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In 2011, if all goes well, the Bloodhound SSL is set to break the world land speed record and the 1000 MPH speed barrier as well. Although this achievement will be impressive, exciting and inspirational for many, it has no obvious link to the future wealth and security of Britain’s entire population. Yet the link exists, and it’s an integral part of the Bloodhound team’s reason for being.

Back in 2007 Richard Noble and Andy Green, the collective driving force behind the Bloodhound SSL Project, were already hard at work canvassing financial sponsorship and support. From their conversations with Government ministers and industrial sponsors alike, a couple of themes soon became abundantly clear. The challenges raised by an inevitable move to a low carbon economy will increasingly stimulate demand for scientific, technical, engineering, and mathematical (STEM) talent. Against this however, the existence of such talent is already in severely limited supply. The UK’s yearly intake of engineering undergraduates, for example, has remained static for the last ten years at around 24,500, while the growth in the country’s university capacity has been about 40%.

History suggests that an iconic, high technology project like Bloodhound is one very effective way of closing this widening gap between supply and demand for STEM talent. An ‘Apollo effect’ was observed during the US manned space programme of 1961-72. During this period the number of PHDs issued rose from 12,000 to 30,000, only to fall back again on completion of the programme in 1972. And in the UK, aerospace programmes such as Vulcan, Lightning, Fairey Delta, TSR2 and Concorde ensured there was never a shortage of school leavers wanting to become engineers.

The Bloodhound car offers a particularly promising opportunity to achieve this revitalisation. Apart from the obvious draw of the 1000 MPH car, there’s the advantage that its associated technology can be openly shared. In F1 racing, for example, tight regulations force competitors towards converging on their design approach. Any technical advance must be jealously guarded, because it could be easily adopted by a competing car. By contrast, Bloodhound is not up against any near-technology rival, so the need to be secretive is dissipated. Accordingly, the Bloodhound team has fully engaged with education channels from primary schools through to universities. Volunteer ‘Bloodhound Education Ambassadors’ are broadcasting the excitement, backed up by information toolkits and, especially in the universities’ case, opportunities to offer solutions to problems experienced and posed by the Bloodhound team.

So the Bloodhound is being designed to make a major contribution to our developing low carbon economy, by cultivating the STEM skills needed to make it happen. Meanwhile, the team is also striving to ensure that the project’s own carbon emissions are minimised as far as possible. The Bloodhound project is largely a virtual company, with a small design office in Bristol. Most of the staff work from home and do not commute. The car itself is expected to complete 65 - 70 runs over the three years of the project, emitting on average the same annual CO2 output as 4.12 cows. Further carbon emission will be generated by transporting the car, equipment and team to test sites, and by the presence of spectators and the media. However this compares very favourably with an F1 event, which has typically 11 teams in one location for just a weekend. The Bloodhound project will exploit the power of digital communications, enjoying a huge global audience with minimised environmental travel costs.

Oracle Components, http://www.oraclecomponents.co.uk/  has become a Bloodhound SSC Supporter by sponsoring their name to appear on the car’s fin. They have done so for a number of reasons: A wish to endorse the success of a venture they regard as exciting and worthwhile, interest in a project that depends on advanced components for extreme environments, and support for the idea of inspiring a new generation of scientists and engineers.

Oracle recognises that their own future is bound up in the success of this project: an improved supply of engineering talent will ultimately expand the market they supply. However their empathy also has a more immediate dimension. The Bloodhound is an engineered product comprising components that must survive extreme conditions in remote locations. Imagine the impact on a tight test programme if a critical component fails unexpectedly, with no local replacement available.

Oracle is highly experienced in providing rapid relief for just such situations – admittedly not for 1000MPH supercars, but certainly for military and commercial aircraft of all types and sizes, at widely dispersed locations around the world. Even under the best maintenance regimes, accidents can happen and components can fail, and even the most trivial of failures can strand an aircraft on the ground until the correct replacement component of impeccable provenance has been fitted. This is recognised in the aeronautical industry as an Aircraft On Ground or AOG situation. A grounded commercial aircraft threatens loss of earnings and reputation for its owners, while the consequences of a military AOG could be life-threatening if air cover becomes compromised.

Over the years Oracle has developed a component sourcing process robust enough to resolve these most urgent of situations. But every day sees Oracle helping production and maintenance users who must find solutions for situations not so obviously dramatic, yet equally vital to the wellbeing of their organisation. And so their sourcing solution is immediately available to any Oracle website visitor, through one of their most powerful weapons – Their downloadable Part Search Toolbar. its also online for use through their web site here

The Toolbar’s power comes partly from its ease of use, and partly because it’s a gateway to Oracle’s remarkable database of over 5000 suppliers. It can search all component types – military and commercial, obsolete and current. Enter a generic part number such as ‘80286’ to see a list of different manufacturers’ versions, stock levels and date codes. More specific versions, such as ‘80286/10’ for a 10MHz part, can be selected if available. Clearly, the 80286 is an obsolete part, yet stocks can be located in seconds. And, access to the toolbar itself can be further simplified. A click on the Oracle website will install the toolbar as a browser header component, ready for use at any time.

The toolbar is used to specify a precise list of target components and pricing. This can then be forwarded to the account management team within Oracle’s Harlow offices as an immediate request for quotation. Online responses to component enquiries can be provided during and far beyond normal office hours. During hours, Oracle will acknowledge receipt within five minutes and review next actions to be taken.

For example, if the components are within another country or continent but urgently needed to end production line or field equipment downtime, Oracle can arrange local payment for immediate release. They also advise on the steps they have taken to assure the components’ quality. This quality standard is preserved during processing to the customer as Oracle itself is ISO 9001:2000 registered. Once the goods have been cleared from the supplier’s premises, Oracle can maintain the onward momentum by expediting direct to where they are needed – at the point where the equipment is waiting for them. Alternatively, Oracle can consolidate a set of incoming components from different suppliers into a single managed shipment to the target site

Oracle can also provide further, strategic help long after the original incident has been resolved. For example the buyer may decide on an organisation wide scheduled upgrade, replacing the component that caused the first incident. If so, Oracle can shield him from future component availability or pricing issues by assembling stock immediately, then holding it on allocation and ready for call-off as needed.

Oracle Components’ resource is ideal for both tactical and strategic planning, because it’s so comprehensive. Their supplier database, possibly unique in size, maximises the chances of component location for both obsolete and current military and commercial parts. The online parts search toolbar exploits this location potential quickly and efficiently; Oracle’s local finances, logistics and quality control get the right goods to where they are needed, fast.

When you send a purchasing order to a supplier, be sure you are dealing with a company that you trust!
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http://www.ochg.co.uk/

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