Aircraft Manufacturing Market by Aircraft Type (Business Jets, Commercial Jets, Helicopters), Component (Airframes, Avionics, Engines), Propulsion Type, End Use - Global Forecast 2025-2032
Description
The Aircraft Manufacturing Market was valued at USD 316.08 billion in 2024 and is projected to grow to USD 333.35 billion in 2025, with a CAGR of 5.34%, reaching USD 479.46 billion by 2032.
A strategic orientation introducing the modern aircraft manufacturing ecosystem where technology, supply chain resilience, and regulatory shifts are transforming industry competitive advantage
The aircraft manufacturing landscape continues to evolve under the combined influence of technological innovation, regulatory shifts, and shifting demand patterns across commercial, defense, and civil niches. This introduction situates readers within a rapidly changing ecosystem where advanced propulsion concepts, digitalization of design and manufacturing, and heightened supply chain scrutiny are redefining program economics and strategic roadmaps. It explains why decisions made today about supplier partnerships, investment in electrification, and resilience planning will determine competitive positioning over the next decade.
Throughout this executive summary, the focus remains on synthesizing cross-cutting trends and translating them into practical implications for leaders across OEMs, tier suppliers, MRO providers, and defense contractors. The narrative emphasizes the interplay between long development cycles and near-term disruptions, underlining how incremental improvements in engine efficiency or avionics integration can compound into material operational advantages. By framing the discussion around capability, cost, and compliance vectors, this introduction prepares decision-makers to interpret subsequent sections and to apply insights to corporate strategy, product roadmaps, and capital allocation.
An in-depth view of the transformative shifts reshaping aircraft manufacturing driven by propulsion innovation, digital engineering, and changing operator requirements
Aircraft manufacturing is experiencing transformative shifts that span propulsion architectures, digital engineering workflows, and buyer expectations. Electrification and hybridization are accelerating research and prototype activity across both light and regional classes, prompting manufacturers to rethink thermal management, certification pathways, and lifecycle support models. Simultaneously, advancing materials science and additive manufacturing are enabling lighter airframes and more integrated components, altering supplier footprints and reducing the lead time for bespoke parts.
Digital twins, model-based systems engineering, and advanced simulation are becoming core capabilities rather than optional differentiators. These tools compress development timelines and enable more rigorous verification earlier in the lifecycle, thereby reducing late-stage rework and certification risk. In parallel, customer demand is fragmenting: commercial carriers pursue higher utilization and flexibility, business aviation buyers prioritize cabin experience and range, and defense stakeholders emphasize multi-domain interoperability. Consequently, manufacturers must balance modular, scalable architectures with rigorous standards for reliability and safety. Taken together, these shifts necessitate new partnerships, investment priorities, and workforce competencies to capture value and to maintain program delivery discipline.
A comprehensive assessment of the cumulative operational and strategic effects of the United States tariffs enacted in 2025 on sourcing, supplier strategies, and program risk management
The policy environment has introduced new cost and strategic implications that manufacturers must navigate as tariffs and trade measures influence sourcing and supplier decisions. Measures enacted in 2025 have altered input costs for certain imported assemblies and components, prompting firms to re-evaluate global sourcing strategies and to accelerate regionalization where feasible. As a result, procurement teams face higher complexity when balancing total landed cost, lead time variability, and the availability of qualified alternate suppliers.
In response, several manufacturers have increased vertical integration of critical systems or pursued nearshoring of specific subassemblies to reduce exposure to tariff volatility. This shift has consequences for supplier ecosystems: tier-two and tier-three suppliers face both pressure to localize production and incentives to pursue certifications that facilitate integration into new value chains. Over time, capital allocation has shifted toward building capacity in lower-tariff jurisdictions and toward securing long-term supply agreements that provide pricing predictability. Importantly, these adjustments have not been uniform; they vary by program geometry, component complexity, and certification burdens. Consequently, program managers must incorporate tariff scenarios into risk registers and contingency planning, while executives should reassess sourcing policies to preserve program margins and delivery reliability without compromising regulatory compliance or quality standards.
Targeted segmentation insights that align end use, aircraft typology, component specialization, and propulsion categories to optimize product strategy and supply chain focus
Segmentation drives how companies prioritize product development, customer outreach, and supply chain investments across end use, aircraft type, component focus, and propulsion architecture. When analyzing end use, markets are differentiated across business aviation, commercial aviation, defense, and general aviation, with business aviation further segmented into large cabin jets, light jets, midsize jets, and turboprops, commercial aviation separated into cargo carriers and passenger carriers, defense including combat aircraft, trainer aircraft, transport aircraft, and unmanned aerial vehicles, and general aviation encompassing experimental platforms, helicopters, and piston engine aircraft. This layered view informs decisions about certification timelines, aftermarket strategies, and bespoke customer services because each end-use category manifests distinct utilization patterns and regulatory regimes.
Considering aircraft type, the industry is organized around business jets, commercial jets, helicopters, military aircraft, and unmanned aerial vehicles; business jets break down into large, light, and midsize jets, commercial jets into narrow body, regional, and wide body platforms, military aircraft into fighters, helicopters, trainers, and transport aircraft, and unmanned systems into fixed wing and rotary wing variants. Component segmentation across airframes, avionics, engines, interiors, and landing gear clarifies where value accrues and where supplier specialization is most critical, with avionics further defined by communication, flight control, and navigation systems, engines distinguished among jet, piston, and turboprop powerplants, and interiors dissected into galley equipment, lavatory systems, and cabin seating. Propulsion segmentation highlights the growing divergence between electric propulsion, piston engines, and turbine engines, including battery electric and hybrid electric subcategories, reciprocating and rotary piston engine variants, and turbine classes such as turbofan, turbojet, and turboshaft. These intersecting segmentation lenses enable targeted go-to-market approaches, more precise technology roadmaps, and prioritization of certification investments based on the differentiated needs of subsegments.
Key regional insights revealing how Americas, Europe Middle East & Africa, and Asia-Pacific dynamics influence manufacturing strategy, certification, and investment priorities
Regional dynamics are shaping investment priorities, regulatory pathways, and partnership strategies across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, manufacturing clusters and established OEM ecosystems continue to emphasize large commercial platforms and defense programs, while policy and procurement trends support nearshoring and industrial base resilience. Capital markets and defense budgets in this region influence long-term program continuity and supplier viability, with a notable emphasis on sustainment and avionics modernization.
Europe, the Middle East & Africa combine mature regulatory frameworks, strong aerospace supply chains, and emerging demand centers that prioritize both sustainability and new mobility concepts. The regulatory architecture in these regions increasingly drives certification pathways for electric and hybrid propulsion, while sovereign investment in defense modernization creates demand for both manned and unmanned systems. Asia-Pacific is characterized by rapidly expanding civil aviation demand, significant investments in manufacturing capacity, and aggressive technology transfer initiatives. Governments in this region frequently promote local content and joint ventures, which accelerates capacity building for both airframe assembly and component production. Across all regions, regulatory harmonization, trade policy, and infrastructure readiness critically shape time-to-market and the feasibility of scaling new propulsion and avionics systems.
Corporate and competitive insights examining how OEMs, engine suppliers, avionics integrators, and new entrants are shaping partnership strategies and capability consolidation
Competitive dynamics in aircraft manufacturing remain concentrated around a mix of legacy OEMs, engine manufacturers, avionics specialists, and a growing set of disruptive entrants focused on electrification and digital services. Established airframe manufacturers continue to leverage scale, integrated supply relationships, and certification experience to defend platform programs. Engine suppliers remain focal points for fuel efficiency and lifecycle cost reductions, and their aftermarket services create significant revenue streams tied to MRO networks and digital prognostics.
At the same time, avionics and systems integrators are differentiating through software-defined architectures that enable more rapid feature deployment and improved operational efficiency for operators. Tier suppliers that can demonstrate integrated capabilities-combining advanced materials, additive manufacturing competency, and certified production processes-are more likely to secure long-term contracts. New entrants, including startups working on electric and hybrid propulsion or advanced autonomy, are catalyzing partnerships and acquisition interest from incumbents seeking to accelerate capability adoption. For decision-makers, the competitive implication is clear: invest selectively in partnerships that complement core strengths, secure long-term supplier agreements where regulatory certification burdens are high, and prioritize entities with demonstrable pathways to certification and scalable manufacturing processes.
Actionable recommendations for industry leaders to strengthen resilience, accelerate technology adoption, and align sourcing and investment decisions with strategic objectives
Industry leaders should prioritize a portfolio of actions that balance near-term resilience with long-term capability building. First, companies must invest in digital engineering and lifecycle data strategies to compress development cycles and to improve predictability in certification and production. These investments should be aligned with workforce development programs to ensure engineers and technicians are upskilled in model-based systems engineering, additive manufacturing processes, and software lifecycle management.
Second, firms should adopt a pragmatic regionalization approach to sourcing that reduces tariff exposure and lead-time risk while preserving access to specialized suppliers. This means mapping critical components against certification difficulty and lead-time sensitivity to determine which items merit localization and which can remain globally sourced. Third, strategic partnerships and minority investments in promising propulsion and autonomy startups can accelerate access to proprietary technologies while spreading technical and commercial risk. Finally, executives should formalize scenario-based planning that incorporates policy shocks, supplier disruptions, and accelerated adoption of novel propulsion systems so that capital allocation and program decisions remain flexible and responsive to emerging realities.
Detailed overview of the research methodology integrating primary interviews, operator and supplier surveys, and rigorous secondary source validation to ensure robust, actionable insights
The research underpinning these insights combined primary interviews, supplier and operator surveys, and a structured review of regulatory and technical literature to triangulate findings. Primary interviews covered program managers, procurement leads, certification specialists, and technology executives across airframe, engine, avionics, and component supplier organizations, providing qualitative depth on decision drivers and implementation challenges. Supplementing interviews, surveys captured comparative data on sourcing preferences, development timelines, and the perceived readiness of novel propulsion technologies, enabling cross-validation of anecdotal evidence.
Secondary research reviewed technical standards, certification guidance, public tender documents, and regulatory announcements to ensure interpretation of policy impacts was grounded in official sources. The analysis also incorporated case studies of recent program adjustments, supplier localization projects, and fleet modernization efforts to draw practical lessons about execution risk and strategic trade-offs. Where possible, data points were validated through multiple independent sources to reduce bias, and the methodology prioritized transparency in assumptions to aid readers in applying insights to their specific context.
A concise conclusion synthesizing strategic imperatives for navigating operational pressure points while investing in transformative technologies and supply chain resilience
In closing, the aircraft manufacturing sector stands at a strategic inflection point where technology, policy, and market dynamics intersect to create both risk and opportunity. Electrification and hybridization expand the innovation frontier and demand new certification approaches, while digital engineering practices offer a path to faster, more predictable development cycles. Tariff-related pressures and regional policy initiatives are reshaping supply chains and prompting a rebalancing between global optimization and regional resilience. Taken together, these forces call for a dual focus on protecting existing program economics and investing in transformative capabilities that will define future competitiveness.
Leaders that embrace systems-level thinking-aligning product architecture, supplier ecosystems, workforce skills, and regulatory engagement-will be best positioned to capture value as the industry evolves. The collective takeaway is that disciplined execution, coupled with targeted innovation investments, will enable organizations to navigate near-term disruptions while building the foundations for sustainable growth across commercial, business, defense, and emerging aviation segments.
Note: PDF & Excel + Online Access - 1 Year
A strategic orientation introducing the modern aircraft manufacturing ecosystem where technology, supply chain resilience, and regulatory shifts are transforming industry competitive advantage
The aircraft manufacturing landscape continues to evolve under the combined influence of technological innovation, regulatory shifts, and shifting demand patterns across commercial, defense, and civil niches. This introduction situates readers within a rapidly changing ecosystem where advanced propulsion concepts, digitalization of design and manufacturing, and heightened supply chain scrutiny are redefining program economics and strategic roadmaps. It explains why decisions made today about supplier partnerships, investment in electrification, and resilience planning will determine competitive positioning over the next decade.
Throughout this executive summary, the focus remains on synthesizing cross-cutting trends and translating them into practical implications for leaders across OEMs, tier suppliers, MRO providers, and defense contractors. The narrative emphasizes the interplay between long development cycles and near-term disruptions, underlining how incremental improvements in engine efficiency or avionics integration can compound into material operational advantages. By framing the discussion around capability, cost, and compliance vectors, this introduction prepares decision-makers to interpret subsequent sections and to apply insights to corporate strategy, product roadmaps, and capital allocation.
An in-depth view of the transformative shifts reshaping aircraft manufacturing driven by propulsion innovation, digital engineering, and changing operator requirements
Aircraft manufacturing is experiencing transformative shifts that span propulsion architectures, digital engineering workflows, and buyer expectations. Electrification and hybridization are accelerating research and prototype activity across both light and regional classes, prompting manufacturers to rethink thermal management, certification pathways, and lifecycle support models. Simultaneously, advancing materials science and additive manufacturing are enabling lighter airframes and more integrated components, altering supplier footprints and reducing the lead time for bespoke parts.
Digital twins, model-based systems engineering, and advanced simulation are becoming core capabilities rather than optional differentiators. These tools compress development timelines and enable more rigorous verification earlier in the lifecycle, thereby reducing late-stage rework and certification risk. In parallel, customer demand is fragmenting: commercial carriers pursue higher utilization and flexibility, business aviation buyers prioritize cabin experience and range, and defense stakeholders emphasize multi-domain interoperability. Consequently, manufacturers must balance modular, scalable architectures with rigorous standards for reliability and safety. Taken together, these shifts necessitate new partnerships, investment priorities, and workforce competencies to capture value and to maintain program delivery discipline.
A comprehensive assessment of the cumulative operational and strategic effects of the United States tariffs enacted in 2025 on sourcing, supplier strategies, and program risk management
The policy environment has introduced new cost and strategic implications that manufacturers must navigate as tariffs and trade measures influence sourcing and supplier decisions. Measures enacted in 2025 have altered input costs for certain imported assemblies and components, prompting firms to re-evaluate global sourcing strategies and to accelerate regionalization where feasible. As a result, procurement teams face higher complexity when balancing total landed cost, lead time variability, and the availability of qualified alternate suppliers.
In response, several manufacturers have increased vertical integration of critical systems or pursued nearshoring of specific subassemblies to reduce exposure to tariff volatility. This shift has consequences for supplier ecosystems: tier-two and tier-three suppliers face both pressure to localize production and incentives to pursue certifications that facilitate integration into new value chains. Over time, capital allocation has shifted toward building capacity in lower-tariff jurisdictions and toward securing long-term supply agreements that provide pricing predictability. Importantly, these adjustments have not been uniform; they vary by program geometry, component complexity, and certification burdens. Consequently, program managers must incorporate tariff scenarios into risk registers and contingency planning, while executives should reassess sourcing policies to preserve program margins and delivery reliability without compromising regulatory compliance or quality standards.
Targeted segmentation insights that align end use, aircraft typology, component specialization, and propulsion categories to optimize product strategy and supply chain focus
Segmentation drives how companies prioritize product development, customer outreach, and supply chain investments across end use, aircraft type, component focus, and propulsion architecture. When analyzing end use, markets are differentiated across business aviation, commercial aviation, defense, and general aviation, with business aviation further segmented into large cabin jets, light jets, midsize jets, and turboprops, commercial aviation separated into cargo carriers and passenger carriers, defense including combat aircraft, trainer aircraft, transport aircraft, and unmanned aerial vehicles, and general aviation encompassing experimental platforms, helicopters, and piston engine aircraft. This layered view informs decisions about certification timelines, aftermarket strategies, and bespoke customer services because each end-use category manifests distinct utilization patterns and regulatory regimes.
Considering aircraft type, the industry is organized around business jets, commercial jets, helicopters, military aircraft, and unmanned aerial vehicles; business jets break down into large, light, and midsize jets, commercial jets into narrow body, regional, and wide body platforms, military aircraft into fighters, helicopters, trainers, and transport aircraft, and unmanned systems into fixed wing and rotary wing variants. Component segmentation across airframes, avionics, engines, interiors, and landing gear clarifies where value accrues and where supplier specialization is most critical, with avionics further defined by communication, flight control, and navigation systems, engines distinguished among jet, piston, and turboprop powerplants, and interiors dissected into galley equipment, lavatory systems, and cabin seating. Propulsion segmentation highlights the growing divergence between electric propulsion, piston engines, and turbine engines, including battery electric and hybrid electric subcategories, reciprocating and rotary piston engine variants, and turbine classes such as turbofan, turbojet, and turboshaft. These intersecting segmentation lenses enable targeted go-to-market approaches, more precise technology roadmaps, and prioritization of certification investments based on the differentiated needs of subsegments.
Key regional insights revealing how Americas, Europe Middle East & Africa, and Asia-Pacific dynamics influence manufacturing strategy, certification, and investment priorities
Regional dynamics are shaping investment priorities, regulatory pathways, and partnership strategies across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, manufacturing clusters and established OEM ecosystems continue to emphasize large commercial platforms and defense programs, while policy and procurement trends support nearshoring and industrial base resilience. Capital markets and defense budgets in this region influence long-term program continuity and supplier viability, with a notable emphasis on sustainment and avionics modernization.
Europe, the Middle East & Africa combine mature regulatory frameworks, strong aerospace supply chains, and emerging demand centers that prioritize both sustainability and new mobility concepts. The regulatory architecture in these regions increasingly drives certification pathways for electric and hybrid propulsion, while sovereign investment in defense modernization creates demand for both manned and unmanned systems. Asia-Pacific is characterized by rapidly expanding civil aviation demand, significant investments in manufacturing capacity, and aggressive technology transfer initiatives. Governments in this region frequently promote local content and joint ventures, which accelerates capacity building for both airframe assembly and component production. Across all regions, regulatory harmonization, trade policy, and infrastructure readiness critically shape time-to-market and the feasibility of scaling new propulsion and avionics systems.
Corporate and competitive insights examining how OEMs, engine suppliers, avionics integrators, and new entrants are shaping partnership strategies and capability consolidation
Competitive dynamics in aircraft manufacturing remain concentrated around a mix of legacy OEMs, engine manufacturers, avionics specialists, and a growing set of disruptive entrants focused on electrification and digital services. Established airframe manufacturers continue to leverage scale, integrated supply relationships, and certification experience to defend platform programs. Engine suppliers remain focal points for fuel efficiency and lifecycle cost reductions, and their aftermarket services create significant revenue streams tied to MRO networks and digital prognostics.
At the same time, avionics and systems integrators are differentiating through software-defined architectures that enable more rapid feature deployment and improved operational efficiency for operators. Tier suppliers that can demonstrate integrated capabilities-combining advanced materials, additive manufacturing competency, and certified production processes-are more likely to secure long-term contracts. New entrants, including startups working on electric and hybrid propulsion or advanced autonomy, are catalyzing partnerships and acquisition interest from incumbents seeking to accelerate capability adoption. For decision-makers, the competitive implication is clear: invest selectively in partnerships that complement core strengths, secure long-term supplier agreements where regulatory certification burdens are high, and prioritize entities with demonstrable pathways to certification and scalable manufacturing processes.
Actionable recommendations for industry leaders to strengthen resilience, accelerate technology adoption, and align sourcing and investment decisions with strategic objectives
Industry leaders should prioritize a portfolio of actions that balance near-term resilience with long-term capability building. First, companies must invest in digital engineering and lifecycle data strategies to compress development cycles and to improve predictability in certification and production. These investments should be aligned with workforce development programs to ensure engineers and technicians are upskilled in model-based systems engineering, additive manufacturing processes, and software lifecycle management.
Second, firms should adopt a pragmatic regionalization approach to sourcing that reduces tariff exposure and lead-time risk while preserving access to specialized suppliers. This means mapping critical components against certification difficulty and lead-time sensitivity to determine which items merit localization and which can remain globally sourced. Third, strategic partnerships and minority investments in promising propulsion and autonomy startups can accelerate access to proprietary technologies while spreading technical and commercial risk. Finally, executives should formalize scenario-based planning that incorporates policy shocks, supplier disruptions, and accelerated adoption of novel propulsion systems so that capital allocation and program decisions remain flexible and responsive to emerging realities.
Detailed overview of the research methodology integrating primary interviews, operator and supplier surveys, and rigorous secondary source validation to ensure robust, actionable insights
The research underpinning these insights combined primary interviews, supplier and operator surveys, and a structured review of regulatory and technical literature to triangulate findings. Primary interviews covered program managers, procurement leads, certification specialists, and technology executives across airframe, engine, avionics, and component supplier organizations, providing qualitative depth on decision drivers and implementation challenges. Supplementing interviews, surveys captured comparative data on sourcing preferences, development timelines, and the perceived readiness of novel propulsion technologies, enabling cross-validation of anecdotal evidence.
Secondary research reviewed technical standards, certification guidance, public tender documents, and regulatory announcements to ensure interpretation of policy impacts was grounded in official sources. The analysis also incorporated case studies of recent program adjustments, supplier localization projects, and fleet modernization efforts to draw practical lessons about execution risk and strategic trade-offs. Where possible, data points were validated through multiple independent sources to reduce bias, and the methodology prioritized transparency in assumptions to aid readers in applying insights to their specific context.
A concise conclusion synthesizing strategic imperatives for navigating operational pressure points while investing in transformative technologies and supply chain resilience
In closing, the aircraft manufacturing sector stands at a strategic inflection point where technology, policy, and market dynamics intersect to create both risk and opportunity. Electrification and hybridization expand the innovation frontier and demand new certification approaches, while digital engineering practices offer a path to faster, more predictable development cycles. Tariff-related pressures and regional policy initiatives are reshaping supply chains and prompting a rebalancing between global optimization and regional resilience. Taken together, these forces call for a dual focus on protecting existing program economics and investing in transformative capabilities that will define future competitiveness.
Leaders that embrace systems-level thinking-aligning product architecture, supplier ecosystems, workforce skills, and regulatory engagement-will be best positioned to capture value as the industry evolves. The collective takeaway is that disciplined execution, coupled with targeted innovation investments, will enable organizations to navigate near-term disruptions while building the foundations for sustainable growth across commercial, business, defense, and emerging aviation segments.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
181 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Wide-scale adoption of hydroprocessed esters and fatty acids sustainable aviation fuels to meet net zero emission targets
- 5.2. Integration of hybrid electric propulsion systems for regional commuter aircraft to lower carbon footprint
- 5.3. Use of advanced composite materials and 3D printed structural components for weight reduction and durability
- 5.4. Deployment of digital twin technology combined with AI analytics for real-time aircraft performance optimization
- 5.5. Implementation of robotics and automated assembly lines to improve production efficiency and consistency
- 5.6. Certification pathway development for urban air mobility eVTOL aircraft with emphasis on safety and noise reduction
- 5.7. Strengthening of global supply chain resilience through strategic nearshoring and blockchain tracking solutions
- 5.8. Expansion of predictive maintenance platforms leveraging IoT sensors to minimize unscheduled aircraft downtime
- 5.9. Enhancement of cybersecurity frameworks for connected aircraft avionics and ground network infrastructure
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Aircraft Manufacturing Market, by Aircraft Type
- 8.1. Business Jets
- 8.1.1. Large Jets
- 8.1.2. Light Jets
- 8.1.3. Midsize Jets
- 8.2. Commercial Jets
- 8.2.1. Narrow Body Jets
- 8.2.2. Regional Jets
- 8.2.3. Wide Body Jets
- 8.3. Helicopters
- 8.4. Military Aircraft
- 8.4.1. Fighters
- 8.4.2. Helicopters
- 8.4.3. Trainers
- 8.4.4. Transport Aircraft
- 8.5. Unmanned Aerial Vehicles
- 8.5.1. Fixed Wing
- 8.5.2. Rotary Wing
- 9. Aircraft Manufacturing Market, by Component
- 9.1. Airframes
- 9.2. Avionics
- 9.2.1. Communication Systems
- 9.2.2. Flight Control Systems
- 9.2.3. Navigation Systems
- 9.3. Engines
- 9.3.1. Jet Engines
- 9.3.2. Piston Engines
- 9.3.3. Turboprops
- 9.4. Interiors
- 9.4.1. Galley Equipment
- 9.4.2. Lavatory
- 9.4.3. Seating
- 9.5. Landing Gear
- 10. Aircraft Manufacturing Market, by Propulsion Type
- 10.1. Electric Propulsion
- 10.1.1. Battery Electric
- 10.1.2. Hybrid Electric
- 10.2. Piston Engines
- 10.2.1. Reciprocating Engines
- 10.2.2. Rotary Engines
- 10.3. Turbine Engines
- 10.3.1. Turbofan
- 10.3.2. Turbojet
- 10.3.3. Turboshaft
- 11. Aircraft Manufacturing Market, by End Use
- 11.1. Business Aviation
- 11.1.1. Large Cabin Jets
- 11.1.2. Light Jets
- 11.1.3. Midsize Jets
- 11.1.4. Turboprops
- 11.2. Commercial Aviation
- 11.2.1. Cargo Carriers
- 11.2.2. Passenger Carriers
- 11.3. Defense
- 11.3.1. Combat Aircraft
- 11.3.2. Trainer Aircraft
- 11.3.3. Transport Aircraft
- 11.3.4. Unmanned Aerial Vehicles
- 11.4. General Aviation
- 11.4.1. Experimental
- 11.4.2. Helicopters
- 11.4.3. Piston Engine Aircraft
- 12. Aircraft Manufacturing Market, by Region
- 12.1. Americas
- 12.1.1. North America
- 12.1.2. Latin America
- 12.2. Europe, Middle East & Africa
- 12.2.1. Europe
- 12.2.2. Middle East
- 12.2.3. Africa
- 12.3. Asia-Pacific
- 13. Aircraft Manufacturing Market, by Group
- 13.1. ASEAN
- 13.2. GCC
- 13.3. European Union
- 13.4. BRICS
- 13.5. G7
- 13.6. NATO
- 14. Aircraft Manufacturing Market, by Country
- 14.1. United States
- 14.2. Canada
- 14.3. Mexico
- 14.4. Brazil
- 14.5. United Kingdom
- 14.6. Germany
- 14.7. France
- 14.8. Russia
- 14.9. Italy
- 14.10. Spain
- 14.11. China
- 14.12. India
- 14.13. Japan
- 14.14. Australia
- 14.15. South Korea
- 15. Competitive Landscape
- 15.1. Market Share Analysis, 2024
- 15.2. FPNV Positioning Matrix, 2024
- 15.3. Competitive Analysis
- 15.3.1. Airbus Helicopters SAS
- 15.3.2. Airbus SE
- 15.3.3. Antonov Company
- 15.3.4. Bell Textron Inc.
- 15.3.5. Bombardier Inc.
- 15.3.6. Commercial Aircraft Corporation of China, Ltd.
- 15.3.7. Dassault Aviation S.A.
- 15.3.8. Embraer S.A.
- 15.3.9. Gulfstream Aerospace Corporation
- 15.3.10. Hindustan Aeronautics Limited
- 15.3.11. Irkut Corporation
- 15.3.12. Leonardo S.p.A.
- 15.3.13. Lockheed Martin Corporation
- 15.3.14. Mitsubishi Aircraft Corporation
- 15.3.15. Northrop Grumman Corporation
- 15.3.16. Pilatus Aircraft Ltd.
- 15.3.17. Saab AB
- 15.3.18. Sikorsky Aircraft Corporation
- 15.3.19. Textron Aviation Inc.
- 15.3.20. The Boeing Company
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