Investment, Innovation: Engines of Aerospace Industry Growth

Mexico has the potential to become a key innovation hub in the global aerospace industry. Experts agree that the country possesses the necessary talent, capabilities, and capital to achieve this. However, a more coordinated effort among academia, private companies, and the government is essential at a national level, as current efforts remain largely regional.

“Mexico has a strong position in aerospace interior design, but there is still much to be done in engineering and development,” explains Roberto Corral, Co-Founder and Vice President, InnoCentro, highlighting Mexico’s need for greater engineering and development efforts. 

Corral stresses the importance of supply chain improvements, noting that the country has the potential to enhance its supply capabilities significantly. With over 500 engineers at Honeywell’s research and development center, he believes Mexico can expand its role in innovation and technology. 

“Mexico is the 12th largest aerospace exporter, and with global aircraft fleets set to double to 43,000 planes in the coming years, our role in the industry will only grow. Our strategic location has helped, but we need to further develop human capital. Compared to the rest of Latin America, we have a significant advantage in skilled labor,” says Óscar Rodríguez, President, BJX Aerospace, BJX Aerospace. However, he acknowledges that while Mexico has made significant progress, barriers to entry remain critical.

Paola Hernández, Customer Business Director, Honeywell, underlines the geographical advantages of Mexico’s aerospace clusters, which help reduce storage and transportation costs, making supply chains more efficient. “Mexico has over 50,000 highly specialized workers and globally recognized certifications, making it competitive in both cost and quality,” she states. She also identifies four key factors for industry growth: expanding the local supplier base, maintaining automation and quality standards, investing in R&D to shift from manufacturing to innovation, and modernizing Mexico’s logistical infrastructure.

“Connecting industries is complicated, but that is why we have intercluster initiatives where different industry clusters collaborate to improve supply chains,” states Rodríguez stressing the need for more interconnected industries and the role of “innershoring” to foster local suppliers. According to him, a key challenge is dispelling the myth that R&D can only be done in the US or Europe. 

Diversification is another crucial strategy. Rodríguez points out that companies in Mexico, especially in the automotive sector, have the expertise to transition into aerospace. However, convincing them to take that step is difficult due to the capital investment required. “We need government support with smart incentives to encourage companies to make this leap,” he states. He warns that failing to adopt new technologies could render companies obsolete within three years. 

With 95% of Mexico’s economy driven by SMEs, navigating certification requirements is difficult, making financial incentives crucial. Future competitiveness will also hinge on data science, analytics, and supply chain optimization. “It is tough to compete with major global corporations, so we need to identify niche opportunities where local companies can enter the supply chain,” he says.

Hernández highlights that at Honeywell’s technology and development center in Mexico, engineers conduct prototype testing and develop components for next-generation aircraft. However, she notes that staying updated is a major challenge for the workforce. “The industry is evolving rapidly, and students, workers, and companies must continuously adapt to new trends and regulations in the global supply chain,” she explains.

Hernández is also involved in initiatives to increase female participation in aerospace. “A group of us launched ‘Girls with Goals,’ a program that promotes aerospace careers among young girls, especially those from underprivileged backgrounds. With funding from OEMs and airlines, we have already helped some of them enroll in engineering programs,” she shares.

Additionally, Rodríguez criticizes the rigidity of academic programs, which take three to five years to adapt. “We need micro-credential programs that allow professionals to upskill quickly,” he suggests, adding that the current fragmented approach to training must be streamlined for regional impact.

“We also need more female engineers. Talent has no gender, and women have a lot to contribute to this industry,” adds Corral, calling for greater inclusion and engagement from universities in industry-linked committees to improve student opportunities.

Ultimately, Hernández believes that without public policies integrating all industry players, progress will be difficult. “We need academia, industry, and government to collaborate. Public policies can help modernize university laboratories and establish industry-wide standards for supplier integration,” she argues. She points to Brazil as an example, where coordinated efforts have led to the success of companies like Embraer. “Mexico has the talent and funding. If we work together as Brazil does, we could manufacture aircraft, satellites—anything,” she concludes.