in a state-of-the-art sheet metal
Hydroformer in Toronto and a five axis
CNC machining centre with a pallet
changer system in its machine shop,
DICI Industries, located in Montreal.
Bannerman-Maxwell echoes Jim
Quick’s insistence on the need for
vertical integration. “OEMs and
Tier 1s are no longer interested in
micromanaging their supply chain. It’s
more cost effective for them to deal
Trinity is in the process of setting up
processing services in-house that they
traditionally outsourced. “This includes
heat treating, coatings, etc. This will
not only reduce our costs–and thus
pricing–but it will also reduce delivery
times, which is always a concern in the
OEMs and Tier 1s are trimming
their supplier bases. That means
that to break into the market, the
prospective supplier has to have
something truly unique to offer,
Bannerman-Maxwell says. That’s in
addition to the accreditation required
by a Tier 1 or OEM, which can take
a year to attain and isn’t cheap to get
“There are several consultants
out there that would be an asset in
the process,” Bannerman-Maxwell
says. “In fact, it would be strongly
recommended to engage a consultant
if you’re going for AS9100 and ISO
9001:2008 certification.” A solid
business plan with tangible prospective
clients is a must, he adds.
The AIAC has been responding
to trends in the aerospace industry
by developing a national supplier
development initiative in cooperation
with the public sector and the
aerospace industry. Its goals are
to foster aerospace firms that are
innovative, responsive and competitive,
in particular by developing small and
midsized companies as suppliers.
“We need to make sure we’re helping
suppliers to adopt the processes and
capabilities they need to be attractive
to major OEMs and Tier 1’s,” Quick
says. “We also need to make sure that
small businesses in particular have
the resources and help they need to
be able to grow quickly and secure
opportunities that will move them up
the supply chain.” SMT
Aerospace | COVER STORY | 15
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