INTERNATIONAL JOURNAL FOR RESEARCH & DEVELOPMENT IN
TECHNOLOGY
An Aviation Industry Overview: Maintenance, Repair and
Overhaul (MRO) Strategies and Fundamentals in India
__________________________________________________________________________________________
Balaji K1,Prashant Sanjay Patil2
1
Assistant professor,2Student, Anna sahib Dange College Of Engineering And Technology, Ashta,Maharashtra
Abstract:The purpose of this paper is to present the
maintenance, repair and overhaul (MRO) and aviation
industry literature review inn India, providing insights
related to strategies of MRO business models. The
fundamentals of MRO services and the aviation industry
have been identified through an extensive literature review.
By this study it is intended to explore the Aircraft
Maintenance Program as an element of Continuing
Airworthiness Management (CAM). The objectives are: to
present the methodology of AMP construction in accordance
with the requirements of Continuing Airworthiness; to
present the interrelation between the AMP and the other
areas of Continuing Airworthiness; to demonstrate the
importance of the AMP for the CAM. The literature provides
an overview and detailed breakdown of way the Indian
aircraft maintenance industry is structured, its changing
place within aviation and its links to the wider aerospace
industry. This review focuses on the global picture and the
role of the major airlines, and broad view of the Indian
aircraft maintenance industry.
Keywords: Continuing Airworthiness Management (CAM);
Aircraft Maintenance Procedures(AMP); Maintenance,
Repair and Overhaul (MRO)
1.Introduction
Maintenance, repair and overhaul (MRO) in the aeronautical
industry is a complex process that has strict and precise
requirements defined by airworthiness authorities to guarantee
the safety of passengers and aircrew. Billions of dollars are
spent by airlines every year to comply with such
requirements, which represent a relevant portion of their total
operational costs. Despite the extensive market and process
knowledge, MRO service is a world relatively unexplored by
Aircraft Original Equipment Manufacturers (OEMs), such as
Airbus, Boeing, Bombardier, Embraer, Gulfstream and others.
40
Volume-8,Issue-4(Oct-17)
ISSN (O) :- 2349-3585
Usually, contracts negotiated with System Suppliers are
focused on the aircraft development and production, and they
fail to take advantage of relevant aftermarket business
opportunities. Due to the restrictions to certify an aircraft, the
aeronautical supply chain base is very limited. Basically,
system suppliers not only provide system/parts to the aircraft
OEMs but also to their competitors as sub tier suppliers. This
restricted suppliers‟ availability, if compared to, for example,
the automotive industry, negatively impacts the negotiation
results. In fact, OEMs are not alone in being affected by the
lack of stronger commercial agreements covering MRO. To
illustrate, the spare part prices paid by airlines, business jet
owners and governments are significantly higher than the
production prices, reflecting an expressive MRO cost for those
organizations. Looking for opportunities to reduce costs and
be more competitive, airlines are partially or fully outsourcing
their MRO activities to repair shops, system suppliers and
eventually aircraft OEMs. To help companies and the
academic community better understand the above scenario,
this paper presents the fundamentals of MRO and the
aeronautical market. Then, airlines‟ MRO outsourcing
business models are identified and discussed. Finally, a
SWOT (strengths, weaknesses, opportunities and threats)
analysis is developed to examine the MRO business models‟
strategies from the perspective of airlines, aircraft OEMs,
system suppliers and repair shops.
1.1.The global MRO industry
Publicly available estimates prepared jointly by the CAVOK
consultancy (formerly Oliver Wyman) and the US
Aeronautical Repair Stations Association (ARSA) indicate
that the world civil non- general aviation (GA) maintenance
repair and overhaul (MRO) industry at the beginning of 2015
consisted of some 4,743 businesses, almost 80% of them
SMEs. It employs a total of 378,762 persons, 73% of them
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Paper Title:-An Aviation Industry Overview: Maintenance, Repair and Overhaul (MRO) Strategies and Fundamentals in
India
classified as ―technicians‖, presumably meaning highly skilled
workers with similar qualifications to an Indian aircraft
maintenance engineer (AME). In turn, roughly one in five of
the technicians is ―certificated‖, i.e. licensed in Indian
terminology. The global value of the industry was estimated in
early 2015 at $US 67.1 billion of which the largest
contribution came from engine maintenance, representing
41.6%. This was followed by heavy maintenance at 21.6%,
with component and line maintenance at 18.5% and 18.3%
respectively. In terms of employment, component
maintenance accounted for 325,408 workers across the supply
chain, of whom 238,760 were technicians. Heavy maintenance
employed 300,489 (220,282 technicians), engine maintenance
282,648 (206,901) and line maintenance 94,690 on-site and
10,415 in the supply chain. From these disaggregated figures
(which add up to just over a million, around two thirds of them
technicians) it is clear that most workers in the industry
worked either across two or more specializations, especially in
the case of the technicians, or else in parts of the supply chain
rather than in an actual maintenance facility. Three
International Civil Aviation Organization (ICAO) regions,
North America, Western Europe and Asia-Pacific, dominated
the world market in 2015 with just over 70% of the demand.
On the supply side, the United States (US) alone accounted for
an estimated 85% of the world‘s MRO businesses, 57.6% of
direct employment in MRO, and 51% of the world‘s
technicians, though North America as a whole represented
only 25% of world demand. However, while MRO services
accounted for 75% of domestic employment in the sector, they
contributed only 43% of the total value added the balance
being made up by parts manufacturing and distribution with
only a third the number of employees. Today the only
category which is still dominated by the airlines is line
maintenance, where the more regular checks do not lend
themselves to systematic offshoring (as opposed to on-the-spot
work at some stopping point along an international route).
Consequently some 80% still takes place on the airline‘s own
premises, but even there, the great majority of the work is now
done under contract, either by subcontractors working directly
to the airline, or by independent MRO businesses. Despite the
41
well-publicized outsourcing of heavy maintenance over
several decades, on average around half of this category is still
carried out in house, though airlines working solely on their
own fleet account for only 28% of all work. Those airlines
which have broadened their capability sufficiently to offer
their services to other carriers are generally better placed to
handle their own in-house maintenance because of the
economies of scale they can achieve, and have managed to
hold or capture another 22% of the market. Independent
MROs and third-party services provided by other airlines or
their specialised maintenance subsidiaries together account for
just over 40%.
1.2.Future growth predictions
The FAA report predicts that world MRO activity will grow at
an average compound annual growth rate (CAGR) of 4.1%
over the next ten years, passing the $100 billion mark in US
dollar values in or around 2024. However, the growth pattern
will be uneven across the segments, with engine maintenance
leading at 5.1% CAGR and heavy maintenance growing at
only 1.4% annually. By 2025 engine maintenance will make
up 56% of the industry by value, with heavy maintenance
losing around 1.5 percentage points of share. Among the
major regions, Asia-Pacific is predicted to show the highest
growth rate at 5.6% annually. By 2025 it will have just passed
Western Europe, where annual growth is expected to be
around 3%. However, the highest growth rates are likely to be
found in individual countries – within the broader Asia-Pacific
region, India should grow at over 12% a year, and China at
8.6%, doubling its market size over the ten years, as will Latin
America and the Middle East. The FAA consultants do not
provide forward projections for shares of the supply side, but
it seems reasonable to expect that the balance will shift
gradually in favour of the regions and countries showing
strongest growth in demand, as the OEMs establish offshoots
and partnerships to give themselves an on-ground presence in
the most important markets. However, the India is likely to
take back a higher proportion of its own heavy maintenance
(possibly as much as 30% of the work currently done
offshore) as a continuing compression of wage rates between
the US and traditionally low-wage countries reduces or even
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Paper Title:-An Aviation Industry Overview: Maintenance, Repair and Overhaul (MRO) Strategies and Fundamentals in
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eliminates the savings which American carriers currently
achieve by offshoring their maintenance.
Figure 1: Total world value of MRO by segment, 2015–
2025
2.MRO Growth In India:
Aircraft maintenance is classified in India as part of the
Aircraft Manufacturing and Repair Services industry, on the
basis of similarity in the production function between the
original manufacture and subsequent overhaul of aircraft and
components. Aircraft maintenance work also has a strong
technical and professional component, as indicated by the
Indian occupational classification ―(Aircraft Maintenance)
Engineers‖. Overseas job titles such as Technician and
Engineer signal both theoretical understanding and a
professional ethic of integrity and independence in upholding
safety standards. Figure 2 identifies the following types of
Indian organisations in which aircraft maintenance, repair and
overhaul (MRO) work is carried out directly, and elements of
the supply chain to which this work contributes, or on which it
draws.
Figure 2: Strategic linkages – Indian aircraft maintenance
industry and its relationships
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2.1 Third Party MRO’s:
The stand-alone Maintenance Repair and/or Overhaul
organisation (MRO) has long been the model for maintenance
in the GA sector. In other aviation sectors, the number and
range of stand-alone third party MROs in India has grown, as
part of a global trend.Third party MROs operating in India
may service aircraft components or whole aircraft, and may be
generalists or specialise according to group, category or type
of engine, airframe or avionic system. Some have one site;
others operate across a range of ports, and their clients may
range from local to international air operators. Some provide
maintenance to clients across the civilian airline, Defence or
general aviation (GA) sectors. They range from completely
independent businesses to tied contractors, with links either
forward to aviation clients or backward to manufacturers of
aircraft or components. Some supply one-off installations,
upgrades or emergency repair/replacement services; others
provide regular maintenance checks and repair/overhaul for a
smaller range of regular clients. Some are multi-faceted,
combining MRO work with their own air operations, whether
regular public transport (RPT), charter or aerial work. Several
tender for a succession of large-scale, long-term contracts with
airlines, air service providers, aircraft leaseholders, or Defence
arms, whether supplying ongoing airworthiness and
maintenance management for whole fleets, or working on
specialised projects such as the design and installation of
integrated systems, or intensive fleet conversion and
refurbishment projects. The 262 MROs that we were able to
identify in the GA sector in 2014 are the reason that GA
operators remain flying. Their role is so critical to regional and
rural infrastructure that some regional and rural airports and
local government authorities have provided infrastructure and
direct employment to support local hangars, workshops and
licensed engineers.
2.2 Counts of civilian aircraft, classified by weight and age:
One indicator of the demand for MRO services is a count of
VT aircraft on the DGCA register. Sorting these aircraft by
size and age provides a clearer indicator of demand, based on
generations of technology and also of cycles of demand for
heavy maintenance overhaul.Determining which of the 11,300
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Paper Title:-An Aviation Industry Overview: Maintenance, Repair and Overhaul (MRO) Strategies and Fundamentals in
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aircraft on the DGCA register in August 2015 should be than those in DGCA‘s range for GA (681–5,700 kg). An
included in such a count, and how they should be classified, unknown number of other aircraft on Recreational Aircraft of
required a number of judgments that may influence the India (RA Ind) registration category of up to 680 kg MTOW
conclusions drawn. Our count was based on numbers and were however not counted. Table 1 provides a breakdown of
types of engines and so automatically excluded 1,390 gliders the age structure of the commercial fixed wing fleet – that is,
and manned balloons. It was also based on MTOW (maximum international, main-route domestic and regional RPT and
take-off weight), and included 1,443 aircraft weighing less freight aircraft.
Table 1: Commercial fixed-wing fleet on DGCA register, August 2015, by age:

Age in August 2015 and year range of manufacture

MTOW and Examples 11–20 Type

engine 0–5 yrs 6–10 yrs yrs >20 yrs Total in
group
configuration (2010– type
(2005– (1995– (before as
2015) group
2009) 2004) 1995) %
of
Over 100,000 A330, A380. B777, 31 fleet
22 25 7 85 8%
kg turbofan B787
% in age range 36% 26% 29% 8% 100%

50,001 –100,000 kg A320, B737, B717, 116 79 70 10 275 27%

turbofan Embraer 190
% in age range 42% 29% 25% 4% 100%

20,001–50,000 kg Fokker F28; BAE

turbofan/turbojet /Avro, Bombardier 5 12 31 58 106 20%
– BD-700
% in age range 5% 11% 29% 55% 100%

20,001–50,000 kg Bombardier
DHC8- 402; ATR; 25 20 3 15 62 12%
turboprop
Fokker F27
% in age range 40% 32% 5% 24% 100%

20,001–50,000 kg 0 1 0 5 6 1%
piston Fokker SP-2H
% of type group 27% 83% 100%

5,701–20,000 kg Learjet, Cessna 2 21 32 52 107 10%

turbofan CC, Bombardier
% in age range CL-600 2% 20% 30% 49% 100%

5,701 –20,000 kg DHC-8-102 /315,

SAAB, 10 10 91 114 225 22%
multi turboprop
Embraer EMB-
% in age range 120 4% 4% 40% 52% 100%

5,701–20,000 kg 25 8 27 3 63 6%
single turboprop Air Tractor 802
% in age range 40% 13% 42% 5% 100%

5,701–20,000 kg Cessna CC, Hawker 0 0 1 36 37 4%

single/multi piston Beechcraft
% in age range 3% 97% 100%

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Paper Title:-An Aviation Industry Overview: Maintenance, Repair and Overhaul (MRO) Strategies and Fundamentals in
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Totals 214
Age range group as 22%
% of total
• There were 75 wide-bodied international route aircraft such
as the Airbus A330 and A380 and the Boeing B777 and B787
Dreamliner; of these, 36% were less than 5 years old and 62%
had been manufactured since 2005;
• There were 275 aircraft in the domestic main route fleet of
aircraft such as the A320 and B737 and the smaller B717s
used on lower-volume Mumbai and Delhi flights; of these a
quarter had been built since 2010 and 42% since 2005; some
also used for flights to Dubai and Asia-Pacific ports within
range;
• Of the regional fleet of 106 turbofan aircraft in the 20,001–
50,000 kg MTOW range, fully 84% were at least 11 years old.
On the other hand, of the 62-strong regional turboprop fleet;
used for economy on shorter routes and typically seating 60–
100 passengers, 75% were less than 10 years old,
predominantly Dash-8s, and the 15 post-2010 ATRs operated
by Virgin; The term ―commuter‖ – a Certificate of
Airworthiness category— describes the 5,701 to 20,000 kg
MTOW category in passenger transport. It encompassed
viable regional routes using Embraers and Boeing seating up
to 30 and the Rex fleet of 50 SAAB turboprops, all around 20
years old. The lower end included RPT and other passenger
Table 2: General Aviation fixed wing aircraft in the DGCA register, August 2015, by category and age:
44
173 280 300 966 100%
18% 29% 31% 100%
operations not regularly scheduled but publicly accessible.
Such services used smaller aircraft seating around 9–12.
Responding to rural demand for scheduled services based on
aircraft with under 9 seats, currently debarred by air safety
regulations from RPT operation, DGCA in 2014 signalled a
new combined RPT/charter category, ―passenger transport
activities‖. Such aircraft would need to be maintained by Part
145 maintenance organisations.
Table 2: provides an estimate of the Indian GA fleet, drawn
from the DGCA database. Much GA sector MRO work is
focused on ensuring the continued airworthiness of pre-1995
single-piston aircraft. Such work is important in its own right
for rural and regional infrastructure, including freight and
logistics, emergency fire services, oceanographic work, and
medical services. GA maintenance calls for the
resourcefulness, trouble-shooting skills and breadth of
understanding to work across a range of aircraft types.
Historically, GA as served as a training ground for other
aviation sectors, including in deep maintenance and aircraft
refurbishment. There is also a need for renewal, if GA is to
play the vibrant role in regional development that it plays in
the United States (US).
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Paper Title:-An Aviation Industry Overview: Maintenance, Repair and Overhaul (MRO) Strategies and Fundamentals in
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Table 3: Helicopters on DGCA register, August 2015, by MTOW, configuration and age:
Age in August 2015 and year of manufacture (Number and % in age range)

MTOW Engine 0-5 yrs 6 to 10 yrs 11 to 20 21 to40 >40 yrs Type

configuration (2010– (2005– yrs yrs (pre- group as
2015) 2009) (1995– (1975– 1975) Total % of total
2004 1994

36 14 1 16 0 67 9%
>5,700 kg
Multi 54% 21% 1% 24%
Up to 5,700 turboshaft 15 35 39 103 1 196 62%
kg
8% 18% 20% 53% 1%
Single 55 62 57 273 94 541 9%
turboshaft
All <5,700 10% 11% 11% 50% 17% 3%
kg Single 255 443 306 234 92 1330 62%
piston/diesel
19% 33% 23% 18% 7%
361 554 403 630 187 2,135 100%
Total
17% 26% 191%9 % % 100%
30 9
―Renewal rate‖ indicators are thus more meaningful at sector and aerospace
3%0 sectors
%9 identified above could help retain the
level than as measure of aggregate maintenance demand widest possible pool of skilled workers, minimising skill
across sectors. Table 3.4 and Figure 3.2 use a renewal rate wastage; and provide a buffering amidst industry
indicator based on aircraft aged 0–5 years to show that the restructuring. It could potentially contribute to a deepening of
highest rate of new aircraft acquisition over the past five years technical and process management skills, based on contextual
has been in domestic main-route airlines. Figures 3.3 and 3.4 understanding of the industry, resulting in innovation through
provide further breakdowns of the aircraft categories with the cross-fertilisation of techniques and ideas. The question of
highest percentages of aircraft under 10 years old and over 20 aircraft maintenance career paths was explored in 2012, when
years old. the project team surveyed a convenience sample of aircraft
Regional turboprop = 20,001 to 50,000kg MTOW (From table maintenance engineers (AMEs) and licensed aircraft
1 to 3) maintenance engineers (LAMEs) and received 708 responses,
of which 697 contained usable answers to career path
questions. The responses revealed some internal career paths,
as well as ease of re-entering main MRO occupations after
time out, and a degree of mobility across the areas identified
above. Some skill wastage was also indicated, with scope for
greater alignment between aeroskills and manufacturing skills.
Table 4 provides a broad indicator of individuals‘ movements
along internal and external career paths within

Figure 3: Categories with highest percentages of aircraft aviation/aerospace, by comparing their first job with their

less than ten years old most recent job. For almost all of the respondents there was

3.Career mobility and skill transfer within and across some form of career progression within aviation. The majority

aviation and aerospace sectors: of respondents, 96%, reported starting their aviation careers as

Mobility of individual workers within and across the aviation LAMEs, AMEs or apprentices with over half, 61%,

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Paper Title:-An Aviation Industry Overview: Maintenance, Repair and Overhaul (MRO) Strategies and Fundamentals in
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progressing to become licensed aircraft maintenance respondents either remained un-licensed or had let their
engineers. A further 17% of respondents had progressed into licenses lapse and less than 2% of respondents moved from
roles in management, as professionals, in operations management, professional, operations management or
management or as supervisors. In contrast only 20% of supervisory roles to either LAME or AME.
Table 4: Career pathways – Indian maintenance engineers surveyed 2015
Most recent job in
aviation

Professional*
Aviationother

Operations
Apprentice

Supervisor
First job in

Totalvalid
Manager

Manager
Aviation
LAME
aviation

AME
Apprentice 0 0 16 106 19 14 15 10 180
Aviation other 0 0 2 2 1 0 0 0 5
AME 1 1 120 128 9 5 12 9 285
LAME 0 0 4 157 1 2 7 5 175
Supervisor 0 0 1 3 6 0 0 0 10
Operations
0 0 0 0 0 2 0 0 2
Manager
Professional 0 0 1 2 0 0 1 3 7
Aviation Manager 0 0 0 2 0 0 1 1 4
Total valid 1 2 144 399 36 23 36 28 669
Table 5 shows respondents‘ mobility between sectors of the with another 13% each moving to other airlines or
aviation industry by comparing the sector of their first aviation independent MROs. Table 5 reflects impacts of the expansion
employment to that of their most recent. One third of in stand-alone MROs. While fewer than 3% of respondents
respondents, 33%, both started and finished their career with had started their aviation careers in the independent MRO
Air India with an additional 20% beginning and ending their sector, nearly 9% were working for independent MROs in
careers in airlines. Overall, 61% of respondents had started 2012. They had come mainly from other Indian main route
their aviation careers with airlines, 37% with Air India. At the airline operators (20%), GA/ helicopter operators (32%), or a
time of the survey in 2012, 73% of respondents were working defence facility (32%). In terms of occupational mobility into
for airlines, with over 60% working for Air India. Over 18% and out of aviation, the survey responses provided mixed
of respondents had started their aviation careers in Defence, evidence. Qualifications allowed a return to the
with all but one respondent having moved into civilian occupation/industry, and some movement into other
aviation. While 28 respondents had started in aviation working technician/trade areas, but there was also some evidence of
for an OEM or OEM distributor/afterservice provider, only skill wastage. Only half of the 161 respondents (23%) who
two had remained in that role, most moving to employment stated that they had left aviation at some point in their career
with Air India. Movement into and out of GA/helicopter had actually made a clean break to another role. Of the 85
appeared relatively fluid. About 11% of respondents had respondents who recorded their work history outside of
started their careers in the sector with 10% being employed in aviation only six had not returned to aviation. Most of those
the sector in 2012. About one third of respondents working in who had left (86%) had been employed as apprentices, AMEs
GA/Helicopter had both started and continued to work in the or LAMEs prior to leaving. Of these, 51% had been able to
sector, a third had started in GA and ended up at Air India, redeploy their skills as technicians and trades workers while

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Paper Title:-An Aviation Industry Overview: Maintenance, Repair and Overhaul (MRO) Strategies and Fundamentals in
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8% worked as machinery operators and drivers, 16% went into
labouring jobs and 8% went into community and personal
service, and 8% into sales. Very few had found work as
managers or professionals outside aviation. In terms of the
main industries in which aviation leavers found work, one
third moved into manufacturing (transport equipment
manufacturing such as boat manufacturing or fabricated metal
product manufacturing). Another third went into construction,
transport, postal and warehousing, and retail trade, and 7%
into the category ―other maintenance service‖ (eg automotive,
machinery and equipment repair and maintenance). The main
Table 5: Sectoral mobility – Indian maintenance engineers surveyed 2015:
4.Conclusion:
MRO work is located both within the aerospace industry and
the aviation industry, and is also, via the role of OEMs and
contractors, spanning the Defence/civilian divide. Logistics
work —particularly the ferrying of parts accompanied by
mobile maintenance engineers — embodies the dividing line
between aerospace and aviation.
Increasingly, maintenance, repair and overhaul work may be
47
reasons given for leaving aviation included retrenchment
(45%), better work opportunities elsewhere (44%), and
dissatisfaction with conditions (42%).Over three-quarters
found their qualifications and experience ―of some use‖ in
gaining and carrying out their new job, although the number
finding these ―very useful‖ was lower, at around one-third. It
is notable that 47% of all industry leavers returned to work
with airlines. Air India had the highest attrition rate, with 14%
of those leaving aviation coming from Air India, but also
employed the largest share of those returning to aviation (26%
of all industry leavers).
performed in a range of ways:
• In house by international, domestic, regional and charter air
operators;
• In dependent or independent contractor arrangements,
including in the GA sector by MROs carrying out charter or
aerial work;
• In stand-alone specialist or generalist MROs;
• By OEMs or their agents or Tier 1 suppliers, either on an
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independent contract basis or under through-life service 4. Airbus Group (2014), ―Airbus Group arrives in India‖
arrangements. http://www.airbusgroupap.com.au/airbus-group- arrives-in-
India/.
5. Airbus Group Asia Pacific (2015), ―Airbus Group‖,
http://www.airbusgroupap.com.au/ Aircraft Composites Asia
(2015), ―ACA: Aircraft Composites Asia‖,
6.http://www.aircompaust.com/.
7.Airline Industry Update (AIU) (2014), ―Airline Update‖,
International Airline Industry Directories. World MRO
directory. http://www.airlineupdate.com/index.html.
8.Airliners.net.au (2015), ―Aircraft and Technical Data and
Specifications‖, http://www.airliners.net/aircraft- data.
9.AlMajed, Z. (2009), ―Abu Dhabi: The Middle East‘s
Figure 5: Emerging industry locations of MRO work
Industrial Future is ‗Up in the Air‘‖, International Airport
Figure 5 seeks to represent the importance of education and
Review, 13(4): 30-32.
training in the emerging MRO industry. It suggests:
10.Andersen, J. (2015), ―Aviex Closure Claims 15 Jobs‖,
• The importance of harmonising civilian and Defence
Townsville Bulletin, 27 August,
Approved Maintenance Organisation recognition processes, as
http://www.townsvillebulletin.com.au/news/townsville/aviex-
well as licensing procedures and requirements, because of
closure-claims-15-jobs/story- fnjfzsax-1227500386152.
increasing reliance on a common aircraft platform , because of
11.Andrews, M. (2015), ―Chinese Cities look to Airports for
the role of OEMs and contractors in providing MRO services
Growth‖, Nikkei Asian Review 28 July.
and training to Defence arms, and to enhance workforce
http://asia.nikkei.com/Politics-Economy/Economy/Chinese-
mobility;
cities-look-to-airports-for- growth?page=1.
• The need for a stronger articulation between manufacturing
12.Argyris, C. and D. Schön (1996), Organizational Learning
and maintenance training, and for ensuring access to relevant
II: Theory, Method and Practice, University of Michigan:
training for employees of stand-alone MROs as well as
Addison-Wesley.
maintenance staff employed by airlines or working in Defence
13.Ashworth, P. and J. Saxton (1990), ―On ‗Competence‘‖,
industries;
Journal of Further and Higher Education, 14(2): 3- 15.
• The potential for bringing together flight and crew training
14.Asia Aerospace City (AAC) (2015), ―Homepage‖.
and maintenance training as an education export industry.
http://www.asiaaerospacecity.com.
5. References:
15.Asia-Pacific Defence Reporter (APDR) (2011),
1. Aeronautical Repair Stations Association (ARSA) (2013),
―Queensland: An Asia-Pacific Aviation and AerospaceHub‖,
Global MRO Market Economic Assessment,
21,July,http://www.asiapacificdefencereporter.com/articles/16
http://arsa.org/wpcontent/uploads/2013/04/2013MROStudy.pd
4/Queensland-An-Asia-Pacific- aviation-and-aerospace-hub.
f.Aerospace NDI Pty Ltd (2015), ―Website‖,
16.Directorate General Of Civil Aviation India Airworthiness
http://www.aerospacendi.com.
Standards, Rules And Regulations
2.Aerovalley Holdings (2015), ―What We Do‖,
17.Civil Aviation Rules And Regulations CAR-145, CAR-66.
http://www.aerovalleytechnologies.com/index.php/what-we-
do/.
3. Airbus (2014), ―Commercial Aviation Accidents 1958-
2014: A Statistical Analysis‖. Airbus.

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