October 22, 2025 - No. 43 In This Issue : New Airbus Jets are Getting Scrapped for Parts : GE Explores Dust Effects on Turbine Engine Opera : SyberJet Selects Williams FJ44-4A for SJ36 Light Jet : GE Aerospace Preps First Catalyst for Denali Delivery : What oil will GA use with unleaded fuels? : Mechanic shortage expected to continue at least through 2035 : Simplified Aircraft Modeling. Run Hardware in the loop applications for your flight controller and airborne equipment. : Pratt & Whitney Eyes Materials Supply Chain Breakthrough : Airbus Opens New A320 Final Assembly Line in Largest Economy in the World : Boeing Digitalization – Building a Next-Generation Supply Chain : Gulfstream Adds Repair and Overhaul Facility in Dallas-Fort Worth Area New Airbus Jets are Getting Scrapped for Parts The financial and operational impact of GTF engine shortages is quite complex. By Helen William October 21, 2025 Representative Photo: spotter.ice VALENCIA- Castellon Airport in Spain has become an unexpected hub for a growing aviation paradox. At the semi-deserted airport, workers in protective suits methodically strip components from nearly new Airbus jets, turning advanced airliners into parts stockpiles. Despite a booming market for aircraft, the scarcity of next-generation engines has created a situation where the engines themselves are now more valuable than the aircraft they power. Photo: Airbus Airbus Jets Getting Scrapped for Parts The engine shortage has disrupted airline operations globally, as carriers struggle to maintain schedules with fewer available jets. In some cases, the engines alone can generate revenue exceeding the leasing value of the aircraft. According to aviation analysts, high-demand powerplants are rented as spares for up to $200,000 per month per engine, creating a lucrative, if unconventional, financial opportunity, reports The Economic Times. The crisis has prompted airlines, lessors, and maintenance companies to reconsider the economics of operating modern jets. Industry sources confirm that numerous Airbus A320neo and A321neo airliners, some less than a decade old, are being dismantled. The shortage of Pratt & Whitney geared turbofan (GTF) engines, exacerbated by rare metal defects and production delays, has forced operators to choose between grounding aircraft or stripping them for spares. This bottleneck has intensified after the discovery of powder-metal defects in certain GTF engines, which triggered fleet-wide inspections. Cirium data estimates that around one-third of the GTF-powered Airbus fleet is grounded or in storage, compared with 4% of aircraft powered by competitor engines. Airlines have extended the service lives of older aircraft to mitigate disruptions, but financial owners are increasingly opting to dismantle nearly-new jets. Pratt & Whitney PW1100G; Photo- Rafael Luiz Canossa | Wikimedia Commons Aircraft History and Conversion Many of the aircraft being scrapped were intended for long-term operation. For example, several A321neos dismantled in Castellon had been delivered as recently as six years ago. These aircraft were originally designed to fly efficiently for decades, offering significant fuel savings. However, maintenance delays and part shortages have truncated their operational lifespans. Industry insiders note that the dismantling process is meticulous. Workers salvage avionics, landing gear, and wings while leaving the empty engine housings on the aircraft. The extracted engines are preserved under protective covers to maintain their resale or lease value. This approach has created a thriving market for parts among airlines forced to manage grounded fleets. Photo: Windy City Wheelman Financial and Industry Perspective The practice has sparked debate among airline executives and aviation authorities. International Air Transport Association (IATA) head Willie Walsh highlighted the anomaly, describing it as a systemic challenge in aircraft supply chains. Experts attribute the crisis partly to over-optimization for fuel efficiency at the expense of long-term durability, combined with high oil prices during engine design. Aviation financiers view the parting out of jets as an innovative market response. Companies like eCube and Willis Lease have capitalized on engine scarcity, creating multi-million-dollar opportunities while airlines wait for production backlogs to clear. Even so, the phenomenon raises questions about fleet planning and asset management, as aircraft built for decades of service are prematurely dismantled. Photo- Roger Schultz: Wikimedia Commons Bottom Line Castellon Airport’s growing role as an aircraft scrapyard underscores the unintended consequences of engine shortages. Modern jets, engineered for efficiency and longevity, are being dismantled for parts worth more than the aircraft themselves. Until engine production and maintenance bottlenecks are resolved, airlines and lessors must navigate the complex economics of fleet management in an unprecedented market environment. Stay tuned with us. Further, follow us on social media for the latest updates. Join us on Telegram Group for the Latest Aviation Updates. Subsequently, follow us on Google News GE Explores Dust Effects on Turbine Engine Operations Proprietary formula took more than 15 years to develop © GE Aerospace By Matt Thurber • Editor-in-Chief October 16, 2025 Designing and manufacturing turbine engines is an enormously complex process, and OEMs such as GE Aerospace deploy significant amounts of money and resources to deliver a reliable and maintainable product with the performance needed by aircraft manufacturer and operator customers. One of the subtle factors that most aviation industry observers might not be aware of is the effect of dust on turbine engines. In certain environments, dust is a critical factor and can hamper operations and engine life. To ensure that its engines can safely handle these conditions, GE runs operational dust-ingestion tests to optimize for durability. These tests were done on earlier programs, as well as the Leap, and more recently on the Rise program’s high-pressure turbine airfoils. According to GE, “Dust-ingestion testing uses a proprietary mix of sand and other particles developed by GE Aerospace.” Ordinary sand and dust particles gathered from Middle East environments weren’t suitable for engine testing, according to a GE spokesman, which is why the company needed to develop its own proprietary particles. Once the particles are prepared, GE uses a specialized test rig to inject the dust into the engine during thousands of cycles of testing. This includes takeoff, climb, cruise, and landing. “The test campaign will replicate how the parts would withstand flight conditions in severe operating environments around the world, [which is] important for customer operations,” according to GE. In a YouTube video about Leap development, GE explained that, in the Middle East, “fine dust can block cooling holes in our high-pressure turbine blades, creating greater material stress when the engine runs hot. Turning on those conditions in a test cell turned out to be very, very difficult.” “You can’t just go out into an environment where we have challenges in the Middle East, scoop up a little dust, and throw it into the engine,” said Carlos Perez, general manager, services engineering. “It doesn’t work that way.” Getting the GE-developed dust into the right place in the engine for the tests is difficult. “This is actually a critical scientific activity that took us 15 years and two PhD geologists to help us resolve.” Ultimately, there were 14 iterations and thousands of hours of testing of various dust blends on earlier engines before GE perfected the blend. SyberJet Selects Williams FJ44-4A for SJ36 Light Jet Trevor Milton, Gregg Williams ink deal at NBAA-BACE 2025 Gregg Williams, Williams International, shakes hands with Trevor Milton, SyberJet, after inking engine deal for SJ36. © Amy Wilder By Amy Wilder • Writer October 15, 2025 SyberJet Aircraft and Williams International have entered into an exclusive engine partnership to power SyberJet’s next-generation light jet, the SJ36. Under a deal inked on Tuesday afternoon at NBAA-BACE 2025, the agreement designates Williams’ FJ44-4A as the twinjet’s powerplant. Each FJ44-4A engine will provide 3,621 pounds of thrust, for a combined total of more than 7,200 pounds. With a projected mtow of 18,500 pounds, the light jet will achieve a 38.9% thrust-to-weight ratio, enabling strong climb performance and efficient high-altitude cruise SyberJet said. The SJ36’s four-foot shorter predecessor, the FAA-certified SJ30-2, was fitted with two 2,300-pound-thrust FJ44-2A turbofans. “Williams International is the clear choice for this program,” said SyberJet CEO Trevor Milton. He acknowledged that there were other manufacturers to choose from, but ultimately the decision came down to his trust in the Williams engine family. Gregg Williams, chairman and CEO of Williams International, said his company is honored to supply the engines. “The FJ44-4A offers unprecedented performance, exceptional durability and reliability, and the industry’s best lifetime maintenance plan,” he said. “It’s a perfect match for the SJ36.” Milton added, “This partnership with Williams is more than just an engine deal—it’s a shared vision for what the next generation of light jets should be.” The collaboration will also be highlighted in SyberJet’s upcoming YouTube series documenting the SJ36’s development. Produced in partnership with pilot and influencer Dave “Heavy D” Sparks, the series offers viewers an inside look at the aircraft certification process from design and testing to production. Milton said the goal is to make the process accessible to aviation enthusiasts and demonstrate “what it really takes to build a modern airplane.” Meanwhile, Milton said SyberJet’s home-grown SyberVision avionics suite will feature secure over-the-air updates for databases and flight management software. The platform is said to include six high-definition touchscreens, integrated autothrottle, fly-by-wire controls, and enhanced weather systems. “Our engineers and pilots have built an avionics package that’s more capable and easier to use than anything else in its class,” he said. According to SyberJet, the SJ36 is engineered to bridge the gap between light and midsize jets, redefining expectations in the light jet category. Performance and specifications include a Mach 0.88 top cruise speed, 3,000-nm range, and 49,000-foot service ceiling. Certification is targeted for 2032, with first flight expected by 2027. GE Aerospace Preps First Catalyst for Denali Delivery The turboprop engines are being assembled in the Czech Republic GE Aerospace division Avio Aero is currently assembling the first production Calalyst turboprop engines for the Textron Denali, according to program general manager Paul Corkery. © Curt Epstein/AIN By Curt Epstein • Business Aviation Services Editor October 15, 2025 The first production Catalyst turboprop engines are currently under construction at GE Aerospace’s production facility in the Czech Republic, the company told AIN this week at NBAA-BACE 2025. GE’s first in this class—a 1,300-shp engine—obtained FAA certification in February. Meanwhile, Textron Aviation expects to receive FAA certification of its Denali, which will serve as the Catalyst’s launch platform, next year. “Now we’re transitioning into production readiness, getting the supply chain in place, getting the service infrastructure in place so we can support our customer, Beechcraft Denali,” said Paul Corkery, the Catalyst general manager at GE Aerospace subsidiary Avio Aero. He noted that the program has amassed more than 3,000 flight hours and 8,500 testing hours overall. “In terms of the performance of the engine, it’s performing great,” said Corkery. According to GE, the engine’s 16:1 overall pressure ratio enables up to 18% better fuel consumption and up to 10% higher cruise power versus competing engines in the same 1,200- to 1,400-shp class. “We gave ourselves some very stringent performance targets when we started this program, fuel burn better than 15% or 18%, and then also bring in a fadec, and a fully dual redundant engine and prop controller in here as well,” Corkery explained. “That’s what it’s enabled us to hit these performance numbers.” To get there, Avio Aero borrowed technology from GE’s larger engine manufacturing divisions. “We talk,” quipped Corkery. “All of this technology we’re bringing from the big engine technology into a smaller package.” While the Denali will be the first use for the Catalyst, the powerplant has also been tapped for an uncrewed aerial vehicle in Europe. However, Corkery deferred about potential further civil applications. “Of course, we want this to roll out as far as we can,” he said, adding that his focus right now is solely on the Denali. “Because we’re the new kid on the block in this range, we want to make sure we do it right out of the gate.” What oil will GA use with unleaded fuels? By Ben Visser October 15, 2025 When general aviation completes the transition to unleaded fuel, what oils will we be using in our airplanes? First a little background. In the early 1970s Shell saw a need for a multi-grade oil in the GA market. It did extensive research on the matter and developed a full synthetic version of the old stand-by Aeroshell Oil W100. After engine tests, the oil was sent out to several locations for flight evaluations in real world conditions. The first feedback was very positive. For example, the oil completely eliminated any oil cooler congealing. But then at around 600 to 1,000 hours, oil consumption started to go up. I am not talking about going from 8 hours a quart to 7 hours a quart. I am talking about going from 8 hours a quart to 1 to 2 hours a quart. Shell representatives immediately went out to the test sites and started pulling cylinders. All of the cylinders pulled looked the same with a gray epoxy-like substance that completely coated the piston and ring belt area. The analysis of the substance showed that it was basically lead by-products of combustion. It was apparent that pure synthetic base stocks are excellent lubricants, but very poor solvents that do not absorb the lead by-products of combustion. This has been generally accepted as fact, however a couple of oil companies subsequently marketed full synthetic oils to general aviation to reinforce that fact and found the same results. So, if we go to only unleaded fuels, will we all be using full synthetic aviation piston engine oils? I think the best answer would be “definitely possibly maybe or at least could be.” There are a number of factors that would need to be considered. The main consideration is whether full synthetic oils offer any definite advantages over a semi-synthetic oil or even a mineral-based oil. Included in that consideration must be the fact that a full synthetic oil is going to cost more than a mineral or semi-synthetic oil. Full synthetic oil could provide better cold temperature starting, better high temperature protection, longer oil changes, and better wear protection. Better cold temperature starting may not be a huge thing because I doubt that the engine manufacturers will lower the temperature at which pre-heating is needed. Part of the reason for this is pre-heating is not just to get the oil to flow. It is necessary to increase the bearing clearance for the cam and crank because the aluminum crankcase shrinks faster than the iron crank and cam as the temperature drops. The same thing for high temperature protection: Higher oil temperatures would mean higher overall engine temperatures. Whether there will be longer times between oil changes is a bit of a gray area. It really depends on how much the aircraft is used. Most private aircraft are flown about 100 hours a year, with oil changes advised at least every 50 hours or four months, whichever comes first. The University of Illinois flight school has been using 100 hour oil changes for years with 100LL. Airplanes that are flown a lot can use those longer oil change periods, but low usage aircraft — like those flown just 100 hours a year — will have rust problems while sitting for long periods of time. Another concern is that a full synthetic oil will leak more than other oils. And, finally, pure synthetic oil that did not absorb lead by-products of combustion may not absorb the dirt and acids produced during normal operation even with an unleaded fuel. My guess is that we will stay with the products that are currently available. And then, eventually, some oil company executive will try to capture more market share and will introduce a full synthetic aviation piston engine oil. And the marketplace will decide whether it is a good idea or not. About Ben Visser Ben Visser is an aviation fuels and lubricants expert who spent 33 years with Shell Oil. He has been a private pilot since 1985. Mechanic shortage expected to continue at least through 2035 By General Aviation News Staff October 15, 2025 A new report from the Aviation Technical Education Council (ATEC) finds that the aviation industry will be dealing with a shortage of mechanics for at least the next 10 years — and possibly beyond. The 2025 Pipeline Report found that the U.S. aviation maintenance industry posted its second-largest year-over-year increase in new mechanic certificates in 2024, bolstered by more graduates from FAA-certificated training schools. “While this trend is positive, the demand for new mechanics to satisfy industry growth and retirements is still projected to outpace supply,” according to the report. The Pipeline Report shows that the FAA issued slightly more than 9,000 new mechanic certificates in 2024. The figure is just 4% below 2023’s record-setting annual total of 9,401. Aviation maintenance technician schools (AMTS) saw total graduates decrease by 5% from 2023’s record-setting 10,000-plus graduates. On the bright side, enrollments increased 9%, according to the report. But the report also notes that demand from commercial air transport alone is expected to drive a 10% shortage in certificated mechanics in 2025. “This gap will narrow to 7% by 2035, but will still represent a shortage of 10,000 certificated mechanics just to keep commercial passenger and cargo aircraft flying,” the report notes. “Add in demand from business and general aviation fleets, and pressure on the technical workforce pipeline increases even more.” “We’re seeing some measurably positive trends at the grassroots level, building interest in pursuing aviation maintenance and the training needed to earn an FAA certificate,” said Jim Hall, ATEC President and WSUTech Vice President Aviation & Workforce Development. “Near-term challenges will include bolstering these trends while ensuring that we have enough specialized personnel, notably instructors and examiners, to support it.” The report also found that: • Two-thirds of new mechanics obtained certification through an A&P school, with the remainder earning certification through military experience (14%) or work experience (20%). • FAA figures show one-third of certificated mechanics were engaged in general aviation or working for repair stations, air carriers, or AMTS in 2024. Certificated mechanics represent 61% of the air operator maintenance workforce, 22% of the repair station workforce, and 86% of the general aviation workforce. • While AMTS enrollment rose 9% year-over-year, the A&P instructor workforce remained flat in 2024. This underscores the growing gap between teacher supply and demand and the challenges programs face in hiring and retaining certificated instructors. • AMTS enrollment’s uptick is encouraging, but about one-third of available seats remain unfilled. The lack of awareness of aviation maintenance as a rewarding career path and instructor shortages are the leading contributors to below-capacity enrollment, according to ATEC officials. The Pipeline Report is produced annually by ATEC and Oliver Wyman to spotlight U.S. airframe and powerplant (A&P) mechanic workforce trends. It is composed of insights from an annual survey, analysis by subject matter experts in both organizations, and data from the FAA and other publicly available sources. For more information: ATEC-AMT.org Simplified Aircraft Modeling. Run Hardware in the loop applications for your flight controller and airborne equipment. Aerospace and defense industries rely heavily on Speedgoat for Hardware-in-the-loop (HIL) testing because they know that their controllers are only as good as their test case. Development time and costs can be reduced while complying with all requirements using Speedgoat’s reliable solutions for real-time simulation and testing. As the exclusive hardware provider for Simulink® Real-Time™ - The MathWorks’ solution for real-time simulation – Speedgoat real-time target machine solutions provide unrivaled integration with MATLAB® and Simulink®. 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Accelerate development, test controller models against industry requirements using real-time inputs from sensors or the avionic bus, and avoid expensive changes in the final testing stage of the hardware with Rapid Control Prototyping (RCP). ⮕ Learn more about Rapid Control Prototyping Systematic Testing of Flight Controllers, Full Scale Simulation and Virtual Testing Environments Hardware-in-the-Loop testing enables you to run tests and validations in real-time. Test components such as flap actuators or flight control systems and even achieve certification tasks using fully automated testing. The full integration of Simulink® with Speedgoat products allows you to test your embedded controller according to DO-178C standards. ⮕ Learn more about Hardware-in-the-Loop Data Acquisition, Flight Test Instrumentations Speedgoat hardware enables you to record data in-flight or during ground testing. 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Warranty, onsite support, configuration assurance, and consulting will guide you through the duration of your program. ⮕ Learn more about training and On-site Jumpstart consulting services Pratt & Whitney Eyes Materials Supply Chain Breakthrough Alex Derber October 15, 2025\ Credit: RTX/Pratt & Whitney LONDON—Pratt & Whitney is not far from improving its materials supply chain, which it sees as the main roadblock holding up engine shop visits, according to Keren Rambow, vice president of commercial engine aftermarket transformation at Pratt. Responding to an audience poll here at MRO Europe 2025 in London, in which more than half identified materials as the severest pain point in engine maintenance, Rambow cited vertical integration as one way in which Pratt is gaining more control of its supply chain and raising part output. She also highlighted a big investment in a new atomization tower to improve powdered metal output. One solution to parts shortages is to have repairs on new-generation platforms, the lack of which is a familiar gripe of MRO providers. Rambow agreed that the “industrialization of repairs is critical,” adding that it was important to focus their development on the right parts of the engine. On the MRO front, engine shop capacity is rising, but not at the pace of demand, according to Fernando Comenge, Iberia Maintenance’s director of strategy transformation and supply chain. He agreed that materials shortages are still driving long turnaround times and stressed the need for more transparency from suppliers about when parts would realistically be delivered. However, he also called for improvements from his side of the aftermarket, noting that the shop visit process had seen little change in 20 years. As facilities invest in new capabilities, he said they have the chance to “embed new technologies in a disruptive way” and change the way shops are run. One such technology is data-driven materials forecasting, which has allowed Delta Techops to ensure it has the right parts in the right place at the right time, said Christy Robinson, the U.S. MRO provider's director of engine maintenance. Airbus Opens New A320 Final Assembly Line in Largest Economy in the World Airbus now employs over 2,000 people across 2.5 million square feet of space at the Mobile site alone and more than 6,000 nationwide. By Helen William October 14, 2025 Photo: Airbus MOBILE, ALABAMA– Airbus has inaugurated its second A320 Final Assembly Line (FAL) at its U.S. Manufacturing Facility in Mobile, marking a major step in expanding production capacity for the A320 Family aircraft. The new line doubles the site’s A320 output and strengthens Airbus’ industrial footprint in the United States. The milestone event gathered Airbus executives, employees, public officials, and partners to celebrate the company’s growing role in American aerospace manufacturing and its continued investment in Alabama’s economy. Airbus inaugurates second A320 Final Assembly Line in the U.S. | Photo: Airbus Airbus 2nd A320 Final Assembly Line in Mobile The new A320 Final Assembly Line adds 350,000 square feet of advanced manufacturing, logistics, and office space at the Mobile facility. With this expansion, Airbus now operates three final assembly lines at the site—two dedicated to the A320 Family and one to the A220. This investment supports the company’s global production goal of 75 A320 Family aircraft per month by 2027. According to Christian Scherer, CEO of Airbus Commercial Aircraft, the Mobile expansion reflects Airbus’ strategy to maintain a globally balanced industrial network. By building aircraft closer to its North American customers, the company enhances supply chain efficiency and reduces delivery timelines. Since the opening of its first U.S. A320 line in 2015, Airbus has delivered more than 600 aircraft to customers across the U.S. and Latin America. The Mobile facility has tripled in size, underscoring the steady rise in demand for fuel-efficient, narrowbody aircraft. Photo: Airbus Strengthening Alabama’s Aerospace Industry The expansion introduces more than one million square feet of new infrastructure, including double-bay hangars for A320 operations, quad-bay hangars for A220 production, new paint shops, and a modern distribution and delivery center. Airbus also announced the creation of 1,000 additional jobs, effectively doubling its U.S. manufacturing workforce. Alabama Governor Kay Ivey commended Airbus’ continued investment, emphasizing the state’s position as a competitive hub for aerospace manufacturing. The company’s growth in Mobile reinforces Alabama’s status as a top destination for aviation industry development. Photo: Airbus A Lasting Impact on the U.S. Economy Airbus now employs over 2,000 people across 2.5 million square feet of space at the Mobile site alone and more than 6,000 nationwide. Through partnerships with over 2,000 U.S. suppliers in 40 states, Airbus supports more than 275,000 American jobs and contributes approximately $15 billion annually to the U.S. economy. The A320 and A220 aircraft families remain among the most sought-after models globally, known for their efficiency, cost-effectiveness, and operational flexibility. With this expansion, Airbus strengthens its long-term commitment to American manufacturing and global sustainability goals. Photo: Eurospot Airbus A320: The Aircraft Family of Choice As the undisputed leader in the single-aisle category, the Airbus A320 Family has become the aircraft of choice for airlines worldwide—from low-cost carriers to full-service operators and has recently overtaken Boeing to become best-selling aircraft in the world. The A320 features the widest single-aisle cabin in the sky, offering 18-inch-wide economy seats and a spacious, comfortable passenger experience from boarding to landing. The A320 Family includes several models—A319, A320, A321, and the next-generation A320neo Family—offering unmatched flexibility for operators. Its versatility allows airlines to match aircraft size to route demand, efficiently covering short-haul, medium-haul, and even long-range transcontinental routes. Photo: Airbus Innovation and Efficiency: The A320neo Advantage The A320neo (New Engine Option) Family represents a major leap in performance and sustainability. Equipped with advanced turbofan engines—either the Pratt & Whitney GTF™ or the CFM LEAP-1A—along with Airbus’ fuel-saving Sharklets™, the A320neo delivers up to 20% lower fuel burn compared to previous-generation models. The aircraft also offers increased flight range and payload capacity, helping airlines optimize operations while reducing emissions. The long-range A321LR variant can fly up to 4,000 nautical miles, while the A321XLR extends this range to 4,700 nautical miles, with a flight time of up to 11 hours—enabling direct routes between continents. Photo: By Laurent ERRERA from L’Union, France – Airbus A320-200 JetBlue (JBU) F-WWBU – MSN 2447 – Will be N612JB – Named Blue Look Maahvelous, CC BY-SA 2.0, https://commons.wikimedia.org/w/index.php?curid=29540574 Designed for Comfort and Sustainability The A320 Family integrates Airbus’ award-winning Airspace interior—originally developed for the A350 and A330 widebody jets. The cabin features redesigned sidewalls, larger windows, improved lighting, and larger overhead bins that hold up to eight carry-on bags. The aircraft’s aerodynamics and lighter composite materials further enhance fuel efficiency and reduce CO₂ emissions, making the A320neo Family one of the most environmentally friendly options in commercial aviation. Photo: Clément Alloing Commonality and Operational Flexibility The A320 Family pioneered fly-by-wire controls and cockpit commonality, allowing pilots to transition easily between Airbus aircraft types through Common Type Rating and Cross Crew Qualification. This flexibility benefits airlines by simplifying crew scheduling and reducing training costs. The aircraft’s Cargo Loading System (CLS) also improves ground efficiency by allowing faster handling of luggage and freight, thanks to outward-opening cargo doors and optimized storage capacity. Stay tuned with us. Further, follow us on social media for the latest updates. Join us on Telegram Group for the Latest Aviation Updates. Subsequently, follow us on Google News Boeing Digitalization – Building a Next-Generation Supply Chain by Alexandra Blake October 17, 2025 Begin with a unified data fabric across the top five strategic suppliers to enable real-time visibility, where orders, inventory, and quality signals converge. Also target a 25–40% reduction in lead times within 12 months by automating exception workflows and aligning production plans with demand signals. This approach creates a common data texture that makes early-risk signals actionable across the enterprise. Common standards for data interchange unlock efficiency; chinese suppliers should adopt a shared schema and a supplier portal that surfaces performance metrics, BOMs, and batch traceability. analysts from major firms say this reduces variability; there is added value when imports from southbound partners are mapped to a single master; gary, wollenhaupt, analysts at a leading firm, note that visibility at the line level enables proactive sourcing and reduces delays in critical lines. shefali, head of automotive procurement, reinforces that the same approach applies to plastic components and packaging, where rich data from the shop floor accelerates decision-making. Deploy a novel digital twin to model at the unit level, from stamping lines to final assembly. This twin simulates space constraints, equipment utilization, and supplier lead times; the approach began with pilot modules in the automotive segment and has progressed with advances in data fusion and edge analytics. The unit-level visibility supports speed in replanning when disruptions occur. Focus on where data flows are strongest: trading desks, inbound and outbound logistics, and aftermarket parts. Use a KPI set: on-time delivery, fill rate, and forecast accuracy. Implement a staged rollout by region and by line, starting with the south region and expanding to space-constrained sites. Monitor lines and master data quality, and ensure governance that keeps data clean and secured, then scale beyond the initial unit in 90 days. Actionable steps for the next 12 months: establish a governance council with cross-functional representation; adopt a modular data fabric; invest in supplier master data quality; align with standards; set up a cross-border data exchange program including chinese suppliers; monitor metrics; maintain privacy and security; and anchor the program with a clear business case showing added revenue from reduced air freight, lower error rates, and faster time-to-value. Also ensure that teams like shefali’s automotive group own the data quality and that gary’s team drives analytics adoption. Practical Milestones in Boeing Digitalization for a Next-Gen Supply Chain Recommendation: establish a center-driven data fabric uniting ERP, MES, and supplier systems under an administration-led governance layer. In the first 90 days, deploy API adapters and a common data model; by november, demonstrate end-to-end visibility for wings and composite parts and show what takes actions faster at the smallest unit. Shefali says the focus is on concrete, measurable outcomes and the ability to continue scaling to the enterprise. Free from vendor lock-in, this approach enables what-if scenarios and rapid iteration across the constellations of suppliers and partners, while aligning major administration milestones with Boeing's objectives and ensuring data integrity across systems; what matters is being able to take action based on trusted signals. SEE CHART IN THE ORIGINAL ARTICLE. Implementing a unified data backbone for supplier visibility Adopt a centralized, vendor-agnostic data backbone that ingests ERP, PLM, MES, and supplier systems via standardized APIs to deliver real-time supplier visibility across tiers. The need is a canonical data model and an API-first approach to unify data on manufacturer, production lines, parts, and aircraft programs. We believe this approach yields measurable savings by reducing rework, accelerating decisions, and tightening inventory and lead times. building a unified backbone requires disciplined change management and cross-functional collaboration. • Canonical data model and API-first integration to unify data about manufacturers, production lines, parts, and aircraft; map identifiers across systems for a single source of truth. • Automated data quality, validation, deduplication, and enrichment at ingestion; implement a test plan with quality gates to minimize manual checks and errors. • Governance with defined roles (data owner: gary, data steward: weissman) and security controls; align with techtarget guidance and regulatory needs. • Data lakehouse architecture to store raw and curated data for analytics, simulations, and planning; ingest from norsk and other supplier systems to enable global visibility across plants and programs. • Pilot in april with two supplier networks; still iterate after results and build toward broader rollout across the network. Technology choices emphasize automated pipelines, event-driven updates, and a modular API gateway to support lines changes and supplier variability. Latency targets are defined in milliseconds, not feet. Stakeholder inputs: shefali leads architectural design; kapadia drives governance; gary emphasizes alignment with manufacturer needs; weissman ensures data quality and risk controls. techtarget references inform benchmarking and best practices; the team believes this strategy will produce innovation and stronger supplier collaboration across the global network; april milestones anchor the schedule. 1. Compared with legacy manual exchanges, the unified backbone reduces reconciliation effort and improves forecast accuracy; measure savings by tracking cycle time and supplier lead times. 2. Required data quality targets: accuracy > 98%, completeness > 95%, and timeliness SLAs; monitor through planners’ dashboards and automated alerts. 3. Automated supplier onboarding and ongoing enrichment of catalogs, with test triggers and governance adherence. 4. Within six to nine months, the global network should achieve full visibility across aircraft programs and supplier lines; continue refining mappings as new lines appear, after expanding to additional sites. 5. In short, this approach connects people, parts, and programs with a robust technology backbone that continues to scale and adapt to new suppliers and models, within a modern, automated, and risk-aware framework. Onboarding and standards: GS1, EDI, and API integration across tiers Adopt GS1-based onboarding with a three-layer data pattern: mandate GTIN for every item, GLN for locations, and SSCC for shipments; require EDI 850 and 856 for core transactions, and expose RESTful APIs to publish events in real time. Build a single source of truth in your ERP and data lake to ensure consistency across tiers; define the smallest unit and its weight as the authoritative reference for every item. This approach known in industry circles makes traceability reliable and reduces data rework. Govern data with GS1 Master Data and GDSN, ensuring a common data model for item attributes: weight, unit of measure, packaging level (smallest), and cross-reference fields. Where legacy systems remain, keep EDI for transactional throughput while API endpoints provide real-time updates and bilateral data sharing across tiers. APIs allow external partners to subscribe to events such as orders, receipts, and change notices, maintaining relatively fresh data and accelerating response times, faster than legacy EDI workflows. Onboarding plan: invest in data cleaning and mapping; run a 90-day pilot with three supplier tiers; map legacy item records to GTIN/GLN, harmonize weight and unit fields, and tag items with the smallest packaging unit. Build API gateways and EDI bridges; use robot-assisted barcode scanning at receiving to validate identifiers and feed results back to the source system. The process continues to scale as new suppliers join, with well-defined governance and version control. Inspection and automation: attach inbound inspection data to the item record; automated validations catch mismatches before the product advances to further processing. Robot-enabled scans reduce manual verification and speed throughput. With bilateral data sharing, you can align weight, dimensions, and packaging across tiers, lowering inspection rework and boosting performance for both boeing and airbus programs. Cost and tariff insight: standardized data streams speed tariff classification and customs reporting, yielding savings as many items move through the network with fewer exceptions. A common data model reduces chargebacks and accelerates clearance times. Barcoding, GS1 identifiers, and API-based event streams create a traceable value stream that suppliers and manufacturers rely on; techtarget notes advances in such integrations that support faster onboarding and more predictable performance. cosgrove notes that a known best practice is to begin with core suppliers and expand gradually; investing early yields a lower cost of ownership and higher overall value. Performance benchmarking and next steps: real-world programs benefit from the combination of GS1, EDI, and API by improving traceability and reducing lead times; many suppliers adapt quickly when data is consistent and mirrored across tiers. This pattern is built to scale: you can continue to add partners with minimal rework as you invest in data governance. techtarget highlights advances in standards adoption that align with boeing and airbus needs; the value delivered includes higher on-time performance and lower carrying costs. The source remains your own data platform and automated processes, allowing your teams to focus on continuous improvement with confidence. Digital twins and simulation to optimize inventory and capacity Recommendation: implement a center-based digital twin for core assemblies to optimize on-hand inventory and line capacity. Create a virtual replica of known structures for aircraft and airplane components, including materials, tooling, and manufacturing workflows. Connect to source data from ERP, MES, and shop-floor sensors; apply licensing controls to govern access and versioning; define times-based scenarios to stress test replenishment and sequencing across division and center. In practice, the model outputs decisions that cut cost and improve throughput. A 12–18 month pilot can reduce on-hand inventory by 12–18%, shorten times to commit and ship by 8–12%, and lift output by 5–10% while maintaining quality. Running 3–5 worlds of demand and disruption scenarios consistently shows the approach tolerates swings in materials and that licensing limits do not suppress critical updates. Technical approach: calibrate with known data on structures, materials, and maintenance windows; incorporate tooling uptime and lead times; use licensing to guard sensitive models while enabling cross-division reuse. The center mirrors main lines and a subset of spacecraft- and aircraft-related components, enabling comparison of solutions and outputs across times. A tit-for-tat feedback loop between planning and execution drives rapid convergence: if the plan underestimates demand, the model triggers adjusted orders and reschedules tooling. This approach yields faster capital decisions, shorter cycle times, and significantly higher output while reducing cost. Risk and resilience: real-time disruption alerts and contingency playbooks Implement a centralized real-time disruption alert system connected to the operations control room and deploy standardized contingency playbooks across all divisions within 30 days. The windsor division will deploy a feature-rich alerting layer that links wings, metal, plastic, and cargo processes to detect variances in schedule, capacity, or material availability. This enablement reduces latency from signal to action and helps analysts triage faster. Design the architecture to collect data from key sources: flight and cargo scheduling, port status, weather, supplier status, and production line feeds. Alerts should route to the director, division heads, and trading desk leads, with clear ownership and escalation paths so lost assets or delays can be contained before press cycles amplify risk. Build a library of contingency playbooks that cover early warning signals, disruption windows, and recovery options. Each playbook includes predefined roles, decision trees, mandated communications, and alternate routes for cargo, routes, and manufacturing. The approach ensures investors and rights holders see a transparent, repeatable response that protects brand and customer commitments. In practice, the system supports rapid two-way communication with south-region sites and hubs like daphne, enabling coordinated reallocation of capacity and inventory. It also provides a testing framework to simulate scenarios, from material shortages to port congestion, so the organization maintains a steady cadence as generation continues and demand shifts. Key outputs include bite-sized alerts, a playbook digest, and performance dashboards for analysts and leadership. This setup accelerates decision speed, stabilizes throughput, and keeps the organization focused on preserving customer service levels under pressure. • Alerting framework: event signals, thresholds, and escalation paths that minimize lag between disruption and response. • Playbook catalog: scenario-specific actions, owners, and cadence for recovery and communication. • Governance: responsibilities assigned to the director, division heads, and investors, with clear rights management and reporting to the press teams as needed. • Data integrity: validated feeds from cargo, manufacturing, and logistics processes to reduce false positives. • Measurement: speed of containment, cargo loss reduction, and uptime preservation tracked by analysts and operational leaders. Operational tips for immediate impact: integrate a single-source view for cargo and aircraft movements, publish a daily digest for stakeholders, and create a rapid decision window to reroute capacity without compromising safety or quality. The approach boosts resilience while sustaining momentum across the organization’s broader digital investments and investments’ expectations. Tariff-aware sourcing and tariff impact modeling in the US trade timeline Recommendation: Create a tariff-aware sourcing framework that ties duty exposure to component selection and supplier choice, powered by automated data feeds and real-time cost dashboards. This enables fast reconfiguration of the sourcing network as tariffs shift, supporting long-term cost optimization for the company. Implement an automated tariff engine that maps each part to its common HS code and calculates landed cost by region. The model should cover airplane components, spacecraft equipment, and associated tooling, hardware, and electronics, with the ability to simulate base duty, bilateral relief, and potential tariff surges. Use scenarios such as base, a 5% uplift, and a 15% shock to stress-test margins. This will help reduce margin erosion from tariff volatility. Inventory and supplier strategy: maintain carefully calibrated buffers at key nodes in the US and global hubs to smooth duty-driven cost volatility. Prioritize smallest suppliers where lead times and volumes align with demand forecasts, while sustaining a common quality baseline across the portfolio. A diverse mix reduces exposure to single-border disruptions and supports resilient manufacturing. Process and governance: establish a manned review cadence alongside automated alerts. The management team should meet quarterly to reconcile tariff projections with actual duty payments, adjusting tooling, hardware orders, and partner commitments. The press and investor communications should reflect proactive risk management and tariff-aware planning. Product design and production planning: standardize modules to share HS code coverage across products, lowering the number of unique tariffs. Align common manufacturing practices; use modular components for airplane and spacecraft lines to reduce complexity. This approach helps negotiate supplier terms more effectively and reduces landed-cost volatility. Global and bilateral policy context: monitor US-Mexico-Canada Agreement implications and potential shifts under the president’s administration. Build a forecast that can adapt to different long-term policy paths; use Oxford and oxpekk as internal references for risk scoring and scenario calibration. The role of the management team is to translate tariff signals into actionable sourcing and production moves, including calls to tooling upgrades or hardware batch changes. Operational steps to start within 60 days: map all components to HS codes and current duty rates; connect supplier data feeds to an automated tariff engine; run three scenarios (base, +5%, +15%); establish buffer-stock targets at top-five US hubs; assign a cross-functional team including procurement, manufacturing, and program management; publish a quarterly tariff-impact review for internal stakeholders and key partners such as Airbus. Result: a well-calibrated model that informs decisions on tooling upgrades, supplier onboarding, and inventory planning, reducing the risk of shock tariff changes on aircraft and spacecraft programs, while maintaining a healthy relationship with the press and partner ecosystems. Gulfstream Adds Repair and Overhaul Facility in Dallas-Fort Worth Area Specializes in component services Gulfstream's Texas repair and overhaul center, located in the Dallas-Fort Worth area. By Matt Thurber • Editor-in-Chief October 14, 2025 The new Gulfstream Aerospace Texas Repair and Overhaul Center in the Dallas-Fort Worth area is officially open, adding more component repair and overhaul capabilities to the company’s service arm. Gulfstream's three-year-old factory-owned service center is nearby at Fort Worth Alliance Airport (KAFW). Gulfstream spent $21 million to build the new facility, which encompasses 100,000 sq ft and houses more than $5 million of dedicated parts and inventory for repairs. Activities at the center include wheels, brakes, batteries, hydraulics, structures, and composites. Plans call to add avionics, landing gear, and other components to the menu. “By expanding our in-house repair and overhaul capabilities, we’re expediting turnaround times and increasing parts availability to best support our customers’ needs while maximizing safety, quality, and efficiency,” said Gulfstream president Mark Burns. “We will continue to invest in component repair, maintenance support, and spare parts to enhance overall service for our customers, particularly as our fleet continues to grow.” The number of employees who work for Gulfstream’s various product support entities is now more than 5,000. These include personnel who work as technicians, for field and airborne support (FAST), and at factory-owned and authorized service centers, authorized warranty facilities, and parts warehouses. Earlier this year, Gulfstream opened an expanded service center in Mesa, Arizona. “I believe this [year] to be the single most significant investment in customer support in the history of our company,” said Lor Izzard, senior v-p of customer support. “Mesa is much more than just the service center,” he added. “It’s now a spares distribution location. Also on the west side of the complex, we have opened our own training center, similar to what we have in Savannah, because we want to be in charge—obviously—of quality and safety.” Spanning 225,000 sq ft, the Mesa facility features an air-conditioned hangar, full-span crane, and two tail dock stations. There is enough space for a mix of 13 aircraft inside and eight on the ramp. “We also have 36 beautiful customer offices and a customer lounge,” Izzard said. “The Mesa service center provides a deeper level of inspection and maintenance with avionics installations and structural repair capability on all Gulfstream models.” Placing parts at strategic locations is just one way Gulfstream is able to keep customers’ airplanes flying. Since 2023, the product support division has used aircraft data to predict and prevent service interruptions, according to Izzard. “We started this quietly in 2023, but it’s a full-blown program now,” he said. “It’s an incredible tool, and we have not yet started with AI analytics, but we are just on the cusp. We have already started internally understanding how AI can accelerate what we’re doing.” On more than 170 occasions, the system has alerted the technical operations team that a component on a specific airplane is failing, according to Izzard. “We have placed phone calls through our field service organization or technical operations to that customer and said, ‘Hey, we are either shipping your part or FAST is going to be on your doorstep. We’re going to replace that part in your airplane.’ It’s a very exciting space for us.” Curt Lewis