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1、Derek Costanza,Vice PresidentBrian Prentice,PartnerSam Sargent,PrincipalMRO DEMAND CHALLENGEFinding resilience in productivity and technology Oliver Wyman2MRO Demand ChallengeINTRODUCTIONAs it does every year,the Oliver Wyman MRO Survey asks executives from across the aviation industry what they thi

2、nk about key trends,challenges,and emerging changes in the maintenance,repair,and overhaul(MRO)sector.In this years survey,we examine ongoing supply chain and labor challenges and the impact of artificial intelligence(AI)on the MRO industry.In all,172 aviation professionals participated in the surve

3、y,providing expertise drawn from airline and independent MROs,airline operators,original equipment manufacturers(OEMs),and others.The survey is international in scope;nearly 70%of respondents have a primary base of operations outside of North America.Just over half are senior executives(C-suite,vice

4、 presidents,and above)and 82%are director level or above.As a backdrop,we have leveraged the Oliver Wyman 20252035 Global Fleet and MRO Forecast to provide additional color and data to augment our findings.The MRO industry has fully recovered from the impacts of the COVID-19 pandemic.Per Oliver Wyma

5、ns latest forecast for MRO spend,the market reached over$114 billion in 2024,an increase of 7.2%above the 2019 pre-COVID peak in real dollars(Exhibit 1).This year,MRO spending is forecast to be$120 billion.The increase in spend is attributed to newer aircraft experiencing unforeseen durability and r

6、eliability issues,inflation in labor and material costs,and an MRO“super cycle”a combination of increased aircraft utilization and an aging fleet that needs higher maintenance to stay operational.Over the next 10 years,we expect the MROindustry to grow by an annual rate of 2.7%through 2035,reaching$

7、156 billion.Exhibit 1:Global MRO spending forecast 2025-2035US$billions,CAGR120133156202520302035+2.1%+3.3%Note:CAGR stands for compound annual growth rateSource:Oliver Wyman Global Fleet and MRO Market Forecast 2025-2035 Oliver Wyman3MRO Demand ChallengeBUSINESS CLIMATEBy all accounts,business is g

8、ood for MROs:68%of survey respondents said they believe the industrys financial performance improved over the past year,and 72%expect that it will continue to improve over the next two years.This strong financial performance is not going unnoticed,as the MRO sector continues to attract investment at

9、tention.Nearly three-quarters of survey respondents expect outside investment and deal activity to increase over the next two years.When asked which MRO segments they expect to attract the most investment and deal activity in the next 1-2 years,respondents overwhelmingly voted for engines.Components

10、 slightly edged out heavy airframes for second place,with line maintenance a distant fourth.Engines are receiving significant investor attention for two reasons:One is that supply chain pain points are particularly pronounced in this segment.The other is that the engine segment has better margins th

11、an more labor-intensive segments,due to higher materials content.Activity for engine-related transactions was high in 2024,including Standard Aero,Lockheed Martin Commercial Engine Solutions,BP Aero,Barnes,AeroTurbine,Farsound,andComponent Repair Technologies.Respondents also told us that components

12、 are ripe for consolidation(followed in order by engines,airframe,and line maintenance).Despite consolidation to date in the component aftermarket,it is still highly fragmented,with competitors ranging in size from“end of the runway”operations,focused on specific component categories and select cust

13、omers,to highly diversified competitors able to offer comprehensive solutions.TOP DISRUPTORSEach year,we ask survey respondents to share what they think will be the top disruptors in the MRO industry over the next five years(Exhibit 2).We introduced a new category this year,material shortages,and it

14、 came in as the top disruptor,with more than two-thirds of respondents selecting it.For the fourth year in a row,cost management and labor shortages were also cited as top disruptors by two-thirds of respondents.All major industry groups operators,OEMs,and MROs are aligned on these top disruptors.Ju

15、st under half of respondents cited changes to fleet plans/strategies as a top four disruptor.Such changes have significant implications for operational efficiency,supply chain dynamics,and financial performance.According to Oliver Wymans fleet forecast,there is a notable trend of“upgauging”in domest

16、ic markets,with carriers opting to replace smaller jets with larger,more cost-efficient narrowbody aircraft.In some international markets,however,carriers are doing just the opposite,replacing widebodies and opening new routes with a new generation of long-range narrowbody aircraft.These shifts high

17、light the potential inefficiencies operators may encounter as they adjust their fleet sizes and compositions.And it signals to MRO providers the need to be adaptable to sudden changes in maintenance Oliver Wyman4MRO Demand Challengerequirements due to fleet adjustments,which can impact their service

18、 offerings and an already strained workforce.We also introduced another new category this year:adoption of generative artificial intelligence(GenAI),which tied with growth in OEM aftermarket presence as a disruptor.This is remarkable,given that GenAI is still relatively new and the MRO industry is o

19、nly beginning to deploy it.Exhibit 2:Top disruptors,20212025As ranked by survey respondentsRankDisruptor1Material shortages2Labor/material cost management3Maintenance technician labor shortage4Changes to fleet plans/strategies5Inflation and/or economic slowdown6Growth in OEM aftermarket presence6(ti

20、e)Adoption of generative artificial intelligence(GenAI)202220232024202520217Aftermarket industry consolidation8Carbon emission reductions and reporting9Business impact from rising oil prices/interest rates9(tie)Other game-changing advancements in technology(excluding GenAI)Note:Items 1 and 6(tie)are

21、 new to this survey.Tie ranking for 2025Source:20212025 MRO Surveys Oliver Wyman5MRO Demand ChallengeSUPPLY CHAIN WEAKNESS PERSISTSPost-pandemic,supply chain challenges continue to plague the industry,with more than half of survey respondents expecting at least another 18 months before these subside

22、.Some 14%think the changes to the supply chain are permanent.These results are not materially more positive than in 2024(Exhibit 3).For the MRO industry to gain more confidence in the supply chain,two-thirds or more of respondents said they would need to see more consistent supplier performance(for

23、example,less lead time volatility),improved inventory availability,and decreased lead times.This a trio of problems that need to improve in sync more parts with faster and on-time delivery before sentiments are likely to improve.Exhibit 3:“When do you believe that the supply chain challenges will su

24、bside?”Percent of respondents selecting each option,2024 and 2025 surveysAlready normalized12 to 18 months36 monthsWithin 12 monthsI do not expect the supply chain to recover18 to 36 months6223916143202520242849212Source:Oliver Wyman 2024 and 2025 MRO SurveysMATERIAL COST INFLATIONIncreases in mater

25、ial costs are not showing signs of abating anytime soon.In last years survey,respondents expected material cost inflation of 6.5%this year,but got 7.7%on average instead.This was just slightly lower than last years reported average cost increase of 8.3%.By industry segment,MRO/OEM costs increased sl

26、ightly more than operator costs last year.Respondents remain hopeful,however,as on average they estimate material costs will rise by only 6.3%next year(Exhibit 4).We agree that costs are coming down,but it is unclear if this will happen as fast as the industry would like,given continuing supply chai

27、n constraints.Oliver Wyman6MRO Demand ChallengeExhibit 4:Material cost increases:2024 expected and actual,2025 projectedIn percent;average of survey responses by segment6.57.76.3OverallMRO/OEM7.07.96.5Operator7.66.25.9Expected cost increase last year(2024)Actual cost increase last year(2024)Projecte

28、d cost increase next year(2025)Source:Oliver Wyman 2024 and 2025 MRO SurveysTURN-TIME PERFORMANCETo gain perspective on repair performance,we asked respondents how turnaround times(TATs)have trended over the past year.We hoped to see some improvement or at least stabilization,compared to the previou

29、s year.Instead,TATs on average appear to have worsened across all segments(Exhibit 5).No part of the aircraft appears to have been spared from increasing TATs,with three-quarters of respondents seeing worse performance for engines and auxiliary power units,and half or more for nearly all other categ

30、ories.Respondents overall said that piece part availability is the leading cause for increased TATs,followed by lack of repair capacity and inadequate labor skills.Oliver Wyman7MRO Demand ChallengeExhibit 5:“In the past year,how have turnaround times(TATs)changed by category?”Percent of respondents

31、selecting each option10777588415323233374242537561606058504943InteriorsAvionicsLanding gearEngines/APUsHydraulics/pneumaticsAirframe checksWheels/brakesStructures(including nacelles/TRs)DecreasedNo changeIncreasedNote:APU=auxiliary power unit,TR=thrust reverserSource:Oliver Wyman 2025 MRO SurveyINDU

32、STRY RESPONSESThe MRO industry does have levers at its disposal to compensate for poor supply chain performance such as parts manufacturing authority(PMA),owner-operator produced parts(OOPP),full engine and hull purchases,and increased use of brokers and distributors.Both in this years survey and pr

33、ior years,however,the overwhelming response has been to hold more inventory:69%of respondents indicated that they have increased inventory by more than 5%,and some by more than 15%(Exhibit 6).There is little difference between operators and MRO/OEMs in this regard.Holding more inventory is simply th

34、e fastest,most effective lever to respond to supply chain issues.Unfortunately,this response stresses the manufacturing supply chain,exacerbating the piece part shortages contributing to longer TATs.Another lever to manage TAT performance is increasing the number of on-site representatives at suppli

35、ers,something that three-quarters of respondents said they have not done.But one in five have expanded their presence at existing suppliers,while only 5%have expanded to new suppliers.Of those that did add staff,while a small proportion of total respondents,70%of MROs/OEMs and 54%of operators report

36、ed moderate or better performance improvement.If and when the supply chain situation normalizes,more than half of survey respondents expect that inventory levels will decrease only slightly,and a third expect they will stay the same(Exhibit 6).This may indicate that the supply chain was already frag

37、ile pre-pandemic,Oliver Wyman8MRO Demand Challengeand that at least for the foreseeable future,industry participants have become more conservative in terms of their expectations for supply chain performance.Incremental,sustained investment in inventory not only drives up costs,however,but uses up fu

38、nds that could be better deployed in areas such as frontline productivity,technology,and the labor pipeline.Exhibit 6:Current inventory levels and outlookPercent of respondents selecting each optionIncreased by 15%Have stayed about the same(+/-5%)Increased by 515%DecreasedInventory levels will decre

39、ase substantiallyWill remain at current levelsWill decrease slightly“Have inventory levels at your company/customers increased to compensate for longer lead times/supply chain uncertainty?”“Do you think that current levels of inventory will be maintained if/when the supply chain becomes more reliabl

40、e?”1752229135532Source:Oliver Wyman 2025 MRO Survey Oliver Wyman9MRO Demand ChallengeLABOR:STRAINED BUT MORE PRODUCTIVERATES AND ATTRITIONSecuring labor at competitive rates continues to be a major challenge for the industry,with limited signs of relief.Respondents to last years survey were disappoi

41、nted in their expectations of 5.8%wage inflation,seeing an increase of 6.6%instead although this was a bit lower than the 7.3%increase in labor rates the previous year.A larger share of operators than MROs/OEMs reported wage inflation in excess of 7%for all segments.And around a third of operators r

42、eported maintenance labor rates growing by 10%or more for engine,components,and line.Looking forward to next year,respondents are projecting rate inflation to slow to 5.7%,with the engine segment continuing to see higher rates(Exhibit 7).Exhibit 7:Maintenance labor rate increases:2024 expected and a

43、ctual,2025 projectedIn percent;average of survey responses by segmentAirframeEngineComponentLine5.86.65.75.76.3Overall5.96.96.25.56.65.46.56.75.75.7Expected 2024Actual 2024Projected 2025Source:Oliver Wyman 2025 MRO SurveyLabor supply challenges are a significant driver of wage inflation.In the US,gr

44、owth in certified mechanics ticked down from 2.8%in 2023 to 2.6%in 2024.This is only slightly above historic growth rates over the past several years.The number of new mechanic certificates issued also dropped slightly from 2023 to 2024.The supply of certified mechanics is simply not keeping pace wi

45、th replacement needs and increased demand,and we forecast that this Oliver Wyman10MRO Demand Challengeshortfall for North America will grow to 19%(31,000)by 2028.(For more information on the technical labor pipeline in the US,see the 2024 Pipeline Report by the Aviation Technician Education Council

46、and Oliver Wyman.)While wage inflation remains stubbornly in place,there are signs that labor attrition may be leveling off,as 62%of respondents said attrition was the same or less last year than the year before.Interestingly,MRO/OEMs are seeing better retention improvement than operators(Exhibit 8)

47、.One possible reason is that operators,which tend to attract more senior workers,are being disproportionately impacted by the challenging demographics of the current mechanic population,given that a third of mechanics were older than 62 in 2023.Looking forward,the outlook is less certain,with only 5

48、3%of survey respondents expecting attrition to remain the same or decrease;operators are slightly more pessimistic than MROs/OEMs(47%versus 56%).Exhibit 8:“How would you rate your companys frontline direct labor attrition in the past year?”Percent of total respondentsRemained the sameModerately incr

49、easedModerately decreasedSignificantly increasedSubstantially decreased8304515Overall26293838132Operator53102352152MRO/OEM69Source:Oliver Wyman 2025 MRO Survey Oliver Wyman11MRO Demand ChallengeLABOR PRODUCTIVITYGiven the difficulties in securing sufficient labor and continuing wage increases,many i

50、ndustry participants are focusing on productivity to provide some relief.Here results have been more positive,with more than half of survey respondents seeing some level of improvement in frontline labor productivity over the past two years,while another quarter reported no change.MROs/OEMs reported

51、 slightly better labor productivity gains than operators(52%versus 44%).Better training,daily planning/adherence,and communication are the top three levers overall driving improvements in frontline staff productivity.Operators also mentioned optimized MX programs as key,while MROs/OEMs cited targete

52、d improvement programs(Exhibit 9).MROs typically attract less experienced staff,have more work rule/labor flexibility(as they are less unionized),and more opportunities for lean improvement,giving them a few more tools to drive productivity via training,incentives,and shop floor optimization.Exhibit

53、 9:“What actions have you taken over the past 12 years to improve frontline productivity?”Percent of all MRO/OEM and operator survey respondentsImproved daily planning/adherence6663Increased/improved communicationwith frontline staff63587542Increased/improved trainingTargeted improvement programs693

54、7Improved material/tooling availability5637Improved/upgraded facilities5026Optimized MX programs2574Performance incentives505Improved technology5356MROs/OEMsOperatorsSource:Oliver Wyman 2025 MRO Survey Oliver Wyman12MRO Demand ChallengeTALENT SOURCINGTo source new employees,survey respondents said t

55、hat over the past two years they have increased their hiring from aviation maintenance technical schools,repair stations/MROs,and contractor agencies(Exhibit 10).MROs clearly continue to trade staff,and other top sources are not surprising given that it is harder to hire from airlines,which generall

56、y pay more and provide better benefits.However,in terms of productivity of new frontline employees by source,also shown in Exhibit 10,schools and contractor agencies rank rather lower than repair stations/MROs.We see this as indicating a need for maintenance school curricula to continue modernizing

57、globally,to help increase the effectiveness of their graduates.In the United States,for example,changes to FAA Part 147,which governs technical education,have made it easier for schools to modernize curricula,adopt new technologies,and teach in a wider range of locations,opening up new partnership o

58、pportunities.Exhibit 10:New frontline talent sources and productivityPercent of survey respondents“How has your companys hiring changed over the past two years from each of the following talent sources?”“How would you rank the relative productivity of new frontline employees from each of these talen

59、t sources?”31631924332291822322234462751155054343264LowMediumHigh1118182317162939345249636460514830282020No changeDecreased10MilitaryMajor airlinesRegional airlinesAerospace OEMsAviation maintenancetechnical schools Contractor agenciesRepair stations/MROsIncreasedSource:Oliver Wyman 2025 MRO Survey

60、Oliver Wyman13MRO Demand ChallengeFRONTLINE MANAGEMENTAnother important piece of the overall labor productivity puzzle is the effectiveness of the frontline supervisors and crew chiefs who support maintenance technician staff.These employees are often the lynchpin in an operation helping to quickly

61、adapt and recover daily plans and ensure less productive workers get the support they need.When asked to gauge the effectiveness of their supervisors and crew chiefs,the picture is mixed:58%of respondents said these staff members are meeting or exceeding expectations,while 42%said they are not.The r

62、esults were essentially the same for both operators and MROs/OEMs.The outlook for sourcing for these essential roles is slightly more negative,with better than half expecting the future pipeline will not meet expectations(Exhibit 11).Demographic challenges and recent attrition are certainly not help

63、ing this situation.Given this outlook,respondents are looking internally at how they can improve shop-floor leadership effectiveness,particularly through better role-specific training and developing bonus programs that attract and reward talent(although some companies could be limited in the latter

64、by collective bargaining agreements).There are additional levers we believe the industry could be testing to improve the outlook for shop-floor leadership,such as creating a clearer career path,more incentives where possible,and pairing developing crew chiefs with successful leaders with proven trac

65、k records.Exhibit 11:“How would you rate the effectiveness of your companys current shop-floor level leadership and your future pipeline?”Percent of total respondents424513523612Current shop-floor leadershipPipeline of future shop-floor leaders Below expectationsIn line with expectationsAbove expect

66、ationsSource:Oliver Wyman 2025 Survey Oliver Wyman14MRO Demand ChallengeARTIFICIAL INTELLIGENCE OUTLOOKTo gain insights into the impact of AIs rapid evolution on the aviation maintenance sector,we asked survey respondents about their current adoption of AI and if this is yielding value for them.To s

67、tart,AI adoption rates are rising,from 58%to 64%year-over-year.Notably,more respondents are now seeing their value expectations from AI investments realized or exceeded with 58%reporting such outcomes compared to only 20%the previous year(Exhibit 12).This improvement is likely due to a better unders

68、tanding of AIs strengths and weaknesses,enabling more suitable and successful use cases.For example,generative AI tools(such as large language models)have proven effective in data parsing and categorization,with growing applications in non-routine categorization,tagging,manual and procedure recommen

69、dations,and extracting data from complex unstructured documents,such as component maintenance manuals and service bulletins.Exhibit 12:“Has your company realized value from its current AI efforts?”Percent of all respondents,2024 and 2025 surveysMore than expectedLess than expectedAs expectedNo value

70、 realized7261651202520241842382Source:Oliver Wyman 2024 and 2025 MRO SurveysIncreasing adoption and value from AI in MRO mirror trends we have observed in the market broadly.In our 2024 report,The New Growth Agenda,the Oliver Wyman Forum and the New York Stock Exchange surveyed 100 CEOs of NYSE-list

71、ed companies,nearly all of whom indicated that they view AI as an opportunity,not a risk.And more than 40%of these CEOs cited not moving fast enough on AI and being left behind by competitors as one of their top AI-related risks.The investments being made are significant,with mid-to mega-sized compa

72、nies spending an average of 2.2%(and up to 3.5%)of their annual revenue as a fixed,up-front investment into AI.In terms of how the aviation maintenance industry is using AI,the overall focus appears to be on cost management and efficiency.MROs/OEMs also said they are applying AI to materials and inv

73、entory forecasting and to planning as well as supporting functions like finance,likely in an attempt to better control material-related costs and disruptions Oliver Wyman15MRO Demand Challenge(Exhibit 13).Operators on the other hand are using AI for maintenance programs,reliability,predictive analyt

74、ics,and maintenance planning,as they work on improving maintenance efficiency.Regardless of specific use cases,aviation stakeholders should be aware that across industries,organizations report finding the most success in AI adoption by using rapid test-and-learn cycles to experiment,and then scaling

75、 from there.They also are choosing highly targeted paths for AI investment that align well with their business realities and constraints.(See Oliver Wyman Forums Three Questions to Kickstart Your AI Transformation for more on this topic.)Exhibit 13:“In which areas have you applied artificial intelli

76、gence?”Percent of all MRO/OEM and operator survey respondentsMaintenance programs/reliability/predictive analyticsGeneral productivityOther supporting functionsMaintenance planningProduction/production controlEngineeringtechnical authoringInspections52384046Materials/inventoryforecasting and plannin

77、g3343332638241326821840MROs/OEMsOperatorsSource:Oliver Wyman 2025 MRO SurveyIn MRO,early successes are fostering optimism about AI technology,with nearly a third of organizations forming dedicated MRO AI teams,and two-thirds anticipating widespread adoption within five years(Exhibit 14).If this hold

78、s true,it suggests that a rapid acceleration in productivity is on the horizon.Across industries,historical data on other transformative technologies indicates that productivity accelerates rapidly once adoption approaches 60%.Oliver Wyman16MRO Demand ChallengeExhibit 14:MRO industry artificial inte

79、lligence support and expectationsPercent of respondents selecting each optionA dedicated AI team,shared withother non-MRO functionsMRO resources as part of their day-to-day jobAn MRO-dedicated AI teamOther05 yearsOver 10 years510 yearsUnlikely to be achieved“Within your MRO organization,who supports

80、 AI development efforts?”“How long do you expect it will be before some form of AI is in use across all/most of your companys MRO activities?”13313521622981Source:Oliver Wyman 2025 MRO Survey Oliver Wyman17MRO Demand ChallengeCONCLUSIONThe MRO industry finally surpassed its 2019 pre-COVID peak in 20

81、24,reaching$114 billion,and is on track to grow to$120 billion this year.Most critically,the combination of increased aircraft utilization and an aging fleet is expected to charge up an MRO“super cycle”that will see the industry surpass$150 billion over the next decade.Supporting this demand growth

82、will be a challenge for the industry,which continues to see material and labor cost inflation,supply chain weakness(such as limited piece parts availability and turnaround time performance below expectations),and labor supply constraints.On the positive side,the industry is leaning in on strategies

83、to offset supply chain issues and increase labor productivity,although still not using all available levers.And it is good to see the industry beginning to embrace the potential of AI,which could deliver efficiency improvements on many fronts in a few years time.As operators and suppliers continue t

84、o work through aligning supply chain,labor,and technology to support their growth prospects,we think the following questions are worth consideration:What levers,beyond holding more inventory,could operators,MROs,and OEMs use to counter supply chain performance issues?Are stakeholders sharing enough

85、information up and down the supply chain to improve planning?What is the full range of levers that could be used to increase frontline productivity?Is technology being updated rapidly enough?Do plans reflect accurate assumptions for current workforce productivity and supply chain performance?Are pla

86、ns dynamic enough to account for improved performance if/when it materializes?Are enough time and resources being spent on identifying and developing shop-floor management?Are the right behaviors being rewarded?Can AI use cases be built and tested more quickly to arrive at real solutions?Oliver Wyma

87、n18MRO Demand ChallengeRELATED INSIGHTS FROM OLIVER WYMAN For these publications and other inquiries,please visit Navigate New Regulations WithaSustainability RoadmapThe travel and tourism sector faces strict emissions regulations,and the Sustainability Readiness Roadmap aids compliance preparation.

88、Pipeline Report and AMTS DirectoryA comprehensive view of the aviation technical pipeline from the AviationTechnician Education Council and Oliver Wyman.The New Growth AgendaHow CEOs are navigating emerging shifts in geopolitics,trade,technology,and people.Financing The Airports Of TomorrowThis tool

89、kit by Oliver Wyman and the World Economic Forum offers actionable steps and best practices for airports decarbonization efforts.Global Fleet and MRO Market Forecast 20252035This is our comprehensive 10-year forecast for fleet and MRO growth,detailing regional and aircraft class trends from 2025 to

90、2035.Global Risks Report 2025The 20th edition of the Global Risks Report helps leaders identify and prepare for critical risks,backed by insights from over 900 experts.The Present And Future of MRO IT SolutionsJoin Partner Konstantinos Varsos,senior advisor Dimitris Kostamis,as they discuss aviation

91、 MRO IT trends,digitization,and the future of mobility solutions.Why Generative AI Is A Game Changer For Leisure TravelGenerative AI is rapidly transforming the leisure travel industry,enhancing trip planning and democratizing travel advice.Oliver Wyman19MRO Demand ChallengeMRO Survey 2024:Turbulenc

92、e In MRO GrowthThe global MRO market nears pre-COVID levels with$104 billion in spending in 2023,as recovery continues post-pandemic.Navigating Supply Chain Constraints And Labor ShortagesJoin Partners Jeff Leavitt and Konstantinos Varsos,along with Manoj Singh,Chief Customer Success Officer for Glo

93、bal Aviation at RAMCO Defense and Security Inc.,as they discuss supply chain challenges and innovations in aviation MRO.State of Our World 2025Oliver Wyman Forums The State Of Our World 2025 report provides a comprehensive look at global changes,offering leaders insights to thrive in a shifting land

94、scape.Three Questions To Kickstart Your AI TransformationCompanies must focus on where generative AI can help transform customer experiences and workforces.Not Enough Aviation MechanicsWith an aviation mechanics shortage looming in North America,the industry may need up to 48,000 more workers by 202

95、7.Evolution of Airports Travel Trends In The Next 30 YearsAirports must invest in green tech and biometrics to enhance sustainability and meet future travel demands amid changing priorities.Top Strategies to Help Solve the Talent Shortage In ADGExplore effective strategies to address the talent shor

96、tage in aerospace,defense,and government sectors foraresilient workforce.How Executives Can Drive Growth Through TransformationAmid persistent crises,executives must prioritize transformation and AI adoption to enhance resilience and ensure long-term success.Oliver Wyman,a business of Marsh McLennan

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98、inesses:Marsh,Guy Carpenter,Mercer,and Oliver Wyman.With annual revenue of$23billion and more than 85,000 colleagues,Marsh McLennan helps build the confidence to thrive through thepower of perspective.For more information,visit ,or follow on LinkedIn and X.Americas Europe Asia Pacific India,Middle E

99、ast&Africa+1 212 541 8100+44 20 7333 8333+65 6510 9700+971(0)4 425 7000 Copyright 2025 Oliver WymanAll rights reserved.This report may not be reproduced or redistributed,in whole or in part,without the written permission ofOliver Wyman and Oliver Wyman accepts no liability whatsoever for the actions

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103、 offer to buy or sell securities or a solicitation of an offer to buy or sell securities.This report may not be sold without the written consent ofOliver Wyman.AUTHORSDerek CostanzaAviation Vice President&Co-ABrian PrenticeAviation Partner and Co-ASam SargentAviation Principal and Co-AOliver Wyman A business of Marsh McLennan Substantial contributors:Livia Hayes,Devon Holden,Sarina Tajuddin,Nicolas Sentuc,Konstantinos VarsosManaging Editor:Rebekah E.BartlettDesigner:Daniela Romo