Q&A: Incora's CSCO on Resilience in Aerospace Supply Chains

The aerospace industry has weathered unprecedented disruptions in recent years, from global pandemics to geopolitical conflicts. These challenges have exposed critical vulnerabilities in supply networks that were once considered robust. 

For Chad Stecker, Chief Supply Chain Officer at Incora, the message is clear: volatility is the new normal and resilience must become the cornerstone of aviation and defence supply chain strategy.

"Aviation supply chains will remain volatile," Chad states. "To succeed, the industry must anticipate disruptions, adapt with agility and collaborate to strengthen the global network.

“Resilience is not a side strategy; it is the only way forward."

Why resilience matters

Aerospace, aviation and defence supply chains are facing unprecedented pressure from multiple directions. 

Chad explains that geopolitical conflict constrains logistics routes and raw materials, workforce shortages create skill gaps that slow production and expanding demand in sectors like space, logistics and global chemicals consumes limited capacity and critical metals and raw materials.

"These factors are not temporary setbacks,” says Chad. “They represent a new baseline of volatility. If the industry cannot build resilience, the consequences manifest in higher costs, missed deadlines and diminished efficiency.

“Resilience is fundamental to protecting not only schedules and budgets, but also the safety and operational continuity that aviation depends on.”

The aerospace industry has traditionally focused innovation efforts on aircraft platform technology and capability. Next generation fighters, autonomous technology and commercial aircraft dominate the headlines, but Chad argues this approach is insufficient. "The aerospace industry has always associated innovation with aircraft platform technology and capability," he observes. "Product innovation alone is not enough. If the supply base cannot support that progress, the technology gap only grows wider."

True innovation, Chad explains, "must also transform how materials are sourced, moved and managed across global networks. That means designing sourcing strategies that account for risk, not just cost." 

He advocates a strategic approach: "It means buying where materials are consumed, embedding operations closer to markets and putting proactive forethought into 'what-if' scenarios before they happen."

Chad says that a mature network built this way "enhances responsiveness, reduces lead times and strengthens resilience across customers”.

Technology as the foundation

Technology and digitisation are central to developing and future-proofing today's supply chains. 

Chad acknowledges that aerospace and aviation have often lagged in this area: "Too often, aerospace and aviation have lagged in adopting process innovation. The opportunity now is to move from reactive problem-solving to predictive decision-making."

He asserts that automation can offload remedial tasks such as purchase order placement, confirmation and pricing validation. 

"By removing that administrative burden, teams are freed to focus on long-term contracting, supplier development and securing and maintaining strategic partnerships," Chad continues.

What’s more, data science and predictive analytics provide visibility to issues before they escalate – enabling proactive solutions rather than reactive fixes.
"As I often tell my team, the goal is to 'make supply chain boring,'" Chad reveals. "When a network runs on reliable data, disruptions can be managed quietly and organisations can focus on growth rather than firefighting."

Yet resilience cannot be built in isolation. Chad insists that supplier development and risk management “must be cornerstones of any future-proofing approach,” with collaborative innovation strengthening partners for the long term. 

"Risk management requires both foresight and tools," he adds. "Data-driven scorecards and scenario planning help identify vulnerabilities across a supplier network before they impact customers." 

Digital platforms integrate these insights, "improving visibility, communication and decision-making in real time. The result is stronger alignment across partners and fewer surprises when disruptions occur."

This approach delivers measurable value. Chad points to tariffs as an example, given many firms have been forced to take large reserves to offset tariff impacts.

“With a mature sourcing strategy and diversified network,” he goes on, “exposure can be minimised. When materials are sourced close to where they are consumed, the entire network benefits.”

Balancing supply and demand

Building resilience also requires managing extreme fluctuations. Chad notes that aerospace customers typically achieve only 40% forecast accuracy, which means demand volatility is an intrinsic challenge.

At Incora, his team oversees a portfolio of more than 400,000 parts spanning hardware and chemicals, whilst continuously adapting to shifting requirements.

"The task is to absorb that volatility, smooth the flow of materials and ensure customers have what they need when they need it," Chad explains. Rather than pursuing perfect forecasts, the focus must be on building systems robust enough to deliver even when demand signals prove inaccurate.

This is where digitisation becomes crucial, turning data into what Chad calls "a scientific, competitive differentiator”. When information flows seamlessly between suppliers and customers, the sector gains the ability to respond faster and minimise disruption. Advanced technologies such as predictive models, analytics and machine learning enable leaders to anticipate challenges and react with greater agility.

The benefits extend beyond mere stability. Chad emphasises that a resilient supply chain creates opportunities for efficiency, innovation and value creation, positioning aerospace companies to take on new programmes and win contracts with confidence – even in volatile markets.

Chad makes clear his view that aviation supply chains will continue to face turbulence. The question, he argues, is not whether challenges will materialise, but how the industry responds. Success will depend on foresight, digitisation and partnerships grounded in shared value.

The objective, he concludes, "must be to simplify the complex, build predictability into uncertainty and turn data into a strategic asset”. His final message is unequivocal: "Because aerospace and aviation supply chains will remain volatile, resilience is our only way forward."