Turning Challenge into Opportunity 2025

Insight: Emerging or potential business models MODEL D: Book-and-claim Solution: The producer sells SAF to an airline while selling scope 3 certificates to third party buyers via the book-and-claim platform, spreading the cost of SAF over a larger pool of parties and contributing to market development. Challenge: The market for scope 3 buyers is currently limited and interoperability of registries is needed for scale and credibility. SAF would still need to be blended and delivered to a certain site, potentially via one of the previously identified business models, strengthening the need for traceability as the fuel and its environmental credentials are traded along the supply chain. Airline Scope 3 buyerProducerScope 1 reduction Scope 3 reductionBlended SAF (Jet A) Contract Contract $Airline ProducerBlended SAF (Jet A) Contract Contract $ $ Government Airline Airport ProducerBlended SAF (Jet A)Blended SAF (Jet A) Contract Contract $ $MODEL E: Direct sale to airports for blending and distribution Solution: The producer sells SAF (to be blended off-airport) directly to an airport who then makes it available to airlines, if the airport manages refuelling operations. Challenge: Offtake risk shifts to airports, raising questions about contractual complexity, logistics and the relevance of this model in regions where airports do not control refuelling.MODEL F: Sell to governments or intermediaries with long-term contracts Solution: The producer sells SAF, under long-term contracts, to a government entity or intermediary which then resells to airlines. Challenge: Producers may face competitive allocation processes (such as auctions) and operationalization challenges, including regulatory compliance and contract management. Across all the business models outlined above, many SAF producers, particularly new market entrants, face challenges around infrastructure access and commercial complexity. While emerging business models such as book-and-claim and government procurement can help expand SAF supply, scaling-up these approaches will still require coordinated infrastructure development, expansion and traceability as SAF molecules move along the supply chain. Conclusion SAF infrastructure across the value chain is not merely a logistical challenge, it is a linchpin for realizing aviation’s decarbonization ambitions. This analysis, grounded in the perspectives of SAF suppliers, reveals that unlocking the full potential of SAF can hinge on addressing critical bottlenecks in feedstock availability, collection and processing upstream, as well as blending, distribution, storage and on-airport operations downstream. With the focus of this report primarily on downstream challenges, the potential actions across both off-airport and on-airport blending and infrastructure considerations outlined above offer some pragmatic steps that can support accelerating SAF adoption. These ideas share a common thread: they require careful experimentation, standardization and innovation across the aviation ecosystem that would greatly benefit from cross-sectoral collaboration and knowledge-sharing between all parties – producers, suppliers, traders, airports and governments. Turning Challenge into Opportunity: Supplier Voices from Heavy-Emitting Sectors 14