ABSTRACT
There had not been so much excitement in the aerospace industry regarding a commercial airplane model in many years. The Boeing 787 Dreamliner was reported to be “the future of flying,”1 a “dream” for both carriers and customers. It was introduced with the anticipation of higher revenues for air carriers, greater flying range, more cargo volume, faster speed, lower emission and noise fees, higher reliability, and ease of repair.2 The Dreamliner was said to be the first plane that put the passenger first with bigger windows, more room for carry-on baggage, and better cabin pressurization to make long flights more bearable.3 Boeing’s Web site described the new model: “The 787 Dreamliner increases revenue potential through significantly better performance, improved fuel efficiency, and lower operating and maintenance costs. Passengers will enjoy a superior flight experience with the 787-an experience that brings back the magic of flight.”4 All Nippon Airways (ANA) became the first customer to order the 787 because it would allow them to open new routes to cities not previously served, such as Denver, Moscow, and New Delhi.5 Delivery was expected in late 2008.6
However, delays to product launch were announced in October 2007 due to numerous problems including foreign and domestic supply chain inadequacies.7 Boeing had experienced difficulty in getting the right parts from its suppliers on time. In an effort to gain more control over the supply chain, Boeing announced in 2008 that it planned to buy Vought Aircraft Industries and its interest in Global Aeronautica,8 a fuselage provider.
