The evolution of creation

Gary VanderKooy remembers that in the past, Boeing and his employer—supplier Hamilton Sundstrand—used to duplicate a lot of effort in development and production.

"We'd design and build equipment, send it to our lab or production test area, test it and ship it to Boeing, which upon receipt would send to its own lab or production test area for test and evaluation," said VanderKooy, vice president of Field Marketing for Hamilton Sundstrand.

Now, thanks to the evolving role of suppliers at Boeing, such redundancies can be removed from the process. The end result: reduced costs and a better product.

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Grow down this road

Generating business growth for Boeing, especially in nontraditional markets, is the mantra for the Strategic Development Process Council.

Chartered in 2004 by Chief Financial Officer James Bell, the SDPC, in partnership with Mercer Management Consulting and Boeing's Learning, Training and Development organization, plans to seek better ways to enter new markets and start new businesses.

"Boeing has a strong heritage in winning business in traditional defense and commercial aircraft markets," said Bell. "But continued future growth may demand broadening applications for our technology and expanding into new markets."

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