Airline Economics, Manufacturing and Engineering in Focus at GE India Summit

GE Aerospace organised the event at a time when increased collaboration with Indian companies is going to play a transformational role. Its engagement with different stakeholders such as Indian airlines, manufacturing partners, suppliers and engineering teams is at the core of this transformation effort.

“India’s commercial aviation growth is one of the fastest in the world, and today’s report shows that our commitment here goes far beyond selling engines,” said Vikram Rai, CEO, South Asia, GE Aerospace.

“It’s in the components machined in Pune, the innovation in Bengaluru, and our trusted customers, who are building the next generation of India’s aerospace industry. As India works towards its Viksit Bharat ambitions, doubling our spend to grow the supply chain ecosystem will help meet the growing demand.”

Rai said over 1,400 commercial engines from GE Aerospace and its joint ventures were currently in service in India, with more than 3,200 engines expected to be delivered in the next 10 years. Approximately nine out of every 10 aircraft delivered to Indian airlines over the next decade will be powered by GE Aerospace or its joint ventures.

The discussions placed these requirements in the context of a rapidly expanding aviation market, where fleet growth and rising demand must be matched by reliable aircraft and engine support, stronger supplier capabilities and deeper participation in aerospace technology development.

While Air India is looking to capture a greater share of international long-haul traffic, IndiGo sees opportunities in smaller cities and underserved routes, and Akasa Air has emphasised operational reliability as it expands. The perspectives from manufacturing and engineering leaders add another dimension to the question of how India can translate its aviation growth into a more competitive position in the global aerospace value chain.

Akasa Air stresses sustainable expansion

Priya Mehra, chief of governance and strategic acquisitions at Akasa Air, emphasised that airline expansion should not be measured solely by the number of aircraft ordered. She highlighted network planning, aircraft utilisation and dependable daily operations as important considerations for sustainable growth.

Mehra underscored the importance of support from aircraft and engine manufacturers. Aircraft availability, engine performance and technical assistance affect an airline’s ability to maintain schedules and deliver a consistent passenger experience. She highlighted the importance of long-term relationships between airlines and manufacturers, particularly for carriers expanding their fleets and networks. 

Air India seeks a greater share of international traffic

Nipun Aggarwal, chief commercial officer of Air India, identified international long-haul travel as a significant opportunity for Indian carriers.

He estimated that the long-haul market accounted for approximately 25–30 million passengers annually, while Indian airlines captured less than 20% of that traffic. Air India’s strategy, he said, involves increasing wide-body capacity and improving direct international connectivity. Greater availability of nonstop services could enable more passengers to travel directly from India rather than connect through overseas hubs.

Aggarwal acknowledged that operational disruptions and airspace restrictions could affect near-term performance, while expressing optimism about the market’s longer-term potential.

He also raised concerns about airline economics, citing high operating costs and limited local maintenance options. He called for competitive pricing, reliable technical support and greater recognition of the scale of Indian demand by aircraft and engine manufacturers.

Aggarwal argued that the benefits generated by large aircraft orders and business volumes should be reflected more substantially in India, rather than accruing primarily to overseas suppliers.

IndiGo identifies opportunities in smaller cities

Aloke Singh, chief strategy officer of IndiGo, highlighted the importance of connectivity between metropolitan centres and smaller Indian cities, as well as routes linking smaller cities directly. He also spoke on opportunities in short-haul international and medium-haul markets. Longer-range aircraft, including the Airbus A321XLR, could enable airlines to operate direct services on routes that may not be practical with conventional narrow-body aircraft.

Singh suggested that improved connectivity could stimulate demand, particularly in underserved markets. He also referred to changing passenger expectations, including demand for differentiated products and premium seating.

Workforce and supplier capabilities

Vishwajit Singh, managing director of GE Aerospace’s Pune facility, highlighted workforce development, operational discipline and supplier capability building in the context of India’s ambition to become a globally competitive aerospace manufacturing hub.

His observations focused on the importance of manufacturing processes and organisational practices in delivering components consistently. Aerospace manufacturing requires close attention to quality and reliability, making workforce skills and operational discipline important considerations.

Vamsi Vikas Ganesula, managing director of Raghu Vamsi Aerospace Group, highlighted the importance of long-term relationships between original equipment manufacturers and their suppliers. He emphasised precision, quality and trust, noting that these are built over time through manufacturing processes and individual components. His perspective highlighted the importance of maintaining quality as production volumes increase. The two manufacturing perspectives addressed different aspects of supplier development: the systems and workforce required for consistent production, and the relationships needed to sustain quality and reliability.

Engineering and technology development

Shilpa Gupta, chief technology officer for India at GE Aerospace, highlighted the contribution of the company’s Bengaluru engineering teams across the product lifecycle. She referred to work spanning research, design, certification, digital technologies and in-service support.

Gupta also highlighted collaboration with organisations such as Hindustan Aeronautics Limited (HAL), alongside the importance of developing engineering talent and research capabilities over the long term. She mentioned the range of engineering activities undertaken in India and the importance of strengthening domestic technical expertise. 

Economic impact and industry participation

Rajnish Gupta, partner in EY India’s Tax and Economic Policy Group, presented findings from an economic-impact report. His presentation addressed aviation’s wider economic contribution and the industrial requirements associated with aerospace manufacturing.

The event’s published speaker list also included representatives from Tata Advanced Systems, the Ministry of Civil Aviation, HAL and Invest India.

The speakers included Rajnish Gupta, Partner, Tax and Economic Policy Group, EY India; Ganesh Raj, Partner, Tax and Regulatory Services, EY India; Banmali Agrawala, Chairman, Tata Advanced Systems Limited; Priyanka Das, Joint Secretary, Ministry of Civil Aviation; Sisira Dash, Group Chief Strategy Officer, Engineering, Air India; Jayakrishnan S., Chief Executive Officer, Bangalore Complex, Hindustan Aeronautics Limited (HAL); and Vinod Subramanian, Vice President (Technology Sectors), Invest India.