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1、1Commercial Market Outlook 20222041Commercial Market Outlook 202220412Commercial Market Outlook 20222041Executive Summary 1Foreword 2Commercial Traffic 3Airline Networks and Strategies 7Commercial Fleet and Deliveries 11Air Cargo Market Dynamics 16Services Market Overview 20Appendix 22Table of Conte
2、nts1Commercial Market Outlook 202220411Commercial Market Outlook 20222041 Executive Summary20-Year Market DemandNorth America9,310 Deliveries2041 Total Fleet:10,810Services Market Value:$1,045B Europe8,550 Deliveries2041 Total Fleet:9,360Services Market Value:$850B Middle East2,980 Deliveries2041 To
3、tal Fleet:3,400Services Market Value:$275B Africa1,010 Deliveries2041 Total Fleet:1,570Services Market Value:$80BLatin America2,240 Deliveries2041 Total Fleet:2,880Services Market Value:$165B Russia and Central Asia*China8,485 Deliveries2041 Total Fleet:9,630Services Market Value:$545BSoutheast Asia
4、4,255 Deliveries2041 Total Fleet:4,500Services Market Value:$245BSouth Asia2,345 Deliveries2041 Total Fleet:2,610Services Market Value:$135BNortheast Asia1,345 Deliveries2041 Total Fleet:1,570Services Market Value:$190BOceania650 Deliveries2041 Total Fleet:750Services Market Value:$85B7,230 Deliveri
5、esWidebody940 DeliveriesFreighter30,880 DeliveriesSingle Aisle$3,615BServices MarketValue2.1MNew Personnel47,0802041 Fleet3.8%Traffic Growth2.6%GDP Growth2.8%Fleet Growth41,170Global Deliveries2,120 DeliveriesRegional Jet*CMO 2022 does not include a forecast for airplane deliveries to Russia due to
6、sanctions against aircraft exports2Commercial Market Outlook 20222041For more than six decades,Boeing has produced an annual Commercial Market Outlook(CMO),drawing upon our deep understanding of global aviation with a long-term forecast for the future of the industry.The last two years have undoubte
7、dly been tumultuous across commercial aerospace,with the 2020 and 2021 CMOs providing perspective on the fundamental resilience of commercial aviation.The 2022 CMO provides another waypoint as the industry continues its recovery.Despite the unprecedented challenges and disruptions brought about by t
8、he COVID-19 pandemic,dedicated aviation professionals have worked tirelessly to adapt and maintain this essential element of the global transport system.Time and again the aviation industry has proven its resilience through global cycles and external shocks,as demonstrated in the trends shown across
9、 decades of Boeing analysis.This year,Russias war in Ukraine has had a direct impact on the aviation industry,most notably that it will not be possible to deliver airplanes in Russia.Although there is demand for airplanes in the Russia and Central Asia region,there is a high level of uncertainty of
10、how long this situation will persist.For that reason,we have chosen not to publish a forecast for the Russia and Central Asia region.As commercial aviation emerges from the pandemic,Boeing continues to work closely with our customers,suppliers,regulators and wider industry partners in order to enabl
11、e them to plot a course for long-term,sustainable growth.We hope the 2022 CMO will provide a useful foundation for the future planning of each of our stakeholders,committed to a sector that is not only vital to the transportation of people and goods,but essential to the wider global economy.Ihssane
12、Mounir Senior Vice President Commercial Sales&Marketing The Boeing CompanyForeword3Commercial Market Outlook 20222041Taking the Long ViewBoeings Commercial Market Outlook reflects a long-term,non-cyclical view of the aviation market,in keeping with the time scales of developing and building airplane
13、s;and supporting commercial airlines.The processes and outcomes that the forecast addresses are measured in decades.This perspective is maintained even in times of rapid or dramatic change.The world has recently experienced a number of inherently unpredictable,high-impact events with uncertain influ
14、ence on the future.The world will work through the challenges over the course of the upcoming decades,although the exact details and timetables are uncertain.The risks of todays global situation are fluid and large enough that specific predictions about near-term developments can shift dramatically
15、in a matter of days or weeks.This years outlook reflects slightly lower expectations of growth for the aviation industry.The forecast aims to put recent events in a longer-term context and provide insights about the future path of the aviation industry.Air Travel DriversRarely an end in itself,air t
16、ravel is largely motivated by other desires:to complete a business deal,to meet with distant colleagues,to visit with families and friends,to experience different places and cultures,or to relax in a beautiful location.Demand for air transportation is therefore a“derived demand”for a service that is
17、 consumed as an intermediate good,as people pursue the final goals that truly motivate them.Commercial TrafficDespite the challenges of the last two years,air travel demand drivers have changed little.The commercial aviation industry remains efficient,resilient,and an essential part of the modern wo
18、rld.Actual Traffc,RPKsTrendCOVIDImpact020678Revenue Passenger Kilometers(RPKs)(trillions)91011Historic and Future Traffic TrendAviation Proven Resilient Over and Over Again4Commercial Market Outlook 20222041Commercial TrafficAlthough any given passenger,on any given journey,may
19、 be traveling for multiple reasons,it is helpful to divide travel demand into four major categories:Leisure:This is largely vacation or holiday travel,but it can also include shorter excursions,such as a weekend in a destination city.It is often price-sensitive,and often(but not always)booked in adv
20、ance.Leisure travel accounts for more than 60%of arrivals globally.Visiting Friends and Relatives(VFR):People value their friends and families,and want to see them in person.Family visits during certain holidays often hold considerable importance.Examples include Chinese New Year and,in the U.S.,Tha
21、nksgiving.Communication technology is still not an adequate substitute for physical presence.VFR demand is often price-sensitive,as entire families may travel together.It is also one of the more keenly felt demands and one of the first to return in the post-pandemic environment.Business:There are di
22、fferent reasons for business travel,and each type has been coming back at a different speed.In general,travel related to sales and customer work has been quick to return,while the MICE(Meetings,Incentives,Conferences,and Exhibitions)sector has been slower.Paralleling the broader market,demand for sh
23、orter-haul and domestic business travel is recovering well before international travel.While it represents a minority of travelers,business demand accounts for an outsized share of revenue for some routes and airlines,making it a matter of keen interest for the industry.Other:This category includes
24、academic study,religious pilgrimage,medical tourism,and long-term relocation among other things.While supply and demand for air travel remain disrupted,the current challenges are not expected to have permanently changed the underlying drivers of demand.Business still needs to be conducted;families s
25、till wish to re-unite;people still aspire to vacations.13%9%13%17%9%11%14%5%19%12%15%15%6%Emerging EuropeMiddle EastNorth AmericaOceaniaNortheast AsiaCentral AmericaSouth AmericaNorth AfricaSub-Saharan AfricaSoutheast AsiaSouth AsiaWestern EuropeCaribbean45%53%50%50%61%64%62%71%58%65%64%70%83%42%38%
26、37%33%30%25%24%24%23%23%21%15%11%Arrivals by Purpose of TravelBusinessLeisureVFR&OtherSource:Oxford Economic,Tourism Decision Metrics 5Commercial Market Outlook 20222041Short-Haul Leads Market GrowthThe forecast includes a robust outlook for short-haul travel.Historically,short-haul demand has been
27、amenable to stimulation through improved offerings such as new direct routings and lower fares.That trend is expected to continue,particularly in developing markets where a large share of the population have not flown before.In our forecast,travel within regions accounts for almost 60%of industry to
28、tal growth,with intra-China travel alone accounting for 17%of new Available Seat Miles(ASM)produced by the industry.Definitions of“short-haul”vary.For forecasting purposes,we define a range of under 3,000 miles,or about the distance of a six-hour flight,as short-haul.Historically,this has been somew
29、hat less than the maximum range for the 737adequate for transcontinental missions in the Americas,although typically not sufficient for trans-Atlantic and longer routes.A number of factors support projections for short-haul growth and resiliency:Ready availability of efficient,capable single-aisle a
30、irplanes.The growth of low-cost carriers,the most successful of which have focused on single-type,single-aisle fleets.Generally liberal competition rules in domestic markets and between neighboring countries,as opposed to intercontinental markets.Lower short-haul costs that allow for higher levels o
31、f discretionary travel and market stimulation.A growing global middle class,for whom air transport is financially accessible.First-time air travelers are more likely to take shorter-haul trips.Air Travel Offers Good ValueIn many regions of the world,vigorous competition and the proliferation of lowe
32、r-cost airlines have driven airfares down relative to the prices of other relevant travel expenses.Whereas airfares were once the most significant part of travel expenditures,for many consumers this is no longer the case.Motivated bargain hunters can often find fares comparable to or below the price
33、 of one night in a hotel room.The net result is the democratization of air transport,allowing more people to travel more frequently for a greater variety of reasons.Data from the US Bureau of Labor Statistics illustrates the trend.Air transportation prices rose and fell during the past 20 years,but
34、on average efficiency gains and competition between airlines limited price increases for consumers,while allowing profitable operations.In contrast,expenses such as entertainment(represented here by cinema and sporting-event admissions)saw steady price increases,as did food consumed away from home.C
35、ommercial Traffic200020004200520062007200820092000080160140200Efficiency Focus and Competition Have Kept Air Transport Cost Low Relative to Other Travel ComponentsUS Prices for Travel-Relevant Sectors,Indexed to 2000Source:US Bureau of Labor Sta
36、tisticsAirfareFoodLodgingMoviesSports6Commercial Market Outlook 20222041Air Travel is EfficientAviation serves the desire for mobility in ways that other modes of transportation cannot.Its advantage is largely seen as speedairplanes travel faster than trains,cars,and buses.But geography,efficiency,a
37、nd scale can also give rise to significant advantages.Geography is the starting point from which aviation adds value.The world is a diverse place,with mountains,oceans,national boundaries,and other barriers,both natural and human-made.With aviation,many of these obstacles can be bypassed.For example
38、,a flight between Rome and Barcelona takes about 2 hours,while the equivalent rail journey might take 14 hours to skirt the Mediterranean.This situation is far from unique.Aviations ability to ignore terrain challenges can create other efficiencies:in staffing;in required infrastructure investment;i
39、n amortization of capital costs and infrastructure expense across higher levels of production(passenger miles).Through competition,over time the airline industry will tend to pass the savings through to the travelling public.In many instances,these efficiencies can make aviation the lowest-cost trav
40、el option,even compared to ground-based alternatives.Finally,aviation can address certain smaller-scale transport needs with greater efficiency than ground-based modes.For example,a city pair with 100 passengers per day(each way)would not justify a purpose-built road or rail line,but can easily supp
41、ort air service.Hub aggregation similarly allows lower-demand routes to be served,albeit with connections.Ground-based modes,on the other hand,must dedicate infrastructure to specific routes and often impose circuity(indirectness)penalties.Aviation can avoid these costs.Air Travel is ResilientThe ai
42、rline industry has weathered serious challenges before,but the severe decline in traffic due to the global pandemic far exceeded prior downturns.Despite the severity of this challenge,the industry remains resilientas does the demand it serves,which defied expectations by coming back stronger in many
43、 markets.The forecast calls for a full recovery of global aviation by 2024,along with a return to growth rates comparable to those observed pre-pandemic.CMO forecasts that overall air traffic will grow at 3.9 percent from 2019 to 2031,and at 3.8 percent from 2019 to 2041.Short-haul traffic(under 300
44、0sm or 5500km)will grow at 4.1 percent from 2019 to 2031 and 4.0 percent from 2019 to 2041.Long-haul traffic(beyond 3000sm or 5500km)will grow at somewhat slower rates3.3 percent from 2019 to 2031 and from 2019 to 2041.Air travel is a key component of our modern world.Millions of livelihoods depend
45、on it.Peace,solidarity,sustainability,and international cooperation are among its core values1.The Boeing Company looks forward to its return and future growth.Commercial TrafficDublin to LondonRome to CataniaAbuja to LagosDubai to Kuwait CityDoha to MuscatDurban to JohannesburgRome to Barcelona Seo
46、ul to JejuHong Kong to TaipeiAukland to ChristchurchKuala Lumpur to SingaporeBangkok to Phnom PenhSeoul to ShanghaiMelbourne to Sydney Jakarta to SurabayaDelhi to MumbaiHawaii to U.S.mainlandNorth America to CaribbeanRio de Janeiro to Sao PauloBogota to MedellinLos Angeles to Las VegasAtlanta to Orl
47、andoLos Angeles to San FranciscoMontreal to TorontoEurope/Middle East/AfricaAviation Provides Efficiency,Scale and Geographic AdvantagesHigh-volume Short-haul Air RoutesIsland GeographiesAsia-PacificAmericasNo Rail Link ExistsHigh Duration Difference(distance,terrain,no high speed rail)1 Zurab Polol
48、ikashvili,Secretary-General,UNWTO 7Commercial Market Outlook 20222041Change Drives InnovationAdaptability in response to external events has distinguished commercial aviation for decades.History provides many examples.Novel product-development and efficiency solutions emerged as environmental regula
49、tions evolved.New airline and airport security procedures were introduced in the aftermath of 9/11.Business-model innovations were catalyzed by aviation-industry deregulation.In the same way,factors such as passenger segmentation,optimized revenue management,expanded seating and on-board offerings,a
50、nd the formation of strategic airline partnerships have enabled carriers to expand their market reach to every corner of the world.Such dynamics will continue to drive market competitionas well as the long-term delivery and fleet outlook.Some Pandemic Strategies Will RecedeWhile many airlines dramat
51、ically shifted their operations during the pandemic,many of these changes are already fading as market stability returns.For example,the pandemics impact on commerce and international travel forced airlines to focus on leisure and domestic demand.In the early months of COVID-19,as leisure travel wit
52、hstood the shock of the pandemic better than business travel,airlines shifted networks to serve more leisure destinations.Now,with business travel recovering,airlines are rebuilding networks including increased service to more business-focused cities.But they will not recreate pre-pandemic operation
53、s;even in relatively stable periods,networks change by up to 10%from year to year.Also,to generate revenues in COVIDs challenging passenger environment,airlines leveraged their air cargo capacity to capitalize on strong demand.In some cases,they redeployed widebody passenger fleets as“p-freighters”w
54、hen long-haul passenger networks vanished.This trend has also waned as passenger markets come back on line and regulators rescind measures that allowed carriage of medically necessary cargos on passenger main decks.However,as carriers consider ways to diversify revenue streams,air-cargo earnings lik
55、ely will play a more significant role in network planning than they did before the pandemic.Key Pre-Pandemic Trends Are Expected to Continue Airline competition is high across the spectrum of airline operating models due to the emergence of new carriers at the low end of the passenger-price spectrum
56、,and the introduction of The COVID pandemic accelerated airline operational and business innovation.Even as recovery progresses,airlines are pursuing opportunities to improve flexibility,introduce new service offerings,and diversify revenue opportunities.Airline Networks and Strategies8Commercial Ma
57、rket Outlook 20222041global super-connector models for longer-haul and network-dependent destinations.As a result,passengers have seen average real prices drop and the range of routing and service-level choices expand.To compete,airlines are creating dynamic business models that augment traditional“
58、network carrier”or“low-cost carrier”classifications.New,blended offerings,tailored to market needs,provide passengers increased flexibility in seating options and on-board services.For example,economy cabin offerings have unbundled service options like seat selection,early boarding,food and beverage
59、 service,and checked luggage or carry-on baggage allowing passengers to choose needed services.Ancillary revenues,as a share of total revenues,already had grown by a factor of 2.5 in the decade before the pandemic,bringing in more than$110 billion annually.Even as passenger traffic dwindled during t
60、he pandemic,ancillaries remained a critical revenue component,with airline credit-card programs providing a strong revenue base.Continued revenue-management innovation will further equip airlines to respond to resulting market dynamics.Meanwhile,passenger segmentation has accelerated.Network airline
61、s created basic economy class to better compete with low-cost carriers and unbundled fares.No longer a monolithic“coach class”environment,the economy cabin now caters to varied passenger needs and price points.At the other end of the spectrum,airlines are adding premium economy offerings to serve pa
62、ssengers willing to pay more for an improved(if less than business-class)on-board experience.For airlines,these enhanced offerings yield premiums over economy seats.To passengers,they represent greater choice in service level and price point.For these and other reasons,we anticipate continued innova
63、tion in passenger experience and service.A related trend is investment in digital transformation,not only for security and operational efficiency but also for customer service and brand differentiation.Spending in this sector rose to$31 billion in 2021,despite severe profitability challenges.Typical
64、 opportunities include websites and apps that expedite booking and check-in,or provide passengers with real-time travel updates.Investments in technology also foster increased revenues,as when passengers book travel-partner services(such as hotels,local transportation,or rental cars)through the airl
65、ine platform.Airline Networks and StrategiesGrowth in Ancillary Revenue200001920202021$20$80$60$40$100$1202%4%6%8%10%12%14%16%Ancillary Revenue Estimated($B)Share of Global RevenueSource:Ideaworks9Commercial Market Outlook 20222041Market Dynamics Reward Fleet Versati
66、lityFleet decisions in short-haul markets demonstrate the importance of an airplane family.A networks ability to change airplane sizewhether to match demand during a day or a season,or to open new markets,or to address growth over the longer termis an invaluable factor in maximizing revenues and eff
67、iciency.Flexibility is critical as markets change and new competitors emerge.Medium-size single-aisle airplanes remain the largest single-aisle segment,holding a 59%share.In recent years,the large single-aisle fleet has approached a share of 20%,as smaller,single-aisle airplanes have declined to 13%
68、of the single-aisle fleet.Market shifts to larger cabins enable further passenger segmentation with the introduction of lie-flat first-class seats,and accompanying higher service levels,between some premium,high-demand markets.Low unit costs also make these airplanes attractive for price-sensitive c
69、ustomers and many leisure routes.In addition,airport capacity constraints have driven airlines in some markets toward larger single-aisle airplanes.Average seating capacity of single-aisle airplanes increases from 166 in 2019 to 182 by the end of the forecast,as airlines optimize their fleets in pur
70、suit of unit cost reductions and enhanced revenue strategies.In longer-haul markets,airline passengers value simplified,time-saving point-to-point itineraries whose advantages often justify premium pricing.Smaller-gauge widebody airplanes like the 787,with more efficient,lower-operating-cost technol
71、ogy,have made point-to-point and hub-to-spoke routings more viable,since airlines can operate longer-haul routes at lower risk.Widebody fleet trends confirm this effect:Large widebodies have declined from 30%to less than 5%of the global fleet over the last three decades.Airline Networks and Strategi
72、esFamily of airplanes is indispensable to most single aisle operators Recovering long-haul markets seeing shift to more versatile twins92%Operate two or more airplane sizes3 Sizes39%4 Sizes13%1 Size8%2 Sizes40%Note:Airlines with jet fleets of at least 30 airplanes.Source:Cirium Fleets AnalyzerSource
73、:Diio by Cirium,July Schedule201920225002,0001,500Transatlantic Passenger Flights1,0002,50085%65%Twin engineFour-engine10Commercial Market Outlook 20222041Network hubs will remain integral.Large network and global super-connector airlines will continue to serve large centers of demand,flowing passen
74、gers between markets worldwide.Connections through hub airports will remain essential for airlines to feed smaller cities or secondary airports with multiple frequencies where direct service would not be economical.Acknowledging these diverse market needs,airlines have increasingly focused on versat
75、ility in their widebody fleets.Three pillars of maximized versatility have emerged:capability,network flexibility,and fleet commonality.Capability encompasses seating capacity,cargo capacity,range,fuel efficiency,and infrastructure requirements.Network flexibility enables airlines to deploy an airpl
76、ane across a range of markets profitably.Fleet commonality helps airlines minimize introduction and training costs,while they reduce operational complexity.Historically,the size and seat count of a widebody aircraft corresponded to its range.Advances in airframe and engine technology,however,now all
77、ow smaller,twin-engine widebodies like the 787 to serve some of the worlds longest routes.As airlines continue to choose a market-driven range of widebodies while prioritizing versatility,the average size and 310-seat capacity of todays widebody fleet will not change materially during our forecast p
78、eriod.Airline Networks and StrategiesLarger Twin Engine Widebody Airplanes Continue To Play a Key Role in Cities Around the GlobeSource:Diio by Cirium,August 2022 Schedule11Commercial Market Outlook 20222041Pandemic and War Continue to Impact Aviation The pandemics impact on airlines and air traffic
79、 has been profound.Now,as pandemic restrictions have eased,we have observed passenger volumes recover rapidly,especially on short-haul routes within single political entities.Long-haul travel has been slower to return;it requires not only passenger demand but also the coordinated lifting of internat
80、ional restrictions,which some governments have been slower to remove.Boeings 2022 Commercial Market Outlook(CMO)forecasts that global traffic will return to 2019 levels by 2023/24.Short-haul demand is leading the recovery,with policy dependent long-haul demand lagging the global average.Another chal
81、lenge for the aviation industry is Russias war in Ukraine.The effect has been greatest on airlines domiciled in the Russia and Central Asia region,although some impacts can be felt throughout the industry globally.This year,Russias war in Ukraine has had a direct impact on the aviation industry,most
82、 notably that it will not be possible to deliver airplanes in Russia until sanctions are lifted.Since it is highly uncertain how long this situation will persist,we have chosen not to publish a forecast for airlines domiciled there.Note that because of the pandemic disruption and its effects on the
83、in-service fleet,we have chosen to use the year-end 2019 in-service fleet as the base for fleet growth calculations.This means that when compound annual growth rates(CAGRs)are provided,the computation is a 12-year CAGR from 2019 to 2031(where we would normally quote a 10-year rate),and a 22-year CAG
84、R from 2019 to 2041(where we would normally provide a 20-year rate).Delivery data reflect the 20-year period from 2022 to 2041,as they have in the past.While the impact of the pandemic on airlines and air traffic has been substantial,we remain confident in the long-term resiliency of the industry.Bo
85、eing forecasts that airline fleets will nearly double by 2041.Commercial Fleet and Deliveries12Commercial Market Outlook 20222041In-service Fleet Will Nearly Double by 2041Pandemic dynamics continue to influence the CMO forecast.Airlines will grow their fleets from 25,900 airplanes in service in 201
86、9 to 35,400 in 2031,an annual rate of 2.6%.By 2041,the fleet is expected to grow to 47,080 airplanes,representing an annual rate of 2.8%over the 20192041 period.The pandemics impact can be demonstrated by comparing the 20-year fleet totals forecast in pre-pandemic CMO 2019.At that time,we forecast t
87、hat the fleet would be 7.6%larger at the 20-year point than we do in our current forecast.Roughly half of the difference is attributable to the exclusion this year of Russia and Central Asia.Single-aisle passenger airplanes command the largest share of both the 2031 and 2041 fleet at 68%and 70%,resp
88、ectively.The single-aisle fleet will grow from 16,530 airplanes in service in 2019 to 24,230 in 2031,and will total 32,770 airplanes by 2041.These new airplanes will continue to enable growth for low-cost carriers and will replace older,less efficient airplanes.In 2019,there were 4,660 widebody pass
89、enger airplanes in service,18%of the worldwide fleet.The widebody fleet will grow to 6,190 airplanes in 2031,and to 8,360 airplanes in 204117%and 18%of the fleet in 2031 and 2041,respectively.These new airplanes will allow airlines to serve new and existing marketspassenger and cargomore efficiently
90、 than in the past.More Than 41,000 New Deliveries Needed Over the Next Two DecadesThe pandemic has also had a varying impact on the CMO deliveries forecast.Short-haul service has recovered faster,and is now approaching(or exceeding in some regions)2019 levels,while long-haul service has not recovere
91、d as quickly,due in part to the difficulty of coordinating reopenings across regions.Our forecast reflects this difference.For single-aisle airplanes,compared to CMO 2019,forecast deliveries are down just 1%over 10 years and 2%over 20 years,while widebody deliveries are down over 6%over 10 years and
92、 11%over 20 years.Airlines will take delivery of 19,575 airplanes to meet the needs of the market through 2031.Deliveries over the 20 years through 2041 will be 41,170 airplanes.New single-aisle deliveries will make up 75%of total deliveries,with airlines needing more than 30,880 in the next 20 year
93、s.Widebody deliveries over the 20-year forecast period will total 7,230 airplanes,18%of the total.Demand for single aisle airplane deliveries from 20222031 will total Commercial Fleet and DeliveriesSingle-aisles Grow to 70%Share of Fleet Long-Term Resilience Led by Single-aisles25,90047,0807%18%70%5
94、%8%18%64%10%FreighterWidebody Single-aisleRegional Jet940Freighter(2%)7,230Widebody(18%)30,880Single-aisle(75%)2,120Regional Jet(5%)2022203,575New Airplane Deliveries 2022203141,170New Airplane Deliveries 2022204113Commercial Market Outlook 2022204114,620 airplanes,a 75%share of new deliv
95、eries in the next 10 years.Demand for new widebody deliveries between 20222031 will be 3,300 airplanes,representing 17%of the total.By 2041,approximately 42%of new airplane deliveries will be to airlines based in the Asia-Pacific region.An additional 44%will be delivered to airlines in Europe and No
96、rth America,with the remaining share delivered to the Middle East,Latin America,and Africa.These regional trends are relatively constant across both the 10-year and 20-year forecast horizons.Over Half of New Deliveries Will Replace Existing Fleet Airplanes are durable assets that typically remain in
97、 service for 20 to 30 years,and sometimes for even longer.An airplane is typically retired when the cost to retain and operate it exceeds the revenue it generates.The decision to replace an airplane is driven by considerations such as its age,the number of flight hours and pressurization cycles it h
98、as undergone,and maintenance requirements.In some instances,retiring even a relatively new airplane and re-selling its parts(“parting-out”)can yield the best economic return.As well as saving costs through lower fuel consumption,newer airplane types provide improved range and payload capability,allo
99、wing airlines to serve markets which older equipment cannot serve.The pandemic added another dimension to the retirement/replacement dynamic.At the outset of the pandemic,airlines quickly grounded entire fleets because the economic penalty from operating a significantly reduced schedule with a wide
100、variety of airplane types was substantial.Once grounded,the additional cost of returning a fleet to servicein addition to the higher operating costs of older,out-of-production modelsmeans that many of these less efficient fleets will not return to service.This dynamic affected the growth-replacement
101、 balance in our forecasts.As industry recovery approaches 2019 levels,the share of replacements is returning to ratios more in line with long-term trends.In 2031,the passenger fleet will include 10,430 airplanes replacing airplanes currently in the fleet;8,660 airplanes providing system growth;and 1
102、3,460 airplanes(including 202021 deliveries)retained from the 2019 fleet.The passenger fleet in 2041 will consist of 20,640 airplanes replacing assets currently in the fleet;19,590 providing for system growth;and 3,240(including 202021 deliveries)retained from the 2019 fleet.For the 10-year forecast
103、,replacements will represent 55%of deliveries.This share declines to 51%in the 20-year forecast.Commercial Fleet and DeliveriesNew Airplane Deliveries by Region:2022204180%Passenger Fleet Renewal Over Next 20 YearsNorth America23%Middle East7%Africa2%Asia(excl.China)21%Latin America5%41,170Europe21%
104、China21%23,8802019Fleet3,240RetainedFleet*20,640Replacement19,590Growth43,4702041Fleet50,00040,00030,000Fleet(units)20,00010,000*Retained fleet includes 202021 deliveries14Commercial Market Outlook 20222041Boosting Fuel Efficiency,Supporting Carbon-reduction GoalsNew airplanes provide significant ef
105、ficiency gains,and the aircraft that Original Equipment Manufacturers are currently delivering and developing will be 2540%more fuel-efficient than those they replace in many cases.Fully deploying the latest-generation airplanes is the most significant contribution to carbon emissions reduction avai
106、lable to the aviation industry over the next decade.By 2031,more than 50%of older-generation passenger airplanes in service in 2019 will be replaced by current models that provide significant carbon emissions reduction.Single-aisle Airplanes:Vital to Both Low-cost and Network Carrier StrategiesA num
107、ber of factors drive the global demand for new single-aisle airplanes.Due to their size and flexibility,single-aisle airplanes are fundamental to business strategy of the rapidly growing low-cost carriers(LCCs),as well as to airlines operating in emerging markets.Replacement demand is strong in well
108、-developed aviation markets,where large fleets of older airplanes remain.The three largest regional markets for new single-aisle airplanes are Asia-Pacific,Europe,and North America,which account for over 87%of the global LCC fleet,both in 2019 and throughout the forecast period.About 86%of all singl
109、e-aisle deliveries for the 10-year and 20-year forecasts will be to these regions.The expansion of LCCs is expected to take their share of the global single-aisle fleet from 31%in 2019 to 36%in 2031,and to over 38%by 2041.In 10 years,the LCC fleet will include over 8,600 single-aisle airplanes.This
110、number will reach almost 12,600 by 2041.LCCs will account for about 42%of single-aisle deliveries in both the 10-and 20-year time frames.Commercial Fleet and DeliveriesLow Cost Carriers Grow Share to 38%of Single-aisle Fleet203120412019LCCOther NetworksBroad NetworksCharter/IT42%24%31%3%39%23%35%3%3
111、6%23%38%3%15Commercial Market Outlook 20222041New Technology,Growing Versatility in the Passenger Widebody MarketPassengers typically prefer the convenience of nonstop flights,and as airline service regulation in international markets has relaxed,long-haul markets have become increasingly fragmented
112、.The increased range and improved economics of new,smaller widebody airplanes enable airlines to operate profitably on many long-haul city pairs that previously could not support nonstop operations.This rising market fragmentation is boosting demand for smaller widebody passenger airplanes.Recent da
113、ta shows that the proportion of smaller widebodies has increased from one half of the in-service widebody fleet to two thirds.Even as smaller widebody airplanes open new nonstop markets to service,the large end of the widebody market remains important.New,efficient,larger widebody airplanes find app
114、lications in markets with very high air travel volumes,where premium service is paramount,where global super-connector airlines operate,where airports are especially congested,and where airspace constraints are severe.These effects are compounded in the many long-haul markets where time differences
115、between cities restrict the marketable time windows for flight departures.Efficient,larger twin-aisle aircraft now make up about one third of the long-haul fleet.Commercial Fleet and DeliveriesSmall and Medium Widebodies Gaining Share as Airplane Range Has Become Less Dependent on Size909
116、97989900007080951100%80%60%40%20%Source:Cirium,Commercial passenger widebody fleet in service at year endLarge747,A380Medium Widebody777,A340,MD11,787-10,A350-1000Small Widebody787-8/-9,A350-900,A330,767,A300/A31016Commercial Market Outlook 20222041Freighter operator
117、s responded to the disruption by operating above normal utilization levels,delaying freighter retirements,and bringing new and parked airplanes into the fleet to fill the lower-hold shortfall.High air-cargo yields and greatly reduced long-haul international networks created favorable conditions for
118、many airlines to use widebody passenger fleets for cargo-only operations that both generated much-needed cash flow and bolstered freight capacity.These“p-freighters”balanced part of the capacity shortfall and even,in some cases,generated quarterly profits for carriers despite minimal passenger opera
119、tions.Today,snarls in global supply chains continue to drive air-cargo market dynamics.Maritime container ship reliability and dependability have degraded markedly,disrupting operations and hampering global supply chains.As a result,air cargos value propositionspeed and reliabilityhas been in high d
120、emand,driving 2021 full-year traffic levels up 7%and doubling yields relative to 2019 levels.Meanwhile,overall air-cargo capacity has rebounded to 2019 levels.However,the ratio of main-deck freighter capacity to belly capacity remains high,with dedicated freighters hauling roughly two thirds of all
121、air cargo,while long-haul passenger networks remain constrained by international travel restrictions.With the industry still recovering from COVID-19 disruptions,it is too early to definitively confirm structural changes.Yet several trends appear likely to persist,at least into the medium term.Freig
122、hter Share of Global Air Cargo Capacity Remains Elevated on Primary Routes100%50%75%25%0%Pre-PandemicTrans-PacificDuring Pandemic100%50%75%25%0%Pre-PandemicAsia-EuropeDuring Pandemic100%50%75%25%0%Pre-PandemicTrans-AtlanticDuring Pandemic62%38%81%19%43%57%72%28%33%67%60%40%FreighterWidebody Passenge
123、r BellySources:FlightRadar24,Boeing Market AnalysisPrior to the pandemic,nearly half of the worlds air cargo traveled in the lower holds of widebody passenger aircraft.Much of this capacity disappeared in March of 2020,as most widebody passenger service was suspended worldwide.Air Cargo Market Dynam
124、ics 17Commercial Market Outlook 20222041E-commerce GrowthE-commerce has doubled its share of retail sales over the last five years.We noted this trend in our pre-pandemic forecasts,COVID accelerated the shift.Adoption rates rose during the pandemic,as:Consumers embraced online shopping.Expectations
125、of fast service climbed.Brick-and-mortar inventories lagged and often narrowed.COVID has effectively pulled ahead of pre-pandemic growth expectations,with container speed and reliability less suited(in some cases)to meet demand.In addition to accelerated growth,the global impact of the pandemic has
126、boosted plans to develop express networks in emerging markets,particularly China,and has raised expectations for the air cargo segment overallespecially for the standard-body and medium-wide-body freighter categories.Value Relative to Container ShippingCapacity and reliability challenges have also d
127、isrupted the container ship industry,with expectations for a return to pre-pandemic trends continuing to move farther into the future.In addition,the elevated east/west trade imbalance exacerbated by the pandemic,has resulted in a major reduction in the price differential between air cargo and conta
128、iner shipping on major trade lanes.The top 10 leading container ship lines now control nearly 90%of global container capacity,up from 53%in year 2000.This trend,which was underway before the pandemic,has boosted shipping pricing.As of April 2022,container prices were five times higher than the level
129、s of January 2016.This has made the relative pricing of air cargo more attractive.More importantly,the greater reliability and speed of air versus container ship transport has made a modal shift more attractive to shippers eager to reduce delivery uncertainty.At the same time,some shipping companies
130、 are exploring strategic shifts to more vertically integrated operations.Freight forwarders are often the primary interface for companies looking to ship their goods.Shipping companies are building their capabilities to deliver full-service solutions.This value proposition combines the reduction of
131、modal uncertainty with the transfer of risk to service providers.Some container ship lines are acquiring freighter airplanes to provide integrated goods mobility.These trendslower relative pricing due to consolidation,and service expansion due to vertical integration of shipperssuggest that we may s
132、ee some aggregate movement of shipping volumes from sea to air.While the volumes will not likely be large relative to total global trade,even small shifts toward the speed,reliability,and risk mitigation of air could be significant,given that air cargo makes up only about 1%of all global trade tonna
133、ge.Air Cargo Market Dynamics4Jan-19Ratio of air cargo:containership transport pricingJul-1912.311.111.613.012.812.913.112.112.915.115.813.511.812.115.427.829.126.920.419.816.812.413.810.8Jan-20Jul-20Jan-21Jul-21Jan-22161282024Air is typically 1015 times more costly than containership transportAir ca
134、rgo prices more competativeSpike at onset of pandemic28326.76.56.68.37.04.93.83.23.94.56.25.95.04.34.95.3Relative Value of Air Cargo Service More Competitive Than EverNote:Comparison of East-West Air Freight Price Index and Drewrys East/West Container Freight Rate Index(converted into cost per kg ba
135、sis:basis 4,500kg per teu).Source:Drewry Maritime Research18Commercial Market Outlook 20222041Changes in Supply Chain and Logistics StrategiesThe global supply-chain experience during COVID highlighted the risks of the just-in-time supply chains that have evolved over the last several decades.As lab
136、or shortages hampered both shipping and manufacturing,supply chains became less reliableespecially single-source chains,which became points of failure.As a result,many goods companies and logistics firms are exploring diversified supply chains to mitigate future risk.The focus on efficiency and cost
137、s appears to be shifting to more balance between those drivers and the needs for diversification and reliability.This makes supply chain resilience a key performance indicator.This trend is likely to increase air cargo demand in two ways:Supply chains with more nodes in the system can profit from th
138、e flexibility of air cargo and point-to-point service.The pandemic has highlighted the value of air cargos speed and reliability as a tool to reduce supply chain risk.As manufacturers and logistics providers consider ways to diversify supply chains,adopting a range of transport modes is likely to be
139、 a key strategy.Long-Term Air Cargo Demand ForecastIn addition to the factors discussed above,GDP growth,industrial production growth,and trade growth remain key inputs and drivers of our 20-year outlook.For the period 20222041,Boeing forecasts that air cargo traffic,in revenue tonne kilometers,or R
140、TKs,will grow at 4.1%annually,an increase from last years forecast of 4.0%.Freighter Fleet ForecastPre-pandemic,the 2019 world freighter fleet consisted of 2,010 jet airplanes.By the end of 2021,the fleet had grown to 2,250 freighters.In addition,freighter utilization has been operating at approxima
141、tely 125%of normal levels.Both parked airplanes returning to the fleet and higher-than-normal operations levels have provided the market with much-needed capacity,and will bolster replacement needs throughout the forecast period.Air Cargo Market DynamicsSlight Increase in Long-term Forecasted Traffi
142、c Growth RateSource:Boeing200920002320252027202920337203920yr:4.1%10yr:4.3%20400500600700800RTKS,billions20102021:4.4%per yearHistoricalForecast19Commercial Market Outlook 20222041Over the next 20 years,the freighter fleet will grow from pre-pandemic level
143、s by 80%,which represents 3%average annual fleet growth.We forecast approximately 2,800 production-plus-conversion deliveries,with approximately half replacing retiring airplanes,and the remainder expanding the fleet to meet projected traffic growth.Roughly two thirds of deliveries will be freighter
144、 conversions from passenger airplanes,about 70%of which will be standard-body passenger aircraft.Reflecting the higher traffic growth outlook,as well as higher replacement needs,this years forecast is up nearly 7%over last year,with increases across all segments.In the standard-body segment,the flee
145、t is projected to grow by 90%over 2021 levels,as viable feedstock becomes more available and e-commerce network growth boosts demand.The segment will continue to see conversions to meet growth and replacement demand,with a projected 1,300 conversions.On the replacement side,more efficient airplanes
146、will increase sustainabilityand further boost capacity,as todays conversions are larger than many of the airplanes being replaced.In the widebody segment,the fleet is forecast to grow by nearly 75%.Both conversions and production deliveries are higher than last year.Expanding express networks will d
147、rive growth in the medium segment.And,in the large widebody freighter category,just over half of the 660 airplanes flying at the end of 2021 are nearing retirement age.As a result,projected new widebody demand of 515 units will account for both replacements and future growth.New demand for widebodie
148、s will remain robust,as their advantages in unit cost,utilization,and range make them vital to operators for long-haul,general air-cargo service.Regionally,the Asia-Pacific market forecast points to the highest traffic growth,as carriers continue to build out their express networks and supply-chain
149、support needs.For the region as a whole,the total freighter fleet is forecast to become roughly the same size as the North American fleet by the end of the forecast period.This will represent growth of over three times the pre-pandemic fleet.In contrast,the more mature North American fleet is projec
150、ted to grow by one third,but it will need roughly as many deliveries as Asia-Pacific to efficiently and sustainably replace the existing fleet.Air Cargo Market DynamicsFreighter Fleet to Grow 80%by 20413,6102,0102019Freighter2041FreighterDeliveries2,795202220414,0003,0002,5002,0001,5001,0005003,500N
151、ew Large WidebodyWidebody ConversionNew Medium WidebodyStandard Body Conversion1,30042555551520Commercial Market Outlook 20222041The services market will continue to play an important role in both the ongoing market recovery and long-term growth.While conditions may be difficult in the near-term,ope
152、rators who emerge from market downturns have historically resumed their growth trajectories through collaboration,adaptation and innovation.As with previous downturns,operators are expected to rebound from the pandemic with updated business models that enable more sustainable and profitable growth.T
153、he pandemic left its mark on operators,air traffic,and related services.While Boeing forecasts that the services market will return to 2019 levels by 2024,full recovery will vary by market segment and region.In the short term,the industry is likely to feel a lingering pandemic effect,as travel deman
154、d returns and travel restrictions ease.Labor shortages,along with the indirect ramifications of the pandemic,will continue to impact supply chains and put pressure on the entire aerospace ecosystem.In the long term,however,it is expected that the services market will return to pre-pandemic growth le
155、vels.The availability of labor,from pilots and cabin crew to technicians and engineers,is expected to be a watch item throughout the decade.Furloughs,layoffs,and early retirements have created near-term shortages of pilots and maintainers.There has already been an uptick in initiatives to boost trai
156、ning and recruitment efforts,as well as investments in digital technologies that mitigate the labor shortages effects.Investments in digital solutions allow aircraft operators to avoid disruption,improve productivity,and reduce overall operating costs.Augmented and virtual reality technologies will
157、continue to evolve,and the market will see their increased adoption in the training and maintenance services markets.A sustainable aerospace future is a growing priority for operators,as interest in aviations carbon impact rises among the flying public and other stakeholders.The industry will contin
158、ue to focus on more efficient operations and maintenance procedures to meet commitments for environmental sustainability.New for the 2022 Commercial Market Outlook(CMO)Services section is a renewed focus on the market segments which cover the commercial services functions commonly found in the marke
159、t today and represents a view of the specific services Boeing serves.While these segments are diverse in terms of sales,activity scope,capital intensity,and competitive environment,we expect growth to generally track fleet-growth rates.Our 2022 20-year global forecast for commercial aviation service
160、s is$3.6 trillion.Boeing forecasts the commercial support and services market to be worth$3.6 trillion through 2041.Commercial services will continue to rebound as aircraft utilization returns to pre-pandemic levels,and play a critical role in both the ongoing market recovery as well as long-term in
161、dustry growth.Services Market Overview21Commercial Market Outlook 20222041Three Primary Segments in the Aviation Services MarketMaintenance,Repair,Overhaul and Modifications This market segment includes all of the parts,engineering and labor for the functions that provide modifications as well as ma
162、intaining,repairing and overhauling(MRO)the in-service fleet.A majority of the MRO activities are driven by fleet utilization and cycles.In total,the MRO market is nearly 70%of our$3.6 trillion served market.Training and Professional Services The training and professional services market includes ai
163、rcrew and maintenance training,simulator products and services,and pilot provisioning services.Effective training and an adequate supply of personnel will remain critical to maintaining the health and safety of the entire aviation ecosystem.Digital Solutions and Analytics Within the digital solution
164、s and analytics market are products and services to generate,analyze,and leverage data in a safe and secure way.Solutions range from flight navigation software to aircraft health management systems to enterprise resource planning solutions.Services Market OverviewCommercial Aviation Services Market
165、Demand by RegionNorth America$1,045BEurope$850BAsia-Pacific$655BMiddle East$275BAfrica$80BLatin America$165BChina$545BRussia andCentral Asia*CMO 2022 does not include a forecast for airplane deliveries to Russia due to sanctions against aircraft exports22Commercial Market Outlook 20222041AppendixAir
166、plane Market Sector DefinitionsPassenger AirplanesRegional JetsSingle Aisle AirplanesWidebody AirplanesAVIC ARJ-700Boeing 717Boeing 747Bombardier CRJBoeing 737Boeing 767Embraer ERJ SeriesBoeing 757Boeing 777Embraer 170 SeriesBoeing/MDC MD-80,-90Boeing 787Fokker 70Airbus A220 SeriesAirbus A300/A310Su
167、khoi SSJ100Airbus A320 SeriesAirbus A330Bombardier CRJ-1000Airbus A340Comac C919Airbus A350Embraer 190 SeriesAirbus A380Fokker 100UAC MS 21Freighter AirplanesStandard BodyMedium BodyLarge WidebodyBoeing 727Boeing 767Boeing 747Boeing 737Boeing/MDC DC-10Boeing 777Boeing 757Airbus A300/A310Boeing MDC M
168、D-11Boeing/MDC MD-80Airbus A330Airbus A350Boeing/MDC DC-9 Airbus A320 Series Note:The lists are representative of airplanes in each segmentNote:Standard-body 80 tonnes.23Commercial Market Outlook 20222041AppendixServices Forecast on a PageRegionAfricaChinaEuropeLatin AmericaMiddle EastNorth AmericaN
169、ortheast AsiaOceaniaSouth AsiaSoutheast AsiaWorldService Market Size($B)$80$545$850$165$275$1,045$190$85$135$245$3,615New Personnel DemandPilots20,000126,000122,00035,00053,000128,00022,0009,00037,00050,000602,000Technicians21,000124,000120,00035,00050,000134,00024,00010,00034,00058,000610,000Cabin
170、Crew26,000162,000207,00048,00099,000173,00038,00018,00043,00085,000899,000Total67,000412,000449,000118,000202,000435,00084,00037,000114,000193,0002,111,000Commercial Airplanes Forecast on a PageRegionAfricaChinaEuropeLatin AmericaMiddle EastNorth AmericaNortheast AsiaOceaniaSouth AsiaSoutheast AsiaW
171、orldEconomic Growth(GDP)(20192041)3.1%4.3%1.4%2.5%2.7%2.0%1.1%2.4%5.0%3.8%2.6%Airline Traffic Growth(RPK)(20192041)5.2%4.9%3.0%4.4%4.0%2.6%1.7%2.6%6.8%5.3%3.8%Airline Fleet Growth(20192041)3.5%4.2%2.7%2.9%3.8%1.6%1.1%1.3%6.2%4.8%2.8%Deliveries(20222041)Regional Jet20340205401,63010105502,120Single A
172、isle7406,3707,0302,0301,5806,4607404402,0603,43030,880Widebody2301,5701,3902001,2907805502002807407,230Freighter2020555535940Total1,0108,4858,5502,2402,9809,3101,3456502,3454,25541,1702019 FleetRegional Jet01,89050301052,710Single Aisle4003,0503,6901,2006604,0805603805901,14016
173、,520Widebody0740700540120904304,660Freighter60200303010302,010Total7403,9305,2201,5401,5107,6101,2305607001,60025,9002041 FleetRegional Jet01,63020205502,340Single Aisle9906,7507,1002,4101,6506,9208004602,2203,47032,770Widebody3201,6801,6502801,53008308,36
174、0Freighter01701,290,610Total1,5709,6309,3602,8803,40010,8101,5707502,6104,50047,080Note:World 2019 fleet data includes Russia&Central Asia;rows do not sum for this category24Commercial Market Outlook 20222041AppendixRegional Traffic GrowthTraffic Flow(RPKs in billions)201220132
175、00020202192041 Annual GrowthAfricaAfrica54.658.661.562.966.067.869.472.721.930.3158.1269.26.1%AfricaEurope139.5143.4150.5153.7153.2164.2177.3187.452.666.5277.6389.93.4%AfricaMiddle East48.553.758.463.466.370.173.574.118.727.6146.2254.15.8%Central AmericaCentral Ameri
176、ca37.440.643.446.853.557.061.065.926.739.4101.5127.73.1%Central AmericaEurope84.087.194.6100.7110.3118.5121.0121.935.250.7176.9240.23.1%Central AmericaNorth America122.2133.5149.9167.2178.5192.0201.9207.465.8106.4286.5411.13.2%Central AmericaSouth America25.128.330.734.435.837.640.740.48.312.570.711
177、9.35.0%ChinaChina402.9453.5498.6551.8611.3695.2774.4838.5579.6666.61604.32505.45.1%ChinaEurope96.498.8104.7116.3129.5140.3155.9174.422.710.0272.0402.53.9%ChinaMiddle East25.426.631.634.638.943.547.951.88.52.2113.9194.66.2%ChinaNorth America90.291.7106.0120.6135.6147.5153.8150.517.27.0263.7375.34.2%C
178、hinaNortheast Asia63.462.171.180.888.184.185.191.511.73.0138.3193.03.4%ChinaOceania37.237.037.141.652.865.072.670.710.34.0103.4145.43.3%ChinaSoutheast Asia77.290.594.5111.0128.6146.3169.9177.619.54.5384.9596.25.7%EuropeEurope690.2720.8768.8827.4903.6968.61037.11070.7374.4413.51544.92141.43.2%EuropeM
179、iddle East185.1198.8217.9246.9265.0286.1314.8333.8104.7104.4503.4678.13.3%EuropeNorth America418.2427.7459.9491.2536.6573.2616.8641.9147.6157.2858.31121.22.6%EuropeNortheast Asia73.475.579.581.978.982.291.598.521.616.8107.3128.41.2%EuropeSouth America106.2107.6109.1110.1112.3116.2126.7137.131.739.22
180、13.5333.94.1%EuropeSouth Asia53.353.755.955.656.659.366.260.017.118.0101.8145.34.1%EuropeSoutheast Asia108.4105.2109.3111.7112.3115.9126.1131.229.224.9167.6215.72.3%Middle EastMiddle East74.980.387.097.2112.2118.2122.6124.141.852.5196.5280.63.8%Middle EastNorth America58.963.377.293.1103.2104.499.39
181、9.128.351.9165.5213.33.5%Middle EastOceania23.432.937.339.548.454.856.551.312.69.485.1113.53.7%Middle EastSouth Asia93.2100.0108.3122.5137.0146.5149.6144.157.664.9338.9524.16.0%Middle EastSoutheast Asia67.781.495.0103.7115.9125.5129.1128.344.526.8258.3376.55.0%North AmericaNorth America1031.31055.51
182、090.11152.31215.31273.31350.81409.5574.81023.31864.12409.02.5%North AmericaNortheast Asia152.7158.8162.2166.6173.3183.5182.8184.548.446.0196.6225.10.9%North AmericaOceania43.145.045.349.554.155.660.160.212.57.084.7107.52.7%North AmericaSouth America72.880.484.487.483.886.292.086.920.037.6143.4216.24
183、.2%Northeast AsiaNortheast Asia100.7110.3117.5122.5131.3136.4143.2139.970.651.8171.7193.71.5%Northeast AsiaSoutheast Asia95.8107.3120.0129.8139.7157.5180.9207.843.019.9266.5380.82.8%OceaniaOceania99.4102.3104.1105.1108.2108.4108.3108.526.244.2139.3164.81.9%OceaniaSoutheast Asia77.078.684.580.384.086
184、.990.992.716.59.4143.0187.73.3%South AmericaSouth America151.5154.9159.2163.8163.7169.6182.9187.082.5109.4371.1533.64.9%South AsiaSouth Asia64.668.172.980.798.7115.0136.1143.157.776.3325.1635.47.0%Southeast AsiaSouth Asia33.535.538.039.844.250.554.255.89.63.7130.1229.06.6%Southeast AsiaSoutheast Asi
185、a155.8185.8199.5217.2236.1253.1268.2270.3102.579.7636.11079.66.5%Rest of World359.8394.6422.6424.6428.9484.1558.7622.1226.0316.3919.21219.03.1%Grand Total5694.66029.96438.26886.17391.77939.98549.98913.43100.13835.014030.020077.13.8%25Commercial Market Outlook 20222041Copyright 2022 Boeing.All rights
186、 reserved.For more information,visit our statements contained herein are based on good faith assumptions and provided for general information purposes only.These statements do not constitute an offer,promise,warranty orguarantee of performance.Actual results may vary depending on certain events or conditions.This document should not be used or relied upon for any purpose other than that intended by Boeing.