Category: PRs

A close look at the fleet, engine backlog and MRO network data behind why CFM56-5A/B stands have become one of the hardest pieces of ground support equipment to find, and what EngineStands.com utilization numbers say about where it goes next.

At EngineStands.com, we track utilization across every stand in our fleet month by month. CFM56-5A/B engine stands trend line over the past twenty months points to something more structural than a seasonal increase in demand.

CFM56-5A/B stand utilization averaged 77% throughout 2025. During the first eight months of 2026, it climbed to 93%, the highest level recorded across the period. Half of the EngineStands.com CFM56-5A/B fleet operated at 100% utilization in every month from January through August.

EngineStands.com team has been receiving record volumes of leasing and purchase enquiries for the model, while sourcing additional units has become increasingly difficult. Today, CFM56-5A/B is the hardest engine stand model to secure in the market.

This issue became a point of discussion at Aviation Week Network’s AeroEngines Europe conference in Lisbon this September. When EngineStands.com Sales Team Lead Ana Aleksejeva discussed the shortage with fellow industry participants. They were surprised that CFM56-5A/B stand availability had become a challenge at all. That is not what many would expect from one of aviation’s largest and most mature engine ecosystems.

CFM56-5 Series Fleet & Utilization Statistics

The scale and operating profile of the installed CFM56-5 fleet are central to understanding current pressure on its maintenance and support ecosystem.

Airbus delivered 8,100 A320ceo-family aircraft across the A318, A319, A320 and A321 programs. The CFM56-5 series was one of the A320ceo ‘s two principal engine families, alongside the International Aero Engines (IAE) V2500. The earlier CFM56-5A powered A319ceo and A320ceo applications, while the later and substantially larger CFM56-5B was certified across the full A320ceo family, from the A318 through the A321. CFM International states that CFM56-5B was selected for nearly 60% of A320ceo-family aircraft ordered.

A320ceo-family production ended in December 2021. Five years after, approximately 6,623 A320ceo-family aircraft are still flying.

Model	Delivered	Active in 2026 (June 2026)	CFM56-5 application
A318	80	24	CFM56-5B
A319	1,484	1,025	CFM56-5A or CFM56-5B
A320	4,752	3,919	CFM56-5A or CFM56-5B
A321	1,784	1,655	CFM56-5B
Total	8,100+	~6,623	CFM56-5 Series

The engine operating data provides a more direct measure of the size and maturity of the CFM56-5 support requirement.

According to CFM International’s latest fleet statistics, the legacy CFM56-5A fleet is utilized by 38 operators and has accumulated 66.6 million flight hours and 38.2 million flight cycles. The much larger CFM56-5B fleet spans 206 operators and has accumulated 334.6 million flight hours and 190.1 million cycles. Together, the two variants have exceeded 401 million engine flight hours and 228 million cycles.

Its operating environment is equally relevant. CFM56-5 powered A320ceo-family aircraft are predominantly deployed on short- and medium-haul networks, where high daily utilization, repeated departures and frequent thermal cycles create a very different maintenance profile from lower-cycle long-haul fleets.

The 206-operator CFM56-5B footprint distributes maintenance demand across a broad mix of mainline, low-cost, charter and leasing operators worldwide.

EasyJet, for example, continues to operate a substantial CFM56-5B-powered A319 and A320ceo fleet within its high-frequency European network. IndiGo has likewise continued to invest in long-term support for its remaining CFM56-5B-powered A320ceos, including an eight-year engine maintenance agreement announced with Delta TechOps in 2026.

A Fleet Is Mature, but a Retirement Curve Moving Further Out

The age profile adds an important dimension to the CFM56-5 maintenance outlook.

Although the CFM56-5B is a mature engine program, the aircraft population it supports is not uniformly approaching end of life. Aviation asset analysis placed the average age of the CFM56-5B-powered fleet at approximately 13.6 years in late 2024, with a material share of the fleet still below 10 years of age.

There is no fixed retirement age for an A320ceo. Fleet exit depends on aircraft condition, upcoming maintenance requirements, engine life, lease economics, residual value and replacement availability. However, current fleet data provides a useful benchmark. Cirium identified 35 A320ceo-family retirements through May 7, 2026, at an average aircraft age of 21.0 years. These included 18 A319ceos, 16 A320ceos and one A321ceo.

A320ceo variant	2026 retirements through May 7	Average retirement age
A319ceo	18	20.4 years
A320ceo	16	21.9 years
A321ceo	1	17.8 years
A320ceo family	35	21.0 years

Therefore, CFM56-5B-powered fleet averaging around 16 years now, remains well below the approximately 20-22-year age range at which current A320ceo retirements are predominantly occurring.

As a result, retirement is likely to remain gradual rather than immediate. ICF’s commercial fleet outlook for Europe projected approximately 836 CFM56-5B-powered aircraft retirements between 2024 and 2034, with a larger share occurring toward the latter part of the period as replacement constraints delay fleet renewal.

At the end of August 2026, Airbus reported an A320-family backlog of 7,577 aircraft, including 5,691 A321neos and 1,866 A320neos. Airbus continues to expand production capacity, but even at a targeted rate of 70–75 aircraft per month, the backlog represents roughly eight to ten years of production.

New-generation engine availability has added further pressure to the replacement cycle. Pratt & Whitney’s GTF inspection and maintenance program resulted in hundreds of A320neo-family aircraft being grounded, with IATA reporting a peak of 648 grounded aircraft in March 2025, equivalent to approximately 28% of the GTF fleet at the time.

For A320ceo operators, this changes the economics of retirement. When a replacement aircraft is available, an upcoming heavy maintenance event or engine shop visit can become a natural point for fleet exit. When the replacement is delayed, investing further in the existing aircraft can become economically preferable to losing capacity.

Asset values are responding accordingly. mba Aviation extended its CFM56-5B Base Value appreciation forecast through 2027, whereas depreciation had previously been expected to begin in 2024, citing delayed new-aircraft deliveries as one factor extending the economic life of A320ceo-family assets.

Actual retirement activity supports the same direction. GE Aerospace entered 2026 assuming CFM56 retirements of approximately 2% of the installed fleet, but first-quarter retirements were running below 1%. The number of parked CFM56-powered aircraft, which GE monitors as a leading indicator of future retirements, also declined.

The result is that the transition from CFM56-powered A320ceos to the newer generation has been less linear than originally expected. A large proportion of the fleet has yet to reach its natural retirement window, while replacement constraints are extending the operating lives of aircraft that are approaching it.

More Maintenance, Longer Shop Visits and Slower Stand Circulation

The sustained activity of the CFM56-powered fleet is now translating directly into higher shop-visit demand. Every additional year of A320ceo operation extends the requirement for CFM56-5 engine maintenance, removals, transportation and supporting equipment.

CFM56 has never lacked maintenance infrastructure. CFM International’s open aftermarket network includes approximately 40 MRO shops worldwide, supporting more than 600 operators, while GE Aerospace cites more than 1,100 available CFM56 repair solutions. This is a mature, globally established support system rather than an engine family dependent on limited specialist capacity.

Yet even this extensive network is being tested by maintenance demand that has remained considerably stronger than previously expected.

Safran now expects approximately 2,300–2,400 CFM56 shop visits per year from 2025 through 2028, more than 750 additional shop visits over the period compared with its previous outlook. The company attributes the revision to lower aircraft retirements, sustained maintenance volumes and heavier workscopes, with the decline in CFM56 shop-visit activity now expected to begin only around 2029.

The wider MRO environment is showing similar pressure. GE Aerospace reported in July 2026 that its commercial shop-visit demand was more than 40% above its available capacity, while spare-parts delays increased by 20% from the previous quarter. GE has continued working to increase throughput across its maintenance network, including reducing CFM56 turnaround time at its Wales facility by approximately one week during the first half of the year.

The constraint, therefore, is not the absence of maintenance infrastructure. It is the amount of practical capacity available within that infrastructure as elevated shop-visit demand, material shortages and longer turnaround times converge.

Turnaround times remain well above historical norms

Pressure on stand availability is not being driven by maintenance volume alone. Engines are also taking longer, and moving less predictably, through the maintenance cycle.

AerFin estimates that a full CFM56 overhaul currently requires approximately 90–120 days, compared with around 60 days before the pandemic. Light workscopes remain closer to 45 days, but full overhauls continue to be affected by material availability.

One of the most significant constraints is the availability of high-pressure turbine blades. AerFin identifies the HPT blade shortage as the single largest bottleneck affecting CFM56 overhauls, with demand for replacement material exceeding available supply. Aviation Week reported in August that new-blade production has not kept pace with global MRO requirements, while high-life used serviceable material has also become increasingly difficult to source.

For stand availability, the impact comes from the disruption that longer and less predictable maintenance events create across the wider logistics chain.

If an induction date moves, the engine may remain at the operator or MRO location longer than planned. If the shop visit extends, the return movement changes. Transport bookings may need to be rescheduled, customs arrangements adjusted and the stand repositioned later than originally expected.

As EngineStands.com Sales Team Lead Ana Aleksejeva highlighted during the live session on engine stand planning, engine maintenance, transportation and stand availability cannot be planned as separate activities. Engine removal, stand positioning, ground transportation, customs, storage, MRO induction and the eventual return movement all have to align.

Even relatively small schedule changes become significant when the available stand pool is already highly utilized. A stand that remains committed longer than planned or cannot be repositioned on schedule completes fewer deployments over the course of the year, reducing effective capacity even if the physical number of stands in the market remains unchanged.

For CFM56-5A/B, both sides of that equation are currently tightening. More engines continue to require maintenance, while longer and less predictable maintenance and logistics cycles slow the return of transportation capacity to the market.

That helps explain why a mature support ecosystem with dozens of MRO facilities can still produce scarcity at one of its most basic logistical points.

Entering the High-Maintenance Season with Limited Spare Capacity

The timing of the CFM56-5A/B shortage is significant. The market is entering the heavier European maintenance period with stand availability already constrained.

European airlines concentrate more planned maintenance outside the peak summer flying season, while capacity across the wider MRO system is already tight. Aviation Week reports that European base-maintenance capacity for the 2026–27 winter season is effectively booked, with airlines securing slots far in advance.

CFM56 activity is expected to remain substantial within that environment. Latest European forecast expects CFM International engines to account for the majority of engine events in the region over the coming decade, reinforcing the continued scale of the maintenance requirement.

EngineStands.com data confirms that. CFM56-5A/B engine stands utilization averaged 93% through August 2026, with half of the fleet operating at 100% utilization throughout the first eight months of the year.

As a result, the stand itself can become part of the maintenance-critical path. A confirmed shop slot does not guarantee that an engine can reach the facility on schedule if an engine stand is not available in the required location and timeframe. Stand availability, shop readiness, documentation and transportation are interdependent. A delay in one can disrupt the entire engine movement.

For airlines, MROs and lessors planning CFM56-5 engine movements into the remainder of 2026 and 2027, the engine stand is no longer a downstream logistics detail. A shop slot without confirmed transportation capacity is not a complete maintenance plan. In a market operating this close to capacity, securing the stand too late can become the reason the engine does not move on time. EngineStands.com

AJW Group, an independent global provider of aircraft component parts, repair, and supply chain solutions to the commercial, business, and defence aviation sectors, is pleased to announce the signing of a new six-year Power-by-the-Hour (PBH) support agreement with Sun PhuQuoc Airways (SPA). The agreement will support the carrier’s expanding Airbus A330 fleet as it prepares to expand its medium and long-haul operations and international network across the Asia-Pacific region.

Sun PhuQuoc Airways has confirmed plans to introduce a fleet of Airbus A330 aircraft in phases, with the first two aircraft entering service this month. Additional aircraft will be inducted progressively as the airline expands its long-haul operations, with the fleet expected to reach up to 15 A330s by 2030.

The latest agreement builds upon an existing partnership established earlier this year, when AJW Group signed a long-term PBH and Main Base Kit (MBK) agreement to support Sun PhuQuoc Airways’ Airbus A320 family. The expanded relationship, which now includes the airline’s Airbus A330 fleet, reflects Sun Phu Quoc Airways’ confidence in AJW’s support capabilities as it enters the next phase of its growth strategy.

The arrival of the A330 fleet will enable Sun PhuQuoc Airways to expand into long-haul markets and broaden its international route network. Under the terms of the agreement, AJW Group will provide comprehensive PBH support for Sun PhuQuoc Airways’ Airbus A330 fleet. The programme has been designed to ensure reliable component availability throughout the fleet induction period, providing the technical and supply chain support required to sustain high levels of operational performance.

Scott Symington, Chief Commercial Officer at AJW Group, commented:

“We are delighted to expand our partnership with Sun PhuQuoc Airways as they embark on this exciting new phase of growth. Supporting the introduction of a new widebody fleet requires careful planning, reliable logistics, and strong technical expertise, and we are proud to bring all three to this programme. Having already established support for the airline’s A320 family earlier this year, this agreement is a natural next step in our relationship. We look forward to working closely with the team as they establish and grow their long-haul operations.”

Pham Dang Thanh, Deputy CEO at Sun PhuQuoc Airways, added: Airways, added

” The introduction of the A330 fleet marks a defining step in Sun PhuQuoc Airways’ journey to connect Phu Quoc and Vietnam with the world. As we scale our widebody operations, having the right technical partner is critical, not only to ensure reliable component support, but also to give us the confidence to expand our international network with pace and reliability. AJW Group’s proven track record and collaborative approach make them a strong partner for us as we enter this next chapter.” This agreement further strengthens AJW Group’s presence in the Asia-Pacific region and reinforces its position as a trusted provider of flexible, long-term support solutions for airlines at every stage of growth, from start-up operations through to international network expansion.

Liebherr-Aerospace and China Airlines have reached a commercial agreement for the overhaul of nose landing gear on the airline’s Airbus A350 fleet. The campaign is set to start this year and will continue through 2031.

Liebherr-Aerospace has been selected by China Airlines, a Taiwan-based carrier, to perform an exchange and overhaul program of the nose landing gear for the fleet of 18 Airbus A350 aircraft. Under the agreement, Liebherr-Aerospace will provide asset exchange services to support China Airlines maintenance planning and fleet availability.

“China Airlines is our launch customer in Asia for the A350 nose landing gear overhaul program. This agreement reflects our shared commitment to operational excellence and long-term partnership,” said Joël Cadaux, General Manager Aerospace at Liebherr-Singapore Pte Ltd. “By providing a comprehensive landing gear exchange solution, we are helping China Airlines to maximize fleet availability while maintaining the highest standards of safety and reliability.”

The nose landing gear system for the Airbus A350 has been developed, manufactured and certified by OEM Liebherr-Aerospace Lindenberg GmbH, Liebherr’s center of competence for flight controls, landing gear systems, gears, gearboxes as well as electronics

Dublin, Ireland — Altitude Engineering, the Dublin-based aircraft maintenance provider, has signed a long-term agreement with Xiamen Air to deliver scheduled line maintenance services for the carrier’s Boeing 787 Dreamliner operations at London Heathrow Airport. The contract covers scheduled flight operations commencing in September 2026.

Under the agreement, Altitude will provide routine line maintenance checks and defect rectification to ensure the on-time performance of Xiamen Air’s B787 Dreamliner fleet as it launches its new route between London and Xiamen.

A growing force in European line maintenance

Altitude has rapidly established itself as one of Europe’s most reliable independent line maintenance providers. With operations spanning major European airports, the company supports a diverse portfolio of international passenger and freight carriers and specialises in high-quality, responsive, and cost-effective maintenance solutions for widebody and narrowbody fleets.

Altitude’s Heathrow operation has expanded significantly in recent years, driven by sustained demand from short-haul and long-haul operators seeking dependable technical support at one of the world’s busiest international hubs.

Altitude Engineering welcomes Xiamen Air

James Keable, Head of Commercial at Altitude Engineering, said:

“We are delighted and honoured to be selected as the line maintenance provider for Xiamen Air at London Heathrow as they launch their new route between London and Xiamen. Welcoming Xiamen Air to our operation is a fantastic milestone for us. This partnership allows us to further strengthen our exposure to airlines in the region while successfully adding to our customer portfolio at Heathrow, which continues to grow year on year at a steady sustainable rate.

Our team is highly focused on delivering the reliable, top-tier support Xiamen Air needs to ensure a smooth operation, and we look forward to building a strong, long-term relationship with them.”

Xiamen Air praises Altitude’s professionalism and collaboration

Wenxiang Zhong, European Line Maintenance Division, Xiamen Air, commented:

“Over the past month of intensive preparation and close collaboration, working alongside such a professional, responsive, and dedicated team at Altitude has given us immense confidence as we launch our new service into London Heathrow. Their support across pre-arrival planning, technical readiness, and operational coordination has been exceptional.

We have no doubt that our inaugural flight operations will run seamlessly and successfully. Our sincere thanks to the entire Altitude team for their extraordinary efforts, strategic guidance, and unwavering commitment throughout this process.”

Wall Colmonoy Oklahoma City has been awarded a multi-year, multi-million-dollar contract by the United States Air Force (USAF) to remanufacture the Primary/Secondary Heat Exchangers for the F-16 Fighting Falcon. The contract covers P/N 764967-7 (NSN 1660-01-331-0068) and P/N 764967-5 (NSN 1660-01-046-0943).

The F-16 Fighting Falcon is one of the world’s most widely operated multirole fighter aircraft and remains an important part of U.S. and allied air forces worldwide.

“We are delighted to bring this work back to Oklahoma City and continue our support of the U.S. Air Force’s F-16 fleet,” states Brian Martin, Director of Business Development, Wall Colmonoy Oklahoma City. “This award reflects our ongoing commitment to supporting aircraft readiness, delivering cost-effective solutions, and extending the service life of critical aerospace components.”

Wall Colmonoy has a long history of supporting the manufacture, overhaul, and remanufacture of military aerospace heat exchangers. The company has extensive expertise in high-temperature furnace brazing processes used in heat exchanger manufacturing and overhaul and was an early developer of heat exchanger overhaul and repair procedures.

Through its engineering, brazing, manufacturing, and remanufacturing capabilities, Wall Colmonoy Oklahoma City helps return critical aerospace components to service while supporting fleet readiness and reducing the cost associated with replacement components.

B&H Worldwide, a global leader in aerospace logistics, has successfully completed its second employee food donation drive in support of Yiewsley & West Drayton Food Bank, reinforcing the company’s ongoing commitment to supporting the communities in which it operates.

Following the success of its inaugural collection last year, employees at the company’s global headquarters once again came together to donate a wide range of essential food items, toiletries and household products to help local individuals and families facing financial hardship.

The latest donation arrives at a time when demand for food bank services continues to rise significantly. During May 2026 alone, Yiewsley & West Drayton Food Bank distributed 3,121kg of food and toiletries while receiving just 1,596kg in donations. The charity supported 269 people during the month, with almost one-third of beneficiaries being children under the age of 17.

Founded in 2017, Yiewsley & West Drayton Food Bank provides emergency food parcels and practical support to individuals and families experiencing financial difficulties. Increasing demand has placed considerable pressure on the charity’s resources, making community donations more important than ever.

Commenting on the current challenges facing the organisation, Fiona Balney from Yiewsley & West Drayton Food Bank said:

“Demand for our services continues to outpace the donations we receive, reflecting the financial pressures being experienced across the local community. Community support from organisations such as B&H Worldwide plays an important role in helping us continue providing essential assistance to those who need it most.”

The Food Bank also expressed its appreciation for B&H Worldwide’s contribution, particularly the inclusion of personal care products alongside food donations.

“We are extremely grateful to everyone at B&H Worldwide for their generous donation. Essential toiletries remain one of our most needed items, yet they are often among the most

expensive for charities to source. The wide variety of food donations, including everyday treats that help bring comfort to families, will make a meaningful difference to the people we support.”

Caroline Spain, HR Business Partner at B&H Worldwide, who project managed and coordinate the donation drive, said:

“We are incredibly proud of the generosity shown by our colleagues once again. Supporting our local community is something that resonates strongly across B&H Worldwide, and it has been inspiring to see employees come together to contribute food, toiletries and other everyday essentials. We hope our continued support will help make a positive difference to local families and encourage others within the community to get involved where they can.”

B&H Worldwide remains committed to supporting initiatives that create a positive impact beyond the aerospace industry. Through activities such as the annual food bank collection, the company continues to encourage colleagues to give back to the communities where they live and work.

The company would also like to encourage other local businesses, organisations and residents to support Yiewsley & West Drayton Food Bank through donations of food, toiletries and other household essentials, helping ensure that vulnerable members of the community continue to receive the support they need.

The aviation aftermarket is moving toward greater control. Lessors are acquiring service businesses, MROs are securing long-term repair capacity, engine OEMs are expanding their own shop networks, and airlines are bringing more maintenance in-house.

With shop slots tight, engine availability constrained and component lead times still under pressure, gaining more control over critical aftermarket capacity is a rational response. However, no airline, lessor or MRO can internalize every component, repair process, engine type or geographic requirement. Aircraft maintenance demand is simply too varied and unpredictable for closed networks to cover every situation.

That makes controlled capacity and independent market access complementary rather than competing models. Companies are securing more of what they can predict, while maintaining access to wider aftermarket access for requirements that fall outside those structures.

Recent Aftermarket Investment and Capacity Moves

Between early July and late August 2026, several high-profile moves put aftermarket ownership, repair access and engine support capacity back in focus:

• August 3 – Aircraft lessor and asset manager ORIX Aviation agreed to acquire AerFin, a UK-based specialist in inventory management, component sales, repair management, engine maintenance and aircraft part-out. Bloomberg reported the deal at roughly $640 million.
• August 20 – Barnes Aerospace acquired Jet AirWerks, a Kansas-based specialist in CFM56, CF6 and CF34 component repair, extending Barnes’ component repair and overhaul portfolio.
• August 20 – HAECO and China Aircraft Leasing Group (CALC) signed an MOU to build a Hong Kong engine lifecycle platform combining quick-turn services, hospital repair, asset management and USM.
• August 27 – Willis Lease Finance announced WERC Malaysia, a new engine repair center in Johor. Its third repair facility globally, after Florida and Wales, targeting the Asia-Pacific market,
• In July, GKN Aerospace secured multi-year Pratt & Whitney GTF repair awards spanning more than 20 component types across its Sweden, Malaysia and US repair sites.
• FTAI Aviation signed a multi-year CFM56 materials and repair agreement with CFM International covering OEM replacement parts, thrust performance upgrades and component repair.

Owning Capacity Addresses Supply-Chain Risk

In a balanced aftermarket, outsourcing allows airlines, lessors and asset managers to avoid investing directly in highly specialized infrastructure that external providers can operate more efficiently.

That equation changes when capacity is available only on terms that disrupt the maintenance plan. A longer shop visit can increase spare-engine requirements, extend lease exposure and create uncertainty around induction and redelivery. In component repair, a missed turnaround can carry a greater operational penalty than the difference between competing repair quotes.

The objective of these investments is not to replace third-party MROs, but to secure the parts of the maintenance chain where access has the greatest impact on asset utilization and fleet planning. Owning capacity, locking in multi-year agreements or expanding internal capability gives airlines, lessors and asset managers more control over timing, throughput and asset availability.

No Supply Chain Can Internalize Every Requirement

This vertical integration works well against predictable, recurring demand: scheduled heavy checks, recurring repair volumes, strategic inventory and known engine-shop requirements. It’s far less effective against the variability built into maintenance itself. Unscheduled findings, component failures, AOG events and contracted supplier-side delays will continue to push requirements beyond even well-developed internal networks.

That is why highly integrated organizations still depend on a broader ecosystem of OEMs, distributors, specialist repair shops, teardown companies, logistics providers and independent material suppliers. Internal capability can reduce exposure to some constraints, but it cannot replicate the full range of parts, repair options, certifications and geographic coverage available across the wider aftermarket.

IATA’s own response to current supply-chain constraints reflects this reality. Its 2026 Annual Review argues not only for additional production and repair capacity, but also for greater supply-chain transparency, more competition in MRO, wider access to alternative parts and repair venues, and better information about used serviceable material (USM). It specifically describes transparency as a way to help airlines plan around shortages and improve sourcing decisions.

Market Visibility Becomes More Valuable as Capacity Concentrates

Consider an airline increasing its heavy maintenance in-house. The airline gains control over hangar slots and scheduling, but every check still generates material requirements. Some will be forecast accurately, some will become apparent only after inspection. The maintenance operation may be internal, while the component required to complete it remains somewhere in the external market.

The same applies elsewhere in the value chain. A lessor acquiring an aftermarket specialist gains more options around engines, component recovery and asset transitions, but it will not own every part required across every fleet and geography. An MRO operating under a multi-year OEM agreement can still encounter an induction where one unavailable component or extended repair lead time threatens turnaround. Greater internal capability reduces exposure, but it does not eliminate the need to have access to the external market.

In each case, the external market’s value isn’t limited to emergencies. Access to it allows procurement teams to benchmark availability beyond their contracted network, identify additional suppliers, understand where material is positioned geographically, and maintain alternative sourcing routes rather than beginning that search only after a primary source fails.

This is where Locatory.com fits into the changing market structure. It is not an alternative to preferred suppliers, long-term agreements or internal inventory. Instead, it extends visibility beyond those established relationships, giving buyers access to additional suppliers and available stock across the wider aftermarket.

As more aftermarket capacity becomes organized into controlled ecosystems, maintaining that wider view helps procurement teams preserve supplier diversity and sourcing optionality instead of becoming dependent on what is visible inside a limited network.

Aviation Marketplaces Matter to The Supply Side as Well

The same shift affects suppliers. An aftermarket becomes more organized around integrated groups and long-term agreements can make it harder for smaller distributors and specialist repair shops to reach buyers, even when they have useful inventory or available capability.

A regional supplier does not need to carry the world’s largest inventory to be strategically useful. It may hold the one serviceable component that can prevent a maintenance delay. A specialist repair facility does not need to compete with a global MRO across an entire engine program if it can offer capacity for a process where larger networks have long turnaround times. What these companies need is visibility at the moment their capability matches an active requirement.

The challenge is making that capability easy for buyers to find when they need it. Platforms like Locatory.com help independent suppliers and repair providers reach a wider buyer network, while giving procurement teams access to more options beyond their existing contacts. Buyers do not need to build direct relationships with every possible supplier in advance, and smaller suppliers can still reach international demand without having a global sales presence.

That distributed supply base is also one of the open aftermarket’s strengths. When inventory and capability are spread across different companies and regions, buyers have more than one route to a solution. Keeping those alternative sources visible helps preserve supplier diversity even as larger groups bring more activity inside their own networks.

The Emerging Model of Aftermarket

The aviation aftermarket is not moving toward a choice between vertical integration and open markets. It is moving toward a model that relies on both.

Companies will continue securing the capabilities they can forecast with sufficient confidence. Engine owners will continue investing in repair networks, airlines will selectively bring maintenance in-house, MRO groups will secure longer-term agreements and lessors will move further into material and lifecycle services because greater control can reduce exposure to capacity shortages.

At the same time, those controlled networks will never cover the full range of operational demand. Procurement teams will continue to need external material, specialist repair, alternative suppliers and regional inventory. As internal networks become more sophisticated, the external market also needs to remain visible and accessible.

Locatory.com sits on that independent-access side of the market, where airlines, MROs and other buyers can broaden supplier reach beyond the inventory and capability contained within their established networks. That becomes more important as procurement strategies place greater emphasis on resilience, optionality and alternative supply.

The emerging aftermarket model is therefore built around two forms of resilience: control over the capacity a company knows it will need, and access to the wider market for the requirements it cannot fully anticipate. Locatory.com