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This strategic layout aims to provide a core manufacturing base for its goal of expanding production to four electric vertical take-off and landing aircraft (eVTOLs) per month by 2027. The factory, originally owned by General Electric, will be transformed into an advanced aviation manufacturing center, marking a key step for Joby from prototype trial production to large-scale mass production. The company plans to upgrade the facility in phases, doubling its current capacity and ultimately achieving a production pace of four eVTOLs per month. The Dayton base will handle fuselage assembly, system integration, and final testing, forming a synergistic effect with the R&D center at its California headquarters.This capacity expansion plan is closely aligned with Joby's commercialization timeline. The company expects to launch commercial operations in 2025, and the establishment of the new factory will lay the foundation for rapid fleet deployment thereafter. Choosing the Dayton region, which has a long history in aviation manufacturing, allows Joby to leverage the mature local aerospace industry chain and attract top aviation engineering talent.(Note: The original text was a headline-style news brief. The industry background has been elaborated based on the core information, retaining the original time nodes and data accuracy.)

The company also clarified that all corresponding action plans will be fully implemented before the end of the fourth quarter of fiscal year 2026.

The company stated that the combined effect of cyclical fluctuations in the construction industry and policy changes will directly impact the supply-demand balance and cost structure of its building materials supply chain. Although the enterprise has adopted diversified market strategies to mitigate risks, if there is a slowdown in housing construction demand in 2026, an increase in raw material import costs due to tariff hikes, a continuously tightening financing environment, or weakened economic vitality, the revenue scale and profit margin of its construction supply segment may face downward pressure. Industry analysts believe that such systemic risks require companies to actively respond through dynamic inventory strategy adjustments, optimization of supplier systems, and strengthened cash flow management.