Airline Fleet Composition: Analysis and Planning
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Operational Flight Evaluation of the Two-Segment Approach for Use in Airline Service
NASA CONTRACTOR NASA CR-2515 REPORT OPERATIONAL FLIGHT EVALUATION OF THE TWO-SEGMENT APPROACH FOR USE IN AIRLINE SERVICE G. K. Schwind, J. A. Morrison, W. E. Nylen, and E. B. Anderson Prepared by UNITED'AIRLINES Chicago, 111. 60666 for Ames Research Center NATIONAL AERONAUTICS AND SPACE ADMINISTRATION • WASHINGTON, D. C. • APRIL 1975 1. Report No. 2. Government Accession No. 3. Recipient's Catalog No. NASA CR-2515 4. Title and Subtitle 5. Report Date "Operational Flight Evaluation of the Two-Segment Approach For Use April 1975 in Airline Service" 6. Performing Organization Code 7. Author(s) 8. Performing Organization Report No. G. K. Schwind, J. A. Morrison, W. E. Nylen, and E. B. Anderson 10. Work Unit No. 9. Performing Organization Name and Address United Airlines 11. Contract or Grant No. P.O. Box 66100 Chicago, Illinois 60666 NAS 2-7208 13. Type of Report and Period Covered 12. Sponsoring Agency Name and Address Contractor Report National Aeronautics & Space Administration Washington, D.C. 20546 14. Sponsoring Agency Code 15. Supplementary Notes 16. Abstract United Airlines, under contract with NASA Ames Research Center, has developed and evaluated a two-segment noise abatement approach procedure for use on Boeing 727 aircraft in air carrier service. In a flight simulator, the two-segment approach was studied in detail and a profile and procedures were developed. Equipment adaptable to contemporary avionics and navigation systems was designed and manufactured by Collins Radio Company and was installed and evaluated in two different B-727-200 aircraft. The equipment, profile, and procedures were evaluated out of revenue service by pilots representing government agencies, airlines, airframe manufac- turers, and professional pilot associations. -
Facts & Figures & Figures
OCTOBER 2019 FACTS & FIGURES & FIGURES THE STAR ALLIANCE NETWORK RADAR The Star Alliance network was created in 1997 to better meet the needs of the frequent international traveller. MANAGEMENT INFORMATION Combined Total of the current Star Alliance member airlines: FOR ALLIANCE EXECUTIVES Total revenue: 179.04 BUSD Revenue Passenger 1,739,41 bn Km: Daily departures: More than Annual Passengers: 762,27 m 19,000 Countries served: 195 Number of employees: 431,500 Airports served: Over 1,300 Fleet: 5,013 Lounges: More than 1,000 MEMBER AIRLINES Aegean Airlines is Greece’s largest airline providing at its inception in 1999 until today, full service, premium quality short and medium haul services. In 2013, AEGEAN acquired Olympic Air and through the synergies obtained, network, fleet and passenger numbers expanded fast. The Group welcomed 14m passengers onboard its flights in 2018. The Company has been honored with the Skytrax World Airline award, as the best European regional airline in 2018. This was the 9th time AEGEAN received the relevant award. Among other distinctions, AEGEAN captured the 5th place, in the world's 20 best airlines list (outside the U.S.) in 2018 Readers' Choice Awards survey of Condé Nast Traveler. In June 2018 AEGEAN signed a Purchase Agreement with Airbus, for the order of up to 42 new generation aircraft of the 1 MAY 2019 FACTS & FIGURES A320neo family and plans to place additional orders with lessors for up to 20 new A/C of the A320neo family. For more information please visit www.aegeanair.com. Total revenue: USD 1.10 bn Revenue Passenger Km: 11.92 m Daily departures: 139 Annual Passengers: 7.19 m Countries served: 44 Number of employees: 2,498 Airports served: 134 Joined Star Alliance: June 2010 Fleet size: 49 Aircraft Types: A321 – 200, A320 – 200, A319 – 200 Hub Airport: Athens Airport bases: Thessaloniki, Heraklion, Rhodes, Kalamata, Chania, Larnaka Current as of: 14 MAY 19 Air Canada is Canada's largest domestic and international airline serving nearly 220 airports on six continents. -
ICAO State Action Plan on Emissions Reduction - Germany
ICAO State Action Plan on Emissions Reduction - Germany - Page 1 out of 41 Impressum Federal Ministry of Transport, Building and Urban Development Directorate General for Civil Aviation Robert-Schuman Platz 1 53175 Bonn Principal Contact Mr. Jan Bode Tel +49 228 99-300-4923 Fax +49 228 99-300-807-4923 E-Mail [email protected] Page 2 out of 41 INTRODUCTION 4 Current state of aviation in the Federal Republic of Germany 6 Structure of the aviation sector and its contribution to CO2 emissions 6 General Transport Data 8 Geographical characteristics 17 SECTION 1- Supra-national actions, including those led by the EU 17 1. Aircraft related Technology Development 17 2. Alternative Fuels 20 3. Improved Air Traffic Management and Infrastructure Use 23 4. Economic / market-based measures 26 5. Support to voluntary actions: ACI Airport Carbon Accreditation 28 SECTION 2- National Measures in Federal Republic of Germany 30 1. Aircraft related Technology Development 30 2. Alternative Fuels 34 3. Improved Air Traffic Management and Infrastructure Use 35 4. Economic / market-based measures 41 5. Support to voluntary actions: ACI Airport Carbon Accreditation 41 Annex 41 Page 3 out of 41 INTRODUCTION a) The Federal Republic of Germany is a Member of European Union and of the European Civil Aviation Conference (ECAC). ECAC is an intergovernmental organisation covering the widest grouping of Member States1 of any European organisation dealing with civil aviation. It is currently composed of 44 Member States, and was created in 1955. b) The ECAC States share the view that environmental concerns represent a potential constraint on the future development of the international aviation sector, and together they fully support ICAO’s ongoing efforts to address the full range of these concerns, including the key strategic challenge posed by climate change, for the sustainable development of international air transport. -
ESTIMATING AIRLINE OPERATING COSTS Dal V. Maddalon NASA
-----------------_._---_.- ... _..... _... _.. _ ..... _- ...... - ...... -- ..... __ ... _- ESTIMATING AIRLINE OPERATING COSTS Dal V. Maddalon NASA Langley Research Center SUMMARY A review has been made of the factors affecting commercial aircraft operating and delay costs. From this work, an airline operating cost model was developed which includes a method for estimating the labor and material costs of individual airframe maintenance systems. The model, similar in some respects to the standard Air Transport Association of America (ATA) Direct Operating Cost model, permits estimates of aircraft-related costs not now included in the standard ATA model (e.g., aircraft service, landing fees, flight attendants, and control fees). A study of the cost of aircraft delay was also made and a method for estimating the cost of certain types of airline delay is described. All costs are in 1976 dollars. INTRODUCTION In 1976, Americans spent over $17 billion to obtain air transportation services (ref. 1). Of this amount, the airlines used roughly $8 billion to purchase and operate their aircraft fleet. The introduction of aircraft which incorporate new technology to reduce these costs is fundamental to the long term health of the U.S. civil aviation industry. The National Aeronautics and Space Administration (NASA) has the primary governmental role in developing new civil aircraft technology and is therefore concerned with the cost of applying this technology to future airline fleets. Examples of such NASA work include studies of supercritical aerodynamics, composite materials, active controls, terminal configured vehicles, very large cargo transports, supersonic airplanes, and hydrogen-fueled aircraft. A prime means of determining the payoff from specific examples of innova tive research is to incorporate the technological ~dvance into a specific airplane configuration study and economically compete the advanced design against a conventional aircraft (e.g., ref. -
Essential Metrics on the World's Major Airlines
essential metrics on the world’s major airlines Top 20 carriers based on 12 months’ seat capacity to September 2017 essential metrics decoded About OAG take-off • Data from Schedules Analyser is • OTP data is sourced from OAG’s Rank Airline Seats (Oct16-Sep17) for the 12 months to September Flight Status database and is for 2017. the 12 months to September 2017. 1 American Airlines 251,483,734 Where average coverage falls 2 Delta Air Lines 225,796,738 below OAG’s 80% threshold, a • Data from Traffic Analyser is for the 3 Southwest Airlines 201,582,829 12 months to June 2017. carrier’s entry has been recorded as N/A. 4 United Airlines 182,179,745 5 Ryanair 133,675,731 • Estimated Bookings Load Factor is calculated by dividing bookings by • Fleet data is sourced from CAPA 6 China Southern Airlines 119,141,114 (www.centreforaviation.com ) as seats and represents an estimated 7 China Eastern Airlines 113,779,195 bookings load factor which doesn’t of October 2017. Narrow-body 8 easyJet 87,066,832 take into account non-revenue fleet and aircraft on order figures passengers. Both data sets are for include regional jets. Freighters 9 Turkish Airlines 85,079,215 are excluded. the 12 months to June 2017. 10 Air China 83,249,431 11 Lufthansa German Airlines 83,175,267 • Number of Routes served is for the • Network section: Fastest growing 12 months to September 2017. country is of the Top 10 country 12 LATAM Group 81,715,360 markets served by that carrier. -
The Value of Monroe Energy, Llc for Delta Air Lines, Inc. Amid a Bearish
A Work Project presented as part of the requirements for the Award of a Master Degree in Finance from the NOVA – School of Business and Economics. DELTA AIR LINES, INC. FLYING HIGH IN A COMPETITIVE INDUSTRY an Equity Research Report on Delta Air Lines, Inc. (DAL: NYSE) FRANCISCO SEQUEIRA DE PAIVA MARTINS DA SILVA STUDENT NUMBER 33897 PEDRO MANUEL CORREIA PEREIRA STUDENT NUMBER 33968 A Project carried out on the Master’s in Finance Program, under the supervision of: Professor Rosário André January 3rd, 2020 Abstract This equity research report will first be focusing on the North American Arline industry, analyzing its current form, as well as looking at industry’s opportunities and threats ahead. On top of this, an outlook over the airline industry will also be presented in order to give the investors an accurate view of the present and the future. A further analysis will then be conducted with regards do Delta Air Lines Inc. (DAL:NYSE), applying the previous research to provide a fair valuation for the group, resulting in an sustained recommendation of whether an investor should consider invest in DAL, or not. Keywords Delta Air Lines, Inc.; Airline; Equity Research; Valuation This work used infrastructure and resources funded by Fundação para a Ciência e a Tecnologia (UID/ECO/00124/2013, UID/ECO/00124/2019 and Social Sciences DataLab, Project 22209), POR Lisboa (LISBOA-01-0145-FEDER-007722 and Social Sciences DataLab, Project 22209) and POR Norte (Social Sciences DataLab, Project 22209). MASTERS IN FINANCE EQUITY RESEARCH DELTA AIR LINES, INC. COMPANY REPORT AIR TRANSPORTATION - AIRLINES JANUARY 3RD, 2020 STUDENTS: FRANCISO SILVA / PEDRO PEREIRA [email protected] / [email protected] Flying High In A Competitive Industry During the first 9-months of 2019, solid demand for air travel supported a 6.4% Recommendation: STRONG BUY growth of passenger revenue for Delta Air Lines, Inc. -
General Meeting of Deutsche Lufthansa Ag – Speech by the Chairman of the Executive Board and Ceo Carsten Spohr
Speech GENERAL MEETING OF DEUTSCHE LUFTHANSA AG – SPEECH BY THE CHAIRMAN OF THE EXECUTIVE BOARD AND CEO CARSTEN SPOHR 4 May 2021, virtual Lufthansa Aviation Center, Frankfurt To be checked against delivery. SPEECH: General Meeting of Deutsche Lufthansa AG – Speech by the Chairman of the Executive Board and CEO Carsten Spohr Dear Shareholders, I also welcome you to the Annual General Meeting of Deutsche Lufthansa AG. Unfortunately, for the third time only virtually, from our Group headquarters, the Lufthansa Aviation Center in Frankfurt. I speak for the entire Lufthansa Executive Board when I say that we would really have liked to welcome you in person today. But it was not yet to be. You saw it earlier in the short video clip: behind us is a year that was historic in many respects. A year in which we had to bear a record loss of 5.5 billion euros. A year in which we lost two-thirds of our revenue and as many as three-quarters of our passengers, and a year in which we had to reduce the size of our workforce by one-fifth. But after this historic and unprecedented year, one thing is also certain: the Lufthansa Group will not only get through this crisis. We are using this crisis to become better. Following the three most successful years in our history, we entered this crisis through no fault of our own. We were stronger than ever, as one of the top five airline groups worldwide, profitable and solidly financed, with successful brands operating out of the economically strongest home markets in Europe and not to mention the best employees in the industry. -
FINAL Spring 2003
Page 16 THE NEWS “Keeping the Dispatch Profession Informed” Volume 14 Issue 1 THE NEWS “Keeping the Dispatch Profession Informed” IFALDA/EUFALDA/ADF Meeting in Ireland Inside this issue: joint conference of the Interna- Recreational activities include angling, ATPAC Update 2 tional Federation of Airline Dis- pony-trekking, and bicycling. Connemara patchers Association, European ponies are justifiably famous for their won- WARP Deployed at 3 Federation of Airline Dispatchers derful temperament and hardiness. Bikes ATC: 3 Perspectives Association, and Airline Dis- for hire can be found right in Galway and patchers Federation will be held in Gal- of course, golfing is an option. News Briefs 4 way, Ireland on May 5—7, 2003. Registration and all information is avail- Improved Scores for 7 May 5th will see the arrival of dispatchers able at www.IFALDA.org. Rooms are still FAA and industry participants from all over the available. Please join us along with these world with a reception that evening. vendors: AmazonTech, Avtec, BLR Group, First Licensed 8 CS, FWZ, Jeppesen, Lido, Metron, Navtech, Dispatcher Business and annual general meetings of Preston, Sabre, SITA, and Zetron. the various entities, ADF, IFALDA, and EU- Update on European 9 FALDA are scheduled for the second day. If you are a vendor and would like Single-Sky Program A tour of Galway and stop at Galway Crys- to display your products, contact tal is planned for spouses, partners, and [email protected] Special points of interest: friends of those attending the conference. · ”The FAA is proposing to require Part The third day of the conference will fea- 121 operators to make modifications ture speakers and group meetings fol- to their aircraft to assure immediate lowed by a gala dinner (semi-formal attire, activation of the hijack alert code and please). -
Open Honors Thesis Lap Chi Adriano Chao.Pdf
THE PENNSYLVANIA STATE UNIVERSITY SCHREYER HONORS COLLEGE DEPARTMENT OF SUPPLY CHAIN AND INFORMATION SYSTEMS AIRLINE MERGER WAVES IN THE UNITED STATES IS A MERGER BETWEEN AMERICAN AIRLINES AND US AIRWAYS POSSIBLE? LAP CHI ADRIANO CHAO Spring 2011 A thesis submitted in partial fulfillment of the requirements for baccalaureate degrees in Management and Economics with honors in Supply Chain and Information Systems Reviewed and approved* by the following: Robert Novack Associate Professor of Supply Chain and Information Systems Thesis Supervisor John Spychalski Professor Emeritus of Supply Chain and Information Systems Honors Adviser * Signatures are on file in the Schreyer Honors College. i ABSTRACT Commercial airlines are an important part of the transportation industry in the United States. A better understanding of the reasons for a series of airline merger waves in the United States can help airline professionals realize the criteria and requirements of a merger. This study examined three recent U.S. airline mergers (i.e., Delta-Northwest, United-Continental and Southwest-AirTran) and deduced eight major dimensions of merger motivations, including network synergies, antitrust immunity, fleet commonality, alliance coordination, market positioning, financial benefits and shareholders’ approval, union support and organizational learning. The feasibility of a hypothetical merger between American Airlines and US Airways was determined using the eight dimensions derived. Results suggested that the merger was unlikely to increase the competitiveness -
Fleet Standardisation and Airline Performance
Journal of Transport Economics and Policy, Volume 49, Part 1, January 2015, pp. 149–166 Fleet Standardisation and Airline Performance Li Zou, Chunyan Yu, and Martin Dresner Address for correspondence: Li Zou, College of Business, Embry-Riddle Aeronautical University, 600 S. Clyde Morris Blvd., Daytona Beach, FL 32114 ([email protected]). Chunyan Yu is also at the College of Business, Embry-Riddle Aeronautical University. Martin Dresner is at the Robert H. Smith School of Business, University of Maryland, College Park, MD 20742. Abstract We develop three fleet standardisation measurements to estimate their impacts on airline costs and profitability. Using panel data for a group of US airlines from 1999 to 2009, we find that fleet standardisation, as expected, leads to lower unit costs. However, after controlling for its cost- reducing effects, fleet standardisation is negatively related to profit margin. Our findings provide quantitative evidence of the trade-off between the costs and benefits from fleet commonality. Although airlines can benefit from cost savings in flight operations and maintenance with a more standardised fleet, the potential negative revenue impacts from fleet standardisation have generally been overlooked. Date of final version: January 2014 149 Journal of Transport Economics and Policy Volume 49, Part 1 1.0 Introduction Flight operations and maintenance normally account for nearly 50 per cent of passenger airlines’ operating expenses in the USA. It has been widely claimed that a more diverse fleet may result in higher costs associated with pilot training, scheduling, ground handling, maintenance, and the lack of simplicity in operations, while a standardised fleet could reduce both flight operations expenses and maintenance costs (West and Bradley, 2008). -
Engineering by D E S I
20400_ch00_fm1.qxd 11/25/03 12:42 PM Page i ENGINEERING BY DESIGN Second Edition GERARD VOLAND I n d i a n a U n i v e r s i t y – P u r d u e U n i v e r s i t y F o r t W a y n e Upper Saddle River, New Jersey 07458 Frontmatter1 7/12/04 9:07 AM Page ii Library of Congress Cataloging-in-Publication Data on File Vice President and Editorial Director, Production Editor: Rebecca Homiski ECS: Marcia J. Horton Director of Creative Services: Executive Editor: Eric Svendsen Paul Belfanti Associate Editor: Dee Bernhard Art Director: Jayne Conte Vice President and Director of Cover Designer: Bruce Kenselaar Production and Manufacturing, Art Editor: Greg Dulles ESM: David W. Riccardi Manufacturing Manager: Executive Managing Editor: Trudy Pisciotti Vince O’Brien Manufacturing Buyer: Lynda Castillo Managing Editor: David A. George Marketing Manager: Holly Stark © 2004 Pearson Education, Inc. Pearson Prentice Hall Pearson Education, Inc. Upper Saddle River, NJ 07458 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. Pearson Prentice Hall® is a trademark of Pearson Education, Inc. The author and publisher of this book have used their best efforts in preparing this book. These efforts include the development, research, and testing of the theories and programs to determine their effectiveness. The author and publisher make no warranty of any kind, expressed or implied, with regard to these programs or the documentation contained in this book. -
Airport Layout Plan Update
AIRPORT LAYOUT PLAN UPDATE AVIATION ACTIVITY ANALYSIS AND FORECASTS AUGUST 6, 2020 Airport Layout Plan Update Aviation Activity Analysis and Forecasts Table of Contents 3 AVIATION ACTIVITY ANALYSIS AND FORECASTS ........................... 3-1 3.1 Introduction ..................................................................................... 3-1 3.2 Socio-Economic Trends ................................................................. 3-1 3.2.1 Air Service Area ........................................................................................ 3-2 3.2.2 Population................................................................................................. 3-4 3.2.3 Educational Attainment............................................................................. 3-6 3.2.4 Labor Market ............................................................................................ 3-8 3.2.5 Tourism ................................................................................................... 3-16 3.2.6 Personal Income..................................................................................... 3-17 3.2.7 Cost of Living .......................................................................................... 3-18 3.2.8 Economic Output .................................................................................... 3-19 3.2.9 Economic Outlook .................................................................................. 3-21 3.3 Commercial Passenger Traffic ....................................................