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Demand in Indonesian Domestic Air Travel Market After Deregulation
Advances in Engineering Research (AER), volume 147 Conference on Global Research on Sustainable Transport (GROST 2017) DEMAND IN INDONESIAN DOMESTIC AIR TRAVEL MARKET AFTER DEREGULATION Basri Fahriza1,2, Frank Willey1 1. RMIT University, 2. STMT Trisakti. corresponding author: [email protected] Abstract: This research is exploring the change of domestic air travel market demand in Indonesia prior and post deregulation. Changes on policies in Indonesian aviation were contributed to the present day market. This historical overview will examine the ‘oligopoly policy’ with only five airlines and the deregulation process that began in 1999. The research then analyses the demand for domestic air travel. Exponential Moving Average Growth were using to analysing data to forecasting the number of passenger from year 2007 to 2015 in yearly basis. Demand is then analysed on three separate airline routes in Indonesia they are Jakarta-Medan, Jakarta-Surabaya, and Jakarta-Pontianak. Keywords: Demand, Domestic Air Travel, Deregulation, Passeneger, Indonesia. Introduction Deregulation in Indonesia start when governments remove restrictions on airlines business Indonesia to encourage the efficient, competitive and consumer oriented marketplace in Indonesian airline industry (Williams, 1993). Secretary General of the Ministry of Communications Anwar Suprijadi said the decision to deregulate was taken in a bid to promote fair competition in domestic airline services, (“Govt insists on licensing more airlines,” 1999). And resulting numbers of new Indonesian airlines emerged predominantly mostly in the cut-fare sector including Lion Air; Indonesia’s Air Asia, former Adam Air, former Batavia Air and Sriwijaya Air, radically changing the nature of the airline business in Indonesia with present of low cost carrier. -
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. -
PK-LKS Final Report
FINAL KNKT.13.04.09 . 04 KK OOMMIITTEE NNAASSIIOONNAALL KKEESSEELLAAMMAATTAANN TTRRAANNSSPPOORRTTAASSII Aircraft Accident Investigation Report PT. Lion Mentari Airlines (Lion Air) Boeing 737 - 800; PK-LKS Ngurah Rai International Airport, Bali Republic of Indonesia 13 April 2013 NATIONAL TRANSPORTATION SAFETY COMMITTEE REPUBLIC OF INDONESIA 2014 This Final Report was produced by the Komite Nasional Keselamatan Transportasi (KNKT), 3rd Floor Ministry of Transportation, Jalan Medan Merdeka Timur No. 5 Jakarta 10110, Indonesia. The report is based upon the initial investigation carried out by the KNKT in accordance with Annex 13 to the Convention on International Civil Aviation Organization, the Indonesian Aviation Act (UU No. 1/2009) and Government Regulation (PP No. 62/2013). Readers are advised that the KNKT investigates for the sole purpose of enhancing aviation safety. Consequently, the KNKT reports are confined to matters of safety significance and may be misleading if used for any other purpose. As the KNKT believes that safety information is of greatest value if it is passed on for the use of others, readers are encouraged to copy or reprint for further distribution, acknowledging the KNKT as the source. When the KNKT makes recommendations as a result of its investigations or research, safety is its primary consideration. However, the KNKT fully recognizes that the implementation of recommendations arising from its investigations will in some cases incur a cost to the industry. Readers should note that the information in KNKT reports and recommendations is provided to promote aviation safety. In no case is it intended to imply blame or liability. TABLE OF CONTENTS TABLE OF CONTENTS ....................................................................................................... -
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. -
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. -
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. -
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 -
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. -
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. -
The Impact of Fuel Increase and Currency Exchange Depreciation on Indonesia Aviation Industry Sustainability
ISSN 2355-4721 The Impact of Fuel Increase and Currency Exchange Depreciation on Indonesia Aviation Industry Sustainability The Impact of Fuel Increase and Currency Exchange Depreciation on Indonesia Aviation Industry Sustainability Juliater Simarmata Charles A.N Wynd Rizaldy STMT Trisakti STMT Trisakti STMT Trisakti [email protected] [email protected] [email protected] Abstract Population growth after the crisis of 1998, was accompanied by a very encouraging economic growthreaching 6.3% during 2012. Accordingly, the development of the aviation industry continues to increase rapidly, this is evidenced by the emerging new airlines such as AW Air, Jatayu Air, Lion Air, Star Air which was followed by Batavia Air, Sriwijaya Air, Adam Air, Water Aerfata Papua, which makes the competition between one another takes place very tighty. Through the methods of qualitative and quantitative research design and analysis of rate of expansion which is explorative description, then it is clearly visible that only airlines with appropriate strategies that can survive in the midst of the world economic shocks, especially aviation fuel price increases that occurred every two weeks and the weakening of the rupiah against the dollar . The strategy implemented is related with fuel conservation policy; such as applying Cost Index, Tankering Fuel, Optimum Level Flight elections, focusing on flight technic and maintenance in order to improve efficiency in the use of fuel or aviation fuel, or even change the type of aircrafts. Keywords: fuel increase, currency exchange depreciation 199 Jurnal Manajemen Transportasi & Logistik (JMTransLog) - Vol. 01 No. 03, November 2014 Juliater Simarmata, Charles A.N, Dian Artanti Arubusman ISSN 2355-4721 Introduction As we know, the growth of the world population continues to increase, and Indonesia occupies position number 4 (four) of the world, after China, India and the United States. -
Garuda Indonesia (GIAA IJ) Buy
Indonesia Initiating Coverage 3 October 2019 Transportation | Airline Garuda Indonesia (GIAA IJ) Buy Flying High; Initiate At BUY Target Price (Return) IDR750 (+51%) Price: IDR498 Market Cap: USD0.91bn 14.3bn/1.0m Avg Daily Turnover (IDR/USD) Initiating coverage with a BUY on recent constructive structural Analysts changes, with a 12-month TP of IDR750, derived from a 10-year DCF (WACC: 9.3%, terminal growth: 4%), 51% upside. Post multiple accidents, the Jessica Pratiwi Government has raised the price floor for commercial airfare to 35% of the +6221 5093 9845 price ceiling, and mandated regular maintenance, which should benefit GMFI, [email protected] GIAA’s subsidiary. A higher ASP and fuel management through capacity adjustments have resulted in much higher profitability – 7M19 NPAT reached management’s FY target. It is trading at an attractive 8.1x 2020F P/E. Michael W Setjoadi Variable price floor to preserve profitable margins. The higher ticket price +6221 5093 9844 floor regulation has increased the industry’s profitability, including Garuda [email protected] Indonesia’s low-cost carrier (LCC) – Citilink from a USD11.7m loss in 1H18 to USD27.7m profit in 1H19 (contributing to 49% of 1H19 total EBIT). Regulators will review the price floor every three months, or whenever there is a spike in Marco Antonius production cost of >10%. We believe this is more proactive than the previous +6221 5093 9849 regulation that reviewed the price floor on an annual basis. [email protected] Rising passenger yield on price competition. Following the higher price Share Performance (%) floor, GIAA has adjusted its prices by +25% for Garuda Indonesia, and +40% for Citilink, resulting in much higher passenger yield of US cents 10.9/km YTD 1m 3m 6m 12m (+38.9% YoY) and US cents 7.98/km (+57% YoY) as at 8M19. -
1 02.19 Edition
Edition 02.19 BALIPLUS February 2019 | 1 2 | BALIPLUS February 2019 BALIPLUS February 2019 | 3 FEBRUARY 80 | Petani Restaurant at Alaya Resort Ubud Petani Restaurant: East Meets West Elegant Dining 84 | MÉTIS Restaurant, Lounge & Gallery Signature Spaces and Private Wine Cellars at MÉTIS Bali 10 Editorial 54 Shop Hop 12 Don’t Miss 58 Bali & Beyond 16 Bali’s Best Awards 61 How to Get Around 18 Hot Deals • Centre Pull Out Maps • 24 What’s New 62 Hotels & Villas 28 About Bali 74 Spa & Beauty 30 Culture 78 Food, Food, Food 32 Arts & Artists 102 Party Zone 38 Active Bali 108 Essential Info 48 Kid’s Zone 4 | BALIPLUS February 2019 BALIPLUS February 2019 | 5 88| Happy Chappy Chinese Ubud Real Good Chinese Food: Happy Chappy Chinese Now In Ubud 92| Kopi Pot Three Decades Of Delicious Dining at Kopi Pot 96| Sushi Tei Fantastic Fun: Japanese Cooking Class at Sushi Tei Bali C O N Z E P T 104| Braga Conceptz All About Music and Entertainment 6 | BALIPLUS February 2019 BALIPLUS February 2019 | 7 behind the scenes Jalan Krisna I Gg.III No. 3A, Canggu Permai, Berawa Beach, Tibubeneng, Canggu, Bali 80117 T. +62 895 394 350 333 www.baliplus.com Company Director: License: Hendra Lapusa 2464/SK/DITJEN PPG/STT/1998 Graphic Designer: General inquiries: Agus Hendra Manuaba [email protected] [email protected] Editor: Diana A. Social Media: facebook.com/baliplusmagazine twitter.com/baliplus Accounting: Yuliana Bela instagram.com/baliplus Web Design & Developer Publisher: Kadek Dwi Angga Permana Circulation & Distribution: Heri Yuherzan Putu Sukarsa Wayan Sudartha Traffic: Yuli Astuti Office Boy: Frans Bora In co-operation with: Bali Goverment Wonderful The Official Tourism Office Indonesia Guide Book by BVA BALI PLUS is available at over 210 tourist locations on the island.