Final WI Aerospace Framework Document 6 29.18 · U.S.-based aerospace companies.2 In the drone...

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


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


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.


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.


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


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


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


8

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


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


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.


“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


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/


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.)


14

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.


15

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

information DRAFT: JUNE 29, 2018

16

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


17

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.


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


19

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


20

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


21

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


22


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.


24

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


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


“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.


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)



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.


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



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.


31


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


“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.


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


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


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


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.


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.


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.


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






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


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


40

Figure 5

2018 2019 2020 2021 2022 Lead Potential PartnersProject/Initiative/Strategy

3


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



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


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.


42

Figure 6


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

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