From Spare Parts to Powerhouse: How India is Becoming the Global Cockpit of Aerospace Manufacturing

In a world still navigating post-pandemic supply chain snarls and industrial bottlenecks, India is fast emerging as the unexpected hero of the global aerospace manufacturing industry. With international giants like Airbus, Rolls-Royce, and Collins Aerospace increasingly sourcing parts from Indian firms, the country is not just participating in the global supply chain—it’s starting to anchor it.

This transformation, once deemed ambitious, is now taking off at full throttle.

Airbus Bets Big on India: $2 Billion by 2030

When Airbus announced in March 2025 that it plans to procure $2 billion worth of components and services from India annually by 2030, it wasn’t just a business decision—it was a statement. Up from the current $1.4 billion, this surge is a direct nod to India's rising manufacturing prowess.

But Airbus isn’t alone. Rolls-Royce, a leader in engine technology, and Collins Aerospace, a systems titan, are also eyeing India as a trusted source for everything from landing gears to motion control systems.

Why India? Quality, Quantity, and Quick Turnarounds

According to Jaideep Mirchandani, Group Chairman of Sky One, the shift toward India is rooted in necessity and strategy. “India is quickly becoming a key source for manufacturing aircraft components... at a time when global players are dealing with part shortages, labour gaps, and supply disruptions,” he says.

What makes India so attractive?

• Cost-effectiveness compared to Europe and North America
• A technically skilled and young workforce
• A growing number of aeronautics firms scaling up production
• The ability to provide quick deliverables in a time-sensitive industry

A Market Ready for Takeoff

According to Grand View Research, India's aerospace parts manufacturing market was valued at $13.6 billion in 2023. But the runway is only getting longer. With a projected CAGR of 6.8% from 2024 to 2030, the industry is poised for explosive growth.

And it’s not just exports. India’s civil aviation sector is booming. Airlines are expanding fleets at breakneck speed, and with more aircraft in the sky comes more demand for maintenance, repair, and overhaul (MRO) services—further boosting the need for locally manufactured parts.

Beyond Assembly: Moving Up the Value Chain

India isn’t just content with assembling parts. As Mirchandani notes, the country is positioning itself to move into design, engineering, and system integration—areas typically dominated by aerospace veterans.

This is supported by a robust talent pipeline, with over 1.5 million engineers graduating annually and government programs like ‘Make in India’ offering incentives and streamlined policies for aerospace and defense.

Domestic Ecosystem on the Rise

While international contracts grab headlines, the true transformation lies in the creation of a self-reliant domestic aviation ecosystem. India's airports are expanding, air travel is becoming increasingly accessible, and indigenous aircraft development programs—such as HAL’s HTT-40 trainer and AMCA stealth fighter—are signaling a new era of homegrown aerospace capabilities.

As MRO services gain traction within India, the demand for locally sourced high-quality parts is also on the rise. This closed-loop development—where India designs, builds, flies, and maintains aircraft domestically—is where the real future lies.

Final Approach: Is India the New Aerospace Capital?

Is India ready to dethrone global manufacturing hubs? Maybe not just yet. But as Mirchandani aptly puts it, “This is the right time to take decisive steps toward becoming a major hub in a critical manufacturing sector.”

The trajectory is clear. India is not merely assembling parts anymore—it’s assembling a future where it could sit in the pilot’s seat of global aerospace innovation.

TL; DR

• Airbus to procure $2B annually from India by 2030
• India supplies major components like fuselage parts, electrical switches, and more
• Market to grow at 6.8% CAGR, reaching new heights by 2030
• Skilled workforce and policy support are fueling this transformation
• India is rising from vendor to visionary in aerospace

Imagine boarding a flight emblazoned with the letters KD—short, snappy, and charged with promise. That’s exactly what ultra?low?cost start?up Air Kerala has just been allotted as its IATA designator, marking a pivotal leap toward its inaugural service between Kerala and the Gulf. With the coveted two?letter code “KD” in hand, the airline is one step closer to turning the aspirations of millions of expatriate Keralites into reality.

Why “KD” Matters

IATA codes are more than mere abbreviations; they’re the global shorthand that connects reservation systems, baggage tags, and boarding passes.

• Two?letter codes are particularly prized—most carriers must settle for a letter?plus?digit combination.
• Receiving “KD” signals industry recognition and puts Air Kerala in the big?league conversation alongside veterans like Air India (AI) and IndiGo (6E).

“Getting a two?alphabet code is a privilege. We are very honoured with this allocation,”

said Harish Kutty, CEO of Air Keral

What’s in a Name? The “Kerala Dream”

Every code tells a story. To founder and Chairman Afi Ahmed, “KD” stands for Kerala Dream—a nod to the homeland’s lush landscapes and the aspirations of its people. For travellers unfamiliar with God’s Own Country, “KD” might simply read as “Kerala to Dubai” or “Kerala to Doha,” but for the airline’s backers, it encapsulates something far more poetic:

• K for Kerala’s vibrant culture
• D for the diverse destinations awaiting its flyers

Clearing the Final Hurdle: AOC by June

Before “KD” appears on tickets, Air Kerala must secure its Air Operator Certificate (AOC)—the regulatory green light to carry passengers. The airline expects this by end?June, a timeline reaffirmed by both CEO Kutty and Chairman Ahmed. Once certified, “KD” will be officially activated, and the countdown to take?off begins in earnest.

Building the Dream HQ

On April 15, the airline threw open the doors to its brand?new three?floor headquarters in Kochi, strategically located near the Aluva Metro station.

• Inaugurated by Kerala’s Minister of Industries, P. Rajeev, the complex boasts modern training facilities and workspace for 200+ aviation professionals.
• MPs Hibi Eden, Benny Behanan, and MLAs Anwar Sadath and Roji M. John joined the celebrations, underscoring the project’s regional importance

Staffing Up: From Dozens to Hundreds

Air Kerala has already hired 69 employees, with an aggressive growth plan:

• 200 staff by launch
• 1,000 employees by year?end
• Seven aircraft in the fleet by December

Pilots and cabin crew are in training, eager to don the “KD” wings and serve the skies between Kerala and the Gulf.

Tapping into the NRK Goldmine

Non?resident Keralites (NRKs) in the UAE and the wider GCC are a natural market—numbering in the millions, they seek reliable, affordable links home. Air Kerala’s ultra?low?cost model aims squarely at this community by:

• Offering wallet?friendly fares
• Ensuring frequent services on high?demand routes
• Catering to cultural preferences onboard

With “KD,” every NRK ticket is a ticket to the Kerala Dream.

Routes & Fleet: What to Expect

While the inaugural destinations remain under wraps, Gulf?bound short?hauls like Kochi–Dubai and Kochi–Doha are near?certainties. By year?end, the planned fleet of seven aircraft—starting with three ATR turboprops—will open up connections to Bahrain, Kuwait, Oman, Qatar, and Saudi Arabia. This targeted network promises:

• Quick turnarounds
• High frequency
• Budget fares that undercut established carriers

Final Thoughts: A New Chapter for Kerala Aviation

The allocation of “KD” isn’t just an administrative footnote; it’s the spark that ignites Air Kerala’s journey from concept to cockpit. As Afi Ahmed’s Kerala Dream takes flight, travellers can look forward to a fresh challenger in the skies—one built on local pride, Gulf connectivity, and ultra?low?cost innovation. Will “KD” become synonymous with the next great aviation success story from India? All signs point skyward.

With Inputs from Air Kerala

Brazilian carrier Gol Linhas Aéreas Inteligentes has just secured a critical infusion of capital that could see it emerge from Chapter?11 bankruptcy protection by the end of June 2025. On May?1, 2025—marking roughly 16 months since its initial filing—the São?Paulo–based airline announced a new agreement with an ad hoc group of holders of its 8.00% senior secured notes due in June?2026. That accord will inject an additional?$125?million into Gol’s restructuring efforts, bringing total exit financing commitments to at least?$1.375?billion.

The Anatomy of the Deal

Under the terms disclosed in a U.S. regulatory filing, the noteholders in this majority group have agreed to purchase the new securities—amortizing notes tied to Gol’s existing collateral package—thereby strengthening the company’s liquidity ahead of its planned Chapter?11 exit. Crucially, these new notes are non?convertible, meaning holders won’t gain equity upside; this structure helps shield existing shareholders from further dilution while satisfying creditor recovery thresholds.

Meanwhile, creditors outside the principal investing coalition will be able to subscribe for up to?$100?million of similar new?issue debt, with an additional?$50?million tranche reserved for broader participation. These provisions aim to balance recovery prospects across stakeholder classes, enhancing the likelihood that the overall restructuring plan will clear the necessary voting thresholds at upcoming confirmation hearings.

Why Creditors Are Signing On

Gol’s noteholders have navigated a roller?coaster over the past year. The airline’s capital structure was heavily strained by pandemic?era travel collapses, delivery delays from Boeing, and rising fuel costs. Under Chapter?11, Gol secured a $1?billion debtor?in?possession (DIP) facility in early?2024, negotiated lessor stipulations by September, and sealed a major tax and Boeing settlement by November—steps that undergirded its five?year strategic plan unveiled in January?2025. By committing fresh exit financing now, secured creditors can lock in anticipated recoveries—estimated at roughly 40% on the 2026 notes—rather than risk diminished recoveries in a protracted contest or liquidation scenario.

Revised Recovery Plan: What’s New

With this deal in hand, Gol will file amendments to its Chapter?11 disclosure statement, reflecting the updated financing terms. The revised Plan of Reorganization is expected to:

• Formalize new debt issuances for both core and external creditor groups;
• Outline recovery percentages by class, with senior secured creditors slated for highest recoveries and general unsecured creditors for modest recoveries;
• Detail governance adjustments, such as creditor committee representation and amended voting procedures to expedite confirmation.

These changes are designed to reassure the U.S. Bankruptcy Court and Gol’s diverse creditor base that value maximization is achievable under the adjusted framework.

A Five?Year Flight Plan

Beyond the immediate financing, Gol’s revitalized strategy targets a leaner, more profitable operation. Key pillars of its five?year plan include:

• Fleet Optimization – Expanding from 137 to 167 Boeing?737s, boosting unit economics through younger, more fuel?efficient aircraft.
• Network Rebuild – Restoring pre?pandemic domestic capacity by 2026, while strategically growing international routes in Latin America and beyond.
• Leverage Reduction – Driving net debt-to-EBITDA from an exit multiple of 6.1x down to under 2x by 2029.
• Margin Enhancement – Targeting EBITDA margins north of 23% through cost controls, digital revenue opportunities, and loyalty program enhancements.

What Passengers Can Expect

For travelers, Gol’s emergence from bankruptcy should translate into stabilized schedules, refreshed cabin products, and renewed emphasis on on?time performance. The carrier’s loyalty program (“Smiles”) is also slated for enhancements, including partnerships that could broaden redemption options across airlines and lifestyle brands. Improved cash reserves and lower financial stress may enable Gol to accelerate cabin refurbishments and customer?experience investments that were deferred under DIP constraints.

The Final Climb Toward Confirmation

Gol’s confirmation hearing for its Chapter?11 plan is scheduled for mid?June, with the emergence target set for late June?2025—coinciding with Brazil’s busy winter travel season. The support of the ad hoc creditor group substantially de?risks the vote tally, pushing the airline closer to a successful exit. Once the U.S. Bankruptcy Court signs off, Gol will refinance its DIP facility, repay exit?financing tranches, and transition into a streamlined capital structure poised for growth.

With Inputs from Reuters

Amid boardroom whispers of a game?changing partnership, JetBlue Airways pilots feel they’re flying blind. Here’s why the proposed domestic tie?up with United Airlines has captains and first officers on edge—and what it means for everyone from the cockpit to the cabin.

The Big Pitch: More Connections, More Rewards

JetBlue and United are in talks to let travelers earn and burn miles across both carriers—and fill gaps in each other’s networks without merging schedules or prices.

• Goal: Boost customer loyalty revenue—one of JetBlue’s few bright spots—by opening United’s global hubs to TrueBlue members and vice versa.
• Why now? JetBlue hasn’t turned a sustained profit since the pandemic, slashed capacity in key markets, and even offered early pilot retirements to cut costs.

Union Red Flags: “Not in Our Contract”

Wayne Scales, chair of the JetBlue Air Line Pilots Association, delivered a blunt message: the existing job?protection clause bars any commercial pact that doesn’t boost aircraft utilization or pilot headcount. He warned members the deal could “fundamentally reshape” the carrier—and their careers.

• Legal push: The union is marshaling attorneys to challenge any agreement they view as violating the contract.
• Transparency gripe: Pilots say they weren’t consulted; JetBlue insists it’ll brief the union before finalizing terms.

Pressures at 30,000 Feet

• Utilization slide: Average flying hours per plane dipped from 10.2 to 9.7 hours per day year?over?year.
• Pilot roster shrink: Active pilots fell from ~4,950 to ~4,800 over the last 12 months.
• Financial pinch: With economic headwinds dampening travel demand, every alliance matters more—and raises stakes for labor

What’s at Stake?

Next Approaches: Turbulence or Tailwind?

• Contract talks: Pilot union and JetBlue negotiate a new agreement—this partnership could become the linchpin.
• Regulatory check: Unlike the blocked NEA with American Airlines, regulators may view this looser tie?up more favorably—but scrutiny remains.
• Public reveal: JetBlue expects to announce its domestic partner this quarter—pilots and passengers alike will be watching.

Bringing It All Down to Earth

Every prospective alliance juggles growth ambitions against the human cost in the cockpit. Will JetBlue and United deliver a smoother ride for travelers and pilots? Or will labor battles clip the wings of this bold strategy? Stay tuned—clear skies aren’t guaranteed.

With Inputs from Reuters

When Airbus CEO Guillaume Faury called on April 30 for a revival of the 1979 WTO-brokered zero-tariff pact covering civil aerospace goods, he was warning of “only losers” if the transatlantic tariff skirmish drags on. That landmark agreement, signed by 33 nations, had for decades allowed aircraft and parts to cross the Atlantic unfettered by customs duties—fueling the complex, interwoven supply chains that both Airbus and Boeing rely on.

Yet under the Trump administration, the U.S. imposed duties of up to 10% on large civil aircraft and parts, citing unfair subsidies. Europe retaliated with levies on American goods. The result? An aerospace cold war that threatens to clip the wings of growth on both sides.

Quarter One Touchdown: Strong Results Despite Headwinds

Even as tariffs loomed, Airbus’s Q1 performance bucked expectations. Underlying operating profit rose 8% to €624 million, and revenues climbed 6% to €13.54 billion, beating analyst forecasts of €602 million and €12.95 billion respectively. Defence division strength provided a vital tailwind, offsetting early production snags in civilian jets.

However, the manufacturer was forced to hold back 17 aircraft in Q1 due to engine delivery delays from CFM International—a joint GE-Safran venture. Faury warned that undelivered engines would continue to pile up in Q2 before supply normalizes by summer.

Engine Icing: Supply-Chain Congestion and Spirit AeroSystems

The engine logjam underscores how fragile just-in-time aerospace logistics have become. CFM, the world’s largest engine maker by volume, had front-loaded supplies to meet 2024 targets—but that cushion has run thin. Meanwhile, Airbus’s recent takeover of key Spirit AeroSystems sites—responsible for fuselage and wing assemblies—adds integration challenges that could ripple through A320 and A350 production ramps.

Calling Mayday: Why Duty-Free Matters

Airbus argues that restoring the 1979 duty-free framework is no mere nostalgia trip. “The complete industry has developed around that concept with a lot of back and forth across the Atlantic,” Faury said. Free trade in aircraft and parts isn’t just a cost-saver—it underpins global competitiveness, innovation sharing, and fleet modernization for airlines on both continents.

U.S. airlines aren’t thrilled about absorbing extra fees. Delta’s CEO Ed Bastian has even floated deferring deliveries rather than paying tariffs. Airbus itself has ruled out eating the levy, insisting carriers must shoulder it—a stance that ramps up pressure on U.S. policymakers.

Cockpit Diplomacy: Industry Heavyweights Take to the Hill

This isn’t just Airbus lobbying in isolation. A coalition including Boeing and GE Aerospace has pressed Congress and the White House to lean into the old WTO treaty rather than new levies. In private letters, CEOs warned that sustained tariffs would erode U.S. jobs in parts manufacturing—ironically the very segment the duties aim to protect.

Descent or Climb: What’s Next for Airlines and OEMs?

Airbus reaffirmed its 2025 targets—820 jet deliveries (up 7%) and roughly €7 billion in adjusted EBIT—assuming the trade war doesn’t escalate further. But with engine backlogs and integration of Spirit assets still unfolding, much hinges on supply-chain recovery and, crucially, a political breakthrough on tariffs.

If Brussels and Washington can’t negotiate a cease-fire, airlines could face delayed fleets, higher costs, and deferred network plans. Suppliers on both sides risk production slowdowns. And passengers? Potentially pricier tickets as carriers pass on expenses.

Final Approach: Charting a Course for Free Skies

Airbus’s dramatic plea is more than corporate brinkmanship—it’s a rallying cry for an industry built on open borders. Reviving the 1979 duty-free regime would instantly defuse a major cost pressure point and signal confidence in transatlantic cooperation. For now, the aerospace world watches Washington, DC—not just the skies—for a resolution.

Will politicians clear the runway for tariff-free trade again? Or will the aerospace sector remain stuck in holding patterns, taxing growth and innovation? One thing’s certain: in this high-stakes game, every stakeholder—from engine makers to passengers—has a vested interest in smooth, duty-free skies.

With Inputs from Reuters