Part E Air Cargo Services
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WORLD AVIATION Yearbook 2013 EUROPE
WORLD AVIATION Yearbook 2013 EUROPE 1 PROFILES W ESTERN EUROPE TOP 10 AIRLINES SOURCE: CAPA - CENTRE FOR AVIATION AND INNOVATA | WEEK startinG 31-MAR-2013 R ANKING CARRIER NAME SEATS Lufthansa 1 Lufthansa 1,739,886 Ryanair 2 Ryanair 1,604,799 Air France 3 Air France 1,329,819 easyJet Britis 4 easyJet 1,200,528 Airways 5 British Airways 1,025,222 SAS 6 SAS 703,817 airberlin KLM Royal 7 airberlin 609,008 Dutch Airlines 8 KLM Royal Dutch Airlines 571,584 Iberia 9 Iberia 534,125 Other Western 10 Norwegian Air Shuttle 494,828 W ESTERN EUROPE TOP 10 AIRPORTS SOURCE: CAPA - CENTRE FOR AVIATION AND INNOVATA | WEEK startinG 31-MAR-2013 Europe R ANKING CARRIER NAME SEATS 1 London Heathrow Airport 1,774,606 2 Paris Charles De Gaulle Airport 1,421,231 Outlook 3 Frankfurt Airport 1,394,143 4 Amsterdam Airport Schiphol 1,052,624 5 Madrid Barajas Airport 1,016,791 HE EUROPEAN AIRLINE MARKET 6 Munich Airport 1,007,000 HAS A NUMBER OF DIVIDING LINES. 7 Rome Fiumicino Airport 812,178 There is little growth on routes within the 8 Barcelona El Prat Airport 768,004 continent, but steady growth on long-haul. MostT of the growth within Europe goes to low-cost 9 Paris Orly Field 683,097 carriers, while the major legacy groups restructure 10 London Gatwick Airport 622,909 their short/medium-haul activities. The big Western countries see little or negative traffic growth, while the East enjoys a growth spurt ... ... On the other hand, the big Western airline groups continue to lead consolidation, while many in the East struggle to survive. -
WACS) for Passenger (PAX) and Cargo Aircraft
NATO UNCLASSIFIED Statement of Work (SOW) for the Provision of RFP PRE21005 Worldwide Aircraft Charter Services (WACS) for Passenger (PAX) and Cargo Aircraft Prepared by NSPA VERSION 1.00 Amendment Record Revision/ Reference(s) Page(s) Date Of Issue Remarks Amendment 1st ISSUE All All 3 DECEMBER 2020 - For BCR All All All 23 February 2021 PRO NATO Support and Procurement Agency (NSPA) CAPELLEN (Grand Duchy of LUXEMBOURG) NATO UNCLASSIFIED Table of Contents PART 1. EXECUTIVE SUMMARY .......................................................................................................... 3 PART 2. LEGAL STATUS OF NSPA AND THE CONTRACTOR ............................................................ 3 PART 3. LIABILITY OF THE CARRIER ................................................................................................... 4 PART 4. AUTHORIZED AIR OPERATOR ............................................................................................... 4 PART 5. SERVICES TO BE PROVIDED ................................................................................................. 5 PART 6. SPECIFIC REQUIREMENTS .................................................................................................... 6 PART 7. INSURANCE ............................................................................................................................. 7 PART 8. ACTIVATION OF SERVICES .................................................................................................... 8 PART 9. REPORTING ........................................................................................................................... -
Capacity Analysis of Schiphol Airport in 2015
polak Airport Modelling: Capacity Analysis of Schiphol Airport in 2015 by ir. F.R. Polak National Aerospace Laboratory NLR Amsterdam, The Netherlands Abstract The NLR has recently conducted a study into the expected airport capacity of Amsterdam Airport Schiphol in 2015 in The Netherlands. The primary objective of the study was to investigate whether the capacity of the airport and the expected demand would balance in the year 2015 and if not, which measures should be necessarily taken to accomplish this. The study has been performed using the fast time simulation model TAAM (Total Airspace and Airport Modeller). TAAM is a very easy to operate model, so the study was completed in a relative short time. First results of the study showed excessive delays (on average more than one hour), resulting from a complete mismatch of capacity and demand. Then 5 different measures to reduce the observed delays were investigated. One of them was to use more runways at the same time. It is evident that this leads to a significant reduction of delays. Other less trivial measures proved also to be able to produce significant reductions of delays. Amongst them were intersection take−off’s and segmentation of arrivals based on wake turbulence category. During the seminar more details of the study and a detailed specification of the simulated capacity enhancing measures will be presented (see the accompanying viewgraphs). Also some preliminary results of a follow−up study will be indicated. This follow−up study comprised the comparison of four different possible extensions of the layout of Schiphol Airport in relation to two different developments of the airline schedules (traffic distribution). -
Appendix 25 Box 31/3 Airline Codes
March 2021 APPENDIX 25 BOX 31/3 AIRLINE CODES The information in this document is provided as a guide only and is not professional advice, including legal advice. It should not be assumed that the guidance is comprehensive or that it provides a definitive answer in every case. Appendix 25 - SAD Box 31/3 Airline Codes March 2021 Airline code Code description 000 ANTONOV DESIGN BUREAU 001 AMERICAN AIRLINES 005 CONTINENTAL AIRLINES 006 DELTA AIR LINES 012 NORTHWEST AIRLINES 014 AIR CANADA 015 TRANS WORLD AIRLINES 016 UNITED AIRLINES 018 CANADIAN AIRLINES INT 020 LUFTHANSA 023 FEDERAL EXPRESS CORP. (CARGO) 027 ALASKA AIRLINES 029 LINEAS AER DEL CARIBE (CARGO) 034 MILLON AIR (CARGO) 037 USAIR 042 VARIG BRAZILIAN AIRLINES 043 DRAGONAIR 044 AEROLINEAS ARGENTINAS 045 LAN-CHILE 046 LAV LINEA AERO VENEZOLANA 047 TAP AIR PORTUGAL 048 CYPRUS AIRWAYS 049 CRUZEIRO DO SUL 050 OLYMPIC AIRWAYS 051 LLOYD AEREO BOLIVIANO 053 AER LINGUS 055 ALITALIA 056 CYPRUS TURKISH AIRLINES 057 AIR FRANCE 058 INDIAN AIRLINES 060 FLIGHT WEST AIRLINES 061 AIR SEYCHELLES 062 DAN-AIR SERVICES 063 AIR CALEDONIE INTERNATIONAL 064 CSA CZECHOSLOVAK AIRLINES 065 SAUDI ARABIAN 066 NORONTAIR 067 AIR MOOREA 068 LAM-LINHAS AEREAS MOCAMBIQUE Page 2 of 19 Appendix 25 - SAD Box 31/3 Airline Codes March 2021 Airline code Code description 069 LAPA 070 SYRIAN ARAB AIRLINES 071 ETHIOPIAN AIRLINES 072 GULF AIR 073 IRAQI AIRWAYS 074 KLM ROYAL DUTCH AIRLINES 075 IBERIA 076 MIDDLE EAST AIRLINES 077 EGYPTAIR 078 AERO CALIFORNIA 079 PHILIPPINE AIRLINES 080 LOT POLISH AIRLINES 081 QANTAS AIRWAYS -
Implemented by Greece for Air Carriers in Respect of Lo
11.12.2010 EN Official Journal of the European Union L 327/71 IV (Acts adopted before 1 December 2009 under the EC Treaty, the EU Treaty and the Euratom Treaty) COMMISSION DECISION of 26 April 2006 on state aid C 39/03 (ex NN 119/02) implemented by Greece for air carriers in respect of losses sustained from 11 to 14 September 2001 (notified under document C(2006) 1580) (Only the Greek text is authentic) (Text with EEA relevance) (2010/768/EC) THE COMMISSION OF THE EUROPEAN COMMUNITIES, (4) The Commission’s decision to initiate the procedure was published in the Official Journal of the European Union ( 2 ). The Commission called on interested parties to submit their comments concerning the aid in question. Having regard to the Treaty establishing the European Community, and in particular the first subparagraph of Article 88(2) thereof, (5) The Commission received no comments from interested parties. Having regard to the Agreement on the European Economic (6) The Commission received the initial comments from Area, and in particular Article 62(1)(a) thereof, Greece regarding the initiation of the procedure by letter of 3 December 2003, registered as received on 10 December 2003 under No SG(2003) A/12211. Having called on interested parties to submit their comments pursuant to the provisions cited above ( 1), (7) Greece stated that it would be sending further information. As this failed to materialise, by letter TREN(2004) D/4128 of 15 March 2004 the Commission Whereas: offered the Greek authorities one last opportunity to provide the additional information within 15 days and notified them that, if they failed to so, the Commission 1. -
Singapore Airlines 2001 (A)
This document is downloaded from DR‑NTU (https://dr.ntu.edu.sg) Nanyang Technological University, Singapore. Singapore Airlines 2001 (A) Allampalli, D. G.; Toh, Thian Ser 2001 Toh, T. S., & Allampalli, D. G. (2001). Singapore Airlines 2001 (A). Singapore: The Asian Business Case Centre, Nanyang Technological University. https://hdl.handle.net/10356/100011 © 2001 Nanyang Technological University, Singapore. All rights reserved. No part of this publication may be copied, stored, transmitted, altered, reproduced or distributed in any form or medium whatsoever without the written consent of Nanyang Technological University. Downloaded on 24 Sep 2021 00:44:01 SGT AsiaCase.com the Asian Business Case Centre SINGAPORE AIRLINES 2001 (A) Publication No: ABCC-2001-004A Print copy version: 15 Apr 2004 Toh Thian Ser and D. G. Allampalli The case describes how Singapore Airlines (SIA) evolved from a fl edging player in the 1960s into an industry leader. In the process, SIA rewrote the rules for competition and earned accolades for its excellent aviation record, young fl eet of planes and a reputation for delighting customers. Bilateral air service agreements negotiated between individual nations limited the routes of a given airlines and hence the airlines’s growth. The global airlines industry responded to this challenge with a mix of acquisition, strategic alliances (for example, the STAR alliance) and related diversifi cation strategies. But would these strategies be sustainable in the near future for SIA? What course of action should SIA undertake? Associate Professor Toh Thian Ser and D. G. Allampalli of The Asian Business Case Centre prepared this case. The case is based on public sources. -
New Expanded Joint Venture
Press Release The Power of Choice for Cargo Customers as Air France-KLM, Delta and Virgin Atlantic launch trans-Atlantic Joint Venture AMSTERDAM/PARIS, ATLANTA and LONDON: February 3rd, 2020 – Air France-KLM Cargo, Delta Air Lines Cargo and Virgin Atlantic Cargo are promising cargo customers more connections, greater shipment routing flexibility, improved trucking options, aligned services and innovative digital solutions with the launch of their expanded trans-Atlantic Joint Venture (JV). The new partnership, which represents 23% of total trans-Atlantic cargo capacity or more than 600,000 tonnes annually, will enable the airlines to offer the best-ever customer experience, and a combined network of up to 341 peak daily trans-Atlantic services – a choice of 110 nonstop routes with onward connections to 238 cities in North America, 98 in Continental Europe and 16 in the U.K. More choice and convenience for customers Customers will be able to leverage an enhanced network built around the airlines’ hubs in Amsterdam, Atlanta, Boston, Detroit, London Heathrow, Los Angeles, Minneapolis, New York-JFK, Paris, Seattle and Salt Lake City. It creates convenient nonstop or one-stop connections to every corner of North America, Europe and the U.K., giving customers the added confidence of delivery schedules being met by a wide choice of options. The expanded JV enables greater co-operation between the airlines, focused on delivering world class customer service and reliability on both sides of the Atlantic achieved through co-located facilities, joint trucking options as well as seamless bookings and connected service recovery. The airlines already co-locate at warehouses in key U.S., U.K. -
2004 Airline Competition Plan Update
2004 AIRLINE COMPETITION PLAN UPDATE Submitted for the Minneapolis-St. Paul International Airport On behalf of the Metropolitan Airports Commission February 22, 2004 INTRODUCTION Under the Wendell H. Ford Aviation Investment and Reform Act for the 21st Century, or “AIR- 21”, large and medium hub airports that meet a certain threshold of concentration are required to submit competition plans. The Minneapolis-St. Paul International Airport (“MSP” or “Airport”) meets the standards set out in AIR-21, as it is a large hub airport with more than 50% of its traffic served by a single carrier, Northwest Airlines. In 2001, MAC filed an update to its 2000 Airline Competition Plan to present its ongoing efforts to expand airport facilities necessary for vibrant competition and to secure competitive air service in its major markets. The efforts described in the 2001 Update largely represented MSP market conditions and efforts prior to September 11, 2001. The purpose of the 2004 Update will be to provide information pertaining to post September 11 market conditions at MSP as well as MSP’s post September 11 efforts to foster competition. Therefore, the Metropolitan Airports Commission (MAC) hereby submits this update to the 2000 Airline Competition Plan and 2001 Update. I. AVAILABILITY OF GATES AND RELATED FACILITIES A. Number and identity of any air carriers that have begun providing or stopped service In December 2001, locally based Sun Country Airlines ceased operations after nearly 20 years of successful operations at MSP. The effects of a slumping economy and September 11 took a significant toll on Sun Country’s ability to sustain operations and essentially forced the carrier into Chapter 11 bankruptcy. -
Strategic Alternatives for the Continued Operation of Kenya Airways
STRATEGIC ALTERNATIVES FOR THE CONTINUED OPERATION OF KENYA AIRWAYS BY RAHAB NYAWIRA MUCHEMI UNITED STATES INTERNATIONAL UNIVERSITY SPRING 2016 STRATEGIC ALTERNATIVES FOR THE CONTINUED OPERATION OF KENYA AIRWAYS BY RAHAB NYAWIRA MUCHEMI A Project Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Degree of Masters in Business Administration (MBA) UNITED STATES INTERNATIONAL UNIVERSITY SPRING 2016 ii STUDENT’S DECLARATION I, the undersigned, declare that this is my original work and has not been submitted to any other college, institution or university other than the United States International University in Nairobi for academic credit. Signed: ________________________ Date: _____________________ Rahab Nyawira Muchemi (ID 629094) This project has been presented for examination with my approval as the appointed supervisor. Signed: ________________________ Date: _____________________ Dr. Michael Kirubi, PhD. Signed: _______________________ Date: ____________________ Dean, Chandaria School of Business Signed: _______________________ Date: _________________ Deputy Vice Chancellor, Academic Affairs iii COPYRIGHT © 2016 Rahab Nyawira Muchemi. All rights reserved iv ABSTRACT The concept of strategic alternatives has received a lot of attention from scholars for a very long time now. Despite numerous studies in this area, interest has not faded away. To this end, the objectives of this study were to identify the determinants of strategic alternatives to better understand what drives airlines into such alliances and to identify factors that affect the performance of the alliances. The research was done through descriptive survey design, which involved all airlines with scheduled flights in and out of Kenya totaling thirty six (42). The target population was CEOs or senior managers within the airlines, which had response rate of 92.7%. -
Prof. Paul Stephen Dempsey
AIRLINE ALLIANCES by Paul Stephen Dempsey Director, Institute of Air & Space Law McGill University Copyright © 2008 by Paul Stephen Dempsey Before Alliances, there was Pan American World Airways . and Trans World Airlines. Before the mega- Alliances, there was interlining, facilitated by IATA Like dogs marking territory, airlines around the world are sniffing each other's tail fins looking for partners." Daniel Riordan “The hardest thing in working on an alliance is to coordinate the activities of people who have different instincts and a different language, and maybe worship slightly different travel gods, to get them to work together in a culture that allows them to respect each other’s habits and convictions, and yet work productively together in an environment in which you can’t specify everything in advance.” Michael E. Levine “Beware a pact with the devil.” Martin Shugrue Airline Motivations For Alliances • the desire to achieve greater economies of scale, scope, and density; • the desire to reduce costs by consolidating redundant operations; • the need to improve revenue by reducing the level of competition wherever possible as markets are liberalized; and • the desire to skirt around the nationality rules which prohibit multinational ownership and cabotage. Intercarrier Agreements · Ticketing-and-Baggage Agreements · Joint-Fare Agreements · Reciprocal Airport Agreements · Blocked Space Relationships · Computer Reservations Systems Joint Ventures · Joint Sales Offices and Telephone Centers · E-Commerce Joint Ventures · Frequent Flyer Program Alliances · Pooling Traffic & Revenue · Code-Sharing Code Sharing The term "code" refers to the identifier used in flight schedule, generally the 2-character IATA carrier designator code and flight number. Thus, XX123, flight 123 operated by the airline XX, might also be sold by airline YY as YY456 and by ZZ as ZZ9876. -
Wings News 05-06 & Collection 2013
Etihad Airways A330-200 Thai Airways A340-500 Antonov AN-225 Interfl ug Mil Mi-8 Scenix Schiphol Airport WINGS NEWS 05-06 & COLLECTION 2013 02 Inhalt / Content AUS LIEBE ZUM DETAIL DETAILS ARE OUR PASSION Seite / Page Liebe Herpa-Kunden, Sammler und Modellfans, Dear Herpa customers, collectors and model fans, WINGS NEWS 05-06 Herzlichen Glückwunsch: Sie halten die neue Frühjahrs-Collection mit den Herpa- Congratulations on picking up the new Spring Collection – Herpa’s model trends inclu- Neuheiten zur Lieferung im Mai und Juni 2013 Modelltrends in Ihren Händen – mit vielen Neuheiten und neuen Formen bis Juni 2013. ding many new releases and new types for the period up to June 2013. The “biggest” New items to be released in May and June 2013 Das „größte“ Highlight dieser Ausgabe stellt die Antonov AN-225 im Maßstab 1:200 highlight of this issue is the Antonov AN-225 in the 1/200 scale. The original plane is 03-05 ......................................................1/500 dar. Im Original ist der Flieger Rekordhalter für den mit 190 Tonnen schwersten Ein- the record holder for the world’s heaviest individual transport of 190 tons. As a mat- zeltransport der Welt. Auch im Modell mit 442 Millimetern Breite und 427 Millimetern ter of fact, even the 442 millimeter wide and 427 millimeter long model is a little giant Länge ist er ein kleiner Gigant. Ein Transportwunder der Lüfte ist auch die C5-Galaxy. of the skies. Another transport wonder of world aviation is the C5-Galaxy. Indeed, until 06 .................................................1/500 Scenix Bis 1982 war sie das größte Flugzeug der Welt, und auch heute sind viele der ur- 1982 it was the world’s biggest airplane – and even today, many of the 131 sprünglich 131 Maschinen vor allem im militärischen Dienst unterwegs. -
Tendencje Rozwojowe Aliansów Strategicznych W Transporcie Lotniczym
Transport lotniczy Tendencje rozwojowe aliansów strategicznych w transporcie lotniczym Iwona Anna Czarnecka Alianse lotnicze są formą współpracy linii lotniczych (często konkurujących ze sobą). Uczestnictwo w aliansie to określone korzyści, ale także liczne zagrożenia. A jednak wynikający z procesów liberalizacji proces łączenia się przewoźników w alianse wykazuje tendencję rozwojową. Na przestrzeni lat zmieniają się cele i zakres aliansów. Integracja staje się głębsza i przyjmuje formę fuzji i przejęć. Obserwujemy budowę struktury kapitałowej. Widoczne jest ograniczenie konkurencji na rynku lotniczym wynikające z konsolidacji przewoźników wokół największych i najmocniejszych linii lotniczych. Wprowadzenie połączeń. Taką strategię przyjęły m.in. linie: mi innych aliansów. Teoria gier zastosowana BA, Lufthansa, KLM. Strategia przystępowa- do analizy współpracy linii lotniczych przez Kryzys finansowy, który ogarnął świat nia do aliansów, skupionych wokół najwięk- T. Busacker’a i J. P. Clark’a pokazała okolicz- w 2008 roku wpłynął także na branżę lot- szych linii lotniczych, była wybierana przez ności sprzyjające dobrej współpracy w ra- niczą. Przewoźnicy ponieśli ogromne straty. coraz większą liczbę przewoźników, zwłasz- mach aliansu: Nowe warunki funkcjonowania wymuszo- cza tych średnich i małych, dla których sta- • umowa zawarta pomiędzy członkami ne przez kryzys pokazują, że należy dokonać nowiła szansę utrzymania się na rynku. powinna mieć długotrwały charakter, co rewizji naszego podejścia do aliansów lotni- Do podejmowania współpracy