Airlines in 2025: Retailing Moves Faster Than Architecture

A shift without a blueprint

The airline industry is moving away from legacy PNR/ticket-based systems towards the Offer, Order, Settle, Deliver (OOSD) retailing paradigm. Everyone agrees on the importance of personalization, dynamic pricing, and omni-channel order management. Yet, no common target architecture has emerged. Vendors’ OOSD suites remain incomplete, and airlines risk fragmented, costly transitions.

Different airlines, different paths

Low-cost carriers already apply retailing practices through their direct channels, with little concern for omnichannel.

Major network carriers are piloting OOSD modules, renewing PSS contracts, and experimenting with digital add-ons. But they face two big questions:

• How fast will providers close the gaps in their OOSD roadmaps?

• How to decommission the multiple digital layers built around PSS?

Smaller carriers are digitalizing fast through direct channels, but often without OOSD. This builds up technical debt they will have to resolve later.

The missing piece: architecture governance

Too often, transition projects lack a strong global retail solution design. Supplier choices are made on cost or risk criteria, not architectural fit. As a result:

• Parallel systems and stranded costs,

• Vendor roadmaps misaligned with airline needs,

• Technical debt left unchecked,

• Inconsistent experiences for passengers.

The reality: both large and small airlines run transition programs with weak or absent architecture streams — even though retailing spans PSS, CRM, digital traveler experience, and airport integration.

Why governance matters

Without serious solution design and architecture governance, OOSD transitions will remain fragmented. Airlines need to:

• Map current vs. target retail landscapes,

• Define channels, offers, and partner integrations,

• Run regular design reviews,

• Influence provider roadmaps through co-design,

• Plan early decommissioning of legacy PSS surroundings.

For smaller airlines, governance is equally vital. Their legacy is simpler, but as they generalize digital processes, they must plan early to avoid technical debt.

Beyond the airline: airports matter too

Airports have become retailers before airlines did. Yet, today, information sharing is still limited to security and boarding. If airlines and airports run parallel retailing initiatives without coordination, passengers will face fragmented experiences. Breaking down these silos is no longer optional.

KIVECA’s recommendation

Airlines must establish dedicated IT retailing architecture governance, driven jointly by Enterprise Architects and business stakeholders (Marketing, Sales, E-commerce, Ground and Onboard Services).

This governance should:

• Model current and target OOSD landscapes,

• Track retail progress across channels,

• Reduce technical debt,

• Align OOSD provider roadmaps with airline priorities.

At KIVECA, our long experience in PSS migrations and involvement in next-gen retailing projects positions us to help airlines structure their transitions, avoid costly detours, and build coherent, future-ready retailing systems.

Read our full white paper: Architecture Governance & Retail

Contact us to learn more: contact@kiveca.eu