Partnership for Innovating Now, Embracing the New and Leading the Next

GE Aerospace is at a crucial inflection point in its history and is transforming its business significantly. Digital technology will not just be a part of this transformation, but its propeller. To lead the new GE Aerospace towards its mission, digital technology will need to become fit for purpose, nimble and adopt new ways of working. This includes optimizing cost structures significantly within the next 3 years, developing agile commercial models, and doing it all with zero disruption to the business.

Our solution is based on your objectives in mind:

Every minute, twenty-five airplanes powered by GE Aerospace engines take off somewhere in the world, and at any point of time over 200,000 people are airborne thanks to them. As these engines send tens of thousands of real-time signals every minute, a Genpact team in Bangalore is working round the clock to monitor and analyze these signals.

Your Genpact team monitors over 42,000 engines, analyzes 480,000+ flight signals daily, and reviews 150,000 alerts and faults to reduce airline downtime. Your Genpact team helps you run 3K+ Pricing Scenarios to help your Sales team effectively win more CSA and T&M contracts. Your Genpact team manages 350K+ of your order lines, shipping parts worth $5B+. Your Genpact team forecasts and plans 50K+ SKUs and helps manage $300m of inventory to ensure your Supply Chains remain resilient. Your Genpact team builds and runs heuristics that price 100K+ Spare Parts and Repairs to drive margin improvements.  Your Genpact team performs disposition of $2B+ in Warranty Claims.  Your Genpact team also supports and builds several of the mission-critical applications on which these processes and analyses run.

As we prepared to respond to this RFS, we tapped into our collective insights of the existing GE Aerospace teams at Genpact for an “inside-out” lens to examine GE Aerospace DT portfolio, metrics, and ways of working by conducting Lean Kaizen workshops. We then also applied Deep Learning-based analysis models on your technology portfolio data, ticket data, FTE data, and other sources of information to understand the challenges and identify improvement opportunities.

“Inside Out”: Our Analysis of GE Aerospace's present state

Genpact partnership across towers:

HQ: HR, Physical Infra, EPM, CCL, Operational controllership, Source to Pay, Invoice to Cash

P&AT: Additive Fusion, Unison Oracle Instance, Strategic Sourcing, Order Management, Tools Management, Production Planner, C# and Image Processing

Oracle: All Fusion environments (CCL, Concorde, Additive), OGA

CES: Digital SEM, MRO support (Strother operations support); Customer Experience (Fleet Support & Remote Monitoring and diagnostics); Sales & Marketing (Pricing, Competitive Intelligence, Win loss analysis, Market Research, Long Range Forecasting); Services Contracts (Cost advisory services for T&M, CSA, Materials; Warranty)

DSC: SSS, Order Management, Supply Planning, Demand Planning, Fulfilment, Customs & Duty drawback, Procurement, NGWMS

DES: Departure Records, Design & embedded software, Router Management, Inspection Services

D&A: Used Material, RRSP

The IT landscape is sprawling and has a significant diversity of tech stacks, significant complexity and business criticality, including a good portion of apps being under Export Control. A large portion of apps are hosted on-premises.

We performed a Tech Debt assessment, and about 18% of apps may be classified as having high Tech Debt.

“Outside In”: Benchmarking GE Aerospace with Peers

Genpact is also a technology services partner of several leading organizations in your industry. With our insights from the industry and in partnership with Boston Consulting Group (BCG), we benchmarked GE Aerospace’s digital technology posture against its peers like Rolls Royce and Pratt & Whitney to understand the gaps and opportunities to gain an “Outside In” perspective to opportunities and emerging priorities. We are separately sharing the benchmark report.

Our solution is built with the following elements to deliver on your objectives:

Generative AI-led, hyper automation-first

Innovating NOW, Embracing NEW, and Leading the NEXT, Together

We propose to implement a three-dimensional model which has three types of team-units covering the whole scope: a) Certain Business-dedicated teams b) Certain shared services as Centres of Excellences, and b) Certain Communities of Practice

Our location strategy and staffing decisions are guided by the principles of Cost efficiency, strategic availability of skills, co-locating this team with Genpact’s existing GE Aerospace Process, Analytics and Tech teams, Time zone and coverage requirements, BCP/DRP and future scalability.

The table below depicts the proposed Genpact team location:

We will work with you to establish a GE Aerospace Tech Detection Governance committee. We will periodically report out to the committee our findings and recommendations like:

a) Refactoring of codebase, b) Rearchitect to modern micro-service-based architecture, c) Reconfigure or enable certain functionalities or data structures of SaaS, d) Upgrade a COTS app, e) Containerizing and migrating to Cloud

We will then execute the initiatives, accelerating them with Genpact accelerators like Cora Code GenY to quickly refactor and rebuild applications with the latest tech stack with 40% fewer efforts, or Smart Cloud Packager to containerize apps and their dependencies and automatically migrating to Cloud.

We will scale your data innovations in ways that build further on your existing investments in Data Lakes, Data Fabric, and IIoT. We will deliver data solutions for each tower that drive tangible results—boosting operational efficiency in data engineering, enhancing existing data products, and improving the data consumption experience.

The foundation for governing risk will include measuring:

The above principles will form the basis for all governance reviews and discussions. The key principles of governance and the basis of relationship on which the team and its leadership will be grounded are:

1. Bad News should travel Faster: Completely transparent communication, Team to be incentivized for highlighting and predicting them and not covering them.
2. Governance on your Fingertips: iSQDC 360 will be utilized as a real time tool for a live reflection of IT SLAs and Business KPI at all times, for all stakeholders according to their personas.
3. Reporting: Apart from the live reporting in iSQDC, we will publish a regular report to a chosen email distribution list highlighting SLAs, KPIs and risks and alerts that will need attention from specific individuals or groups.
4. Escalation Matrix: Team Leader -> Delivery Leader -> Account Manager/ Relationship Manager -> Genpact Delivery Chief Operating Officer -> Genpact Business Leader