Opinion Aerospace Updated December 16, 2025 6 min read By Evan McCorry

Rebuilding Trust: The Real Fix for Our Broken Supply Chain

I’ve been in this aerospace game for more than 30 years, mostly right here in Wichita, and I’ve never seen anything like the market we’re in today. What we’re facing now is a different kind of problem. It’s not just about production rates or new technologies. It’s about trust — or, more accurately, the lack of it.

Aerospace manufacturing and supply chain trust

30+ Years on the
front row

EM Evan McCorryAerospace supply chain leader, GPSI · ~30 years in the industry

Frankly, the supply chain is fractured. It’s a mess. We have major players announcing huge production increases, but the folks down the line — the ones who have to buy the raw materials and make the parts — simply don’t believe the numbers. After years of missed targets and broken promises, can you blame them? When the foundation of your entire production system is shaky, everything built on top of it is at risk of coming down.

Key Takeaways

The core problem isn’t production rates or technology — it’s a fractured trust economy.
One-sided contracts ask suppliers to invest while OEMs aren’t obligated to buy.
Hesitation to order long-lead materials becomes a self-fulfilling prophecy of missed targets.
A “perfect storm” of geopolitics, brain drain, and a talent gap compounds the issue.
The fix is realistic targets, government support, and operational integrity — rebuilding trust.
GPSI restores confidence with accurate data, validated schedules, and supplier governance.

The DiagnosisThe high cost of a promise not kept

Let’s be direct. When a major manufacturer says they’re ramping up production from, say, 38 planes a month to 42, and then to 48, that sends a shockwave through the entire system. In a healthy market, that’s a good thing — growth and opportunity for everyone. But that’s not what’s happening.

Instead, suppliers are hesitating. They’ve been burned before. They’re looking at contracts that essentially say, “You need to be ready to supply us at this price, but we don’t actually have to buy anything from you.” I know, because I’ve written contracts like that. So when a new, ambitious schedule comes out, the supplier has a tough choice to make.

56 wk

Lead time on raw titanium. Would you invest millions in it based on a projection that might change tomorrow? Many suppliers are saying no — and waiting.

This hesitation creates a ripple effect of delays. The raw material isn’t ordered, the parts aren’t made, and suddenly the OEM can’t hit the very numbers they promised. It becomes a self-fulfilling prophecy.

THE MECHANISM

The self-fulfilling prophecy: because suppliers hesitate to order materials due to a lack of trust, parts aren’t made on time — so OEMs miss the production numbers they promised, which validates the suppliers’ original skepticism and deepens the distrust.

The ContextA perfect storm of challenges

This isn’t happening in a vacuum. We’re dealing with a complicated global picture, and several forces are compounding the core issue — because without belief in the system, people aren’t willing to invest their capital or their careers.

Geopolitics

Tariffs and global tensions — plus the lingering effects of past disruptions — make every partner more cautious.

Brain drain

A whole generation of experienced engineers and supply chain experts has retired — taking decades of institutional knowledge with them.

Talent gap

Younger engineers are drawn to “exciting” sectors like rockets and drones over traditional aerospace, widening the labour shortage.

You’re running your division, trying to keep projects on schedule and put out fires every single day. You know the pressure of looking at a production schedule that seems disconnected from the reality on the ground. The stress is immense because you’re the one caught in the middle, trying to make it all work when the pieces don’t fit.

The Path ForwardRebuilding from the ground up

So, how do we fix this? It’s not about a new piece of software or a new management theory. It starts and ends with rebuilding trust — on three levels.

Belief in the build rates

The big OEMs need to set realistic, achievable targets and stick to them. Prove consistency, and suppliers will believe again — and order the materials.

Trust from the top down

That includes our own government. When major exporters face challenges, they need support, not punishment that cripples them for years.

Operational integrity

When you can’t trust your data, your partners, or your schedule, you’re flying blind — a dangerous way to run a business in this industry.

We need to get back to a place where a handshake and a forecast mean something. — Evan McCorry

The Role of GPSIHow we can help restore confidence

This is where a partner like GPSI can make a real difference. We understand this industry because we’ve lived it. With decades of experience, we’ve been on your side of the table, dealing with these exact same frustrations. We’re not just consultants; we’re seasoned practitioners who know how to get things done.

Our role is to bring clarity and reliability back into the process. We help bridge the gap between what’s being promised and what’s actually happening on the ground. By providing accurate data, validating schedules, and managing the complex web of supplier relationships, we become your trusted partner behind the scenes — helping you verify the information you’re getting and giving you the solid ground you need to make decisions with confidence.

Ultimately, rebuilding the supply chain isn’t just about fixing a process. It’s about restoring faith between partners — creating an environment where everyone can depend on each other again. With that trust back in place, we can move past this fragile state and get back to what we do best: building the future of aviation.

In SummaryThe trust problem, at a glance

Category	Key points
The core problem	A fractured trust economyThe fundamental issue is not production rates or technology, but a lack of belief. Suppliers no longer trust the numbers and forecasts provided by OEMs.
The root cause	Broken promises & unfair risk OEMs announce massive production increases (e.g. 38 to 48 planes/month) but have a history of missing these targets. Contracts are often one-sided: suppliers invest in inventory, but OEMs aren’t obligated to buy it. Suppliers refuse to buy long-lead raw materials (like titanium) on shaky projections.
The consequence	The self-fulfilling prophecyBecause suppliers hesitate to order materials, parts aren’t made on time — so OEMs fail to hit the numbers they promised, validating the suppliers’ initial skepticism.
Compounding factors	“The perfect storm” Geopolitics: tariffs and global tensions make partners cautious. Brain drain: a generation of experts has retired with their institutional knowledge. Talent gap: younger engineers prefer rockets and drones over traditional aerospace.
The solution	Rebuilding from the ground up Realistic targets: OEMs set achievable goals and hit them consistently. Government support: collaboration, not punitive measures. Operational integrity: accurate data and schedules so managers stop “flying blind.”
Role of GPSI	Restoring confidenceGPSI rebuilds trust by combining proactive supplier governance with rapid crisis response — using accurate data, validated schedules, and supplier relationship management to prevent disruptions and establish a reliable, collaborative environment with measurable results.

Frequently asked questions

What is really breaking the aerospace supply chain?

The fundamental issue is not production rates or technology, but a lack of belief. After years of missed targets and broken promises, suppliers no longer trust the numbers and forecasts provided by OEMs.

Why don’t suppliers trust OEM production forecasts?

OEMs announce large production increases but have a history of missing them, and contracts are often one-sided: suppliers are asked to invest in inventory while OEMs are not obligated to buy it. So suppliers hesitate to commit to long-lead materials like titanium — which can carry a 56-week lead time — based on shaky projections.

What is the self-fulfilling prophecy in the supply chain?

Because suppliers hesitate to order materials due to a lack of trust, parts aren’t made on time. As a result the OEMs fail to hit the production numbers they promised, which validates the suppliers’ initial skepticism and deepens the distrust.

What compounding factors make this worse?

Geopolitical tensions and tariffs make partners cautious; a generation of experienced engineers has retired, causing a brain drain of institutional knowledge; and younger engineers often prefer sectors like rockets and drones over traditional aerospace, creating a talent gap.

How do you rebuild trust in the supply chain?

It starts with belief in the market and build rates, with OEMs setting realistic targets and hitting them consistently; trust from the top down, including supportive rather than punitive government policy; and operational integrity, where accurate data and validated schedules let managers stop flying blind.

How does GPSI help restore confidence?

GPSI combines proactive supplier governance with rapid crisis response, bridging the gap between what is promised and what is happening on the ground through accurate data, validated schedules, and effective supplier relationship management.

About the author

Evan McCorry

Evan McCorry is a seasoned aerospace industry expert with nearly 30 years of experience in supply chain management, program development, and sales. Currently serving as a key leader at GPSI, Evan is dedicated to driving growth and innovation across the U.S. market. Known for his strategic vision and results-driven approach, he has a proven track record of optimizing supply chains and leading high-performing teams — continuing to elevate GPSI’s reputation as a trusted partner in the aerospace sector.

Need a trusted partner behind the scenes?

GPSI brings clarity and reliability back to the aerospace supply chain — accurate data, validated schedules, and proactive supplier governance with rapid crisis response. Let’s find a time to connect.

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