On the sidelines of the 57th Annual General Assembly of the African Airlines Association (AFRAA), held late last year, African Pilot Magazine spoke with Shahab Matin, Boeing Managing Director of Commercial Marketing for the Middle East and Africa, following the release of Boeing’s 2025 Commercial Market Outlook.
Matin explains that Boeing’s latest outlook identifies demand for just over 1,200 new aircraft for African-domiciled carriers over the next 20 years. While that figure reflects only African airlines, he notes that additional aircraft will also serve the African market through European- and Middle East-based carriers operating to and from the continent.
Beyond the headline numbers, Matin highlights what he sees as the broader opportunity for Africa. Air travel remains the primary means of long-distance connectivity across much of the continent, where alternatives such as road and rail infrastructure are limited for many routes. Improved air connectivity, he says, supports greater mobility for African travellers, stimulates economic development and strengthens links both within Africa and with global markets.
Supporting growth across the continent
Boeing’s presence in Africa includes an office in Addis Ababa, but Matin stresses that support for the continent extends well beyond physical offices. Boeing works closely with airlines and other entities seeking to establish or expand maintenance, repair and overhaul facilities, spare parts operations and other support infrastructure.
While Boeing does not itself establish MRO or spares facilities, it supports customers that wish to service Boeing aircraft, either as airline-owned operations or as independent service providers. Field service offices across Africa provide ongoing operational support to customers.
Working with airlines in a constrained supply environment
Matin acknowledges that African airlines operate in a more challenging environment than many of their counterparts elsewhere, and that OEMs face significant pressure due to global supply constraints. He notes that aircraft manufacturers collectively are unable to meet current worldwide demand, resulting in shortages that affect all regions.
Boeing is working closely with its suppliers and internal teams to safely and effectively increase production rates, but Matin emphasises that this process takes time. In the interim, the focus is on working with airlines to identify optimal solutions, recognising that it is not always possible to fully meet every operational need.
He explains that Boeing’s engagement with airlines goes well beyond periodic sales campaigns. Marketing and commercial teams maintain regular contact with customers, often on a weekly or monthly basis, to understand evolving requirements. This includes supporting airlines with fleet evaluation, campaign analysis and day-to-day operational challenges.
Support also extends to assisting airlines with the introduction of second-hand aircraft, particularly where differing cabin configurations and operational characteristics require careful deployment across route networks. Matin describes this as a form of collaborative consulting, drawing on expertise across Boeing’s commercial teams to help airlines find workable solutions in a constrained market.
Harnessing aircraft data and operational insight
Modern aircraft generate large volumes of operational data, and Matin outlines how Boeing is using this information to support airlines. On newer aircraft types such as the 787 and to some extent the 737 MAX, Boeing operates data centres that monitor aircraft performance to identify both positive trends and areas requiring attention.
Boeing’s entry-into-service teams work with airlines well ahead of first delivery to ensure readiness across training, spares provisioning and data management. This includes enabling airlines to access and use aircraft data for applications such as airplane health management and broader operational optimisation, should they choose to do so.
These efforts are supported through collaboration with technology suppliers responsible for onboard systems and data transmission, with preparations tailored on a customer-by-customer basis.
The role of artificial intelligence
Matin confirms that Boeing is using artificial intelligence tools across the organisation, while emphasising the need to protect sensitive data. Boeing operates within its own controlled AI environment, ensuring that proprietary and operational data remain secure.
While AI is seen as a powerful tool, Matin stresses that outputs still require human oversight. AI supports analysis and decision-making, but responsibility for interpretation and application remains with experienced professionals.
Near-term focus on production and certification
Looking ahead, Matin describes Boeing’s immediate priorities as centred on increasing production rates and completing certification programmes. These include certification of the 737-7, 737-10 and the 777X, with the objective of delivering more new-generation aircraft to customers.
While longer-term product development continues, Matin explains that launching a new aircraft requires several conditions to align. Sufficient technological maturity, a clear market need and the ability to justify the significant investment required by both manufacturers and airlines must all be present. For now, Boeing’s emphasis remains on delivering and certifying existing programmes to meet current demand.
Navigating demand waves and long-term planning
Referring to discussions taking place around the Dubai Airshow, Matin notes that Boeing continues to engage with African airlines on fleet requirements through both formal and informal processes. He points to public comments by Ethiopian Airlines confirming discussions with Boeing and Airbus on future widebody and widebody freighter aircraft, while noting that not all such engagements take the form of a formal request-for-proposal.
He explains that much of Boeing’s current work is focused on what he describes as a near-term “bridge lift”, helping airlines sustain and grow their fleets while transitioning towards future aircraft programmes. As global production capacity remains constrained, delivery positions are extending further into the future, making it increasingly difficult for airlines to secure aircraft if decisions are taken too late.
Matin adds that this dynamic is particularly relevant in Africa, where demand waves can emerge quickly and fleet decisions are sometimes delayed. While Boeing does not seek to push airlines into commitments before they are ready, he notes that late decision-making can limit options, especially as production slots continue to fill further ahead.
Forecasting future demand
Forecasting airline demand remains a collaborative process. Matin explains that Boeing draws on extensive internal capabilities, including network and fleet planning teams, as well as economic and financial analysts. These tools are used alongside airline inputs to model growth assumptions, market development and fleet requirements.
While Boeing brings global perspective and analytical tools, airlines ultimately have the deepest understanding of their own markets. The forecasting process, therefore, relies on continuous dialogue, with both sides refining assumptions and adjusting plans as conditions evolve.
For Boeing, the objective is to use data, modelling and close collaboration to support airlines as they plan fleet decisions in a market where demand, timing and availability are increasingly interconnected.
Against a backdrop of strong demand and constrained supply, Boeing’s engagement with African airlines is focused on helping operators navigate timing, availability and fleet decisions in a tightening market. As production slots extend further into the future, the challenge for African airlines will increasingly lie not in demand but in securing aircraft at the point they are needed.
