The use of Value Stream Mapping to define the next generation of airlines has given Boeing a competitive advantage in the global market for commercial aircraft (Smock, 2008). As part of the sourcing and strategic procurement process on the Dreamliner, the company has created teams that are process-centric, looking at how to be more efficient at not only the actual design of the project, but the processes that the designs are based on. In addition, Boeing has worked to bring suppliers into the design, development, and launch phases of a new project. Future State of Lean Relationships

Consistent with the strategies Boeing is using to manage its supply chains, seeking greater levels of collaboration strategic sourcing is the company's vision of having a virtual team of customers (both internal and external), prime subcontractors and subcontractors (Blake, Eash, 2003, p. 659). This model of the future of lean relationships also speaks to the need for an intensive level of effort in benchmarking existing processes and defining entirely new ones. Boeing has also moved away from a matrixed organizational structure for Supplier Development, adopting more of a dedicated structure specifically for this aspect of their strategy. In addition, Boeing is actively using quality management audits including the definition of enterprise compliance and quality management systems and processes to ensure supplier quality over the long-term of projects. The lessons learned from Boeing moving its supply chain into the 21st century...

Boeing sees the level of collaboration in their supply chain leading to an increased competitive advantage over the next century.