In its factory of the future, immersive 3-D engineering designs will be accompanied by robots that communicate between themselves, while Microsoft Corp (NASDAQ:MSFT).  Will be linking the mechanics across the globe through its $3,500 HoloLens headsets. This is merely a snapshot of Boeing's ambitious strategy to improve its engineering and operations throughout the company in a digital ecosystem in as little as two years.

The confident CEO of France's aerospace giant Safran SA (OTC:SAFRY) who is one of the largest companies in the industry told investors the company plans to hire 12,000 people this year, giving hope that the aerospace rebound is happening in 2022. Safran who joined forces with General Electric (NYSE:GE) expects 2021 revenue to amount to 15.6 billion euros.

Boeing's history has quite a few bold pledges on a digital revolution, but the results of these quests were mixed as management was focused on managing multiple threats where improving quality and safety have been prioritized. More than 70% of quality issues originate from a design issue and therefore, improving engineering is believed to be key to bringing a new aircraft to life in as little as half of a decade. Boeing's chief engineer, Greg Hyslop is focused on improving speed, quality, communication, and responsiveness when issues occur. In another word, when the building part is done better, re-work is minimized and so is the financial risk.

Airbus' approach has been characterized by incremental advancements of specific programs, rather than the systemic restructuring that Boeing is going for. Both airspace companies aim to build virtual three-dimensional "digital twin" replicas of the jet and link the production system to enable simulations. The digital versions imply that every single piece of information about the aircraft, from its concept to its journey to the sky, is connected and available. Having this kind of knowledge that goes deep into the supply chain could result in a powerful and revolutionary change.

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The preceding post was written and/or published as a collaboration between Benzinga’s in-house sponsored content team and a financial partner of Benzinga. Although the piece is not and should not be construed as editorial content, the sponsored content team works to ensure that any and all information contained within is true and accurate to the best of their knowledge and research. The content was purely for informational purposes only and not intended to be investing advice.