Aerospace and Defense Review

Aerospace And Defense Manufacturing In The Future

Aerospace and defense staffing is no longer simply about filling open positions. Companies are increasing production, supporting new defense programs and adopting technologies that require specialized skills while experienced employees approach retirement. That puts pressure on hiring teams to find qualified people and on business leaders to plan where those skills will come from.

The industry has plenty of work ahead. Aerospace and defense surpassed $1 trillion in annual revenue in 2025, while the commercial aircraft backlog reached nearly 15,000 aircraft. Defense backlogs have also grown by more than 50 percent in three years. Demand is strong, but delivering that work depends on having enough skilled people and production capacity.

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The Talent Challenge Behind Aerospace and Defense Growth

The workforce gap reaches well beyond engineers. Manufacturers and contractors need machinists, aircraft technicians, maintenance specialists, software professionals, manufacturing engineers, supply chain specialists and program managers. Many of these roles require hands-on experience that takes years to develop.

Retirements add to the pressure. About one-quarter of the A&D workforce is 56 or older, while only 7 percent is under 25. That imbalance matters because experienced employees carry knowledge about equipment, production methods, quality requirements and customer programs that can be difficult to document.

The challenge is particularly visible in manufacturing. Workforce shortages are affecting production capabilities, while engineering and skilled manufacturing positions remain difficult to fill. Higher wages have not removed the underlying shortage of qualified candidates.

Recruiting alone cannot solve the problem. Companies need ways to bring new people into the industry while transferring valuable knowledge before experienced workers leave.

Why Hiring Is Becoming a Long-Term Workforce Strategy Production plans are increasingly influencing workforce decisions. A company preparing for a major program ramp cannot wait until the work arrives to start looking for qualified employees. Hiring, training and workforce development need to begin well before production reaches its peak.

That is pushing employers toward closer relationships with universities, technical schools, community colleges and apprenticeship programs. These relationships create paths into aerospace and defense for people who may not have industry experience but have the technical foundation to learn.

Apprenticeships are particularly useful for manufacturing and maintenance roles because new workers can develop skills alongside experienced employees. The approach also creates a practical way to transfer knowledge before veteran workers leave.

Workforce planning is becoming part of business planning for another reason. Companies cannot assume every needed skill will be available locally. They may need to recruit from other markets, train existing employees, redesign roles or use outside staffing support during periods of high demand.

How Technology Is Changing the Skills Aerospace Employers Need

Technology is changing the workforce while companies are trying to expand it. Artificial intelligence, advanced manufacturing, automation, digital engineering and autonomous systems are moving deeper into aerospace and defense. Companies increasingly need people who understand both these technologies and the environments where they will be used.

Deloitte expects data science, data engineering, AI, data analysis, machine learning and statistical analysis to be among the fastest-growing skills in A&D between 2024 and 2028. It also expects the share of industry job postings requiring data analysis skills to rise from 9 percent in 2025 to nearly 14 percent by 2028.

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