Project Airbus A380 P3d

[Beverly Zielonko]

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The A380 is a four-engine aircraft, manufactured by the European corporation Airbus, a subsidiary of EADS (Airbus, 2013). It is the world's biggest passenger airliner in the world and due to its size, many airports have had to upgrade their facilities to properly accommodate it. With a standard of 555 seats in three service classes, the airplane could carry 800 passengers in an all-economy configuration. With a design range of 8400 nautical miles the airplane can fly long routes fairly quickly, with a cruising speed of up to 650mph (Forbes 2017). Originally the airplane was designed to defy Boeing's monopoly in the large-aircraft market. The A380 made its first flight on 27 April 2005 and began commercial service in October 2007 with Singapore Airlines (Airbus, 2013). However, according to Michael Goldstein the aircraft prevalence is in risk of becoming an aviation footnote. The sales record is decreasing, with only 217 delivered since 2007, it only has a niche market survival linked to the whims of a few ultra-wealthy Middle Eastern sheiks (Forbes, 2017).

It is an investigative frame used globally by organizations and firms as a support identifying standard internal and external environmental factors that directly affect organisations or products (Pick ton and Wright 1998). This will also be the chosen tool used to assess strengths, weakness, opportunities and the threats of this super airplane airbus A380.

For Lawrence (2005) the rapid economic growth and fast urbanisation in Asia, create million new middle-class consumers yearly. These undercurrents create a powerful synergy, which increases demand for air travel. This phenomenon is observed in a new middle-class consumer group in Asia, that wants to spend its growing income on travel experiences. However, even market forecasts of Airbus being slightly optimistic on numbers, Lawrence sees demand in the segment and stating around 380 A380s delivered by 2015 and another 500 being produced in the period up to 2025.

The purpose of this model is strategic marketing planning, it might be used to search for opportunities to increase income within the companies. This can be made by creating new products and provide new services or expand to new markets (Hansoff 1957). In this report the matrix is applied to define the market share and the market strategy of the A380. For the development of the super jumbo, Airbus considered the customer base portfolio. The strategy was to introduce the new product to their old clients based on the demand the aviation market within next two decades in Asia and middle east (Bedingfield 2019).

According to the Guardian (2019) Airbus already announced the conclusion their A380 program in 2021 after Emirates, their biggest customer, reduced an outstanding order of planes. Emirates changed their orders from the A380 to smaller planes such as A330neo or A350 jet, and within the next two years Airbus will deliver the last A380s (Businessinsider 2019).

According Lawrence (2006) A380 orders decreased since 2001/2002, and the reasons are entirely explicable. Firstly the potential clients of A380 customers have extensive fleets of Boeing aircrafts to retire before place the orders, making the airplanes difficult to sell in the current market. In other words the sales of A380 are dependant on the solution of the process above described. Secondly, there is typically a slowdown in sales on aircraft industry, so most of the costumers were apprehensive to see how the airplane would perform.

Also related to economic factor is the currency adopted to calculate the costs and sales of the aircraft. all the costs of Airbus A380 were projected in Euros, but the sales of the airplane were being doing in USD, so every rise of the Euro against the Dollar made the company lose money. And according to Done and Weiesmann (2007) this costed to the company more than $1.6bn off from their revenue. That represented a big loss for a company needed to sell more than 450 units to achieve the break-even point (Lawrence 2006).

Among the challenges of A380 there are the several delays suffered by the program, that resulted on late deliver of the product to the market. According to (Gow 2008) that was directly related to the product complexity. Due to this delays, production budget for the A380 was reduced, the cost relating to these gaps is higher than $6.8 billion in penalties (Naikal 2016).

Another challenge faced by A380 was the restriction on some airports, this limited the number of the airports where the airplane could land, and even the ones where it could land, they had to made alterations to accommodate the size of the aircraft (Bailey 2019).

According to Finapiri (2014), The Airbus A380 project complexities made them news for many reasons, particularly the delay in the scheduled delivery of aircrafts. Within this context the perceived failures of this projects and respective causes were:

The A380 schedule was unrealistic, worse still, management of the projects evidently failed to understand the criticality in the project logistics, the different software usage, and should upgraded and used the same version across sites, and the project would have finished on schedule, cost and quality.

The A380 program was conceived on different geographical regions. The complexity of managing and operating different locations deprived of a central Project Management Office (PMO) caused the overlook in crucial matters that were not addressed properly at the right time. This lack of coordination opened space for another degenerated technical challenges, that resulted in higher costs.

From stakeholders sharing information management, to time response identification priorities. The Airbus A380 project lacked a structured communication channel which should have been proactively involved. Proper project communication channel would have updated all stakeholders about all the issues and the status for immediate action when necessary.

According to Reed (2019), in order to be successful, the Airbus should align four plans internally: business, solution strategy, financial and go-to-market. Additionally, the company board or management should identify the problems that affected the company during the aircraft building process and generate solutions towards the problem and after that implement the change within the company (Baumann and Drofler 2014).

Another recommendation for the next management team is that caution should be taken, when different parts are working in a homogenous one, especially when the working entities are from different geographical locations.

Business-wise and strategy-wise its more than clear that the A380 program should be shut. Pursuing with the project, the company may incur in losses. It is clear that clients such as Emirates are not satisfied anymore with the product and it should be an opportunity for the company develop small and faster airplanes, learn from the past mistakes and evolve in terms of all the strategies to become: bigger, better and stronger.

Business Insider. (2019). Airbus is scrapping production of its iconic A380 superjumbo as airlines ditch the biggest commercial jet in history. [online] Available at: -a380-jet-after-emirates-reduces-orders-2019-2?r=US&IR=T [Accessed 5 Jun. 2019].

Forbes.com. (2019). Has The End Come For the Airbus A380, Not With A Bang, But With A Whimper?. [online] Available at: -the-end-come-for-the-airbus-a380-not-with-a-bang-but-with-a-whimper/#61df363b4e2c [Accessed 06 June 2019].

Topham, G. (2019). Passengers loved it but the Airbus A380 never took off with buyers. [online] the Guardian. Available at: -love-airbus-a380-but-it-never-fully-took-off-with-buyers [Accessed 10 June. 2019].

File Description:

Mood lighting night textures for the superb Project Airbus A380 created with PA paintkit.Textures feature proper window placement for Air France, Emirates, Lufthansa, Qantas,Singapore Airlines, and Airbus House liveries. Different mood lighting colors for First,Business, and Economy classes. Wing window reflection textures included. 32-bit for clarity.These textures are made to be used with livery textures provided by Project Airbus.

File Description:

Project Airbus A380 Qantas titles for the Australian tour in 2008. The tail is as close as I can get without mucking everything up. Enjoy :)

Recommend the Qatar factory paint aircraft to be downloaded for this texture.

File Description:

Project Airbus presents the Airbus A380-800. Features include dynamic wingflex (with input from several new variables), accurate LAF simulation, parallel bogies, drooping control surfaces, hardcoded double strobes, and over 40 other custom XML parts. Visit us at www.pairbus.com.

File Description:

Qantas is the flag carrier airline of Australia. The name was originally "QANTAS", an acronym for "Queensland and Northern Territory Aerial Services".Nicknamed "The Flying Kangaroo", Qantas is Australia's largest airline, and the second oldest in the world. Founded in November 1920, it began flying international services in May 1935.The airline is based in the Sydney suburb of Mascot with its main hub at Sydney Airport.

Qantas livery painted on Project Airbus's Airbus A380-841 model. The textures are saved in 32bit format for quality graphics. Textures are also characterized by HD (High Definition). Its features are idle-reverser animation, animated pack vents and pressurisation outflow valve, detailed textures, accurate paint, dynamic shine & effects, dynamic flexing wings that respond to turbulence, fully independent suspension, trim animation, gear steering, accurate flight dynamics, spoiler animation, reflective cockpit windows, improved wingflex code with input from several new parameters including ground spoilers, fuel load, and angle of attack, transparent navigation light lenses and many more.

Visit my Facebook page "Sky Level Textures" for news, updates and previews on my future repaint projects. Thanks for downloading & Happy flying. HD GAMING EXPERIENCE inside, TEXTURES ALSO COMPATIBLE WITH FSX.

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