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From Wings to Wrenches: Can India Build Its Own Jet-Set Future Before the World Closes Its Doors?

India’s aviation sector is soaring—literally. With booming passenger numbers, fleet expansions, and global aircraft orders rolling in, the skies seem limitless. But beneath the clouds lies a storm of concern: 98% of India’s aviation components are still imported. This dependency is now a critical pressure point as global trade tensions tighten, especially following the United States’ recent announcement of reciprocal tariffs affecting aviation imports.

At a recent international aviation conference in Bangalore, this alarm bell rang loud and clear, and the consensus was unmistakable—India must act fast, or risk grounding its growth.

The Twin Turbulences: Skills & Imports

Two major hurdles threaten India’s upward trajectory in aviation:

Severe Shortage of Skilled Workforce: Pilots, engineers, and technicians—India simply doesn’t have enough to match its growth rate.

Heavy Reliance on Imports: With the US being the largest aerospace component supplier (North America holds 50% of the global market), tariffs could mean massive cost spikes. Without immediate countermeasures, both these issues could clip the wings of India’s aerospace ambitions.

The Indigenization Imperative: Mirchandani’s Masterstroke

Jaideep Mirchandani, Group Chairman of Sky One, offers a compelling roadmap: “A self-sufficient Indigenous aerospace parts market may help India through a potential global trade war.” His words are less a prediction and more a call to arms.

As Mirchandani explains, indigenization isn’t just patriotic—it’s strategic. Tariffs and supply disruptions aside, making components at home will reduce costs, create jobs, and improve turnaround times for maintenance and repair operations (MROs).

Market Forces: India’s Big Opportunity

According to Grand View Research, India’s aerospace parts manufacturing market hit $13.6 billion in 2023. By 2030, it’s projected to balloon, growing annually by 6.8%. The market’s rocket fuel? Expanding airline fleets, aircraft modernization, and a rising need for domestic MRO services.

Pro tip: India spends nearly 30% more maintaining aircraft abroad due to a lack of domestic MRO capabilities. That’s a massive cost-saving opportunity waiting to be tapped.

Made in India: Not Just a Tagline Anymore

Indian companies are already contributing key parts to the global supply chain—from landing gear to motion control systems. Several global aviation giants, including Boeing and Airbus, are actively sourcing from India. The trend? “Make in India” is becoming “Make for the World.”

Thanks to India’s:

Robust software talent Competitive labor costs Ease of doing business reforms Favorable government policies …the country is ripe for becoming an aerospace powerhouse—if it can align its potential with strategic execution.

MRO: Maintenance, Revenue, Opportunity

With increasing domestic air traffic, the demand for local Maintenance, Repair and Overhaul (MRO) services is skyrocketing. Mirchandani notes that this not only drives demand for locally made parts but also stimulates R&D, tech transfers, and high-skill job creation. The ripple effect? A self-reinforcing ecosystem that supports both domestic and global aviation players.

Building the Brain Behind the Machines

An indigenous aerospace sector cannot thrive without investing in people. From pilot academies to engineering institutes, India needs a turbocharged talent development pipeline. Collaborations between academia, private enterprise, and the government are vital to produce the skilled workforce needed to sustain this industry.

Beyond Borders: Partnering for Progress

India isn’t going at this alone. Increasing joint ventures between Indian suppliers and international aerospace firms are creating pathways for:

Technology sharing Enhanced quality standards Faster innovation cycles These partnerships will be critical to leapfrogging India’s capabilities from manufacturing basic components to designing and producing next-gen aviation systems.

Final Approach: What Lies Ahead

India’s ambition to lead in aerospace manufacturing isn’t just about building planes—it’s about building resilience, jobs, and technological independence. The next few years will be decisive. If India can align policy, infrastructure, and skill development, it could become the world’s next aerospace hub—not just a market, but a maker.

As global trade becomes more volatile, this pivot from import-heavy to self-reliant might be India’s best insurance policy for continued growth in the skies.

TL; DR – Quick Flight Brief

US Tariffs Alert: New trade policies are making imported aerospace parts more expensive. 98% Import Dependency: India relies heavily on foreign-made aviation components. $13.6B Market Boom: India’s aerospace manufacturing market is set to grow 6.8% annually until 2030. Indigenization Key: Localizing production is not just economical—it’s strategic. MRO Potential: Domestic maintenance demand can fuel manufacturing and job growth. Skilled Workforce Needed: Urgent upskilling and training required to match industry needs. Global Partnerships Rising: Joint ventures with global firms are enhancing India’s capabilities. Mirchandani’s Vision: Sky One’s chairman calls for building a resilient, local supply chain amid global uncertainties.

Jaideep Mirchandani

“Jaideep Mirchandani is the Group Chairman of Skyone FZE, a leading aviation holding entity with interests in several aviation firms globally managing a fleet strength of over 50 airplanes and helicopters of various modifications. Jaideep holds a Mechanical Engineering degree and brings in deep aviation management and leadership experience in operating a highly diverse and profitable aviation entity.

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eVTOLs to bring new dynamics to India’s MRO sector

Jaideep Mirchandani, Group Chairman of Sky One, says the arrival of air taxis may create more demand for experienced engineers and technicians

In 2009, the National Aeronautics and Space Administration (NASA) introduced Puffin, a concept for a single-person, electrically powered vertical take-off and landing (eVTOL) aircraft. NASA engineers, innovators from MIT, Georgia Tech, and a few other research institutions designed Puffin to explore the potential of electric propulsion.

Since then, Advanced Air Mobility (AAM) systems have gained momentum due to the growing need for next-generation transport powered by electric and/or hybrid-electric propulsion. Today, the possibility of remotely piloted, autonomous, vertical take-off and landing (VTOL) aircraft in congested cities seems less far-fetched than before.  eVTOL aircraft, flying taxis and streamlined aerial logistics can transport cargo and connect suburbs, villages and communities. From intra-city to inter-city air transport, this technology can change how we commute, move goods and interact.  It will also generate unprecedented economic opportunities.

A May 2021 market valuation by Morgan Stanley projects AAM to be worth 1 trillion (1,000,000,000,000) USD by 2040 and up to $9 trillion a decade later. In the context of India, the aerospace sector will primarily drive this evolution towards redefined urban mobility at a time when traffic congestion is rampant in major cities and gridlocks cause economic losses, waste of resources, fuel, time, and human productivity. Not to mention the perils of air pollution in cities with heavy vehicular traffic.

The prospect of utilising underused urban airspace to facilitate faster commutes, point-to-point travel and moving a significant percentage of urban transportation into the sky is exciting.  The vertical redistribution of traffic can reduce travel time and ease the burden on existing infrastructure. As we dream of such interventions to address the limitations of -ground-based solutions like recurring road expansions and laboriously constructed flyovers, we must also ensure the sustainability of future-forward technologies. There will also be many regulatory challenges in this path.  We will also need supportive physical and digital infrastructure for vertiports to transcend to the next level of urban air mobility (UAM).

According to a 2024 report by the World Economic Forum titled ‘Skyways to the Future: Operational Concepts for Advanced Air Mobility in India,’ developing a robust ecosystem for AAM requires the establishment of urban and rural vertiports, integration of AAM into the country’s multimodal transport system, and addressing key challenges such as noise mitigation, energy demands, and community acceptance. The study, conducted in collaboration with the Ministry of Civil Aviation, also recommends a new framework for airspace design and management to accommodate the dynamic nature of emerging operations and vehicles.

In line with this report, the government has taken several key steps. As per news reports, it has identified five potential locations in Gujarat and Andhra Pradesh for eVTOL aircraft trials over the next 18 months. These sites will serve as AAM sandbox zones, where controlled trials will be conducted. Establishing these sandbox sites also points to India’s broader efforts to build an ecosystem that supports AAM’s safe and efficient deployment.

This is supported by the guidance issued by the Directorate General of Civil Aviation (DGCA) in September last year on the type certification of eVTOL aircraft. The document provides detailed material for meeting certification requirements, including performance-based airworthiness criteria. It outlines safety requirements for design, equipment and components, structural strength, powerplant installation, and flight crew interface to simplify the certification process. This aligns India’s approach with global efforts to standardise eVTOL certification and offers clear direction to manufacturers developing related components. After the decision, India’s UAM market also has seen several agreements with international partners to launch air taxi services. These include Archer Aviation, Brazil-based Eve Air Mobility, and Electra. Aero, focusing on direct-to-destination passenger flights in major urban areas.

At the same time, the Indian government is encouraging the country’s development as a hub for Maintenance, Repair, and Overhaul (MRO) services, aiming to strengthen the aviation ecosystem and create more jobs. So, what changes is the advent of electric eVTOLs likely to bring to the MRO segment? Traditionally, MRO has involved heavy maintenance checks, often requiring aircraft to be grounded for extended periods. These checks can vary in duration depending on usage, wear and tear, and manufacturer requirements. Detailed inspections are carried out on engines, landing gear, and interior panels, with even lavatories removed for servicing. Restoring engine performance alone can take considerable time. Typically, the process starts with incoming inspections before disassembly and reassembly begin.

Meanwhile, eVTOL aircraft have a different maintenance model from traditional aircraft. Fewer moving parts, no combustion engines, and simplified propulsion systems will require less frequent and less intensive maintenance. This could reduce aircraft downtime and lower operational costs. They are highly digitised and automated, enabling predictive maintenance through real-time data monitoring. This can help identify issues early, optimise repair schedules, and increase fleet availability. The modular design of many eVTOLs also allows for quicker component replacement rather than time-consuming repairs, further streamlining the MRO process.

That doesn’t mean integrating eVTOLs into the MRO ecosystem will be without challenges. These aircraft bring a new set of components and systems that require specialised attention. Take the batteries, for example—they demand careful monitoring, charging protocols, and timely replacement. The electric propulsion systems and motors differ entirely from those in traditional aircraft. Even the lightweight, high-strength materials used in their construction may call for different maintenance approaches. So, traditional MRO models must evolve to handle these unique demands.

The industry must also ensure there’s no shortage of skilled engineers and technicians who can work with the complexity of eVTOL technology. Yes, it may open up new job opportunities, but key stakeholders need to provide updated tools and focused training to meet the high safety standards these aircraft require.

Source: Machine Edge Global

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Sky One Vision with Jaideep Mirchandani: CX in Aviation

In an industry where precision, performance, and passenger trust define success, customer experience (CX) in aviation is no longer limited to comfort in the skies—it extends across the entire value chain. In this exclusive conversation with Mr. Jaideep Mirchandani, Group Chairman of Sky One, a leading aviation group headquartered in Sharjah, we explore the nuanced intersections of geopolitics, policy, and people that are shaping CX in global aviation. With a focus on aircraft leasing, cargo, MRO (Manufacturing, Repair, and Operations), and end-to-end aviation services, Sky One serves elite clients—from businesses to HNIs—where every touchpoint matters.

CX For Elite Clientele

Q1. Customer expectations are evolving. How does Sky One define and deliver CX for its elite clientele in leasing and cargo?

JM: At Sky One, customer experience transcends service delivery. From the onset, we are focused on creating positive experiences through streamlined processes, effective communication, competitive pricing, customised solutions, transparent information, and proactive support. For instance, flexible leasing solutions cater to evolving airline needs during increased demand or seasonal fluctuations. We also simplify leasing processes and as trusted, agile partners in our elite clients’ growth journeys. We help them optimise operations, achieve business targets, and meet fleet goals with speed, clarity, and structure. This is especially crucial in mercurial economic and geopolitical environments. What truly differentiates us is our responsiveness. Whether it’s governments or logistical clients needing reliable cargo support, we make it a point to tailor solutions for every request.

In the cargo segment, security and end-to-end visibility are non-negotiable. As a conglomerate with global operating capabilities and a network of trained teams, we can adapt quickly to diverse situations to deliver humanitarian aid, manage high-value freight, and handle specialised cargo. Ultimately, great CX in aviation isn’t just about moving goods but also about building long-term trust, delivering reliability, and providing peace of mind.

Ongoing Tariff and Trade Tensions

Q2. How have ongoing tariff and trade tensions affected aviation supply chains and customer satisfaction benchmarks?

JM: This is an evolving situation, and each week brings a new development. This instability can create uncertainty around future trade policies, deter investment, and discourage long-term planning. A measured response can only be recalibrated once the situation stabilises. Still, the ongoing tariff and trade issues have significantly impacted the aviation sector and global market dynamics. They affect supply chains, trade volumes, and customer satisfaction by impeding air cargo flows and causing customs delays.

If we just look at aircraft manufacturing and procurement, tariffs tend to increase costs, while leasing and cargo operations disruptions can have long-term economic ramifications. Increased tariffs on aircraft components raise acquisition and maintenance costs, impacting operational expenses. These further challenge our commitment to providing cost-effective solutions to our clients. Traditional logistics routes have been disrupted to some extent, leading to delays and increased transit times on the cargo front. Such disruptions are unhealthy for companies like ours that rely on service reliability for customer satisfaction.  To address these challenges, many companies are diversifying suppliers and circumventing regions associated with high tariffs. Investing in responsive, innovative technology is essential to ensure timely deliveries amid global trade uncertainties.

Conflicts In South Asia

Q3. Conflicts in South Asia and shifting geopolitical realities are redrawing air maps. What does that mean for CX in route planning and service reliability?

JM: During recent geopolitical tensions, civil flight operations from 32 airports across northern and western India were temporarily suspended. It is becoming increasingly clear that aviation companies must prioritise proactive risk assessment and management to better serve customers. Besides monitoring geopolitical events, companies must also invest in smarter systems, initiate strategic partnerships, and diversify routes, markets, and supply chains.

Operational flexibility and resilience are key to ensuring that clients experience minimal disruption. At Sky One, in crises, we collaborate closely with aviation authorities, navigate around airspace restrictions and swiftly adjust our flight paths. We leverage our global network to maintain service continuity and rely on advanced tracking systems to streamline operations. Our open communication channels keep our clients informed, reassured and updated. The goal is always to deliver the reliability that our clients expect, regardless of mercurial geopolitical conditions.

Rise in Tourism and Domestic Travel

Q4. With the rise in tourism and domestic travel in India, how do you see airlines recalibrating customer touchpoints to match growing demand?

JM: In April, the Directorate General of Civil Aviation (DGCA) data informed that India saw a striking 10.35 per cent annual growth in passengers carried by domestic airlines. From 391.46 lakh in the previous fiscal (FY24), India saw a surge of 431.98 lakh in FY25. Projections estimate passenger traffic at a staggering 300 million by 2030. As expected, airlines are now reimagining customer touchpoints via digital transformation and data analytics to facilitate personalised services, easy booking, check-in and real-time updates.

Understanding passenger preferences is pivotal today, as are meal options or in-flight entertainment; airlines are competing to offer tailored experiences. Initiatives like Digi Yatra are streamlining passenger processing and reducing wait time. At Sky One, we are focused on integrating advanced technologies into customer-centric strategies to offer efficiency, personalisation, and seamless service to ensure that every expectation is met and exceeded.

Opportunities and Risks

Q5. What are the opportunities and risks in regional connectivity, particularly under the UDAN scheme, from a customer experience lens?

JM: Between ideation and implementation, there are bound to be challenges, but they can be navigated and overcome eventually. Be it the question of the commercial viability of certain routes, low passenger demand for specific destinations, or infrastructural constraints, such issues can be resolved as the overarching goal is the democratisation of air travel, reducing travel time, and generating broader economic development in underutilised zones.

From the customer’s point of view, inadequate infrastructure, inconsistent flight operations, technological constraints, staffing, and service issues can be problematic. According to the figures offered by the Ministry of Civil Aviation, India’s largest airline, IndiGo, will require over 11,000 pilots in the next decade, followed by Air India, which will need over 5,800 pilots in the same period. We must address the possibility of flight disruptions and delays due to a pilot shortage.  Addressing these challenges in synergy with all stakeholders will foster customer satisfaction and generate trust.

The aviation industry cannot afford to compromise on reliability and punctuality. At Sky One, we acknowledge this challenge and are actively engaged in initiatives to mitigate its effects. Investing in pilot training programs, initiating partnerships with aviation academies, and implementing advanced scheduling technologies can go a long way toward optimizing crew utilization.

Shortage of Pilots and Skilled Professionals

Q6. The shortage of pilots and skilled professionals is a pressing issue. How does this impact service quality and client confidence?

JM: The demand for aviation talent isn’t slowing down anytime soon. According to Boeing’s ‘Pilot and Technician Outlook 2024–2043,’ the industry will need around 6,74,000 new pilots, 7,16,000 maintenance technicians, and 980,000 cabin crew members over the next two decades to keep the global fleet flying. To stay ahead, many airlines are ramping up their hiring efforts and making strategic adjustments behind the scenes to ensure that passengers don’t feel the impact of these operational challenges. As a long-term step, they’re expanding training programmes to attract a younger, more diverse generation of aviators. Interestingly, this has led to major collaborations between Indian airlines and global aviation leaders like Airbus and Boeing. These joint development programmes aim to train more local talent effectively and help meet future workforce needs considerably. Sky One Vision with Jaideep Mirchandani: CX in Aviation

Women Shaping Aviation CX

Q7. What role are women beginning to play in shaping the Indian aviation CX narrative? Any initiatives from Sky One in this direction?

JM: Recently, the Ministry of Civil Aviation informed Parliament that one in every seven pilots employed by six major airlines in India is a woman, a highly positive development. According to official data, women comprise 15 per cent of India’s pilot workforce, while the global average is just five to six per cent. Attracting more women to the profession will be a significant step not only towards achieving gender parity in the aviation sector but also towards bridging the demand-supply gap. A large demand-supply gap can affect airlines’ operational efficiency, ultimately impacting the customer experience. A well-structured action plan should be implemented to encourage more women to pursue a career as pilots, starting with early outreach programs. Educating young girls about career prospects can spark their interest in aviation.

At Sky One, we always adhere to gender-neutral recruitment policies to ensure women have equal opportunities. Through our aviation academy, we have trained some of the best women aviators and continue nurturing aspiring women to become successful professionals.

Aircrafts Objects Bill, 2025

Q8. The Protection of Interest in Aircraft Objects Bill, 2025 aims to empower lessors. How will it translate into better service and trust for your clients?

JM: The Protection and Enforcement of Interests in Aircraft Objects Bill is a significant development that will positively impact aircraft leasing in India. The bill will enhance the cost efficiency of airlines and leasing activities. It will strengthen India’s position as a significant hub for leasing. It will also bring India closer to the ratification of the Cape Town Convention, the delay of which was impacting lessors’ confidence. Many creditors have cited this delay as a reason for increased leasing costs. Further, it will boost lessors’ confidence in the Indian market and reduce lending costs, ultimately helping lower airfares. The legal framework surrounding aircraft repossession had remained a significant concern for lessors. The new Bill can remove these apprehensions and improve the trust of clients.

India Becoming A Global MRO Hub

Q9. Can India realistically become a global MRO hub? How would that reshape experience for customers and business partners alike?

JM: An efficient MRO is critical to ensuring aircraft longevity, operational efficiency, and safety. With Indian airlines planning significant fleet expansions and placing large orders for new wide-body aircraft, it will be crucial for India to strengthen its domestic MRO system. Most of our maintenance and repair needs are still met through imports. However, we see strong steps from the government to develop an Indigenous MRO sector, such as the decision to introduce a uniform five per cent IGST rate on such services. Earlier, varying GST rates on aircraft components led to issues such as an inverted duty structure and GST accumulation in MRO accounts.

The results are already showing. We have seen recent news reports about major Indian carriers and even global players announcing plans to set up MRO facilities in India. This move could significantly reduce our dependence on foreign MROS. If the momentum continues, India’s domestic MRO industry will likely catch up with its global counterparts in scale and certified services.

Sky One in Cargo Segment

Q10. Sky One is active in the cargo segment as well. What makes India poised to lead the air cargo CX revolution globally?

JM: According to the Ministry of Finance, air cargo handled at Indian airports rose by seven per cent year-on-year to 33.7 lakh tonnes in FY24. This points to a healthy growth trajectory for India’s air freight industry. Interestingly, it is not just international freight growing; domestic cargo volumes are also seeing steady progress. There are several reasons behind this upward trend. The rise in high-value manufacturing, stronger trade ties with European and North American markets, and the Government’s focused efforts on upgrading air cargo infrastructure at airports have all played a role. Today, India’s export portfolio includes everything from fashion and electronics to auto and manufacturing components. The pharmaceutical and healthcare sectors have also emerged as major contributors. From our perspective, the outlook for India’s cargo sector remains highly optimistic.

As the aviation industry braces for a new era defined by resilience, agility, and smarter customer engagement, Sky One’s CX vision offers a masterclass in future-readiness. Mr. Mirchandani’s insights highlight how deep domain expertise, forward-thinking regulation, and inclusive growth can help aviation businesses not just fly, but thrive. At Sky One, customer experience is more than a differentiator—it is a strategic compass guiding the next generation of aviation excellence.

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Build dedicated cargo terminals at regional airports to enhance EXIM trade

“Construction of new regional airports and developing dedicated cargo terminals will help increase cargo volumes and transportation, says Jaideep Mirchandani, Group chairman, Sky One. He adds, “There is need for launching more freighters on high-demand routes. Nowadays, most Indian airlines primarily use the belly cargo space in their fleet for cargo movement. “Inclusion of more wide-body aircraft and also rolling out more dedicated freighters can propel the growth of the cargo sector further. There is need to focus on exploring new routes and strengthening the existing ones through bilateral agreements with key trading partners to enhance cargo movement. A collaborative effort between various stakeholders focusing on technology adoption, infrastructure development, policy reforms, and skill development is necessary to maintain the growth momentum of the cargo sector.”

“Upgrading existing road and rail linkages and developing multimodal logistics parks and a greater number of warehouses, will also result in the growth of the sector. Using technology to streamline customs clearance processes, automation to reduce paperwork, and switching to digital solutions for streamlining the whole process is also necessary,” he shares.

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India has the potential to be a strong link in the global aviation supply chain, says Jaideep Mirchandani

In March, global aircraft manufacturer Airbus announced annual plans to procure components and services worth US$2 billion from India by 2030. This marks a notable rise from the current figure of US$1.4 billion and highlights India’s growing role in the global manufacturing and supply network.

Not only Airbus, but global majors like Rolls-Royce and Collins Aerospace are also sourcing parts from India. Industry leaders believe that with the strength of India’s technological and component manufacturers, along with the country’s competitive edge in engineering, India has the potential to be a reliable and forward-looking player in the global aerospace supply chain, offering cost-effective solutions beyond the traditional markets of Europe and North America.

“India is quickly becoming a key source for manufacturing aircraft components such as landing gear, electrical switches, fuselage sections and motion control systems. This shift comes at a crucial time, as global aircraft and engine manufacturers are facing part shortages due to worker strikes, labour gaps, and supply chain disruptions. While traditional markets struggle to meet demand, India is stepping up, with several major aeronautics firms in the country now looking to scale up their production capacity,” says Jaideep Mirchandani, group chairman of Sky One.

He also believes that India benefits from a skilled, young and educated workforce, including technical experts and engineers, which positions the country to move up the value chain into areas such as design, engineering, and system integration. “It may be too early to say that India has reached the centre stage of global manufacturing, but this is the right time to take decisive steps toward becoming a major hub in a critical manufacturing sector,” adds Mr Mirchandani.

According to a report by Grand View Research, the aerospace parts manufacturing market in India, valued at US$ 13.6 billion in 2023, is projected to grow at a CAGR of 6.8% between 2024 and 2030.

Mr Mirchandani says that, in addition to supplying components to global companies, Indian manufacturers have the potential to contribute significantly to building a robust domestic aviation ecosystem.

“The demand for aerospace components is closely linked to the rising need for air travel, both within the country and internationally. India’s civil aviation sector has seen steady growth in recent years, and airlines are actively expanding their fleets. With more planes in operation, the maintenance frequency also rises. This, in turn, increases the demand for high-quality aircraft parts. New technological innovations, along with the expansion of MRO services, are further driving this demand. As more aircraft are serviced and maintained within India, the need for locally produced components continues to rise,” concludes Mr Mirchandani.

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

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

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

Airbus Bets Big on India: $2 Billion by 2030

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

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

Why India? Quality, Quantity, and Quick Turnarounds

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

What makes India so attractive?

Cost-effectiveness compared to Europe and North America

A technically skilled and young workforce

A growing number of aeronautics firms scaling up production

The ability to provide quick deliverables in a time-sensitive industry

A Market Ready for Takeoff

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

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

Beyond Assembly: Moving Up the Value Chain

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

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

Domestic Ecosystem on the Rise

While international contracts grab headlines, the true transformation lies in the creation of a self-reliant domestic aviation ecosystem. India’s airports are expanding, air travel is becoming increasingly accessible, and indigenous

aircraft development programs—such as HAL’s HTT-40 trainer and AMCA stealth fighter—are signaling a new era of homegrown aerospace capabilities.

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

Final Approach: Is India the New Aerospace Capital?

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

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

TL; DR

Airbus to procure $2B annually from India by 2030

India supplies major components like fuselage parts, electrical switches, and more

Market to grow at 6.8% CAGR, reaching new heights by 2030

Skilled workforce and policy support are fueling this transformation

India is rising from vendor to visionary in aerospace

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Earth Day: Jaideep Mirchandani discusses how aviation can charter a path towards a greener future

The Group Chairman of Sky One also shares insights on easing the pressure on airlines as they navigate their sustainability journey

The theme for Earth Day 2025 (April 22) is ‘Our Power, Our Planet,’ which urges people across the globe to unite behind renewable energy and to triple the global generation of clean electricity by 2030. According to researchers, the airline industry is one of the top contributors to greenhouse gas emissions. Having grown significantly over the past few decades, especially in countries like India,  the aviation industry is under increasing pressure to reduce emissions and adopt renewable energy wherever possible.

Industry leaders have echoed the need to incorporate training, modelling, and stronger government regulations to help achieve net-zero carbon emissions by 2050. Their strong advocacy also supports organizations like the International Civil Aviation Organization (ICAO) and the International Air Transport Association (IATA), which are playing key roles in setting goals and promoting sustainable practices.

One of the key proponents of this shift is Jaideep Mirchandani, the Group Chairman of global aviation major Sky One. On Earth Day, he shared his insights into how the industry can move toward eco-friendly solutions without compromising customer satisfaction or airline operational efficiency.

Air Taxis

India’s Directorate General of Civil Aviation (DGCA) recently introduced rules for setting up vertical ports, paving the way for air taxis. Although the rollout will be phased, the regulatory clarity gives companies the confidence to begin planning commercial services across major cities.

In urban areas facing traffic congestion, air taxis could offer faster connectivity while reducing emissions from road vehicles. For this to be a reality, the government will also need to provide detailed guidelines on infrastructure, operations, battery charging, parking, and landing to support smooth execution.

Greener Airports

India has already demonstrated leadership through Cochin International Airport (CIAL) in Kerala, which became the world’s first fully solar-powered airport in 2015. The airport runs on a 12 MW solar power plant with more than 46,000 panels, generating close to 250 million units of electricity and preventing over 160,000 metric tonnes of carbon dioxide emissions. Inspired by this success, many airports across the country have adopted solar power. Upcoming projects such as Navi Mumbai International Airport are also being designed with sustainability in focus. Transitioning both existing and new airports into carbon-neutral facilities will be key to meeting the sector’s environmental goals.

Fuel-Efficient Aircraft

India’s top airlines have placed large aircraft orders with a clear focus on fuel efficiency. Air India, for example, has ordered 250 aircraft from Airbus, including 210 A320s and 40 A350s. IndiGo’s purchase includes 30 A350s as well. The A350 family is considered among the most fuel-efficient wide-body aircraft in the world.

Airlines are also acquiring Boeing 787 Dreamliners, which are known for their efficient engines and aerodynamic design. As fleets grow, airlines need to prioritise aircraft that use less fuel, whether for short-haul or long-haul routes. This will help reduce the environmental footprint while also improving operational cost efficiency.

Green Financing

India is expected to become one of the largest civil aviation markets, with over 2,200 aircraft set to join its fleet in the next 20 years. The Civil Aviation Ministry projects that by 2030, India will handle 630 million passengers annually, with growth continuing at a compound rate of six to eight per cent.

To support this growth responsibly, aviation players are exploring sustainability-linked financing. This type of funding ties financial terms to environmental targets, encouraging climate-aligned decision-making. While aviation has traditionally struggled to attract green investment, this is starting to change. More investors are now recognising the role of sustainable finance in reshaping the future of flight.

Sustainable Aviation Fuel (SAF)

Reducing aviation emissions remains challenging, but sustainable aviation fuel is emerging as a practical solution. A Deloitte report titled ‘Green Wings: India’s SAF Revolution in the Making’ highlights that India accounts for 2.5 per cent of global Aviation Turbine Fuel (ATF) demand. With its abundant feedstock and a large share of ATF exports, India is well-positioned to ramp up SAF production.

However, this opportunity requires a coordinated effort. Policymakers and industry stakeholders must come together to establish a clear regulatory roadmap, develop secure supply chains, offer financial incentives and create mechanisms for transparent pricing and certification. These steps can attract investment and scale up SAF adoption.

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Trade war unlikely to affect India’s civil aviation but may increase leasing activity Sky One Chairman, Jaideep Mirchandani

The Chairman of Sky One says the industry is closely watching whether reciprocal tariffs could cause significant supply chain disruptions

Ending speculation, US President Donald Trump announced new tariffs on imports from both allied and non-allied nations this month. His administration argues that these reciprocal tariffs address ‘unfair trade practices,’ where certain countries impose higher duties on US exports.

Under the new decision, imports from India face a 26 per cent tariff, compared to 20 per cent for the EU and 24 per cent for Japan. Meanwhile, imports from China are subject to a hefty 34 per cent tariff, escalating trade tensions.

India currently applies an average effective tariff of 9.5 per cent on US exports, while the U S imposes just 3 pc on Indian goods. With the new tariffs, various sectors like the jewellery industry will be majorly affected as the US accounts for 30 pc of India’s jewellery exports. An increase to 26 per cent could significantly impact trade flows.

Generally, trade wars can adversely affect cargo movement by increasing costs, disrupting supply chains, and potentially reducing trade volumes. This is concerning because cross-border e-commerce demand has been one of the main pillars fuelling global growth in recent years. Now, beyond air cargo, will these new tariffs impact civil aviation, which is witnessing rapid growth in India?

Countries like India are likely assessing how these tariffs will affect specific industries. In aviation, beyond the volume of exports and cargo movement, the focus will be on whether these tariffs disrupt supply chains and raise costs. This is especially important given the large aircraft orders placed by Indian carriers with U S aerospace major Boeing,” says Jaideep Mirchandani, Group Chairman of Sky One.

He says that the impact on the travel industry could be indirect. “If tariff rates increase the cost of imported goods, airlines cannot pass it directly onto fares. However, if India’s exports to the US decline due to tariffs, it could reduce foreign exchange inflows, weakening the rupee and strengthening the dollar, making the country a more expensive destination for visitors.  We will then have to see how this affects Indian airlines’ plans to expand long-haul travel to the US ,” adds Mr Mirchandani.

He says that reciprocal tariffs can also increase acquisition costs for lessors, which would ultimately be passed on to airlines, leading to higher ticket prices. As aircraft prices rise and airline cash reserves shrink, airlines may rely even more on leasing rather than purchasing.

“But in a trade environment shaped by tariffs, the cost of imported goods, including aircraft and their components, would rise. This could lead to higher inflation, prompting the apex bank to maintain high interest rates to control price increases. If interest rates remain high, airlines may be reluctant to take out loans to buy new aircraft due to higher borrowing costs. Instead, they would likely prefer leasing planes rather than making expensive purchases. This situation would benefit aircraft lessors, as demand for leased aircraft would increase,” concludes Mr Mirchandani.

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From Grounded to Global: 4 CEOs Rewiring India’s Aviation Sky in 2025

India’s aviation sector is in the midst of a high-altitude race. As the new financial year unfolds, four leaders stand out for their uncanny ability to blend strategy, sustainability, and sheer operational grit. From ambitious fleet expansions to bold turnarounds, these CEOs aren’t just steering planes—they’re redefining an industry.

Jaideep Mirchandani

The Strategic Playmaker at Sky One

When Sky One’s Group Chairman Jaideep Mirchandani submitted his bid to revive GoFirst in mid 2024, it wasn’t just a splashy headline—it was a calculated move to cement India’s place on the global MRO and leasing map. Mirchandani, whose UAE?headquartered Sky One specializes in charters, training, MRO, and asset trading, sees GoFirst as more than just an airline acquisition. He aims to leverage its prized airport slots and traffic rights to build a home?grown aviation services powerhouse.

Building India’s MRO and Training Backbone

At Air Expo Abu Dhabi 2024, Mirchandani unveiled a roadmap focused on sustainability and operational reform. His blueprint calls for scaling pilot training academies, expanding MRO hangars, and rolling out cargo?optimization tech—all designed to support India’s target of 20,000 new pilots by 2030. With women’s empowerment initiatives and green fuel partnerships already underway, Sky One under Mirchandani is charting a new course for the sector.

Vinay Dube

The New?Age Disruptor at Akasa Air

If disruption had a poster child, it would be Akasa Air’s co-founder and CEO Vinay Dube. An Indian? American at the helm of a carrier barely three years old, Dube has guided Akasa from zero to a fleet of 27 Boeing 737 MAX aircraft, serving 27 destinations. By July 2025, that fleet will swell to 30 planes—despite earlier delivery delays.

Growth with Grit and Green Fuel

Passenger traffic under Dube’s watch has more than doubled, surging from 7.75 million in March 2024 to a staggering 16 million in March 2025. But growth isn’t Dube’s only metric. With 199 more planes on order, he envisions Akasa as one of the world’s 30 largest airlines by 2030, commanding up to 15% of India’s domestic market. Strategic hubs at Navi Mumbai and Jewar airports will further boost connectivity, while experiments in sustainable aviation fuel (SAF) demonstrate his commitment to eco?friendly expansion.

Campbell Wilson

The Turnaround Maestro at Air India

When former Scoot and Singapore Airlines veteran Campbell Wilson took charge of Air India in June 2022, he inherited a legacy airline weighed down by aging jets, outdated cabins, and bruised customer sentiment. Fast?forward to 2025, and his blueprint for revival is unmistakable: 250 Airbus and 220 Boeing jets on order, refreshed lounges across New Delhi, Mumbai, and Bengaluru, and connection times slashed from 10 hours to just three for major transit routes.

Quality over Quantity… for Now

In February 2025, Wilson paused further Boeing orders, citing the need to clear existing backlog before committing to more aircraft—an uncommon move in an era of aggressive procurement. Meanwhile, his team is overhauling cabin interiors, standardizing in?flight entertainment, and rebranding the frequent?flyer program as the ‘Maharaja Club’. While the full payoff of these measures may take years, early indicators—higher on?time performance, rising transit volumes, and positive social?media buzz—suggest Wilson’s “drinking from a firehose” approach is yielding results.

Pieter Elbers

The Global Expansionist at IndiGo

Dutch aviation stalwart Pieter Elbers brought his KLM pedigree to IndiGo in 2022, and the low?cost leader has never looked back. Since his arrival, IndiGo has doubled its international footprint—from 20 overseas destinations to roughly 40 by March 31, 2025—while upping its route count from 60 to 120.

Charting New Horizons with A321XLR

Elbers isn’t stopping at just quantity; he’s targeting quality. With Airbus A321XLRs on the horizon, IndiGo plans to launch up to seven new long?haul routes—and even introduce business?class seating on select high?yield sectors. He envisions another 10 international additions in FY26, mapping out a network that rivals legacy carriers while keeping the “Rising A” ethos of simplicity and reliability intact.

These four CEOs share a common altitude: an unflinching focus on operational excellence coupled with a visionary zeal for growth and sustainability. Whether it’s building India’s MRO backbone, setting new benchmarks in fleet expansion, orchestrating a corporate revival, or weaving a global route tapestry, their collective efforts are not just lifting their airlines—they’re propelling India’s aviation narrative skyward. As FY25 takes flight, passengers, pilots, and the planet all stand to gain from their high?octane leadership.