodies developing the industry sector strategies to pull out requirements

across the sectors for your technology provides benefit for both of you. It

also provides access to a wider range of funding options.

The trade association has a crucial role to play. In many technology areas, if

an association exists, it is small and needs to be supported by the Steering

Group to grow to be able to take on roles such as Secretariat, comms etc.

Numbers/data are crucial for your strategy. If you are looking to develop a

market, for credibility you need to be able to say where you are today and

where you are aiming for. Numbers should back up your strategy. Govt will

not consider anything without numbers.

New Lessons Learnt


Delivery of the Strategy

Although it is important to have a final strategy document and associated literature, it is the delivery plan that is the important part of the strategy. With the Composites strategy, the delivery diagram was not drawn up until after the strategy document had been published, which in hind sight was a mistake.

A strategy is not a licence to ask for significant amounts of new funding. With the Composites Strategy, the work across the industry sector has identified several pots of funding which the CLF Cluster Groups are facilitating proposals for. However, where resources are identified which if provided, would provide the UK with game changing capability, the strategy and the data created as part of its development give a good basis for submitting requests.

Half of the battle of knowing how to deliver the strategy is to know which companies to work with. In the case of composites, creation of the Hub database is proving invaluable, not only for those delivering the strategy, but also for anyone internationally trying to source from the UK Composites supply chain.

Communication is key – development and delivery of a good strategy requires a lot of time and effort from people who should be spending their time delivering for their companies. They will only continue to be involved if they see that Govt/funding bodies are supportive and they see that results are being delivered.

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© 2017 Avalon Consultancy Services Ltd

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UK Composites Strategies 2009 & 2016 Lessons Learnt · The 2009 Strategy Timeline 3 January 2008...

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