The Business case for the Bombardier CSeries


December 12, 2010
70 Pages - SKU: INAG3805124
License type:
The business case for the Bombardier CSeries is sound. Although Bombardier is pursuing a narrow market segment, 100-149-seats, this is hardly an inconsequential market. There is an estimated market of more than 6,000 aircraft over 20 years, accounting for traffic growth and retirements/replacements. Airbus and Boeing are trending toward up-gauging their airplanes, which means largely abandoning this market segment to new competitors such as Bombardier and Embraer and potentially AVIC, Mitsubishi and Sukhoi.

Skeptics have questioned the CSeries business case for a variety of reasons and assertions:
  • The 100-149-seat market is a dying market;
  • Bombardier has no experience in this segment;
  • The CSeries has few orders;
  • The CSeries has had false starts;
  • The CSeries 2x3 seating is a mistake;
  • The CSeries doesn’t have the range of the A319 and 737-700;
  • Bombardier has no experience in working with advanced materials;
  • Airbus and Boeing can under-price the CSeries with their A319 and 737-700; and
  • The A320 family New Engine Option will destroy the business case for the CSeries.
Some of these items are indeed cause for skepticism. Others are pure hyperbole aimed at undermining the CSeries at the behest of competitors and uninformed or biased observers.

Proponents of the CSeries have highlighted its advantages:
  • 15% lower cash operating costs;
  • 20% lower fuel burn than 737-700 and A319;
  • 20% lower maintenance costs;
  • Significant improvements in emissions;
  • Significant improvements in noise;
  • Utilization of advanced materials and 21st century technology; and
  • The first new technology narrow-body trunk liner since 1988.
It is clear that the CSeries is projected to be the most efficient aircraft in its class when introduced in 2013. The key question is can Bombardier deliver on these promises.

We will address these and other issues in this new Study. Our conclusions will be questioned and criticized by some, but there are two points to be made that are irrefutable and which, in our judgment, demonstrate beyond any doubt that the business case for the CSeries is sound and that Airbus and Boeing don’t doubt it.


I. Executive Summary
Conclusions
Background
What changed in the year since our earlier report?
The Players
II. CSeries History
Initial Studies
Initial Evolution
Alternatives
Engine Selection
Program Production Timeline
First Orders
III. Market Drivers
Airbus NEO
Boeing 737
Embraer
Unsuccessful 100-seaters
The Slow Start
IV. Technical Data and Capabilities
Description of the CSeries
Advanced Materials
Aerodynamics
Engines
Avionics
Maintenance Technology
Technical Data
Performance
Competitive Comparison
V. Production Model
What is different from Boeing or Airbus?
CIASTA
Supply Chain
Alenia
China
Fly-By-Wire
Advanced Materials
VI. Previous Re-Engine Programs
The Success or Failure of Re-Engining Programs
Derivative Models with New Engines have Mixed Market Results
Aftermarket Re-Engining Programs
Bottom Line
VII. Threats
Airbus
Boeing
Bombardier
Embraer
Timeline
VIII. Economics
Operating Economics
Specific Fuel Consumption
Maintenance Cost
Landing and Environmental Fees
Crew Costs
Overall Economic Performance
A 150-Seat CSeries
The Benefits of Early Adoption
IX. Business Case
The Customer Perspective
The Lessor Perspective
The Manufacturer Perspective

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