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Written by Mototok on April 12, 2018 // 2:30 PM

MRO BUSINESS MODEL: A COMPREHENSIVE GUIDE

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Maintenance, Repair, and Overhaul facilities, known in the vernacular simply as “MROs” are a major gear in the cog which
keep airplanes in the air safely and reliably. But what exactly goes into an MRO? Or more broadly, what are the di!erent
types of MROs and MRO business models, and how do they di!er? This comprehensive guide to MRO business models
sets out to research and explain the nuance of MROs.

DIFFERENT MRO BUSINESS MODELS: 31 FLAVORS

:
Okay, this is not a famous ice cream shop chain and there are not exactly 31 di!erent types of MROs. But there are six
(http://www.sbtdc.org/pdf/aircraft.pdf).

The de"nition of an MRO covers a broad swath of industry territory in aviation maintenance circles. Any facility which
engages in and conducts aircraft maintenance professionally falls under the broad umbrella of an MRO, although
their speci"c business models vary considerably. Here are the six di!erent models commonly seen throughout the world:

MAJOR AIRLINES

The segment of the civilian MRO market which has the biggest market share (https://www.bls.gov/ooh/installation-
maintenance-and-repair/aircraft-and-avionics-equipment-mechanics-and-technicians.htm) of mechanics and technicians,
with roughly 66% of aviation technicians working for commercial airlines.

There is no speci!c business model for MROs owned by commercial air carriers because they exist solely to support
the #eet of their owner. In fact, the largest commercial MRO facility (https://airwaysmag.com/best-of-airways/inside-
worlds-largest-airline-owned-maintenance-engineering-base-american-airlines-tulsa-2/) in the world is owned and
operated by American Airlines in Tulsa, Oklahoma.

These monstrosities are generally located at an airline’s major hub in such a way that it is advantageous to the
organization as a whole, much like the Qantas MRO (http://www.mrobusinesstoday.com/qantas-unveils-new-aircraft-
maintenance-facility-at-los-angeles-international-airport) recently opened at LAX. While LAX is not their main hub, it
made the most sense because they could perform maintenance there while the aircraft and crew were on mandatory
dwell time on location.

MROs owned and operated by airlines provide all services from minor repairs and servicing, to isochronal inspections, to
full-scale depot-level overhaul and repair.

While MRO facilities owned by major airlines generally do not subcontract work for competing airlines, it does not
mean they steer away from it entirely. Some parts are so obscure, costly, or just di$cult to come by that it makes no sense
for a private MRO or the manufacturer to stock them. United Airlines United Technical Operations
(https://www.unitedtechops.com/mro/parts-leasing.php) facility holds a stock of components which they readily lease to
other airlines on request.

REGIONAL AIRLINE MRO FACILITIES

Regional airlines abide by the same federal standards as their larger brethren regarding inspection and repair cycles, both
abiding to 14 CFR Parts 91, 119, 121, 125, 129, 135, and 136
(https://www.faa.gov/about/o$ce_org/headquarters_o$ces/avs/o$ces/afx/afs/afs300/afs330/) standards in the U.S.

Repair and inspection costs are not dramatically di"erent between the aircraft used by regional operators vice those
used by major airlines, and while pro"t margins for regionals tend to be slightly higher
(http://www.oliverwyman.com/content/dam/oliver-wyman/global/en/2016/jan/oliver-wyman-airline-economic-analysis-
2015-2016.pdf) than the majors, their infrastructure budgets are not as deep and often their #eets are smaller.

These smaller out"ts have become creative in mixing and matching services (http://aviationweek.com/awin/regional-
carriers-mixing-mro-models) to stay in the black for maintenance and repair costs. Many regional carriers even breakdown
repairs on systems (i.e., engines, avionics, etc.) and contract between in-house work and subcontracted work by the level
of maintenance required. Line checks and minor isochronal are often performed by airline employees at airline-
owned maintenance centers, while higher-level repairs are sent on to large, contracted repair centers.

The other di!erence in the regional airline model vice major airlines is the nature of regionals, which do not tend to
operate from major hubs. Instead, regional airlines operate out of smaller, regional airports frequently. Regional
airline-owned MROs tend to re#ect this, being smaller operations scattered across the operating area of the airline instead
of one, massive facility.
:
IN-HOUSE CORPORATE FLIGHT DEPARTMENTS

Private jet ownership is very costly, and smaller organizations which desire private jet travel often opt for chartered
services (/blog/top-10-private-jet-companies-and-charters). To provide a baseline, it is still cheaper to charter #ights for
up to $30,000 per #ight sometimes than to own and operate the same private jet.

Some corporations are large enough and broad enough (think: Amazon, Walmart, etc.) to own and operate a #eet of
corporate jets. Their aircraft are used with enough frequency to consider the option of an in-house MRO with
company sta" mechanics and operations support.

The bene"t of this model is that maintenance sta! are on hand 24/7 to work issues and get the aircraft serviceable. The
downside is the cost of supporting this sta!, the facility, and the cost to own the #eet.

MILITARY

While it is overlooked by private industry professionals since it is utterly inclusive, militaries around the globe are some
of the largest purveyors of MROs, and certainly some of the most proli"c buyers of aerospace ground equipment,
(/tugs/military) tools, and maintenance facilities.

The military possesses and employs enormous MRO assets and facilities to service a huge variety of aircraft for several
levels of maintenance. Militaries around the world commonly employ several distinct, broad categories of aircraft in their
inventory, all of which are de"ned by speci!c, de!ning characteristics. Here are a few of those:

TACTICAL AIRCRAFT
Tactical aircraft are comprised of interceptors/!ghters, attackers, and bombers. These are general distinctions and
cannot fully encapsulate all of the varieties of tactical aircraft in every military, but you get the point.

Tactical aircraft are notoriously "ckle and sensitive, and their mission capability rates are generally much lower than their
unarmed brethren in the airlift and cargo categories. This is primarily due to the high levels of complexities on tactical
aircraft from their arrays of o!ensive and defensive avionics suites, and particularly their weapons employment systems.

Whereas a civilian MRO focuses on airframe, powerplant, and avionics systems (again, an oversimpli"cation), tactical
military aircraft MROs also have to deal with dedicated o"ensive and defensive avionics systems, guns and
associated systems, bomb and missile launch systems, #are and cha! dispensing systems.

AIRLIFT/CARGO
Military airlift and cargo aircraft MRO requirements are the most similar to that of commercial airlines because of their
similarity in design to commercial aircraft (sometimes they are clones of commercial aircraft).

The only big di!erence here with airlift over civilian aircraft in terms of MRO requirements are that facilities may not
compatible between the two varieties. Otherwise, typical MRO practices will prevail.

RECONNAISSANCE
This is an interesting subset of aircraft that are speci"c only to military services. What makes recon aircraft so unique is
that the basic airframe is usually a derivative of some sort of commercial cargo aircraft. Where it diverges is what is
placed inside the aircraft, generally teaming with ultra-complex radar and radio systems, as well as high-de"nition video
systems. To further complicate these platforms, these aircraft generally have enormous power requirements for their
surveillance systems even though the aircraft itself is a derivative of a commercial platform, such as a Beech King Air, or
B-737.

HELICOPTERS
A mainstay of every military since at least the Vietnam War, helicopters (/tugs/helimo) are a permanent !xture on
military bases due to their great versatility and portability. From the MRO perspective, helicopters are very labor
intensive and costly so their support infrastructure must be a robust one.
:
INDEPENDANT REPAIR STATIONS

Independant repair stations make up a considerable portion of employment in aircraft maintenance. These facilities
are often small, owned and operated by a handful of employees, but some are also owned by giants like General Electric
and bill enormous projects.

The small MRO stations often specialize in one or two niche areas, which is how they remain viable. The FAA
maintains a database (https://www.faa.gov/aircraft/repair/) of all repair stations in the U.S., which is in the thousands, and
breaks them out by specialty. They often specialize in areas like fabric covers, aircraft interiors, etc., to maintain relevance.
No, they are never going to go through periods of exponential growth, but these niche areas are not anything that major
players like GE are interested in getting into because there just is not enough demand to warrant the initial investment.

FIXED BASE OPERATORS

The old adage states that you cannot realistically operate an FBO without being an A&P !rst. Why there is no data to
con"rm or deny this, it is probably deeply rooted in truth. Mirroring the majority of airports worldwide, which is to say
small, rural, and uncontrolled, the FBOs re#ect the airport.

Some FBOs are full-service repair facilities which can handle any aircraft on station, which is the entire purpose. FBOs
at large non-commercially centric airports will scale to "t the aircraft on stations because those aircraft will go o!-station
for support if necessary.

That being said, the bulk of FBOs are geared to support the most common denominator, which is the general aviation
community on location. General aviation aircraft require surprisingly little in terms of infrastructure to conduct
even extensive overhaul and repair, really no more than a typical automotive garage. Many of the tools are even
completely compatible between the two.

TAKING A CLOSER LOOK AT MRO BUSINESS MODELS

The second installment in the MRO series is going to be a deep dive into business models used, support infrastructure for each,
investments and venture capital acquired for start-ups and growth, and how each level of MRO can scale up. Also, we will explore
the ever present pitfalls which claim so many casualties in the aviation market.

HOW DO MROS MAKE MONEY?

Now that we have dug into the di!erent types of MROs, we can dive deeper into what they do, how each di!erent subset
"lls a speci"c niche or void, types of equipment and infrastructure necessary, how a developer might go about raising
capital, and essentially how to make a pro"t in the industry.

AVIATION IS A MARATHON, NOT A SPRINT

Aviation is a slow-and-steady market, seldom (if ever) punctuated by erratic behavior. It has grown slowly but steadily
over the years, and looks to grow at a modest 2.8% annually over the next two decades.
(http://www.boeing.com/commercial/market/current-market-outlook-2017/)

This is a double-edged sword for MROs and potential startups. On the one hand, if your business is established, the work
can be remarkably steady. On the other hand, it is a terribly slow market to enter as a startup, especially a startup
which requires extensive equipment (/solutions/pushback-tug) and inventory of parts and supplies.

The other variable for a startup is the lack of new airports being built. The most recent international airport constructed
in the U.S. was Denver International which opened in 1995. Due to the terribly high cost of construction and enormous
amount of regulatory guidance which must be adhered to, as well as urban sprawl, it is very rarely advantageous to
build a new airport vice renovating existing infrastructure. This stovepipes much in the way of growth for new MROs.

MRO BUSINESS MODELS BY CATEGORY

:
COMMERCIAL AIRLINE-OWNER MROS
Commercial airlines are generally in the position to put out large outlays of cash for their own infrastructure. Much of this
is because they have strict timelines which must be adhered to in generating maintenance for their aircraft. Any
time a third party is introduced into the equation, a weakened link is also introduced. This is not to say that private-party
MROs are an inherently weak link, but instead that they introduce a potential liability in terms of a facility which the airline
cannot directly control the pace and rhythm in.

It is for this reason that major airlines spend the money to construct their own massive (http://www.mro-
network.com/maintenance-repair-overhaul/american-airlines-tulsa-maintenance-base) MRO facilities because they
control the entire tempo of operations. When time is money (and there are few industries where time means more than
the airlines), it pays to conduct heavy maintenance in-house (/blog/what-makes-a-good-aircraft-maintenance-hangar).

Why conduct it in-house when it costs so much to run heavy MRO depots? Because the airlines get to choose the
location, often colocating depots with their hubs (http://www.mro-network.com/airlines/look-us-airline-mro-
activities/gallery?slide=4); it just makes business sense. The airline can then work their maintenance cycles to #y the
aircraft directly to a hub with passengers and move it directly from the gate and into the maintenance hangar (/blog/what-
makes-a-good-aircraft-maintenance-hangar).

Major airlines are steadily expanding their MRO facilities to take on bigger pieces of the maintenance puzzle
(http://www.mro-network.com/airlines/look-us-airline-mro-activities/gallery?slide=1), particularly engine overhaul
maintenance. If they MRO facility can conduct engine overhauls in-house, it vastly streamlines the maintenance process,
and can save millions of dollars in the process in freight alone, not to mention time.

REGIONAL AIRLINES AND AIR TAXI SERVICES

Regional airlines and air taxi services are not necessarily hampered by maintenance and overhaul, but they cannot
follow the same business model as major airlines. This is not necessarily in regards to cost, as real property can often
be had relatively cheaply at small industrial air parks and regional airports. It is instead due to the nature of regional
airlines.

Regional airlines do not rely on the major hub model to operate; it is the absence of this model on which regionals and air
taxis thrive. The aircraft which regional airlines operate are designed to operate in much smaller and less robust locations.

Regional airlines do not "t any speci"c mould in their business plans because each airline approaches their business
model di"erently depending on areas serviced. Some regional airlines do #y into hub airports in geographic regions
relatively highly populated with aircraft technicians and mechanics so it may pay dividends to set up an MRO in said
location.

On the other hand, as quali"ed aircraft maintenance techs are not in any sort of surplus (and that number continues to
shrink), a regional hauler may end up contracting MRO work to privately owned MRO facilities as it is not
advantageous to try and establish a facility in an area where the required personnel are not already a presence. Aircraft
maintenance is a niche skill set and there do not tend to be abundant supplies of quali"ed and certi!ed techs in all
locations.

Aircraft mechanics generally go to where the work exists, not vice versa. It is very costly for a regional airline to set up an
MRO outside of an area where there is not already a pool of potential employees, or a trade school set up to produce
aircraft mechanics.

IN-HOUSE CORPORATE FLIGHT DEPARTMENTS

We will not spend much time on this sort of operation because their MRO business model is not detached from the
business model of the company at large.

Corporate #ight departments are generally located in as close to proximity to the clientele being serviced as possible.
Furthermore, outside of heavy corporate jets, most corporate aircraft require very little, if any, additional space for
heavy maintenance as for general and line maintenance. They require no large sca!olding, large hangars, heavy
:
power supplies (/blog/ground-power-units-facts-you-need-to-know-before-buying), or any of the specialized heavy
equipment used for commercial jets.

Also, major corporate jet manufacturers o!er maintenance programs with on-call mobile maintainers
(http://txtav.com/en/service/proadvantage-programs) which are paid for as a "xed-rate program, essentially negating the
needs for built up MRO framework.

INDEPENDANT REPAIR STATIONS & FBOS

While making up a much smaller market segment of the MRO market than those of the major airlines, independant
stations "ll a vacuum in the market. They build their client base often in niches, and very often catering to general
aviation aircraft and small commercial operations other than air carriers.

From rebuilding magnetos to installing interiors, independant repair stations o"er services which o"er no !nancial
incentive for larger, airline owned and contracted MROs to provide.

Rebuilding piston engines and light turbine engines is a prime example. There are many commercial applications which
require piston engines to be overhauled, as well as small turbines, but large overhaul facilities have no interest in them
because they are not applicable to air carrier operations. However, this is still a service which will always need to be
performed in support of light commercial and general aviation. Independant repair centers (which, for this purpose
FBOs are being lumped into) are not poised to explode with exponential growth, particularly as general aviation numbers
are essentially static with negligible growth
(https://www.faa.gov/data_research/aviation/aerospace_forecasts/media/FY2018-38_FAA_Aerospace_Forecast.pdf).

However, as long as general aviation and Part 135 commercial activity exists, small independant repair stations and FBOs
will have steady business. Since the economy as a whole is what drives these segments of aviation (people will continue to
#y airlines regardless of what the economy does), as long as it slumps, it will be nearly impossible for start-ups to enter in
these segments. When the economy booms, though, people who dream of #ying start #ying, which will engage FBOs and
independant repair stations, and open up the potential for expansion and new services.

CONCLUSION TO MRO BUSINESS MODELS

The business models vary widely in regard to aviation MROs, based upon the business supported. Airlines position MRO
services to coincide with hub locations as much as possible to maximize e$ciency. Military MROs are megaplexes which
are designed for a very speci"c role, and while they do not generate revenue, they do provide much support for
surrounding areas in high employment "gures. There are too many components under the umbrella to give full
compliment to, but this is a snapshot into the most proli"c businesses and what drives each separate one.

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