The company has a global customer base of around 90 companies. Talking in regards to the number of manpower and human resource engaged with Boeing, it can be said that the company employs more than 150,000 employees all over the world. The company also has a large network of suppliers, who are located in various corners of the world. It is very important to say that these suppliers play a crucial role in the entire manufacturing process of the company, by providing various critical and key components that are required for smooth conduction of various production related operations in the global aerospace company (Annual report 2). It is important to mention that after the disastrous attacks on the World Trade Centre in the year 2001, by multiple foreign-based Islamic terrorists, it can be said that the airline sector all over the world has undergone a huge change. Various key factors, as well as the economics related to supply and demand passenger traffic and other businesses, have started to evolve over the last couple of years. This has resulted in the process of undergoing significant change in the overall aviation sector. It is utterly relevant to state that major airline manufacturing companies like Boeing and Airbus have as a result designed various strategies to help them retain their competitive edge while maintaining profitability in the changing aviation business environment. This particular commentary will focus on analyzing the issues of a strategic plan designed by Boeing to retain competitiveness in the market. For this purpose, the commentary will be done on the basis of data taken from various reliable secondary data sources. It will be relevant to discuss the fact that in the scenario of a dynamically changing business environment, the firms and companies engaged and associated directly or indirectly with that particular sector have to ideate and formulate different strategies so as to cater to the changing and evolving needs of the sector.