“These actions, combined with our close alignment on demand schedules, will enable higher material inputs in 2025 and, importantly, beyond.”

In context

“o important. Earlier last year, our priority suppliers shipped only half of their committed targets to us. Today, they're shipping over 90% of the committed volume. At a recent joint Kaizen with a priority supplier, we focused on eliminating waste, achieving a 50% increase in output, 50%. And throughout 2024, we deployed over 550 of our supply chain and engineering resources into that same supply base, demonstrating that we're at our best when we're operating as one team. Building off this momentum, we're bringing together our engineering and supply chain teams into one new organization, Technology & Operations, which will be led by Mohamed Ali. With shared accountability across the full value chain, this cross-functional team will enable faster problem solving to help improve deliveries. These actions, combined with our close alignment on demand schedules, will enable higher material inputs in 2025 and, importantly, beyond. Finally, we've expanded LEAP aftermarket capacity by approximately 40% in 2024. This will support the growing fleet of 3,300 LEAP-powered aircraft with now 10,000 engines in backlog. Here's how. First, we're eliminating waste and reducing turnaround time using FLIGHT DECK. For example, our on-wing support team redesigned the LEAP engine flow, increasing output by 50% for the year. This contributed to LEAP internal shop visit growth of more than 20% in the fourth quarter alone. Second, we're investing more than $1 billion in our internal MRO facilities over the next five years. We're growing our repair technologies, which will help lower the cost of ownership and provide faster turnaround times. Our recently opened Services Technology Acceleration Center here in Ohio will be a key enabler”