Global MRO Network Expansion Program Management

Highly specific and concrete: '$500 million of our more than $1 billion of investment in MRO to LEAP,' with named expansion sites (Malaysia, Selma, Dallas, Dubai). CEO Culp detailed the operational improvement metrics: 10% turnaround time improvement, 20% improvement at Wales, Selma below 80 days. The LEAP shop visit target of 25% growth in 2026 provides a clear deliverable tied to this investment.

GE Aerospace has deep MRO operational expertise and FLIGHT DECK provides a lean transformation methodology. However, simultaneous multi-site expansion across 4+ geographies while converting production models (batch to flow) is operationally complex. The partnership model (6 premier MRO partners, 15%+ of LEAP shop visits via third parties) suggests openness to external collaboration. Capital program management for facility expansion often requires external advisory.

MRO capacity directly gates services revenue — the most profitable part of GE Aerospace (26.6% margins in CES). Doubling LEAP internal capacity is a strategic imperative given the installed base tripling by 2030. Every additional shop visit completed drives both revenue and profit. Turnaround time improvements create a compounding productivity benefit.

Investments are already underway — this is a 2025-2028 capital program. The 2026 guidance of 25% LEAP shop visit growth requires near-term capacity expansion. The Dubai facility is new construction. LEAP installed base tripling by 2030 creates a hard deadline for capacity readiness. This is an active, in-flight program with immediate engagement opportunity.

The strongest budget signal across all leads: '$500 million of our more than $1 billion of investment in MRO' is an explicit, quantified capital commitment with named sites and stated outcomes. CapEx at ~3% of revenue (~$1.5B+) provides additional context. This is not 'exploring' — this is allocated capital being deployed now.

Capital program management and lean operations consulting are core offerings for firms like McKinsey Operations, BCG, Accenture Industry X, and specialized firms like Oliver Wyman (strong in aerospace). The multi-site, multi-geography nature fits large firms' delivery models. However, GE's FLIGHT DECK lean system may limit the scope of external lean transformation work.

On a $1B+ capital program, program management and operational advisory typically runs 1-3% of capital deployed, suggesting $5M-$12M in potential engagement value. The scope spans multiple geographies and workstreams: facility design, production system transformation, workforce planning, supply chain integration, and operational readiness.