The African aviation sector continues to face structural constraints in maintenance, repair and overhaul (MRO), despite a broader global recovery in air transport. At the centre of the issue is a persistent gap in access to adequate, reliable and cost-effective MRO services, which directly impacts airline competitiveness, operational reliability and cost structures.
A key observation from Mesfin Tasew, Group Chief Executive Officer, Ethiopian Airlines, is that MRO capability is not optional for airline success. Carriers must either develop internal maintenance capacity or secure dependable outsourced services. Across much of Africa, neither condition is sufficiently met. This creates a systemic disadvantage, limiting airlines’ ability to compete effectively in a market where operational efficiency and turnaround times are critical.
The imbalance is further exacerbated by global supply chain dynamics. The MRO market has shifted in favour of service providers, with constrained availability of parts and repair slots driving up costs. Delays in obtaining components or maintenance services are increasingly common, in some cases forcing aircraft to remain grounded. While this is a global issue, African airlines are disproportionately affected due to limited local capacity and weaker negotiating leverage.
This combination of limited infrastructure and constrained bargaining power reinforces the need for a coordinated continental approach. A distributed network of MRO service providers across Africa, with sufficient capability and capacity, would provide a more resilient support structure for the industry. Achieving this would require an aligned vision, sustained investment, and stronger collaboration between airlines, manufacturers, regulators, and service providers.
Balanced contractual frameworks between airlines, OEMs and MRO providers are also critical. Without equitable and transparent service agreements, cost pressures and operational inefficiencies will persist. Strengthening partnerships and enabling more effective engagement across the value chain is a necessary step.
There are, however, examples of what is achievable within the continent. Ethiopian Airlines has developed significant in-house MRO capability, including airframe maintenance and selected engine and component repair services. Through ongoing investment in technology, facilities, human capital and innovation, it has expanded its services beyond internal requirements to support other African and Middle Eastern operators. This model demonstrates that localised capability development is viable and can be scaled.
The current environment presents a clear inflection point. Industry stakeholders are increasingly aligned on the need to move from fragmented national capabilities to a more integrated continental MRO ecosystem. Conferences and industry platforms provide an opportunity to move beyond discussion towards implementation, with a focus on knowledge sharing, best practice adoption, and the formation of commercially viable partnerships.
The development of a robust African MRO landscape is not only a technical requirement but a strategic imperative for the long-term sustainability and competitiveness of the continent’s aviation sector.
