WEBVTT

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- It is mission impossible,
but it's also exciting

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because it means you need
to get organized differently

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and you need to penetrate
the upstream supply

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with different tools, different practices,

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and different attitude.

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- Pierre, welcome.

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Pierre, given the big shifts
we're seeing in geopolitics,

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in economics, in technology,
is this a turning point,

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do you think, for the industry?

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- If we reflect on the
last five, six years,

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it's a succession of turning points.

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The root causes associated to
those points are different.

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Were different.

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Without naming them very precisely,

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this VUCA world is a
changing world, which is mad,

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at least had the merit to
highlight the necessity

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for us to work differently.

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The semiconductor crisis in '22,

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the raw material shortage,
titanium or steel later on.

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But I would say the recurring drama

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around sub-tiers has shown
the necessity for us to

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work differently and care
more about the upstream.

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60 to 70% of our problems
are coming from upstream,

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of which half of them, roughly
a third of our problems,

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are generated by suppliers
that we don't know,

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for which we're not necessarily in

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any contractual relationship.

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It is mission impossible,
but it's also exciting

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because it means you need
to get organized differently

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and you need to penetrate
the upstream supply

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with different tools, different practices,

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and different attitude.

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So it's a chance to
reinvent the way we operate.

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That's the positive side of this

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succession of turning points.

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- What's the biggest challenge?

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Also what's the key in creating a scalable

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and resilient supply chain?

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- I think it's the capacity

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to penetrate more into
the upstream value stream.

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It's the ability to better
understand the impact

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of a Tier 3 to a Tier
2, a Tier 2 to a Tier 1.

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It's what we call an
integrated line of balance.

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So we cannot handle that
with the traditional tools

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and the traditional ways of working.

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We handle that with cooperation,
trust. So it's not digital.

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It's in our ability to explain that no one

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shall second-guess on
our demand, for instance.

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It's a typical mistake.

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But we should also care about
the upstream problem more

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in a generic manner.

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- What about AI?

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How do advances in AI
contribute to the solution here?

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- Where AI is a tremendous
opportunity, I would say,

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a game changer,

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is in the way to automate
recurring tasks with a prompt

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that are generated by the guys

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being really brick and mortar.

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So it's not rocket science.

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It's more a matter of
reconciliating the old world

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with the new one.

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What is key is the result.

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It's not what we do; it's
the result out of it.

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Where we are not clear yet
is to design an aircraft

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with AI,

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and to industrialize an aircraft with AI,

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which will go far beyond
the traditional things

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that most of the people know.

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It will request engineers
capable to formalize their mind

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in the way to request
things they know, to size,

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calculate, or apprehend.

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But it's a matter of productivity, speed,

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and also capacity, probably,

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to simulate different options much faster

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and with a broader perspective.

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- Pierre, thank you so much for your time.

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- Thank you.

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(upbeat music)