Overcoming the Challenges for Survival

Total Page:16

File Type:pdf, Size:1020Kb

Overcoming the Challenges for Survival 2 Mengatasi Tantangan untuk Bertahan OVERCOMING the CHALLENGES for SURVIVAL Tahun 2015 merupakan tahun penuh dengan tantangan, Year 2015 was a year filled with challenges, not only for bukan hanya untuk perekonomian secara global, namun economics in global context, but also within the industry juga dalam industri yang dijalankan oleh PT Pelita Air the PT Pelita Air Service (“the Company”) involved. Theme Service (“Perseroan”). Tema “Mengatasi Tantangan of “Overcoming the Challenges for Survival” was chosen untuk Bertahan” dipilih sebagai tema laporan tahunan for annual report of 2015 because this report explained the 2015 karena laporan ini menjelaskan semua upaya yang efforts taken by the Company to overcome the challenges dilakukan oleh Perseroan untuk mengatasi tantangan within the year through “Turn Around Program”. The program yang ada dalam tahun tersebut melalui “Program Turn in general comprising of efficiency, assets alignment, and Around”. Program ini secara garis besar terdiri dari business diversification. efisiensi, assets alignment, dan diversifikasi bisnis. Perseroan percaya bahwa dengan mengintegrasikan The Company believed by integrating the strengths and seluruh kekuatan dan memfokuskan pada ketiga poin focusing on those three main points of the program, the utama tersebut, tahun 2015 akan menjadi titik awal bagi year 2015 would become the starting point of the Company Perseroan untuk mengambil lompatan demi perbaikan to take the leap for futher improvement. The company is lebih lanjut. Perseroan berkomitmen untuk selalu committed to always deliver optimum performance no memberikan kinerja yang optimal apapun tantangan yang matter what challenges the future brings. akan dihadapi di masa mendatang. Ilustrasi segitiga sebagai elemen utama pada desain The illustration of triangle as the main element of the menunjukan semangat untuk merumuskan sebuah design represented the spirit to formulate a shape strategy strategi yang tajam dalam menembus tantangan yang to get pass through every challenges faced. The spirit was dihadapi. Semangat tersebut juga ditunjukkan dalam also represented on the pictures chosen for the cover that foto yang dipilih pada sampul yang menggambarkan visualized the readiness of internal team in implementing kesiapan tim internal untuk menerapkan strategi dalam the strategy to overcome the challenges for survival and menghadapi tantangan untuk tetap dapat bertahan serta optimistic for the Company’s future. tetap optimis dengan masa depan Perseroan. laporantahunan 2015 annualreport PT Pelita Air Service 3 daftar isi table of contents KILAS KINERJA 2015 LAPORAN MANAJEMEN key performance of 2015 management report Ikhtisar Keuangan Laporan Dewan Komisaris 8 Financial Highlights 14 Report from the Board of Commissioners Ikhtisar Operasional Jajaran Dewan Komisaris 10 Operational Highlights 19 The Board of Commissioners Peristiwa Penting 2015 Laporan Direksi 11 Event Highlights of 2015 20 Report from the Board of Directors Jajaran Direksi 25 The Board of Directors Pernyataan Pertanggungjawaban Dewan Komisaris dan Direksi atas Laporan Tahunan 2015 Responsibility Statement of the Board of 26 Commissioners and Directors on 2015 Annual Report PROFIL PERUSAHAAN company profile Sekilas Perusahaan Entitas Anak dan Asosiasi 28 Company in Brief 34 Subsidiaries and Affiliated Companies Visi dan Misi Wilayah Operasi 29 Vision and Mission 36 Operations Area Nilai-nilai Inti Perseroan Penghargaan dan Sertifikasi 30 Corporate Core Values 38 Awards and Certifications Kegiatan Usaha Komposisi Sumber Daya Manusia 31 Business Activities 40 Human Resource Composition Struktur Organisasi Pengembangan Kompetensi 32 Organization Structure 41 Competency Development Komposisi Pemegang Saham Jaringan Kantor 33 Shareholder Composition 42 Office Network Struktur Grup 33 Group Structure INFORMASI BAGI INVESTOR 44 information for investor TINJAUAN ANALISA DAN OPERASIONAL PEMBAHASAN operational review MANAJEMEN Analisa Kinerja Operasi management discussion and analysis 46 Operational Performance Analysis Analisa Kinerja Keuangan Aspek Pemasaran Financial Performance Review 52 Marketing Aspects 56 Prospek Usaha 54 Business Prospect laporantahunan 2015 annualreport PT Pelita Air Service 4 TATA KELOLA PERUSAHAAN good corporate governance Struktur Tata Kelola Perusahaan Sekretaris Perusahaan 72 The Structure of Good Corporate Governance 98 Corporate Secretary Landasan Implementasi Good Corporate Sistem Pengendalian Internal Governance 100 Internal Control Systems Based Implementation of Good Corporate 72 Governance of the Company Internal Audit Division 100 Internal Audit Division Asesmen GCG Perseroan 74 GCG Assessment of the Company Kode Etik Perusahaan 104 The Code of Ethics Pencapaian dan Kegiatan GCG 2015 75 Achievement and GCG Activities in 2015 Sistem Manajemen Risiko 116 Risk Management System Sosialisasi dan Implementasi GCG 76 Socialization and Implementation of GCG Sistem Whistleblowing 118 Whistleblowing System Ruang Lingkup Tata Kelola Perusahaan 77 Scope of Good Corporate Governance Gratifikasi 125 Gratification Uraian Dewan Komisaris 78 The Board of Commissioners Benturan Kepentingan 129 Conflict of Interests Uraian Direksi The Board of Directors Laporan Harta Kekayaan Penyelenggara 82 Negara (LHKPN) Rapat Umum Pemegang Saham 132 Wealth Report of State Official General Meeting of Shareholders 90 Anti Korupsi Asesmen Terhadap Anggota Dewan Anti Corruption Komisaris dan/atau Direksi 133 Assessment of the Member of the Board of Kecelakaan dalam Perusahaan 91 Commissioners and/or Directors 134 HSE (Health, Safety, and Environment) Komite Audit Perkara Penting yang Dihadapi Perseroan 93 Audit Committee 140 Important Matters Confronting the Company Komite Investasi dan Manajemen Risiko Akses terhadap Informasi 96 Investment and Risk Management Committee 141 Access to Information TANGGUNG JAWAB INFORMASI SOSIAL PERUSAHAAN PERUSAHAAN corporate social responsibilities corporate information Tanggung Jawab Lingkungan Profil Dewan Komisaris 144 Environmental Responsibility 150 Profile of the Board of Commissioners Kerja, Kesehatan dan Keselamatan Profil Direksi 145 Labour, Health and Work Safety 152 Profile of the Board of Directors Pengembangan Sosial dan Komunitas Profil Sekretaris Perusahaan 145 Social and Community Development 154 Profile of Corporate Secretary Tanggung Jawab kepada Konsumen Profil Internal Audit Vice President 148 Corporate Social Responsibility to Customers 155 Profile of Internal Audit Vice President LAPORAN KEUANGAN 157 financial report laporantahunan 2015 annualreport PT Pelita Air Service KILas kinerja 2015 KEY PERFORMANCE OF 2015 KILas KINERJA 2015 LAPORAN MANAJEMEN PROFIL PERUsaHAAN INFORMasI BAGI INVEstOR TINJAUAN OPERasIONAL 6 Key Performance of 2015 Management Report Company Profile Information for Investor Operational Review PENDAPATAN revenues 2015 USD52.908.783 USD71.642.556 ‘14 USD80.176.731 ‘13 LABA KOTOR gross profit 2015 USD1.525.829 USD12.787.934 ‘14 USD16.514.270 ‘13 LABA SEBELUM PAJAK income before tax 2015 -USD17.405.840 USD897.824 ‘14 USD7.774.929 ‘13 laporantahunan 2015 annualreport PT Pelita Air Service ANALIsa DAN PEMBAHasaN MANAJEMEN Tata KELOLA PERUsaHAAN TANGGUNG JaWAB SOSIAL PERUsaHAAN INFORMasI PERUsaHAAN Management Discussion and Analysis Corporate Governance Corporate Social Responsibilities Corporate Information 7 JUMLAH ARMADA total fleets 2015 20 27 ‘14 25 ‘13 JUMLAH ASET total assets 2015 USD72.564.418 USD90.019.555 ‘14 USD87.450.556 ‘13 LABA TAHUN BERJALAN profit for the year 2015 -USD15.603.134 USD419.050 ‘14 USD5.663.062 ‘13 laporantahunan 2015 annualreport PT Pelita Air Service KILas KINERJA 2015 LAPORAN MANAJEMEN PROFIL PERUsaHAAN INFORMasI BAGI INVEstOR TINJAUAN OPERasIONAL 8 Key Performance of 2015 Management Report Company Profile Information for Investor Operational Review ikhtisar keuangan financial highlights URAIAN 2015 2014 2013 DESCRIPTION LAPORAN LABA RUGI KOMPREHENSIF KONSOLIDASIAN consolidated statements of comprehensive income (dalam Dolar AS) (in US Dollar) Pendapatan 52.908.783 71.642.556 80.176.731 Revenues Beban Langsung 51.382.954 58.854.622 63.662.461 Direct Costs Laba Kotor 1.525.829 12.787.934 16.514.270 Gross Profit Laba Sebelum Pajak (17.405.840) 897.824 7.774.929 Income Before Tax Laba Tahun Berjalan (15.603.134) 419.050 5.663.062 Profit for the Year Jumlah Laba Komprehensif (13.523.265) 463.061 5.735.939 Total Comprehensive Income Laba per Saham - - - Earnings per Share LAPORAN POSISI KEUANGAN KONSOLIDASI consolidated statements of financial position (dalam Dolar AS) (in US Dollar) Aset Lancar 34.704.249 44.714.447 48.705.933 Current Assets Aset Tidak Lancar 37.860.169 45.305.108 38.744.623 Non Current Assets Jumlah Aset 72.564.418 90.019.555 87.450.556 Total Assets Liabilitas Jangka Pendek 17.499.884 14.854.068 39.474.157 Short Term Liabilities Liabilitas Jangka Panjang 16.078.776 22.656.465 20.144.354 Long Term Liabilities Jumlah Liabilitas 33.578.660 37.510.533 59.618.511 Total Liabilities Modal Ditempatkan dan Disetor 184.053.700 184.053.700 159.839.785 Issued and Fully Paid Capital Saldo Laba (145.067.943) (131.544.678) (132.007.741) Profit Balance Jumlah Ekuitas 38.985.758 52.509.022 27.832.045 Total Equity Jumlah Liabilitas dan Ekuitas 72.564.417 90.019.555 87.450.556 Total Liabilities and Equity RASIO KEUANGAN financial ratios (dalam %) (in % Rasio Lancar 260,77 301,02 123,39 Current Ratio Rasio Liabilitas terhadap Aset 46,27 40,02 67,83 Liabilities to Assets Ratio Marjin Laba Bersih 6,81 1,28 6,54 Net Profit Margin Rasio Liabilitas
Recommended publications
  • Liste-Exploitants-Aeronefs.Pdf
    EN EN EN COMMISSION OF THE EUROPEAN COMMUNITIES Brussels, XXX C(2009) XXX final COMMISSION REGULATION (EC) No xxx/2009 of on the list of aircraft operators which performed an aviation activity listed in Annex I to Directive 2003/87/EC on or after 1 January 2006 specifying the administering Member State for each aircraft operator (Text with EEA relevance) EN EN COMMISSION REGULATION (EC) No xxx/2009 of on the list of aircraft operators which performed an aviation activity listed in Annex I to Directive 2003/87/EC on or after 1 January 2006 specifying the administering Member State for each aircraft operator (Text with EEA relevance) THE COMMISSION OF THE EUROPEAN COMMUNITIES, Having regard to the Treaty establishing the European Community, Having regard to Directive 2003/87/EC of the European Parliament and of the Council of 13 October 2003 establishing a system for greenhouse gas emission allowance trading within the Community and amending Council Directive 96/61/EC1, and in particular Article 18a(3)(a) thereof, Whereas: (1) Directive 2003/87/EC, as amended by Directive 2008/101/EC2, includes aviation activities within the scheme for greenhouse gas emission allowance trading within the Community (hereinafter the "Community scheme"). (2) In order to reduce the administrative burden on aircraft operators, Directive 2003/87/EC provides for one Member State to be responsible for each aircraft operator. Article 18a(1) and (2) of Directive 2003/87/EC contains the provisions governing the assignment of each aircraft operator to its administering Member State. The list of aircraft operators and their administering Member States (hereinafter "the list") should ensure that each operator knows which Member State it will be regulated by and that Member States are clear on which operators they should regulate.
    [Show full text]
  • Vol-5, Issue 2
    International Journal of Management Sciences and Business Research, Feb-2016 ISSN (2226-8235) Vol-5, Issue 2 Analysis on the Factors Causing Airlines Bankruptcy: Cases in Indonesia Author’s Details: (1)Suharto Abdul Majid-Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia (2) Sucherly - Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia (3) Umi Kaltum- Faculty of Economic and Business, Padjadjaran University, Bandung, Indonesia Abstract the high growth of national aviation services after the aviation deregulation in 2000 has given a positive impact on the increase of national economic activities, especially in tour and trade. In the same time, however, it negatively impacts the aviation business itself, making many airline companies stop their operation and then go to bankruptcy. The aim of this research is to analyze the factors causing bankruptcy to some national airline companies in Indonesia after the aviation deregulation in the periods of 2001-2010 and 2011-2015. It is an exploratory research with a qualitative descriptive approach emphasizing on evaluating the factors causing bankruptcy to a number of domestic airlines in Indonesia. The method of data collection is an interview with the format of focus group discussion (FGD), while the data analysis uses factor analysis method. The results of this research show that there are two main factors that cause bankruptcy to a number of domestic airlines in Indonesia. They are both internal and external factors of the companies. Key words: Airline companies bankruptcy, internal factors, and external factors. INTRODUCTION Since the implementation of the national aviation deregulation policy in 2000, the growth of aviation business in Indonesia increases rapidly.
    [Show full text]
  • The Indonesia Dassault Falcon 7X Wu Zhendong Metrics & Mood Jets & Helicopters
    FOURTH QUARTER 2015 THE INDONESIA PERSPECTIVE THE CHECKUP : DASSAULT FALCON 7X INDUSTRY INSIDER: WU ZHENDONG ASIA-PACIFIC OUTLOOK: METRICS & MOOD CURRENT MARKET SUMMARIES: JETS & HELICOPTERS THE WORLD STANDARD Intercontinental range, record-setting speed, advanced technology, unrivaled utility and top-rated worldwide product support. The World Standard™ isn’t just a company tagline, it’s a benchmark by which all others must be measured. BEIJING (北京): +86 10 8535 1866 HONG KONG (香港): +852 2918 1600 SINGAPORE (新加坡): +65 6572 7777 GULFSTREAM.COM G650ER, G650, G600, G500, G550, G450, G280 and G150 are trademarks or registered trademarks of Gulfstream Aerospace Corporation in the U.S. and other countries. THE WORLD STANDARD Intercontinental range, record-setting speed, advanced technology, unrivaled utility and top-rated worldwide product support. The World Standard™ isn’t just a company tagline, it’s a benchmark by which all others must be measured. BEIJING (北京): +86 10 8535 1866 HONG KONG (香港): +852 2918 1600 SINGAPORE (新加坡): +65 6572 7777 GULFSTREAM.COM G650ER, G650, G600, G500, G550, G450, G280 and G150 are trademarks or registered trademarks of Gulfstream Aerospace Corporation in the U.S. and other countries. TWO WAYS TWO WAYS TO CONQUER THE WORLD. TO CONQUER THE WORLD. 广告 two ways to conquer the world. Now you have two choices for superior, ultra-long-range capability. The 5,950 nm Falcon 7X—the fastest selling Falcon ever (and with Now you have two choices for superior, ultra-long-range capability. The 5,950 nm Falcon 7X—the fastest selling Falcon ever (and with good reason). Or the new, 6,450 nm Now you have two choices for superior, ultra-long-range capability.good Thereason).
    [Show full text]
  • RASG-PA ESC/29 — WP/04 14/11/17 Twenty
    RASG‐PA ESC/29 — WP/04 14/11/17 Twenty ‐ Ninth Regional Aviation Safety Group — Pan America Executive Steering Committee Meeting (RASG‐PA ESC/29) ICAO NACC Regional Office, Mexico City, Mexico, 29‐30 November 2017 Agenda Item 3: Items/Briefings of interest to the RASG‐PA ESC PROPOSAL TO AMEND ICAO FLIGHT DATA ANALYSIS PROGRAMME (FDAP) RECOMMENDATION AND STANDARD TO EXPAND AEROPLANES´ WEIGHT THRESHOLD (Presented by Flight Safety Foundation and supported by Airbus, ATR, Embraer, IATA, Brazil ANAC, ICAO SAM Office, and SRVSOP) EXECUTIVE SUMMARY The Flight Data Analysis Program (FDAP) working group comprised by representatives of Airbus, ATR, Embraer, IATA, Brazil ANAC, ICAO SAM Office, and SRVSOP, is in the process of preparing a proposal to expand the number of functional flight data analysis programs. It is anticipated that a greater number of Flight Data Analysis Programs will lead to significantly greater safety levels through analysis of critical event sets and incidents. Action: The FDAP working group is requesting support for greater implementation of FDAP/FDMP throughout the Pan American Regions and consideration of new ICAO standards through the actions outlined in Section 4 of this working paper. Strategic Safety Objectives: References: Annex 6 ‐ Operation of Aircraft, Part 1 sections as mentioned in this working paper RASG‐PA ESC/28 ‐ WP/09 presented at the ICAO SAM Regional Office, 4 to 5 May 2017. 1. Introduction 1.1 Flight Data Recorders have long been used as one of the most important tools for accident investigations such that the term “black box” and its recovery is well known beyond the aviation industry.
    [Show full text]
  • U.S. Department of Transportation Federal
    U.S. DEPARTMENT OF ORDER TRANSPORTATION JO 7340.2E FEDERAL AVIATION Effective Date: ADMINISTRATION July 24, 2014 Air Traffic Organization Policy Subject: Contractions Includes Change 1 dated 11/13/14 https://www.faa.gov/air_traffic/publications/atpubs/CNT/3-3.HTM A 3- Company Country Telephony Ltr AAA AVICON AVIATION CONSULTANTS & AGENTS PAKISTAN AAB ABELAG AVIATION BELGIUM ABG AAC ARMY AIR CORPS UNITED KINGDOM ARMYAIR AAD MANN AIR LTD (T/A AMBASSADOR) UNITED KINGDOM AMBASSADOR AAE EXPRESS AIR, INC. (PHOENIX, AZ) UNITED STATES ARIZONA AAF AIGLE AZUR FRANCE AIGLE AZUR AAG ATLANTIC FLIGHT TRAINING LTD. UNITED KINGDOM ATLANTIC AAH AEKO KULA, INC D/B/A ALOHA AIR CARGO (HONOLULU, UNITED STATES ALOHA HI) AAI AIR AURORA, INC. (SUGAR GROVE, IL) UNITED STATES BOREALIS AAJ ALFA AIRLINES CO., LTD SUDAN ALFA SUDAN AAK ALASKA ISLAND AIR, INC. (ANCHORAGE, AK) UNITED STATES ALASKA ISLAND AAL AMERICAN AIRLINES INC. UNITED STATES AMERICAN AAM AIM AIR REPUBLIC OF MOLDOVA AIM AIR AAN AMSTERDAM AIRLINES B.V. NETHERLANDS AMSTEL AAO ADMINISTRACION AERONAUTICA INTERNACIONAL, S.A. MEXICO AEROINTER DE C.V. AAP ARABASCO AIR SERVICES SAUDI ARABIA ARABASCO AAQ ASIA ATLANTIC AIRLINES CO., LTD THAILAND ASIA ATLANTIC AAR ASIANA AIRLINES REPUBLIC OF KOREA ASIANA AAS ASKARI AVIATION (PVT) LTD PAKISTAN AL-AAS AAT AIR CENTRAL ASIA KYRGYZSTAN AAU AEROPA S.R.L. ITALY AAV ASTRO AIR INTERNATIONAL, INC. PHILIPPINES ASTRO-PHIL AAW AFRICAN AIRLINES CORPORATION LIBYA AFRIQIYAH AAX ADVANCE AVIATION CO., LTD THAILAND ADVANCE AVIATION AAY ALLEGIANT AIR, INC. (FRESNO, CA) UNITED STATES ALLEGIANT AAZ AEOLUS AIR LIMITED GAMBIA AEOLUS ABA AERO-BETA GMBH & CO., STUTTGART GERMANY AEROBETA ABB AFRICAN BUSINESS AND TRANSPORTATIONS DEMOCRATIC REPUBLIC OF AFRICAN BUSINESS THE CONGO ABC ABC WORLD AIRWAYS GUIDE ABD AIR ATLANTA ICELANDIC ICELAND ATLANTA ABE ABAN AIR IRAN (ISLAMIC REPUBLIC ABAN OF) ABF SCANWINGS OY, FINLAND FINLAND SKYWINGS ABG ABAKAN-AVIA RUSSIAN FEDERATION ABAKAN-AVIA ABH HOKURIKU-KOUKUU CO., LTD JAPAN ABI ALBA-AIR AVIACION, S.L.
    [Show full text]
  • Flying Blind
    VAN ZORGE REPORT — FEBRUARY 8, 2007 AVIATION Flying blind s the top executives from nearly every major Indonesian airline gathered THE MEETING OF AIRLINE EXECUTIVE WAS around a table at the ministry of transportation in mid-January, a TENSE. A general feeling of irritability filled the air. The group rarely meets and certainly not on such short notice—a combination that led to a somewhat tense atmosphere, one executive at the meeting told the Report. Following the January 1 Adam Air crash, the country’s beleaguered THEY FELT IT WAS UNNECESSARY DESPITE transportation minister, Hatta Radjasa, had called the meeting to discuss the THE RECENT CRASH. country’s aviation safety procedures, which had fallen under heavy scrutiny in the wake of the recent disaster. “Some of them were grumbling,” the executive said. “They said that they knew perfectly well the government’s aviation safety procedures, and they didn’t need reminding.” Indeed, many of those aviation executives certainly have a very professional HOWEVER, ACCUSATIONS ARE RIFE THAT attitude toward air safety. But since the Adam Air tragedy, accusations have SAFETY MEASURES ARE LACKING. intensified that not all airlines in Indonesia have prioritised the safety of their passengers and crews. Some NGOs, DPR members and media outlets have recently questioned THE AVIATION INDUSTRY SEEMS TO BE TWO what they see as the development of a two-tier system within Indonesia’s TIERED IN INDONESIA. aviation industry. They say that many of the budget carriers are prioritising profit over safety while the more expensive carriers are doing a more professional job. However, the jury is still out on whether these budget carriers, which BUT THE JURY IS STILL OUT ON THE mushroomed after the industry was deregulated in the late 1990s, are operating BUDGET CARRIERS.
    [Show full text]
  • THE IMPACT of RESTRUCTURING on the AIRLINE PERFORMANCE: the Case of Garuda Indonesia
    Výskumné štúdie THE IMPACT OF RESTRUCTURING ON THE AIRLINE PERFORMANCE: The Case of Garuda Indonesia Roberto AKYUWEN ABSTRACT: Garuda Indonesia is an airline company owned by the Indonesian Government. The airline has been vastly deve- Dr. Roberto Akyuwen loped since being established in 1950. Remarkable growth has been achieved mainly due to the fact that in the Senior Lecturer early years there was minimal competition in the airline industry in Indonesia. Being the fi rst Indonesian airline, Finance Education and Training Center Yogyakarta Garuda Indonesia monopolised the commercial air transportation services. This situation allowed more than Ministry of Finance Republic Indonesia reasonable company performance for many years. However, since the government introduction of an open do- Jl. Solo Km 11 Kalasan, Sleman, Yogyakarta 55571 INDONESIA mestic airline industry in 1990, Garuda Indonesia started to face diffi culties. Garuda competed against a number Telp. 62-274-496219, Facs. 62-274-497235 of private airlines, which possessed expansive strategies in developing routes as well as increasing the number [email protected], [email protected] of aircraft. The performance of Garuda Indonesia gradually decreased to a low when operational profi t and cash fl ow reached negative fi gures during the period 1993 to 1997. Further, the seat load factor and on time perfor- Roberto Akyuwen was born in Ambon, Indonesia on 19 March, 1970. He obtained his doctorate degree with cum mance were also worsening. To overcome these problems, restructuring was fi rst undertaken during 1998 to laude in 2003 from the Doctorate Program in Economics, Gadjah Mada University Yogyakarta. Currently, he has 2001.
    [Show full text]
  • Operation Management Is a Functional Field of Business with Clear Line Management Responsibilities
    7 CHAPTER II LITERATURE REVIEW 2.1 Operations Management Operations Management is defined as the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services. Like marketing and finance, operation management is a functional field of business with clear line management responsibilities. This point is important because operations management is frequently confused with operation research and management science and industrial engineering (Chase, 2001, pp.6-7). Operations management decisions at the strategic level impact the company’s long-range effectiveness in terms of how it can address its customer’s needs. Thus, for the firm to succeed, these decisions must be in alignment with the corporate strategy. Decisions made at the strategic level become the fixed conditions or operating constrains under which the term must operate in both the intermediate and short term. At the next level in the decision-making process, tactical planning primarily addresses how to efficiently schedule material and labor within the constraints of previously made strategic decisions. Issues on which Operation Management concentrates on this level include: How many workers do we need? When do we need them? Should we work overtime or put on a second shift? When should we have material delivered? Should we have a finished goods inventory? These tactical 8 decisions, in turn, become the operating constraints under which operational planning and control decisions are made (Chase, 2001, p8). 2.2 Achieving Competitive Advantage through Operations Competitive advantage implies the creation of a system that has a unique advantage over its competitors. The idea is to create customer value in an efficient and sustainable way.
    [Show full text]
  • Indonesia Situation Update 181008
    Airport Palu Situation Report (updated on 07 Oct 2018) Airport Name • Mutiara Sis Al Jufri Airport (ICAO: WAFF, IATA: PLW) Location • Palu, 0° 55ʹ 7ʺ S, 119° 54ʹ 35ʺ O (Link to dashboard only for PLW: https://share.geckoboard.com/dashboards/VZAL6D27U2ETHE6H ) Airport Focal Point • Mr Novy Pantaryanto, General Manager Makasar ATM, designated emergency coordinator Military Task Force • Col. Bambang Sadewo/ LtCol Sugeng Operational Status • 2000m of the usual 2300m runway length useable, serviceable for MTOW 78.000 kg, MLW 63.000 kg aircraft at PLW, • Operating hours start at 06.00 until 18.00 WITA (AirNav personnel are ready to serve 24 hours if there is a flight request outside operating hours utilized emergency communication equipment, mobile tower control has been set up will be ready to operate within 2 days) • Jet A1 is available and served by Pertamina with current stock available for next 14 days, new supply will arrived ASAP through Donggala Corridor. • Congestions at airport since commercial flight is resumed, most of relief aid has been off loaded at side of the ramp for international military aircraft without handed over copy of air cargo manifest to ERAT team on ground needs to get more link up regarding tasking, coordination and in coming documentation manifest cargo with BPN Hub coordinator(BNPB and Military task force) , TNI/Indonesia Police aircraft is control and handling for offloaded by military task force. • Ramp construction work has been held after earthquake and tsunami disaster. Operational Status (Addition) • B733F, Antonov 12 chartered BPN-PLW-BPN, • Indonesia Military/Police aircraft/helicopter and International military aircraft has been operated from BPN-PLW-BPN, • MAF operated BPN-PLW-BPN and Helivida operated to Sigi and West Donggala by request, flight clearance arranged by them with coordinate with BNPB and Military task force since their domestic operator at PLW.
    [Show full text]
  • Global Volatility Steadies the Climb
    WORLD AIRLINER CENSUS Global volatility steadies the climb Cirium Fleet Forecast’s latest outlook sees heady growth settling down to trend levels, with economic slowdown, rising oil prices and production rate challenges as factors Narrowbodies including A321neo will dominate deliveries over 2019-2038 Airbus DAN THISDELL & CHRIS SEYMOUR LONDON commercial jets and turboprops across most spiking above $100/barrel in mid-2014, the sectors has come down from a run of heady Brent Crude benchmark declined rapidly to a nybody who has been watching growth years, slowdown in this context should January 2016 low in the mid-$30s; the subse- the news for the past year cannot be read as a return to longer-term averages. In quent upturn peaked in the $80s a year ago. have missed some recurring head- other words, in commercial aviation, slow- Following a long dip during the second half Alines. In no particular order: US- down is still a long way from downturn. of 2018, oil has this year recovered to the China trade war, potential US-Iran hot war, And, Cirium observes, “a slowdown in high-$60s prevailing in July. US-Mexico trade tension, US-Europe trade growth rates should not be a surprise”. Eco- tension, interest rates rising, Chinese growth nomic indicators are showing “consistent de- RECESSION WORRIES stumbling, Europe facing populist backlash, cline” in all major regions, and the World What comes next is anybody’s guess, but it is longest economic recovery in history, US- Trade Organization’s global trade outlook is at worth noting that the sharp drop in prices that Canada commerce friction, bond and equity its weakest since 2010.
    [Show full text]
  • Airlines Codes
    Airlines codes Sorted by Airlines Sorted by Code Airline Code Airline Code Aces VX Deutsche Bahn AG 2A Action Airlines XQ Aerocondor Trans Aereos 2B Acvilla Air WZ Denim Air 2D ADA Air ZY Ireland Airways 2E Adria Airways JP Frontier Flying Service 2F Aea International Pte 7X Debonair Airways 2G AER Lingus Limited EI European Airlines 2H Aero Asia International E4 Air Burkina 2J Aero California JR Kitty Hawk Airlines Inc 2K Aero Continente N6 Karlog Air 2L Aero Costa Rica Acori ML Moldavian Airlines 2M Aero Lineas Sosa P4 Haiti Aviation 2N Aero Lloyd Flugreisen YP Air Philippines Corp 2P Aero Service 5R Millenium Air Corp 2Q Aero Services Executive W4 Island Express 2S Aero Zambia Z9 Canada Three Thousand 2T Aerocaribe QA Western Pacific Air 2U Aerocondor Trans Aereos 2B Amtrak 2V Aeroejecutivo SA de CV SX Pacific Midland Airlines 2W Aeroflot Russian SU Helenair Corporation Ltd 2Y Aeroleasing SA FP Changan Airlines 2Z Aeroline Gmbh 7E Mafira Air 3A Aerolineas Argentinas AR Avior 3B Aerolineas Dominicanas YU Corporate Express Airline 3C Aerolineas Internacional N2 Palair Macedonian Air 3D Aerolineas Paraguayas A8 Northwestern Air Lease 3E Aerolineas Santo Domingo EX Air Inuit Ltd 3H Aeromar Airlines VW Air Alliance 3J Aeromexico AM Tatonduk Flying Service 3K Aeromexpress QO Gulfstream International 3M Aeronautica de Cancun RE Air Urga 3N Aeroperlas WL Georgian Airlines 3P Aeroperu PL China Yunnan Airlines 3Q Aeropostal Alas VH Avia Air Nv 3R Aerorepublica P5 Shuswap Air 3S Aerosanta Airlines UJ Turan Air Airline Company 3T Aeroservicios
    [Show full text]
  • Pacedays 2014 | Fuel Reduction Initiatives on the Avro RJ Regional
    REGIONAL AIRCRAFT Fuel Reduction Initiatives on the Avro RJ Regional Jet Stephen Morrison and Daniel McNish © BAE SYSTEMS 2014. All rights reserved. 1 BAe Systems Regional Aircraft Regional Aircraft’s history spans 70 years in the development, production and support of many aircraft types. Whole product and through lifecycle knowledge and experience are applied to provide customers with integrated solutions. These include design, supply, repair, change, upgrade/conversion and customer support services. With services and solutions provided to over 500 aircraft operated by over 180 customers in 70 countries we have a global support organisation. We also provide services and solutions across a number of market sectors, including passenger, business and special role aircraft . 2 Regional Aircraft Operator Base Europe 223 Aircraft in Service 44 Operators North America 118 Aircraft in Service Asia 69 Operators 54 Aircraft in Service 26 Operators Africa & Middle East 92 Aircraft in Service 41 Operators South America 103 Aircraft in Service Australasia 36 Operators 30 Aircraft in Service 10 Operators 165 Operators, 620 Aircraft In Service © BAE SYSTEMS 2014. All rights reserved. 3 BAe 146 / Avro RJ Operator Base – 2014 Europe Air Go Albanian Airlines Atlantic Airways Avia Air Traffic Aviatrans K BAE Systems Brussels Airlines Bulgarian Air Cello Aviation Cityjet FAAM Flair Aviation Formula One Interaviator Malmö Aviation Olympus Airways Asia North America PAN Air QinetiQ Asian Express Airline Air Spray Royal Air Force Swiss Aviastar Air Tahoma
    [Show full text]