Aerospace, defence and space shows put customers, industrial partners and capital in one place for a few days. What a show is worth to a supplier depends on which procurement, qualification or partnership decision the company can bring closer, and on the work done before and after the stand.
Andy Demir · First published 8 June 2026 · Updated 12 October 2026 · 17 min read
Executive Summary
The 2026–2027 exhibition cycle has stronger demand behind it than any in recent memory. SIPRI puts world military expenditure at $2,887 billion in 2025, and NATO allies used the Ankara summit in July 2026 to announce more than $50 billion in new procurements. Headline totals still say little about what an individual supplier has won. ILA Berlin's own register of its 2026 show mixes firm orders, call-offs under existing frameworks, memoranda, letters of intent and a funding round, each with a different commercial meaning. My reading is that exhibition value comes from reducing a specific uncertainty in a customer's or partner's decision, and I expect serious defence conversations over the next twelve months to place more weight on delivery evidence, integration responsibility, and support. With Euronaval and Space Tech Expo Europe in November and a 2027 cycle running from Abu Dhabi in January to Dubai in November, the decision worth taking now is to fund each event against a named decision it can advance, prepared through one programme case shared by commercial, engineering, operations and finance, and to judge the return by sourcing and qualification progress rather than by contacts or announcements.
In This Essay
- The next exhibition starts with the next decision
- Demand has strengthened, and access runs on a slower clock
- The 2026–2027 calendar, checked against the organisers
- The themes worth preparing for
- Different markets ask for different evidence
- Five filters for exhibition investment
- Three moves that improve conversion
- What I expect over the next twelve months
- One decision per event, carried by one programme case
- Questions for the C-Suite and the Board
- References
The next exhibition starts with the next decision
DSEI Germany's first edition, scheduled for 9–12 March 2027 at the Hannover exhibition grounds, is a useful place to start. Its organisers have framed the conference around "Securing Europe", with sub-themes on collective deterrence, joint readiness and industrial capacity and resilience (DSEI Germany, 2026). Those subjects move the commercial conversation beyond the performance of a single product. They ask how that product fits an operational requirement, a production system and a partnership able to sustain it for years.
The rest of the 2026 calendar makes the same point from different directions. Euronaval in November is held under the theme "Towards high intensity" and spans autonomous systems, artificial intelligence, cyber defence, electronic warfare and the seabed domain (Euronaval, n.d.). Space Tech Expo Europe in Bremen, a week later, runs industry, small-satellite and connectivity conferences alongside pre-booked business meetings (Space Tech Expo Europe, n.d.). Each event brings together a different set of people around a different decision, and the company that knows which decision it is pursuing gets more from the same days on-site.
Two decades in commercial roles across European aerospace, space and semiconductor businesses have left me cautious about what an exhibition announcement proves. Technical capability turns into commercial value through programme access, trusted relationships and commitments the factory can actually keep. A meeting is useful when it ends with an agreed technical evaluation, a supplier review, a partner discussion or a sourcing step. A rule of thumb I have found reliable: if the substance is still being negotiated on the stand, the preparation started late; if it is being signed or announced there, the timing was right.
My view, and the thesis of this essay, is that the exhibition calendar is best read as a sequence of chances to reduce uncertainty in a customer's or partner's decision. One event may clarify the requirement, another may establish the industrial team, and a third may provide the setting for a mature agreement. Most of the work that decides the outcome happens before the stand is built and after it is taken down. The commercial task is to decide which uncertainty each event can remove, and whether the organisation has the evidence and the authority to move the discussion forward.
Demand has strengthened, and access runs on a slower clock
The spending baseline has moved well beyond the 2024 figures used when this essay first appeared. SIPRI estimates world military expenditure at $2,887 billion in 2025, a real-terms increase of 2.9%, with European spending up 14% to $864 billion (SIPRI, 2026). That European total includes Russia and Ukraine, so it cannot be read as a budget open to European Union suppliers. On SIPRI's methodology, which differs from NATO's, the 29 European NATO members spent $559 billion, and Germany's expenditure rose 24% to $114 billion.
SIPRI's arms-transfer data adds a second signal. European states received 33% of global imports of major arms in 2021–2025, compared with 31% for Asia and Oceania and 26% for the Middle East, and Europe's imports rose by 210% compared with 2016–2020 (George et al., 2026). These are shares of transfer volume measured using SIPRI's trend indicators, not procurement revenue. They support a reassessment of regional priorities without telling any supplier how much business it can capture.
NATO's commitments have also moved from pledge to implementation. At The Hague in June 2025, allies committed to spending 5% of GDP by 2035, at least 3.5% on core defence and up to 1.5% on wider defence- and security-related investments, with the trajectory to be reviewed in 2029 (NATO, 2025). At Ankara on 8 July 2026, they reported that European allies and Canada had raised core defence investment by more than $139 billion in 2025, announced more than $50 billion in new procurements and committed to expanding collective manufacturing capacity (NATO, 2026). A summit, in other words, now behaves partly like a trade show, and the distinction between an announcement and a funded contract matters there as much as on any exhibition floor.
Demand and access still run on different clocks. A budget commitment may precede a tender by years, and a tender may precede supplier qualification and production by even more years. Deloitte's 2026 outlook expects supply-chain pressure to persist through at least 2027 and advises new vendors to plan for multi-quarter or multi-year progress from first engagement to contract award (Berckman et al., 2025). Grant Thornton's 2026 review makes the same point from the capital side: most small and mid-sized suppliers have yet to see the benefit of higher budgets, because long procurement lead times limit revenue visibility (Rawling, 2026). The useful exhibition proposition therefore combines relevance to funded demand with a believable route through the customer's own decision process.
The 2026–2027 calendar, checked against the organisers
The tables separate completed events from those still ahead as of 12 October 2026. Dates come from the organisers' current pages. The middle column records published themes or verified scope; the right-hand column is SwissTechnic's commercial reading. Where a 2027 agenda has not yet been published, the table says so rather than presenting an expected trend as an official theme. This is a selected planning calendar, not a complete directory.
Completed 2026 events: evidence for the next cycle
| Event and location | Dates | Published theme or verified scope | Commercial reading |
|---|---|---|---|
| Singapore Airshow | Trade days 3–6 February 2026 | Aerospace and defence; Space Summit alongside the show (Singapore Airshow, n.d.) | Asia-Pacific aviation and defence demand deserves its own account plan |
| World Defence Show, Riyadh | 8–12 February 2026 | Saudi Supply Chain Zone, Unmanned Systems Zone and Naval Zone; $8.8 billion in purchase contracts reported (General Authority for Military Industries, n.d.) | Saudi partnerships reward a defined local industrial role; other Gulf markets set their own terms |
| ILA Berlin | 10–14 June 2026 | Competitiveness, technology and sovereignty; 31 deals and announcements registered (ILA Berlin, n.d., 2026) | Show how German production and European partnerships strengthen a programme case |
| Eurosatory, Paris | 15–19 June 2026 | Multi-domain superiority; industrial resilience and war economy (Eurosatory, n.d.) | Tie the product to integration, production and support in land and air-land programmes |
| Farnborough International Airshow | 20–24 July 2026 | Technology Summit on AI, sustainability, next-generation aircraft, space and cyber resilience (Farnborough International Airshow, n.d.) | Convert July conversations into a qualification, sourcing or operational step |
| MSPO, Kielce | 8–11 September 2026 | Canada as Lead Nation; organiser reports nearly 70 cooperation agreements signed (Targi Kielce, n.d.) | A specific entry point into Polish and allied demand |
| International Astronautical Congress, Antalya | 5–9 October 2026 | "The World Needs More Space" (IAC 2026, n.d.) | Follow technical and institutional talks with a defined mission or partner opportunity |
Remaining 2026 events: immediate priorities
| Event and location | Dates | Published theme or programme | Commercial reading |
|---|---|---|---|
| AUSA Annual Meeting, Washington, D.C. | 12–14 October 2026 | "America's Army: The Foundation of the Joint Force" (Association of the United States Army, 2026) | Prepared suppliers work existing target accounts; others gather procurement intelligence |
| Euronaval, Paris Nord Villepinte | 3–6 November 2026 | "Towards high intensity"; autonomy, AI, cyber, electronic warfare, combat systems, seabed (Euronaval, n.d.) | Bring integration and support evidence and a clear role in the ship or mission system |
| Space Tech Expo Europe, Bremen | 17–19 November 2026 | Industry, Smallsats, Connectivity and Technology Forum conferences; B2B matchmaking (Space Tech Expo Europe, n.d.) | Use pre-booked technical meetings to fix qualification, interface and sourcing steps |
The 2027 cycle: plan by decision, geography and readiness
| Event and location | Dates | Announced theme or scope | Commercial reading |
|---|---|---|---|
| IDEX and NAVDEX, ADNEC Centre Abu Dhabi | 25–29 January 2027 | Land and naval defence; 2027 agenda not yet verified (NAVDEX, n.d.) | Prepare a UAE-specific partner, integration and support proposition |
| Avalon Australian International Airshow, Victoria | 23–28 February 2027 | Airshow and trade show; 2027 agenda not yet verified (Department of Jobs, Skills, Industry and Regions, 2026) | Examine Australian partners and sustainment roles before a broad entry effort |
| DSEI Germany, Hannover | 9–12 March 2027 | "Securing Europe"; deterrence, readiness, industrial capacity (DSEI Germany, 2026) | European teaming and production discussions tied to a named requirement |
| FEINDEF, IFEMA Madrid | 18–20 May 2027 | Spanish defence and security exhibition (FEINDEF, n.d.) | Build a Spanish programme and partner map |
| Paris Air Show, Le Bourget | 14–20 June 2027 | Civil, defence and space; 2027 programme not yet verified (Salon International de l'Aéronautique et de l'Espace, n.d.) | Advance prime relationships, supplier evaluations and mature agreements |
| MSPO, Kielce | 31 August–3 September 2027 | Polish and allied defence industry (Targi Kielce, n.d.) | Continue account and partner work started in 2026 |
| DSEI UK, ExCeL London | 7–10 September 2027 | All defence domains; 2027 theme not yet published (DSEI UK, n.d.) | Prepare UK and allied discussions on interoperability and support |
| International Astronautical Congress, Poznań | 27 September–1 October 2027 | "One Space. Shared Future." (IAC 2027, n.d.) | International mission partnerships and a closer look at Central European space capability |
| Dubai Airshow, Dubai World Central | 15–19 November 2027 | Aviation, defence and space; 2027 programme not yet verified (Dubai Airshow, n.d.) | Progress Gulf aviation and industrial relationships with customer-specific delivery evidence |
The dates also prevent a quiet budgeting error. Farnborough, ILA, and Eurosatory belong to the completed 2026 cycle, while the Paris Air Show, IDEX, NAVDEX, FEINDEF, and DSEI UK belong to 2027. MSPO runs every year but on different dates, and the International Astronautical Congress changes host country each year. A calendar copied forward without checking the organiser can misdirect travel, preparation and account ownership for a whole year.
The themes worth preparing for
Industrial capacity is the most commercially consequential thread across the evidence. DSEI Germany names it a sub-theme; Eurosatory places industrial resilience and the war economy among its 2026 themes; and the Ankara declaration commits allies to expanding collective manufacturing capacity (DSEI Germany, 2026; Eurosatory, n.d.; NATO, 2026). A supplier makes that discussion concrete through qualified throughput, realistic lead times, critical-material availability and support arrangements. A factory expansion plan becomes much stronger evidence when the workforce, tooling, funding and acceptance milestones behind it are visible.
Digital integration creates a different test. Euronaval's published scope brings AI, cyber defence, electronic warfare and autonomous systems into the same operational conversation (Euronaval, n.d.). Their value depends on how information flows among sensors, operators, and effectors, and on whether the combined system performs under demanding conditions. A demonstration gains commercial weight when it establishes compatible interfaces, credible testing and an accountable support model. Software also opens up negotiations over update rights, data access, and recurring service revenue, which deserve preparation before the meeting rather than during it.
Space adds qualification and customer economics to the picture. Bremen's small-satellite and connectivity conferences provide companies with a platform to discuss manufacturing, communications, and ground-segment capabilities (Space Tech Expo Europe, n.d.). The commercial question stays specific: who buys the subsystem or service, what qualifies it for flight under the European Cooperation for Space Standardisation (ECSS) framework, and how it will be delivered repeatedly. A defined sourcing review or mission work package gives a supplier a sounder basis for allocating engineering effort than a constellation announcement does.
Civil aviation runs on its own economics alongside defence. Farnborough's 2026 Technology Summit kept sustainability and next-generation aircraft on its agenda (Farnborough International Airshow, n.d.), and airline customers still judge based on operating costs, fuel burn, maintenance, and certification. The evidence that persuades a defence buyer facing an urgent requirement differs from what a civil programme needs. A company serving both markets benefits from connecting a shared capability to two separate customer cases.
Different markets ask for different evidence
Europe offers several commercial environments rather than one exhibition strategy. Hannover can support German and allied industrial discussions, Madrid can provide access to Spanish institutions and industry, and Kielce can focus on Polish and allied needs. The International Astronautical Congress in Poznań in 2027 adds a space-sector reason to look more closely at Central Europe, where SwissTechnic has examined how specialist Czech space suppliers can keep what they build. For a supplier from Czechia, Poland, Romania, or the Baltic states, the useful proposition is a specific capability tied to a programme, with sufficient qualification and support to be dependable.
The Gulf deserves the same precision. World Defence Show 2026 introduced a Saudi Supply Chain Zone that connects local small- and medium-sized firms with international companies, and the Saudi authority for military industries presents the show as part of its localisation agenda (General Authority for Military Industries, n.d.). Abu Dhabi and Dubai offer different institutional and customer settings. Local manufacturing, technology transfer, training or maintenance may all be relevant, but the right arrangement depends on the country, the contracting authority and the work package. A Saudi localisation target does not define the requirements of a UAE opportunity.
Australia and the wider Asia-Pacific remain legitimate alternatives to a Europe-centred allocation. Singapore's 2026 show covered aviation, defence and space, and Avalon brings industry, government and defence into the 2027 calendar (Department of Jobs, Skills, Industry and Regions, 2026; Singapore Airshow, n.d.). Distance makes the support proposition decisive for a European supplier, which is why Australian market access is earned through a defined industrial contribution more than through presence alone. A local partner, a repair route and a realistic response time can turn an interesting capability into an acceptable operational choice.
Primes, government customers, specialist suppliers, and financiers each play a different role in the decision-making process. Primes provide programme access and integration, procurement authorities define acceptance and contracting, suppliers shape delivery, and capital providers finance the interval before revenue. Grant Thornton observes that acquirers are targeting suppliers that control bottleneck components, hold critical certifications or bring delivery certainty to major programmes (Rawling, 2026). That supports the capital argument of this essay without implying that every exhibition meeting involves investors, or that ownership alone confers commercial power.
Five filters for exhibition investment
The first filter is procurement alignment. The useful evidence is an identifiable requirement, customer or sourcing decision that the company has a plausible route to serve. Political spending commitments provide context, while funded work and accessible procurement processes carry an investment case. An exploratory visit can still be worth the money where a requirement is emerging, provided its stated objective is learning rather than near-term orders.
The second filter is industrial credibility. Customers need confidence in the capacity, qualification, configuration and support behind an offer. A smaller specialist can establish that confidence through a narrow, proven capability and a dependable industrial partner. Scale matters where volume matters, but it never substitutes for technical suitability, safety or certification. The strongest exhibition evidence makes the supplier's actual contribution, and its limits, easy to see.
The third filter is preparation. Account research, advance appointments, and early partner discussions increase the likelihood that the right people arrive with the right information. The registers from 2026 show why preparation has to be matched to the type of outcome sought. ILA Berlin's list includes a Bundeswehr call-off of more than 1,000 Safran binoculars under an existing 2,500-unit framework, an airline order for ten aircraft, several memoranda of understanding, a letter of intent, a completed acquisition and a start-up funding round (ILA Berlin, 2026). MSPO's organiser reports nearly 70 cooperation agreements signed during the 2026 show (Targi Kielce, n.d.). A framework call-off is the product of months of earlier work; a memorandum is the start of new work. Each deserves its own follow-up path.
The fourth filter is capital fit. A production commitment can require tooling, inventory, engineering and workforce spending well before customer cash arrives. A proposed partnership therefore benefits from a clear view of funding, payment milestones and responsibility for ramp-up risk. Investor conversations belong on the agenda when financing or ownership is part of the plan. A narrative built on conversion, margin and cash serves that conversation better than a generic claim of dual-use potential.
The fifth filter is market-access fit. Eligibility, export permissions, industrial participation, security and interoperability depend on the specific programme and jurisdiction. Alliance membership does not remove every access condition, and local presence alone does not confer qualification. Clarifying these conditions early protects both sides from investing in a relationship that cannot reach the contracting stage.
Three moves that improve conversion
The first move is to allocate resources around accessible demand. Europe warrants close attention, but the opportunity map also includes Gulf industrial partnerships, Asian aviation and Australian capability requirements. I would compare events by the named accounts and decisions each one can advance. A full stand, a place in a national pavilion, a small meeting team, or a focused visitor presence can each be the right choice, and their costs become easy to judge once the intended outcome is written down.
The second move is to present delivery capacity alongside technical capability. In constrained programmes, a buyer is in effect reserving production time in the supplier's factory, and the questions that matter are when the product arrives and how the supplier can prove it. Engineering, operations and commercial teams can prepare an evidence pack covering qualification status, lead-time assumptions, available capacity and support. Sensitive details can stay within controlled conversations. The pack gives customers a basis for confidence and reduces the risk of commitments that run ahead of the industrial plan.
The third move is to connect customer, partner and capital discussions through one programme case. A customer needs an operational outcome, a partner needs a workable division of labour, and finance needs a credible path to cash. Their materials will differ, but the underlying delivery assumptions have to align. The additional value comes from finding funding and responsibility gaps while there is still time to adjust the proposal.
Exhibition returns also become clearer once progress and commitment are recorded separately. A memorandum of understanding records intent; a qualification milestone changes technical readiness; an order changes contractual exposure; and delivery and payment establish the economic result. These steps cannot be added together as booked business. Tracking agreed actions, owners, sourcing progress, margin and cash gives leadership a far more informative view than a total of contacts or announcements.
What I expect over the next twelve months
From October 2026 to October 2027, I expect delivery evidence, integration responsibility and support to carry more weight in serious defence exhibition conversations than they did a year ago. The published emphasis on industrial capacity in Hannover, high-intensity operations at Euronaval, the manufacturing commitments made in Ankara, and the supply-chain pressure Deloitte expects through 2027 all point in the same direction (Berckman et al., 2025; DSEI Germany, 2026; Euronaval, n.d.; NATO, 2026). My confidence is moderately high. I would look for the shift first in customer evaluation criteria and in requests for capacity reviews, qualification evidence, interface testing and support plans, well before it shows in supplier revenue.
If the view holds, the suppliers that gain are those with qualified processes, visible capacity and agreed support roles, along with the primes and partners that can draw on them. Companies that rely on a large stand and broad messaging, without a defined work package behind it, are likely to face longer and more expensive sales cycles at the same events. The view would weaken if qualified opportunities repeatedly advanced on specification and price alone, with little interest in production or support, or if procurement slipped so far that readiness ceased to affect the next sourcing decision.
The strongest counter-argument deserves a fair hearing. Visibility has value of its own: shows are where unknown buyers find new suppliers, where engineers are recruited and where a newcomer earns its first evaluation, and the 2026 registers show that real orders and call-offs are still signed on site. I accept all of that. My lean is that visibility works best as the visible end of a prepared decision, and that a company should fund it where it supports a named account or a deliberate learning objective. I am less certain that larger attendance will translate into faster conversion, because more meetings also compete for the same scarce engineering attention.
One decision per event, carried by one programme case
Were I part of the next exhibition-budget discussion at a mid-sized supplier preparing for the 2027 cycle, the decision I would put forward is this: fund each event against one named customer or partner decision it can bring closer, prepared through a single programme case shared by commercial, engineering, operations and finance, and measured by sourcing and qualification progress. In practice, that replaces a calendar planned by habit and floor space with a shorter list of events chosen for the decisions they can move. For November 2026, the time left favours focused meetings, existing accounts and clear technical next steps. From January to June 2027, there is still time to assess partners, prepare demonstrations, and align production plans with funding.
A practical rhythm starts about ninety days before an event, earlier for major public-sector or industrial agreements. In the first weeks, a named commercial owner identifies target accounts, access conditions and the intended next decision. Technical and operations colleagues then confirm the evidence and the delivery assumptions, and finance prices the cash exposure of any production commitment under discussion. Before travel, the team agrees on the purpose of each meeting and who owns the follow-up; within the 30 days afterwards, it reviews completed actions and progress through sourcing or qualification. By six months, the company can see which events moved decisions, and by twelve months, it can compare exhibition costs with qualified pipeline, orders, and margin. Ninety days is a planning convention, not a claim about how every procurement works.
The economic improvement is easiest to see in a few indicators that each company can baseline for itself: the share of exhibition spend tied to a named account, the number of evaluations, supplier reviews or sourcing steps agreed within thirty days of a show, the conversion of those steps into qualified opportunities, and the engineering hours spent on prospects that never had a funded requirement. I would set the target ranges after the first measurement cycle rather than before, because an honest baseline is worth more than an ambitious guess.
Execution friction is predictable, because commercial, engineering, operations and finance work to different clocks. Sales may want an early commitment while engineering is managing qualification and finance is protecting cash. A shared programme case makes those trade-offs visible without asking every function to work the same way. The improvement it buys is fewer unsupported commitments, better use of technical effort and stronger conversion into business the company can deliver.
Waiting carries a cost in options more than in money. Stands for the large 2027 shows are booked many months ahead, and partner and sourcing conversations for programmes discussed in Hannover, Paris and London will have started well before those doors open. A company that defines its decisions now keeps the choice of where and how to appear; one that decides later tends to inherit a location, a format and a budget. The trade-off is focus: a narrower list may miss an unexpected buyer. I would advise differently for a newcomer whose main goal in 2027 is to be found at all, where broader visibility may rightly come first, and the final judgement rests with management, who know their order book and their people.
The argument of the original essay survives this update in a calmer form. Preparation shapes access, industrial credibility builds trust, and capital carries the company through the period before revenue. The next layer is selectivity. Exhibitions are worth the decisions they move forward, and a company gains more from a smaller number of well-prepared decisions than from a wider calendar whose outcomes remain undefined. That is the discussion I would bring to the room before the next stand is booked.
Questions for the C-Suite and the Board
Which events in our 2027 plan can advance a named customer, programme or sourcing decision? An account team or business-unit leader can link each event to an opportunity within their remit and separate exploratory learning from contracting work.
Where would stronger delivery evidence move a current evaluation forward? Operations and commercial leaders can identify the qualification, capacity or support information a customer is most likely to ask for next.
Which industrial relationship is worth preparing before the event? A defined partner role, a division of work, and a discussion of rights make a meeting productive without committing early to a joint venture.
What cash exposure would follow from the production commitments we might discuss? The CFO can examine tooling, inventory, payment milestones and funding options before a commercial intention becomes an industrial obligation.
Where does regional adaptation create additional value? The proposition for a Polish, Spanish, UAE or Australian customer can be tested against that customer's requirements, support needs and access conditions.
Which follow-up milestone would show useful progress within thirty days? An agreed evaluation, supplier review or sourcing action gives teams a practical measure long before revenue arrives.
Where would a smaller presence achieve the same commercial outcome? Comparing visitor teams, pavilions, and full stands can free up budget for technical preparation, partner work, and delivery readiness.
References
Event dates and themes were checked against organiser and government sources on 12 October 2026. Several organiser websites still carry previous-edition agendas next to new dates; those older materials are not treated as 2027 programmes.
Association of the United States Army. (2026, July 29). Registration is now open for the 2026 AUSA Annual Meeting. https://www.ausa.org/news/registration-opens-2026-ausa-annual-meeting
Berckman, L., Shepley, S., Chavali, A., Hardin, K., Welch, S., & Dronamraju, T. (2025, November 13). 2026 aerospace and defence industry outlook. Deloitte Insights. https://www.deloitte.com/global/en/insights/industry/aerospace-defense/aerospace-and-defense-industry-outlook.html
Department of Jobs, Skills, Industry and Regions. (2026, March 23). Victoria to host 2027 Australian International Airshow. State Government of Victoria. https://djsir.vic.gov.au/news-and-articles/victoria-to-host-2027-australian-international-airshow
DSEI Germany. (2026, March 12). DSEI Germany: The country's most significant new defence event set to focus on "securing Europe" [Press release]. https://www.dsei-germany.com/about/press-and-media/the-country-s-most-significant-new-defence-event-set-to-focus-on-securing-europe
DSEI UK. (n.d.). DSEI UK 2027. Retrieved October 12, 2026, from https://www.dsei.co.uk/
Dubai Airshow. (n.d.). Dubai Airshow 2027. Retrieved October 12, 2026, from https://www.dubaiairshow.aero/
Euronaval. (n.d.). Euronaval 3–6 November 2026, Paris Nord Villepinte. Retrieved October 12, 2026, from https://www.euronaval.com/
Eurosatory. (n.d.). Focus and themes. Retrieved October 12, 2026, from https://www.eurosatory.com/en/themes-2026/
Farnborough International Airshow. (n.d.). Technology Summit. Retrieved October 12, 2026, from https://www.farnboroughairshow.com/the-show/aerospace-global-forum/technology-summit/
FEINDEF. (n.d.). FEINDEF 27. Retrieved October 12, 2026, from https://feindef.com/index.php/en/
General Authority for Military Industries. (n.d.). World Defence Show. Retrieved October 12, 2026, from https://www.gami.gov.sa/en/world-defense-show
George, M., Djokic, K., Hussain, Z., Wezeman, P. D., & Wezeman, S. T. (2026). Trends in international arms transfers, 2025 [Fact sheet]. Stockholm International Peace Research Institute. https://www.sipri.org/publications/2026/sipri-fact-sheets/trends-international-arms-transfers-2025
IAC 2026. (n.d.). IAC 2026 Antalya. Retrieved October 12, 2026, from https://www.iac2026.org/iac-2026
IAC 2027. (n.d.). 78th International Astronautical Congress. Retrieved October 12, 2026, from https://iac2027.com/
ILA Berlin. (n.d.). ILA Berlin 2026 will focus on competitiveness, technology, and sovereignty [Press release]. Retrieved October 12, 2026, from https://ila-berlin.com/en/press/releases/ila-berlin-2026-will-focus-on-competitiveness-technology-and-sovereignty
ILA Berlin. (2026). ILA 2026 deal stories: The agreements of the record show. https://ila-berlin.com/en/deals-2026
NATO. (2025, June 25). The Hague Summit Declaration. Reproduced by the NATO Communications and Information Agency. https://www.ncia.nato.int/newsroom/news/the-hague-summit-declaration
NATO. (2026, July 8). The Ankara Summit Declaration. https://www.nato.int/en/about-us/official-texts-and-resources/official-texts/2026/07/08/the-ankara-summit-declaration
NAVDEX. (n.d.). NAVDEX 2027. Retrieved October 12, 2026, from https://www.navdex.ae/
Rawling, E. (2026). Capital, capability and consolidation: How M&A will reshape aerospace and defence in 2026. Grant Thornton UK. https://www.grantthornton.co.uk/insights/capital-capability-and-consolidation-how-ma-will-reshape-aerospace-and-defence-in-2026/
Salon International de l'Aéronautique et de l'Espace. (n.d.). Paris Air Show 2027. Retrieved October 12, 2026, from https://www.siae.fr/en/
Singapore Airshow. (n.d.). About Singapore Airshow. Retrieved October 12, 2026, from https://www.singaporeairshow.com/the-show/about-singapore-airshow
SIPRI. (2026, April 27). Global military spending rise continues as European and Asian expenditures surge [Press release]. Stockholm International Peace Research Institute. https://www.sipri.org/media/press-release/2026/global-military-spending-rise-continues-european-and-asian-expenditures-surge
Space Tech Expo Europe. (n.d.). What's on. Retrieved October 12, 2026, from https://www.spacetechexpo-europe.com/whatson/
Targi Kielce. (n.d.). MSPO: XXXIV International Defence Industry Exhibition. Retrieved October 12, 2026, from https://www.targikielce.pl/mspo
About Andy Demir
Andy Demir is the editor of SwissTechnic and writes on strategy, international growth and capital in aerospace, defence, space and advanced technology. Drawing on a career in commercial leadership, the analysis examines how technology, sovereignty and industrial capability shape competitive power and long-term value.
