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Bombardier Global 8000.
Bombardier will not release its third-quarter results until Nov. 5, but given its performance in the first half of the year — including higher revenues, earnings and liquidity — it appears poised for continued growth.
Its backlog of aircraft and services reached $21.8 billion in the first six months, compared to $16.1 billion in the same period last year. While both manufacturing and services revenue are growing, the aftermarket piece is steadily contributing a larger portion. In 2025, services represented 24% of Bombardier's $9.55 billion revenue ($2.3 billion), but in the second quarter this year it climbed to a record $674 million (31%) of the $2.15 billion revenue.
Since Bombardier appointed Eric Martel president and CEO on March 11, 2020, he has reset the company culture and launched a five-year company turnaround in 2021 that included accelerating aftermarket services and the launch of Bombardier Defense in 2022 to diversify.
The fleet of Bombardier aircraft is growing, which contributes to part of the services backlog, but Bombardier is also investing in capabilities to try to capture more of the aftermarket. This year the company has announced $50 million in new capabilities in Wichita, including a North American learning center; a new line maintenance station in Sydney, Australia, to complement one in Perth and a service center in Melbourne; and a major expansion of its Singapore service center at Seletar Aerospace Park that will almost double its capacity there when it opens in 2028.
It also is expanding Velocity Maintenance Solutions, the Wilmington, Delaware-based maintenance, repair and overhaul (MRO) provider it purchased in February. Velocity announced on Oct. 17 that it plans to move into a neighboring 75,000-ft.2 facility with 40,000 ft.2 of hangar space by the end of the month. This will more than triple its existing 20,000 ft.2 of hangar space in Wilmington after the relocation. Velocity also operates 14 mobile repair team trucks around the U.S.
Supporting that is a focus on supply chain resilience. Bombardier works with more than 1,000 suppliers and says it “continues to evaluate opportunities to strategically expand its internal capabilities where it can enhance resilience and long-term growth.”
Martel has previously noted that mergers and acquisitions are one way it could strengthen its supply chain resilience. Its advanced supplier management team also supports customers, including deploying its staff at suppliers.
Bombardier recognized 33 suppliers with its Diamond Awards in September.
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