The Fairchild-Dornier 328JET is a commuter airliner, based upon the turboprop-powered Dornier 328, developed by the German aircraft manufacturer Dornier Luftfahrt GmbH. It would be the last Dornier-designed aircraft to reach production before the company's collapse during the early 2000s.
The 328JET was designed by Dornier in response to negative feedback from some customers on the marketability of turboprops against the more appealing turbofan engine. It was a relatively straightforward re-engining of the existing 328, being originally designated as the 328-300 prior to being rebranded as the 328JET. During 1996, early on in the programme, the financially distressed Dornier company was acquired by the American aerospace firm Fairchild Aircraft; the resulting corporation, named Fairchild Dornier, continued development of the 328JET. On 20 January 1998, the first 328JET prototype conducted its maiden flight.
While production of the 328 family was performed in Oberpfaffenhofen, Germany, sales activity was centred in San Antonio, Texas, and support for Dornier's products was provided from both locations. At one stage, a stretched variant commonly referred to as the 428JET was under active development. However, amid intense competition in the international market for regional jets, Fairchild Dornier were unable to attain enough sales of the type to maintain production after 2002. Support for existing aircraft continues, and a prospective revival of the programme has been mooted on multiple occasions, but no solid production-related activity has ensued. Sierra Nevada Corporation currently provides parts and maintenance support.
Design and development
Background
During the early 1990s, German manufacturer Dornier had launched their turboprop-powered Dornier 328 onto the market. However, some prospective customers reported a negative perception of noise and reliability issues with turboprop engines, which motivated the company to study the manufacture of a turbofan-based variant, initially referred to as the 328-300. Market research had indicated that, provided that both the economics and performance of such an aircraft were competitive, this would have greater desirability amongst the market. According to Fairchild Dornier president Jim Robinson, such an arrangement had been examined early on in the 328's development process but had been rejected by then-parent company Daimler-Benz Aerospace AG (DASA). Reportedly, producing a jet-powered version of the airliner had been greatly aided by the relatively conservative structural design of the 328. Relatively few design modifications between the two airliners were necessary.
By November 1996, according to Dornier vice-president for sales Andrew Jampoler, a feasibility study for the programme had been completed and the company was close to selecting an engine; options considered included the General Electric CFE738, Pratt & Whitney Canada PW306, and the LF507-1F, as well as a de-rated LF507-2 powerplant. By adopting one of these engines, a cruise speed of between 375kt (690km/h) and 390kt at 22,000ft (6,700m) could be achieved, noticeably higher than the original 328's current maximum speed of 335kt at the same altitude. Conservative projections anticipated the jet-powered airliner to consume roughly 30% more fuel than its turboprop-powered predecessor, although it was believed that this difference would be decreased by further refinements. Jampoler also stated that Dornier had forecast an in-service date of late 1998. Dornier ultimately opted for the Pratt & Whitney Canada PW306/9 engine. During early February 1997, Dornier formally launched the 328JET programme.
Original programme
During the mid-1990s, Dornier experienced considerable financial difficulties; these heavily contributed to the company's acquisition by the American aerospace firm Fairchild Aircraft, after which the organisation became Fairchild Dornier. The new entity chose to continue with the programme, albeit rebranding the type as the 328JET. Even following the acquisition, considerable pressure remained on the programme's finances, extending through to its suppliers, leading to reorganisations and premature withdrawals from involvement. By the end of 1997, Dornier-Fairchild had cut its annual costs by $58 million, and anticipated exceeding its $115 million cost-cutting target within two years. Management shake-ups and other measures continued to be performed as part of efforts to reform the business.