Tag: Featured Story

Maintenance for aircraft wheels and brakes is more complicated than it might seem. Ian Harbison spoke to some of the leading players.

Nikolaj Jacobsen, CEO of TP Aerospace, says the MRO market for aircraft wheels and brakes closely mirrors global airline activity. These components are among the most cycle-driven parts of an aircraft — meaning their maintenance schedules are directly tied to how often an aircraft takes off and lands. Typically, aircraft wheels require servicing every 250 to 400 flight cycles, while steel brakes see maintenance between 800 to 1,000 cycles and 1,500 to 2,000 flight cycles for carbon brakes.

The company operates across 12 strategic locations worldwide, covering the full spectrum of commercial aircraft, from regional jets to widebodies, and it supports both passenger and cargo operators, with long-term service contracts for close to 1,000 aircraft globally.

Those locations are: Bangkok, Brisbane (opened in 2024), Brno, (also opened in 2024), Copenhagen (headquarters), East Midlands, Hamburg, Kuala Lumpur, Las Vegas, Melbourne, Orlando, Shenzhen (sales representative office) and Singapore.

He says this global footprint enables the company to keep a close eye on the state of the industry. In 2025, the year started with unexpected turbulence — largely due to U.S. tariffs and the economic uncertainty they triggered. While these factors have introduced some headwinds, the overall trajectory remains positive. Key indicators like Revenue Passenger Kilometers (RPK) and Available Seat Kilometers (ASK) are on the rise.

There are some regional imbalances that have been noted. North America and Oceania are showing signs of softness, with some U.S. carriers already adjusting capacity and adopting a more cautious outlook. In contrast, international markets in Asia Pacific and Latin America are experiencing robust growth. This divergence is reflected in the wheels and brakes segment as well — Asia Pacific is buoyant, while the Americas are more reserved. Europe remains relatively stable, with the exception of some transatlantic routes. He comments that these dynamics are shaping how and where the company invests in capacity, inventory, and talent.

A clear trend is emerging that airlines are increasingly seeking long-term partnerships with specialized providers like TP Aerospace. They’re not just looking for a repair shop — they want a strategic partner who understands their operational needs and can deliver tailored, efficient solutions that are agile and trustworthy. This shift spans all airline segments, from cargo to passenger and ACMI operators.

He says this is great news for the company, which prides itself on being more than a service provider. It is a value chain optimizer. By working closely with OEMs, maintaining robust inventory buffers and aligning with its airline partners, it helps reduce waste, increase efficiency and ensure continuity even during supply chain disruptions. The extensive network also contributes to efficiency, as customers can find a service center close to them. Recent examples include Ukrainian operator Supernova, which has a fleet of Boeing 737NG freighters and is mainly serviced by Brno, the Czech Republic, while the U.K.-based ACMI specialist Ascend Airways will have its existing and future planned fleet of 737MAX aircraft, support by East Midlands.

He adds that airlines today demand more than just repairs, they want predictability, transparency and peace of mind. They don’t want to worry about whether a specific fastener is stuck in a producer’s backlog. They want a partner who understands the intricacies of the wheels and brakes ecosystem and can proactively mitigate risks. The great thing is that OEMs also want a partner that can handle this part of the value chain and that is why the company partner with both sides.

TP Aerospace has embraced this shift, with a service model built around end-to-end lifecycle support, ensuring that customers can focus on flying while it handles the rest. From predictive maintenance to inventory planning, it is helping airlines turn uncertainty into reliability.

Interestingly, he says, the demand for specialized wheel and brake services is not confined to any one type of airline. Low-cost carriers, full-service airlines, cargo operators, and ACMI providers are all converging on the same need of operational reliability at a predictable cost. This convergence is driving a more unified approach to MRO partnerships, where flexibility and customization are key differentiators.

The company offers fully integrated exchange Flat-Rate Programs where the customer pays a fixed rate per landing and Land For Less (LFL) Programs that provide a less-integrated solution where customers pay a fixed fee per exchange event. In addition, it has the largest spares stock in the aftermarket and is an active purchaser of inventory, either serviceable or in need of repair. It also offers a 24/7 service for AOG situations or routine delivery. The third leg of the business is distribution of new OEM wheels and brakes piece parts and assemblies across all types and platforms.

He says innovation is a continuous journey. The company is constantly evaluating how to make the repair and overhaul processes more efficient and sustainable, especially as some steps are quite tough and labor-intensive and involve chemicals that it is actively working to reduce or replace. These improvements not only benefit the environment but also enhance employee safety and reduce costs, savings that can be passed on to customers and invested in upskilling the workforce.

Investments are also being made in automation and digital tracking, as well as a focus on AI and machine learning in the planning process. The latter helps to predict and mitigate supply chain disruption, again reducing the pain for airlines and OEMs.

Antavia

Laurent Bouissou is managing director of Antavia, which has been part of AMETEK MRO since 2007 but has a history of more than 30 years. The activities cover commercial, business, helicopters and military market sectors.

Corporate headquarters and a workshop are located in Campsas, just under 20 miles north of Toulouse-Blagnac Airport, with a larger facility, covering commercial, business and military aircraft in Le Mesnil-Amelot, on the edge of Charles de Gaulle Airport (CDG) and just eight miles northwest of Le Bourget. There is also a workshop in Singapore, which is growing.

Campsas is dedicated to supporting the ATR and Dassault production lines as well as the Airbus Transport International fleet of three Beluga ST and six Beluga XL.

For Le Mesnil-Amelot, proximity to CDG makes airline work important, particularly from Air France while a lot of business aviation work comes from Le Bourget, including Cessna, Dassault, Bombardier and Embraer types. As well as contracts with operators like NetJets, it works closely with Dassault Aviation Falcon Spares (DAFS) and Dassault Aviation Business Services (DABS), a worldwide service organization. Antavia works as well for the Dassault Production line in Merignac. In fact, it has just delivered the first set of wheels and brakes for the prototype Dassault Falcon 10X.

He notes that the business aviation market has high expectation of reduced turnaround times (TRTs) and quality. The company can often be expected to return a wheel in 48-72 hours, even if this includes 12-24 hours needed for pressure testing, as well as paint stripping, balancing, NDT (dye penetrant, eddy current and magnetic particle). In addition, Dassault, for example, requires that wheels are resprayed at every tire change. For DAFS, this can mean wheels being returned to a specific aircraft, while for DABS, with its worldwide network, they often go back into a pool.

Military work includes support for Boeing on the USAF C-17 fleet in Europe; for Sabena Technics for the French Air Force Airbus A330 tanker and VIP aircraft and the Lockheed Martin C-130 Hercules; and for Air France for French Air Force Boeing E-3F AWACS. He says it is an important and growing part of the business.

As a rough guide to the market split, he explains that Paris handles around 5,000 wheels a year, of which business aviation is 50%, military is 30% and commercial 20%.

He comments that airlines tend to have their own particular models. Some have their own wheels and brakes shop; some perform tire changes in-house but subcontract overhaul work; some subcontract specialized repairs; and some use outside shops for overflow work.

He adds that tire work is very cyclical. Tire wear is highly dependent on outside temperature, with a rule of thumb that every 1°C increase will cost 10 landings. His own airline experience showed a tire that would do 400 cycles in winter would only achieve 200 in summer. This is complicated with long haul services crossing continents and climate zones. A freeze or a heatwave over several weeks can also throw up unexpected wear levels. The other major factors affecting tire wear include use levels of thrust reverse and brakes, and runway and taxiway abrasion levels.

There are averages, he says, but there are always surprises. One customer forecasted 300 wheels in 1Q25 but only sent 180. Having recalculated their annual requirement, it dropped from 1,000 to 800 wheels. Recently, they delivered 20 wheels in one week. All these uncertainties, combined with demand for fast TRTs, means load planning is “our daily nightmare!”

On brakes, he says carbon is dominant, with aircraft like the Boeing 737, where there is an option of steel brakes, seeing a shift from steel to carbon. They are lighter and much more durable, but also very, very expensive. Also dominant are the OEMs. They control prices to third-party MROs and no PMAs are available. In fact, the carbon heatstack is their exclusive preserve and is often supplied as embodiment loan to the MROs, who can work on the rest of the system.

Another part of the Air France contract for French Air Force Boeing E-3F AWACS is steel brakes.

Finally, he adds, electric brakes are an upcoming requirement, with the Airbus A220 and Boeing 787, which will require investment in different test benches.

Safran

From an MRO perspective, Safran Landing Systems sees a trend towards carbon technology, as it offers lighter equipment and greater energy absorption capacity as well as faster cool down than steel. In 2023, 13% of commercial aircraft with 100 seats or more were equipped with steel brakes, compared with 87% with carbon brakes.

Now, the carbon brake production level is higher than before Covid due to the unprecedented production ramp-ups by the airframers and the growing maintenance needs of airlines, both driven by the strong recovery in air traffic since the pandemic.

The company adapts to the specific needs of each airline with a comprehensive range of services, from heat sink exchanges to “all inclusive” support including the supply of components and even tire change. As part of this tailor-made services offer, it provides cost-per-landing contracts, particularly interesting for airlines with large fleets, for which maintenance and repair costs are based on the number of landings made by the aircraft. This cost is variable depending on traffic levels, which is linked to revenues. This enables operators to manage their maintenance costs more predictably.

In order to offer increasingly responsive support and improve fleet availability for customers, Safran Landing Systems has its own MRO workshops in the USA and soon in Asia, as well as MRO partnerships around the world to cover major airports with very short turnaround times. In the USA, in particular, subsidiary Wheel & Brake Repair & Services relies on five repair stations strategically located in Miami (Florida), Milwaukee (Wisconsin), Las Vegas (Nevada) and Grand Prairie (Texas), to be as close as possible to customers, while wheels, brakes and heat sink are manufactured by a plant in Walton (Kentucky).

In addition, it is developing projects leveraging the potential of Artificial Intelligence, allowing it to better anticipate customers’ demand for carbon disk exchanges.

Each airline has its own support model, either by completely outsourcing the maintenance of its wheels and brakes, or by carrying out all or part of these operations in-house, through its own MRO workshop which, in some cases, may even provide maintenance services to other airlines. There are more and more requests from airlines to outsource their maintenance to maximize variable cost.

Today, supply rather than demand defines growth, whether on medium-haul or long-haul routes. More broadly, at the request of airlines, the trend is towards increasingly robust brakes, with a short turnaround time between overhauls and lightweight brakes, to reduce fuel consumption.

The company is able to remanufacture carbon brake disks as new by reusing/recycling up to 50% of the disk, depending on the configuration. While guaranteeing the same level of performance and safety, this process contributes to significantly reducing needs for materials and the energy associated with manufacturing.

Once seen as bureaucratic obligations, Safety Management Systems (SMS) have evolved into dynamic, data-driven ecosystems that support informed decision-making across aviation operations and maintenance, and even boardrooms. In this Aviation Maintenance ‘virtual roundtable’ discussion, three SMS industry leaders take a look at what SMS is, where it is headed, and why operators should care about SMS more than ever.

Aviation Maintenance: Let’s begin by asking each of you to introduce yourself, and to tell us about your role in aviation SMS.

Chris Howell: I am CEO at NorthWest Data Solutions, a leading provider of aviation safety solutions. My work focuses on overseeing the development and implementation of SMS tools that enhance risk management and safety culture for airlines and operators. With 17 years of experience in aviation safety, I collaborate with stakeholders to ensure our solutions align with regulatory standards and industry needs.

Chris Hill: I am the senior director of safety at Vertical Aviation International (VAI). I lead VAI’s strategic initiative to elevate safety throughout the vertical aviation industry by delivering high-quality safety programs and educational resources. My focus includes advancing SMS awareness, adoption, and effectiveness across diverse operational profiles worldwide.

Debi Carpenter: As executive director of the Air Charter Safety Foundation, my role is to drive the ACSF’s mission to influence industry safety by empowering our members with educational tools and resources to proactively drive their organization’s safety culture and safety performance. More specifically, I oversee the development of our SMS tools for operators of varying sizes. At ACSF we also have an ASAP (Air Safety Action Plan) program, plus our Member Assistance Program (MAP) where we help operators prepare for audits, get their SMS set up and get ready to submit compliance.

Aviation Maintenance: Thanks! So, to begin with, what trends are driving the SMS market today?

Chris Howell: The SMS market is evolving rapidly, driven by several key trends.

First, there’s a strong shift toward data-driven safety management, with organizations leveraging advanced analytics and artificial intelligence to predict and mitigate risks proactively. For instance, real-time data from flight operations and maintenance records is being used to identify patterns that could indicate potential hazards.

Second, there’s a growing emphasis on integrating SMS across all aviation domains, including manufacturers and air traffic control, as regulators like the FAA expand requirements and oversight capabilities. Finally, fostering a robust safety culture remains critical, with more organizations adopting anonymous reporting systems to encourage open hazard identification, which has led to a notable increase in reported safety issues.

Debi Carpenter: The integration of AI and predictive analytics is a major trend driving SMS these days. AI is a great way to enhance hazard identification and risk assessment. Predictive analytics tools can forecast potential safety issues, which helps to be more proactive and more informed for decision-making.

Additionally, there is a rising emphasis on FDM (Flight Data Management), which adds objective data to support a Safety Management System. Within the framework of the SMS, FDM provides insight into what’s really happening during flights, so operators can spot patterns, fix issues early, and continually improve. It’s a powerful way to make sure safety isn’t just a plan — it’s something that’s always improving.

Chris Hill: The recent expansion of the U.S. Part 5 SMS rule has brought renewed attention to SMS implementation across the industry. In response, VAI is focused on equipping our members with the resources they need to build effective safety management systems that support daily operational risk management.

Despite broad industry support, many smaller operators remain hesitant. We understand their concerns and are working alongside regulators, industry partners, and volunteers to help demystify SMS and emphasize its practical benefits when implemented properly.

With compliance deadlines approaching, we expect to see a spike in attention, some of it sincere, some of it perhaps less so. Regardless, we encourage all operators to pause, assess where they stand, identify gaps, and begin closing them. Don’t wait for a due date or, worse, a preventable tragedy. Take the time now to ask, “What could go wrong today?” and address it before it becomes a regret.

Aviation Maintenance: Has the recent spate of aircraft accidents had an impact on SMS and the use of these systems in aviation?

Chris Hill: I’d like to believe so. Every operator and maintenance provider should use each accident report as an opportunity for reflection and improvement. The findings, causal factors, and recommendations should prompt meaningful conversations and guide practical changes that enhance safety at every level.

Debi Carpenter: We have seen an increase in interest from operators seeking guidance on how to strengthen or implement their SMS. We have also seen more engagement with our tools and programs, including our new MAP and Industry Audit Standard Lite audit.

A number of high-profile aviation accidents have drawn public attention, prompting increased concern even among those who fly privately. Passengers and executives are asking more questions about the safety practices of their operators. In response, we’re helping operators use objective safety data not only as an internal tool, but as a transparent layer that can inform and reassure decision-makers.

Chris Howell: Recent aircraft incidents, such as near-collision events at major U.S. airports, have heightened the focus on SMS adoption. These incidents have underscored the need for proactive risk management, prompting operators — particularly in the Part 135 and general aviation sectors — to accelerate SMS implementation.

While Part 121 operators have long had SMS mandates, smaller operators are now recognizing the value of structured safety systems to prevent incidents and enhance compliance. This increased scrutiny has also driven demand for training programs that strengthen crew resource management and situational awareness, further embedding SMS principles into daily operations.

Aviation Maintenance: Okay, let’s get practical. What new SMS products and services have come onto the market recently, including any of your own?

Debi Carpenter: Over the past year, I’ve seen a range of new SMS products and enhancements across the industry, including improvements in data visualization, accessibility, and integration with other platforms. Some operators are even developing their own in-house SMS tools tailored to their specific needs.

At ACSF, we’ve been focused on making our SMS tools more user-friendly and adaptable across departments to support cross-functional collaboration as well as integrating with other platforms. We also introduced two key initiatives, which I have touched on before.

The first is our Member Assistance Program (MAP). This program offers hands-on coaching, including a GAP Analysis (a structured process that evaluates the current state of a safety program against its desired state, such as compliance with civil aviation authorities like FAA, ICAO, or IS-BAO) and step-by-step guidance to help operators build or improve their SMS and reach compliance with FAA Part 5 requirements.

The second is Industry Audit Standard (IAS) Lite. Designed for operators who need a more accessible pathway to compliance, IAS Lite helps ensure alignment with FAA Part 5 and ICAO Annex 19. Once certified under IAS Lite, an operator is well-positioned to submit their SMS for FAA compliance acceptance.

These additions aim to provide practical, scalable solutions for operators at different stages of SMS maturity.

Chris Hill: VAI has partnered with several trusted providers to offer SMS solutions tailored to a wide range of operator sizes and missions. These are not off-the-shelf templates or shelf-sitters. Our partners work directly with operators to identify real capability gaps and deliver tools, assessments, and coaching that align with their specific operational needs and maturity levels.

Chris Howell: The market has seen several innovative SMS products emerge recently. At NWDS, we’ve continued to expand on SMS Pro, a cloud-based SMS platform, which streamlines hazard reporting and risk analysis through an intuitive interface. This tool integrates with existing operational systems, allowing operators to aggregate data from multiple sources and generate actionable insights. Other notable enhancements include built in a learning management system (LMS), and computer-based training modules for safety procedures, which enhance employee preparedness and reduce human error. These advancements reflect a broader industry push toward technology-enabled safety solutions.

Aviation Maintenance: To close out our discussion, what do you foresee the future holding for SMS?

Chris Howell: Looking ahead, I see SMS becoming even more predictive and interconnected. As artificial intelligence and Internet of Things (IoT) technologies mature, SMS platforms will increasingly anticipate risks by analyzing vast datasets in real time — everything from engine performance to weather patterns. Regulatory harmonization will also play a key role, with global standards like those from ICAO ensuring seamless SMS implementation across borders. Additionally, the rise of autonomous aircraft and urban air mobility will necessitate new SMS frameworks to address unique safety challenges.

Ultimately, SMS will evolve into a cornerstone of aviation operations, prioritizing prevention and fostering a culture of continuous improvement.

Debi Carpenter: I believe SMS will continue evolving from a compliance-focused framework to a more integrated, data-informed safety culture. We’ll likely see broader use of predictive analytics, AI, and real-time data, both at the macro and individual level, to identify and mitigate risks proactively.

I also expect SMS to become more cross-functional and extend beyond flight operations to include maintenance, ground handling and other departments as standard practice. Greater collaboration between regulators and industry will be important in refining what effective SMS implementation looks like across diverse operations. In the near future, insurance underwriters and insurance brokers may require charter operators to have an SMS program before they offer them a policy.

Chris Hill: I am optimistic about the future of SMS. There’s a growing pool of talented professionals committed to simplifying SMS implementation while retaining its core value. The future lies in practical tools and intuitive strategies that make safety management easier to understand and apply.

SMS shouldn’t feel like an unsolvable puzzle. It should be clear, effective, and integrated into everyday operations. We’re moving toward that goal, and the momentum is encouraging.

How MROs Can Survive Tariffs: Advice from the Experts

With tariffs being an integral aspect of Donald Trump’s legislative platform, the time has come for MROs and their supply chain partners to cope with this unpleasant new reality of business life. This is no easy task: “Tariffs continue to present significant challenges for the aviation maintenance sector, particularly in terms of cost predictability and supply chain efficiency, with the ability to forward-plan hampered by the ongoing state of flux,” said Hamish Martin, partner at LAVA Advisory Partners.

So how can MROs find ways to survive tariffs, let alone thrive? Aviation Maintenance polled the experts to find out. Here’s what they told us.

A Vulnerable Sector

People in the space equipment and launch industries like to explain the many problems they face by saying, “Space is hard”. Well, when it comes to dealing with tariffs, “MRO is hard too”.

“MRO is one of the sectors that is feeling more of the pain than other sub-sectors of aerospace and defense, both on the price side of the tariff and on general parts availability, which is already pretty scarce in the market today,” said Meghan Welch, managing director of Brown Gibbons Lang & Company. Her firm is a middle market mergers and acquisitions consulting agency that also covers debt capital markets and equity capital markets. “There’s a big supply demand imbalance already for MRO parts and repair capabilities, and this has just been exacerbated by the tariffs themselves.”

“From a broader macro perspective, the tariffs, especially all the news that was announced about China and Boeing, really called into question further delays on the production side for the OEMs like Boeing,” she added. “The cancellation of Boeing orders that China has announced has repercussions throughout the supply chain and the aftermarket. Of course, the longer that new aircraft production continues to get delayed, the longer that airlines and operators will continue to fly older aircraft, which directly translates to increased need for MRO services — as long as they can get parts. So the news isn’t all bad for MROs.”

The Tried and True Methods Still Work

Chris Brumitt is managing director, aerospace & defense, for Maine Pointe. “We are a supply chain and operations implementation firm, specializing in transformational change for major private and public companies,” Brumitt told Aviation Maintenance magazine. “Our focus is on delivering measurable economic returns in cost and cash flow across planning, procurement, operations and logistics, enabled through hands-on execution, data analytics and leadership, and organizational effectiveness.”

When it comes to surviving tariffs, Brumitt prescribed the “tried and true methods” that give companies the best chances of surviving today’s tariff wars. “Ultimately, most businesses, whether in strong or weak economic times, must strive to be more efficient, reduce costs and deliver quality products to their customers on time,” he said. “Our consulting business is not being directly affected by tariffs. But our clients are experiencing dramatic swings in how they must adjust their approach to not only the tariff cost, but also the administrative burdens and ongoing uncertainty from frequent adjustments to tariff policies. Many clients are forced to reassess their strategies on short notice, which can impact operational capabilities and increase operating costs, as well as drive up material cost.”

In some instances, consulting with an expert like Maine Pointe can be a smart move for MROs and their suppliers — because fresh minds can sometimes come up with useful ideas. A case in point: “Our current engagement with a composite aircraft parts company is focused on two critical areas,” said Brumitt. “The first area is Strategic Sourcing, to improve procurement maturity and reduce material cost in the most critical categories of the supply chain. The second is operations excellence, to drive improved productivity, quality, and throughput within the enterprise itself.”

When choosing an expert, make sure that they practice what they preach. Otherwise, their advice may not be based on firsthand experience and thus lack value.

At Maine Pointe, “we are always focused on managing our financial status in alignment with changes to our long- and short-term revenue projections,” Brumitt said. “This is why we believe that most companies must pay attention to their end-to-end supply chains, and in difficult economic times, the key is for them to stay focused on their costs and cash flow, which is our greatest area of expertise. Because Maine Pointe’s approach is implementation-based and directly impacts cost and cash, our model fits well with our clients’ near-term need to deliver bottom-line results.”

Diversification and Other Options

Diversification is a great way to add new revenue streams, and move into new markets that can help a struggling company do better. Perhaps the most striking example of this truth is Amazon, which started as an online bookstore and now sells everything. Disney achieved similar success by diversifying from purely creating movies, to tie-ins such as theme parks and cruise ships. Apple began by building computers, then branched into MP3 players (iPods) and now smartphones (iPhones).

When it comes to aviation maintenance, “the airlines have been cutting routes, leading to concerns that there’s going to be reduced passenger travel because people are tightening their wallets globally, and thus resulting in less work for commercial passenger aviation MROs,” said Welch. “One way to deal with a potential drop in business is by diversifying into commercial freight, and even the military side of MRO.”

In either case, the key is to look for opportunities in untapped markets that tap into an MRO’s existing capabilities and services. By diversifying in this manner — especially in domestic markets that may be less affected by tariffs — MROs can bring in new work, at rates that factor tariffs into the cost.

Focusing on domestic markets is yet another way to potentially boost revenue streams.

“While cross-border deals now require more careful navigation and a robust approach to due diligence, the focus on regional self-sufficiency is opening up fresh avenues for investment. With the right strategy, businesses can turn tariff pressures into a catalyst for long-term competitiveness and value creation,” Martin said. “This could prompt a wave of exits from innovative founders considering their succession plan and willing to find the right advice to capitalize on the market opportunity.”

In a similar vein, there may be opportunities for smaller MROs to band together and share projects based on their respective strengths, such as an engine shop and an airframe shop. Another solution is for smaller shops to either merge with large MROs, or to be acquired by them. “A lot of my clients are the smaller companies in the middle market, where we’re seeing interest in possibly selling or finding a successor for their business, because they’re getting squeezed on overall costs,” said Welch. “This is creating M&A opportunities for some of these larger consolidators.”

“From an M&A perspective, we’re seeing increased interest in local partnerships and regional consolidation, which can strengthen supply chain resilience and create new growth opportunities for both small companies with a stronghold in a specific region or capability, and for the acquisitive companies looking to broaden their reach,” Martin agreed. “Across the wider aerospace community, these changes are driving innovation in sourcing and logistics, and encouraging more agile and adaptable business models.”

Finally, it may be possible to expand the degree of services that an MRO offers, such as paid online/over-the-phone support to airlines and other aircraft operators, because such services are not being tariffed. Again, a case in point: “While the majority of Maine Pointe’s business is in the U.S., our international business is not generally affected by tariffs because we are exclusively a service business, and the tariffs are directed at physical products,” Brumitt said. “Meanwhile, the adjustments we have made for market changes are based on a customized, strategic approach to each market. Aerospace & Defense, Automotive, and Electronics all require a different approach, depending on what tariffs are being levied and to which countries.”

Toughing It Through Supply Chain Woes

Even before Covid, the aviation supply chain was experiencing serious delays due to lack of parts and distribution issues. Covid made matters worse. Afterwards the supply chain situation was finally starting to improve, until tariffs were added to the mix and messed things up again.

In the hardest, starkest terms, tariffs are now a fact of business life, and a force that has upended the survivability of many MRO businesses. To cope with the additional costs being generated by tariffs, some MROs are changing their ways of doing business. “We used to see a lot more MRO shops operating on a purchase order basis,” said Welch. “Now we’re seeing them move towards a short contractual agreement basis with potential customers, to better manage their costs and revenue streams.”

“Tariffs can create direct financial pressure and significant supply chain disruption,” Brumitt noted. To mitigate these facts, “Maine Pointe is uniquely positioned to help clients offset the impacts of the tariffs and reduce other cost areas to rebalance operations and restore performance. The number one thing that Maine Pointe does to retain our clients and keep them happy is to deliver on what we commit to and focus on total client satisfaction. We utilize extensive analytical tools to determine the potential benefits for our clients and go through a rigorous due diligence process that gives us and our clients the highest level of confidence that we will deliver on our promises.”

The Bottom Line

There is nothing that we at Aviation Maintenance magazine would like to do more than offer our readers an easy, surefire way to survive (and even thrive) during tariffs.

Unfortunately, there are no surefire solutions available at hand. But what does exist is useful advice as offered by our experts above. With any luck, it will help your company get through these tough times, and keep going until things eventually improve. That’s not a “magic bullet” solution, to be sure, but at least we are telling you the truth.

Significantly impacting the safety, efficiency, precision and overall integrity of aircraft operations

Human factors (HF) play a critical role in aviation maintenance ensuring aircraft safety and reliability. It is human factors that too often affect MRO functions that can cause or contribute to many aircraft accidents. Some examples of HF maintenance errors are parts installed incorrectly, missing parts and also required checks not being performed. As the aviation industry continues to grow, the importance of reliable and competent maintenance, repair and overhaul (MRO) services also grows.

Human factors is the study of the relationship between humans and machines. There’s been such an emphasis on recognizing and responding to human factors in aircraft MRO, that the Federal Aviation Administration’s (FAA) Flight Standards Service Aircraft Maintenance Division, together with the Office of Aviation Medicine (AAM), developed and formalized the agency’s Human Factors in Aviation Maintenance and Inspection research program. This program was implemented in response to a congressionally mandated requirement (Aviation Safety Research Act, Pl. 100-591, 1988) and is aimed at reducing the number of accidents and incidents resulting from human error in maintenance.

This strategic program plan describes industry-government-labor partnerships that characterized the human factors in aviation maintenance and inspection research program at the time. The plan provides historical scientific explanation and rationalization of the need for applied human factors research and development.

Significant Impact

Dr. Maggie J. Ma, FRAeS, certified human factors professional (CHFP), technical fellow customer support, Boeing Commercial Airplanes, Seal Beach, California, explains that human factors can significantly impact safety, efficiency and overall reliability through:

Investigating events and near misses to understand contributing factors (a.k.a. performance shaping factors), so we can manage/influence human behaviors — preventing and mitigating human errors and violations.

Designing for maintainability; applying Human-Centered Design (HCD) approach and design for maintainers to ensure they can perform their tasks (maintaining/servicing/inspecting the aircraft) safely and efficiently in the actual operational environments.

Ensuring effective and ease-of-use of work instructions and user interfaces of maintenance applications/systems.

Understanding changing demographics of aircraft maintainers, their changing needs/preferences in seeking information, using technologies, learning, as well as impact of new technologies on the workforce and performance (e.g., artificial intelligence, drone assisted visual inspection, human-robot teaming).

Dr. Bill Johnson is president and chief scientist of Drbillj.com LLC, Atlanta. Over the past 15 years he has spoken to many FAA airworthiness inspectors (perhaps 2,500 ASIs), FAA certification inspectors, NTSB and other international investigative and defense personnel, and U.S. and International airline and MRO employees. At the start of each of his classes he asks the class to use a blank sheet to list the top five HF challenges related to airworthiness.

“I started doing this in 2010,” Dr. Johnson says. “Surprisingly, the lists have not changed radically in that 15-year period and there is a high overlap between U.S. and international audiences. That says that the age-old challenges have not gone away and need continuing reinforcement. These lists include: company safety culture; enough qualified MRO personnel; management and self-induced time and quality pressure; fitness for duty (mostly fatigue); communication; complacency; procedural compliance; learning new technology; and more.”

When it comes to recognized HF challenges, there was an initial industry “Dirty Dozen,” a list of the twelve most frequent pre-cursors or contributing factors to human errors that can lead to incidents and accidents. This list has evolved and expanded to be called the “Filthy Fifteen,” which includes modern stressors and influences in aviation maintenance. The three additions to the original twelve help address risks from new technology regulations and workforce changes:

• Lack of Communication

• Complacency

• Lack of Knowledge

• Distractions

• Lack of Teamwork

• Fatigue

• Lack of Resources

• Pressure

• Lack of Assertiveness

• Stress

• Lack of Awareness

• Norms

• Technology Overload

• Information Overload

• Procedural Drift

Advances, Technologies and Training

What’s available to aid HF in aircraft MROs and keep the Filthy Fifteen at bay? Dr. Johnson explains that while procedural compliance is still a primary challenge, “New delivery methods like hand-held computers make it easier to always have the right documentation available. Younger workers are likely to consult documentation when they have a device readily available. FAR Part 5, related to Safety Management System (SMS) is working for airlines and most MROs. With proper scaling, it will also have a positive impact on general aviation MRO operations. Tied closely to SMS is voluntary reporting. FAA inspectors are adopting the attitude/philosophy that it is better to find ways to address hazards and possibly increase risks rather than find ways to punish personnel and organizations that make mistakes. FAA, company management, organized labor and individual workers are thinking more like risk assessors.”

DOT TSI Mx HF classes use the PEAR model, which was created by Dr. Johnson and another developer in 1995. The model (actually a mnemonic) was initially designed to be understood and used by the aviation maintenance and engineering audience. PEAR remains a main HF training paradigm for FAA inspector training and is also widely used by the Civil Aviation Safety Authority (CASA), Australia training program. PEAR is the basis for maintenance HF training at many airlines and maintenance, repairs and operations. For over two decades, the term “PEAR” has been used as a memory jogger to characterize HF in aviation maintenance. PEAR prompts recall the four important considerations for HF programs:

• People who do the job

• Environment in which they work

• Actions they perform

• Resources necessary to complete a job

Dr. Ma notes that the release of ICAO Doc 10151: Manual on Human Performance (HP) for Regulators in 2023 been a very useful tool. The document has defined the five principles of human performance and provided guidance to the regulators and the regulated on how to best support human performance in aviation.

There is a trend for organizations to rely on computer/web-based training to satisfy the aircraft MRO requirements whenever they can for cost-saving reasons. Dr. Ma warns there is a lot of empirical evidence that CBT/WBT for human factors is not as effective as in-person facilitator led training. “Organizations should implement in-person HF training to take advantage of the human interaction in learning and team building.”

Increasingly, XR (Extended Reality) technologies — a broad term encompassing immersive technologies that merge the physical and digital worlds — are gaining in usage. Virtual Reality (VR) is being used for training and design/development activities. Mixed Reality (MR)/Augmented Reality is being used for training, remote assist, remote inspection, intuitive work instruction with built-in work-progress tracking and error-proof features. Dr. Ma says the fourth wave of computing — enabled by mixed reality immersive wearable technology — target users are first-line workers (2 billion) such as maintainers. Previously the key target computing users were information workers (480 million).

A Shift to Cognitive Interface Management

It is impossible to ignore the rise of AI. “AI is taking the world by storm and will transform aviation/aircraft MRO by transforming what people do and how people work,” Dr. Ma says. “Correct AI use is likely to improve accuracy and efficiency like what automation has done. However, there will also be challenges like misinformation, mistrust, over trust and ethical concerns that are more complex than those concerns associated with automation. The Intl. Society of Human Factors and Ergonomics has released AI ‘guardrails’ for human use.”

“Automation, like AI, can follow a lot of worker activity and provide real-time advice,” Dr. Johnson says. “A smart computer will advise you a lot quicker than a co-worker who does not want to offend you. Automation can make it easier for workers to report and learn from personal errors and the collective errors of other workers. Manufacturers are increasingly offering a built-in test. No matter how much automation there is in the equipment we will always need a competent mechanic to help diagnose, service and R&R hardware.”

Dr. Ma believes that both mechanical interaction and cognitive interface management have been important focuses for maintenance HF and will continue to be in the foreseeable future. “The trend in aircraft maintenance is becoming more proactive and predictive. HF needs to shift to assisting maintainers in proactive and predictive maintenance related training, planning and tasks. As airplanes and systems become more sophisticated, maintenance HF must engage early in the design and development and help to keep maintainers in the loop. [This] allows them to see the logistics behind how systems function and the ‘whys’ when something failed to work properly.”

Technologies are evolving and AI is rapidly re-shaping the world and changing workplaces. Dr. Ma believes that investing in aviation HF research and innovations will help to understand how human performance is affected by these changes and how to keep maintainers and other aviation professionals safe, productive, efficient, healthy and happy. “We need to support new generations of maintainers based on their information search and consumption preferences and learning needs. We need more HF practitioners.”

Safety Culture

While implemented in the MRO trenches, the focus on HF must start at the top. An organization’s safety culture is a pervasive attitude that places safety at the heart of every operational decision. Dr. Johnson says, “The concept of safety culture is increasingly familiar to management and the workforce. It is a safety culture evolution with new technologies ensuring continuing safety. That’s true for all types of organizations. Enlightened management is continuing to move in the right direction. If management does not do the right thing then organized labor and individual workers will encourage them. The maintenance workforce is determined to do the right thing.”

Dr. Ma quotes a common HF expression, “To err is human and to drift is human,” when discussing organization culture and company policies/protocol (e.g., SMS) that manage human behaviors based on the understanding of human behaviors. “To prevent and mitigate human errors and violations, the key is to manage/remove contributing factors that precede errors and violations. Telling people to not make errors or not violate procedures or just punishing people won’t prevent reoccurrence. Organization culture/safety culture should make people feel comfortable, and encouraged and incentivized to report events, near misses and any safety concerns. For example, by having established psychological safety among teams, established just culture and reporting culture, and an easily accessible/easy-to-use reporting system. Employees know what to report and have the options to report confidentially or anonymously.”

The requirement for U.S. repair stations to establish, implement, and maintain a Safety Management System (SMS) under the U.S./European Union Bilateral Aviation Safety Agreement (BASA) became official in February. The Bilateral Oversight Board’s decision No. 13 amended Annex II of the BASA and brought to regulatory reality the warning of FAA’s June 2024 InFo 24007.

The American aviation safety rules (in part 5) for domestic repair stations do not require an SMS, but those holding or applying for EASA approval under the bilateral must establish one. The requirement is effective right now for applicants; existing approval holders must show compliance by Jan. 1, 2026.

The exact language added to Appendix 1 of Annex 2 provides the following requirement:

“The repair station shall establish, implement, and maintain a Safety Management System (SMS) acceptable to the FAA and compliant with ICAO Annex 19 as applicable to maintenance organizations. The FAA SMS Voluntary Program outlines the process and requirements.” (See, Annex II, Appendix I, Paragraph 1.1.1.(b).)

The FAA SMS voluntary program has had a less than stellar beginning; it is hard to navigate, few inspectors understand the “scalable” requirements, and even fewer can apply ICAO standards — particularly since ICAO “requirements” are directed at the countries (states), not the applicants or certificate holders. It has taken years for the countries to adopt, implement, and manage their own SMS, and that confusion will be brought to American repair station applicants and certificate holders. To sell maintenance services worldwide, a repair station must take on the cost of compliance, but whether an SMS reduces risk in the aerospace environment has yet to be supported by objective data.

Despite the dubious value of the requirement, ARSA urges both government and industry to make good on the promise of “safety management.” That means both sides must recognize the safety continuum is contained in the regulations: American standards for safety management of aerospace maintenance start with part 43, add the repair station’s quality system mandates in § 145.211, and the personnel requirements in subpart D. These provide the foundation for managing technical and human risk. A certificate holder’s business must be focused on maintaining compliance.

How can the regulator demand and oversee SMS if it punishes certificate holders for revealing non-compliance? Government tendency towards hunting “violations” deters the very communication on which “safety management” depends. Forcing corrective action based on guidance or preference rather than rule-based safety analysis produces nothing but defensiveness and mistrust. Mistrust is not removed by silence; it can only be addressed through open, honest, boundary-pushing communications that do not punish indiscriminately.

Regardless of its regulator, a repair station/approved maintenance organization would do well to layer SMS within existing quality management systems. At its core, safety management is a human factors discipline, training in which is already required for American facilities holding EASA approval under the bilateral. Those approval holders integrate “lessons learned” from within the quality system into “lessons received” by personnel to prevent future escapes — a considerable step towards SMS implementation. Closing the gap between how things work in a repair station’s systems and applying it to what the company does to control organizational risk is the key to a successful program.

Last year, ARSA’s member newsletter explored the PEAR Human Factors Model (People, Environment, Actions, Resources) in safety risk management for aerospace maintenance. In a maintenance facility, each element in the model helps focus the organization on airworthiness. Tending to these characteristics ultimately ensures the company can “do … work in such a manner and use materials of such a quality, that the condition of the aircraft, airframe, aircraft engine, propeller, or appliance worked on will be at least equal to its original or properly altered condition.” The performance standard of § 43.13(b) establishes the foundation for human factors in aviation maintenance Safety Management Systems.

A true SMS will be integrated into existing requirements, not piled on top of other manuals and programs designed to elicit self-disclosure and corrective or remedial action, e.g., Aviation Safety Action Programs, hotline and whistleblower systems, and other avenues to communicate potentially non-compliant behaviors or actions. Certificate holders meet regulatory standards to demonstrate system safety. Their business strategies must protect private interests while eliciting information detrimental to safety or profit. To avoid creating more opportunities for miscommunication, mistakes, and mistrust, SMS cannot be added to existing systems; it must be integrated.

Sarah MacLeod is managing member of Obadal, Filler, MacLeod & Klein, P.L.C. and a founder and executive director of the Aeronautical Repair Station Association. She has advocated for individuals and companies on international aviation safety law, policy, and compliance issues since the 1980s.