final wi aerospace framework document 6 29.18 · u.s.-based aerospace companies.2 in the drone...
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W I S C O N S I N
A E R O S P A C E
I N D U S T R Y
STRATEGIC FRAMEWORK
S C O N S
R O S P A
D U S T
DRAFT: JUNE 29, 2018
Acknowledgments
W I S C O N S I N A E R O S P A C E I N D U S T R YThis project was led by Wisconsin Aerospace Partners and funded by Wisconsin Economic
Development Corporation. Consultant services provided by Vandewalle & Associates.
Thank you to the industry-led Wisconsin Aerospace Strategy Team:
Chad Cundiff, Astronautics
Harley Bernstein, Derco
Bill Cudnowski, Gulfstream
Peter Menet, Menet Aero
Erik Lampe, Oshkosh Corporation
Tom Crabb, Orbitec - SNC
Chris Johnson, Pilot Training System
Dan Lewis, Plexus
General Robert E. Mansfi eld Jr., Aerospace States Association
Buckley Brinkman, Wisconsin Center for Manufacturing &
Productivity
Christine Bolz, Wisconsin Space Grant Consortium
DRAFT: JUNE 29, 2018
Elizabeth Thelen, Milwaukee 7
Gail Towers, Towers-Nolan Consulting
Vincent Rice, Wisconsin Economic Development Corporation
Kelly Armstrong, Wisconsin Economic Development Corporation
Meridith Jaeger, UW-Oshkosh
John Tackis, Wisconsin Aerospace Partners
Rob Gottschalk, Vandewalle & Associates
Marta Purdy, Vandewalle & Associates
Other key contributors:
Jack Pelton, Chairman/CEO, EAA Jack Harris, Chairman, IMS
Special thanks to:
2
Table of Contents
INTRODUCTION & PURPOSE...............................................4
Summary and Purpose
Summary of Process
PART 1: AEROSPACE INDUSTRY IN WISCONSIN ..............7
Aerospace and Manufacturing in Wisconsin
Growing Global & National Aerospace Market-Opportunity for
Wisconsin Companies
Methodology to Describe Wisconsin’s Aerospace Industry
Description of Wisconsin Aerospace Assets and Companies
Regional Aerospace Context: Midwest Assets
PART II: STRATEGIC FRAMEWORK ...................................22
Evolving Vision Elements
Challenge and Focus Statement
Summary of all Strategies
Strategy 1: Accelerate Efforts to Build Wisconsin
Aerospace and Cybersecurity Center of Excellence ....25
Strategy 2: Fuel Wisconsin Aerospace Partners and
Raise Awareness of Aerospace Assets ..........................27
Strategy 3: Partner with Existing Aerospace “Anchor”
Companies and SMEs ......................................................29
Strategy 4: Inspire Youth and Build Technical Skills .....31
Strategy 5: Explore Cross-Industry Cluster
Opportunities ....................................................................33
Opportunity 5.1: Space Industry in Wisconsin
Opportunity 5.2: Next Generation MRO Hub
Opportunity 5.3: Emerging UAV/UAS and Electric Passenger
Drone Markets
Opportunity 5.4: Explore Opportunities to Support and
Partner with EAA AirVenture on Innovation and Business
Development
PART III: NEAR-TERM NEXT STEPS
AND CONCLUSION .............................................................39
Moving it Forward
Strategic Framework Action Plan
Leading the Charge - Wisconsin Aerospace Partners
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3
Introduction & Purpose
S U M M A R Y A N D P U R P O S E O F D O C U M E N TThe Wisconsin Aerospace Industry Strategic Framework is intended to be used as a vision
document to organize and guide the advancement of aerospace initiatives in Wisconsin. Though not
currently considered a leading aerospace state, Wisconsin has distinct aerospace anchor companies
in manufacturing and engineering services that specialize in innovative aero and rocket engines; high-
tech suppliers in avionics, electronics, and controls; and other unique assets in the aerospace sector
such as EAA’s AirVenture event. The goal of this effort is to position the state’s strong manufacturing
sector to incentivize participation in the growing domestic and international aerospace market.
Based on an aggregation of statewide aerospace assets, this strategic framework is the fi rst
statewide effort to unify ongoing but disparate activities to advance the aerospace industry and to
defi ne a shared vision for future growth in Wisconsin. Through engaging industry, education, and
government partners, momentum to support the strategic directions outlined in this document has
emerged. As a result, implementation of the specifi c initiatives, actions, and programs identifi ed here
will provide more opportunities to grow the aerospace industry in Wisconsin and increase opportunity
for SMEs in the aerospace supply chain.
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4
SECTIONS AND TOPICS
Part I. Aerospace Industry in Wisconsin – This section outlines the current state of the aerospace
industry in Wisconsin, provides a description of the cluster analysis methodology, and maps a
focused analysis of industry/company aerospace assets, primarily in the manufacturing sector.
Part II. Strategic Framework – This section identifi es the key priorities and directions for the
aerospace industry in Wisconsin. This strategic framework includes a challenge/focus statement
for the industry and fi ve “Strategic Directions,” including future opportunities, and specifi c tactics to
advance each strategy.
Part III. Near-Term Next Steps and Conclusion – This section identifi es immediate near-term
next steps and outlines potential roles to guide the implementation of the strategic framework.
S U M M A R Y O F P R O C E S S Research and analysis by Wisconsin Aerospace Partners and Vandewalle & Associates was
conducted to defi ne the aerospace industry in Wisconsin from a NAICS codes analysis of over 300
aerospace-related companies, and a preliminary analysis of employment, specialization, and supply
chain segmentation. This data, combined with extensive geographic mapping of aerospace-related
companies and other assets, resulted in an understanding of industry specializations and roles in the
aerospace market. With additional input from the Wisconsin Aerospace Strategy Team and targeted
industry stakeholder interviews, the Strategic Framework was developed to meet the wide array of
needs in the aerospace industry across the state.
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5
Project Activities: The compressed project period included the following activities:
• Analysis and mapping of the state’s aerospace assets, unique strengths, and challenges
• Defi nition of specifi c opportunities in emerging technology, innovation, and training infrastructure
• Development of a strategic vision, framework, and initial actions to further support the industry and
position Wisconsin to grow opportunities for current SMEs in supporting aerospace manufacturing
and the related supply chain
Project Outcomes: The long-term outcomes envisioned for implementation of the Wisconsin
Aerospace Industry Strategic Framework include the following:
• Help facilitate growth of SMEs in the aerospace market
• Identify opportunities to attract and retain aerospace workforce and related manufacturing jobs
• Align aerospace assets across the state to leverage industry strengths and build momentum
• Nurture partnerships in the state, region, U.S., and globally that result in economic growth for
Wisconsin
• Identify the necessary organizational capacity that will help to implement the strategic framework
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6
Part 1: Aerospace Industry in Wisconsin
A E R O S P A C E A N D M A N U F A C T U R I N G I N W I S C O N S I NWisconsin is a long-standing leader in manufacturing and offers a renowned
workforce with a dedicated work ethic, highly skilled in crafting precision
parts, and a track record of innovation in machining. With national
manufacturing expertise in fabricated metal product manufacturing and
electrical equipment, appliance and component manufacturing, machinery
manufacturing, plastics and rubber products manufacturing, and primary
metal manufacturing, Wisconsin’s manufacturing companies provide the
parts and components that supply multiple industry sectors, including
aerospace.
Some of Wisconsin’s SMEs are leading innovation in highly-regulated OEMs
supply chains, producing cost competitive parts and components at high
levels of quality. Others need additional support and mentoring to achieve
the quality control, technology, and regulatory hurdles required by OEMs
and the FAA to meet the aerospace market demands. Furthermore, several
industry-affi liated groups exist in the state that are pursuing aerospace
initiatives related to workforce, education, and economic development.
AEROSPACE IN WISCONSIN: TODAY
1. Over 300 companies involved in the aerospace industry
2. Numerous aerospace activities/efforts but not well-coordinated
3. Lieutenant Governor is Chair of National Aerospace States Association
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Avionics, Electronics, Avionics, Electronics, & Controls& Controls
Diesel & Small Aero Diesel & Small Aero Engines; Rocket Engines; Rocket
EnginesEngines
Complex Engineering Complex Engineering DesignDesign
Finishing & Finishing & InteriorsInteriors
7
K E Y A E R O S P A C E - R E L A T E D A S S E T S
1. Anchor companies such as Gulfstream, Plexus,
Astronautics, Orbitec/SNC, Derco, ATI, and UTC
2. Large number of avionics electronics, controls, &
metal machining and fabrication companies
3. Large number of long-standing and highly-skilled
manufacturing SMEs supplying diverse industries
4. EAA and aviation community, Wisconsin Space
Grant Consortium, Wisconsin Aerospace
Partners, AeroInnovate, Spaceport Sheboygan,
UAS Advocacy Network, education institutions,
economic development organizations
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G R O W I N G G L O B A L A N D N A T I O N A L A E R O S P A C E M A R K E T – O P P O R T U N I T Y F O R W I S C O N S I N C O M P A N I E SThe top 20 aerospace companies in the world created over $500 billion in revenues in 2017.1 In
2018, the industry is expected to grow in both the commercial aircraft sector (4.8%) and in the
defense sector (3.6%). Due to pent-up demand for commercial aircraft and the increase in global
defense spending, these sectors are expected to grow consistently over the next 20 years.
In the national market, the commercial, defense, UAS, and commercial space industries are all
growing. An increase in defense spending in 2018 will help to boost U.S. aerospace and defense
(A&D) industry revenue by 3.7%, with an expected 9.9% increase in operating profi ts for the top 20
U.S.-based aerospace companies.2 In the drone market alone, a forecasted $100 billion market
opportunity is expected between 2016 and 2020, which includes an expected $70 billion in the
military market, $17 billion consumer drone market, and $13 billion commercial/civil market.3 In the
commercial space market, the U.S. is pushing for more economic and technological independence
in space exploration and has invested in contracts with Boeing and Space X for commercial
space services to the space station.4 These operations and other NASA efforts focused on Mars
exploration has resulted in an expected increase in space launch and re-entry operations from 22 in
2017 to as high as 61 operations in 2020.5
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1 Global Aerospace & Defense Outlook 2018 | Deloitte | C&IP.
https://www2.deloitte.com/global/en/pages/manufacturing/articles/
global-a-and-d-outlook.html
2 Ibid.
3 Goldman Sachs Research. http://www.goldmansachs.com/
our-thinking/technology-driving-innovation/drones/
4 Aerospace Industry Report: Facts, Figures & Outlook for the Aviation
and Aerospace Manufacturing Industry, 4th ed., 2015.
5 Federal Aviation Administration Press Release, March 15, 2018.
https://www.faa.gov/news/fact_sheets/news_story.cfm?newsId=225949
DRAFT: JUNE 29, 2018
Wisconsin’s aerospace and other manufacturing companies should continue to position
themselves to grow with the aerospace national and global market opportunities. In the
past four years, several major companies in Wisconsin’s aerospace industry have invested a
combined total of over $185 million to signifi cantly increase their footprint in Wisconsin and add
to job growth.
• Gulfstream Aerospace Corporation announced in 2018 that they will invest $40
million in a 180,000 square foot maintenance, repair, and overhaul facility in
Appleton, which will boost the number of employees there to over 1,000.
• ATI Forged Products announced a $95 million investment in an expansion project
in Cudahy, WI in 2018. The investment would support a specialized heat-treating
process for jet engines, adding 125 jobs to the 700 existing jobs.
• Plexus invested $50 million in a 410,000 square foot manufacturing plant in
Neenah, WI in 2014.
These examples show that Wisconsin is a good place to conduct business in aerospace and
efforts should continue to capture a share of the growing aerospace market.
10
M E T H O D O L O G Y T O D E S C R I B E W I S C O N S I N ’ S A E R O S P A C E I N D U S T R YWisconsin Aerospace Partners and Vandewalle & Associates defi ned the unique footprint of the aerospace
industry in Wisconsin by applying a multi-tiered methodology. A database of 300 Wisconsin aerospace-
related companies, identifi ed through original research, were classifi ed, categorized, and
matched with corresponding NAICS codes. The companies were cross-checked with
core aerospace NAICS codes identifi ed by the U.S. Cluster Mapping Project for the
Aerospace and Defense subcluster. Companies were then analyzed for employment
size, specialization, location, and aerospace market involvement. A series of non-
manufacturing aerospace assets, such as education and workforce institutions,
airports, military installations, and unique aerospace initiatives were identifi ed,
evaluated, and mapped to create a fuller understanding of Wisconsin’s aerospace
industry.
AEROSPACE CLUSTER SUBGROUPS - WISCONSIN FOCUS
In Wisconsin, the aerospace industry includes representation in each major
industry grouping: manufacturing; maintenance, repair, and overhaul (MRO); air
transportation; government; and all other sectors. Because one of Wisconsin’s leading
economic drivers is its manufacturing base, the strategic framework is focused primarily
on manufacturing opportunities for the aerospace sector and, to a lesser extent, MRO. The
manufacturing subgrouping within the aerospace industry includes aerostructures, aeroengines,
aircraft systems, avionics, OEM integration and assembly of interiors, engineering and design services,
and aviation-related interiors (see Figure 1, page 12). The MRO subgrouping includes aircraft maintenance, aircraft
repair, aircraft refurbishment, paintings and coatings, supply chain logistics, and aircraft services.
DRAFT: JUNE 29, 2018
“As Wisconsin’s
aerospace industry seeks to grow,
it is essential that we work together
to create opportunities that will help us
develop well-trained and highly-skilled
potential employees.
”- Derek Zimmerman, President, Gulfstream Customer Support
11
Aside from a few smaller OEMs, most
of the manufacturing that occurs in
Wisconsin in the aerospace supply chain
are components, systems, aeroengines,
avionics, and integration and assembly
of interiors. Because these unique
specializations can cross industries for
some manufacturers with the growing
prevalence and impact of advanced
technology, there is an opportunity to
broaden the state’s program support to
include existing SMEs that have targeted
growth in their aerospace market share.
But fi rst, a deeper dive into Wisconsin
manufacturing companies and aerospace industry specialization is required to understand the
network of companies that serve the aerospace supply chain.Figure 1. Aerospace
Cluster Subgroups
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12
Figure 2. U.S. Cluster Mapping A&D Subcluster
CORE CLUSTER NAICS CODES:
AIRCRAFT, MISSILES AND SPACE
VEHICLES, SEARCH AND NAVIGATION
EQUIPMENT
A widely recognized method to defi ne and
track industry clusters, the U.S. Cluster
Mapping Project6 identifi es seven key NAICS
codes to describe the aerospace and defense
(A&D) subcluster in U.S. manufacturing.
These NAICS codes, listed in Figure 2, help
defi ne the core A&D manufacturing cluster
and thus enable tracking of publicly available
data and trends.
Only three of these core cluster NAICS codes are assigned to sixteen Wisconsin companies
in the Aerospace Industry database: NAICS code 336411 for Aircraft Manufacturing,
NAICS 336413 for Other Aircraft Parts and Auxiliary Equipment Manufacturing, and NAICS
334511 for Search, Detection, Navigation. These sixteen companies do not encompass the
breadth and depth of the active specializations within the Wisconsin supply chain, nor the
employment, wages, and economic impact of companies that reach aerospace markets.
NAICS NAICS NAME SUBCLUSTER NAME 336411 Aircraft Manufacturing Aircraft 336412 Aircraft Engine and Engine Parts Manufacturing Aircraft 336413 Other Aircraft Parks and Auxiliary Equipment
Manufacturing Aircraft
336414 Guided Missile and Space Vehicle Manufacturing Missiles and Space Vehicles
336415 Guided Missile and Space Vehicle Propulsion Unit and Propulsion Unit Parts Manufacturing
Missiles and Space Vehicles
336419 Other Guided Missile and Space Vehicle Parts and Auxiliary Equipment Manufacturing
Missiles and Space Vehicles
334511 Search, Detection, Navigation, Guidance, Aeronautical, and Nautical System and Instrument Manufacturing
Search and Navigation Equipment
6 U.S. Cluster Mapping Benchmark Defi nitions
(Delgado, Porter, Stern 2013). Retrieved from http://
www.clustermapping.us/
DRAFT: JUNE 29, 2018
13
Furthermore, as the U.S. Cluster Mapping Project and many other aerospace cluster initiatives have identifi ed, even with a focus
on aerospace manufacturing,7 this narrow defi nition of NAICS codes does not encompass the full supply chain, and the companies
supplying the components, parts, and services that support aerospace Original Equipment Manufacturers (OEMs).
SUPPLY CHAIN SEGMENTATION
Wisconsin companies include a few OEMs in the aerospace sector, but most of its companies are primarily in Tiers 1, 2, or 3 of
the supply chain, as they produce systems, components, and parts, as well as integration and assembly. In addition, there is
a strong metals and machining concentration in Wisconsin that fabricates raw materials. While the aerospace supply chain is
mature and stabilized, the dynamics of production and supply chain segmentation can change due to fl uctuating market factors
and changes in technology. Furthermore, Wisconsin companies have been impacted by a series of mergers and acquisitions by
larger, national aerospace leaders. Several smaller, independently-owned specialty manufacturing operations have been acquired
once or, sometimes, twice by national or global corporate entities that are headquartered out-of-state, and this trend will continue.
Affi liation with a national corporate entity can bring prestige to Wisconsin companies and can unleash corporate capital that facilitates
expansion or entry into new markets. Occasionally, a corporate acquisition can cause senior leadership responsibilities and decision-
making power to transfer out-of-state, which can weaken state-based industry momentum.
7 Materna, R., Mansfi eld, R. E., & Walton, R. D. (2015).
Aerospace Industry Report: Facts, fi gures & outlook for the
aviation and aerospace manufacturing industry (4th ed.)
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D E S C R I P T I O N O F W I S C O N S I N A E R O S P A C E A S S E T S A N D C O M P A N I E S
Analysis of Wisconsin’s over 300 aerospace-related companies included company size,
location, involvement in the aerospace industry, and manufacturing or service specialization.
These assets were mapped to reveal geographic patterns and identify potential regional
strengths or expertise areas. Additional assets were also mapped, including education and
research assets, military installations and commercial airports, and “unique” aerospace assets.
INDUSTRY/COMPANY ASSETS
Wisconsin companies involved in the aerospace industry tend to be small and mid-size
enterprises, with approximately 90% of companies under 250 employees. Several of these
small and medium-sized companies are leading innovation within their specialization, such as
new diesel aircraft engines and space rocket engines, avionics and electronics products, and
use of unmanned aircraft systems. While some major aerospace companies have a presence
in Wisconsin, it is often a result of an acquisition by a corporate entity of a small, specialized
manufacturing enterprise.
Other large Wisconsin employers are large corporations that have an incredibly diverse
market, including some share of business in aerospace; however, their Wisconsin operation
is not necessarily focused on aerospace production or services. It would be remiss to not
include them in the landscape of aerospace companies. Therefore, additional details about
the companies such as specialization in production and classifi cation in aerospace industry
involvement were mapped to create a fuller picture of the aerospace industry in Wisconsin.
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COMPANY LOCATION AND
EMPLOYMENT SIZE
This map shows aerospace-related
companies by location and employment
size. Companies tend to be centralized
around urbanized areas, with the most
density and largest companies in
Southeast Wisconsin, in and around
Milwaukee. Companies such as
Astronautics, Derco, DeltaHawk Engine,
Menet Aero, ATI Forged Products, and
UTC, among others, have locations in the
Milwaukee area.
Other high concentrations of aerospace
companies occur in the Fox Valley, such
as Gulfstream and Plexus, which are
large companies leading their sectors.
Smaller concentrations of companies
occur near Madison, in northwest
Wisconsin near the Twin Cities, and near
Marinette, WI.
C O M P A N I E S I N T H E A E R O S P A C E I N D U S T R Y
CLASSIFICATION CATEGORIES
Determined from an analysis of supply chain segmentation and involvement
in the aerospace market, this classifi cation system was developed to
understand more about the distribution of Wisconsin’s aerospace
companies across the state:
• Class A: Manufacture or build planes or major system components
• Class B: Component parts or process/services for aerospace
• Class C: In supplier list; aerospace role unclear with available
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SPECIALIZATION CATEGORIES
To understand Wisconsin’s strengths in
aerospace and manufacturing, categories
were developed to group companies by
primary specialization related to the aerospace
market. The following categories are a
subgrouping of these specializations:
• Avionics, Electronics, & Energy
• Chemical, Plastics, Rubber
• Components, Systems, & Assembly
• Engineering & Industrial Technologies,
Construction
• Engine & Engine Components
• Finishing, Lighting, & Interiors
• Fuel & Fluids
• MRO
• Metals, Machining & Metal Fabrication
• OEM & Drones
• Training, Transportation, & Other Services
• Other
N U M B E R O F E M P L O Y E E S & T H E I R S P E C I A L I Z A T I O N S
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EDUCATION AND RESEARCH ASSETS
Wisconsin has a robust education system with some
specialty programs in aerospace. However, these
programs could be leveraged to better support
aerospace careers. Wisconsin’s system of colleges
and universities include over 17 engineering-
related programs, including engineering certifi cates
from technical colleges, BS, MA, and PhDs at
4-year institutions, such as UW-Madison and
UW-Milwaukee. In addition, Wisconsin’s colleges
and universities offer strong core STEM training in
higher education in majors like physics, chemistry,
meteorology, IT, and biology. Wisconsin’s higher ed
students have participated in high-profi le national
competitions such as Hyperloop, NASA Student
Launch, and First Nations Launch. A strong network
of technical and community college provide the
applied training and skill development critical to the
state manufacturing and technology sectors, as well
as four FAA accredited fl ight training programs.
The map of Education and Research Institutions
also illustrates special initiatives in university-affi liated
economic development programs that support the
aerospace and aviation industries, such as business
accelerator programs like AeroInnovate, internships,
job training, and special events.
E D U C A T I O N & R E S E A R C H I N S T I T U T I O N S
WISCONSIN SPACE GRANT CONSORTIUM: Is affi liated with NASA and
helps to fund interdisciplinary education programs from elementary
through university to support education, research, and informal training
related to aeronautics, space science, and technology.
WISDOT BUREAU OF AERONAUTICS: Is partnering with EAA to
launch an initiative in 2018 to aggregate the K-12 STEM Initiatives
in Wisconsin to grow programs, student access, and increase
collaboration between industry and education partners.
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18
MILITARY INSTALLATIONS &
AIRPORTS
Wisconsin has four major military
installations in the state, including three
Air Force bases and one Army base. A
FAA Special Use Area designated as a
Military Operations Area (MOA) covers
a large portion of Central Wisconsin
near Volk Field, which separates certain
nonhazardous military activities and
exercises control over that airspace when
these activities are conducted. There is
also a large area of restricted airspace
over Lake Michigan for military operations.
Wisconsin is home to several commercial
airports across the state (see map) and
many smaller private airports and FBOs
(not shown).
M I L I T A R Y I N S T I T U T I O N S A N D A I R P O R T S
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UNIQUE AEROSPACE ASSETS
EAA AirVenture – attracts over 500,000 aviation
enthusiasts from 80 countries to Oshkosh annually.
For one week, Wittman Regional Airport is the busiest
airport in the world. AirVenture is an interactive,
education, entertainment, and business event. EAA is an
advocacy organization for aviation that has over 200,000
international members and 1,000 chapters.
Large Rocket Engine Test Facility – Orbitec-SNC has
a test facility near Baraboo includes two cells for ground
testing of hybrid and liquid rocket engines with up to
50,000 pounds of thrust. The engines tested include
Orbitec’s Vortex liquid engine, an innovative engine used
to power portions of rocket test fl ights while aiming to
reduce price and mass of current rocket engines.
Restricted airspace over Lake Michigan – Originally
restricted for testing and fl ying B-52s during World War
II, R-6903 is still restricted airspace and continues to
be used for military fl ight exercises. In 2000, Wisconsin
DOT approved Spaceport Sheboygan, a project that
pursued goals for STEM education, including suborbital
rocket launches. Since that time, use of the spaceport for
commercial space fl ight has been explored by a group
of stakeholders affi liated with the Wisconsin Aerospace
Authority.
Wisconsin Aerospace Authority (WAA) - created in 2006 through legislation and iterated in Wisconsin
law in Chapter 114.60 (recently updated in 2016) with the mission to facilitate aerospace-related education
and economic opportunities. The WAA has power of eminent domain and bonding authority. While not
currently active, WAA is an organizational resource with unique authority in the state.
U N I Q U E A E R O S P A C E A S S E T S
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R E G I O N A L A E R O S P A C E C O N T E X T : M I D W E S T A S S E T S The Midwest region is one of the
great global manufacturing hubs,
with companies arrayed around the
Chicago megacity as the centerpoint
of manufacturing intelligence. Midwest
companies engineer, design, build, and
maintain/repair mobile machines across
the transportation sector, including
automobiles, agricultural equipment,
and aerospace. Numerous metro areas
in several Midwestern states include a
major presence of leading aerospace
companies, such as Boeing, Rolls-
Royce, Northrup Grumman, Honeywell,
Eaton, Woodward, and others. These
companies are powered by diverse
supply chains that overlap across the
region.
Furthermore, the Midwest is home to a
concentration of academic, research,
and engineering institutions that fuel the
talent in manufacturing and industrial
design powerhouses, including those companies in the aerospace
industry supply chain. Several states have developed initiatives to
organize and promote the aerospace industry within this network.
S E L E C T M I D W E S T A S S E T S
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Part II. Strategic Framework
E V O L V I N G V I S I O N E L E M E N T S
Figure 3
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C H A L L E N G E A N D F O C U S S T A T E M E N T
CHALLENGES TO AEROSPACE INDUSTRY GROWTH IN WISCONSIN
• Signifi cant skilled workforce shortage today and foreseeable future throughout U.S.
• Supply chain for commercial and military is well established with signifi cant barriers to
entry for prospecting SMEs; immediate opportunities likely to be smaller and fast moving
THEREFORE, THE STRATEGY FOR WISCONSIN SHOULD FOCUS ON
• Supporting the needs of existing aerospace companies already vested here
• Out-of-state company activities that strengthen present operations rather than attract
new ones
• Critical, high-impact efforts that leverage and augment existing programs for the
aerospace sector where Wisconsin enjoys an industry strength or competitive advantage
• Long-view, patient strategies that position Wisconsin in emerging technologies, where
frequent strategic wins position the state for long-term success
The Strategic Framework outlined in the following pages addresses both immediate actions
that can be taken to support the needs of Wisconsin’s existing aerospace companies and the
longer-term building blocks, such as workforce engagement, SME technology advancement,
and future opportunities based on emerging markets. These longer-term efforts will continue
to build the foundation of investment, infrastructure, workforce skills, and technological
literacy that will allow Wisconsin to build a strong, business-focused ecosystem that provides
a return on investment for all stakeholders across industries, especially aerospace.
23
Figure 4S U M M A R Y O F A L L S T R A T E G I E S
T o d a y•
•
•
T o m o r r o w 5 - 1 0 y e a r s•
•
•
•
F u t u r e 1 0 - 2 0 y e a r s• • •
•
V I S I O N
W I S C O N S I N A E R O S P A C E I N D U S T R Y
S T R A T E G I C F R A M E W O R K
S T R A T E G I C D I R E C T I O N S
1.
2.
3.
4.
5.
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Strategy 1: A C C E L E R A T E E F F O R T S T O B U I L D W I S C O N S I N A E R O S P A C E A N D C Y B E R S E C U R I T Y C E N T E R O F E X C E L L E N C E
Astronautics and several industry partners, along with support from leading Wisconsin
universities and WEDC, are planning to launch a Center of Excellence for integrated aerospace
and defense technologies, including unmanned aircraft and autonomous fl ight systems. The
Center of Excellence will bring together industry and academic researchers, engineers and
programmers, to develop and test new aerospace and cybersecurity systems, including
simulation and testing of Unmanned Aircraft Systems (UAS) technologies. Skills application and
industry training in engineering, power and control systems, and composite materials would
also be integrated in the purpose, activities, and R&D conducted at the Center of Excellence.
Partner companies and universities will be able to use the center’s advanced open-source
cockpit and navigational systems simulators, integration and verifi cation stations, and security
penetration testing for the collaborative development of life-critical controls and general systems
controls. UAS-focused research and demonstration will provide advanced technology
sharing and additional opportunities to investigate and test cybersecurity best
practices.
The goal of the center is not only to develop solutions for key
issues facing the aviation and aerospace industries, but also
to attract aerospace talent to Wisconsin and heighten
Wisconsin’s position as a technology innovator in the global
aerospace industry. While the vision and goals for the Center
of Excellence are defi ned and the idea is seeded, industry
partners and other stakeholders should push harder to bring
the Center of Excellence to fruition.
“Establishment
of this center will enable the inventors
and innovators in the private sector to work
closely with our universities to ensure the state
maintains and advances its position in this
key industry.
”- Lt. Governor Rebecca Kleefi sch,
EAA AirVenture Oshkosh, 2016
DRAFT: JUNE 29, 2018
25
S T R A T E G Y 1 : T A C T I C S
1.1: Defi ne role, specializations, location, and desired impact of Center of Excellence
1.2: Leverage in- and out-of-state industry leader relationships to secure support and
resources
1.3: Develop business plan, fi nancial plan, and operating plan, including facility and
equipment planning
1.4: Determine/establish nonprofi t entity to operate Center of Excellence focused on
aerospace, cybersecurity, unmanned aircraft, and autonomous fl ight systems
1.5: Establish/Build Center of Excellence
1.6: Leverage Center of Excellence into statewide Aerospace Ecosystem
Potential relationships to other statewide industry hubs or initiatives:
CONNECTED SYSTEMS INSTITUTE AT UW-MILWAUKEE: research center and lab facilities
for collaboration of industry and scholars about Internet of Things (IoT) technologies.
Milwaukee, WI
AEROINNOVATE: an eight-week business accelerator for early stage aviation, aerospace,
and drone startup companies in Oshkosh, WI
STARTINGBLOCK: Entrepreneurial and IT Center of Excellence with accelerator services in
Madison, WI
NASA GREAT LAKES INITIATIVE: public-private partnership to develop space resources
technologies for use in both space and terrestrial applications and to support future NASA
missions and regional economic development in the Great Lakes region. Statewide
DRAFT: JUNE 29, 2018
“The unique
competitive advantage of
this center will be the blending
of aerospace and cybersecurity
solutions that will benefi t both
industry & higher education.
”- Chad Cundiff, President, Astronautics, 2017
26
Strategy 2: F U E L W I S C O N S I N A E R O S P A C E P A R T N E R S T O R A I S E A W A R E N E S S O F A E R O S P A C E A S S E T S A N D S U P P O R T I N D U S T R Y G R O W T H
A centralized, dedicated statewide aerospace industry organization was identifi ed as a
necessary step in unifying and advancing the aerospace industry in Wisconsin. Wisconsin
Aerospace Partners has emerged as the leading entity to coordinate communication, facilitate
programming, leverage resources, and track industry data and metrics. While some local or
regional efforts are occurring separately around the state, Wisconsin Aerospace Partners has
the business relationships and industry knowledge to foster collaboration between industry
and academia players towards a greater goal of growing Wisconsin companies’ market share
in aerospace and increasing the number of SMEs in the aerospace supply chain in Wisconsin.
The University of Wisconsin Oshkosh is providing development support to Wisconsin
Aerospace Partners through December 2018 at which time Wisconsin Aerospace Partners
will establish an entity operating outside of and funded separately from UW-Oshkosh,
likely as a not for profi t organization tax exempt under I.R.C. sec. 501(c)(3). As a statewide
“connector” entity, Wisconsin Aerospace Partners will facilitate activities and initiatives
between industry, education, EDOs, the Center of Excellence, government, and others
to advance aerospace projects, and supportive policies. Wisconsin Aerospace Partners’
emerging role within the Wisconsin aerospace industry are suggested by the action items in
the next page.
DRAFT: JUNE 29, 2018
27
2.1: Develop a website as a clearinghouse for Wisconsin aerospace industry, data, and
resources and facilitate stakeholder interactions
2.2: Develop targeted communications and tactics to strategically inform diverse audiences
(i.e. prospective workforce, companies, legislators, COE partners, EDOs, students) to
promote connectivity between partners, and to share best practices
2.3: Create 501(c)(3) with lean, nimble staff and governance strategy to provide industry
centerpoint and secure program funds
2.4: Maintain industry data and metrics, including partnership with New North’s Wisconsin
Supply Chain Marketplace to update and maintain contacts for aerospace/aviation
companies
2.5: Advocate for policies and secure program resources at the state level to support the
aerospace industry in Wisconsin
2.6: Facilitate administration and funding partners for aerospace industry cost-sharing
programs and grants (or coordinate with other entities that are administering
programs)
2.7: Leverage annual Oshkosh AirVenture event to advance COE and raise awareness of WI
industry assets, inspire students, and connect with companies
2.8: Advance relationships with recognized aerospace hubs in the Midwest and continue to
explore initiatives (i.e. Rockford, IL; Cleveland, OH)
DRAFT: JUNE 29, 2018
S T R A T E G Y 2 : T A C T I C S
28
Strategy 3: P A R T N E R W I T H E X I S T I N G A E R O S P A C E “ A N C H O R ” C O M P A N I E S A N D S U P P O R T S U P P L I E R S M E S T O E X P A N D A E R O S P A C E M A R K E T S H A R E
Direct support to Wisconsin companies would positively impact the aerospace industry in
the state. There are several state-funded, technical assistance entities that currently help
Wisconsin companies to navigate government contracts (Wisconsin Procurement Institute),
expand export capacity (Wisconsin Economic Development Corporation), or increase
productivity (Wisconsin Center for Manufacturing & Productivity). However, industry partners
identifi ed some additional programs, such as cost-shared new product entry support, First
Article testing, and certifi cation programs for AS9100 and ISO9001, which could make a big
difference to Wisconsin companies. These programs would help aerospace companies to
advance new products and increase competitiveness in the existing aerospace supply chain.
In addition, certifi cation and other programs support existing SMEs with a small market share
in aerospace, or those looking to expand into the aerospace market.
Finally, there is an overall issue with SMEs and their readiness for the next wave of technology
adoption. Industry 4.0, the next emerging phase of the digitization of the manufacturing
sector, will demand incorporation of advanced analytics, augmented reality, additive
manufacturing, and advanced robotics to increase productivity and meet the needs of
OEMs. Wisconsin should develop or leverage state and national programs and resources to
aid SMEs in its manufacturing base to rapidly adapt to the potential disruption in the supply
chain. As Wisconsin’s traditional legacy industry manufacturing suppliers advance technology
and capabilities towards Industry 4.0, they will be in a better position to support a diverse
range of high-tech industries including aerospace and its supply chain.
DRAFT: JUNE 29, 2018
29
3.1 Explore new product entry support for suppliers through funding match program to
incentivize OEMs on fi rst purchase, including First Article testing to increase Wisconsin’s
share of government contracts
3.2 Partner with existing providers or develop additional programs to help companies with
AS9100, ISO9001, or other certifi cations to enhance supplier readiness
3.3 Provide technical assistance for SMEs to meet DOD contractor regulations, such as
cybersecurity, site security, etc. to enhance supplier readiness
3.4 Explore appropriate state funding source to support aerospace business programs,
including Wisconsin Aerospace Authority (WAA) as an existing entity that has bonding
authority
3.5 Connect aerospace companies to current export enhancement programs and provide
referrals for interindustry mentoring to enhance national and international market
reach
3.6 Connect and encourage companies to link to WCMP/WEDC/IMS and other programs
to advance uptake of IOT, automation and robotics, additive manufacturing, and
cybersecurity technologies integration (Industry 4.0)
3.7 Connect aerospace to support ongoing FOXCONN supply chain efforts and technology
upgrades; aerospace supply chain will benefi t from SME readiness
DRAFT: JUNE 29, 2018
S T R A T E G Y 3 : T A C T I C S
30
Strategy 4: I N S P I R E Y O U T H A N D B U I L D T E C H N I C A L S K I L L S T O S U P P O R T E X I S T I N G C O M P A N Y G R O W T H A N D P O S I T I O N F O R N E X T G E N G R O W T H O P P O R T U N I T I E S
Demographic projections and industry trends indicate that there is both a workforce gap
and a skills gap that affects manufacturing companies in Wisconsin. Additionally, there is an
underdeveloped knowledge of the opportunities in the aerospace industry among students
and youth. Training the next generation of workers and preparing them for the skills required
to support aerospace is a priority that resonates with all industry players.
Wisconsin Space Grant Consortium has taken the lead in bringing together a network of
industry, education, and government partners to provide hands-on research and training
opportunities, internships, and STEM student recruitment, especially among women, people
of color, and persons with disabilities. The WisDOT Bureau of Aeronautics also offers some
internships and education opportunities in aviation and tracks many other affi liate programs.
These programs should be enhanced with industry participation and additional state and other
resources.
Over 4,000 engineers graduate from Wisconsin colleges each year. Wisconsin companies,
such as Gulfstream, Plexus, Orbitec-SNC, and Astronautics, rely on engineering design
talent to grow their businesses and remain best in class for high-end engineering, design,
and production. While careers in aerospace and aviation manufacturing do not require
an engineering degree, a strong STEM foundation and excitement for the aerospace and
manufacturing industries can go a long way to attract a young and skilled workforce in a
competitive fi eld.
DRAFT: JUNE 29, 2018
31
S T R A T E G Y 4 : T A C T I C S
4.1 Strengthen industry and education connection, through growing a robust, industry-
led cost share college internship program, enhanced recruitment and mentoring
relationships between industry and higher ed, and apprenticeship programs
4.2 Support Wisconsin students in state and national engineering-focused, interdisciplinary
R&D and aerospace competition events such as NASA Student Launch,
CyberPatriot, FIRST Robotics, and Hyperloop
4.3 Expand, showcase, and further leverage activities led/
supported by Wisconsin Space Grant Consortium to grow
STEM knowledge base in K-12 and higher education
4.4 Advocate for aerospace-specifi c programs in education,
including increased engineering program capacity,
training for aviation mechanics and tradeswork, and
innovative approaches to pilot training programs
4.5 Continue to support awareness and exposure to
aerospace job opportunities for high school and
college students through events, such as Milwaukee
Bucks Aerospace Jam, Gulfstream Student Leadership
Program, Talent Take-off, EAA Eagles & UASAN,
Aviators by Design, and Wisconsin Space Conference
4.6 Support targeted resources within statewide programs
for recruiting and retaining diverse students in Wisconsin
aerospace workforce pipeline
DRAFT: JUNE 29, 2018
“Wisconsin’s
many colleges and universities
serve science and engineering
students who want to stay in the state
after graduation. The Wisconsin Space
Grant Consortium works with industry
& Academic partners to facilitate
opportunities to help them start their
careers right here in Wisconsin.
”- Kevin Crosby, Director, WSGC, 2018
32
Strategy 5: E X P L O R E C R O S S - I N D U S T R Y C L U S T E R O P P O R T U N I T I E S T O A C C E L E R A T E I N N O V A T I O N A N D P O S I T I O N I N F U T U R E M A R K E T S
O P P O R T U N I T Y 5 . 1 : S P A C E I N D U S T R Y I N W I S C O N S I N - L E V E R A G E W I ’ S L E G A C Y S P E C I A L I Z A T I O N S A N D E X P L O R E S P A C E P O R T O P P O R T U N I T YFrom mining the moon to privatized space travel, space exploration has gained traction
in the private sector over the past 15 years. Companies like Space X, Blue Origin, and
Virgin Galactic have lead the attempts to launch commercial space rockets and return
them to earth. Sierra Nevada Corporation – Orbitec (Middleton, WI) is working on several
space technology initiatives including their own rocket, the Dream Chaser, and on living
environments to support astronauts in deep space, including on Mars. As technology to
launch and recover spacecraft continues to evolve, there is a future opportunity for more
SMEs to participate in the commercial space market. Furthermore, Wisconsin’s legacy
industries such as agriculture and food systems, water technologies, engines, mining, and
energy effi ciency should be leveraged into future technology applications as the commercial
space industry expands and diversifi es.
Several unique space assets opportunities in Wisconsin warrant exploration of future
economic growth opportunities related to the space industry:
• Expand Spaceport Use: Continue to explore use of restricted air space over Lake
Michigan for spaceport activities, including suborbital rocket launches by students in
Sheboygan and other sites along Lake Michigan, but also for future commercial space
launch opportunities, including launch and recovery of space exploration cargo loads.
DRAFT: JUNE 29, 2018
33
• SNC Orbitec (Middleton, WI): developing next generation rocket launch systems, Vortex
rocket engines, and Dream Chaser Space Vehicle. Wisconsin-based facilities include
Large Engine Test Facility for rocket engine testing.
• Wisconsin Space Grant Consortium: active and engaged in internships, STEM
education, and student launch events, such as High-Altitude Balloon launch, First Nations
Launch, and NASA Student Launch.
• NASA Great Lakes Initiative and related Economic Development Administration
Grant (awarded October 2017) to explore aerospace, water, energy effi ciency industries
to leverage NASA research support and national lab capabilities towards Wisconsin R&D
efforts
• Explore link in Wisconsin’s legacy industry specializations and assets, such as
agriculture and food systems, water technologies, engines, mining, and energy effi ciency,
to advance R&D as the commercial space industry expands to exploration of Mars, lunar
regolith mining opportunities, and private space travel
DRAFT: JUNE 29, 2018
34
O P P O R T U N I T Y 5 . 2 : N E X T G E N E R A T I O N M R O H U BThe U.S. Department of Defense offi ce of Economic Adjustment awarded Fox Valley economic
development partners $3.1 million in August 2016 to support Initiative 41, which included
multiple projects, such as advancing expanded maintenance, overhaul, and repair (MRO)
facilities in the Fox Valley. An MRO center could specialize in small commercial planes, with a
further focus on the ability to position the region for emerging electric aircraft used for travel
across the Upper Midwest. The next generation MRO hub could partner with EAA/Wittman
Regional Airport to showcase new MRO technologies at EAA AirVenture Oshkosh and other
industry events and air shows. Furthermore, an MRO hub could promote and showcase
existing Wisconsin industry players who are entering emerging technology markets as suppliers.
This partnership could spawn innovation, stimulate activities with colleges and universities in the
region, and create more deal fl ow to AeroInnovate.
Midwest MRO specializing in small and medium aircraft and cutting-edge technology and
practices. Future opportunities could include specializations in:
• Avionics and electrifi cation niche
• Service hub for small, regional aircraft and UAVs
• Additive manufacturing of parts – replacement/repair on site, “just in time”
• Storage and equipment capabilities
• Rapid response logistics network
• Augmented reality MRO training
• High-end, after-market services
DRAFT: JUNE 29, 2018
35
O P P O R T U N I T Y 5 . 3 : E M E R G I N G U A V / U A S A N D E L E C T R I C P A S S E N G E R D R O N E M A R K E T SCompared to the established and mature supply chain of the aerospace sector, the UAV/
UAS industry is like the Wild West. With relatively few established standards and a low level
of regulation, the UAV/UAS industry leads in technology, including data analysis, imaging, and
sensors, but could learn from other aerospace companies in implementing best practices for
safety and quality control. Wisconsin should enable a more formal knowledge exchange and
mentoring program between core aerospace companies and UAV/UAS operators.
Milwaukee-based Menet Aero and the advocacy group, UAS Advocacy Support Network,
have been pursuing an opportunity for state funding to allocate state-owned land for UAV/
UAS piloting and testing. Opportunities for growth in the UAS/UAV industry include pioneering
development of best practices in:
• Drone integration in pilot training
• Industry standards for fl ight safety and quality control that could be applied across the U.S.
• Strategic use of multiple types of craft for different roles in a single mission
DRAFT: JUNE 29, 2018
36
Furthermore, the UAV/UAS industry offers market opportunities for new industries and new
users to get involved in aviation. Industries such as public safety, law enforcement, package
delivery, chemical dispersal for fi re safety or mosquito control, insurance claims investigation,
and medical device delivery are just a few of the uses that are being explored by the FAA’s
Integration Pilot Program Awardees. Real estate, legal, and insurance professionals are
incorporating UAS into their current business practices. While many that earn their UAV/UAS
pilot’s license are amateurs in aviation, there is an opportunity to create a “gateway” to acquire
more advanced expertise in aviation and enthusiasm about aerospace through more traditional
networks.
One outstanding challenge is to defi ne potential SME manufacturing and workforce training
opportunities related to UAV/UAS in Wisconsin. Currently, the majority of UAV/UAS are
manufactured in China and elsewhere outside the U.S., while some software development
and assembly occurs by U.S. companies. However, with the growing use of UAV/UAS across
multiple industries, Wisconsin should determine an opportunity or role for SMEs in Wisconsin
to enter this growing market. Stakeholders could explore a Center of Excellence in Southeast
Wisconsin for UAS R&D, testing, and exploration of supply chain integration/market disruption
opportunities for UAS and related technology in the aerospace industry.
DRAFT: JUNE 29, 2018
37
O P P O R T U N I T Y 5 . 4 : E X P L O R E O P P O R T U N I T I E S T O S U P P O R T A N D P A R T N E R W I T H E A A A I R V E N T U R E O N I N N O V A T I O N A N D B U S I N E S S D E V E L O P M E N TEAA AirVenture Oshkosh is a one-of-a-kind event in the U.S. that brings over 500,000 people
and 10,000 aircraft from over 80 countries to visit Wisconsin and celebrate aviation. An integral
part of the global aviation community, EAA AirVenture Oshkosh is also part of Wisconsin’s
aviation DNA and a grassroots summer event that inspires Wisconsin residents. As the aviation
industry continues to pursue innovation, EAA AirVenture Oshkosh can continue to provide a
growing medium to showcase cutting-edge aircraft, products, and technologies, particularly for
Wisconsin-based products and businesses.
In addition, the aerospace business community, Wisconsin’s colleges and universities, and
Center of Excellence partners could explore opportunities to demonstrate innovation of and
experimentation with small-scale recreational and business aircraft, both with human pilots
and unmanned. EAA AirVenture Oshkosh could be a major test and demonstration site for
experimental aircraft, including pre-market technology such as passenger drones and small
electric regional aircraft.
DRAFT: JUNE 29, 2018
38
Part III. Near-Term Next Steps and Conclusion
M O V I N G I T F O R W A R DThe Wisconsin Aerospace Industry Strategic Framework was launched by key stakeholders with a
passion and interest in advancing the aerospace industry in Wisconsin. Through a short, six-month
process, industry, economic development, and institutional stakeholders developed a path forward
for the aerospace industry based on Wisconsin’s current assets and a vision for the future.
Immediate next steps are needed to start to move the big pieces of the vision forward:
1. Expand the Wisconsin Aerospace Partners website to provide aerospace industry data and
resources about Wisconsin companies
2. Finalize the entity and 501(c)(3) status needed to advance Wisconsin Aerospace Partners’
efforts to connect and serve the aerospace industry and the Center of Excellence project
development
3. Continue supportive measures for Manufacturers Roundtable event at EAA and
determine action plan for meeting outcomes
4. Secure initial round of funding and establish founding Board for aerospace initiatives
5. Build institutional and industry partnerships essential for Center of Excellence advancement
In addition, the Wisconsin Aerospace Industry Strategic Framework includes suggested timing and
stakeholder partnerships for implementation of the strategies and tactics on the following pages.
DRAFT: JUNE 29, 2018
39
2018 2019 2020 2021 2022 Lead Potential Partners
1
1.1 Astronautics and Industry Leaders FAA, OEM's, EAA, WEDC, GAMA, WASP, UWMilwaukee, Marquette, UW Oshkosh, MSOE, WSGC
1.2 Astronautics and Industry Leaders FAA, OEM's, EAA, WEDC, GAMA, WASP, UWMilwaukee, Marquette, UW Oshkosh, MSOE, WSGC
1.3 Astronautics and Industry Leaders FAA, OEM's, EAA, WEDC, GAMA, WASP, UWMilwaukee, Marquette, UW Oshkosh, MSOE, WSGC
1.4 Astronautics and Industry Leaders FAA, OEM's, EAA, WEDC, GAMA, WASP, UWMilwaukee, Marquette, UW Oshkosh, MSOE, WSGC
1.5 Astronautics and Industry Leaders FAA, OEM's, EAA, WEDC, GAMA, WASP, UWMilwaukee, Marquette, UW Oshkosh, MSOE, WSGC
1.6 Astronautics and Industry Leaders FAA, OEM's, EAA, WEDC, GAMA, WASP, UWMilwaukee, Marquette, UW Oshkosh, MSOE, WSGC
2
2.1 Wisconsin Aerospace Partners Industry input; WEDC ; leverage national industrygroups & EDO's and data sources as applicable
2.2 Wisconsin Aerospace Partners Industry input; WEDC ; leverage national industrygroups and data sources as applicable
2.3 Wisconsin Aerospace Partners Industry support
2.4 Wisconsin Aerospace Partners New North; Industry Partners; WPI
2.5 UAS Advocacy Network Wisconsin Aerospace Partners
2.6 Wisconsin Aerospace Partners WEDC
2.7 Wisconsin Aerospace Partners EAA/COE
2.8 Wisconsin Aerospace Partners WEDC
Leverage annual Oshkosh AirVenture event to advance COE and raise awareness of WI industry assets, inspirestudents, and connect with companies
Determine/establish nonprofit entity to operate Center of Excellence focused on aerospace, cybersecurity,unmanned aircraft, and autonomous flight systems
Establish/Build Center of Excellence
Leverage Center of Excellence into statewide Aerospace Ecosystem
Fuel Wisconsin Aerospace Partners to Raise Awareness of Aerospace Assets and Support IndustryGrowth
Develop targeted communications and tactics to strategically inform diverse audiences (i.e. prospective workforce,companies, legislators, COE partners, EDOs, students) to promote connectivity between partners, and to sharebest practicesCreate 501(c)(3) with lean, nimble staff and governance strategy to provide industry centerpoint and secureprogram fundsMaintain industry data and metrics, including partnership with New North's Wisconsin Supply Chain Marketplaceto update and maintain contacts for aerospace/aviation companiesAdvocate for policies and secure program resources at the state level to support the aerospace industry inWisconsinFacilitate administration and funding partners for aerospace industry cost sharing programs and grants (orcoordinate with other entities that are administering programs)
Advance relationships with recognized aerospace hubs in the Midwest and continue to explore initiatives (i.e.Rockford, IL; Cleveland, OH)
Develop a website as a clearinghouse for Wisconsin aerospace industry, data, and resources and facilitatestakeholder interactions
Leverage in and out of state industry leader relationships to secure support and resources
Define role, specializations, location, and desired impact of Center of Excellence
Project/Initiative/Strategy
Accelerate Efforts to Build Wisconsin Aerospace and Cybersecurity Center of Excellence
Develop business plan, financial plan, and operating plan, including facility and equipment planning
Figure 5
S T R A T E G I C F R A M E W O R K A C T I O N P L A N
DRAFT: JUNE 29, 2018
40
Figure 5
2018 2019 2020 2021 2022 Lead Potential PartnersProject/Initiative/Strategy
3
3.1 Wisconsin Aerospace Partners WEDC
3.2 Wisconsin Aerospace Partners Wisconsin Procurement Institute
3.3 WCMP/MEP Network/WisconsinProcurement Institute COE/Wisconsin Aerospace Partners
3.4 Wisconsin Aerospace Partners UAS Advocacy Network/COE/WSGC
3.5 Wisconsin Aerospace PartnersWisconsin Aerospace Partners referrals andindustry support; WEDC mentor matching and
export programs
3.6 Wisconsin Aerospace Partners WCMP/WEDC/ IMS and others
3.7 Wisconsin Aerospace Partners WCMP/WEDC/ IMS and others
4
4.1 Wisconsin Space Grant Consortium/Wisconsin Aerospace Partners
Industry partners; WI DWD; UW System and otherhigher education institutions; DPI Inspire initiative
4.2 All WSGC/Astronautics/WI DOT/UASAN
4.3 Wisconsin Space Grant Consortium/Wisconsin Aerospace Partners All
4.4 Wisconsin Aerospace Partners All
4.5 Wisconsin Aerospace Partners All
4.6 Wisconsin Aerospace Partners All
55.1 Orbitec/WAA/WEDC
5.2 Wisconsin Aerospace Partners
5.3 UASAN Wisconsin Aerospace Partners/ EAA/WI DOT
5.4 Wisconsin Aerospace Partners EAA/Industry Partners/COE
Space Industry in Wisconsin Leverage WI's legacy specializations and explore Spaceport opportunityNext Generation MRO Hub Position Oshkosh's assets to specialize in small and medium aircraft and cutting edgetechnologies and practicesEmerging UAV/UAS and electric passenger drone marketsExplore opportunities to support and partner with EAA AirVenture on innovation and business development
Continue to support awareness and exposure to aerospace job opportunities for high school and college studentsthrough events, such as Milwaukee Bucks Aerospace Jam, Gulfstream Student Leadership Program, Talent Takeoff, EAA Eagles & UASAN, Aviators by Design, and Wisconsin Space Conference
Explore Cross Industry Cluster Opportunities to Accelerate Innovation and Position in FutureMarkets
Explore appropriate state funding source to support aerospace business programs, including Wisconsin AerospaceAuthority (WAA) as an existing entity that has bonding authorityConnect aerospace companies to current export enhancement programs and provide referrals for interindustrymentoring to enhance national and international market reach
Connect and encourage companies to link to WCMP/WEDC/IMS and other programs to advance uptake of IOT,automation and robotics, additive manufacturing, and cybersecurity technologies integration (Industry 4.0)
Connect aerospace to support ongoing FOXCONN supply chain efforts and technology upgrades; aerospace supplychain will benefit from SME readinessInspire Youth and Build Technical Skills to Support Existing Company Growth and Position for NextGen Growth Opportunities
Support targeted resources within statewide programs for recruiting and retaining diverse students in Wisconsinaerospace workforce pipeline
Strengthen industry and education connection, through growing a robust, industry led cost share collegeinternship program, enhanced recruitment and mentoring relationships between industry and higher ed, andapprenticeship programs
Support Wisconsin students in state and national engineering focused, interdisciplinary R&D and aerospacecompetition events such as NASA Student Launch, CyberPatriot, FIRST Robotics, and HyperloopExpand, showcase, and further leverage activities lead/supported by Wisconsin Space Grant Consortium to growSTEM knowledge base in K 12 and higher education
Advocate for aerospace specific programs in education, including increased engineering program capacity,training for aviation mechanics and tradeswork, and innovative approaches to pilot training programs
Partner with Existing Aerospace "Anchor" Companies and Support Supplier SMEs to ExpandAerospace Market ShareExplore new product entry support for suppliers through funding match program to incentivize OEMs on firstpurchase, including First Article testing to increase Wisconsin's share of government contractsPartner with existing providers or develop additional programs to help companies with AS9100, ISO9001, or othercertifications to enhance supplier readinessProvide technical assistance for SMEs to meet DOD contractor regulations, such as cybersecurity, site security, etc.to enhance supplier readiness
DRAFT: JUNE 29, 2018
S T R A T E G I C F R A M E W O R K A C T I O N P L A N , P A G E 2
41
L E A D I N G T H E C H A R G E - W I S C O N S I N A E R O S P A C E P A R T N E R S Wisconsin Aerospace Partners has emerged to provide leadership to advance the initiatives
in the Wisconsin Aerospace Industry Strategic Framework. In general, these efforts should support industry but not detract from
business self-interest. A grassroots effort is needed that is both nimble and focused, that minimizes bureaucracy and maximizes cost
effectiveness.
Primary Roles:
• Facilitate the administration of the Strategic Framework and leverage new and existing programs
• Raise awareness of aerospace industry assets in Wisconsin and connect stakeholders to resources
• Play a connector role between companies, academic institutions, and workforce development entities
• Work to increase major aerospace presence in Wisconsin’s academic institutions
• Create and maintain Wisconsin aerospace industry website
• Assist in development of Center of Excellence
Discussions are taking place to determine the collaborative actions for Wisconsin Aerospace Partners and key partnerships with
champions for the proposed Center of Excellence and the UAS Advocacy Network.
DRAFT: JUNE 29, 2018
42
Figure 6
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P O T E N T I A L R O L E S & K E Y E N T I T I E S / P A R T N E R S
43