Table of Contents Introduction: A Message from Eric Strafel
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Foreword:
A Letter from Doc Booth’s Family
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Chapter 1:
Humble Beginnings
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Chapter 2: Southwest Airmotive, Co.
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Chapter 3: A New Era for Southwest Airmotive, Co.
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Chapter 4:
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Cooper Industries and the Birth of Aviall
Chapter 5: Ryder and the Growth of Aviall
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Chapter 6: Aviall Reborn
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Chapter 7:
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Expansion of Aviall and Boeing’s Acquisition
Chapter 8: Aviall Today and Beyond
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Progression of Aviall: 1932-2017
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Acknowledgments
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Celebrating Our 85-Year History
Introduction
O
rville Wright was still alive in 1932 when Edward “Doc” Booth founded the aircraft sales and service company that would become Aviall. Edward F. Booth, Inc., as it was known then, was born of Doc’s passion for flight, and it embodied the innovative spirit of both the aerospace industry and Doc himself. Since then, our company has been built by men and women just like Doc, innovators passionate about aviation. This book celebrates the accomplishments of those men and women and, telling of their stories and those of the customers they’ve served, tells that of our company’s history. Over the course 85 years, Aviall has continuously leveraged innovations in the fields of engineering and technology both to develop and grow as a company, and to connect airlines, manufacturers and end users around the globe. Our team members have worked not merely to meet the needs of a rapidly changing industry, but to anticipate them. They built one of the first hangars specifically designed to facilitate aircraft service and repair. They serviced the first jet engines used by the U.S. Air Force. They were among the first in the industry to offer a website and digital marketplace to customers. Today, the company Doc founded in 1932 has 40 locations around the globe. It is the world’s leading parts distributor and supply chain service provider within the aerospace industry. And, it is rapidly becoming the industry’s premier end-to-end, digital supply-chain integrator. While the landscape of our business has changed drastically in 85 years, we do what we do today because, like our founder, we are innovators, passionate about aviation, on a mission to keep the world in flight. I hope you enjoy the journey through Aviall’s rich history and come to share in the passion that drives us. To those both past and present who have made this company what it is today and to the future generations who will carry us forward – thank you.
Eric Strafel President and Chief Executive Officer
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Foreword
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dward Fearon “Doc” Booth, our grandfather, was a humble man of few words. He was courteous and respectful of all, whether young or old, unknown or heralded. His curiosity was limitless and eclectic. Doc was never effusive and yet, he was passionate about all things that mattered to him. His family and aviation were his greatest loves. When Doc had the idea to start Booth Aviation we feel certain he began with one motive in mind: to help people and support his fellow pilots. Doc loved people, and throughout his life, people from all backgrounds and cultures
fascinated him. His courteous and gentile manner captivated those he met, and they became fast friends. As a child Doc spent a great deal of time reading National Geographic magazines and studying maps of the world to satiate his limitless curiosity for things outside of the small town where he was born, Spearfish, South Dakota. He had a love for each of the countries he visited and the cultures and peoples there. As children we remember Doc, no matter the distance he had to travel, never missed our recitals. He would quietly stand in the back of auditoriums and classrooms with a look of great delight, appreciative of our efforts, as we gave a speech or acted in a play. We suppose our grandfather was naturally drawn to being a pilot when he was at West Point because it was something new and exciting. He also saw it as a way for him to experience the countries and peoples he had read about as a boy. When we could get Doc to talk about himself, his best stories were of flying and the people he knew in the aviation world. When Doc started Booth Aviation, we seriously doubt that he ever dreamed it would evolve into the enormous, global company that Aviall has become. But Aviall so perfectly reflects Doc’s integrity and ideals. We believe that if Doc Booth were here, he would be standing in the back, full of pride and appreciation for the accomplished and honorable people who have made Aviall the brilliant and successful company it is today.
— Katharine Goodson, Elisabeth Turner and Caroline Norris, Doc’s Granddaughters
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Chapter 1: Humble Beginnings
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Previous Spread: A Waco 10 airplane, which was the most widely produced model for the Waco Aircraft Company during the early 30s.
Edward “Doc” Booth
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dward Fearon “Doc” Booth was born in Spearfish, South Dakota on June 14, 1902. His father, D.C. Clinton Booth, headed the Department of Fisheries in the same town and is credited with establishing the first trout hatcheries in Yellowstone National Park. His wife was Ruby Hine. They also had one daughter — Doc’s younger sister, Katharine.
After two years of college study, Doc applied for admission to the U.S. Military Academy at West Point and was accepted without an entrance examination. Tall, handsome and quick-witted, he earned the nickname “Doc” when his fellow West Point cadets teased him mercilessly about a “zero” he received on the medical officer’s exam. Reportedly, he had slept through the lecture. Nevertheless, he succeeded in his studies — finishing in the top third of his class and joining 16 of 150 fellow graduates in the pilot Air Corps in U.S. Army’s 3rd Attack Group in 1925. Doc Booth 1924. Graduating as a appears in back row, fourth from the right. trained aviator, he was immediately assigned to the Army’s Third Attack Group from September 1925 to July 1926. But after five years in the military, Doc resigned his commission in 1929 and moved to Panama to pilot the Ford Trimotor for 8
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Pan American Airways, making the first S38 Sikorsky flight to all the major islands of the West Indies. Still, Doc was restless, and the allure of independence was potent. His driving entrepreneurial spirit was inspiring his passion to pursue his own business — and make his mark. He returned to the United States and pursued a series of different aircraft-related jobs. Serving as a personal pilot for hire in New York, he also spent some time working as a barnstormer across the country, performing aerobatic stunts and offering airplane rides to area residents. In Detroit and Washington, DC, he flew a Lockheed Vega in demonstrations. Next, he moved to Texas to serve as a personal corporate pilot for wealthy oil executive William H. Dunning. In 1929, Doc married Nell Pettit, who gave birth to their son, Charles Clinton “Clint” Booth, a couple of years later. Thanks to his eclectic collection of flying experiences and assignments, Doc quickly noticed the impending need for high-quality maintenance and sales services for the private aircraft owner — particularly among successful oil tycoons. Doc’s father-in-law, Charles Pettit, who had amassed a fortune in oil and investing in his own right, supported Doc’s vision and recognized the lucrative potential for business aircraft services. He agreed to provide the financial backing his ambitious son-inlaw needed to launch his dream — his own aviation company. Landing at Love Field Municipal Airport in
Dallas, Texas, right in the heart of the oil belt, Doc founded Edward, F. Booth, Inc. in late 1932, when Dallas’ population was about 260,000. He worked tirelessly to position the new enterprise as the go-to southwest hub for refueling, servicing and transportation — specializing in aircraft services and sales. “We offer airline maintenance for the private owner,” Doc proclaimed. His sister-in-law, Miss Wayne Pettit, worked in the company too, as secretary/treasurer. Business began to take off. More and more pilots were landing, resting and refueling. Edward F. Booth, Inc. began distributing its first line of aircraft by representing Waco airplanes and selling them to area companies, such as Halliburton Oil. Doc built Edward F. Booth, Inc. with an unfaltering commitment to customer service and an unquenchable thirst for innovation. This resolute soldier, meticulous pilot and shrewd businessman made history as a pioneer in the very earliest days of business aviation in the U.S. — setting the standard for the safety and security of air travel and keeping the world in flight.
Above: A Lockheed Model 9 Orion parked in front of the original Edward F. Booth, Inc., the 20,000-square-foot Hangar One on the northeast side of Love Field. Right: Waco airplanes (circa 1933). Celebrating Our 85-Year History
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Dallas Love Field Then...
1926
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ike Doc, Dallas Love Field emerged from military beginnings. Originally a U.S. Army facility used to train pilots during World War I, the small airport was named Love Field on October 19, 1917, in remembrance of Lieutenant Moss Lee Love, who died in a California airplane crash in 1913. On June 22, 1928, the city of Dallas acquired the federal government-owned airfield for $320,000. A year later, Delta Airlines, known as Delta Air Service, Inc., initiated passenger service from Dallas to Jackson, Mississippi, and Braniff Airways began operating out of Love Field, as well. In addition, just as Doc was ramping up his business in late 1932, Love Field completed a major infrastructure upgrade — replacing dirt runways with pavement, dramatically improving flight access and aircraft servicing opportunities.
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and Now.
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Love Field maintenance shop for Braniff Airways in 1938, which would become a key customer for Edward F. Booth, Inc.’s successors.
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The Perfect Partner – “Hal Henning”
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ne of Doc’s missioncritical connections was certainly Hal Henning, former Texaco Avgas flying salesman. Their high-octane association laid the groundwork for a brand new era of growth and opportunity. Hal became interested in flying aircraft as a hobby in 1922, while he was employed as a civil engineer working in highway maintenance and construction. Eventually, he decided to apply his engineering skills in the aviation industry full time. A lively, energetic man, he did not stay in one place or one job for long. For example, he served as a pilot at the Paul Vance School of Flying in 1928, but he met Doc a few years later when he was working for Texaco as a flying salesman. Hal’s engineering expertise was a valuable asset for the young business. 14
In fact, Hal designed the first engine overhaul shop for Booth-Henning, Inc. in 1935. With a $40,000 investment, the company built the 35,000-squarefoot Hangar Four, an ultra- modern facility constructed with brick and steel and stocked with state-of-the-art equipment. They shifted operations to the new hangar and hired the additional master mechanics they needed to service their expanding customer base. And, these team members were not just skilled; they were exceptional. From day one, Booth-Henning mechanics built a reputation in flying circles for being multi-talented, innovative and ingenious in their approaches to aircraft maintenance. Reportedly, they were some of the first to install radios in airplanes. One particularly smart idea that significantly streamlined workflow was covering shelves that held overhauled engine parts with canvas. This prevented flying dust and dirt from compromising the inventory, thus reducing the time and effort needed to wash engine parts.
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And, Hal had a valuable perspective on the business. Physically living above the overhaul shops in a three room apartment, he consistently scrutinized every facet of the operation to maximize efficiency and improve productivity. Hal was a strong believer in the notion that “service boosts sales.” In fact, Stinson Aircraft sales doubled year over year after the company dropped the Waco line and began providing support for the Lycoming engines used by Stinson in 1934. Booth-Henning also
held service contracts for the major engine manufacturers, as well as distribution contracts for Ryan and Aeronca aircraft for the Southwest. In addition, they ran a flight school and a training program for professional aircraft mechanics. Texaco, Shell, and Stanavo also helped fuel their accelerating success as trusted gas and oil suppliers.
Henning in his Texaco AV Gas sales airplane. Stanidng next to him is Maj. W. F. Long who married Wayne Pettit.
(Left to right) Arthur Tracey, chief inspector; Frank Say, shop boss and mechanic; J. O. Dowell, Booth-Henning team member.
Aircraft Services and a Waco Dealership A Stinson aircraft having its engine overhauled.
Canvas covered parts racks keep dust out of the engines during disassembly.
Engine mounting plates which greatly sped up the engine overhaul process. Celebrating Our 85-Year History
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Booth-Henning, 1936, shortly after the company became a Stinson dealership. (Left to right) Doc Booth, president; Wayne Petit, secretarytreasurer; Hal P. Henning, vice-president and general manager.
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A Few Remarkable Customers
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s Doc expanded his business and reach, he formed many fruitful associations with luminaries of the day — in and out of aviation. He thrived on interaction with others and even consulted with filmmakers on aerial choreography for the silent film “Wings” in 1927. One of his most famous cohorts was Hollywood actor James Stewart, who was also a Brigadier General in the U.S. Air Force and appeared in several classic aviation films. As a result of Doc’s strong social connections, Booth-Henning, Inc. at Love Field provided aircraft services for some the world’s best known pilots, including Roscoe Turner, Frank Hawks, Jimmy Doolittle, Amelia Earhart and Jacqueline Cochran. An eccentric Roscoe Turner celebrates winning the Thomson Trophy for the second time.
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Jimmy Doolittle smiles after setting a new record by flying 1,500 miles from Mexico City to St. Louis.
Jacqueline Cochran celebrates after finishing in 3rd place at the Bendix Air Races.
Frank Hawks sets a new record for transcontinental flights — in the air for more than 18 hours, 21 minutes and 59 seconds.
Amelia Earhart, the first female aviator to fly solo across the Atlantic Ocean, poses in front of her aircraft.
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Previous Spread: The new company name, Southwest Airmotive, displayed on Hangar 4.
A Change in Ownership
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Southwest Airmotive is Born
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n 1937, Doc and Hal hired Winston Castleberry, described by those who met him as “amiable and personable.” He was a former oil company bookkeeper, recent graduate of the School of Business at Southern Methodist University — and nephew of founding investor Charles Pettit. Winston’s keen business acumen and fresh perspective made a positive impact on the organization — almost immediately. Armed with his financial expertise, Winston began overhauling and fine-tuning the firm’s financial management process. Streamlining operations to maximize revenue, he divested the aircraft sales division to focus company resources on the service business. As a result, Booth-Henning’s net profit steadily increased, year over year. Winning the praise and appreciation of Booth-Henning leadership, Winston assumed the role of treasurer.
founded a series of business startups in Dallas. Hal helped open and operate the Willow Run Bomber Plant during WWII and later served as chief pilot for General Motors. Doc Booth’s dreams and passion for aviation and the meticulously detailed designs contributed by his service centered partner, Hal Henning, had successfully created and launched what was to become a world renowned aviation company. As civilian and military aviation opportunities multiplied, other companies entered the market
at Dallas Love Field, as well — Executive Aircraft Services in 1945 and Aviation Activities Co. in 1946. Other emerging players included Dallas Airmotive Co., Texas Aircraft & Engine Co. and General Aviation Supply in St. Louis, Missouri.
A photo of George Jalonick III, Harlan Ray and Winston Castleberry, shown left to right, taken during the 50s.
In 1939, Charles Pettit sold his controlling interest of Booth-Henning to Dallas Rupe & Son, an investment bank that took the company public, renaming it Southwest Airmotive, Co. (SAC). Next, Winston proceeded with his own business transaction, partnering with ex-insurance salesman George Jalonick III and fellow SMU alumnus Harlan Ray, who was also an oil executive, to purchase controlling shares in SAC from the investment bank. Doc Booth and Hal Henning subsequently stepped away from the business they had created and moved on to pursue other aviation interests. Doc worked for the military during World War II and Celebrating Our 85-Year History
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Up, Up and Away
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AC’s reorganizations and shifts in ownership during the 1940s successfully empowered the company for longterm productivity and expansion. By 1941, SAC boasted 25 team members and $300,000 in gross sales. Harlan remained the silent partner, and George took the helm as president of the distribution division later on in 1946. In addition to that, he was very active in many facets of the community and emerging aviation industry — serving as president of the Aviation Distributors and Manufacturers Association of Texas, chair of the Dallas Chamber of Commerce Aviation Committee and was involved with the Aerospace Heritage Foundation Inc. Winston continued as president of the service business, and he took his role very seriously. “Here, we treat ‘em like civilian VIPs and love it,” he claimed. Winston described SAC services to Air Force transients as including, “carrying crew bags, getting room reservations for them, and even sewing on buttons, if necessary.” He continued, “No plane ever leaves SAC with a dirty windshield.” Other stories abound. “One customer wanted a big easy chair in the nose (of his B-25), so he could ride around and look at the world,” Winston recollected, and SAC successfully fulfilled the request. When the United States entered WWII in 1941, the firm shifted to serving primarily government wartime needs. SAC weathered the challenges of the period, particularly finding and retaining quality personnel, by focusing
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on customer value — product availability, quality service and taking care of their employees. When asked about his success strategy, Harlan replied, “That’s a great bunch of folks out there, I’m proud of ‘em.” And a SAC secretary responded, “They are almost unbelievably dedicated to one another and to the company . . . It’s a religion with them. I didn’t know business could be operated on such a high ‘plane’.” Across the country, near the frosty lakes of Minneapolis, Minnesota, another important player joined the expanding aviation industry landscape. Borrowing $300, to buy ten sets of aircraft tires, Grosvenor B. Van Dusen founded Van Dusen Aircraft Supplies. As the first “flying distributor” specializing in general and business aviation distribution, he sold parts in a six-state territory out of the back of his second-hand Stinson 105. He was an audacious, energetic entrepreneur who knew aircraft well and understood the needs of those who flew.
Back in Texas, as WWII intensified, SAC acquired more opportunities to support the war effort, including their first military contract to overhaul piston engines for the U. S. Air Force and a $4 million surplus military engine overhaul contract. Beginning with Rangers for training aircraft, SAC’s scope of overhaul work expanded to Lycoming engines and even power plants for Wright and Guiberson tank engines. To accommodate the growing demand, the company rapidly expanded facilities and increased staff. In 1942, Winston left SAC when he was called to Air Force service as an engineering officer. Fortunately, Harlan Ray was able to move away from his oil business during this time to take a more active role in running SAC during Winston’s absence. The substantial quantity of service work the team performed during WWII deepened their expertise and amplified their industry reputation. Their output nearly doubled during the war from eight engines a day to about 15. After WWII ended, Winston returned to SAC to lead the firm’s effort to convert military grade engines for commercial use. Purchasing surplus engines off of Consolidated B-24 Liberators, they were able to acquire a large stock of Pratt & Whitney 1830-43s — and efficiently compress the conversion process to an industry-leading three days. Ernie Hansen, SAC’s key repair/overhaul lead and manager of the engine remodeling plant, reportedly designed this ground-breaking, high-efficiency procedure. Fueled by ingenuity, enhanced processes and agility, SAC launched into a new period of remarkable success.
Ernie Hansen works to changeover a military grade Pratt & Whitney 1830-43 into an 1830-92 for commercial use. The modified piston engine could be used in Douglas C-47s and DC-3s. Celebrating Our 85-Year History
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Business Booms
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rom 1941 to 1949, SAC’s gross revenue skyrocketed from just over $290,000 to $2.1 million. This tremendous development drove the further expansion of facilities and the team. The number of personnel employed by SAC had grown from 25 in 1941 to a total of 170. By 1949, the burgeoning aeronautics business had vastly outgrown its initial home in Hangar 4. SAC added three additional hangars to handle service and repair operations, including the Executive Plane-O-Tel on the east side of Dallas Love Field near Lemmon Avenue. The engine overhaul shops remained in Hangar 4,
located on the north end, separate from the three new hangars. The unique and popular Plane-O-Tel played a key role in the growth of the Fixed Based Operator (FBO) business and was used to park aircraft as they were refueled and serviced. Hangar 21, attached to the Executive Plane-O-Tel, housed administrative offices, airplane storage and transient service headquarters. On the other side of the facility, Hangar 20 was home to the aircraft radio and instrument shop. From 1947 to 1949, in just three years, SAC had moved from one to four hangars. In floor space, that translated to explosive expansion from 36,000 square feet to more than 137,000.
SAC was leading the way in business culture and innovation for the time — practicing a philosophy they termed “continuous modernization,” which made quality an ongoing, deliberate process to ensure success. This meant continually updating tooling and equipment to configure overhaul shops to accommodate the newest engines as they became available. Additionally, SAC developed timesaving efficiencies to reduce the person hours required to complete various jobs. SAC honed bestpractices and implemented the most cutting-edge management techniques to build an aggressive, well-oiled machine.
SAC’s new headquarters at Dallas Love Field. 26
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Left: Aircraft fill SAC’s parking ramp. Above: Aircraft waiting inside of the storage hangar. Right: Southwest Airmotive’s engine overhaul shop at work. Celebrating Our 85-Year History
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The Distribution Division
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hile Winston was away serving in the Air Force, George identified yet another possible revenue stream. In reviewing the financial statements, he noticed strong sales in a category labeled “Outside Sales.” When George inquired about these dollars with the chief clerk in the stockroom, he learned they reflected the growing requests from local plane owners and FBOs to order parts not related to the immediate needs of the engine shops. They were purchasing these parts directly from SAC. Since these sales were happening without any kind of formal sales effort or advertising, George decided to dedicate a sales team to expand the hidden income potential. As part of his strategy, George and Harlan began calling on the prominent airplane-part manufacturers in the Northeast to gain their buy in, support and, most important, their distribution contracts. At first, gaining a foothold was 28
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slow, but after George signed the first distribution contract, other agreements followed. Competing as a cost-effective, time-saving alternative to original equipment manufacturers (OEMs), SAC carved out a market niche as an attractive, economical option for the airlines. This was a completely new sales approach. Using such creative tactics, SAC might even be considered an early “disruptor.” George literally reinvented aviation parts distribution — for SAC and the industry as a whole. He officially launched SAC’s distribution division in 1946. Originally located in the engine overhaul shop, the sales office then took over an old Air Force storage warehouse on the south end of Love Field. The aviation parts sales team actually flew company-owned airplanes to see their customers and were known as the “Flying Salesmen.” In 1947, SAC purchased two new lightplanes specifically for
managing sales in five states. As the sales division grew, SAC moved forward with two distinctive divisions — parts sales and aircraft services. George created a whole paradigm for the aviation parts distribution business. Early airline customers included American Airlines, Braniff Airways and Pan Am Airlines — all whom purchased Scintilla Magnetos from SAC. By 1947, the sales division represented 45 part and accessory manufacturers. And George aligned forward-thinking employee management practices with the transformation, as well. In 1946, he implemented a clever and generous profit-sharing plan that returned 20% of net operating profit to the internal team. Available to all employees who had worked for 17 consecutive months or more, the plan offered various share levels based on annual wage and longevity. Combined with effective sales techniques, these policies propelled SAC to new levels of achievement.
SAC’s 10-year 10K-gold employee pin.
Southwest Airmotive’s sales team has a meeting before taking off to connect with suppliers.
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Keeping in Line with Growth
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AC continued its growth trajectory into the 1950s. By 1954, the evolving company was pumping more than three million gallons of gasoline to aircraft operators annually, and gross sales were more than $5 million. By the first quarter of 1954, SAC had completed $250,000 facilities upgrade, including several operational components. Setting a company record by overhauling 2,105 aircraft power plants, the engine overhaul division added an additional 35,000 square feet of floor space. One of the most exciting additions to the engine shop was an overhead monorail system that moved the engines from final assembly all the way to testing through automation. In addition, an advanced paint drying process for engine parts streamlined the parts preparation workflow significantly. This ingenious process involved attaching freshly spray-painted parts to an overhead conveyer belt that ran through a 35-foot infrared bake oven. Lined densely with 256 electric infrared light bulbs, the high-tech furnace dried the paint with light. There was a fifth engine test cell added, as well, configured specifically for the large volume of engine overhauls. And the instrument shop, which specialized in testing and overhauling aviation electronics, received an update with the latest in technology and equipment to perform work on rotors, bearings and electrical instruments with 30
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optimal efficiency. SAC also increased its distributor sales program — serving Slick, Pan America, Pioneer, Central, American, TWA, Frontier, Continental, Braniff, Trans-Texas and Delta-C&S Airlines. Always reaching for even higher levels of customer service, SAC added a comfortable, air-conditioned lounge for general and business aviation customers, as well as a car-rental office for pilots in need of secure transportation around Dallas. It was a one stop shop — providing pilots with everything they needed for a visit under one roof. Particularly appealing to pilots was SAC’s “Eagles Nest” lounge, the perfect place to land between flights.
Under the expert leadership of Winston Castleberry, George Jalonick III and Harlan Ray, SAC’s rapid growth exceeded all expectations into the mid1950s. And the latter half of the decade would hold even more unimagined opportunities as aviation advanced into the jet age — and SAC benefitted from its brisk tailwind.
Below: A disassembled piston engine in the overhaul shop. Right: Engines lined up for overhaul as business accelerates.
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Parts roll down a conveyor into the state-of-theart paint-drying furnace.
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Light bulbs line the interior of the furnace to speed up the drying process. The aircraft part pictured is a blower case.
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Chapter 3: A New Era for Southwest Airmotive, Co.
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Previous Spread: Concept art of SAC’s new Dallas Love Field headquarters and service station.
Southwest Enters the Jet Age
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n the summer of 1944, Germany released the first ever jet fighter, the Schwalbe Me 262, introducing revolutionary aircraft technology that ignited a radical transformation in the speed and efficiency of air travel from that point forward. In response, the U.S. Air Force invested massively in the design and development of America’s version of the jet-propelled engine. The Lockheed P-80 Shooting Star was the first U.S.-made jet fighter, deployed during the final days of WWII and more extensively during the Korean War with later versions, the F-80 and the advanced F-94. Two years after the Korean War ended, the Air Force allowed private sector aviation firms across the nation to bid on engine overhaul contracts. Prior to this shift, the Air Force had used only internal military mechanics and original engine manufacturers to overhaul jet engines. It was 1955, and this strategic military-industrial move promised to increase the flexibility of the U.S. jet-fighter fleet, as well as our national security by developing jet repair expertise across the aviation industry. 36
This ambitious Air Force initiative was particularly significant for SAC. In fact, it was a game-changer. The Air Force awarded this eager Dallas company a $3 million contract to overhaul 1,290 Allison J33 jet engines. The transaction made history as the first non-military, non-manufacturer to win a jet engine overhaul contract. To prepare, SAC spent $1.5 million in just 150 days to update facilities, train technicians and retool systems — driven by a companywide commitment to “continuous modernization” that provided the agility and ability necessary to seize this missioncritical opportunity. As a result of their speed and precision in modifying their facilities, SAC successfully overhauled an initial quota of 60 engines for the contract and was subsequently awarded the remainder of the work. Based on their monthly track record of on-time, onbudget delivery, the U.S. Navy also followed up with a jet-engine overhaul contract — strengthening SAC’s position as the industry’s leader in the rapidly expanding jet engine overhaul business.
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This excerpt from a SAC’s “Skylights” company newsletter from January of 1959, the 4th anniversary of the jet contract, exemplifies the gratitude and pride the SAC team felt in conducting this essential work: We shouldered this grave responsibility and this high honor with pride and conscience . . . To date, we have overhauled approximately 6200 of your engines. We hope you have liked our performance. On the anniversary of this historic contract, we re-pledge ourselves to quality craftsmanship for the men who fly and service F-80s and T-33s.
“Skylights” kept the people of SAC informed and connected — expressing the warmth of the SAC environment and recognizing achievements of the dedicated workforce. There was a genuine sense of community — fueled by a palpable commitment to service and innovation. Each issue was brimming with examples of team-member contributions, including celebrations, birthdays, births, bowling scores, engagements, weddings, retirements and awards for jobs well done.
The final assembly line for J33 jet engines at SAC engine overhaul shop.
A SAC welder works on J33 ring and tube assembly.
Returning overhauled engines on an Air Force aircraft.
An augmenter tube carries exhaust from a jet engine into the test cell.
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Investing in Tomorrow
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s the business took off in the 1950s, SAC executives recognized the need for a solid five-year strategic plan that included building an all-new service station to accommodate increasing capacity requirements. The estimated cost was $4 million, but the investment was worth every penny. Though revenues were $600,000 annually in the mid-1940s, by the mid-1950s, income had increased to roughly that amount per month. SAC reported $7.5 million in revenue for fiscal year 1956. Aligning with SAC’s 25th anniversary in 1957, the expansion plan rolled out in two main phases, starting with the construction of a modern business aviation terminal and the relocation of two main hangars. The new terminal was to become a signature symbol of recognition for Southwest Airmotive. The facility could handle an impressive array of functions. The first floor held a pilots lounge, flight operations department, car-rental office, executive offices for employees and the headquarters for the fueling department. An additional lounge and a dining area were located on the second floor. Also, the upstairs space 38
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was designed so that it could quickly be converted into meeting space able to host up to 100 people. They moved the aircraft shop’s 200ton hangar across the airfield to a new location on the southeast side of Love Field — and moved the Executive PlaneO-Tel too. The second phase, completed by 1963, included two new hangars and a newly constructed distribution building, complete with administrative offices and inventory storage space. In total, the enhanced facility parked up to 400 aircraft — 200 under the hangar roof and an additional 200 outside. Dubbed “Service City U.S.A.,” this bustling aircraft hub was described as a “city of specialists” and was home for 5 different aviation companies. Service City U.S.A. made SAC one of the largest service stations in private aviation. Becoming the heart of SAC operations, it was the perfect launch pad for the next phase of the growing business’ journey.
The first floor pilots lounge.
The business aviation terminal and accompanying hangars.
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Phase 1 of SAC’s expansion plan is complete and phase 2 begins with the construction of two new hangars.
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Jet Engine Overhaul Facilities are Growing
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owever, SAC’s capacity growth accelerated even faster into the 1960s with the construction of an enlarged jet-engine overhaul and test facility to meet the growing demand of commercial aviation turbojet engines. Providing enhanced capabilities to service engines with up to 30,000 pounds of thrust, the $2 million upgraded test cell augmented their existing engine-test facility near Amon Carter Field in Fort Worth. It also offered the increased efficiency, safety and flexibility of control paneling that could be easily modified to accommodate different types of turbojet engines. The new configuration also supported the highpriority testing functions that were essential to the performance and success of the overhaul division. Plus, in addition to serving as the sole source for the Air Force and Navy J33, J35 and J47 engine overhauls, SAC signed contracts to overhaul engines for Braniff Airways, Eastern Air Lines, National Airlines and Northwest Airlines. Equipped with the most current technological tools and quality processes, SAC technicians achieved engine turnaround times as low as 14.6 working days, in contrast to the 17 days they forecasted. They were setting the industry standard for efficiency and productivity.
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The control room for the new engine test cell.
SAC Business Highlights
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n the spring of 1961, SAC successfully secured its first contract with the U.S. Army to overhaul 300 helicopter power plants including the Franklin O-335-5 for the H-13 Bell Helicopters and Franklin O-335-6 for their H-23 Hiller helicopters. Refueling services, including military aircraft, continued as a cornerstone of SAC’s business — with more than 6 million gallons sold annually during the late 50s. Toward the end of the decade, SAC returned to aircraft sales when it acquired aircraft distributor Aircraft Sales Company of Fort Worth and Longview and its Cessna distribution business. Subsequently, SAC reorganized the Cessna operation in the formation of Business Wings, Inc. as a separate enterprise managed out of the Love Field headquarters.
Technicians prepare a J75 engine for testing. The control room window can be seen in the background.
The junction box, which grouped all the necessary engine-to-control room connections.
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Pictured are the test facility (above) and the new jet engine overhaul test cell (below).
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The SAC engine overhaul shops bustling with work (above) and the engine overhaul facility (below).
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Distribution in 1963
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n just a few short years, George Jalonick III helped grow SAC’s cadre of companies to more than 45 suppliers and 20 key manufacturers. Additionally, he forged strong, productive relationships with the major commercial airlines as parts customers. Sales more than doubled over the prior year — from nearly $2 million in 1959 to more than $5 million in 1960. Once again, growth drove the need for facility expansion. Selling parts to the military, business aviation and commercial airlines customers, the new distribution office opened in 1963, and completed the final phase of its $4 million project. Known as “Building B,” it was located just off of Lemmon Avenue near Service City U.S.A. Innovations extended to administrative business tools as well, and one area of continuous improvement was inventory management. In 1958, the sales division began tracking inventory through the ingenious Cardex system, a leadingedge solution for the time, that helped organize and manage product and part availability with a system of filing cabinets and index cards. And in 1968, SAC implemented SPEC 2000 electronic ordering technology to manage distribution network data. Years before any kind of online networking, this functionality enabled the electronic transfer of 46
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provisioning, ordering and shipping information. The system replaced the telephone and manual order processing using an early teletypewriter. The machine was a combination of telephone, typewriter and a small printer that transcribed messages the user typed. The teletypewriter would respond to the user’s keystrokes by punching small holes into a thin strip of paper and then, when ready, send the information to its intended destination via landline. This major advancement in communications was just one example of the culture of innovation that drove the success of SAC in revolutionary ways.
Above: Concept art of a new distribution building for SAC. Right: The new distribution building, which opened its doors in 1963.
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An artist’s rendering of the completed Dallas Love Field facility.
An aerial view of the entire SAC Dallas Love Field facility after the expansion plan was completed.
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Chapter 4: Cooper Industries and the Birth of Aviall
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Previous Spread: The Cooper name displayed on SAC’s former Dallas Love Field headquarters, marking the change of ownership.
Formation of Cooper Airmotive
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hough SAC was an aviation market leader for decades, the exceptional company encountered some turbulence in the 1970s. Unexpected hardships from multiple directions rattled the otherwise nimble enterprise. Executive Winston Castleberry’s tragic and untimely death at the age of 61 in 1971, combined with the economic impact of the nationwide fuel crisis two years later, proved untenable. With such a significant management loss on top of mounting difficulties, SAC turned to an external solution for the company’s future.
Management from Standard Aircraft Equipment visit Cooper Airmotive’s Dallas Love Field facilities.
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In the early 1970s, Cooper Industries (CI), a tool and diesel engine manufacturer headquartered in Houston, Texas, began actively seeking opportunities to diversify its business and capture market share through acquisitions in the high-potential aviation industry. CI had established a successful reputation for itself as a leading diesel engine manufacturer, especially those used to pump oil along the Alaskan Pipeline; and it was believed that jet engine technology would soon replace diesel power. In anticipation of this transition, CI developed an aviation division that specialized in jet engine
repair, maintenance and overhaul. The process began with the acquisition of Dallas Airmotive, an aircraft engine overhaul company, in 1971— followed by SAC a few years later. Then, in 1974, Dallas Airmotive merged with SAC to create Cooper Airmotive (CAI). In the final transaction of this capacity-building play in 1975, CAI purchased Standard Aircraft Equipment, a parts distribution company that mechanic Louis Bollo created out of an old Bendix operation in Long Island. This trio established the fullservice division of CAI that specialized in aircraft engine overhaul, aircraft services and aftermarket parts support. Coming together in this high-stakes business deal, SAC joined Dallas Airmotive and Standard Aircraft Equipment in leaving behind their similar entrepreneur-driven histories to merge into a powerful, new corporate conglomerate. The stamina and vision of Cooper Industries/Cooper Airmotive would elevate them to an even higher level of achievement.
Cooper Industries’ 1975 Headquarters located in Houston, Texas.
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The Impressive Cooper Coverage
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AI’s astute leadership wisely selected their accomplished acquisition targets to ensure complete nationwide coverage and strengthen their opportunity in the jet-propelled aviation market. In addition to growth through mergers and acquisitions, CAI began to flourish on the new aviation landscape as a result of savvy, innovative management techniques. The strong emphasis the company leaders placed on communication enriched the firm’s culture of transparency and inclusion. This included distributing informative newsletters to the entire company to keep all employees in the loop on noteworthy accomplishments and the company’s performance. They mailed or hand-delivered catalogs and fliers directly to customers regularly. CAI also implemented innovative methods to share information more efficiently — such as Microfiche (or Aerofiche in aviation lingo), a small, 4x6-inch microfilm card that held massive amounts of information. A single card captured more than 250 pages of information. Considered groundbreaking at the time, this unique technology offered an economical alternative to 54
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printing, storing and shipping large, bulky catalogs. However, to maximize flexibility, the machine used for viewing could also be paired with a printer to render the information on paper, as needed. Another high-tech solution they embraced was the Series 80 TOTAL on-line information system that helped accelerate internal communications. Installed in 1975, this database system facilitated instant information sharing capabilities — dramatically streamlining distribution and administrative tasks. Also in 1975, CAI acquired Standard Aircraft Equipment, which stocked and distributed more than 50,000 different line items and strengthened CAI’s foundation of strategic locations, dedication to service and product availability. Other technical highlights at the time included installing CAI’s first IBM 3735 computing terminal in February 1974 and activating the first online branch (Dallas/Tulsa) in October 1979. That same year, the industry’s first company-sponsored trade show also debuted. Stimulated by these innovations, CAI’S distribution division grew exponentially through the 70s, regularly stocking roughly $2 million of inventory with 20% of
their business for airlines. They effectively leveraged the “mini-branch concept” to stay close to customers, and CAI grew the business with a lean, efficient approach. Just two employees ran a small-branch office with inventories on hand, no larger than $100,000. The expansion of the small branches or customer service centers included Atlanta, Chicago, Dallas, Detroit, Ft. Lauderdale, Ft. Worth, Garden City, Houston, Kansas City, Lafayette, Van Nuys, Philadelphia, St. Louis, San Francisco and Tulsa — with area sales in Denver, Little Rock, Minneapolis, San Antonio, Sarasota and Portland. At the time, 33 full-time sales representatives handled 88 major product lines. CAI’s sales grew more than 400% between 1974 and 1979. As the players evolved across the nation and globe, Van Dusen led the general aviation marketplace as CAI focused on the turbine and business aviation markets. Van Dusen diversified further in the 70s to become a worldwide distributor of parts and supplies — also offering fueling, professional flight training and financing services for dealer inventories. Frank Leftwich, marketing director at CAI, recognized the enormous opportunity of the independent jet engine-overhaul market. At more than $300 million, annually, CAI had 25%, or roughly $75 million per year in revenue. Airlines comprised more than 65% of total overhaul work
performed in engine shops across the country. Like SAC, CAI supported business aviation and U.S. military aircraft. However, 1975 brought a big change when leadership removed piston-engine overhaul from their service menu — selling off those business segments. Turbine engine overhaul proved consistently more profitable. In 1977, CAI reported an operating income of $20.6 million on sales of $178.3 million. And, from 1976 to 1977 revenue increased 27%. Advancing toward the 1980s with clear definition, CAI described its mission in these terms: Cooper Airmotive provides a variety of aviation and industrial services in addition to the wholesale distribution of aeronautical supplies through warehouse outlets across the country. These include the repair and overhaul of airline, business aircraft and industrial power plants; the completion and refurbishing of corporate aircraft interiors; and the operation of facilities for refueling and storage at Dallas Love Field.
Right: Cooper Airmotive Ads from the late 70s and early 80s. Celebrating Our 85-Year History
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Going International
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n addition to fortifying their domestic operations, CAI ventured across the globe. The first international branch opened in 1977 in Melbourne, Australia — followed by branches in South Africa and the United Kingdom. By 1980, CAI advertisements declared the firm “spanned the entire globe.” Enabled by an industry-leading computerized inventory control system, CAI’s distribution network of 26 warehouses supported locations on six continents.
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The Birth of Aviall
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tarting in the summer of 1981 and lasting for roughly a year and a half, America suffered from one of the worst economic downturns since the Great Depression. Fueled by a sharp increase in oil prices, combined with monetary policy issues, the economic nosedive also marked a key transitional period for CAI. Unfortunately, the anticipated value of the emergent engine overhaul division was not materializing. As it turned out, diesel engines were still the primary power plant for pumping oil along the pipelines. Even before the recession hit, leadership began selling off the most costly components of the aviation division in a strategic effort to realign the CAI with core competencies and long-term goals. One of the
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early adjustments in 1980 was the sell-off of the aircraft completion center at Dallas Redbird Airport. Started by SAC in 1968 through the acquisition of Executive Aircraft Services, Inc., this service hub installed avionics and accessories and refurbished the interiors of business aircraft in Dallas’ southern sector. CAI retained the original refurbishing center located at SAC’s old headquarters at Love Field. Just a year later, leadership at CI began the process of divesting Cooper Airmotive to streamline and resume a laser focus on diesel engines, compressors, tools and lighting. Talks began with an investment group that owned Aviation Power Supply, headquartered in Burbank, California, regarding the sale of CAI.
In the December of 1981, the investment group merged Aviation Power Supply and CAI into a brand new company named Aviall after completing the purchase for $150 million and offering CI a 9% ownership stake. The Aviall name was the condensed version of “Aviation All,” which conveyed the company’s broad scope of capabilities spanning engine overhaul, parts distribution and FBO services. Though the promising, new organization was poised to take off into its next phase of productivity, challenges remained on Aviall’s journey of achievement.
Aviation Power Supply’s headquarters in Burbank, California.
Aviation Power Supply founders Frank D. Hintze (left) and Elmer M. Hanson (center) with Harry J. Botterud (right) Vice President of quality control and engineering.
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Chapter 5: Ryder and the Growth of Aviall
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Previous Spread: A Ryder Airline Services Ad from the 1990s illustrating the subsidiaries owned by Ryder.
A Successful Entrance into the Market
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he 1980s arrived in a storm of economic uncertainty, but the clouds parted to reveal another exciting iteration of the ever-evolving aviation powerhouse. In 1981, Aviation Power Supply acquired Cooper Airmotive to form Aviall — with a vision to service a broader aviation aftermarket — all of it. The branding messaging said it all: • All over the aircraft. • All over the airport. • All over the industry. • All over the world. • All over coverage is the reason we are still here today. Aviall, the agile, newly minted engine overhaul and distribution company, was expanding its international reach, as well. Though the recession of the early 1980s weakened many companies nationwide in and out of aviation, the summer of 1983 brought hope and recovery. Rebounding after its substantial losses with a 100% increase, the NASDAQ index rocketed from 159 points to 328, and the aviation 64
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industry regained its momentum. Aviall was cruising too — boasting 42 branches on five continents, representing 90 different manufacturer product lines and a record $40 million inventory. Still, the engine overhaul division continued to serve customers as a core component of the business. With robust overhaul business performance and companywide operation strengthened by the merger, Aviall leadership took the company public in 1984 — under AVI as its ticker symbol on the New York Stock Exchange. This gave the team quite a lift, and the outlook was optimistic. In fact, profit for 1984 was $8.1 million on $400.5 million in sales. At $6 million 20 years ago, sales had multiplied by a factor of almost 68, and at the time, Aviall had 2,600 employees and six turbine engine maintenance facilities. With a growing footprint and reputation, Aviall began to attract the attention of the other sectors of the market. Specifically, Ryder, a giant transportation leasing company took notice.
Aviall advertisement for the Allison 250 Engine.
Members of the Aviall engine team overhaul a CFM56 engine.
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Ryder Acquires Aviall
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yder System, Inc. was known as a global transportation and business services company that specialized in truck rentals. Seeking to diversify their transportation mix, Ryder acquired Aviall in 1985 as part of a targeted strategy to move into aircraft leasing. In addition to Aviall, Ryder System Aviation Services compiled a dynamic portfolio of companies that covered a full spread of aircraft sales and service functions. The other acquisitions included Aviation Sales Company and General Hydraulics. With its well-established global parts distribution network, Aviall was specialized in aircraft turbine engine overhaul — operating as an FBO at Love Field Airport. Aviation Sales Company, acquired in 1982, sold commercial aircraft parts and leased aircraft for commercial and cargo use. General Hydraulics, a subsidiary of Aviation Sales Company, performed used-part overhauls, resold aircraft parts — and was also involved in fuel, electromagnetic and electromechanical parts distribution. As a merged conglomerate, Ryder System Aviation Services offered aircraft leasing, jet engine overhauls and aircraft parts support provided through distribution.
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1986 Aviall Ryder Ad.
Ryder System Aviation Services Ad. Celebrating Our 85-Year History
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Aviall’s Acquisitions and Van Dusen
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nder the Ryder label, Aviall measurably expanded reach and operations — acquiring several companies in 1986 and 1987, such as British-Caledonian’s overhaul shop, Caledonian Airmotive, parts distributor Ellis-Horn and Van Dusen Aircraft Supplies, which had grown into one of the largest general aviation parts distributors. Similar in scope and market to Aviall, Van Dusen provided FBO services, parts distribution, hose, battery and brake shops, as well as engine overhauls. Owner at one time of the largest private company Cessna fleet in the U.S., Van Dusen Aircraft Supply in Minnesota grew on a parallel course with the SAC/
CAI/Aviall organization for decades — implementing brilliant sales strategies that helped fuel its aviation industry success. One of its most powerful techniques was purchasing competing businesses across the U.S. in what’s termed “a roll up.” Van Dusen pioneered the distribution center concept in Minneapolis — supporting branch offices and ushering in a new era of parts distribution and timely delivery. Gene DePalman, former Van Dusen CEO prior to the acquisition, said: We were proud to develop a powerful supply chain for our distribution division that set a standard for industries
Van Dusen’s headquarters in Minneapolis, Minnesota.
across the nation — still followed by many companies . . . And one of our most successful strategies was the creation of a department focused solely on serving the commercial market segment. Prior to this, most parts distribution companies served all market segments through one department. But Van Dusen created a new business model. Other innovations were drop-shipping orders straight to customer locations, as well as implementing one of the first computerized tracking systems in the distribution industry — structuring one of the most efficient inventory management platforms available at the time. Over time, Van Dusen formed a large international network that was 50-locations strong. Aviall’s acquisition of Van Dusen was a pivotal industry milestone — coalescing two of business aviation’s elite visionaries and tireless entrepreneurs from the earliest days of flight. Assuming all but the FBO component of Van Dusen’s business, Aviall enlarged its international business footprint and market reach. As part of this transition, Aviall sold the entire sales fleet of aircraft — recognizing the
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era of “flying sales people” had ended, giving way to increased efficiencies and focused cost reductions. Aviall was positioned to master new markets and compete with the nation’s leading aviation distributors as parts distribution reached all sectors of the civilian aviation market. Aviall’s core competency continued to be providing testing, maintenance, repair and overhaul services for the Allison 250 engine series, Avco Lycoming ALF502, General Electric CJ610 and CF700, Pratt & Whitney Canada PT6A and JT15D, and Rolls-Royce Dart, Tay and Spey engines. And the opportunities were abundant. Through all of the capacity building efforts, launches and consolidations — domestic and global, Aviall leadership always took safety seriously. Safety, for team members and customers, was always top priority. A prime example was the industry-leading safety glasses program to prevent eye injuries. This new safety initiative dramatically reduced the number of eye injuries at Aviall. Before implementing the program, they reviewed the accidents for the previous two years. Approximately 15% of the
injuries were eye injuries (about 15 per year), and they occurred in almost every department. After six months of requiring safety glasses, goggles and face shields, only one eye injury had occurred. This safety initiative exemplified Aviall’s commitment to people — on the ground, as well as in the air.
Aviall and Van Dusen Joining Forces Ad.
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Expanding Distribution
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s the decade progressed, accelerating aircraft parts division growth drove the need for more usable work space — a brand new general and business aviation distribution warehouse at 2075 Diplomat Drive in Dallas, Texas. The Diplomat warehouse was a fully equipped modern upgrade for Aviall. Later on in 1989, as operational needs continued to increase, they added the neighboring building at 2055 Diplomat Drive as an overflow warehouse, second administrative building and storage facility. Beyond Dallas, the organization was making similar strides. The Van Nuys, California branch grew from 9,000 to 26,500 square feet, adding a battery shop and credit department. Manager Julie Turner transformed the small shop servicing only the local area to a major operation, supporting fifteen branches on the west coast and Alaska. Also, in 1989, the next move on the growth plan was international. President John Wallace and Branch Manager Steve Hussey opened the Singapore branch with more than 80 customers and guests attending the festive global event.
Right: Aviall’s new 2075 Diplomat Drive warehouse, located in Dallas, Texas. 70
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2nd floor mezzanine photo of the interior.
Conveyer belts and automation help move boxes across the warehouse.
An Aviall team member scanning boxes.
An Aviall team member stocking inventory.
Aviall’s aircraft tire inventory. Celebrating Our 85-Year History
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A New Home for Commercial Airlines
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viall constructed a new distribution warehouse at 1601 Wallace Drive with accompanying offices in 1990. This building was completed to support the growth and increasing demand of their commercial airlines parts distribution and sales division. The facility boasted 30,000 square feet of warehouse space, offices and additionally housed a hose shop that fabricated airline hoses and assemblies. The facility was located roughly 9 miles northwest of Aviall’s main headquarters at Dallas Love Field Airport.
Concept art of the 1601 Wallace Commercial Airlines warehouse.
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The new Commercial Airlines warehouse open for business.
The Beginning of the Computer Age
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omputer technology fundamentally changed the course of business in the 1980s — across all industries, including those in the air. In 1985, Ryder acquired Inventory Locator Service (ILS), a data management company that connected aircraft parts sellers with buyers. Founded by John Williams, the successful firm created a sophisticated relational database that tracked part information and supply status. To avoid conflict of interest, Ryder and ILS functioned as separate entities. ILS offered an updateable Compact Disk Fiche that helped manage technical detailed information on aviation parts. Aviation industry professionals were also early adopters of the CD-ROM and desktop computers that replaced the industrystandard Aerofiche used for data storage.
Desktop computers were increasingly used in the workplace during the mid-80s.
The next high-impact innovation was AirNet, a proprietary computerized ordering program for customers. As a desktop application, it facilitated ordering via a dial-up modem and linked customers directly to the Aviall mainframe. Customers could search for part numbers and request desired quantities in almost real time — radically streamlining the paper and phone process that had built the industry. Prior to this, orders were sent by fax, teleprinter or telephone. Celebrating Our 85-Year History
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Ryder Spins Aviall Off
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n 1993, Ryder System, Inc. spun off its aviation division in order to refocus efforts on their core competency of truck leasing. While aircraft leasing was at times a highly profitable business, Ryder leaders felt the unpredictable market performance of the division was not financially congruent with their other business endeavors. Once again an independent company, Aviall forged ahead with Inventory Locator Service as a subsidiary. Together, these two companies consolidated under the name of Aviall, Inc. This major transition was marked by the posting of Aviall back onto the New York Stock Exchange under the stock ticker AVL. The aviation services division of Ryder System, Inc. had helped develop business resources that would propel Aviall forward into a new era of success. But first, a major change was to occur in the mid-90s that forever altered Aviall’s business model.
Above, top: Aviall team members prepare boxes for shipping. Above, bottom: The Aviall engine shop team working on a JT8D jet engine. 74
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Chapter 6: Aviall Reborn
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Previous Spread: The newly designed Aviall logo that debuted in 1993.
A New Era
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s the 1990s ramped up, the engine overhaul market began to slow down. Competition was intensifying and prices were dropping, along with the number of aircraft requiring overhaul services. Further, a worldwide aviation recession had diminished total hours in the air, and the activity reduction was taking its toll on service firms. Still, Aviall received the Gulfstream Distinguished Supplier Award of Excellence in 1990, and Aviall Burbank overhauled America’s first jet engine — overhauling and restoring two I-16 engines for the “Planes of Fame” Museum in Chino, California in honor of the 50th Anniversary of Jet Powered Flight. Around the same time, Aviall implemented a new pilotsupply mail order business called “Airplane Things.” It involved installation of the newest mail-order management software. Representatives could take orders by mail, telephone or Direct User Access Terminal (DUAT) on the FAA pilot network. Though projects and innovations like these continued, Aviall’s stock price declined in the years after its public offering, and company leaders began looking for other opportunities. Given the strength of parts distribution, Aviall’s leadership team explored options to leverage its success, 78
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which included selling off the engine overhaul divisions. First, Dallas Airmotive purchased the helicopter and general aviation engine overhaul operation in 1994. Part of the deal included the general and business aviation FBO terminal service that built SAC decades earlier. This was a defining moment for Aviall as it shed a piece of its rich legacy to respond to the changing business environment. This was later followed by the sale of the commercial engine overhaul component in 1996. The transaction divested a substantial segment of the business for roughly $280 million — instantly making the buyer, Greenwich Airmotive, the world’s largest jet engine repair, maintenance and overhaul company. With the sale of the turbine engine overhaul division after more than 60 years, Aviall shifted its focus completely to parts distribution and supply-chain management — transforming the company’s value proposition, as well as its identity. And certainly, one of the primary challenges was effectively communicating the transition to customers who had been part of the Aviall family for decades and knew the firm for its overhaul services.
One of the last jobs the Aviall engine shop performed — maintaining the SR-71 Blackbird’s Mach 3 J-58 engines at Burbank, California.
An airplane powered by the Pratt & Whitney Canada PT6A turboprop engine and helicopters powered by the Allison 250 engine. Both of which were overhauled by the Aviall engine shops.
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The Beginning of the Tech Age
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et another transition was in motion — from analog to digital. Of course, computers emerged prior to 1990, but personal computers were becoming a reality as the decade unfolded. Physically, they transformed from an enormous size that would fill a room to a compact device you could place on your desk. Also, the internet began to move from its government and university setting to connecting everyone across the globe. Stacks of paper that had filled filing cabinets were now cataloged as digital storage on a hard drive or compact disk. These technological advancements were making local and international business more affordable and cost effective while they opened up new paths to success in the marketplace for a variety of entrepreneurs. Constantly innovating with new technology to maintain a competitive edge, Aviall remained committed to its core value of “continuous modernization,” coined by SAC back in the 1940s. Using this technological revolution as a springboard, Aviall implemented the Catalyst Warehouse Management System and Leveraging the Power of Analytics (LPA) Inventory Forecasting Software in 1995 to increase the efficiency and effectiveness of inventory management. In 1999, the operations team installed the Lawson Enterprise Resource Planning System, enabling internet applications and companywide access to inventory status, financial forms, data and reporting. As a major industry milestone, the distribution division achieved ISO9002 Quality Certification in 1996 — one of the highest
Aviall’s Command Center staffed 24/7 — internet-enabled processing center that monitors quality, status updates and warnings. 80
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designations of quality an organization can receive. In addition to its ISO9002 registration, Aviall also earned AC 00-56 certification under the Voluntary Industry Distributor Accreditation Program, designed to give the aviation industry greater assurance that these distributors maintained an approved quality system. Innovation was simply woven into the fabric of the culture and in all facets of operation. In 1998, Inventory Locator Service (ILS) also launched an online auction website that facilitated customer access to a comprehensive database of parts without requiring special software — just an internet connection and computer. The website implementation gave Aviall the power to deliver a whole new dimension of customer service.
LAWSON Enterprise Resource Planning System
1995 Catalyst Warehouse Management System
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The Dot-Com Boom
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nternet technology ignited an explosion of rapidly growing ecommerce businesses and provided a vast, new frontier on the worldwide web. The aviation industry was part of the boom, and Aviall was positioned to benefit from a myriad of opportunities. AirNet, which launched in 1991, was one. The electronic order-processing trained customers to place orders with computers, making the transition seamless for web ordering and “AirNet on the Internet” in 1996. As one of the first aviation distribution companies to implement online ordering, Aviall gained a competitive edge and early adopter advantage in distribution. EURONET, Aviall's international AirNet homepage, 1997. computer network, was installed in the Luton, England and Paris, France branches with original equipment, inventory and financial applications. Originally tied to the mainframe in Dallas to communicate purchasing receiving and financial systems, the network enabled connectivity between BCS, SYSM and other European systems with U.S.-based terminals.
In 1997, the website went live as “Aviall AirNet.” Customers created part quotes in real time, processed multi-line orders, searched for parts, tracked shipments electronically — and provided information about the company, locations, products, services and more. Ordering was available 24/7 from any location in the world with internet access — opening the world of distribution to Aviall and its customers. To emphasize how important this innovation was, Eric E. Anderson, the president of Aviall in 1997 said, As the first independent aviation distributor to offer electronic services over the internet we utilize technology to provide valueadded services to our customers and suppliers, He went on to say, Recent improvements to our Internet-based parts quoting and order entry system offer valuable electronic commerce features not available on any other parts distribution Web site in the aviation industry. Realizing the potential of this key advancement in technology and being the first to take advantage of it set the stage for Aviall to enter into a new era of impressive growth.
AirNet order page, 1997. 82
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Marketing and Trade Shows
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rom the earliest days of engine overhaul, Aviall recognized the importance of strategic marketing and branding. Trade shows were always an essential ingredient in the marketing mix. In the 1990s, Aviall represented some 150 leading manufacturers and product lines, and marketing efforts helped strengthen engagement with suppliers, as well as customers. Facing the challenge of rebranding after divesting the engine overhaul business in 1996, the marketing team launched a fresh, new campaign to re-educate their loyal customers and attract new ones with messaging highlighting Aviall’s distinctive market value. By 2000, they achieved the brand-messaging objective when the aviation industry recognized Aviall as an industry-leading distributor of aviation parts and equipment.
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Aviall’s trade show presence during the 90s.
The Aviall booth at an international trade show. Celebrating Our 85-Year History
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Product Repair Services
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viall continued expansion of its aircraft services division into the 1990s and beyond. Repair shops dedicated to batteries, hoses, wheels and brakes were part of the earlier acquisitions of the Ellis-Horn and Van Dusen companies. A pivotal contributor to Aviall, as well as general aviation as a whole, G.B. Van Dusen was inducted into the Minnesota Aviation Hall of fame in 1992. He also received the William A. Ong Memorial Award from the National Air Transport Association in 1989 for a lifetime of service to general aviation. The repair shops Aviall developed from the Van Dusen and Ellis-Horn purchases included: • Hose Shop - Fabricated hose assemblies and fittings for a wide range of different airframes. • Wheel and Brake Shop - Provided services on wheels and brake assemblies. • Battery Shop - Performed maintenance and recharged batteries. The Product Repair Services (PRS) division found its start back in the mid-80s when Ryder-Aviall combined these separate shops into one group (along with a propeller shop that was eventually removed). As a result of successful management and marketing efforts, sales soared, and the PRS shops remained a core part of Aviall’s service offering. These business-savvy tactical decisions, combined with the innovative use of the internet as a customer ordering platform, established Aviall's competitive edge for decades in the aviation parts distribution market.
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The Aviall hose shop included in the 1601 Wallace Commercial Airline distribution building.
The 1601 Wallace hose shop work space.
Aviall Battery Shop, Van Nuys California.
Aviall Wheel and Brake Shop, Van Nuys California. Celebrating Our 85-Year History
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Chapter 7: Expansion of Aviall and Boeing’s Acquisition
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Previous Spread: A Boeing 777 soaring through the sky.
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A New Building for the New Millennium
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he dawn of the 21st century brought many challenges and opportunities for Aviall, but none had a greater impact than what occurred on September 11, 2001. It’s hard to imagine any American alive at that time who was not affected by the enormity of this national tragedy, but the aviation industry would never be the same. It was a pivotal day in Aviall’s history, as well. The airline sales team was attending the Air Carrier’s Purchasing Conference in New Orleans, Louisiana with many commercial airline employees and colleagues. In Dallas, Aviall’s senior leadership instantly empowered the sales team to go the extra mile to add value or help customers in any possible way. All activity was refocused on comforting and supporting customers. Therefore, with renewed strength and conviction, Aviall moved forward with its planned relocation to a new facility at 2750 Regent Boulevard, just north of the Dallas/Fort Worth International Airport. This became Aviall’s central distribution center and served as the operations hub for the growing distribution and supply-chain business. With more than 300,000 square feet of space, Aviall was able to successfully consolidate all administrative offices, warehouses and staff at this brand new, multifunctional campus. 90
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Aerial view of construction at 2750 Regent Boulevard.
Front of 2750 Regent Boulevard as it nears completion.
Workers put finishing touches on 2750 Regent Boulevard prior to opening.
Aerial view of the completed 2750 Regent Boulevard.
2750 Regent Boulevard is complete and open for business.
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Aviall’s Advancements in the Early 2000s
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s the physical plant grew, technological advancements kept pace — and helped reinforce Aviall’s dynamic business model to optimize sales. The company leveraged Siebel’s Customer Relationship Management (CRM) software to streamline processes. Another pivotal technological initiative was the transition of the digital marketplace from AirNet to the Aviall.com e-commerce website. The significant online upgrade made the website a powerful sales engine, as well as a strong marketing platform. Another business-transforming technical tool was Estock™, an automated inventory management system developed by Aviall. This smart program significantly streamlined inventory management by automatically restocking customer inventories when levels dropped below a pre-determined level. Ensuring availability and reducing work stops, Estock is a prime example of how Aviall’s core focus on the customer and innovation has helped drive profitability and success.
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And the technology world noticed, as well. Aviall was named Top E-Business Performer by Information Week Magazine in 2000, selected from a pool of more than 400 nominated companies for achieving overall excellence in e-business initiatives. Aviall’s implementation of the Lawson insight enterprise resource planning (ERP) system in 1999 also helped position the forward-focused firm to maximize the internet capabilities necessary to tackle a strategic, customer-centric e-business model.
Screenshot of the new Aviall.com which replaced the AirNet ordering method.
Expanding Reach and Reinforcing Distribution
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ocusing on parts distribution, Aviall built strong partnerships with top aviation manufacturers — negotiating exclusive rights to market their products. For example, General Electric and Rolls-Royce both signed exclusive contracts with Aviall to market and distribute all of the parts for select engines. These arrangements signified the essential trust so many major manufacturers had in Aviall to provide exceptional service levels. As a result of these inventive relationships, Aviall was recognized as a global industry leader.
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What a Record
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n 2005, Guinness World Records took notice of Aviall’s creation of the world’s largest print catalog — with 2,656 pages of parts and descriptions. Weighing in at more than seven pounds, the business tome was a clever way to convey Aviall’s market position as a dominant aviation parts distributor.
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Boeing and Aviall
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itting its stride in the new century, Aviall was known as the world’s largest provider of new aviation parts and related aftermarket services. Sales were strong, and profits grew. In 2000, net sales were $485 million and exceeded $1 billion by 2003. This represented an astonishing 100% increase in just three years. Simultaneously, The Boeing Company was seeking opportunities to expand their services business, and leaders were immediately attracted to Aviall as a potential acquisition opportunity. Noting the remarkable similarities in corporate cultures, Boeing acquired Aviall in 2006 and merged the best of these two cultures and long aviation roots. Aviall was now a subsidiary of The Boeing Company. The partnership was ideal. Boeing benefited from the addition of the largest independent new parts and services provider to their commercial services division, and Aviall leveraged Boeing’s vast network of expertise, industry relationships and resources.
Aviall's Central Distribution Center in Dallas, Texas.
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Engine assembly for an aircraft at The Boeing Company’s Renton, Washington facility.
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Central Distribution Center Warehouse Expansion and a New Office Building
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rior to the Boeing acquisition, Aviall had been planning an expansion project for the central distribution center. Construction began in July of 2006 and was scheduled for completion by January 2007. Plans doubled the existing 325,000 square-foot facility to 650,000 square feet by adding extensive warehouse space and constructing a new office building at 2755 Regent Boulevard. Dan P. Komnenovich, president of Aviall, said of the project: We are proud that our six consecutive years of sales growth is making this substantial undertaking possible, and we are excited about using every inch of the new 325,000 square-foot space to expand our distribution footprint — representing more than 220 leading product manufacturers and 650,000 items for our customers.
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An aerial view of 2755 Regent Boulevard at the bottom and the expanded Aviall warehouse at 2750 (gray portion of the roof in the center of the photograph).
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Chapter 8: Aviall Today and Beyond 100
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Previous Spread: Aviall’s corporate headquarters located in Dallas, Texas.
Advancements in Technology and Aviall’s International Footprint
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s internet use took off throughout the aviation industry and the world, Aviall was strategically positioned to benefit from the widespread adoption — thanks to the astute leadership vision more than a decade earlier associated with the commitment to AirNet. In fact, by 2010, nearly 80% of American adults used the internet — igniting a wide range of possibilities for businesses of every description. Home computers, cell phones, mobile internet access and brand new mobile applications (apps) were changing the way we lived and the way we did business. As was its legacy, Aviall was still leading the way on the aviation version of the information superhighway. Concurrently, the science of “big data” and its applications began creating opportunities for enhanced customization and personalization. Data capture, mining and analytics where changing marketing and customer service experiences in all industries. Transactions were becoming increasingly virtual and less physical. Aviall quickly responded by investing in the technology and tools needed to support advanced data capabilities. The leadership team knew that being digitally savvy was imperative to support success in a continuously evolving business environment. 102
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Aviall’s global footprint in 2011.
Therefore, they also structured the “brick-and-mortar” operations in alignment with these rapid-fire virtualmarketplace changes — further integrating their 40 stocking locations worldwide. Aviall was managing inventory with a customized approach — based on local customer usage, demand history and order projections. These hubs became strategically located customer service centers (CSCs) with efficient justin-time forecasting. As a result, Aviall was able to leverage every square foot of warehouse space costeffectively to ensure on-time, on-budget delivery of customer orders.
2010 Update to Aviall.com
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n 2010, the company released the 4.0 version of Aviall.com — giving customers and prospects the functionality to conduct contextual search, place multi-line orders, receive email notifications and save shopping carts. Guided by their core commitment to continuous modernization from the earlier days of Southwest Airmotive, the company has consistently refreshed and updated the website.
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Stand Up of Aviall Defense
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ther new opportunities drove organizational changes in the early 21st century that would transform Aviall. For example, Aviall Government Services officially joined the business portfolio in 2011 — strengthening Aviall’s ability to serve military and government sectors around the globe. This new department originated from a team that found its start back in 2001 known as the “Aviall Government Group.” The Government Group was formed largely in response to Aviall adding the T-56 engine to its material support portfolio. The T-56 powers the C-130 Hercules, E-2C Hawkeye and P-3 Orion military aircraft, and this new engine portfolio was sizable enough to require a dedicated group. From that point on, the team continued to secure valuable military and government contracts, such as exclusive distribution rights for the J-85 jet engine in 2006. In 2011, the department was officially established and renamed “Aviall Government Services.” Through this important launch, Aviall renewed its longstanding business commitment to the U.S defense and military support — dating back to the earliest days of the business when Doc Booth refueled the first military airplanes in the 1930s.
15) contracting. FAR 15 compliance was rigorous and complex — requiring extensive analytical preparation and proven internal systems in order to qualify for contracts valued over $750,000. There was also the reality of resources. They needed to add team members to prepare and manage the submission process. In 2015, Aviall Government Services was renamed Aviall Defense and, a year later; the department was certified as fully FAR 15-compliant and approved to pursue a full array of new opportunities.
However, the challenge of the new Aviall Government Services department was to develop a cost accounting system that would accommodate Federal Acquisition Regulation 15 (FAR
Front view of a C-130, indicating the T-56 engine to the right.
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In 2015 and 2016, Aviall Defense landed material support contracts for F-15 aircraft.
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SAP, 2015 Aviall.com Update and the Aviall App
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n 2012, the decision was made to switch from the Lawson ERP system to SAP for the purposes of better serving its customers and positioning Aviall for future growth. SAP offered greater integration capabilities, advanced logistics and would place Aviall years ahead of where the company currently stood technologically. However, installation of the new system was a major undertaking involving thousands of man hours and roughly two years. The SAP implementation went live in 2014 with the global integration of state-of-the-art functionality across the Aviall network. Next, a website update was in the works that would not only give Aviall.com a clean new look but also improve system integration with the SAP software. A radically redesigned Aviall.com went live in 2015, advancing online commerce even further. The updated and improved website took search functionality to a whole new level of effectivenes — with sophisticated
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filtering capabilities, a comprehensive knowledge base, enhanced product content, detailed inventory listing prior to checkout, centrally located order history, un-authenticated search — and a modern design that utilized greater content marketing and search engine optimization. Additionally, in 2014, Aviall released its first mobile app that gave customers the ability to view order status, part availability, applicable documentation and locations on
the go. Keeping in step with the website improvements, the Aviall app received an update in 2015, with the addition of an Aircraft on Ground (AOG) feature.
A team member checks Aviall's server status through the use of a tablet.
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Flying Higher with Aviall
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ropelled for almost a century by our core values of innovation, service, technology, safety and entrepreneurial spirit, there has been always one consistent priority — our people.
And that means our customers, our manufacturers — and of course, our team members. We have always offered the highest potential aviation career opportunities that support team members in making a life, not just a living. We empower an open‚ performance– based culture throughout the organization — cultivating a true passion for the care, growth and development of the individual, as well as the team. Our people value trust, personify integrity, promote respect, encourage work/life balance and prioritize personal growth. Doc Booth discovered in the earliest days that investing in our team pays enormous dividends — not only to the success of the company, but in the lives of employees. Development opportunities we offer include: tuition reimbursement, continuing education, training resources, internships, mentoring programs and promotion from within. People were and always have beven the driving force of a company, and we faithfully steward the team members entrusted to us. We are committed to a healthy company culture, and it shows. The positivity, growth, grit and success Aviall has experienced is a reflection of these powerful core company values.
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Committed to the Global Community
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e recognize that supporting the community, locally and globally, is an important part of our role as a corporate citizen. The spirit of service is a company cornerstone that informs every decision and every action. Demonstrating this philosophy, we make a positive difference in our communities — volunteering and participating in philanthropic projects, such as military and health-related events. Additionally, we contribute financially to several different nonprofit organizations in the communities where we operate. Along with our focus on contributing to the community, we respect our environment and recognize our responsibility to make smarter choices. Several initiatives include reducing solid waste, recycling used material, promoting efficient energy consumption and lowering GHG emissions.
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Military and Veterans
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t Aviall, each and every team member embodies the culture of service and servant leadership — and we extend an open hand to veterans in their pursuit of a career. Who understands the value of service better than someone who was willing to put his or her life on the line for freedom? We deeply appreciate the personal sacrifice and dedication of service members. This resounds deeply with our culture. We actively work to support, employ and establish military and veteran talent within the company. In fact, we have received awards recognizing our military friendly employment efforts for more than four years. What began in our earliest days of business with Doc Booth’s military service has grown over the years into a solemn honor and dedicated partnership.
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Diversity and Inclusion
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s the global business environment becomes increasingly more intertwined, the value of diversity and inclusion becomes even more prominent. We are proud to join other leading corporations who benefit considerably from non-discriminatory practices in hiring employees and understand importance of a diverse workforce representing a variety of backgrounds. Inclusion fosters freedom and encourages the open sharing of unique thoughts and ideas throughout companies. And this builds an environment that encourages more effective innovations, dynamic ideas and creative insights. Aviall is no stranger to this process and proudly holds the position of an Equal Opportunity Employer for all protected classes. We believe these efforts strengthen us as a company — and as individuals.
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30 Year Honorees
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ach year, a banquet is held to honor and appreciate Aviall team members who have reached their 30 year anniversary of employment. Their contributions are invaluable both to our company and to our culture. The banquet is our way of appreciating their many years of service and hard work. Honorees from around the globe, some traveling from Aviall locations as far as Perth, Australia, are hosted at the company’s headquarters in Dallas, Texas by Aviall’s senior leadership team. During the banquet, each honoree is presented with an Aviall blue jacket and a personalized poster which displays photos of their choosing and their individual responses to fun questions. Each jacket is tailored to the individual and fits perfectly. Inside is sewn a label that reads, “Thank you for 30 years of service.” The jacket serves as a symbol that its wearer belongs to an elite group of Aviall team members. Our company would not be what it is today without the contributions of these individuals, and we are proud to set apart a day to celebrate their years of valuable service. The following information was collected through various databases, as far back as we could accurately pull from, and cross referenced with long-term team members. Our best efforts were made to review applicable dates to ensure the accuracy of the team members included. 112
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Ken Abercrombie Wendy Addicott Carol Allen Wabl Steven Anderson Chris Arduini Albert Armendariz Robert Armstrong Kathleen Ayers Janet Bearden Tim Bise Larry Black Gregory Brewer Hazel Britt Morris Brown Rod Brown Charles Broyles Gerald Broyles Paul Bureau Bradley Calhoun Craig Carr Eddie Cates Jeanie Cerbus Stephen Chan David Chiu Julie Climer Rick Coleman Jacque Collier Deborah Conard Tom Conner Karen Cramer Gerry Crepeau Doug Dalton Marc David Fulton Deaton Paula Delgado Charlie Elkins Al Emslie Charles Evans Chi Fai Ip
Lisa Farino Stan Farmer Thomas Flagg Paul Fletcher Peggy Fults Cindy Garay Mike Gatlin Paul Geddes Jr Vernice Golden-Carnes David Goodwin Linda Gray Eugene Green Jeffrey Greenwood John Griggs Bob Groen Cris Gross Jay Hammond Jay Hardy Jay Harris Randy Harrod Frankie Hernandez Greg Hisky Marie Holder Janice Howard Christine Howard Stan Hunter Steve Hussey Kevin Johnston David Jones Forest Jones Amos Jones Sr. Donnamaria Judd Steve Kelly Clinton Kinser Frank Kraft Margaret Lam Dennis Lee Cecilia Lim Glen Lindsay
Darren Liu Karen MacArthur Margarita Marquez Barbara Maxwell James Mays Wayne McCaslin Brenda McClain Patricia McCoy Gale McCoy John Meersman Javier Meza William Miller Glenda Morton Pat Murphy Jeff Murphy Binh Nguyen Delores Nolan Gerry Owens Jim Park Donald Parker Ron Patrick Larry Patton Charles Paynes Art Pease Danny Peel Cindy Pendergist Gleeann Pendleton Ruthann Penzenik Deborah Perry Mark Prejean Frank Previte Pam Prince John Proctor George Pudsey Edward Puente Pam Pugh Paul Purcell Mike Rethlake Debbie Rodriguez
Donald Sanders Marty Scarber Steve Schreiber John Skinner Christy Smith Lydia Spitz Jerome Stephens Walt Stock Roger Streetz Janice Stuckey Judy Szydlowski Ted Szyrko Donald Taylor David Taylor Bob Tedder Tim Tellin Margarita Tello Rich Teza Lois Thompson Bob Thompson Timothy Town Frank Trubey Katherine Tubbs Doug Van Wey Bill Waltman Robbie Warrell Ray Watkins Rhonda Watkins Vera Watson Patti Watson Mark Weinzierl Elisha Wiley Troy Williams Ronald Wimberly Brad Woloshen Tony Wong Chih Yang Ping Yang Mary Zebel
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Boeing Global Services and Aviall
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n November 2016, Boeing announced the establishment of Boeing Global Services, which combined key service capabilities from its Commercial and Defense, Space & Security divisions to create a third business unit dedicated to providing agile, cost-competitive services to commercial and government customers worldwide. The new business began operations July 1, 2017, and is based in Plano, Texas. Aviall provides key supply-chain capability to the new business, which seeks to expand Boeing’s share of a global — and growing — commercial and government services market worth an estimated $2.6 trillion over the next decade. The aviation industry has changed flight — and flight has changed the world. In this space of 85 years, we have experienced the progression from piston-driven propeller aircraft to turbo-powered jet engines. We’ve gone from conversing with a distant friend through the patient use of pen and paper to the real-time exchange of video on a cell phone or computer.
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In 2017, the year of our 85th birthday, the people of Aviall are a diverse team with varied backgrounds. We included members from Van Dusen, Ellis-Horn, Cooper Airmotive, Ryder /Aviall and other companies. We have team members who personally knew the founders of those companies, and we have children and grandchildren from Southwest Airmotive. There are three and four generations of families that have worked for Aviall. We are forever family. And, Aviall continues to soar — from our humble beginnings of providing Stinson aircraft maintenance for the private owner to now providing parts and services for major airlines across the globe. We are indebted to the generations before us who brought us to this level of achievement. Starting with Doc Booth in 1932, the contributions of technology, innovation and the entrepreneurial spirit have impacted each and every team member along the way. We at Aviall hold a deep reverence, respect and appreciation for our heritage and an eager excitement for the next frontier. Strengthened by our connections within the One Boeing team, we are filled with enthusiasm and the knowledge that the sky is no longer the limit to what we can accomplish.
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Here’s to Our Future Together!
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Progression of Aviall: 1932 - 2017
Dallas Airmotive Edward F. Booth, Inc.
Southwest Airmotive, Co.
1932
1940
Booth-Henning, Inc.
Executive Aircraft Services
1934
1968
Standard Aircraft Equipment 1975
Aviation Power Supply
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1970
1960
1950
1940
1930
1981
Caledonian Airmotive 1987
Ellis Horn 1987
Van Dusen 1986
Inventory Locator Service, Inc. 1985
Cooper Airmotive
Ryder Aviall / Ryder Airline Services
1974
1991
1992
Aviall
Ryder System, Inc.
Aviall, Inc.
1981
1985
1993
Aviall Celebrates its 85th Anniversary 2006
2017
Aviall Services, Inc.
2010
2000
1990
1980
Inventory Locator Service, Inc.
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Acknowledgments Authors Daniel Murphy and Stephanie Lockerbie Editor
Elaine Gentz Wright
In compiling this volume, we have secured permission from all identifiable sources and rights holders. Our best efforts were made to obtain and verify permissions for all works used. We would like to especially thank Aviation Week for providing access to their “100-Years of Aviation Week” archive. Thank you to the many team members across Aviall and otherwise who contributed their time, resources and knowledge to the success of this project. Design and Production by Zachry Associates. Printing by American Solutions for Business. © Aviall 2017 All rights reserved
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The information in this document is the property of Aviall and may not be copied, communicated to a third party or used for any purpose other than that for which it is supplied, without the express written consent of Aviall. While this information is given in good faith based upon the latest information available to Aviall, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Aviall or any of its subsidiaries. Aviall 2750 Regent Blvd. DFW Airport, Texas 75261 www.aviall.com