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 Sustainable Aviation Fuels 2030

Our Perspective

Sustainable Aviation Fuels are a key element for the reduction of aviation-related carbon emissions. Despite demonstrated in-flight usability and approved production pathways using sustainable resources such as waste oils from a biological origin, agricultural residues, or non-fossil CO2, the availability of substantial SAF volumes is still minor – in Germany, Europe and globally.

The SAF 2030 study by CBR gives a holistic overview on current market and technology developments until 2030.

Market Dynamics

Accelerated formation of SAF cross-industry consortia representing leaving room for new entrants addressing regulatory driven SAF demand.

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SAF Availability

In 2030, SAF production capacity is anticipated to cover only ~3% of global demand, with a substantial portion already contracted by traders and airlines.

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Market Players

Various player are entering the SAF market, from the traditional Oil & Gas business, energy sector as well as project and technology developers, leveraging existing infrastructure, feedstocks and technologies.

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Technology

Amongst eight ASTM approved production pathways, HEFA is clearly the leading SAF technology at present with production on commercial scale.

SAF Production vs. Global Jet Fuel Demand

ed. 05/22

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In 2030, SAF supply is anticipated to cover only ~3% of global demand based on current production capacity ramp-up.

SAF Players

SAF Projects

Despite a growing number of >100 announced SAF projects, a small group of SAF players cover the majority of SAF supply in the future, leading to an oligopoly market structure.

Learn more

More details on the Sustainable Aviation Fuels market and our perspective could be found in the full SAF 2030 Study by CBR.

Fill out the form and receive the study by email. We are lookig forward to your message.
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Christoph Behrendt-Rieken

Managing Partner

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Sören Pongratz

Management Consultant

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Approach

Service Supported Sales potential check:

  • Service data mining

  • Customer access routes

  • Thinking service digital

  • Bridging service and sales

Marketing & Sales along
Key Drivers re-alignment:

  • Marketing & Sales skill-sets

  • Territorial adoption needs

  • Sales process optimization