The supply chain associated with Turin is modelled in the dossier at roughly 780–1,250 FTE-equivalents. This is an analytical sensitivity, not a named census and should not be added to company headcount. The estimated composition nevertheless shows how value is distributed: 220–360 FTE in engineering and technical services, 180–300 in mechanics, structures and processes, 100–170 in electronics and avionics, 90–150 in software and data, 90–145 in AIT, quality and logistics, and 100–125 in research and other services.
Each category reacts on a different timeline. Engineering consultancies can lose peaks quickly; mechanics and structures absorb fixed costs and dedicated tooling; electronics and avionics depend on vendor lists and standards; software and data are exposed to tool centralisation; AIT and logistics depend on cleanroom utilisation; research and universities feel reductions in R&D and co-funding.
The model therefore needs to be converted into an actual procurement map. Validation requires orders, hours, customer dependency, qualifications, backlog and substitutability for each supplier. Turin’s vulnerability is not measured only inside the anchor site: a relatively small workshare reduction can affect specialist firms with few customers much faster.
Turin’s supply chain multiplies capability—and risk; the decisive baseline is supplier orders and dependencies, not an aggregate estimate.
