PCI Composites is a supplier of interior components and subassemblies to the aerospace industry.

Premier Business Partners:

Sinclair & Sons O2 Corporation

PCI Composites ’ key strength is its ability to change and adapt with the demands of its customer base. When it was established in Wichita, Kan., in 1978, the company was a build-to-print manufacturer of composite parts for the aerospace industry. “After a customer provided us with a print and spec, we would build the part exactly to their design and specifications, and that was pretty much it,” General Manager Jeff Whitehead says. This business model continued even after the company was acquired by Columbus, Ohio-based DeCrane Aerospace in 1995.

“However, over the course of the past four years, the business aviation industry has changed what they are requiring of composite suppliers,” Whitehead notes. “We have become more of a supplier of interior components and subassemblies as opposed to a manufacturer of raw composite parts. Today, we produce a raw composite … to a complete interior for a business aircraft. In doing that, we have significantly expanded our manufacturing capabilities.”

Crafty Business Move
PCI produces a variety of products for the interior and exterior applications of a private aircraft. Its manufacturing capabilities include composites molding, vacuum/thermoform plastic molding and component assembly, all of which are based on lean manufacturing methods.

The company produces advanced structural components reinforced with graphite, Kevlar and fiberglass to create primarily interior components and sub-assemblies, as well as structural components.

“Now that we’ve broadened our processing capabilities, we can provide a wider range of products ranging from a raw plastic component up to a completely finished aircraft interior,” Whitehead says.

“We’re very innovative when it comes to plastic molding for the aircraft industry, and we’re a leader when it comes to composites processing, painting and assembly.”

Soaring Past Competitors
PCI’s ability to be a one-stop shop for its clientele is what separates the company from its competitors, he adds. “We don’t have competitors that do everything we do,” Whitehead says. “We have competitors for our composites processing side, for our plastic molding side, and we have competitors that do assembly, but we don’t truly have any competitors who combine all of these capabilities together as we do. Most have to outsource one or more of those capabilities to complement their own capabilities. We can do such a broad range of processing and that allows us to produce a wide variety of different products.”

Whitehead reports that PCI has developed several manufacturing processes and brought new material combinations to the industry that also puts it ahead of its competitors. “We work very closely with our customers, especially in the early stages of a new aircraft development program, so we can identify the style and the feel that they’re looking for in their interior,” he says. “Then, we work with a pretty broad range of raw material suppliers to deliver a finished component that meets the styling strategy that the customer came up with for the design of the aircraft.”

New Industry Heights
Whitehead says the aerospace industry is evolving to somewhat resemble the automotive sector. “Historically, aircraft manufacturers have been vertically integrated,” he explains. “They are slowly adapting to the automotive trend of becoming more of an assembler as opposed to a manufacturer, leading them to outsource things they used to do in-house.”

PCI’s business strategy is to listen to its customers, understand their strategic direction and develop a plan that supports their present and future requirements, Whitehead says.

“We don’t have a specific path that says, ‘We are going in this direction,’ because that could be inconsistent with what our customers are asking us to do,” he explains. “So, our strategy for the future is the same as it’s been in the past. And that is to remain in close contact with our customers and to have a solid understanding of where they are headed and what we as a key supplier need to do to continue to support their future requirements.”