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Aviation 2030: issue 2

The second in our "Thriving on disruption" series

Pandemics and economic downturns expose the volatility of the aviation sector. In late 2019 KPMG’s Global Strategy Group released Aviation 2030 – the first in a series on the implications of long-term technological and consumer-led disruption in the aviation sector.

2020 then brought us the most severe recession for global aviation since the sector’s commercial rise in the 1950s. Understandably, the impact of COVID-19, including travel restrictions, has dominated short-term commentary.

In the second publication of the series, we seek to place COVID-19 in longer-term context and also evaluate the potential implications of air taxi ports and revolutionary plane design. We do this through the lens of six key player types:

  • OEMs (original equipment manufacturers) and their supply chain
  • Lessors
  • Operators
  • MROs (maintenance, repair and overhaul (organizations))
  • Airports
  • ANSPs (air navigation)

Aviation 2030: issue 1

The first in a series on disruption in the aviation sector

Major disruption is promised by a range of powerful new technologies and public pressure. Players that turn these trends to their advantage have the opportunity to reshape the industry. In Aviation 2030, we survey the landscape of the aviation industry, looking forward to the next decade and beyond.

What are the trends likely to impact the key players of the aviation sector? In this report, we outline three key disruptive forces that the sector must grapple with.

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