Model Antrian Untuk Kapasitas Bandara Internasional Sultan Hasanuddin Makassar
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1 1. PENDAHULUAN 1.1. Latar Belakang Masalah Seiring Dengan
1. PENDAHULUAN 1.1. Latar Belakang Masalah Seiring dengan berjalannya waktu, persaingan industri dagang maupun jasa di Indonesia semakin lama kian keras persaingan satu dengan lainnya. Perusahaan baru terus bermunculan dan perusahaan lama akan tersingkir, jika tidak bisa berinovasi dalam memenuhi kebutuhan konsumen. Begitu juga dalam bidang penerbangan di Indonesia, yang semakin bersaing ketat karena meningkatnya jumlah pemakai transportasi jalur udara dari tahun ke tahun. Berdasarkan data dari PT (Persero) Angkasa Pura I dan II, disebutkan bahwa jumlah penumpang domestik dari Bandara Internasional Juanda Surabaya, mengalami peningkatan yang konsisten tiap tahunnya. Sebut saja pada tahun 2009, jumlah penumpang tercatat sebanyak 4.305.927 (Empat Juta Tiga Ratus Lima Ribu Sembilan Ratus Dua Puluh Tujuh) orang. Sedangkan di tahun 2013, mengalami kenaikan hingga tercatat sebanyak 7.264.393 (Tujuh Juta Dua Ratus Enam Puluh Empat Ribu Tiga Ratus Sembilan Puluh Tiga) orang. Berbicara tentang komponen dari maskapai penerbangan, bisa jadi berbeda antara satu dengan yang lain. Beberapa diantaranya seperti segi harga, Check In Counter, Boarding dan Seating, Inflight Service, Arrival, dan yang terakhir e- booking (sumber: Hall et al, 2002, p.4). Menyikapi peningkatan konsumen transportasi udara yang semakin meningkat pesat, beberapa maskapai besar di Indonesia mengeluarkan inovasi tersendiri. Yakni mendirikan anak perusahaan untuk memberikan second choice kepada masyarakat khususnya Indonesia untuk bisa menggunakan transportasi udara, dengan harga yang jauh lebih murah. Namun, dengan harga yang relatif terjangkau oleh masyarakat kelas bawah, tentunya memiliki kualitas berbeda dari perusahaan utama, yang banyak orang mengenalnya dengan nama Low Cost Carrier (LCC) atau Budget Airlines. Istilah Penerbangan “low cost” atau sering disebut LCC (Low Cost Carrier) merupakan model penerbangan dengan strategi penurunan operating cost. -
Analisa Harapan Dan Persepsi Penumpang Terhadap Kualitas Makanan Yang Disediakan Oleh Maskapai Penerbangan Domestik Di Indonesia
ANALISA HARAPAN DAN PERSEPSI PENUMPANG TERHADAP KUALITAS MAKANAN YANG DISEDIAKAN OLEH MASKAPAI PENERBANGAN DOMESTIK DI INDONESIA Christine Tantrisna dan Kanya Prawitasari Alumnus Program Manajemen Perhotelan, Fakultas Ekonomi Universitas Kristen Petra Surabaya Abstrak: Penumpang pesawat terbang memiliki harapan tertentu terhadap maskapai penerbangan yang digunakan, salah satunya dari segi kualitas makanan yang disediakan selama penerbangan. Apa yang penumpang terima belum tentu sesuai dengan apa yang diharapkan. Penelitian ini mengukur perbedaan harapan dan persepsi penumpang terhadap kualitas makanan berdasarkan 7 variabel yaitu: warna, penampilan, bentuk, tekstur, aroma, tingkat kematangan, dan rasa. Hasil penelitian menunjukkan bahwa ada gap yang signifikan antara harapan dan persepsi. Kata kunci: harapan, persepsi, kualitas makanan, maskapai penerbangan domestik, indonesia. Abstract: Passengers have certain expectations about the airline they use; one of them is about food quality served during flight. What passengers get is not always suitable with what they expect. This research examines the difference between expectation and perception of food quality by seven variables, namely: color, performance, shape, texture, aroma, degree of doneness, and taste. The result shows that there is a significant gap between expectation and perception. Keywords: expectation, perception, food quality, domestic airlines, indonesia. Sebagai bisnis yang bergerak di sektor jasa atau bahwa kualitas makanan memegang peranan penting layanan, bisnis penerbangan menyediakan beberapa dalam mempengaruhi mereka dalam memilih fasilitas bagi para penumpang dimana salah satunya maskapai penerbangan. Ditambah lagi, 39% respon- adalah fasilitas pemberian makanan dan minuman den mengatakan bahwa mereka mengharapkan saat penerbangan atau yang biasa disebut inflight kualitas makanan yang lebih baik ketika kompetisi catering. Layanan inflight catering telah dimulai mulai muncul di rute tertentu. -
(Eu) 2015/ 1014
27.6.2015 EN Official Journal of the European Union L 162/65 COMMISSION IMPLEMENTING REGULATION (EU) 2015/1014 of 25 June 2015 amending Regulation (EC) No 474/2006 establishing the Community list of air carriers which are subject to an operating ban within the Community (Text with EEA relevance) THE EUROPEAN COMMISSION Having regard to the Treaty on the Functioning of the European Union, Having regard to Regulation (EC) No 2111/2005 of the European Parliament and the Council of 14 December 2005 on the establishment of a Community list of air carriers subject to an operating ban within the Community and on informing air passengers of the identity of the operating carrier, and repealing Article 9 of Directive 2004/36/CE (1), and in particular Article 4(2) thereof, Whereas: (1) Commission Regulation (EC) No 474/2006 (2) established the list of air carriers which are subject to an operating ban within the Union, referred to in Chapter II of Regulation (EC) No 2111/2005. (2) In accordance with Article 4(3) of Regulation (EC) No 2111/2005, some Member States and the European Aviation Safety Agency (‘EASA’) communicated to the Commission information that is relevant in the context of updating that Union list. Relevant information was also communicated by certain third countries. On the basis of that information and the verifications carried out by the Commission, the Union list should now be updated. (3) The Commission informed all air carriers concerned, either directly or through the authorities responsible for their regulatory oversight, about the essential facts and considerations which would form the basis for a decision to impose on them an operating ban within the Union or to modify the conditions of an operating ban imposed on an air carrier which is included in the Union list. -
Commercial Airline Categories Notes on Tables
Safety Half-year Significant non-fatal accidents/incidents: All commercial airline categories Date: 11 Mar ● Carrier: Transcarga International Airways ● Aircraft type/registration: Airbus A300F (YV560T) ● Location: Maiquetia, Venezuela Injuries (crew/pax): 0 ● Occupants (crew/pax): 3 ● Phase: TO The crew aborted take-off when the left GE Aviation CF6 engine suffered detached and hit a workshop at the airport. The aircraft was delivered to an uncontained failure. A disk failure, believed to be a turbine disk, Eastern Airlines in 1983 and began operating with Transcarga in 2014. Date: 12 Mar ● Carrier: Grant Aviation ● Aircraft type/registration: Cessna 208B Caravan (N407GV) ● Location: Chevak airport, Alaska, USA Injuries (crew/pax): 0/0 ● Occupants (crew/pax): 1/3 ● Phase: TO The pilot began the take-off run for a scheduled domestic service, but runway surface and crosswind. The aircraft swerved off the runway and then elected to abandon the attempt because of a combination of an icy rolled onto a wingtip, sustaining considerable damage. Date: 20 Mar ● Carrier: Trigana Air Service ● Aircraft type/registration: Boeing 737-400F (PK-YSF) ● Location: Jakarta International airport, Indonesia ● Injuries (crew/pax): 0 ● Occupants (crew/pax): 4 ● Phase: L The aircraft was operating a cargo flight from Halim Perdanakusuma In- Directional control was lost and the aircraft ground looped off the left ternational airport, Jakarta to Sultan Hasanuddin airport, Makassar. Just side of the runway; coming to rest on the grass beside the runway on its before lift-off or during the initial climb after take-off, the right engine belly. Tyre marks on the runway suggest that the right main wheel may failed. -
Foreign ICAO 3LD Additions, Deletions, and Modifications (Excluding U.S.)
U.S. DEPARTMENT OF TRANSPORTATION N JO 7340.470 NOTICE FEDERAL AVIATION ADMINISTRATION Air Traffic Organization Policy Effective Date: July 11, 2018 Cancellation Date: July 11, 2019 SUBJ: Foreign ICAO 3LD Additions, Deletions, and Modifications (excluding U.S.) 1. Purpose of This Notice. This notice modifies FAA Order JO 7340.2, Contractions, Chapter 3, Sections 1, 2, and 3, !CAO Aircraft Company Three-Letter Identifier and/or Telephony Designator. This notice reflects recent changes initiated by countries other than the United States (U.S.) including new ICAO three letter designators (3LDs), deletions ofdefunct ICAO 3LDs, and modifications to ICAO 3LDs, associated telephonies, and companies/agencies. This Notice supplements FAA Order JO 7340.2 until the additions and modifications are incorporated into the Order. This Notice does not replace or substitute for GENOTs issued by the Federal Aviation Administration (FAA) Air Traffic Organization (ATO) for ICAO 3LDs assigned and authorized for U.S. aircraft operators. 2. Audience. This notice applies to the following Air Traffic Organization (ATO) service units: Air Traffic Services, and System Operations Services; ATO Safety and Technical Training; and all associated air traffic control facilities. This notice is informational in nature and does not require documentation as supplemental training in FAA Form 3120-1, Training and Proficiency Record. 3. Where Can I Find This Notice? This notice is available on the MyFAA employee website at https://employees.faa.gov/tools_resources/orders_ notices/ and on the air traffic publications website at http://www.faa.gov/air_traffic/publications/. 4. Source Document. The source document for the ICAO 3LD additions and modifications contained in this notice is ICAO Document 8585, Designatorsfor Aircraft Operating Agencies, Aeronautical Authorities, and Services. -
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. -
Lion Air Signs GDS Agreement with Sabre to Fuel Its Growth Strategy
Lion Air signs GDS agreement with Sabre to fuel its growth strategy April 30, 2018 Sabre adds highly-valued content from leading low-cost carrier in Asia to its global marketplace SINGAPORE, April 30, 2018 /PRNewswire/ -- Sabre Corporation (NASDAQ: SABR), the leading technology provider to the global travel industry, today announced a new content distribution agreement with Lion Air, the largest privately-owned airline in Indonesia, and its subsidiary, Wings Air, as the preferred global distribution system (GDS) to offer Lion Air content in the carrier's home market. Sabre has served as a strategic partner to Lion Air and supported both the airline's reservations and planning and scheduling capabilities through its innovative SabreSonic passenger services system and AirVision portfolio of solutions since the carrier first began operations 18 years ago. Now the airline strives to achieve even more ambitious growth, including a plan to quintuple the size of its fleet with the world's largest number of aircraft on order. As Indonesia remains a rapidly growing travel market, Lion Air is expanding operations and its relationship with Sabre, selecting them as their primary GDS to distribute content across its innovative global travel marketplace. "With our content now available to 425,000 travel agents across the globe, the extension of our agreement with Sabre will be instrumental to our continued success and will provide us with the visibility needed to support our growth objectives throughout Asia Pacific and beyond," said Rudy Lumingkewas, CEO, Lion Air. "As the leading GDS in Indonesia, we are in a unique position to best support Lion Air's growth through the distribution of new bookable content on the Sabre platform," said Rakesh Narayanan, vice president, air line of business, Sabre Travel Network Asia Pacific. -
Publications 2019
AAIP Policy Paper No. 2 / 2019 – Reviewing Ownership and Control of the Indonesian Airlines Ridha Aditya Nugraha ASEAN Aviation Integration Platform (AAIP) Policy Paper No. 2 / 2019 Reviewing Ownership and Control of the Indonesian Airlines Ridha Aditya Nugraha Air Power Centre of Indonesia Air and Space Law Studies, International Business Law Program Universitas Prasetiya Mulya Member of German Aviation Research Society The views expressed are those of the author. 2 AAIP Policy Paper No. 2 / 2019 – Reviewing Ownership and Control of the Indonesian Airlines Ridha Aditya Nugraha Contents Executive Summary .............................................................................................................................. 4 1. The Liberalization Progress in Indonesia ................................................................................... 5 2. The State of Play ............................................................................................................................ 6 3. The Current Legal Regime and Its Limits .................................................................................. 9 4. Benefits from Relaxing Ownership and Control of the Indonesian Airlines ...................... 10 5. The Way Forward and Conclusions ......................................................................................... 12 Table 1: Domestic Flights Market Share of Indonesian Airlines, 2017 ........................................... 7 Table 2: International Flights Market Share of Indonesian Airlines, 2017 -
Bab I Pendahuluan
BAB I PENDAHULUAN 1.1 Gambaran Umum ObjekPenelitian 1.1.1 Profil Perusahaan Lion Air adalah maskapaipenerbangan bertarif rendah yang berpangkalan pusat di Jakarta, Indonesia.Lion Air merupakan maskapai penerbangan swasta nasional asal Indonesia yang secara hukum didirikan pada tanggal 15 November 1999 dan mulai beroperasi pertama kali pada tanggal 30 Juni 2000. Lima belas tahun lebih mengudara dan melayani masyarakat, hingga saat ini Lion Air telah terbang ke 183 rute penerbangan yang terbagi dalam rute domestik yang tersebar ke seluruh penjuru Indonesia dari sabang sampai merauke, dan rute Internasional menuju sejumlah negara seperti, Singapura, Malaysia, Saudi Arabia dan China.Jumlah rute tentunya akan terus bertambah karena melihat pasar penerbangan di Indonesia yang terus berkembang begitu pesat. Dengan kepemilikan pesawat sebanyak 112 armada yang terbagi dalam beberapa tipe seperti Boeing 747-400, Boeing 737-800, Boeing 737-900 ER, dan Airbus A330-300. Jumlah armada pun juga akan bertambah sesuai dengan pengiriman pemesanan pesawat yang dilakukan oleh Lion Air. Untuk memperkuat operasional maskapai di Indonesia dan di luar negeri. Lion Air Group juga menaungi maskapai lainnya seperti Wings Air, Batik Air, Lion Bizjet, Malindo Air yang berbasis di Malaysia, dan Thai Lion Air yang berbasis di Thailand.Ekspansi bisnis yang agresif dan inovatif membuat Lion Air Group kini telah memiliki sarana dan fasilitas yang lengkap guna menunjang bisnis penerbangannya seperti adanya pusat pelatihan, pendidikan, perkantoran, dan tempat tinggal bagi ground crew maupun flight crew, serta pusat perawatan dan pemeliharaan armada pesawat yaitu Batam Aero Technic. Untuk terus memperluas jaringan usahanya, Lion Air Group pun membuka bisnis dalam pengiriman paket maupun dokumen yaitu Lion Parcel dan perhotelan yaitu Lion Hotel danPlaza yang berlokasi di Manado.Lion Air telah banyak memiliki rangkaian prestasi dan penghargaan, serta sertifikasi internasional yang tentunya diraih untuk terus meningkatkan kualitas dalam pelayanannya kepada masyarakat dan pelanggan setianya. -
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. -
Lion Air Group Terms of Use As of 15 July, 2020 Terms of Use for Website And/Or Application
Lion Air Group Terms of Use as of 15 July, 2020 Terms of Use for Website and/or Application Thank you for visiting lionair.co.id (the “Website”) or downloading the Lion Air application (“Application”). These terms of use (together with its amendments, supplements and/or modification shall be referred to as “Terms of Use”) constitute as an agreement between Users (“You”, “Your”, or “Yourself”) and Lion Air Group (including Batik Air, Lion Air, Wings Air, Malindo Air and Thai Lion Air, “We”, “Us” or “Our”). This Website is owned and operated by PT Lion Mentari (“Lion Air”), a limited liability company duly established and legally operating under the laws of the Republic of Indonesia and domiciled in DKI Jakarta, Indonesia. These Terms of Use govern Your access to or use of the Website and/or Application. Please read these Terms of Use and the Privacy Policy carefully as these contain important information about Your rights and obligations. We reserve the right to change, modify, add and/or delete any provision of these Terms of Use and the Privacy Policy, at any time, at Our sole discretion and without any prior notice to You. Changed provisions will become effective once posted on the Website and it is Your responsibility to read these Terms of Use and the Privacy Policy periodically. Your continued access to or use of the Website and/or Application after any change means You have accepted the changed provisions. If, at any time, You do not agree to any part of these Terms of Use and the Privacy Policy, please immediately cease to access or use the Website and/or Application. -
Managementinnovation Strategy to Face the Competition of Domesticcommercial Flight Business in Indonesia Case Study: Garuda Indonesia Airline
MANAGEMENTINNOVATION STRATEGY TO FACE THE COMPETITION OF DOMESTICCOMMERCIAL FLIGHT BUSINESS IN INDONESIA CASE STUDY: GARUDA INDONESIA AIRLINE S. RENDY ARDIANSYAH Department of Engineering Management, University of Birmingham, Birmingham, United Kingdom E-mail: [email protected] Abstract- Innovation is an essential part to be done bycompanies in order to survive for the tight competition in business industry. Being innovative does not just creating new product using the expertise of market researchers, and product developers. It also involves using capabilities of everyone in organisation to achieve the process that help new product to reach the market effectively and efficiently. Garuda Indonesiabecomes one of many companies that successfully innovate in their core business. They do a good innovation in their marketing strategy as well as in the company's management structure. In thispaper, a review of selected innovation strategy has been undertaken by Garuda Indonesia that can provide a competitive advantage and sustainability in the global market. Based on the literature review, a framework has been developed with key factors/enablers that determine the resilience and competitiveness of innovation strategy of Garuda Indonesia. This framework has been empirically studied by collecting data from annual report, and data from company. It involves a sample of competitor and provides further insight into the key characteristics associated with resilience and competitiveness of Garuda Indonesia airline that are influenced by advances