strategic technology roadmap for space x
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STRATEGIC TECHNOLOGY ROADMAP
FOR
Carles DebartClaire UtrechtEuan Granger
Javier Sanchez QuirosRadoslava Tosheva
Ying Li
Founded in 2002 by
Elon Musk - South African born entrepreneur - California-based venture capitalist - Co-founder of PayPal and CEO of many other companies:
Introduction and company background
• Has the goal of privatising space transportation
• Innovative designs and quality in-house manufacturing
• Became the first (2010), and still only, privately owned company to return a spacecraft from low-earth.
• Their Dragon spacecraft docked with the International Space Station (ISS) in 2012
• SpaceX now holds a $1.6bn contract with NASA
Introduction and company background IICompany vision:
“To revolutionize space transportation and ultimately make it possible for people
to live on other planets.”
Political & Legal
Horizon scanning – PESTLE Analysis I
- Bush administration ended the support for NASA space shuttle programme
- Obama’s programme still not defined whether supporting private or public funding
- Failures like challenger explosion, SpaceX would be held liable
- All the contracts to have the liability issue taken seriously into consideration
- Contract and funding awards for NASA to undergo congressional approval
Economic
Horizon scanning – PESTLE Analysis II
Effects of the global recession
Continuing economic uncertainty
Space travel seen as an unnecessary expense
Less money available from government funds
NASA to reduce their budgets
Move towards private funding
Socio cultural
Horizon scanning – PESTLE Analysis III- USA citizens proud of their
space achievements
- Space industry left great
technological advances to
human beings- New horizons
for space traveling are welcomed - Buzz Aldrin and
Steve Musgrave fighting against
commercialisation of space
- Rethink on strategic direction
of NASA
Technological & Environmental
Horizon scanning – PESTLE Analysis IV
Reusable spaceships to be
developed
Technologic
al-Space
exploration is highly
dependent on R&D
-Cheap and more
environmentally sustainable
trips
Environment
al- Increased
focus on sustainability on industry
-Show steps to meet green criteria is a
must
Industry competitors [Moderate]
Horizon scanning – PORTER’s 5 forces I
Commercial Governmental Space tourism
Threat of new entrants [Low] - High level of capital to get started in the industry- Fast-paced technological advanced require high investment- Human resources are hard to find for space industry
Bargaining power of buyers [Low] - NASA prefers American companies for supply- SpaceX is the only American company to be approved by Congress as a NASA supplier
Bargaining power of suppliers [Moderate]- Very high standards of quality to be met
Threat of Substitutes [Low]- No substitutes for space vehicles at the moment
Horizon scanning – PORTER’s 5 forces II
Internal analysis – Operating model
SimplicityLow cost
Reliability
Inter-organizational communicatio
n
Good working
environment
Speed decision making
Reduced lead time
Eliminate subcontractors
Internal analysis - Deployment of resources and vertical integrationby
Improvement in productivity
Reduction of design-to-manufacturing time on 71%
More reliable updates
Overall design-manufacturing flows more smoothly
SpaceX manufactures all their parts in house
Reduced costs
Tighter control of quality
Tight feedback loop between design and manufacturing teams
Internal analysis – Scale and scope
“Engineer to order”
production
Competes in
commercial markets
Competes in
governmental markets
Costs are spread over
multiple users
SpaceX is pioneer
in applying
the economy of scale in the space industry
Dragon
Falcon 1
Falcon 9Falcon Heavy
Market approach – products in function of payload
Internal analysis – Profit formulaIncome: - Profitable and positive cash flow
- 81 launches planned until 2017- 2.4 Billion dollars of income planned for 2017
OPEX: calculated as 0.7% operative cost for each launch.
CAPEX: calculated as 228 Million $.
R&D: SpaceX reinvents 80% of its annual profits in R&D
N. launches Incomes OPEX CAPEX R&D Profit2013 9 $856.000.000,00 $599.200.000,00 $228.623.040,00 $22.541.568,00 $5.635.392,002014 12 $1.063.000.000,00 $744.100.000,00 $262.916.496,00 $44.786.803,20 $55.983.504,002015 16 $1.456.000.000,00 $1.019.200.000,00 $302.353.970,40 $107.556.823,68 $134.446.029,602016 21 $1.892.800.000,00 $1.324.960.000,00 $347.707.065,96 $176.106.347,23 $220.132.934,042017 27 $2.460.640.000,00 $1.722.448.000,00 $399.863.125,85 $270.663.099,32 $338.328.874,15
Total $7.728.440.000,00 $5.409.908.000,00 $1.541.463.698,21 $621.654.641,43 $754.526.733,79
Internal analysis – Customer value proposition & unique selling point
Customer value proposition
Reliability proven with more than 30 successful missions
Tailoring of services
Quick development
Tight control over quality and cost
Re-usable launch vehicles
Unique selling point
Individualised customer care
Commercial Space Flight
Best reliability in space industry
Quick delivery
Cost savings
Internal analysis - Key performance indicators
Number of Clients/Number of contracts (per year)
Number of launches (per year)
Profitability
On-time delivery
Overall equipment effectiveness
Employee turnover
Responsiveness
SpaceXKPI’s
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2
3
4
5
6
7
Technology roadmap
Strategy map
Recommendations
Compete for contracts in other countries
Investigate the suborbital market
Focus on less heavy and more frequent launches
Assess technology capabilities for other industries
Develop sustainable vehicles and greener launch systems
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2
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4
5
Near-midterm
future
End of presentation
Thank you for
your attention
Any questions
?