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A self-sufficient Indigenous aerospace parts market may help India through a potential global trade war, says Jaideep Mirchandani

At a recent international conference on the future of India’s aviation and aerospace industry held in Bangalore, several industry leaders raised two key concerns that could slow down India’s rapid growth. These include the shortage of skilled professionals and the heavy dependence on imported components. With nearly 98 per cent of aviation parts still sourced from abroad, many believe this could become a significant obstacle, especially following the reciprocal tariffs announced by the United States that are expected to affect all imports.

According to Grand View Research, India’s aerospace parts manufacturing market was valued at US$13.6 billion in 2023 and is projected to grow at a compound annual rate of 6.8 per cent from 2024 to 2030. As airlines expand their fleets and modernise aircraft, the demand for aerospace components is expected to increase. Experts believe this is the right time for India to develop a stronger domestic base to reduce reliance on international suppliers.

“We are still assessing the impact of the US tariffs, particularly for India which has placed large orders for newer aircraft. North America accounts for around 50 per cent of the global aerospace parts market, and the new tariff is likely to increase the cost of imported components and raise maintenance and repair expenses. In this scenario, one practical solution is to step up efforts toward indigenisation, especially in manufacturing,” says Jaideep Mirchandani, group chairman of Sky One.

He adds that with more passenger traffic and expanding airline operations, the demand for MRO services within India will continue to grow. “This trend can drive the need for locally made aircraft components and related services. India’s strengths in software development, cost-effective labour, ease of doing business, and supportive policies offer a strong foundation for aerospace manufacturers to establish and scale operations,” says Mr Mirchandani.

He points out that Indian companies producing landing gear, wing structures, fuselage sections, electrical switches, and motion control systems are now playing a crucial role in the supply chain. “Many leading aircraft and engine makers are already sourcing parts from India. We are also seeing increasing partnerships between Indian suppliers and global manufacturers, which can lead to better technology access and improved production capabilities. Strengthening the MRO sector, investing in research and development, and developing a skilled workforce are all essential steps in building a reliable indigenous manufacturing ecosystem,” he concludes.

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India sets an ambitious target of capturing 50% of the domestic MRO market share by 2030

In its January report, Crisil Ratings predicts that the revenue of India’s domestic aircraft maintenance, repair, and overhaul (MRO) industry will surpass Rs 4,500 crore in fiscal 2026, reflecting a 50 per cent growth over fiscal 2024. The rating agency’s projection is not surprising, especially given the rising operating fleet size of Indian carriers, which, according to the report, is expected to grow by 25 per cent by next year.

Furthermore, the reduction in Goods and Services Tax (GST) on aircraft components and services makes domestic MROs more competitive compared to their overseas counterparts and helps ease working capital pressure. Last year, the government announced that a uniform rate of 5% IGST would apply to imports of parts, components, testing equipment, tools, and toolkits for aircraft, irrespective of their HSN classification, subject to specified conditions.

I think such a policy change will improve the competitiveness of the Indian MRO sector and open up the scope for innovation and efficiency. The policy also exempted Customs Duty on tools and toolkits, simplified the clearance process for parts, and allowed 100% Foreign Direct Investment through the automatic route for MRO.

Usually, Indian MROs provide line checks, which are carried out before every take-off. Airframe checks occur every 12 to 18 months, during which aircraft are grounded for three to four weeks. Redelivery checks are also conducted at the end of lease contracts. As the Crisil report suggests, while line and airframe checks are closely linked to aircraft fleet size, redelivery checks will likely increase in the coming year. Meanwhile, reducing GST input tax may lower component-related expenditure and bring Indian MROs in line with their Asian peers. Their cost advantages are expected to help them capture a greater market share.

According to reports, only 14 per cent of the total MRO spent by Indian carriers last year was handled by domestic MROs, mainly because high-value maintenance checks and engine checks are contracted to overseas players. This also calls for more facilities to carry out engine checks, complete overhauls, and technical integration. There is also a need to develop a skilled workforce to carry out advanced engine maintenance, especially for newer aircraft, considering the vast number of orders placed by Indian carriers for the next 20 years.

In this scenario, investing in expanding hangars and related capabilities becomes essential. More partnerships with OEMS to enhance local production of spare parts can help reduce reliance on imports. The Government, the Civil Aviation Ministry, private manufacturing companies, and airlines can launch collaborative efforts to improve infrastructure. Investing in training programmes and collaborating with tech leaders for better research and development will also be crucial.

The future looks promising, with leading airlines in India planning to develop in-house MROs. Along with cities like Bengaluru, more states are now opening their doors to setting up MRO hubs. Recently, we came across the announcement by the Odisha Government that they are formulating an investor-friendly policy framework to establish the state as a preferred destination for MRO operators and OEMs. The state plans to collaborate with the Government of Singapore to adopt best practices in MRO operations.

Now, with carriers planning to develop new airports and expand their fleets, we are likely to witness more such state-level collaborations in the MRO segment.

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Aerospace Future: CX-Led Indigenisation is Crucial in Global Market

India’s Aerospace Customer Experience Strategy Must Adapt—Now More Than Ever

India’s aerospace industry stands at a decisive moment. Rising global trade tensions and import tariffs threaten supply chains across aviation. Although the industry has grown steadily, challenges now demand a new mindset. A customer experience (CX)-driven strategy can help India take control of its aviation future.

Jaideep Mirchandani, Group Chairman of Sky One, offers a solution. “A self-sufficient indigenous aerospace parts market may help India through a potential global trade war,” he says. His insight reflects a broader vision. India must act now to secure its aviation infrastructure, reduce import dependence, and build for the long term.

The Warning Signals Are Loud and Clear

At a recent aviation conference in Bangalore, industry experts voiced concerns. Two recurring themes stood out—first, a severe skills gap, and second, overdependence on imports. Nearly 98% of aerospace parts still come from international suppliers. This poses a major risk.

With reciprocal tariffs from the United States, procurement costs may surge. As India has ordered a large number of new aircraft, the cost of maintenance and repair (MRO) will likely increase. These headwinds demand urgent solutions.

Why Indigenisation Is a CX Strategy

CX is no longer confined to customer service desks or call centres. In aerospace, it extends to fleet uptime, parts availability, and service quality. A grounded aircraft due to unavailable parts directly impacts the end customer.

Therefore, investing in local manufacturing is more than an economic strategy—it’s a customer-first policy. Airlines that rely on domestic suppliers can ensure faster turnaround, reduced downtime, and greater control.

Jaideep Mirchandani emphasises this. “One practical solution is to step up efforts toward indigenisation, especially in manufacturing,” he says. His remarks highlight a simple truth—great customer experience begins long before takeoff.

The Market Is Ready—But Is the Ecosystem?

According to Grand View Research, India’s aerospace parts manufacturing market was valued at $13.6 billion in 2023. It is projected to grow at a CAGR of 6.8% through 2030. Fleet expansions and modernisation are expected to drive demand further.

This makes now the ideal time to create a stronger domestic ecosystem. Still, this cannot happen in isolation. Local manufacturing must be supported by a robust MRO sector, strategic partnerships, and skills development.

MRO: A Missed Opportunity No More

MRO (Maintenance, Repair, and Overhaul) has long been an overlooked pillar. However, the surge in passenger traffic and fleet size has changed that. “The demand for MRO services within India will continue to grow,” says Mirchandani.

Consequently, this demand drives the need for locally made aircraft components. OEMs (Original Equipment Manufacturers) and MRO players can collaborate to redefine India’s role in the aerospace supply chain.

Furthermore, the government’s ease of doing business reforms, cost-effective labour, and software prowess offer additional leverage. CX leaders must recognise that faster MRO = better customer experience. The connection is direct and measurable.

Technology, Trust, and Time-to-Market

India already has companies that produce landing gear, fuselage sections, and electrical systems. These firms are contributing meaningfully to the global supply chain. Their success sends a message—it is possible to scale quickly while maintaining

quality.Moreover, Indian suppliers are entering global partnerships. These collaborations improve technology access and production capability. In CX terms, this means better parts, faster delivery, and greater reliability.

Mirchandani highlights this point: “We are seeing increasing partnerships between Indian suppliers and global manufacturers, which can lead to better technology access.” This isn’t just about growth—it’s about building global trust in Indian aerospace quality.

The Workforce Challenge: Turning Weakness into Strength

Any sustainable CX model requires a skilled workforce. Without it, even the best supply chain can collapse. Unfortunately, India currently faces a serious shortage of trained aerospace professionals.

But this challenge also presents an opportunity. With targeted training, apprenticeships, and upskilling programs, India can create a new generation of aerospace experts. This future-ready workforce can bridge the gap between technology and customer experience.

It is vital that CX leaders push for investments in education and R&D. Every trained professional enhances service quality and reduces dependency on external support. And in aerospace, that directly translates to improved CX.

Policy, Planning, and Public-Private Partnerships

India’s policy environment must support these ambitions. A national roadmap for aerospace indigenisation, similar to Make in India,

 Is  essential. Furthermore, public-private partnerships (PPPs) can fast-track capabilities and reduce risk.

A unified approach between government, airlines, MRO firms, and component manufacturers will yield results. By streamlining procurement, offering tax incentives, and fast-tracking approvals, policymakers can empower industry players to focus on what matters—building CX-driven aviation solutions.

Lessons Indian Companies Must Take Forward

The aerospace sector offers critical lessons for other industries too:

Customer experience is inseparable from operations. Speed, quality, and reliability define how customers perceive brands.

Localisation builds resilience. Relying on foreign imports makes businesses vulnerable to geopolitical shocks.

Invest in people. A future-ready workforce is not optional—it is strategic.

R&D is not a luxury. Innovation drives differentiation and creates market leadership.

Partnerships matter. Collaborating across borders strengthens capabilities and trust.

Looking Ahead: From Imitation to Innovation

As global trade realigns, India must move from being a buyer to being a builder. Aerospace is the perfect canvas. With the right strategy, the nation can become a net exporter of aviation parts and services.

This transformation requires CX-focused thinking at every level. From manufacturing to MRO, every touchpoint must be optimised. In doing so, Indian aerospace companies won’t just serve customers—they’ll delight them, retain them, and lead the skies.

Final Thought: CX is India’s Secret Weapon

Jaideep Mirchandani’s vision of a self-reliant aerospace ecosystem is more than timely—it’s necessary. With rising global tariffs, uncertain supply chains, and growing domestic demand, the only path forward is self-strengthening through experience-centric strategies.

CX is not the end of the pipeline—it is the core engine. And it’s time India realises this, before the next crisis takes off.

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Clear crisis communications and diligent protocols are needed to restore trust post the AI-171 Crash, Says Jaideep Mirchandani

The group chairman of Sky One adds that the devastating incident underscores the need for continuous safety checks and follow-up actions

While investigating the “Miracle of the Hudson” plane crash in 2009, it revealed that the US aircraft flew directly into a flock of birds shortly after takeoff from New York’s LaGuardia Airport. This resulted in both engines losing, but the plane had gained enough altitude to glide. The pilots were able to ditch the Airbus A320 in the Hudson River between Manhattan and New Jersey, with all on board surviving

As for the AI-171 crash in Ahmedabad last week, which killed 242 passengers on board, the investigation team is trying to retrieve clues to establish the cause behind the tragedy. So far, a conclusive answer is yet to be derived. Industry experts say that irrespective of the findings, the devastating incident underscores the need for continuous checks and follow-up actions.

“Following the unfortunate tragedy in Ahmedabad, the Directorate General of Civil Aviation(DGCA) has taken precautionary steps. The DGCA has reportedly instructed Air India to carry out thorough maintenance procedures on its 789-8/9 aircraft fitted with GEnx engines, in coordination with regional DGCA offices, informs Jaideep Mirchandani, Group Chairman of Sky One.

He also highlights the need for clear crisis communications and stricter protocols across the board. “A one-time comprehensive inspection should be made mandatory for all aircraft before departure. Take-off parameters should be reviewed each time, not just periodically. Introducing a regular “flight control inspection” routine would add an extra layer of security,” he adds.

Mr  Mirchandani says that crises can impose psychological strain upon various stakeholders in the aviation sector, including authorities. “Most of the pressure will be felt by pilots. the intricate and stressful nature of their work makes it crucial for pilots to receive support and refresher training sessions. These can include scenario-based training, which exposes them to difficult and realistic situations. Full-motion simulator training. where they experience various condition-from extreme weather to system faults, engine failures to hydraulic leaks-is important, “he adds.

In his opinion, emergency drills should be a regular part of the training routine, especially before pilots are assigned heavy-duty responsibilities. Instead of relying solely on traditionally scheduled inspections and post-incident repairs, airlines can adopt advanced measures like AI-based predictive maintenance techniques to identify early signs of technical issues before they escalate, he adds.

“We must remember that even though aircraft are considered among the safest and most reliable modes of travel, it doesn’t mean safety procedures can be overlooked. At times, technicians may grow complacent and skip essential checks. Also, every time a mishap occurs, there’s a knee-jerk reactions, but eventually the urgency fades and follow-ups slow down-something that needs to be addressed,” concludes Mr.Mirchandani.

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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.