For some time it has been apparent, that the global aerospace industry will not gain the full benefit of its own scale until such time as all tiers of the supply chain are properly consolidated. The aerospace detailed parts manufacturing sector is very fragmented and Gardner Aerospace is of a scale that has enabled it to be a leading player in this consolidation. 

This consolidation requires the emergence of fewer larger players who can successfully manage significant volumes of new work alongside their own existing commodity volumes to achieve maximum aggregation. 

This requires broad ranging manufacturing expertise, and the management skills and resources more normally found at higher tiers of the industry. To support its vision and strategy, Gardner Aerospace has invested considerably in these business support functions:

• Account Management (giving customers a single authoritative point of contact)
• Commercial, Contracts and Estimating
• Project Management dedicated to new project start-up, transition to steady state and product transfer activities
• Programme Management dedicated to sizeable long-term business streams
• Supply Chain Management focused on establishing internal and external commodity suppliers who offer best overall value for money. Particular emphasis has been placed on establishing supply chains in lower-cost economies. Gardner now owns rapidly growing lower-cost operations in Poland and India
• Integrated Logistics Management
• Design for Manufacture using state-of-the-art design tools
• IT, which has developed group wide internal and external data sharing environments, engineering capability, part tracking systems and communication tools
• Large-scale Speed Shop Management
• Mergers & Acquisitions expertise

These capabilities, when combined with its broad and traditional manufacturing expertise, enable Gardner to provide customers with a ‘Total Manufacturing Service’ which will deliver the exepectations of the Prime Contractor and Major Tier 1 community