Earlier quoted context omitted.
Wait what. I'm sympathetic to the notion that not every Bad Thing is because of "maximizing profits", but in this case you can point to incredibly specific things, done to maximize profits, that directly caused this crisis. After acquiring McDonnell, Boeing went on a spree of divestments where parts plants that supplied them were spun off into independent vendors. One of the biggest of these is Spirit Aerosystems, wh…
> After acquiring McDonnell, Boeing went on a spree of divestments where parts plants that supplied them were spun off into independent vendors. This isn't default bad. Do you build everything at your company, or buy some things? Specialization can be a boon. > with Boeing having relatively little leverage in improving this state of affairs (one may argue that it's not terribly interested in improving the state of af…
* There's a meaningful market for the components you buy
Does Spirit contract out to Airbus and Tupolev to build THEIR fuselages too? Are there other companies that could reasonably bid for the 737 contract? It feels like there isn't a real market here; they just divested a captive supplier for paperwork reasons.
* The stuff you're buying isn't your core competence
Sure: buy the fabric for the seat covers from a supplier. Hell, buy the whole seat. But airframes are sort of Boeing's core competency-- too much of the business rides on them to put them at arm's length.