ROLLS-ROYCE PORTER'S FIVE FORCES TEMPLATE RESEARCH
Go Beyond the Preview-Access the Full Strategic Report
Rolls‑Royce faces high supplier power for niche aero engines, intense rivalry among OEMs, moderate buyer power from airlines, low threat of mass-market entrants, and evolving substitute threats from electric and hydrogen propulsion; strategic moves hinge on tech leadership and service revenue growth. This brief snapshot only scratches the surface. Unlock the full Porter's Five Forces Analysis to explore Rolls‑Royce's competitive dynamics, market pressures, and strategic advantages in detail.
Suppliers Bargaining Power
Concentration of Specialty Material Providers
Rolls-Royce depends on a concentrated supplier base for nickel superalloys and titanium-about 25% of manufacturing costs-and roughly five vendors controlled >70% of high-precision castings/forgings as of early 2026; a 10% raw material price rise would shave ~150 basis points off civil aerospace margins.
Technological and Certification Lock-in
The technical complexity and strict safety rules for Rolls-Royce aero-engines create strong supplier stickiness: switching a Tier-1 involves 3-5 years of re‑certification and testing, per EASA timelines, raising costs and delay risk.
Proprietary parts like high‑pressure turbine blades on the Trent XWB are deeply integrated, giving suppliers pricing power; Rolls-Royce spent £12.9bn on R&D and purchased parts in FY2025, limiting renegotiation room.
This technical interdependency constrains Rolls-Royce's leverage-pushing back on prices risks production delays, quality issues, and potential warranty or regulatory exposure that can hit margins and aircraft delivery schedules.
Labor Market Scarcity and Wage Pressure
Supplier power rises as scarce specialist engineers push premium consultancy billing; Rolls-Royce faced >12% rate hikes in 2025-26 from AI and advanced manufacturing skills shortages, with UK engineering vacancy rates at ~3.4% and average contractor day rates up to £850, forcing RR to absorb higher R&D and production labor costs.
Energy Intensity and Utility Dependence
Rolls-Royce faces high supplier power on utilities: electricity and gas were ~8% of 2026 operating expenses, and energy-intensive furnaces and test cells need steady supply, exposing the firm to regional price swings and surcharges.
The 2030 pledge to 100% renewable ops reduces long-term risk, but near-term volatility and limited regional providers keep supplier bargaining power elevated.
- Energy = ~8% of OPEX (2026)
- High-temp furnaces/test cells need constant power
- Limited regional providers → price/surcharge risk
- 100% renewable target by 2030 mitigates long-term risk
Tier-1 Production Capacity Constraints
Tier-1 production constraints post-2024 have pushed suppliers to near-full capacity, giving them leverage to secure delivery slots and favor higher-margin buyers.
Ongoing parts bottlenecks shave an estimated £150-£200 million from Rolls-Royce plc's annual free cash flow as of early 2026, intensifying supplier bargaining power.
Suppliers now press for premium pricing and stricter payment terms, rerouting scarce capacity to more profitable contracts and raising OEM procurement risk.
- Capacity at ~95% for key Tier-1s
- £150-£200m annual FCF hit (early 2026)
- Higher-margin deals prioritized
- Stricter payment terms demanded
Supplier chokepoint risks: Rolls‑Royce faces £150-£200m FCF hit, 70% castings from ~5 vendors
Rolls-Royce faces high supplier power: concentrated vendors (≈5 suppliers >70% critical castings), key materials = ~25% of manufacturing costs, energy ≈8% of OPEX (2026), capacity ~95% for key Tier‑1s, and £150-£200m annual FCF loss (early‑2026) from bottlenecks-switching suppliers costs 3-5 years certification.
| Metric | Value (2025/early‑2026) |
|---|---|
| Supplier concentration | ≈5 suppliers >70% |
| Material share | ≈25% of mfg costs |
| Energy share | ≈8% of OPEX |
| Tier‑1 capacity | ≈95% |
| FCF impact | £150-£200m pa |
| Switch cost | 3-5 years re‑certification |
What is included in the product
Detailed Word Document
Tailored exclusively for Rolls-Royce, this Porter's Five Forces overview uncovers competition drivers, supplier and buyer power, entry barriers, substitutes, and disruptive threats shaping its aerospace and defense market position.
Customizable Excel Spreadsheet
Compact five-forces snapshot tailored to Rolls‑Royce-clarifies supplier, buyer, rivalry, entrant, and substitute pressures for faster strategic choices.
Customers Bargaining Power
Concentration of Airframe Manufacturers
The bargaining power of customers is dominated by the near-duopoly of Airbus and Boeing, which control engine placement on new platforms and can sway long-term revenues; Airbus alone holds about 45% of the Civil Aerospace order book in 2026, so losing one platform could cut Rolls-Royce's long-term civil revenue forecasts by roughly 20%.
Airline Influence Through Fleet Decisions
Major carriers like IndiGo and Malaysia Airlines wield buying power by using bulk orders-IndiGo's 500+ A320neo-family backlog and Malaysia Airlines' recent 50-aircraft deal-to extract double-digit engine discounts and favorable LTSAs, cutting Rolls-Royce's margins. With widebodies just 30% of deliveries vs 70% narrowbodies, Rolls-Royce must win a small number of high-value widebody slots to hit its 2026 revenue target of £16.5bn, so airlines push OEMs to compete on total cost of ownership. This gives airlines decisive leverage during initial engine selection, shifting negotiations toward lifecycle costs and service terms, not just list price.
Governmental Monopsony in Defense
In Defense, Rolls-Royce faces a few sovereign buyers like the UK Ministry of Defence and US Department of Defense that exert strong monopsony power, often shaping contracts via competitive bids and demanding tech transfer or local industrial participation.
These buyers control program budgets-UK defence spending hit £52.1bn in 2025 and US DoD obligations exceeded $840bn-boosting their leverage in pricing and terms.
Rolls-Royce counters this by securing mission-critical roles on GCAP and the USAF B-52 engine replacement, locking in multi-decade revenue streams (program sizes in the $10s of billions) and raising switching costs for buyers.
Aftermarket Price Sensitivity and Third-Party MROs
Rolls-Royce's TotalCare drives high aftermarket margins, but customer price sensitivity is rising as airlines explore third-party MROs; certified third-party parts now ~7% of aerospace aftermarket and risk eroding up to £100m/year in spares revenue.
Rolls-Royce has cut prices and invested in engine durability to retain customers, aiming to limit aftermarket churn and protect recurring service income.
- TotalCare: primary high-margin model
- Third-party parts: ~7% market share (2025)
- Revenue at risk: up to £100m/year
- Response: pricing optimization + durability investment
Data Center Demand in Power Systems
The Power Systems division faces large buyers-Google, Amazon, Microsoft scale data centers-demanding high-efficiency, low-emissions gensets and hybrid grid integration; data centers consumed ~205 TWh in 2024 and grew ~6% YoY, pushing buyers to demand customized, resilient power solutions.
Consolidated buyers exert pressure on price, performance (e.g., 95%+ uptime SLAs) and timelines, yet they represent multi-year contracts worth hundreds of millions per deal, aligning with Rolls-Royce Power Systems' growth strategy.
- Data centers ~205 TWh (2024); +6% YoY
- Buyers demand 95%+ uptime SLAs
- Deals often span multi-year, $100M+ scale
- Focus on efficiency and low-carbon integration
Buyers Hold the Cards: Duopoly, Carrier Discounts & MRO Threat Put £100m Spares at Risk
Customers hold strong bargaining power: Airbus/Boeing duopoly controls engine placements (Airbus ~45% civil order book 2026), major carriers extract double-digit discounts (IndiGo 500+ A320neo backlog), sovereign defence buyers command terms (UK defence £52.1bn 2025), and third‑party MROs/parts (~7% aftermarket 2025) threaten ~£100m/yr spare revenue.
| Metric | Value |
|---|---|
| Airbus share (civil order book 2026) | ~45% |
| IndiGo A320neo backlog | 500+ |
| UK defence spend 2025 | £52.1bn |
| Third‑party parts market (2025) | ~7% |
| Revenue at risk (spares) | ~£100m/yr |
Preview the Actual Deliverable
Rolls-Royce Porter's Five Forces Analysis
This preview shows the exact Rolls‑Royce Porter's Five Forces analysis you'll receive immediately after purchase-no surprises, no placeholders. The document is fully formatted, professionally written, and ready for download and use the moment you buy. You're viewing the final deliverable and will get instant access to this same file.
Original: $10.00
-65%$10.00
$3.50ROLLS-ROYCE PORTER'S FIVE FORCES TEMPLATE RESEARCH
Go Beyond the Preview-Access the Full Strategic Report
Rolls‑Royce faces high supplier power for niche aero engines, intense rivalry among OEMs, moderate buyer power from airlines, low threat of mass-market entrants, and evolving substitute threats from electric and hydrogen propulsion; strategic moves hinge on tech leadership and service revenue growth. This brief snapshot only scratches the surface. Unlock the full Porter's Five Forces Analysis to explore Rolls‑Royce's competitive dynamics, market pressures, and strategic advantages in detail.
Suppliers Bargaining Power
Concentration of Specialty Material Providers
Rolls-Royce depends on a concentrated supplier base for nickel superalloys and titanium-about 25% of manufacturing costs-and roughly five vendors controlled >70% of high-precision castings/forgings as of early 2026; a 10% raw material price rise would shave ~150 basis points off civil aerospace margins.
Technological and Certification Lock-in
The technical complexity and strict safety rules for Rolls-Royce aero-engines create strong supplier stickiness: switching a Tier-1 involves 3-5 years of re‑certification and testing, per EASA timelines, raising costs and delay risk.
Proprietary parts like high‑pressure turbine blades on the Trent XWB are deeply integrated, giving suppliers pricing power; Rolls-Royce spent £12.9bn on R&D and purchased parts in FY2025, limiting renegotiation room.
This technical interdependency constrains Rolls-Royce's leverage-pushing back on prices risks production delays, quality issues, and potential warranty or regulatory exposure that can hit margins and aircraft delivery schedules.
Labor Market Scarcity and Wage Pressure
Supplier power rises as scarce specialist engineers push premium consultancy billing; Rolls-Royce faced >12% rate hikes in 2025-26 from AI and advanced manufacturing skills shortages, with UK engineering vacancy rates at ~3.4% and average contractor day rates up to £850, forcing RR to absorb higher R&D and production labor costs.
Energy Intensity and Utility Dependence
Rolls-Royce faces high supplier power on utilities: electricity and gas were ~8% of 2026 operating expenses, and energy-intensive furnaces and test cells need steady supply, exposing the firm to regional price swings and surcharges.
The 2030 pledge to 100% renewable ops reduces long-term risk, but near-term volatility and limited regional providers keep supplier bargaining power elevated.
- Energy = ~8% of OPEX (2026)
- High-temp furnaces/test cells need constant power
- Limited regional providers → price/surcharge risk
- 100% renewable target by 2030 mitigates long-term risk
Tier-1 Production Capacity Constraints
Tier-1 production constraints post-2024 have pushed suppliers to near-full capacity, giving them leverage to secure delivery slots and favor higher-margin buyers.
Ongoing parts bottlenecks shave an estimated £150-£200 million from Rolls-Royce plc's annual free cash flow as of early 2026, intensifying supplier bargaining power.
Suppliers now press for premium pricing and stricter payment terms, rerouting scarce capacity to more profitable contracts and raising OEM procurement risk.
- Capacity at ~95% for key Tier-1s
- £150-£200m annual FCF hit (early 2026)
- Higher-margin deals prioritized
- Stricter payment terms demanded
Supplier chokepoint risks: Rolls‑Royce faces £150-£200m FCF hit, 70% castings from ~5 vendors
Rolls-Royce faces high supplier power: concentrated vendors (≈5 suppliers >70% critical castings), key materials = ~25% of manufacturing costs, energy ≈8% of OPEX (2026), capacity ~95% for key Tier‑1s, and £150-£200m annual FCF loss (early‑2026) from bottlenecks-switching suppliers costs 3-5 years certification.
| Metric | Value (2025/early‑2026) |
|---|---|
| Supplier concentration | ≈5 suppliers >70% |
| Material share | ≈25% of mfg costs |
| Energy share | ≈8% of OPEX |
| Tier‑1 capacity | ≈95% |
| FCF impact | £150-£200m pa |
| Switch cost | 3-5 years re‑certification |
What is included in the product
Detailed Word Document
Tailored exclusively for Rolls-Royce, this Porter's Five Forces overview uncovers competition drivers, supplier and buyer power, entry barriers, substitutes, and disruptive threats shaping its aerospace and defense market position.
Customizable Excel Spreadsheet
Compact five-forces snapshot tailored to Rolls‑Royce-clarifies supplier, buyer, rivalry, entrant, and substitute pressures for faster strategic choices.
Customers Bargaining Power
Concentration of Airframe Manufacturers
The bargaining power of customers is dominated by the near-duopoly of Airbus and Boeing, which control engine placement on new platforms and can sway long-term revenues; Airbus alone holds about 45% of the Civil Aerospace order book in 2026, so losing one platform could cut Rolls-Royce's long-term civil revenue forecasts by roughly 20%.
Airline Influence Through Fleet Decisions
Major carriers like IndiGo and Malaysia Airlines wield buying power by using bulk orders-IndiGo's 500+ A320neo-family backlog and Malaysia Airlines' recent 50-aircraft deal-to extract double-digit engine discounts and favorable LTSAs, cutting Rolls-Royce's margins. With widebodies just 30% of deliveries vs 70% narrowbodies, Rolls-Royce must win a small number of high-value widebody slots to hit its 2026 revenue target of £16.5bn, so airlines push OEMs to compete on total cost of ownership. This gives airlines decisive leverage during initial engine selection, shifting negotiations toward lifecycle costs and service terms, not just list price.
Governmental Monopsony in Defense
In Defense, Rolls-Royce faces a few sovereign buyers like the UK Ministry of Defence and US Department of Defense that exert strong monopsony power, often shaping contracts via competitive bids and demanding tech transfer or local industrial participation.
These buyers control program budgets-UK defence spending hit £52.1bn in 2025 and US DoD obligations exceeded $840bn-boosting their leverage in pricing and terms.
Rolls-Royce counters this by securing mission-critical roles on GCAP and the USAF B-52 engine replacement, locking in multi-decade revenue streams (program sizes in the $10s of billions) and raising switching costs for buyers.
Aftermarket Price Sensitivity and Third-Party MROs
Rolls-Royce's TotalCare drives high aftermarket margins, but customer price sensitivity is rising as airlines explore third-party MROs; certified third-party parts now ~7% of aerospace aftermarket and risk eroding up to £100m/year in spares revenue.
Rolls-Royce has cut prices and invested in engine durability to retain customers, aiming to limit aftermarket churn and protect recurring service income.
- TotalCare: primary high-margin model
- Third-party parts: ~7% market share (2025)
- Revenue at risk: up to £100m/year
- Response: pricing optimization + durability investment
Data Center Demand in Power Systems
The Power Systems division faces large buyers-Google, Amazon, Microsoft scale data centers-demanding high-efficiency, low-emissions gensets and hybrid grid integration; data centers consumed ~205 TWh in 2024 and grew ~6% YoY, pushing buyers to demand customized, resilient power solutions.
Consolidated buyers exert pressure on price, performance (e.g., 95%+ uptime SLAs) and timelines, yet they represent multi-year contracts worth hundreds of millions per deal, aligning with Rolls-Royce Power Systems' growth strategy.
- Data centers ~205 TWh (2024); +6% YoY
- Buyers demand 95%+ uptime SLAs
- Deals often span multi-year, $100M+ scale
- Focus on efficiency and low-carbon integration
Buyers Hold the Cards: Duopoly, Carrier Discounts & MRO Threat Put £100m Spares at Risk
Customers hold strong bargaining power: Airbus/Boeing duopoly controls engine placements (Airbus ~45% civil order book 2026), major carriers extract double-digit discounts (IndiGo 500+ A320neo backlog), sovereign defence buyers command terms (UK defence £52.1bn 2025), and third‑party MROs/parts (~7% aftermarket 2025) threaten ~£100m/yr spare revenue.
| Metric | Value |
|---|---|
| Airbus share (civil order book 2026) | ~45% |
| IndiGo A320neo backlog | 500+ |
| UK defence spend 2025 | £52.1bn |
| Third‑party parts market (2025) | ~7% |
| Revenue at risk (spares) | ~£100m/yr |
Preview the Actual Deliverable
Rolls-Royce Porter's Five Forces Analysis
This preview shows the exact Rolls‑Royce Porter's Five Forces analysis you'll receive immediately after purchase-no surprises, no placeholders. The document is fully formatted, professionally written, and ready for download and use the moment you buy. You're viewing the final deliverable and will get instant access to this same file.
Product Information
Product Information
Shipping & Returns
Shipping & Returns
Description
Go Beyond the Preview-Access the Full Strategic Report
Rolls‑Royce faces high supplier power for niche aero engines, intense rivalry among OEMs, moderate buyer power from airlines, low threat of mass-market entrants, and evolving substitute threats from electric and hydrogen propulsion; strategic moves hinge on tech leadership and service revenue growth. This brief snapshot only scratches the surface. Unlock the full Porter's Five Forces Analysis to explore Rolls‑Royce's competitive dynamics, market pressures, and strategic advantages in detail.
Suppliers Bargaining Power
Concentration of Specialty Material Providers
Rolls-Royce depends on a concentrated supplier base for nickel superalloys and titanium-about 25% of manufacturing costs-and roughly five vendors controlled >70% of high-precision castings/forgings as of early 2026; a 10% raw material price rise would shave ~150 basis points off civil aerospace margins.
Technological and Certification Lock-in
The technical complexity and strict safety rules for Rolls-Royce aero-engines create strong supplier stickiness: switching a Tier-1 involves 3-5 years of re‑certification and testing, per EASA timelines, raising costs and delay risk.
Proprietary parts like high‑pressure turbine blades on the Trent XWB are deeply integrated, giving suppliers pricing power; Rolls-Royce spent £12.9bn on R&D and purchased parts in FY2025, limiting renegotiation room.
This technical interdependency constrains Rolls-Royce's leverage-pushing back on prices risks production delays, quality issues, and potential warranty or regulatory exposure that can hit margins and aircraft delivery schedules.
Labor Market Scarcity and Wage Pressure
Supplier power rises as scarce specialist engineers push premium consultancy billing; Rolls-Royce faced >12% rate hikes in 2025-26 from AI and advanced manufacturing skills shortages, with UK engineering vacancy rates at ~3.4% and average contractor day rates up to £850, forcing RR to absorb higher R&D and production labor costs.
Energy Intensity and Utility Dependence
Rolls-Royce faces high supplier power on utilities: electricity and gas were ~8% of 2026 operating expenses, and energy-intensive furnaces and test cells need steady supply, exposing the firm to regional price swings and surcharges.
The 2030 pledge to 100% renewable ops reduces long-term risk, but near-term volatility and limited regional providers keep supplier bargaining power elevated.
- Energy = ~8% of OPEX (2026)
- High-temp furnaces/test cells need constant power
- Limited regional providers → price/surcharge risk
- 100% renewable target by 2030 mitigates long-term risk
Tier-1 Production Capacity Constraints
Tier-1 production constraints post-2024 have pushed suppliers to near-full capacity, giving them leverage to secure delivery slots and favor higher-margin buyers.
Ongoing parts bottlenecks shave an estimated £150-£200 million from Rolls-Royce plc's annual free cash flow as of early 2026, intensifying supplier bargaining power.
Suppliers now press for premium pricing and stricter payment terms, rerouting scarce capacity to more profitable contracts and raising OEM procurement risk.
- Capacity at ~95% for key Tier-1s
- £150-£200m annual FCF hit (early 2026)
- Higher-margin deals prioritized
- Stricter payment terms demanded
Supplier chokepoint risks: Rolls‑Royce faces £150-£200m FCF hit, 70% castings from ~5 vendors
Rolls-Royce faces high supplier power: concentrated vendors (≈5 suppliers >70% critical castings), key materials = ~25% of manufacturing costs, energy ≈8% of OPEX (2026), capacity ~95% for key Tier‑1s, and £150-£200m annual FCF loss (early‑2026) from bottlenecks-switching suppliers costs 3-5 years certification.
| Metric | Value (2025/early‑2026) |
|---|---|
| Supplier concentration | ≈5 suppliers >70% |
| Material share | ≈25% of mfg costs |
| Energy share | ≈8% of OPEX |
| Tier‑1 capacity | ≈95% |
| FCF impact | £150-£200m pa |
| Switch cost | 3-5 years re‑certification |
What is included in the product
Detailed Word Document
Tailored exclusively for Rolls-Royce, this Porter's Five Forces overview uncovers competition drivers, supplier and buyer power, entry barriers, substitutes, and disruptive threats shaping its aerospace and defense market position.
Customizable Excel Spreadsheet
Compact five-forces snapshot tailored to Rolls‑Royce-clarifies supplier, buyer, rivalry, entrant, and substitute pressures for faster strategic choices.
Customers Bargaining Power
Concentration of Airframe Manufacturers
The bargaining power of customers is dominated by the near-duopoly of Airbus and Boeing, which control engine placement on new platforms and can sway long-term revenues; Airbus alone holds about 45% of the Civil Aerospace order book in 2026, so losing one platform could cut Rolls-Royce's long-term civil revenue forecasts by roughly 20%.
Airline Influence Through Fleet Decisions
Major carriers like IndiGo and Malaysia Airlines wield buying power by using bulk orders-IndiGo's 500+ A320neo-family backlog and Malaysia Airlines' recent 50-aircraft deal-to extract double-digit engine discounts and favorable LTSAs, cutting Rolls-Royce's margins. With widebodies just 30% of deliveries vs 70% narrowbodies, Rolls-Royce must win a small number of high-value widebody slots to hit its 2026 revenue target of £16.5bn, so airlines push OEMs to compete on total cost of ownership. This gives airlines decisive leverage during initial engine selection, shifting negotiations toward lifecycle costs and service terms, not just list price.
Governmental Monopsony in Defense
In Defense, Rolls-Royce faces a few sovereign buyers like the UK Ministry of Defence and US Department of Defense that exert strong monopsony power, often shaping contracts via competitive bids and demanding tech transfer or local industrial participation.
These buyers control program budgets-UK defence spending hit £52.1bn in 2025 and US DoD obligations exceeded $840bn-boosting their leverage in pricing and terms.
Rolls-Royce counters this by securing mission-critical roles on GCAP and the USAF B-52 engine replacement, locking in multi-decade revenue streams (program sizes in the $10s of billions) and raising switching costs for buyers.
Aftermarket Price Sensitivity and Third-Party MROs
Rolls-Royce's TotalCare drives high aftermarket margins, but customer price sensitivity is rising as airlines explore third-party MROs; certified third-party parts now ~7% of aerospace aftermarket and risk eroding up to £100m/year in spares revenue.
Rolls-Royce has cut prices and invested in engine durability to retain customers, aiming to limit aftermarket churn and protect recurring service income.
- TotalCare: primary high-margin model
- Third-party parts: ~7% market share (2025)
- Revenue at risk: up to £100m/year
- Response: pricing optimization + durability investment
Data Center Demand in Power Systems
The Power Systems division faces large buyers-Google, Amazon, Microsoft scale data centers-demanding high-efficiency, low-emissions gensets and hybrid grid integration; data centers consumed ~205 TWh in 2024 and grew ~6% YoY, pushing buyers to demand customized, resilient power solutions.
Consolidated buyers exert pressure on price, performance (e.g., 95%+ uptime SLAs) and timelines, yet they represent multi-year contracts worth hundreds of millions per deal, aligning with Rolls-Royce Power Systems' growth strategy.
- Data centers ~205 TWh (2024); +6% YoY
- Buyers demand 95%+ uptime SLAs
- Deals often span multi-year, $100M+ scale
- Focus on efficiency and low-carbon integration
Buyers Hold the Cards: Duopoly, Carrier Discounts & MRO Threat Put £100m Spares at Risk
Customers hold strong bargaining power: Airbus/Boeing duopoly controls engine placements (Airbus ~45% civil order book 2026), major carriers extract double-digit discounts (IndiGo 500+ A320neo backlog), sovereign defence buyers command terms (UK defence £52.1bn 2025), and third‑party MROs/parts (~7% aftermarket 2025) threaten ~£100m/yr spare revenue.
| Metric | Value |
|---|---|
| Airbus share (civil order book 2026) | ~45% |
| IndiGo A320neo backlog | 500+ |
| UK defence spend 2025 | £52.1bn |
| Third‑party parts market (2025) | ~7% |
| Revenue at risk (spares) | ~£100m/yr |
Preview the Actual Deliverable
Rolls-Royce Porter's Five Forces Analysis
This preview shows the exact Rolls‑Royce Porter's Five Forces analysis you'll receive immediately after purchase-no surprises, no placeholders. The document is fully formatted, professionally written, and ready for download and use the moment you buy. You're viewing the final deliverable and will get instant access to this same file.
