INTERACTION D2 4 Current Situation Results - V1.0

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INTERACTION—INnovative TEchnologies and Researches for a new Airport Concept towards Turnaround coordinatION

D2.4 Current Situation Results

April 2014

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Executive Summary

The document summarizes the analysis of current Aircraft Turnaround at the airport, covering the different processes that converge on the Aircraft, that is, those of Passengers, Baggage, Freight and Ramp and GSE, and the Turnaround itself, highlighting the main inefficiencies encountered at sub-process and process levels. The assessment was based on the operational expertise and background of the different partners at sub-process level, whereas Turnaround as a whole was analysed according the Petri Nets formalism. The current situation analysis has been planned in INTERACTION as the first step, paving of the way to identify proper solutions to enhance the Turnaround process management.

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Table of Contents

Executive Summary ............................................................................................................................................ 3

1 Introduction .................................................................................................................................................. 9

1.1 Contributors ........................................................................................................................................ 9

1.2 Revision status ................................................................................................................................. 10

1.3 Structure of the document ................................................................................................................ 10

1.4 Acronyms .......................................................................................................................................... 11

2 Scope ........................................................................................................................................................ 16

2.1 Objectives ......................................................................................................................................... 16

2.2 Context and Assumptions: Drafting the INTERACTION Scenario ................................................... 16

2.2.1 Context ......................................................................................................................................... 16

2.2.2 Assumptions ................................................................................................................................. 16

2.2.3 Scenarios ...................................................................................................................................... 17

3 Passenger Process ................................................................................................................................... 19

3.1 Scope ................................................................................................................................................ 19

3.2 Process Description .......................................................................................................................... 19

3.2.1 Process Definition (textual) ........................................................................................................... 19

3.2.2 Process Flow Diagrams ................................................................................................................ 22

3.3 Identification and description of Information Flows and Process Interactions ................................. 24

3.4 Identification of inefficiencies in the Passenger Process ................................................................. 26

3.4.1 Passenger Kiosk Check-in inefficiencies ...................................................................................... 26

3.4.2 Passenger Traditional Check-in inefficiencies .............................................................................. 26

3.4.3 Special Passenger Check-in inefficiencies ................................................................................... 26

3.4.4 Baggage Drop off inefficiencies .................................................................................................... 26

3.4.5 Arrival / Transfer / Transit Passengers inefficiencies ................................................................... 26

3.4.6 Boarding process inefficiencies .................................................................................................... 27

3.5 Conclusion ........................................................................................................................................ 27

3.5.1 Inefficiencies and areas for improvement identification table ....................................................... 27

3.5.2 Summary ...................................................................................................................................... 31

4 Baggage Process ...................................................................................................................................... 32

4.1 Scope ................................................................................................................................................ 32



4.2.2 Process Flow Diagram ................................................................................................................. 33

4.2.3 Identification of Process Indicators ............................................................................................... 33


4.4 Identification of inefficiencies of the process .................................................................................... 34

4.5 Conclusion ........................................................................................................................................ 36


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5 Freight Process ......................................................................................................................................... 38

5.1 Scope ................................................................................................................................................ 38


5.2.1 Overview of the Freight process ................................................................................................... 38





5.4.1 Inefficiencies related to procedures and facilities ......................................................................... 41

5.4.2 Inefficiencies related to equipment ............................................................................................... 42

5.5 Conclusion ........................................................................................................................................ 43


5.5.2 Summary ...................................................................................................................................... 44

6 Ramp and GSE Process ........................................................................................................................... 45

6.1 Scope ................................................................................................................................................ 45


6.2.1 Ground Support Equipment (GSE) ............................................................................................... 45

6.2.2 Ramp operations .......................................................................................................................... 47



6.4 Conclusion ........................................................................................................................................ 60


6.4.2 Summary ...................................................................................................................................... 62

7 Turnaround as a Whole Process ............................................................................................................... 63

7.1 Scope ................................................................................................................................................ 63

7.2 Identification of Actors involved, Roles & Responsibilities ............................................................... 63

7.2.1 List of Actors ................................................................................................................................. 63

7.2.2 List of Roles/Responsibilities ........................................................................................................ 64





7.4.1 Identification of process inefficiencies .......................................................................................... 73

7.5 Conclusion ........................................................................................................................................ 78


8 Process Management and Information Tools and Support Systems ........................................................ 81

8.1 Scope ................................................................................................................................................ 81

8.2 Information exchange elements ....................................................................................................... 81

8.3 Current Information Management Products ..................................................................................... 83

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8.3.1 Airport Information Management Products ................................................................................... 83

8.3.2 Airline Information Management Products ................................................................................... 86

8.3.3 Handling Information Management Products ............................................................................... 89

8.3.4 Cargo Information Management Products ................................................................................... 90


8.5 Conclusion ........................................................................................................................................ 95


8.5.2 Summary ...................................................................................................................................... 96

9 References ................................................................................................................................................ 99

10 Annex I Highest Air Freight Traffic at EU airports .............................................................................. 100

11 Annex II Aircraft and ULD compatibility .............................................................................................. 101

12 Annex III IATA Delay Codes ............................................................................................................... 102

Index of tables

Table 1 Contributors list .................................................................................................................................... 10

Table 2 Revision status .................................................................................................................................... 10

Table 3 Acronyms list ....................................................................................................................................... 15

Table 4: Ramp process inefficiencies identification table ................................................................................. 61

Table 5: Areas for improvement identification table ......................................................................................... 62

Table 6 List of Actors per Process´ Activities ................................................................................................... 64

Table 7 Roles and Responsibilities .................................................................................................................. 68

Table 8 Ground Support Equipments acronyms .............................................................................................. 70

Table 9 List of information exchange elements in the ramp process ............................................................... 82

Table 10 List of information exchange elements in the Freight process .......................................................... 83

Table 11 Benchmark of some of the current airport information management products ................................. 86

Table 12 Example list of airline information management products................................................................. 89

Table 13 Benchmark of Handling information management products ............................................................. 90

Table 14 Examples of current Cargo Information Management Products ....................................................... 91

Table 15 Current information available and desired information not yet available by each stakeholder involved in the turnaround process ................................................................................................................. 95

Table 16 Inefficiencies and areas for improvement identification table ........................................................... 96

Table 17 Cargo and mail loaded and unloaded (thousands tonnes) at major EU airports [18] ..................... 100

Table 18 Aircraft and ULD compatibility [19] .................................................................................................. 101

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Index of figures

Figure 1 Passenger Arrival Process ................................................................................................................. 22

Figure 2 Passenger departure Process ............................................................................................................ 23

Figure 3 Passenger Process Information Flows .............................................................................................. 25

Figure 4 Baggage process ............................................................................................................................... 33

Figure 5 Basic Freight Process ........................................................................................................................ 38

Figure 6 Landside Freight Loading Process [9]................................................................................................ 39

Figure 7 Landside Freight Unloading Process [9] ............................................................................................ 39

Figure 8 Freight loading process ...................................................................................................................... 40

Figure 9 Freight unloading process .................................................................................................................. 40

Figure 10 Information exchanged within the Loading process flow ................................................................. 40

Figure 11 Information exchanged within the Unloading process flow .............................................................. 41

Figure 12 Typical Ramp Layout ....................................................................................................................... 45

Figure 13 Passenger De-boarding at Contact Stand Flow Diagram ................................................................ 49

Figure 14 Passenger De-boarding at Remote Stand Flow Diagram ................................................................ 50

Figure 15 Baggage Unload Flow Diagram ....................................................................................................... 51

Figure 16 Cargo Unload Flow Diagram ............................................................................................................ 52

Figure 17 Catering Service Flow Diagram ....................................................................................................... 53

Figure 18 Aircraft Cleaning Flow Diagram ....................................................................................................... 53

Figure 19 Refuelling Flow Diagram .................................................................................................................. 54

Figure 20 Baggage Load Flow Diagram ........................................................................................................... 55

Figure 21 Cargo Load Flow Diagram ............................................................................................................... 56

Figure 22 Passenger Boarding at Contact Stand Flow Diagram ..................................................................... 57

Figure 23 Passenger Boarding at Remote Stand Flow Diagram ..................................................................... 58

Figure 24 Information exchanged within the Ramp process ............................................................................ 59

Figure 25 Aircraft Turnaround GSE´s positioning ............................................................................................ 69

Figure 26 Turnaround as a whole Process Diagram ........................................................................................ 71

Figure 27 Turnaround Information Flow Diagram ............................................................................................ 72

Figure 28: Nominal turnaround with the critical tasks identified ....................................................................... 73

Figure 29: Delay in task 25: Bulk unload (extension of time it is assumed in the task execution) ................... 74

Figure 30: Delay in task 21: Unload Lower deck cargo rear (extension of time it is assumed in the task execution) ......................................................................................................................................................... 74

Figure 31: Delay in task 17: Unload Lower deck cargo front (extension of time it is assumed in the task execution) ......................................................................................................................................................... 74

Figure 32: Delay in task 29: Refuelling (extension of time it is assumed in the task execution) ...................... 75

Figure 33: Delay in task 26: Bulk Load (extension of time it is assumed in the task execution) ...................... 75

Figure 34: Delay in task 14: Cleaning (extension of time it is assumed in the task execution) ....................... 76

Figure 35: Delay in task 26: Bulk Load (extension of time it is assumed in the task execution) ...................... 76

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Figure 36: Delay in task 22: Load Lower deck cargo rear (extension of time it is assumed in the task execution) ......................................................................................................................................................... 76

Figure 37: Delay in task 18: Load Lower deck cargo front (extension of time it is assumed in the task execution) ......................................................................................................................................................... 77

Figure 38: Delay in task 3: Boarding at L1 (extension within execution time it is assumed) ........................... 77

Figure 39: Delay in task 11: Catering at R2 (extension within time execution because last minute especial requests it is assumed) ..................................................................................................................................... 77

Figure 40: Delay in task 7: Catering at R1 (extension within time execution because last minute especial requests it is assumed) ..................................................................................................................................... 78

Figure 41: Delay in task 2: De-boarding (extension of time within task execution is assumed) ...................... 78

Figure 42: Influence of individual delays .......................................................................................................... 79

Figure 43 Disruption - High impact ................................................................................................................... 92

Figure 44 Disruption - Low Impact (Collaborative) .......................................................................................... 92

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1 Introduction

This document analyses the current situation introducing a short description of the Turnaround process and the sub-process that converge into it (Passenger, Baggage, Freight and Ramp and GSE) which allows the identification of the inefficiencies in each one that impact negatively on the Aircraft Turnaround management. This analysis will be based not only on the operational background and expertise of the operational partners within INTERACTION but on using the Coloured Petri Nets Formalism applied to the Turnaround process too. As a summary, the assessment of the Passenger, Baggage, Freight, Ramp and GSE and Turnaround process will be carried out covering these main points:

Characterize and Define the Aircraft Turnaround process as a whole and its sub-processes associated: Passenger, Baggage, Freight and GSE management in Ramp operations

Identify the inefficiencies in each at sub-process level and at Turnaround as a whole level

Establish the areas of improvement to reduce the impact of inefficiencies

1.1 Contributors

Name Organisation Role

Person Responsible

José Luis Martín Sánchez INECO SWP2.1 Leader

Paco Fernández de Líger INECO WP2 Leader

Authors

Harris Markopoulos Aegean T2.1.1 Leader

Luis Cid-Fuentes Seco INECO T2.1.1 Contributor

Antonio Carrillo Molinero INECO T2.1.1 Contributor

Karel Beakert Aviapartner T2.1.2 Leader

Nikolaos Papagiannopoulos Athens International Airport SWP2.2 Leader

Kosmas Pentakalos Athens International Airport T2.1.2 Contributor

Rubén Martínez ALG T2.1.3 Leader

T2.1.6 Leader

Andrada Bujor ALG T2.1.3 Contributor

José Manuel Morales INECO T2.1.4 Leader

Paloma Montero Martín INECO T2.1.4 Contributor

Antonio Obis Sabau INECO T2.1.5 Leader

Miquel Angel Piera Eroles UAB T2.1.5 Contributor

Joan Rojas ALG

SWP2.1 Contributor

Andrea Ranieri ALG

SWP2.1 Contributor

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Reviewers

Francisco Fernández de Líger INECO WP2 Leader

Nuria Alsina ALG SWP2.1 reviewer

Daniel Seseña ALG SWP2.1 reviewer

Javier Cordero ALG T2.1.3 reviewer

Manuel Ausaverri ALG SWP2.1 reviewer

Francisco López ALG T2.1.3 reviewer

Table 1 Contributors list

1.2 Revision status

Date Version Comments

11/04/2014 0.1 Initial version

15/04/2014 1.0 Final version for delivery

Table 2 Revision status

1.3 Structure of the document

This document is structured into the following sections:

Section 1 includes the Introduction and the Authors, Revision Status, Acronyms list and Glossary

Section 2 draws the General Scope, Objectives, Context and Assumptions set

Section 3 describes the Passenger Process and its inefficiencies/areas of improvement

Section 4 is dedicated to Baggage Process definition and its inefficiencies/areas of improvement

Section 5 covers the Freight Process and its inefficiencies/areas of improvement

Section 6 schemes the Ramp and GSE process and its inefficiencies/areas of improvement

Section 7 describes the Turnaround as a Whole and its inefficiencies/areas of improvement

Section 8 collects the Information and Management Tools and its inefficiencies/areas of improvement

Section 9 gathers the References used

Section 10 Annex I provides some figure of freight transport in European airports;

Section 11 Annex II presents compatibilities between aircraft and ULDs; and

Section 12 Annex III summarizes the Colour Petri Nets Theory

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1.4 Acronyms

Acronym Definition

AA Actual Arrival

AAC Aeronautical Administrative Control

AAP Apron Access Permits

A-CDM Airport Collaborative Decision Making

ACARS Aircraft Communication Addressing and Reporting System

AD Actual Departure

ADS Aircraft Dependent Surveillance

AFTN Aeronautical Fixed Telecommunication Network

AIBT Actual In-Block Time

AIRS Airport Information Report System

AOBT Actual Off-Block Time

AOC Aeronautical Operational Control

AODB Airport Operational Data Base

APC Aeronautical Passenger Control

APIS Advance Passenger Information System

ARS Airline Reservation System

ASK Amplitude Shift Keying

ATFCM Air Traffic Flow and Capacity Management

ATM Air Traffic Management

ATN Aeronautical telecommunication Network

AWB Air Way Bill

BAG COO Baggage Coordination

BFIS Baggage Flow Information System

BRS Baggage Reconciliation System

BSM Baggage Source Management

CARDIT Carrier/Documents International Transport Advice

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CDMA Code Division Multiple Access

CFMU Central Flow Management Unit

CIR Consumed Infrared

CLS Cargo Loading System

CNS Communication, Navigation and Surveillance

COTS Commercial Off-The-Shelf

CPM Container and Pallet Message

CPN Coloured petri Net

CRS Computer Reservation System

CUPPS Common Use Passenger Processing System

CUSS Common-Use Self-Service machines

CUTE Common Use Terminal Equipment

DCS Departure Control System

DME Distance Measuring Equipment

EA Estimated Arrival

ECAC European Civil Aviation Conference

ED Estimated Departure

EDGE Enhanced Data rates for GSM Evolution

EDI Electronic Data Interchange

EOBT Estimated Off-Block Time

FIBAG First Baggage

FIDS Flight Information Display System

FIS Flight Information System

FOD Foreign Object Debris

FP7 Framework Programme 7

FSU Freight Status Update

FTE Full-Time Equivalent

FWB Freight Way Bill

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GDS Global Distribution Systems

GPRS General Packet Radio Service

GPU Ground Power Unit

GSE Ground Support Equipment

GSM Global System for Mobile Telecommunication

HCC Hub Control Centre

HTTP Hyper Test Transfer Protocol

IATA International Air Transport Association

ICAO International Civil Aviation Organization

IED Improvised Explosive Device

ILS Instrumental Landing System

INTERACTION Innovative Technologies and Researches for a New Airport Concept towards Turnaround Coordination

IOCC Integrated Operations Control Centre

IPC Inter-Process Communication Protocol

KPA Key Performance Area

KPI Key Performance Indicator

LABAG Last Baggage

LAN Local Area Network

LDM Load Message

LIR Load Information Report

LTE Long Term Evolution

MCT Minimum Connecting Time

MVT Movement Message

NDB Non Directional Beacon

NFC Near Field Communication

nHS New Handling System

NOTOC NOtification TO the Captain of Aircraft

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OCC Operations Control Centre (Airline)

OR Operational Reliability

PAN Personal Area Network

PBB Passenger Boarding Bridge

PFIS Passenger Flow Information System

PN Petri Net

PRM Persons with Reduced Mobility

PSM Passenger Service Message

PSS Passenger Service Systems

PTS Passenger Tracking System

QR Quick Response

QSR Quick Service Registration

RESDIT Response to Documents International Transport Advice

RFC Ready For Carriage

RFID Radio Frequency Identification Device

RMS Resource Management System

SESAR Single European Sky ATM Research

STACO Station Control

STD Schedule Time of Departure

SWIM System Wide Information Management

TAT Turnaround Time

TCP Transmission Control Protocol

TOBT Target Off-Block Time

TITAN Turnaround Integration in Trajectory and Network

UDP User Data Protocol

UHF Ultra High Frequency

UIR Unloading Information Report

ULD Unit Load Device

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UM Unaccompanied Minor

UMTS Universal Mobile Telecommunication System

VDGS Visual Docking Guidance System

VHF Very High Frequency

WAN Wide Area Network

Table 3 Acronyms list

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2 Scope

The Turnaround is the core process of the Aircraft in the Airport, whose management entails a complex coordination of the different sub-processes that converge into it, those of passengers, baggage, freight and Ramp operations. Currently, these sub-processes are separately managed leading to independent strategies and objectives which in most cases cause negative impacts and inefficiencies. All of these processes need to be planned and executed in order to converge into the turnaround process and comply with turnaround planning itself. The optimization of these processes, separately and especially, together, through best practices being applied in the management of ground service equipment and manpower, will create a successful Aircraft Turnaround operation which will impact mainly on the Airport Operations performance. The result of this optimization will be the reduction in delays through enhanced operational punctuality and predictability which addresses a reduction in the operation time-buffers set by the Airline, entailing cost savings for the Airline and furthermore offering improved customer service.

2.1 Objectives

One of the main pillars of INTERACTION is the analysis of the current situation, in order to identify the inefficiencies that impact negatively on the Aircraft Turnaround management. To that end, the characterization of Turnaround process is done paving the way to identify the main inefficiencies observed in each one and the areas of improvement to avoid/reduce the impact of those inefficiencies. Therefore, main steps to be followed are:

Characterization and Definition of the Aircraft Turnaround process as a whole and its associated sub-processes: Passenger, Baggage, Freight and GSE management in Ramp operations.

Identification the inefficiencies in each at sub-process level and at Turnaround as a whole level

Establishment of areas of improvement to reduce the impact of inefficiencies

2.2 Context and Assumptions: Drafting the INTERACTION Scenario

2.2.1 Context

INTERACTION, as part of the 7th European Framework project shall be focused on European Airport

Operations environment and aligned especially with the developments based on SESAR Programme and other initiatives as TITAN. Furthermore, the INTERACTION concept must take into account A-CDM (Airport Collaborative Decision Making) and SWIM (System Wide Information Management) as foundations of the future European ATM which INTERACTION shall rely on.

2.2.2 Assumptions

The Aircraft Turnaround is a complex process which depends on numerous variables, both internal and external to the process itself. It is not only subordinated to the procedure followed for the management of the process, to the legal and physical constraints in place and/or the links/dependencies with the associated sub-processes but also there are other external issues which make a major impact on how the turnaround process is addressed. In order to reduce the wide spectrum with casuistic associated to the Turnaround, general assumptions have been made for these internal and external variables, fixing the Operational Scenario in which INTERACTION will provide its future solutions.

For the external parameters, it makes sense to take into account that the focus Airport will operate within the ECAC area with certain characteristics that can be established as follows:

A-CDM could be implemented and running in the Airport.

SESAR Airport concepts associated with could be in place and running.

SWIM information management protocols and procedures for its external and internal communications could be in place and running.

Only commercial flights shall be considered

Airports will be European, operating mainly European domestic flights.

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Airports will be focused mainly on the management of medium range Narrow Body Aircrafts - (A320, B737, CS100, Embraer 190/195, etc) with implications for the management of the Turnaround process and sub-processes arising from several features associated with this type of Aircraft (average turnaround time, aircraft services, cargo capability, maximum number of passengers, etc).

According to Air Cargo Management Group [2], Freighter – Belly ratio is around 50:50. Freight transport in mixed aircraft (passengers & freight) is usually offered by national airlines, whose fleet consists of wide-body aircraft (787-300ER, 787-8, A330-300 and A350-900 are some of the freight friendly aircraft), and it takes place between major airports, mainly hubs

Execution of ramp operations as a continuous sequence of coordinated activities during a turnaround, since aircraft arrives until leaves

2.2.3 Scenarios

2.2.3.1 General Scenario

General Data

Standard Turnaround

Aircraft parked close to Terminal

Terminal Building Architecture: Linear front

Short/Medium Range Narrow Body Aircrafts (A-320, B-737, Embraer 190/195…)

An average load factor of 80%

Turnaround time for the aircraft varies from 35 min (A320) – 45 min (A321)

Airport Capacity and Facilities adequate to the level of operation.

An average bag-factor of 0.7 is assumed.

The Cargo terminal is considered to form part of the airport’s infrastructure, being an independent building

Aircraft Turnaround Ramp Services

Catering: Reduce the in-flight meals/food to a minimum (paid on board and free snacks)

Cabin Service: Cleaning done by an external company

Cabin Security Inspection (done by Crew)

Refuelling: Done with Passengers on board but in accordance with safety norms (Fire Brigade advised) using Fuel tanker truck or Hydrant Truck (pumping from the airport underground hydrants)

Passengers Boarding/deplaning by Passengers Boarding Bridge (PBB)

Loading/Unloading of Air Cargo (Freight and Baggage): Mix of pallets (containers/ULDs) and bulk cargo shipping

Toilet Servicing

Potable water tanks servicing

Air-start Units for starting engines

GPU (400 Hz)

Towing (pushback)

Maintenance (Maybe should be considered as an Use Case in case the aircraft needs repair tasks carried out)

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2.2.3.2 Alternative Scenario

General Data

Standard Turnaround

Aircraft parked in a Remote Stand

Short/Medium Range Narrow Body Aircrafts (A320, B737, Embraer E190/195…)

An average load factor of 80%

Turnaround time for the aircraft varies from 35 min (A320) – 45 min (A321).

Airport Capacity and Facilities adequate to the level of operation

An average bag-factor of 0.7 is assumed.

The Cargo terminal is considered to form part of the airport’s infrastructure, being an independent building

Aircraft Turnaround Ramp Services

Catering: Reduce the in-flight meals/food to a minimum (paid on board and free snacks)

Cabin Service: Cleaning done by an external company

Cabin Security Inspection (done by Crew)

Refuelling: Done with Passengers on board in accordance with the safety norms (Fire Brigade advised) using Fuel tanker truck

Bus service, to move people from the terminal to either an aircraft (or another terminal)

Passengers Boarding/Deplaning by air-stairs (front and rear).

Loading/Unloading of air Cargo (Freight and Baggage): Mix of pallets (containers/ULDs) and bulk cargo shipping

Toilet Servicing

Potable water tanks servicing

Air start Units for starting engines

GPU (400 Hz)

Maintenance (Maybe should be considered as an Use Case in case the aircraft needs repair taks carried out)

http://en.wikipedia.org/wiki/Airport_terminal

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3 Passenger Process

3.1 Scope

The scope of this section is to describe the passenger process as a whole and indeed as a process feeding the aircraft turnaround process which serves to identify the main inefficiencies in the process itself and between the other processes part of the turnaround too. The scope covers the input of all actors in the process (airline, airport, handler...) and all of the information flows between them. The description though is not limited to the linear physical flow of the passengers nor to the standard procedures that passengers may identify but also takes into account the interdependencies with the other processes and the interaction of the different stakeholders. Furthermore, this section outlines the main inefficiencies and areas of improvement that have been identified after analysing the current situation of the Baggage process.

3.2 Process Description

3.2.1 Process Definition (textual)

The passenger process presents three different flows: Arriving passengers, departing passengers and transits.

The process for the departing passenger starts with the ticketing process and finishes after aircraft boarding.

The process for the arriving passenger starts with the aircraft deplaning and finishes after baggage claim.

The process for transit starts with the aircraft deplaning and finishes after the aircraft boarding.

For those flows, the Passenger Process considers the following Sub–Processes (not all of them are part of each flow):

Pre – flight process

Passenger Check-in Process

Special Passenger – PRM Handling

Passenger Security Control

Passenger Emigration Control (if needed)

Passenger Boarding Process

Passenger Deplaning - Arrival Process

Transit – Transfer Passenger process

Baggage Reclaim

Passenger Immigration

Aircraft Crew Control (if needed)

Weight and Balance

Arriving passengers

Process starts 10 minutes prior to Scheduled or Estimated (in case of delay) Time of Arrival (STA or ETA). The Arrival Crew agent retrieves all necessary information for the arrival process (Pax Figures, Special passengers, MVT messages, FIDS). Depending on the aircraft parking stand, arrival crew agent calls necessary busses to transport passengers or opens Boarding Bridge doors.

Passengers In transit

Passengers arriving from an inbound flight and continuing to other destinations are assisted by the arrival crew. Arrival crew are in charge of passenger assistance, providing information and assuring passengers are guided to the reclaim belt if needed or the path to gates. Passengers arriving within the Airports approved

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Minimum Connecting Time do not usually need any further assistance. (Minimum Connecting Time (MCT) is the minimum time between transfer flights for a passenger to make the flight, MCT is published by the Airport and approved by the Airport Users Committee, it is official for every airport and may be different from airport to airport, from destination to destination, usually there are two MCTs, Domestic to Domestic and International to Domestic and vice versa).

Transfer Crew are assigned to the task of identifying passengers in transfer with less than the minimum connecting time and guiding and assisting them to the gate area. For those passengers who require clearance through Customs–Immigration, transfer crew escort them all the way. Usually passengers are checked all the way through to the final destination so no further Check-in or baggage pickup should be required. Depending on airport infrastructure, passengers are not usually required to pass through security control again, but exceptions may apply depending on the origin and the local airport’s security plan.

For the PRM arriving and/or in transfer, Close out and Station Control inform the respective PRM department to meet passengers upon arrival and assist. In case of Boarding Bridge stands, PRM passengers are usually deplaned with the use of Wheel Chairs directly to the boarding stand. In case of remote stand parking positions, a special Vehicle (ambulift) is called to pick up passengers from the aircraft.

Other Passengers with Special Needs (e.g. UM) are escorted to the gate area by designated employees.

Departing passengers,

Process starts with the acquisition of their travel tickets and their arrival at the airport of origin.

The following are available methods of Passenger Check-in:

WEB – Home – Mobile Check-in

Kiosk Check-in

Traditional check-in at the counter

Passengers with Special needs (PRM, UMs…)

Following the Check-in process, passengers are divided into two categories:

Requiring to check baggage

Carry-on baggage only

After finishing the above procedure the passenger is informed of the gate allocation and proceeds to the security and/or Immigration control if required.

The Check-in process ends at designated check-in time closure, usually 30 minutes prior to the Scheduled Departure Time (depending on the airline policy).

Immigration control is performed by State Security and Forces Bodies. Usually there are dedicated passport control counters for local passengers, Schengen passengers and other third countries.

There are usually three types of Security Control, dictated by National regulations–Airport infrastructure and processes:

Centralized security control prior to entering the “Shop – waiting area of the airport”. , performed by the private security company contracted by the airport.

Immigration control, mandatory for Non Schengen departing passengers, performed by State Security and Forces Bodies

Security Control before the boarding gates, performed by the ground handler agents at the boarding gate managing the boarding process.

Information to the passengers about their departing gate, times and other changes or irregularities are communicated via the Airport Information System, public announcements and/or mobile information provided from the airline or the airport.

Passengers enter the gate area according to the airline´s requirements which vary between 45–30 minutes prior to departing time. Boarding process starts 40-50 minutes (according to the airline’s procedures) irrespectively of aircraft landing time or delay.

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Prior to actual boarding, passenger screening should be performed. Screening intends to identify passengers with excess hand baggage prior to departure. Information on any passenger’s special needs or restrictions are usually identified through DCS info and/or Close out / Station Control agents.

Pre-Boarding Announcements may be performed according to Airlines rules informing passengers of boarding times, boarding methods and/or any irregularities.

Boarding is usually approved and initiated following aircraft crew approval and information comes through the Ramp agent. There are airlines that use the concept of Auto boarding, meaning that at a specified time prior to the departure gate the crew initiates boarding without prior notification approval, provided that the crew is on board and the Aircraft is serviceable.

Boarding is usually performed by seat row numbers; priority is given to passengers needing special attention, business class–priority passengers, families with children and/or according to airlines procedures.

Usually, there is automated boarding equipment installed at the gate where passengers scan their boarding passes (printed or electronically) and according to local Security requirements an Identification with a travel document may be performed. For international flights an ID check at this point is mandatory.

In specified time frames, announcements stating the current status of passenger boarding are made.

Boarding finishes 05 – 10 minutes prior to the Scheduled departure time. At the specified time a final passenger announcement is made and information on missing passengers is given to the ramp. This check is made in order to identify passengers’ baggage due to security restrictions and laws, and this baggage is offloaded from the flight.

Considerations on the final off load of passengers, search for passengers and waiting delays are taken from the respective supervisors. Information is given to or exchanged between the ramp, station control, close out and Operation Control of the Airline in order to plan for a punctual departure or minimum delay.

Depending on the aircraft parking position, boarding can be of two types:

Contact Stand boarding, for the Aircrafts parked on the stands positioned close to the Terminal building. Passengers can access the aircraft via a Passenger Boarding Bridge or by descending to the apron and walking to the aircraft.

Remote Stand boarding, requiring Buses to transport passengers to the aircraft stand.

At the moment the Remote stand boarding gate agent informs Bus services of the amount of buses they will need and the time that the expected boarding will start. Buses are usually standing by at the gate area 05 minutes prior to the scheduled boarding time.

Passengers entering the aircraft are assisted by the cabin crew in order to speed up the process and excess carry-on bags may be given to the ramp for aircraft hold load. In case of excessive number or size of hand bags, the cabin crew delivers them to Ground staff for hold load.

Finalization of the boarding process is given by the Cockpit crew and ramp agent, and the flight then begins Departure procedures. Prior to aircraft doors closing, the ground crew has to deliver flight documents to the Crew. Flight documents are Load Sheet and all accompanying papers, Passenger Name List and/or other special passenger’s lists.

The boarding process ends when all passengers are seated in the aircraft and aircraft doors are closed

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3.2.2 Process Flow Diagrams

Arrival Process

Figure 1 Passenger Arrival Process

23


Departure Process

Figure 2 Passenger departure Process

24


3.3 Identification and description of Information Flows and Process Interactions

Information receipt and transmitted comes from various sources and coordinating to Specific allocation departments according to Airlines- Handlers setup. The common points and sources of information are as follows:

.

25


Figure 3 Passenger Process Information Flows

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3.4 Identification of inefficiencies in the Passenger Process

3.4.1 Passenger Kiosk Check-in inefficiencies

Delay due to system down at available check-in channels

Delay due to congestion at the check-in area

Passenger Cannot complete the Check-in Process

Slow Check-in Process

Over Booking

3.4.2 Passenger Traditional Check-in inefficiencies





Over Booking

Over size bags

3.4.3 Special Passenger Check-in inefficiencies





3.4.4 Baggage Drop off inefficiencies


Delay due to congestion at the baggage drop-off area

Cannot complete the Drop-Off Process

Slow Baggage Drop Off Process

Excess payment

Over Booking

3.4.5 Arrival / Transfer / Transit Passengers inefficiencies

Delay of Inbound Flight

Slow Passenger Transfer Process

Slow Baggage Transfer Process

Passengers needed to collect Arriving bags

Next Flight gate identification

Passenger and baggage not Checked through

Immigration / Customs Clearance

Delayed Disembarkation of Plane

Bags missing on arrival

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3.4.6 Boarding process inefficiencies

Delay due to system down

Slow boarding process

Boarding cannot start

Boarding initiation is delayed (A/C available and processes performed)

Handbags Management

Last minute Change

Boarding discrepancies

Excess Baggage /Payment

Over Booking

Aircraft Embarkation Process

Boarding cannot finalize

Baggage Reconciliation

3.5 Conclusion

3.5.1 Inefficiencies and areas for improvement identification table

Area Improvement Outcome

System down

Slow Response

Prepare manual check-in – boarding methods. Minimize effect on system down. Check-in will have the basis to perform boarding and head count.

DCS system to backup up to time check-in records. Ability to work on Off line mode

Check-in and Boarding will be performed as normal, baggage reconciliation will be available.

All Processes

Training of staff to efficient reacts on problems. Efficient management of discrepancies

Resource availability management system software. Resource planning

Able to calculate changes on the spot and adjust resources

Capacity planning and advanced flight editing.

Calculate needed personnel, equipment figures according to given capacity. Effectively and on time re-distribution of available resources

Actual information on flight status and aircraft status via common platform.

Prepare for discrepancies and allocate resources.

Information to passengers via electronic methods on reservation status, other requirements in order to mitigate unnecessary delays

Minimize discrepancies at time of check-in, boarding passenger preparation. Minimize check-in errors

Information exchange, common info sharing application platform, between own and other

Minimize absence of information on same or different airlines.

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airlines on transfer – connecting passengers. Prepare in advance for discrepancies.

An adequate balance between specialized and flexible staff need to be achieved

Multitasking staff will help to keep aircraft turnaround going whenever staff is lacking for any reason.

Congestion at Security Points Use of Biometrics for the seamless security check.

Over Booking creates delays at all processes and especially on aircraft finalization. Effective management of Overbooking scheme with alternative methods proposed to customer will eliminate discrepancies.

System will be able to identify alternative travel means and minimize time taken to find solutions.

Use of Biometrics identification for passengers throughout all processes. Boarding – Transfer – Check-in)

The use of biometric identification at check-in ( face recognition, Irish ) will enhance the identification of passengers and minimize the need for identity checks. Passengers will be able to pass through various activities ( Boarding – Transfer etc ) by automated identification gates .

This will decrease time needed for checks, enhances security and result in error minimization .

Slow Check-in process

Availability of staff to manage queues and congestion.

Minimize process time waiting and additional queues

Queue management system at all check-in methods.

Minimize congestion on check-in drop off

Seat row model boarding with automatic information.

Minimize time requiring to embark aircraft and minimize congestion

Equipment maintenance and backup. Minimize malfunctions,

Utilization of available check-in – boarding counters.

Common use and common platform basis,

Airport information panels, guide through procedures.

Allow passengers to identify easily facilities

Web Check-in Percentage of web checked passengers to increase in order to minimize the need of airport Check-in

Congestion at Different check-

in channels

Advanced Queue management Mitigate further congestion.

Availability of resources to guide passengers Eliminate unnecessary processes, actions solve problems in advanced.

Management of resources, mobile check-in at airport, available infrastructure for on line

Use of mobile equipment at airport or on line facilities to speed up process

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check-in at airport level. and reduce further escalation.

Advanced on the Job Employee training Reduce errors and discrepancies. Increase productivity and efficiency.

Check-in process

finalization

Baggage Drop Off process Finalization

Advanced document check, online or at dedicated areas at airport in order to verify travel documents applicability

Reduce delays in off-loading and late check-in processes

Advanced on-line or mobile excess payments in order to avoid further congestion, waiting time, delays and errors.

Reduce congestion and unnecessary movement of passengers

Information and online check on medical cases Avoid disruption and delay handling.

System maintenance and backup availability on equipment, BHS shorter, alternative methods of baggage drop off

Reduce severe delays, allows flight finalization and aircraft loading

Advanced, on the Job Employee training Reduce errors and discrepancies. Increase productivity and efficiency.

Transfer of Passengers

Common / interface different airline DCS systems for passenger through check-in.

Passengers will direct to the gate without any additional needs for check-in

On line guidance systems for passengers transfer at airport. Passengers will be able to update status and inform airline online.

Mitigate the need for assistance and delay transfer between terminals, arrivals

Unnecessary actions (baggage reconciliation, passenger offload will be eliminated

Mobile software for escorts to receive online information on aircraft status, information exchange between departments and ability to update on line status of process for decision and information purposes.

Will identify transfer passengers needs in advanced, assist on collaboration of services and decision taken.

Unnecessary and time consuming actions (baggage reconciliation, passenger offload will be eliminated)

Priority Disembarkation of aircraft for short connecting passengers. Passenger Information to crew for identification via Aircraft – Terminal Link.

Speed up the passenger transfer process

Common acceptance between airlines for Tail to tail passenger transfer, can be done through airport building and apron tarmac. Escort team to identify passengers with online system

Rapid transfer of passengers between flights. Will eliminate minimum connecting times

Common Security processes to eliminate further security screening

Minimize delays between terminals, airlines

Transfer of Baggage

Common Airport Technology to identify baggage at containers, aircraft holds for efficient management and transfer.

Minimize the time needed to identify transfer bags and also identify discrepancies for passenger

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Platform to update online status information.

Segregation of baggage for transfer purposes, Online system to update status in case of delay development and advance alternate loading. Also system will info next station for current status and location.

Will coordinate more efficiently the unloading priority and process

Common use platform for baggage checked through destination,

Passengers will not need to collect bags

Boarding Processes

Identification of excessive handbags at various airport spots in order to minimize handbags management

Will help identify excessive handbags prior to gate process.

Common hand bags sizes to allow stowage under the seat for extra capacity

Will eliminate embarkation problem and delay, increase hand bags stowage

Automatic gate readers and infrastructure will minimize boarding errors on not eligible passengers and decrease unnecessary delays

No further delays due to boarding errors will needed.

Common platform system between departments on updated passenger and baggage status in order to identify missing passengers and baggage reconciliation need.

Searching of passenger baggage due to failure to board create delays, system will prevent loading.

Passenger Identification tracking at terminal to estimate gate approach and time to board. Bags will stand by for loading.

Will eliminate need of baggage search of missing passengers, decision on waiting will made easier.

Baggage tracking via common used equipment to identify status of bag.

Will assist on decision making on waiting and baggage offload,

Boarding management system to electronically inform and alert passengers to board according to best method. System will identify possession of hand bags, families, passengers needed assistance to efficient board.

Will eliminate congestion at aircraft boarding.

Information exchange between Crew and different departments via aircraft Flight Display channel to inform on cabin processes and cabin / crew ( cleaning, briefing, arrival at aircraft etc. ) status in order to co-ordinate boarding of PRM and other passengers.

Efficient Co-ordination of boarding processes will minimize miscommunications and alerts all departments to decrease unnecessary delays.

Online Document printing to aircraft Will eliminate any need on document printing and optimize turnaround time

Baggage Reconciliation Tracking of bags at aircraft hold to speed up

search and withdrawal

Baggage reconciliation and manual tracking of bag can take significant time. Tracking system will sped up process.

On line common use system will inform Ramp services on missing passenger status and

Eliminated errors and delays

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transmit accurate information in order to eliminate delays and errors

3.5.2 Summary

The first step to improve a process is to the description of the process, the interdependencies between other related or constrained processes and the Identification therefore of all activities inefficiencies the relation between them will allow identification of areas of improvement and solution finding.

Turnaround processes are content dependent and not time dependent, although that all of the activities are bound to certain time limits the limiting factor is the completion of the previous dependent activity and the extra time this activity needs to completed. The optimization of the sub-processes and the execution of parallel actions/processes will improve the interaction and minimize the time needed for the completion of the whole turnaround. As a summary:

Root cause analysis of delays will allow identification of the real problem and improve the processes.

Coordination and information flow between passenger activities will dramatically improve the effectiveness of the whole process and give room for improvement in turnaround time.

Ability to react in advanced and eliminate waiting time, is a key factor.

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4 Baggage Process

4.1 Scope

The scope of this section is to describe the Baggage process as part of the turnaround. The scope encompasses the input of all actors in the baggage process (airline, airport, handler...) and all the information flows. Hence the description is not limited to the linear physical flow of the baggage nor to the data linked directly to the baggage process but also takes into account the interdependencies with the other processes and the interaction of the relevant information flows. Furthermore, this section outlines the main inefficiencies and areas of improvement that have been identified after analysing the current situation of the Baggage process.



4.2.1.1 Originating baggage

Once passengers drop off their baggage in the check-in, a baggage monitoring process starts in parallel to passengers monitoring process. The information related to the baggage checked is compiled in the baggage tag. In a similar way to the passenger flow, several monitoring points (drop off baggage at check-in, security inspection devices and baggage bay among them) will be established along the baggage flow. These points are used to monitor the location of any suitcase and to be aware of any problem in the process.

Baggage loading process continues from baggage bay to aircraft deck. Loading instructions and load sheet are sent to the baggage agent, which also reports in case any expected suitcase does not arrive to the aircraft.

BRS, either manually or electronically integrated in information flow, ensures then that the required 100% screening of passenger baggage for the corresponding flight has been completed and the baggage delivered to the aircraft.

The overall procedure must be different for normal size and shape baggage, called in-gauge baggage, than for out-gauge baggage (OOG).

Special types of baggage

Live animals (pets)

Vessels containing liquids

Fragile baggage

Wheel chairs

4.2.1.2 Arriving baggage

Once aircraft beacon light is turned off, unload process can start. Baggage agent receives loading instructions. The ground handling company, using tugs with dollies or bulk carts, transports arriving baggage to the allocated reclaim racetrack in the baggage hall. Terminating in-gauge bags are unloaded onto the racetrack by the ground handling company and the passenger retrieves it from the reclaim racetrack in the baggage reclaim hall. Terminating OOG baggage is taken manually into the baggage reclaim hall by the ground handling company as it is not possible to put it onto a reclaim racetrack. Likewise the ground handling company will have to take Super OOG manually into the reclaim hall or drive it to the curb side if it is too large to fit through the double doors into the baggage reclaim hall.

The baggage reclaim area for passengers is divided into two separate halls in Athens. This is not mandatory and many airports have one or more reclaim halls where Schengen and non-Schengen are combined. One baggage reclaim hall is for passengers arriving on flights from domestic stations and international stations within the area covered by the Schengen Treaty, and the other baggage reclaim hall is for passengers arriving on international flights from stations outside the area covered by the Schengen Treaty. The former

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baggage reclaim hall is referred to as the ‘Domestic/intra-Schengen baggage reclaim hall’ and the latter reclaim hall is referred to as the ‘extra-Schengen baggage reclaim hall’. The four reclaim racetracks in the extra-Schengen baggage reclaim hall are fed from four flight break-down docks in the South baggage hall.

4.2.1.3 Transfer baggage

Transfer baggage either arrives at the airport pre-sorted in containers (also known as ULDs), mixed with terminating baggage in ULDs, or loose (‘bulk loaded’). The ground handling companies load in-gauge transfer baggage onto a transfer in-feed conveyor inside the baggage hall. There are two transfer in-feed conveyor lines in each baggage hall. A transfer bag is sorted automatically if a BSM has been received by the BHS and the bag tag has a bar-code, otherwise the bag will have to be manually coded as described earlier for originating baggage. A transfer bag is treated in the same way as originating baggage once it is in the automated BHS, i.

OOG transfer baggage will be handled manually and screened using stand-alone X-ray machines located in the baggage hall for the purpose. Once an OOG bag is screened the handling company will transport it manually to the make-up chute or aircraft and process in the same way as originating OOG baggage from then on.

4.2.2 Process Flow Diagram

Figure 4 Baggage process

4.2.3 Identification of Process Indicators


The Baggage Handling Team constantly works in close communication and cooperation with some of the other functional areas such as the following:

Passenger services for the acceptance of checked-in and sorted (automated or manual) bags and communication about possible irregularities.

Ramp handling services for the acceptance of arriving bags and communication about bag type (e.g. priority and late) to be delivered to the reclaim area or to be transferred to the next flight.

Lost and Found for the treatment of all re-flight bags, excepting short shipped bags.

Car park check-in

Curbside check-in

Airport Terminal check-in

In GaugeBaggage

screening and sortation

YES

Load Container/

cart/ vehicle and

transportation

Out of Gauge baggage

(including screening)

NO

Gate check-in (including screening)

Early bag

NO

Early baggage storage

YES

Load aircraft Aircraft

Unload Container /

cart / vehicle and

transportation

Baggage hall

TerminatingNO In GaugeYES

Baggage Reclaim Device

YES

Out of Gauge

Baggage Reclaim Device

NO

Arrived

Passenger

Lost and Found

NO

YES

SITA World Tracer

Off Airport Check-in

Satellite Check-in

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The main information crossover points in the baggage process are:

the bag tag produced at check-in is read by the central airport system when the bags are injected into the sorting system. The label contains the information (BSM barcode) needed to be recognised by the central system that receives all data from the airline DCS. The BSM allows the system to allocate the bag to the right flight chute.

At the end of the sorting operation, at the chute where the handler picks up the bag, the other information crossover is the BRS procedure. The BRS procedure can also be held at the ac outside on tarmac. With the BRS scanner the BSM is read and compared with the flight data received from the airline DCS in order to reconcile bag with flight and pax.

4.4 Identification of inefficiencies of the process

Within the total airport operation, an essential element is the handling of passenger’s baggage. If there are difficulties and inefficiencies with the processing of arriving and/or departing baggage then it can have impact across a wide range of airport operations and on the aircraft turn around. For example, in an airport operating close to its capacity, if baggage for a departing flight is delayed then aircraft are kept at the gate longer than planned and extended parking on the ramps inevitably leads to congestion and a general slowing down of operations and with this, possible delays also to the parking of arriving aircraft. Also terminal and roadway congestion can result from delays in processing arriving baggage.

Airport operators must focus on identifying baggage process inefficiencies in order to improve the overall process.

4.4.1.1 Baggage delivery process inefficiencies

Lack of baggage transport facilities and efficient management

A major inefficiency of the baggage handling process is that the baggage flow is not constant steady flow. Actually there are times of peaks and times of very low traffic. In the case of baggage transport facilities, the management of resources is a dynamic task to achieve.

4.4.1.2 Check-in process inefficiencies

Inefficiencies in check-in process due to a fixed configuration of desk (services)

A fixed distribution of check-in desk could suppose congestion in peak hours of companies with less numbers of counters assigned, which could be supply using empty check-in desk from other companies. In other words and specifically in this cases, airport is dealing with inexistent congestion. An optimal distribution should distribute the counters according to the needs of the moment, which increases the efficiency of the whole process.

4.4.1.3 Baggage tags, bag tag reading system and baggage tracking inefficiencies

Most baggage handling systems use bar code labels to identify the bags and tracking them into the system. As reading of barcode labels performs a crucial element of the baggage handling process, problems in the identification of passenger baggage due to a barcodes reader mistakes are the main inefficiency of this process.

Barcodes reader inefficiencies

The bar coded bag tag uses a 10 digit licence plate relating to baggage source message (BSM) send by the airline’s DCS. Baggage tags are printed by a thermal printer. If the print head is dirty (dust, adhesive build up or other foreign matter), damaged (electro-static discharge, normal wear or improper cleaning) or misaligned, the print of the barcode on the label may be affected. This degradation in print quality may not be detectable by the human eye, but can result in a no read on the baggage label.

4.4.1.4 Sortation, HBS and make-up into aircraft loads inefficiencies

The baggage handling system highest priorities are fast, safe, reliable and flexible transport of screened baggage. Short processing time required to handle each bag from check-in to selected make-up position.

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The automated baggage handling system must have adequate capacity/ throughput and high availability. In case of baggage handling system failure the airport must have contingencies available to ensure undisrupted operation and minimum impact to passenger and flights.

Baggage handling system requirements misaligned with airport demand

When the topology of the baggage handling system of an airport is not aligned with its demand, the efficiency of the whole turnaround process could be affected by design inefficiencies. An automated baggage handling system (BHS) is the heart of airport. Its inefficiencies used to be proportional to system complexity; increasing system size may result in an exponential growth in architecture and procedures complexity. So, the requirements of BHS should be aligned to the particular needs of baggage process in each airport context.

Sortation error by losing track of baggage

A baggage handling system typically allocates a virtual location to a bag, and then moves this location through the system.

The system can lose track because the bag has wheels and has moved, the bag is especially light or heavy, or because the bag has been physically restrained.

System jitter

System jitter is when the system sorts a bag without having been told to do so. System jitter is very rare, occurring about 1 time in 10000, and normally the component sorting (a tilt tray, conveyor or pusher) has no bag to sort.

Lack of information between BHS and handling agents in sortation

During Baggage Handling System unavailability check-in agents direct baggage and passenger to the OOG area creating long queues and unnecessary traffic to the OOG lines. It could be found an automated system of informing the check-in agents about a system problem and an estimation time of system back to normal operation.

Early baggage processing inefficiencies

Early bags are an issue for two reasons. Firstly they are generally screened and processed at the same time as bags that are not early. This increases the burden on the baggage handling system for bags that are not urgent. The second issue is that the bags are then left in the vicinity of carousels and on floor areas making them a hazard and placing them at risk of mishandling.

OOG Baggage process inefficiencies

Passengers must deliver out of gauge baggage to the specific counter instead of check-in counters. There is no standard in place regarding the size, shape and weight limitations of in-gauge baggage, this fact implies a great uncertainty to the passenger.

Many airlines and handlers employ a round robin service for collecting bags from the out of gauge delivery point to the aircraft. This can lead to a delay as the point is only visited every few minutes to check if there are bags to take.

High energy consumption and CO2 emission

The decisive factor for energy loss or saving is the coefficient of friction. The higher the sliding friction of a conveyor belt during the conveying process, the higher the energy loss it has. Up to 60% of losses can be result of sliding friction effects and 10% by belt bending and up to 30% by motors and gears.

Interferences in security activities due to a non-closed security process

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One of the most significant issues facing, airports in the early twenty-first century is that of airport security. Users operating in the security sterile area of commercial service airports are subjected to security infrastructure, policies, and procedures within the airport.

One other security inefficiency related to the baggage is items stolen from bags somewhere in the baggage handling process from check-in to the aircraft or from the aircraft to the reclaim belt

Inefficient management of resources according to dynamic flight flow in baggage transport & loading to the aircraft processes

Inefficiencies in loading process appear when few handling agents are servicing simultaneous flights in limited carrousel facilities. In these cases there is a lack of personnel that could be avoided with a better management of resources

4.4.1.5 Transfer baggage process inefficiencies

Slow transfer of baggage

The transportation of transfer baggage to the terminal, its entering into the Baggage Handling System for sortation and consequent transportation to the next aircraft can last very long, forcing the next aircraft to fly without that baggage. This can be reduces by introducing tail to tail transfers.

Lack of unified reflight system and single dedicated reflight area

In case of transfer flight, incorrect re-flight is a highlighted issue. Furthermore, multiple re-flight areas introduce delays in re-flighting.

4.4.1.6 Transport of baggage from reclaim areas inefficiencies

The handling of baggage on arrival is of critical importance because the service is provided at the end of a journey and forms the last impression in the passenger’s mind of the overall travel quality.

The process encompasses transportation and presentation of baggage to passenger for reclaims area, including Lost and Found. Inefficiencies in this part of the process are focus on reclaim areas congestions and poor quality of service performance.

Congestion in reclaim areas because of misaligned sizing with traffic requirements

The appearance of good performance during the delivery of bags depends on being able to present arriving baggage at the reclaim devices as soon as possible. However, delivery timing depends on airport layout, ground traffic density, baggage handling equipment availability and type of equipment as well as personnel availability.

4.5 Conclusion

Transporting the baggage to and from the airport can be stressful for the passenger. For a family of four travelling from the airport to their hotel by bus or rail, or a business traveller who has to make their way straight from the airport to a meeting, this can be a stressful experience. Baggage Handling Services include a number of activities involving the collection, sorting, and distribution of baggage. An efficient flow of baggage through the terminal is an important element is the passenger handling system. A certain number of tasks have to be carried out at every airport, and they are especially similar whether the airport is small or large. The differences will emerge in the means employed and the procedures adopted. Baggage operations may be conveniently divided into two broad areas: Departures and Arrivals


There are inefficiencies at every stage of the above mentioned baggage process and technical solutions are required in order to improve the processes. The main areas that solutions are required are:

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MAIN INEFFICIENCIES AREAS OF IMPROVEMENT

Lack of baggage transport facilities and efficient management

To improve the baggage delivery service and to create steady flow of baggage.

Inefficiencies in check-in process due to a fixed configuration of desk (services)

To improve the check-in process and minimise check-in process time and resources required.

Barcode reader inefficiencies To improve the read rate and minimise short shipped bags.

Early Baggage processing inefficiencies Sufficient capacity of EBS is very crucial.

Interferences in security activities due to a non-closed security process

To improve service

Inefficient management of resources according to dynamic flight flow in baggage transport and loading to the aircraft

To improve management of resources (equipment and manpower)

Slow Transfer of baggage It is critical to minimise minimum connecting time

Information Management System Inefficiencies Integration of airport airline and ground handling agent systems. Total Airport Management system and Decision making tool.

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5 Freight Process

5.1 Scope

This section details the airport handling freight process, focusing on the freight transported within the bellies of passenger carriers.

Throughout the following lines, the freight process that takes place in the Cargo Terminal is broken down into different steps. The entire process sequence is presented through a process flow diagram, highlighting the actors involved. Information flows, interactions as well as Information Management System involved in this process are also analysed and described.

This section outlines the main inefficiencies and areas of improvement that have been identified by analysing the current situation of the freight process.

Issues found for each of the activities included in the freight process are categorized based on the impact they have on the whole process. The main difference between inefficiency and area of improvement is that the former one has a direct impact on the process originating inefficiencies that could be propagated through the turnaround process, while the later one is non-problematic but low efficiency area


During Turnaround, a landside and airside process take place in order to load/unload cargo into aircraft. The landside process does not directly form part of the Turnaround process, but it has an impact on it. Freight cannot be transported if the landside process is not fully completed. The airside means the airport facilities associated with aircraft movement to transport passengers and cargo, so the airside process includes the transport and load/unload of freight as well as Ground Support Systems required.

5.2.1 Overview of the Freight process

The freight process forms part of the overall Turnaround. It focuses on inspection, storage, preparation and delivery of the freight for its transport and loading into the aircraft.

Figure 5 Basic Freight Process

The freight process boundaries, as part of Turnaround, are delimited as follows:

Departure

Starts when freight arrives at the terminal;

Ends when the freight is prepared and waiting to be transported to the apron by the Handling Staff

Operator. It is followed by the freight activities included in the Ramp & GSE process.

Arrival

Starts when the freight arrives at the terminal, brought by the Handling Staff Operator after unloading

it from the aircraft;

Ends when freight leaves the terminal, carried by the forwarder.

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The freight process consists of the reception and preparation of load within the Cargo Terminal as well as the dispatch of freight once it has been unloaded and transported to the terminal.

5.2.2.1 Freight Loading Process

The landside process, depicted in Figure 6, starts when freight arrives at the Cargo terminal.

Figure 6 Landside Freight Loading Process [9]

5.2.2.2 Freight Unloading Process

The Freight unloading process, consisting of the landside process begins when freight arrives at the terminal, summarized in Figure 7.

Figure 7 Landside Freight Unloading Process [9]

Unload truckIncoming checks &

administration

Sort goods and

documents

Outgoing checks &

administration

Build ULDs

(if any)

• Airline provides

information about the

available space for cargo

in the plane

• Prepare & Plan for

handling and storage of

shipments based on

confirmed

bookings/FWBs and

handling instructions

• Forwarder truck arrives

at agreed time before

flight

• Truck driver checks in at

counter and awaits

approval for unloading

• Evaluate shipment

against booking and

notify or reject in case of

differences in pieces,

weight and volume

• Check applicable RFC

items

• Check security items,

known shipper

• Collect prepaid handling

charges if applicable

• Accept shipment

• Register shipment

receipt, send FSU to

customer

• Assign warehouse bin

number or ULD number

• Store the shipment in the

warehouse

• Confirm storage

• Store shipment

documents

• Send message to

Handling Staff Operator

with Cargo Info

• Finalise booklist of flight

• Prepare Cargo manifest

• Handling Staff Operator

prepares Load

Information Report

(LIR)

• Send it to Cargo

Terminal

• Gather changes in cargo

due to LIR information

• Gather AWBs and

documents for flight

according to booklist,

prepare flightbag

• Gather goods for flight

according to booklist,

prepare and weight

ULDs

• Handle last minute

changes in load-plan

based on aircraft Wight &

Balance requirements

(passengers, cargo, fuel,

etc.)

• Prepare NOTOC

• Inform airline, customs,

airport of destination

and/or customer

• Build ULDs according to

instructions

• Prepare ramp transport

of bulk cargo according

to instructions

Breakdown ULDs

(if any)

Incoming checks &

administration

Sort goods and

documents

Outgoing checks &

administrationLoad truck

• Receive ULDs and bulk

cargo in warehouse

• Breakdown ULDs

according to instructions

• Security Check and

revision of documents;

report irregularities

• Customs clearance

• Register import

shipment receipt and

send notification/FSU to

customer

• Release AWB for

invoicing

• Assign warehouse bin

number or ULD number

• Store shipment in the

warehouse

• Store shipment

documents for pick-up

by customer

• Forwarder truck arrives

at agreed time

• Truck driver check in at

counter with customs

cleared documents

• Collect and check

shipment, customs

documents, driver ID

• Collect delivery charges

• Register delivery and

give POD

• Clear flight manifest

• Load truck

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Figure 8 Freight loading process

Figure 9 Freight unloading process


Figure 10 Information exchanged within the Loading process flow

Available space in the aircraft

Load Information Report

Handling Staff

Operator

Cargo Terminal

StaffAirline

Cargo Info message and NOTOC

Receipt Cargo

Inspection &

Storage

Gather AWBs &

prepare NOTOC

Prepare ULDs

and/or bulk cargo

41


Figure 11 Information exchanged within the Unloading process flow


Inefficiencies may be caused by one reason or a combination of several. Throughout the following lines, the identified drawbacks within the freight process have been clustered in two categories based on the main cause:

Inefficiencies related to procedures and facilities;

Inefficiencies related to equipment.

5.4.1 Inefficiencies related to procedures and facilities

Freight process presents inefficiencies related to the manner of performing the involved activities. The causes might be the lack of standardization related to documents or procedures and at the same time a lack of facilities, such as not enough space or inadequate equipment.

5.4.1.1 Gather AWB & prepare NOTOC in loading process

Incorrect or unclear documentation of Cargo

The documents that should accompany the freight during its transportation consist of Air Waybill (AWB), Cargo Manifest, Declaration of Dangerous Goods (DGD) and Notification to Captain/Commander (NOTOC). The later one must be handed on and signed by the cabin crew.

Details specified in the Cargo manifest are checked by the Handling Staff Operator. Any unclear or missing information should be communicated to the Cargo Terminal Staff in order to be completed or clarified. The changes inserted in the Cargo Manifest are further sent to the arrival airport, so the updated documents of the cargo transported are not accompanying the freight. The DGD and NOTOC errors are treated independently in the following section.

Incorrect or unclear Dangerous Goods or special Cargo-needs specifications

In case an error is identified in the dangerous goods declaration or the NOTOC, the document has to be returned to the Cargo terminal in order to be updated and further released. The aircraft cannot depart without

Cargo transported info

Handling Staff

Operator

Cargo Terminal

Staff

External Cargo

Operator

Transport freight

to the Cargo

terminal

Unload ULDs

and unpacked

cargo & mail

Inspection &

Customs control

ULDs breakdown

and freight

storage

Airline

Notify freight arrival

Prepare

documents and

charges for the

consignee

42


this document, so it has to wait until the content in adapted and fits with the loaded freight. This is a relevant example for the necessity for the development of a common platform/language for electronic transmission of documents.

Incomplete or not actualized dimensions and weight information

An excess of prepared freight with respect to the available belly space can be the reason for not loading it. This means the freight will have to be allocated to another flight, which represents a change in the forecasted cargo and has to be absorbed by another activity within the whole process.

Need of new Cargo Manifest in case cargo cannot be embarked

The Cargo Terminal Staff is responsible for preparing the Cargo Manifest, which accompanies the freight during its transportation. In case the prepared freight exceeds the available space, part of the cargo returns to the terminal and an updated Cargo Manifest must be released. This process requires additional time, so it delays the completion of the turnaround process.

Air Waybill Limitations

5.4.1.2 Prepare ULDs and/or bulk cargo in loading process

ULDs configuration is an important issue not only in the cargo terminal, but also in supply chain management due to upstream and downstream influence in the logistics flow.

ULD freight configuration

ULDs filled in an optimal way reduce transportation and warehousing costs among others.

Freight Dollies planning

An improper sequence of placing bulks in the dolly at the cargo terminal can affect the performance loading process at the ramp due to volume and weight differences of the bulks and real available capacity in the bellies.

Unready freight for transportation

Timely delivery of Cargo at stand may be caused by several reasons, such as high traffic at the apron or the freight is not completely prepared when the Handling Staff Operator goes to

Late cargo acceptance

The situation of late cargo acceptance is very unusual, but it could add additional minutes to the turnaround process. Airlines’ policy is that last time cargo acceptance will not be handled and only if a special lifesaving cargo (such as medicine) or Diplomatic Cargo can be accepted late after the prior permission of the management.

5.4.2 Inefficiencies related to equipment

Apart of the inefficiencies identified regarding the procedures and facilities involved in the freight process, several inefficiencies have been found related to the equipment required for manipulating and transporting cargo.

Damage in ULDs’ structure

The integrity of ULDs must be checked before planning and structuring the cargo to be prepared. The most frequent issues are the distorted ULD stuck in cargo hold, distorted ULD base that cannot be transferred on drive system or dollies. This later inefficiency represents an important issue in the unloading process as it may delay the unloading and consequently the start of the loading process.

43


Unavailability or failure of equipment

A lack of equipment for managing the freight at the Cargo terminal or for transporting it may insert delays in the whole process. This lack of equipment can be caused by insufficient equipment, bad management of resources or failure.

5.5 Conclusion

Air Cargo does not represent the most economical way of transport, but it offers the shortest time of delivery and a wide range of destinations. Therefore, the Freight process at the Cargo Terminal should stand out for the speed at which all activities are carried out.


Type Domain Name

Inefficiencies Related to procedures and Facilities

Incorrect or unclear documentation of Cargo

Incorrect or unclear Dangerous Goods or special Cargo-needs specifications

Incomplete or not actualized dimensions and weight information

Need of new Cargo Manifest in case cargo cannot be embarked

Air Waybill Limitations

ULD freight configuration

Freight Dollies planning

Unready freight for transportation

Late cargo acceptance

Related to equipment

Damage in ULDs’ structure

Unavailability or failure of equipment

Areas of improvement

Related to procedures and Facilities

Unavailability of human resources, equipment and available space in loading process

44


Time-consuming security and customs checks

Time consuming material Cargo Terminal operations

Excessive time for storing and operating cargo

Time consuming security and customs checks

Incomplete cargo documentation for unloading process

Unavailability of human resources, equipment and available space in unloading

Related to equipment

Lack of guidance for Cargo Terminal Staff operations

Equipment selection to better match the cargo operation

5.5.2 Summary

Although freight is not the product that passenger airlines offer and promote, the Air Cargo supply chain is a complex process with various key players that must coordinate to succeed, but also with external elements such as CAA, CUSTOMS, and SECURITY which have the potential to slow it down.

Apart of being well coordinated and communicated, the Freight process within the Cargo Terminal must be smoothly passed through all relevant departments to make sure that it will not have any interruptions that could affect the loading and unloading process.

45


6 Ramp and GSE Process

6.1 Scope

Ramp operations encompass a set of activities during the turnaround of an aircraft, which cover the provision of services to the aircraft, including the baggage/cargo load and unload and the coordination of the boarding and deplaning of passengers.

For the description of ramp operations consideration will be given to all the interactions between the different kind of airport resources and ground support equipment, which could affect the time efficiency of ramp processes and the critical path of turnaround as a whole.

All the considerations provided in the context and assumption sections will be integrated in the process description, to identify the coverage of each process and the relevant information flows.


6.2.1 Ground Support Equipment (GSE)

The ground support equipment (GSE) available at an airport comprises a wide range of vehicles and equipment that are necessary to service the aircraft during the turnaround. Depending on aircraft type and the different set of activities associated with ramp operations there’s a wide variety of GSE fleet. In order to facilitate the operation and manoeuvring of all this equipment, the layout of the ground support equipment on stand follows a standard configuration at each airport.

Figure 12 Typical Ramp Layout

Depending on the service provided to the aircraft, the ground support equipment can be classified as follows:

46


6.2.1.1 Passenger boarding/de boarding

Buses

Passenger Boarding stairs:

Self-powered passenger steps

Non-powered passenger steps

Passenger Boarding Bridge (PBB)

PRM Vehicles

6.2.1.2 Services to the Aircraft

Visual Docking Guiding System (VDGS)

Aircraft Refuellers:

Fuel track

Hydrant Track

Potable water truck

Lavatory service vehicles

Catering vehicle

Pushback tug and tractors:

Tow bars

Tow bar less

Ground Power Unit

PBB mounted GPU

6.2.1.3 Services to Baggage/cargo load/unload service

Baggage/Cargo tugs and tractors

Bag carts

Dollies

Container/pallet transporter

Container loader

Single platform transporter loader

Dual platform loader

Conveyor belt loaders

Ramp snake

Power tow

Bendi Belt

Sliding carpet

Telescoping Baggage System (TBS)

Cargo Loading System (CLS)

47


6.2.2 Ramp operations

Ramp processes consist of a wide range of simultaneous activities which take place since the aircraft arrives at the stand until leaves. such all the interested parties have to be coordinated to undertake all tasks in an efficient way and with a certain level of service.

Prior to the arrival of aircraft to the stand or parking position, the handling agent has to ensure that the ramp and the planned resources are ready for the operation by checking that:

The parking area is clear of obstacles and Foreign Object Debris (FOD)

The ground support equipment (GSE) for the arrival is available and located behind the marked restriction line

The ground handling staff is available at the right parking position

Once the aircraft has landed and vacated the runway, the marshalling process ensures the safe guiding of the aircraft to the right stand parking position. When the aircraft is correctly parked, the pilot shuts down the engines and the ramp operator starts performing their activities according to a plan previously developed by the Handling Agent.

When the anti-collision beacon has been turned off, the ramp operators proceed to place chocks at the front and back of the ”wheels” (usually on the nose landing gear) to place cones at the wingtips and walk around the aircraft to check for any damages.

In parallel, the GPU/400Hz is connected to supply the aircraft with electric power. If the aircraft is parked near the terminal building this device is located at the bridgehead of the PBB, on the other hand, if the aircraft is at a remote stand the ramp operators should transport the device with a tow tractor.

Afterwards start the following processes, some of them can be performed simultaneously while others are sequential and require close coordination with other sub-processes to ensure time efficiency:

6.2.2.1 Passenger deplaning process

This process starts when the ramp operator connects the Passenger Boarding Bridge (PBB) to the front door located on the left hand side of the aircraft.

Once the PBB/ Passenger Stair are correctly positioned and docked, the ramp operator coordinates with the cabin crew that aircraft doors can be open and passengers can deplane. If the aircraft is at a remote stand, the passenger handling agent shall ensures the availability of an ambulift for the de-boarding of RMPs and airport buses, in order to transport passengers and cabin crews to the terminal building in the safest way.

6.2.2.2 Baggage and Cargo Unload.

This process starts when the baggage/cargo handling operator opens the hold doors of the aircraft. The unloading process requires different methods and equipment according to the type of aircraft. For bulk loaded aircrafts, the handling operator starts unloading with the help of belt loaders. For the transportation of bulk baggage/ freight from the stand to the terminal building, the handling operator uses baggage/cargo carts.

If the baggage or cargo is stored in containers or pallets, the operator uses high loaders for the unloading and cargo dollies for the transportation of cargo/baggage between the aircraft and the passenger/cargo terminal.

6.2.2.3 Refuelling

This process normally starts once passengers are out of the aircraft but it also could start with passengers on board, prior notification to the fire brigade. Fuel can be provided either by a fuel truck or via hydrant fuelling system, which is located on each parking stand. In any case, before the refuelling starts, the operator has to ensure that the tanker and the aircraft are properly grounded. When the refuelling takes place via hydrant system, the operator connects the hydrant cart into the central pipeline network and pumps fuel from the airport fuel storage into the aircraft’s tanks.

http://en.wikipedia.org/wiki/Wheel

http://en.wikipedia.org/wiki/Landing_gear

48


6.2.2.4 Catering Services

Catering services comprise the removal of the empty galleys and replacement of them with the new ones, this process can start once the passengers are off the aircraft.

The catering operator locates the catering truck first at the front door and afterwards at the back door, on the right hand side of the aircraft and provides the catering supplies as specified by the airline. To avoid inefficiencies in the catering service, the catering company has to make a crosscheck between the number of meals and the number of passengers, and also as a precaution, this crosscheck can be conducted by the handling staff or by the airline representative.

6.2.2.5 Interior Cleaning Services

Interior cleaning services start once the cabin crew has completed the security check and at the same time as catering, using the time available before passengers start boarding. The cleaning of the aircraft is performed by subcontracted companies or by the ground handling agent. Therefore, an optimum number of cleaning staff has to be arranged, depending on the aircraft type with regard to the service level agreement of the airline. The lavatory service (drain waste materials) and potable water refill could be done at any time during turnaround after passenger de-boarding and should finished before passengers start boarding.

6.2.2.6 The Passenger Boarding

This process starts, whenever a PBB is available, once the catering and cleaning services are completed. The passenger handling agent ensures that PRM’s and unaccompanied minors board at a first place. When there is no PBB available, the passenger handling agent ensures that an ambulift is available for PRMs. In the same way, airport buses are necessary to transport passengers from the terminal building to the aircraft.

6.2.2.7 The Baggage and Cargo Loading

The baggage/cargo load process starts at the sorting area when the ULDs are ready to be delivered to the aircraft. The loading of the aircraft is performed under the responsibility of two different units: Airline operations and ramp operators, the distribution of the baggage and cargo inside aircraft holds is planned by airline operators, who consider the factors such as limitation of holds, gravity centre of aircraft, and amount of payload (total weight of passenger, baggage, and cargo) for the loading process. Once baggage/cargo dollies/carts arrive at the stand, the baggage/cargo handling operator confirms reception of the baggage/cargo and proceeds to load the hold according to cabin crew instructions.

49



6.2.3.1 Passenger Deplaning at Contact Stand

Figure 13 Passenger De-boarding at Contact Stand Flow Diagram

50


6.2.3.2 Passenger Deplaning at Remote Stand

Figure 14 Passenger De-boarding at Remote Stand Flow Diagram

51


6.2.3.3 Baggage Unload

Figure 15 Baggage Unload Flow Diagram

52


6.2.3.4 Cargo Unload

Figure 16 Cargo Unload Flow Diagram

53


6.2.3.5 Catering Service

Figure 17 Catering Service Flow Diagram

6.2.3.6 Aircraft Cleaning

Figure 18 Aircraft Cleaning Flow Diagram

54


6.2.3.7 Refuelling Service

Figure 19 Refuelling Flow Diagram

55


6.2.3.8 Baggage Load

Figure 20 Baggage Load Flow Diagram

56


6.2.3.9 Cargo Load

Figure 21 Cargo Load Flow Diagram

57


6.2.3.10 Passenger boarding at contact stand

Figure 22 Passenger Boarding at Contact Stand Flow Diagram

58


6.2.3.11 Passenger boarding at Remote Stand

Figure 23 Passenger Boarding at Remote Stand Flow Diagram

59



Airport

Operations

Airline

Operations

Ground

Handling

Cockpit

Crew

Drive GSE to

Stand/Gate

Position

Chocks

Connect,

Locate and

Secure GSE

Passenger De-

Boarding

Baggage/

Cargo Unload

Catering

Sevice

Cleaning

Sevice

Refuelling

Stand/Gate

Allocation

Estimated time of

arrivalAircraft information

Airline schedule

Actual In-Block Time

Passenger with

special requirements

(PRM’s, UM)

Turn-off beacon light

Catering Checks

and information

Cabin

Crew

Last passenger de-

board

Passenger

Boarding

Baggage/

Cargo Load

Push Back

Remove GSE

Airport

ATC

Start-Up requestStart-Up

ClearancePush-Back request

Push-Back

clearance

Final Load Sheet

figures

Actual Off-Block

Time

Passenger with

special requirements

(PRM’s, UM)

Unload Instructions

Baggage/Cargo

position

Load Instructions

Baggage/Cargo

position

Start de- Boarding

Aircaft services

finished

Nº of passengers

on board

Completion of ramp

operations

EOBT updates

EOBT updates

EOBT updates

EOBT updates

EOBT updates

EOBT updates

EOBT updates

Catering information

Fuel figures

Boarding Starts/Ends

Copy of Signed

Loadsheet

Equipment located

and secured

Figure 24 Information exchanged within the Ramp process

60


6.4 Conclusion

The execution of ramp processes is conditional on time restrictions. Despite of this the coordination between airport actors (airlines, airport operator and ground handlers) is essential to avoid ground delays during aircraft turnaround and to provide a service of quality to passengers, as final stakeholders. Ramp processes are also categorized by a strong dependency among them, in the way that whenever a disturbance occurs (e.g. while boarding or fueling), specially along the critical path, these effects immediately cause a disruption and a delay propagation not only to other ramp processes but also through the whole air traffic network.

After an analysis of ramp processes and the different factors that affect to its efficiency the main findings within can be summarised as follows:

Improvements of GSE will keep evolving according to ground handler’s demand and new aircrafts models specifications. But for an efficient use of ground support equipment it’s not enough to have the most advance and automated equipment, ground handlers also have to invest in appropriate training programs for their ramp operators and maintenance programs to avoid both, equipment malfunction and wrong equipment manipulation.

The IATA delay coding system is an accepted mechanism by airport stakeholders to monitor delays within ramp processes and measure the efficiency of the operation. Though, those delay codes don’t capture the real causes of the disruption. A deeper analysis of such delays would allow identifying the event which originates the delay and act proactively to its resolution.

The efficiency of ramp processes depends on the ability of ground handling staff to perform different kind of activities in a given (and sometimes limited) time period. The pressure put on ramp operators to complete the turnaround on time is a main cause of process inefficiencies. Because of this, the appropriate training of ground handling staff contributes to reduce the number of ramp incidents.

The equipment and staff allocation is crucial in ground handling companies. Each aircraft turnaround requires a certain number of specific workers and equipment, depending on the type of the aircraft, the number of passengers and amount of baggage and cargo. To face peak hours periods, handling companies need a robust plan to allocate staff and equipment in the most proper way and avoid equipment related delays.

The design of airport apron and terminal buildings varies along the whole network. The location of parking positions, distance between GSE areas to stands or to loading areas determines the driving time during ramp operations. The airport operator has to consider many factors like location of service suppliers, baggage handling and equipment area and the different connection ways between aprons to produce an efficient resource allocation plan. In addition, to keep this plan updated along the day of operation is necessary to have a proper communication system between different airport partners in order to react quickly against any disruption.


The following table summarizes the ramp process inefficiencies identified in the previous sections:

Inefficiency Remark Severity

Unavailability of airport facilities Occupied gate/stand

PBB unserviceable

Medium

GSE equipment not available at stand Can happen during the execution of any ramp process

Medium

Wrong positioning of aircraft at stand Wrong process execution Medium

Wrong support equipment allocated at stand Can happen during the execution Medium/High

61


of any ramp process

Infrastructure breakdown Can happen during the execution of any ramp process

Medium/High

GSE breakdown / malfunction Can happen during the execution of any ramp process

Medium/High

Aircraft damage Wrong equipment manipulation High

Slow passenger deplaning Airline strategy Medium

Lost baggage/cargo on its way to/from aircraft Wrong process execution Low

Wrong loading of aircraft Wrong process execution Medium

Wrong fuel figures loaded into aircraft Lack of communication Medium

Discrepancies in the number of meal delivered by the catering service

Lack of communication Low

Missing passenger - Medium

Late cargo acceptance - Low

Slow passenger boarding - Medium

Apron congestion Can happen at any moment during turnaround

Medium

Table 4: Ramp process inefficiencies identification table

The following table summarises the areas of improvement for the inefficiencies identified:

Name Remark Severity

Optimize the use of airport facilities - -

Quality programmes for airport facilities - -

Maintenance and quality programs for ground support equipment

- -

Training and quality programs to ramp operators - -

Communication systems between airport stakeholders

- -

Boarding/de-Boarding strategies - -

Research on new ground support equipment - -

62


Resource allocation supporting tools - -

Table 5: Areas for improvement identification table

6.4.2 Summary

Ramp operations entail a chain of different sub processes with strong interdependencies among them, in the way that any disruption can be propagated to other processes delaying the whole turnaround and, consequently, be propagated to the overall network. The identification of the main factors affecting turnaround delays within ramp processes and the interaction between these factors allows a better understanding of turnaround delays and to identify of areas for improvement. Key factors to improve processes efficiency are the coordination and communication between the different departments involved in ramp processes, because they contribute to enhance situation awareness and allows reacting on time to avoid delay propagation. On the other hand improvements of the ground support equipment and an efficient resource management (of staff and equipment) also contributes to ease the work of ground handlers and provide a service with a certain level of quality.

63


7 Turnaround as a Whole Process

7.1 Scope

The scope of this section is to formalise the interdependencies between the Passenger, Baggage, Freight and Ramp & GSE sub-processes that coexist during the aircraft turnaround process. Once these are identified and formalised a mathematical modelling process will be used to simulate the Turnaround operation. In case that unexpected emergent dynamics

1 appear due to the sub-process relationships that

requires specific actions; the actors involved, roles and responsibilities will be identified and addressed as separate use cases.

7.2 Identification of Actors involved, Roles & Responsibilities

This chapter identifies all the actors, either physical natural persons or departments/entities, involved in the turnaround operation throughout the different general sub-processes: Passengers, Baggage, Freight and Ramp &GSE.

7.2.1 List of Actors

Operation Actors Operation Actors

Deplaning (Contact stand & Remote stand)

Handling Staff Operator (Contact Stand: 3 Persons/ 3 Roles; Remote Stand: 6 persons/ 4 Roles)

Cabin Crew

Passenger Handling Agent (PSA)

Boarding (Contact Stand & Remote Stand)

Handling Staff Operator (Contact Stand: 3 Persons/ 3 Roles; Remote Stand: 6 persons/ 4 Roles)

Cabin Crew

Passenger Handling Agent (PSA)

Load cargo/mail using ULDs

Handling Staff Operator (1 or 2)

Cockpit Crew

Sorting Area Staff

Load bulk cargo


Sorting Area Staff

Cockpit Crew

Load baggage using ULDs


Sorting Area Staff

Cockpit Crew

Load bulk baggage


Sorting Area Staff

Cockpit Crew

Unload cargo/mail using ULDs


Unload bulk cargo Handling Staff Operator

(1 or 2)

Unload baggage using ULDs


Unload bulk baggage


1 It addresses the specific cases that might disrupt the normal turnaround operation: Missing passenger, etc…

64


Refuelling

Handling Staff operator (1 or 2)

Airport Operations

Fuel Service Provider

Cabin Crew

Fire Service

Catering Cabin Crew

Catering Handling Operator

Table 6 List of Actors per Process´ Activities

7.2.2 List of Roles/Responsibilities

The following table shows the actors mentioned in the previous chapter and their respective roles describing them within the full turnaround operation. Some sub-Actors are integrated as a general clause Actor integrating all the different roles/responsibilities related with him.

Actor Role/Responsibilities


Locate and secure / remove PBB

Transport special deplaning equipment/staff to boarding gate

Transport Stairs to a remote stand

Transport apron buses to remote stand

Transport especial deplaning equipment/staff to remote stand

Transport Passengers to terminal Building by Bus

Drive Dollies and Container/Pallet loaders to the stand

Drive Baggage carts and conveyor belts to the stand

Open Hold Doors

Position and secure pallet/container loader

Position and secure conveyor belt

Offload Transfer ULD’s Baggage to dollies

Offload priority Baggage ULD’s to dollies

Offload Baggage ULD’s to dollies

Offload special Cargo ULD’s to dollies

Offload special Cargo to carts

Offload Transfer Cargo to carts

Offload Transfer Cargo ULD’s to dollies

Offload Cargo ULD’s to dollies

Offload bulk Cargo to dollies

Offload Transfer Bulk Cargo to dollies

Offload Transfer Bulk Baggage to baggage carts

Offload bulk Baggage to baggage carts

Deliver to transfer area

65



Deliver priority baggage to claim area

Deliver baggage to claim area

Deliver to Cargo Terminal

Deliver special luggage to aircraft door (WCH, BB carts, hand luggage…)

Check refuelling preview and ensure it in the Truck

Transport Fuel Truck to the stand

Transport Hydrant Cart to the stand

Connect/discharge to ground

Connect/retry refuelling pipes

Refuel

Transport Fuel Truck/hydrant cart back to airport facilities

Transport Staff and cleaning equipment to aircraft

Remove litter/waste

Position toilet waste truck

Clean passenger and crew compartments (seat back pockets, galleys, toilets, floors, tables...)

Open lavatory service panel

Perform Cabin dressing (Replace head rests/pillow covers)

Connect filling and grain hoses

Drain waste materials

Flush the tank with disinfectant

Drain the system

Replenish Fluids

Disinfect/deodorize aircraft

Provide cabin items (blankets/pillows)

Disconnect hoses

Clean Cargo compartments (under demand)

Close lavatory service door

Remove toilet waste truck

Transport Staff and cleaning equipment to terminal

Check all cabin services done

Check boarding staff ready

Ask crew ready for boarding

66



Coordinate UM’s Boarding with Passenger Handling Agent

Start standard boarding assisted by PHA at boarding gate and crew at A/C

Special luggage to remove at A/C door

Locate apron bus at the boarding gate

Ensure secure of stairs at A/C

Remove Stairs from remote stand

Load baggage carts at sorting area

Load standard baggage into the Aircraft

Load bulk

Drive dollies to stand

Drive baggage carts to stand

Open main hold Doors

Load baggage/freight dollies

Load standard baggage into the Aircraft

Load priority baggage into the Aircraft

Load cargo into the aircraft

Retry container/pallet loaders

Remove conveyor belt

Close main hold Doors

Get a signed copy of load-sheets

Cabin Crew

Knock on the door

Coordinate Passenger deplaning with crew

Confirm PRM

Coordinate PRM deplaning

Confirm UM

Coordinate UM’s deplaning with crew and PHA

Confirm special luggage to deliver at A/C gate

Deliver special luggage at A/C door

Confirm all standard passengers deplaning

Inform Passengers of safety measures during refuelling

Confirm amount fuel to charge

Get a copy of refuelling sheet signed by the crew

Confirm catering loading Instructions

67



Open right side front & rear door

Check for last minute changes or special request

Close right side front & rear door

Head counting

Checked bags for missing passengers

Look for missing passengers luggage

Close Aircraft Doors

Passenger Handling Agent (PHA)

Transport to terminal Building assisted by PRM/UM staff

Board PRM

Coordinate UM’s Boarding with Passenger Handling Agent

Start standard boarding assisted by PHA at boarding gate and crew at A/C

Special luggage to remove at A/C door

Transport special equipment for PRM’s to stand

Locate and secure special equipment for PRM’s

Call for passengers at terminal building

Cockpit Crew

Inform load figures and confirm loading Instructions

Get a signed copy of load-sheet

Drive the aircraft to/from stand to/from taxiway

Engine start-up

Provides the quantity of fuel to refuel

Sorting Area Staff Load container/pallets at sorting area

Airport Operations

Warn Airport Fire Department

Authorize engine start up

Control of aircraft taxiing on taxiways

Provides the stand allocation

Fire Service

Position fire truck

Over-watch refuelling operation with passengers on-board

Remove fire truck

Catering Handling Operator

Position the Catering Truck at the right front door of the aircraft

Unload catering supplies from aircraft

Load catering supplies from forward/rear galley

68



Remove Catering Truck

Airport Fire Department Confirm refuelling operation

Cargo Terminal Staff

Take Cargo and documents (cargo manifest, Notoc…) from the Cargo Terminal

Issue new Cargo manifest with real Cargo loaded

Marshaller Provide visual guiding to the aircraft till parking position

Operate automated guidance systems

Table 7 Roles and Responsibilities



The Turnaround as a Whole description is a macroscopic view of the sub-processes described in detail in the precedent chapters of this deliverable: Passengers, Baggage, Freight and Ramp & GSE. It will gather and compile the information coming from each chapter extracting high level processes that interact together at the aircraft stand. The positioning of the aircraft considered is next to the terminal.

7.3.1.1 Envelope of process description

The borderlines of the textual description are physical: the aircraft stand and its associated movement area. This area will also serve as the spatial grid for the Coloured Petri Net (CPN) model. It is in this area where, a priori, the majority of the interferences between actors and, consequently, their associated processes, are occurring in such a way that can undesirably delay or even, in ultimate case, disrupt the turnaround operation.

The CPN Modelling will consider the description of sub-processes with the due granularity. See chapter 10: Annex, for an example of CPN model adapted to the Turnaround as a whole.

Therefore, the actions out of this boundary area described at each sub-process of the Turnaround operation (Passenger, Baggage, Freight and Ramp & GSE) are not taken into consideration in the first iteration of CPN model nor in the process description of the Turnaround as a Whole.

After the Turnaround modelling, enhancement on the model may be studied in order to seek different opportunities of improvement in the sub-processes.

7.3.1.2 Positioning of Actors and GSEs

The positioning of the different actors and supporting GSEs vary depending on the aircraft type, services demanded and Airline Operations Manual

2.

The following graphic depicts the aircraft positioning in the stand and the corresponding GSEs’ location:

2 It is understood that the Airline Operations Manual fulfil with all safety provisions affecting the turnaround operation.

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Figure 25 Aircraft Turnaround GSE´s positioning

The figure above is extracted from the CPN modelling in chapter 10: Annex. It is a layout of GSEs and aircraft respective positions. The original figure has been obtained from the Airbus 320 AIRCRAFT CHARACTERISTICS AIRPORT AND MAINTENANCE PLANNING document, together with the next table in which the meaning of the symbols used is described:

12

3

4 5

6 7

810

9

11

12

1314

15

16

70


Table 8 Ground Support Equipments acronyms

7.3.1.3 Sequence of Turnaround Processes

Some of the sub-processes can be performed simultaneously while others are sequential and require close coordination with other sub-processes to ensure time efficiency. The following list describes the processes in the turnaround following a temporal sequence:.

Passenger deplaning

Waste and Potable water exchange

Baggage/cargo Unload processes

Catering Services

Cleaning Services

Refuelling

Baggage/Cargo Load Process

Passenger Boarding

71



Figure 26 Turnaround as a whole Process Diagram

Handling Staff

Operator

* Passenger

Deboarding

Cabin Crew

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

PHA

Airport

Operations

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Cockpit Crew

Coordinate stands

with Airport

Operations

Transport GSE

equipment/staff to

a/c stand

Visual check to

avoid FOD at

stand and

marshalling Marshaller

Position

chokes

Connect

GPU

Connect

Auxiliary

Units

Waste &

potable waterBaggage/cargo/

mail Unload

* Cleaning

Refuelling

* Passengers

boarding

* Catering

Cabin Crew

Visual

check

Dissconnect

GSE

Remove

Chokes

Start-up

Handling Staff

Operator

Cabin Crew

Airport

Operations

Airport Fire

Department

Cabin Crew

PHA

Handling Staff

Operator

Baggage/cargo/

mail Load

Deliver Priority Baggage

to claim area

Deliver Baggage to claim

area

Deliver Baggage to

transfer area

Deliver Cargo/Mail to

cargo terminal

Push back

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Handling Staff

Operator

Cockpit Crew

Handling Staff

Operator

Receipt cargo

Cargo at cargo terminal


Inspection &

Storage

Gather AWBs and

NOTOC

Prepare ULDs

and/or Bulk cargo

Transport freight

to the Stand




Freight delivered

Inspections and

Customs control

ULDs breakdown

and freight

storage

Notify freight

storage to

consignee

Prepare docs and

charges for

consignee





External cargo

operator

Out of sequence

Out of sequence

PRECEDENCE

SUCESSOR

72



Figure 27 Turnaround Information Flow Diagram

Ground

Handling

Cockpit

Crew

Drive GSE to

Stand/Gate

Position

Chocks

Connect,

Locate and

Secure GSE

Passenger De-

Boarding

Baggage/

Cargo Unload

Catering

Sevice

Cleaning

Sevice

Refuelling

Turn-off beacon light

Catering Checks

and information

Cabin

Crew

Last passenger de-

board

Passenger

Boarding

Baggage/

Cargo Load

Push Back

Remove GSE

Airport

ATC

Start-Up request

Start-Up

ClearancePush-Back request

Push-Back

clearance

Final Load Sheet

figures

Start de- Boarding

Boarding Finishes

Nº of passengers

on board

Completion of ramp

operations

Quantity of fuel

Boarding Starts

Copy of Signed

Loadsheet

Remove

Chocks

Turn-on beacon light

73


7.4.1 Identification of process inefficiencies

The CPN model has been parameterised to the 36 tasks described in document “Airbus AIRCRAFT CHARACTERISTICS AIRPORT AND MAINTENANCE PLANNING Manual”, with mean tasks times are described in the previous table 3. The interdependencies between parallel and sequential turnaround running sub-processes, together with the critical path have been represented in figure 3, in which no delays have been considered

Figure 28: Nominal turnaround with the critical tasks identified

7.4.1.1 Inefficiencies of individual delays in the turnaround time

In this subsection it is summarized the effects of the 12 delays mentioned in table 1. Based on the statistical analysis of the real operations data, it has been computed the severity for each delay code and its influence in the critical path which also has been evaluated. Considering the results obtained and its impact on the turnaround time, the 12 most critical delays have been grouped in three subsets:

Set 1: Delays which do not influence in the turnaround time.

Set 2: Delays which have an impact of 8 minutes on the turnaround time.

Set 3: Delays which have the maximum (proportional) impact on the turnaround time.

Set 1: Delays which do not influence in the turnaround time.

74


Figure 29: Delay in task 25: Bulk unload (extension of time it is assumed in the task execution)

Figure 30: Delay in task 21: Unload Lower deck cargo rear (extension of time it is assumed in the task execution)

Figure 31: Delay in task 17: Unload Lower deck cargo front (extension of time it is assumed in the task execution)

75


Figure 32: Delay in task 29: Refuelling (extension of time it is assumed in the task execution)

Figure 33: Delay in task 26: Bulk Load (extension of time it is assumed in the task execution)

76


Figure 34: Delay in task 14: Cleaning (extension of time it is assumed in the task execution)

Figure 35: Delay in task 26: Bulk Load (extension of time it is assumed in the task execution)

Set 2: Delays which have an impact of 8 minutes on the turnaround time.

Figure 36: Delay in task 22: Load Lower deck cargo rear (extension of time it is assumed in the task execution)

77


Figure 37: Delay in task 18: Load Lower deck cargo front (extension of time it is assumed in the task execution)

Set 3: Delays which have the maximum (proportional) impact on the turnaround time.

Figure 38: Delay in task 3: Boarding at L1 (extension within execution time it is assumed)

Figure 39: Delay in task 11: Catering at R2 (extension within time execution because last minute especial requests it is assumed)

78


Figure 40: Delay in task 7: Catering at R1 (extension within time execution because last minute especial requests it is assumed)

Figure 41: Delay in task 2: De-boarding (extension of time within task execution is assumed)

7.5 Conclusion

As a summary, the influence of the individual delays on the overall turnaround time is illustrated in the next figure.

79


Without delays

62 min

Delay in Unload Lower Deck cargo rear

Delay in Unload Lower Deck cargo front

Delay in Refuelling

Delay in Bulk load

Delay in Load Lower Deck cargo rear

70 min

Delay in Load Lower Deck cargo front

Delay in Boarding at L1

69 min

Delay in Catering at R2

Delay in Catering at R1

Delay in Bulk unload

Delay in Cleaning

73 min

73 min

Delay in Deboarding

67 min

Figure 42: Influence of individual delays


Inefficiencies Areas of Improvement Severity

De-Boarding at L1 Others High

Boarding at L1

Personnel

Space

Others

High

80


Catering at R1

Information

Equipment

Personnel

Others

High

Catering at R2

Information

Equipment

Personnel

Space

Others

High

Load Lower Deck cargo front

Information

Equipment

Personnel

Space

Medium

Load Lower Deck cargo rear

Information

Equipment

Personnel

Space

Medium

81


8 Process Management and Information Tools and Support Systems

8.1 Scope

This section aims to introduce the current process management and information tools affecting the airport turnaround process.

More concretely, it aims to:

Identify the information flows integrated into the information management systems i.e. “what” is needed to run the process and “what” is provided.

Analyse all the technologies that are currently used to exchange information.

Identify the Information Management Systems in the airport that currently support the information-sharing among the different stakeholders.

Analyse some of the Information Management Products that are currently available in the market and which support information exchange among the different actors involved.

8.2 Information exchange elements

The information exchange elements for each individual process were previously analysed in sections 3, 4, 5, and 6. These are shown next:

Origin Destination Information Mode

Airport Operations

Ground handlers Airport resource allocation during daily operations:

Stand/gate allocation for inbound and outbound flights

Baggage belts for inbound flights

Time estimates for inbound and outbound flights

SITA/TELEX

Ground Handlers Airport Operations Actual and estimated departure times

Actual and estimated arrival times SITA/TELEX

Airline Operations Ground Handlers Airline Schedule

Aircraft technical data

Messages for inbound flights:

MVT message

LDM message

CPM message

PSM message

Fuelling data

Flight plan data

Messages for outbound flights:

SITA

82


Origin Destination Information Mode

Loading data

Catering data

Passengers data

Flight plan data

Ground Handlers Airline Operations Messages for outbound flights:

MVT messages

LDM message

Fuel message

CPM message

Load message

Delay messages (EOBT updates)

Messages for inbound flights:

MVT messages

Time estimations

Boarding data

SITA

Airline Cockpit Crew

Ground Handler Fuel information

Request for Push-back after clearance

Radio

Telex or Paper

Ground Handler Airline Cockpit Crew

Fuel information

Final load figures

Finalization of ramp operations

Radio

Telex or Paper

Airline Cabin Crew

Ground Handler Start and end of passenger deplaning

Catering information and checks

Start of passenger boarding

Paper or telex

Ground Handler Airline Cabin Crew

Endof passenger boarding


Paper or telex

Airline Cockpit Crew

Airport ATC Request Start Up clearance

Request Push-back Clearance

Radio

Airport ATC Cockpit Crew Start Up clearance

Push-back clearance

Radio

Cabin Crew Cockpit Crew Number of passengers on board Paper

Table 9 List of information exchange elements in the ramp process

83


Origin Destination Message Mode

Airline Cargo Terminal Staff

Available Space in airplane for cargo

Cargo transported info

Telex, screen or paper



Cargo/Mail information

Prepared NOTOC

Telex or MER



Loading Information Report (LIR) Telex or paper


External Cargo Operator

Notify freight arrival Telex

Table 10 List of information exchange elements in the Freight process

8.3 Current Information Management Products

8.3.1 Airport Information Management Products

PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

AODB3 RMS4 A-

CDM5 FIDS6

CUTE/ CUPPS7

PTS8 BHS9

Amor Group / Lockheed Martin

Chroma Airport Suite

Chroma helps airport operators deliver the next generation of airport operations by providing a single technology platform that is focused on stakeholder collaboration and integration. In conjunction with Logic, also from Lockheed Martin, the Chroma Airport Suite helps to better manage airside, terminal and

x x x x x

3Airport Operational DataBase

4Resource Management Systems

5Airport-Collaborative Decision Making

6Flight Information Display Systems

7Common Use Passenger Processing Systems

8Passenger Tracking Systems

9Baggage Handling Systems

84


PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

AODB3 RMS4 A-

CDM5 FIDS6

CUTE/

CUPPS7 PTS8 BHS9

commercial operations.

Arinc / Rockwell Collins

Airport Operations Package

ARINC designs, installs and maintains processing solutions configured to be efficient,fully integrated and easily adaptable to the always-evolving needs of airport operations.

x x x x x x

Indra Sistemas

Indra Airport Solutions

Indra’s airport solutions have been modularly

designed using advanced technology to allow for

ease of scaling and integration. IT systems solutions are offered

throughout all areas of airport operations such as operational management,

infrastructure, security, maintenance, environment, corporate and commercial.

These solutions were developed to adapt to the

different airport necessities, with different

sizes, organizational structures and purposes.

Indra solutions for Airports are classified asIT systems

for Terminal, Ramp and Airfield, Navigation Aids

and Tower Traffic Control (ATC).

x x x x

Resa Airport Data

Systems

GAIMS software suite

GAIMS is an integrated solution for airports. It can be tailored to the actual requirements of each airport. GAIMS can

integrate with existing systems if necessary,

while ensuring a flexible, upgradeable environment

to accommodate future needs.

x x x x x x

Siemens Siemens Airport

Modular software solution that offers seamless

x x x x

85


PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

AODB3 RMS4 A-

CDM5 FIDS6

CUTE/

CUPPS7 PTS8 BHS9

Management &Siamos

Operations Suite

support to the airport industry – from seasonal and operative planning right through to ongoing

optimization of operations (day of operation). Siamos

is also a highly valuable tool in the subsequent

assessment of performance and for

analyzing and diagnosing operational weaknesses. Siamos can therefore be used not only to monitor ongoing processes, but

also to forecast their future development.

SITA AirportCentral

AirportCentral streamlines all systems into one consolidated data

management source. AirportCentral uses data validation to manage the quality and accuracy of

information moving through the operations

system.

SITA’s operations management system uses

a centralized airport operations database

(AODB) for flight management, billing, and

reporting. With one integrated touch-point, AirportCentralmakes it possible to access data management tasks and automated functions for

receiving, processing, and distributing consolidated

data.

x x x x x

86


PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

AODB3 RMS4 A-

CDM5 FIDS6

CUTE/

CUPPS7 PTS8 BHS9

Ultra Electronics

Ultra Electronics

Airport Systems

Ultra's comprehensive suite of offerings in Airport

Operational Systems, Passenger Processing Systems and Ground

Handling/Baggage Systems, which can be delivered as integrated solutions or managed services, meet the key

business drivers of airports.

x x x x

Table 11 Benchmark of some of the current airport information management products

8.3.2 Airline Information Management Products

PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

A-

FIS10 NPS11 ARMS12 ARS13 AIS14

A-

DCS15 ACSS16

Amadeus Altéa

Amadeus Altéa Suite is a complete Passenger Service System that offers full reservation, inventory and departure control capabilities, and delivers an integrated solution.

Amadeus’ main business is their Airline Reservation Systems, having as main customers are the big European Network Airlines like Iberia, Aegean, Air Berlin, Air

x x x x x x

10Airline – Flight Information System

11 Network Planning Systems

12Airline Resource Management Systems

13Airline Reservation Systems

14Airline Inventory System

15 Airline Departure Control System

16Automated Customer Support System

87


PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

A-


A-

DCS15 ACSS16

France, British Airlines, Lufthansa, but it also has customers such as Singapore Airlines, South African Airlines, Qantas, etcetera.

Aviolinx Raido

RAIDO is an Airline Management System that allows the control of all strategic, financial and operational business processes, throughout all stages of the airline operation.

The system is built on a financial foundation, using a flexible user definable rule engine that considers all types of calculations. It constantly analyses and evaluates airline’s business processes. Its “event” driven functionality displays system alerts and task list which are directed to specific user groups.

x x x

Lufthansa Systems

Airline Solutions

The Lufthansa Systems’ IOCC Platform is a fully-integrated IT platform which features a modular architecture that bends and flexes with internal operation, while accommodating external market conditions.

It links various business units with timely information and robust functionality, facilitating the airline’s primary mission of transporting passengers and cargo to their destinations safely, punctually and profitably.

From schedule management, operations control, and crew management to flight planning and weight & balance, the IOCC Platform is suitable for increasing operational and economic benefits unattainable

x x x x x

88


PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

A-


A-

DCS15 ACSS16

with any stand-alone system.

Navitaire Airline Solutions

Navitaire company is best known for its reservation passenger service systems. Navitaire’s reservation solution, New Skies, is a comprehensive system providing integrated mobile and Internet booking, ancillary revenue generation, call center reservations, connectivity to travel agency systems, inter-airline and alliance codeshare services, customer self-service integration, real-time reporting, airport check-in and departure control.

Navitaire’s main customers are LCC, such as Ryanair, AirAsia, Transavia, Vueling, Germanwings, but it also provides services to Network Operators such as Air Canada or Qantas.

x x x x x x

Sabre Sabre Airport Solutions

Sabre AirCentre Enterprise Operations assist with the delivery of integrated flight operations, crew management, airport operations and maintenance planning, giving the airline complete operational control. The Sabre AirCentre suite distributes in real-time operational data throughout the airline, which makes it possible to create, define and process airline specific business rules to optimize operational processes.

Sabre’s main customers are Network Airlines such as Aeroflot, American Airlines, LAN, Virgin, etcetera.

x x x x x x

89


PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

A-


A-

DCS15 ACSS16

SITA WorkBridge

The SITA WorkBridge platform consists of several solution components, which are available individually or as a fully integrated system.

The architecture is open and ready to integrate with existing systems. SITA WorkBridge is a high availability system with failover support for 24/7 operations.

x x x x x

Table 12 Example list of airline information management products

8.3.3 Handling Information Management Products

PRODUCER PRODUCT NAME

DESCRIPTION

TYPE

H-

FIS17

H-

RPS18

H-

RMS19

H-

DCS20 BRS21

Amadeus

Altéa Ground Handler solutions

Altéa Ground Handler Departure Control solution was designedto provide efficient departure control services to a range of airline customers, from the flight arrival until the next flight departure.

This solution, accessed through a single application sign-in, can be used throughout the airport, with as many as possible automated functions.

Ground handlers and handled carriers share the same platform, ensuring the availability of up-to-date data. Each airline’s business rules are integrated as well as an essential measure for best quality services.

x x x x

17Handling Flight Information Systems

18Handling Resources Planning Systems

19Handling Resource Management systems (RMS)

20Ground Handling Departure Control System (DCS)

21Baggage Reconciliation System (BRS)

90



DESCRIPTION

TYPE

H-

FIS17

H-

RPS18

H-

RMS19

H-

DCS20 BRS21

Damarel Systems International

FiNDnet Suite

The FiNDnet Suite is a complete Operational Database for ground handling agents, designed to drive efficiency, service quality and profitability.

Based around the core Operations module, the suite provides a comprehensive set of tools for monitoring, analyzing, planning and billing.

x x x x

Inform GroundStar

Groundstar covers processes such as contract creation, definition of SLAs, capture of services performed, quality management and settlement of accounts. Today, GroundStar is in successful use in multiple areas at more than 165 airports of every size worldwide.

x x x

SITA Ground Handling Solutions

SITA provide Ground handlers IT solutions for Distribution, Passenger self-service and Information and communication technologies.

x x

Topsystem Ground Handling System

The system is modularly structured and offers software solutions for the complete chain of processes in ground handling from contract management and flight scheduling up to service recording and invoicing. In addition to the coverage of all corresponding fields of operation, the focus lies especially on the optimisation of work processes: Handling contracts can be created with an extremely high degree of flexibility and printed out ready-to-sign, and the assignment of contracts to actual flights is performed automatically.

x x x

Table 13 Benchmark of Handling information management products

8.3.4 Cargo Information Management Products


DESCRIPTION

Type

CMS22

Hermes Logistics Technologies

Hermes CMS Hermes is designed by Ground Handling professionals and is a latest-generation innovative IT solution for managing the full range of cargo handling activities of air cargo terminals. It combines Real-time

x

22Cargo Management Systems

91



DESCRIPTION

Type

CMS22

paperless warehouse (operated with hand-held terminals and barcode technology) with back-office documentation and billing processes.

Through the handheld devices, the warehouse operatives are provided with diverse functionalities, such as accept export cargo from Agents/Shippers, Load shipments to ULDs and/or Bulk, Load ULDs and/or Bulk onto trucks, Register contours, weights and special information onto ULDs, Transfer shipments to other handlers/airlines, etcetera.

Back-office operatives can register, handle and produce all cargo related documents in Hermes (Air Waybills, Manifests, NOTOC, ADR, Transfer Manifests…). Hermes can capture as well as send all electronic variants of these documents, typically IATA Cargo IMP messages (FWB, FFM, FHL, FBL, NTM…). If this possibility is used to the maximum extent then the Back Office operatives spend their time on monitoring the (quality of) operations rather than registering the operations.

Lufthansa Systems

ELWIS

The IT system for air cargo ground handling ELWIS (Electronic Logistics & Warehouse Information System) aims to improve ground cargo handling efficiency and customer service. By covering the entire handling workflow from physical and documentary handling, Air Waybill management, messaging, customs clearance to invoicing, ELWIS integrates all elements in the transport chain into one coherent, efficient process, which helps increase cargo throughput and reduces handling costs.

x

SITA CHAMPCargosystems

CHAMP’s cargo management systems, known under the Cargospot brand, control capacity, sales, operation and accounting processes throughout the entire supply chain of the handling agent. The core cargo systems for carriers, ground handlers and general sales agents are completed by applications for Business Intelligence and Unit Load Device (ULD) Management. They also include optimized load planning for freight operations.

Furthermore, the TraxoncargoHUB platform simplifies the transmission, conversion and distribution of messages. It expands the scope of information sharing within the air logistics community.

x

Table 14 Examples of current Cargo Information Management Products


8.4.1.1 Difficulty of tailoring all systems to the particular environment of an airport and to its already operating systems

Lack of a unified Information Management concept, but multiplicity of concepts and approaches.

Lack of a unified platform for each stakeholder, leading to a different platform for each need and different views of the global process.

92


The great variety and difference of systems among stakeholders stresses the need for interoperability in order to guarantee that the whole system works in an efficient and consistent way. In the current situation, such point to point interoperability becomes unachievable, or at least with a very high cost, so considering a common integration platform and common integration architecture comes to be the right way to face this problem.

Figure 43 Disruption - High impact

This situation can be faced applying the Collaborative principle that nowadays is really extended. Applying that concept where all the actors participating in the process aim to achieve the greater operational efficiency having a common situational awareness of the process, sharing the information between stakeholders with a unified platform, any disruption can be detected early minimizing the impact to the global process.

Figure 44 Disruption - Low Impact (Collaborative)

8.4.1.2 Limited information sharing between stakeholders involved in the turnaround process

The following Table shows the information that each stakeholder would like to receive from the current list of information exchanges in the different turnaround processes. In light green the information already available to each stakeholder is market while the information currently not available but desirable by each stakeholder is marked in yellow.

93


Information

Airport Airline

Handler Security

Cargo

Operator ATC AOC Crew Operator terminal

Pax Info List

X

X

Last Minute Change XX XX X

X

Final PAX Figures X

X

X

Finalization XX XX X

X

Final Passenger Info

X XX X

Last Minute Change

X XX X

Arriving Flight passenger info, loads

X

X

X

ETA X X X

X

PRM Boarding Initiation XX

XX X X

Excess Hand Bags to A/C Hold

XX X X

Estimated Time Of Arrival ETA

X X X

X

Passenger Figures, Special Passengers

X

X

X

Transfer Passengers XX XX X

X

PRM Passengers X

X

X

Transfer PRM Status XX

XX

X

Aircraft Doors Close XX XX X X X

Load sheet

X X X

Pax Info List

X X X

Finalization of ramp Operations

XX X XX X X

Last Minutes Changes ( Hand Bags)

XX XX X

Missing Passenger Info XX

X

X X

Inbound Load X

X

X

Inbound Pax Figures X

X

X

Transfer Passengers Status XX

X

Bag-tag info X

X

Available Space in airplane for cargo

XX

X

X

Cargo transported info X

XX

X

94


Information

Airport Airline

Handler Security

Cargo


Cargo/Mail information X

X X X

X

Prepared NOTOC

X X X

X

Loading Information Report (LIR)

XX XX

X

X

Notify freight arrival XX

XX

XX

X X

Airport resources allocation during day of operations:

X

X

X

Stand/gate allocation for inbound and outbound flights

X X X

X

Baggage belts for inbound flights

X

X

X

Time estimates for inbound and outbound flights

X X X

X

Actual and estimated departure times

X X X

X

Actual and estimated arrival times

X X X

X

Airline Schedule X X X

X

Aircrafts technical data X

X

X

MVT message X

X

X

LDM message X

X

X

CPM message X

X

X

PSM message X

X

X

Fuelling data XX XX X X X

Flight plan data

X X X X

Loading data XX XX X

X

Catering data XX

X X X

Passengers data X

X

X

Flight plan data

X X X X

Fuel message XX

X

X

Load message X

X

X

Delay messages (EOBT updates)

X

X X X

Time estimations XX XX X X X

95


Information

Airport Airline

Handler Security

Cargo


Boarding data XX XX X X X

Fuel information XX

XX X X

Request for Push-back after clearance

XX X XX X X

Copy of the signed Load sheet

X

X X

Final load figures

X X X

Initiation/Finalization of passenger de-boarding

XX XX XX X X


XX

XX X X

Initiation/Finalization of passenger boarding

XX

XX X X

PBB or Passenger stairs located and secured

XX

XX X X

Finalization of aircraft services

XX

XX X X

Request Start Up clearance XX X XX X

Request Push-back Clearance

XX X XX X XX

Start Up clearance XX X XX X

Pushback clearance XX X XX X XX

Number of passengers on board

X

X X XX

Turn-off beacon light XX XX XX X X

Quantity of fuel XX

X X

Turn-on beacon light XX XX XX X X

Table 15 Current information available and desired information not yet available by each stakeholder involved in the turnaround process

8.5 Conclusion

The comprehensive analysis of the current Information Management Systems, specifically contextualized in the turnaround process, highlights the fact that individual efficiencies in the closed process of transmitting information affect not only the own communication between agents, but also the individual operability of sub-processes in each general process: passenger process, baggage process, freight process and ramp and GSE process. A delay or lack of the transition of crucial inputs has a direct effect on the efficiency and achievement of a specific process, which may have serious implications for the whole process. This underlines the value of optimizing the Process Management Systems and Information Tools used today.

The main weaknesses of the process are based on the following concepts:

96


The difficulty of tailoring all systems to the particular environment of an airport and to its already-operating systems, due to the multiplicity of concepts and approaches used by each provider and particular system as well as the lack of a unified platform that encompasses several needs.

The limited information sharing between stakeholders involved in the turnaround process, which calls for an increased effort in searching interoperability solutions. All the processes try to solve the problem in an independent way without seeing the process from a general point of view, so any action taken at a local level may not be the solution for the broader disruption.

To complete these points, the following area for improvement is considered a direct consequence of the two weaknesses described above: the contrary results adopted between agents due to individual optimization mechanism for each stakeholder. The final result is that a high impact is made from an economic and quality of service point of view.

The actions to face these inefficiencies have to focus on developing a collaborative principle between stakeholders to detect disruptions early and on minimizing the impact to the overall process. The automation of cross-airport systems that cooperate in an airport process is an important trend. All major partners in the process need to participate and agree on the decisions made in order to ensure an inclusive collaborative process. It should include simpler means of information diffusion and more interoperability processes through the development of a unified platform using a common integration architecture. Current and new processes have to be able to work together sharing the information with the rest of the system involved in the process in a cooperative way but not losing its independence.

According to these guidelines, the first steps may be achieved by developing an improved Airport CDM system that allows the optimization of each partner’s decisions in collaboration with other partners, knowing their preferences and constraints and the actual and predicted situation. However, the implementation of a particular Information Management System, including Airport CDM technology, is different at each airport because it has to be adapted to any previous system already installed and it is subject to stakeholder’s needs. Designing unified platforms, languages and architectures represents a challenge to be overcome. Time efficiency, improved information accessibility and better prediction of the awareness situation on each particular process are some of the objectives to aim for through future interoperability Information Management Systems.


ID Name Remark Severity

I001 Difficulty of tailoring all systems to the particular environment of an airport and to its already operating systems

High

I002 Limited information sharing between stakeholders involved in the turnaround process

High

I003 Contrary results due to individual optimization mechanism for each stakeholder

Medium

Table 16 Inefficiencies and areas for improvement identification table

8.5.2 Summary

The above section has outlined the main inefficiencies and areas for improvement identified after analysing the current situation of the process management and Information Tools affecting the airport turnaround process.

97


An overview of the current situation regarding Information Management systems has been provided. There is a huge offer of information systems and different providers for each agent involved in the turnaround process. Airport information management systems include specific passenger terminal and baggage handling systems to record sub passenger and flight processes, but they also include trans-sector systems that are focused on a combination of airport operations. In the case of airline systems, network planning, operational reliability and management systems comprise some of these, and there are also others related to passenger services, for example reservation and inventory systems. Flight state information, baggage reconciliation and planning - management handling systems are some of the needs required by handling agents. Other information is provided by Cargo Information Management systems. All these families of information may be obtained by single systems with a particular function, or as a combination of them that develops several functions. The information used and the way of processing it also changes between airports, airlines, handling and cargo agents due to different needs and the use of different IT software providers in each particular context or airport, thus highlighting the multiplicity of technological differences.

Using another approach, and looking in detail at the list of information exchanges described in the turnaround, all inputs defined are required by more than one agent. Each input is used by at least a pair of agents or even more, and this highlights the interdependency of subprocesses. However, the diversity of systems implemented by each agent and functions makes it difficult to share this information among agents that require the same input. Many of them would probably be able to better plan their resources and adapt to each situation if more information was shared. This aspect also generates equipment redundancy. The failure to use a standard technology is an impediment to interoperability between systems and market providers.

In this reality, two inefficiencies have been found. In first place, there is a notorious problem of tailoring all systems to the particular environment of an airport and to its already-operating systems. This means that the connection between each pair of products must be adjusted due to potential discrepancies between language, concepts or nomenclature use by each particular producer. Therefore, excessive time is dedicated to the interoperability between products due to the multiplicity of concepts and approaches and the existence of a different platform for each need.

As a direct consequence, the inefficiencies of the general process are tackled from different viewpoints. Each stakeholder has its own understanding of the situation, close to its own business areas as an independent process, despite these processes really being interdependent. This outlook results in an inefficient way of solving problems, because a solution for one stakeholder can become a problem for the others. This prevents the improvement of the overall turnaround process, so the final result is to create a high impact from an economic and quality of service point of view.

In the second place, it can be seen that there are limitations in the information sharing among stakeholders involved in the turnaround process. An analysis of current information available by each agent provided by their own systems and the information that they would like to have, shows the weaknesses in the overall communication process and in information transition. Information which would be particularly desirable to a specific agent is already used and processed by at least two more other partners who are not sharing this input with the first agent. Thus, data recording and processing is not being exploited efficiently, raising costs and decreasing time efficiency. The extensive list of required information exchanges given in the previous section should be taken into account to identify the cross inputs between agents. It would be possible to develop ways of sharing information without the need for excessive data recording or duplicating systems in each case, namely, through optimizing the information sharing process.

All of these considerations lead to a key conclusion: that there are several contradictions in the results obtained due to individual optimization mechanism for each stakeholder, and this has been identified as the main area for improvement. A unified Information Management concept is lacking, while on the other hand, there are unified platforms for each stakeholder that generate the best solution for specific problems from the understanding of that particular agent, but not the optimal one for the whole turnaround process, and also lead to incompatibilities between the solutions from different agents.

To tackle this idea, the Airport Collaborative Decision Making (A-CDM) concept has arisen, aiming to improve the overall efficiency of operations through collaborative planning and information sharing among stakeholders, with Airport CDM allowing each Airport CDM Partner to optimize its decisions in collaboration

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with other Airport CDM Partners, avoiding contradictions, knowing their preferences and constraints as well as the actual and predicted situation. To further increase Airport CDM principles, additional milestones have been assessed in an improvement proposal, specifically for the turnaround process and mainly for the handling agent, as well as the introduction of airside processes into the current technology implemented (which at present only takes into account landside operations). Some projects have also been presented related to airside and landside integration in Airport CDM, an extremely useful task in order to achieve collaborative decisions.

The aim of a collaborative approach is to achieve overall efficiency in operations and a higher quality of service in the turnaround process. The collaborative concept involves agents and systems. The power comes from being inclusive, with all the major stakeholders needing to participate and treating the process of one of understanding and educational learning. Decisions should be made by consensus incorporating everyone’s views. The next step is to ensure the free flow of information, a crucial component in keeping decision makers and process participants informed. Constricting the information flows will create suspicion about what is being hidden, so it needs to be avoided. Stakeholders and providers should be encouraged to implement an interoperability process in information management by means of developing systems with unified platforms and common integration architecture in order to guarantee that the whole system works in an efficient and consistent way.

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9 References

[1] EUROSTAT European Commission´s Statistics Data Base

[2] Air Cargo Management Group site http://acmg.aero/

[3] CAPA - Centre for Aviation, http://centreforaviation.com/analysis/air-cargo-structural-reform-urgently-needed-where-capacity-exceeds-demand-by-over-100-128013.

[4] Sabre “White paper – A look at Cargo Revenue Management”, 2008

[5] Azfreight, http://www.azfreight.com/news/Low-cost-carriers-expand-belly-cargo_5107.html

[6] Dudás Gábor, “Low-cost Airlines in Europe: Network Structures After the Enlargement of the European Union”, 2010.

[7] F. Gomez, D. Scholz “Improvements to ground handling operations and their benefits to direct operating costs”, Hamburg University of Applied Sciences Aero – Aircraft Design and Systems Group Berliner Tor 9, 20099 Hamburg, Germany, 2009.

[8] Air cargo Week, http://www.aircargoweek.com/news/news_5107.html

[9] Air Cargo - How it works, http://air-cargo-how-it-works.blogspot.com.es/

[10] http://www.hermes-cargo.com/

[11] Global Air Cargo Advisory Group “The GACAG e-freight roadmap”, 2012.

[12] IATA, http://www.iata.org/.

[13] http://www.informatik.uni-hamburg.de/TGI/PetriNets/

[14] REGULATION (EC) No 300/2008, European Parliament, Brussels, 2008

[15] EASA, Certification Specification 25 „Large Aeroplanes“, CS-25, Cologne, Germany, 2007

[16] IATA Airport Handling Manual (AHM), 29th Edition, International Air Transportation Association, 2008

[17] Council Regulation (EEC) No 3922/91 on Harmonisation of Technical Requirements and Administrative Procedures in the Field of Civil Aviation" EU OPS 1 (formerly JAR-OPS 1), European Community/JAA, Brussels, 2007.

[18] European Commission “EU transport in figures”, Statistical Pocketbook, 2012

[19] http://en.wikipedia.org/wiki/Unit_load_device

[20] TITAN Turnaround Integration in Trajectory And Network – Analysis of the current situation (TITAN_WP1_SLO_DEL_01_v1.0_Analysis current situation)

http://acmg.aero/

http://centreforaviation.com/analysis/air-cargo-structural-reform-urgently-needed-where-capacity-exceeds-demand-by-over-100-128013

http://centreforaviation.com/analysis/air-cargo-structural-reform-urgently-needed-where-capacity-exceeds-demand-by-over-100-128013

http://www.azfreight.com/news/Low-cost-carriers-expand-belly-cargo_5107.html

http://www.aircargoweek.com/news/news_5107.html

http://air-cargo-how-it-works.blogspot.com.es/

http://www.hermes-cargo.com/

http://www.iata.org/

http://www.informatik.uni-hamburg.de/TGI/PetriNets/

http://en.wikipedia.org/wiki/Unit_load_device

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10 Annex I Highest Air Freight Traffic at EU airports

RANKING

(2012)

AIRPORT AND COUNTRY

2008 2009 2010 2011 2012

1 Paris / Charles de Gaulle 1.392,1 1.202,3 1.292,5 2.095,7 2.151,0

2 Frankfurt (Main) DE 2.104,3 1.882,7 2.270,2 2.215,2 2.066,2

3 London / Heathrow UK 1.482,7 1.348,9 1.551,3 1.569,5 1.556,2

4 Amsterdam / Schiphol NL 1.592,5 1.316,8 1.538,0 1.549,7 1.511,8

5 Leipzig-Halle 430,2 508,8 637,8 744,0 846,1

6 Köln-Bonn 574,1 549,0 638,2 726,3 730,1

Table 17 Cargo and mail loaded and unloaded (thousands tonnes) at major EU airports [18]

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11 Annex II Aircraft and ULD compatibility

The following tales summarizes the aircraft compatibility with common ULDs:

Containers Compatible Aircraft

LD3s, LD6s, and LD11s B787s, B777s, B747s, MD-11s, Il-86s, Il-96s, L-1011s

and all Airbus wide-bodies

LD2s and LD8s B767s

LD1 B747s

LD3s with reduced height (45"

instead of 64")

A318s, A319s, A320s and A321s

LD7 B787s, B777s, B747s, B767s and Airbus wide-bodies,

Table 18 Aircraft and ULD compatibility [19]

Apart of the compatibilities mentioned in Table 18, other several combinations of ULDs can be loaded in an aircraft:

Interchange ability of LD3/6/11 with LD2/8 (when cargo needs to be quickly transferred to a connecting flight);

LD3 can be loaded in a B767s.

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12 Annex III IATA Delay Codes

A. Standard IATA Delay Codes (AHM730)

Others

00-05 AIRLINE INTERNAL CODES

06 (OA) NO GATE/STAND AVAILABILITY DUE TO OWN AIRLINE ACTIVITY

09 (SG) SCHEDULED GROUND TIME LESS THAN DECLARED MINIMUM GROUND TIME

Passenger and Baggage

11 (PD) LATE CHECK-IN, acceptance after deadline

12 (PL) LATE CHECK-IN, congestions in check-in area

13 (PE) CHECK-IN ERROR, passenger and baggage

14 (PO) OVERSALES, booking errors

15 (PH) BOARDING, discrepancies and paging, missing checked-in passenger

16 (PS) COMMERCIAL PUBLICITY/PASSENGER CONVENIENCE, VIP, press, ground meals and missing personal

items

17 (PC) CATERING ORDER, late or incorrect order given to supplier

18 (PB) BAGGAGE PROCESSING, sorting etc.

19 (PW) REDUCED MOBILITY, boarding / de-boarding of passengers with reduced mobility.

Cargo and Mail

21 (CD) DOCUMENTATION, errors etc.

22 (CP) LATE POSITIONING

23 (CC) LATE ACCEPTANCE

24 (CI) INADEQUATE PACKING

25 (CO) OVERSALES, booking errors

26 (CU) LATE PREPARATION IN WAREHOUSE

27 (CE) DOCUMENTATION, PACKING etc. (Mail Only)

28 (CL) LATE POSITIONING (Mail Only)

29 (CA) LATE ACCEPTANCE (Mail Only)

Aircraft and Ramp Handling

31 (GD) AIRCRAFT DOCUMENTATION LATE/INACCURATE, weight and balance, general declaration, pax manifest,

etc.

32 (GL) LOADING/UNLOADING, bulky, special load, cabin load, lack of loading staff

33 (GE) LOADING EQUIPMENT, lack of or breakdown, e.g. container pallet loader, lack of staff

34 (GS) SERVICING EQUIPMENT, lack of or breakdown, lack of staff, e.g. steps

35 (GC) AIRCRAFT CLEANING

36 (GF) FUELLING/DEFUELLING, fuel supplier

37 (GB) CATERING, late delivery or loading

38 (GU) ULD, lack of or serviceability

39 (GT) TECHNICAL EQUIPMENT, lack of or breakdown, lack of staff, e.g. pushback

Technical and Aircraft Equipment

41 (TD) AIRCRAFT DEFECTS.

42 (TM) SCHEDULED MAINTENANCE, late release.

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43 (TN) NON-SCHEDULED MAINTENANCE, special checks and/or additional works beyond normal maintenance

Schedule.

44 (TS) SPARES AND MAINTENANCE EQUIPMENT, lack of or breakdown.

45 (TA) AOG SPARES, to be carried to another station.

46 (TC) AIRCRAFT CHANGE, for technical reasons.

47 (TL) STAND-BY AIRCRAFT, lack of planned stand-by aircraft for technical reasons.

48 (TV) SCHEDULED CABIN CONFIGURATION/VERSION ADJUSTMENTS.

Damage to Aircraft & EDP/Automated Equipment Failure

51 (DF) DAMAGE DURING FLIGHT OPERATIONS, bird or lightning strike, turbulence, heavy or overweight landing,

collision during taxiing

52 (DG) DAMAGE DURING GROUND OPERATIONS, collisions (other than during taxiing), loading/off-loading damage,

contamination, towing, extreme weather conditions

55 (ED) DEPARTURE CONTROL

56 (EC) CARGO PREPARATION/DOCUMENTATION

57 (EF) FLIGHT PLANS

58 (EO) OTHER AUTOMATED SYSTEM

Flight Operations and Crewing

61 (FP) FLIGHT PLAN, late completion or change of, flight documentation

62 (FF) OPERATIONAL REQUIREMENTS, fuel, load alteration

63 (FT) LATE CREW BOARDING OR DEPARTURE PROCEDURES, other than connection and standby

(flight deck or entire crew)

64 (FS) FLIGHT DECK CREW SHORTAGE, sickness, awaiting standby, flight time limitations, crew meals,

valid visa, health documents, etc.

65 (FR) FLIGHT DECK CREW SPECIAL REQUEST, not within operational requirements

66 (FL) LATE CABIN CREW BOARDING OR DEPARTURE PROCEDURES, other than connection and

standby

67 (FC) CABIN CREW SHORTAGE, sickness, awaiting standby, flight time limitations, crew meals, valid visa,

health documents, etc.

68 (FA) CABIN CREW ERROR OR SPECIAL REQUEST, not within operational requirements

69 (FB) CAPTAIN REQUEST FOR SECURITY CHECK, extraordinary

Weather

71 (WO) DEPARTURE STATION

72 (WT) DESTINATION STATION

73 (WR) EN ROUTE OR ALTERNATE

75 (WI) DE-ICING OF AIRCRAFT, removal of ice and/or snow, frost prevention excluding unserviceability of

equipment

76 (WS) REMOVAL OF SNOW, ICE, WATER AND SAND FROM AIRPORT

77 (WG) GROUND HANDLING IMPAIRED BY ADVERSE WEATHER CONDITIONS

ATFM + AIRPORT + GOVERNMENTAL AUTHORITIES

AIR TRAFFIC FLOW MANAGEMENT RESTRICTIONS

81 (AT) ATFM due to ATC EN-ROUTE DEMAND/CAPACITY, standard demand/capacity problems

82 (AX) ATFM due to ATC STAFF/EQUIPMENT EN-ROUTE, reduced capacity caused by industrial action or

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staff shortage, equipment failure, military exercise or extraordinary demand due to capacity reduction

in neighbouring area

83 (AE) ATFM due to RESTRICTION AT DESTINATION AIRPORT, airport and/or runway closed due to

obstruction, industrial action, staff shortage, political unrest, noise abatement, night curfew, special

flights

84 (AW) ATFM due to WEATHER AT DESTINATION

AIRPORT AND GOVERNMENTAL AUTHORITIES

85 (AS) MANDATORY SECURITY

86 (AG) IMMIGRATION, CUSTOMS, HEALTH

87 (AF) AIRPORT FACILITIES, parking stands, ramp congestion, lighting, buildings, gate limitations, etc.

88 (AD) RESTRICTIONS AT AIRPORT OF DESTINATION, airport and/or runway closed due to obstruction,

industrial action, staff shortage, political unrest, noise abatement, night curfew, special flights

89 (AM) RESTRICTIONS AT AIRPORT OF DEPARTURE WITH OR WITHOUT ATFM RESTRICTIONS,

including Air Traffic Services, start-up and pushback, airport and/or runway closed due to obstruction

1 or weather , industrial action, staff shortage, political unrest, noise abatement, night curfew, special

flights

Reactionary

91 (RL) LOAD CONNECTION, awaiting load from another flight

92 (RT) THROUGH CHECK-IN ERROR, passenger and baggage

93 (RA) AIRCRAFT ROTATION, late arrival of aircraft from another flight or previous sector

94 (RS) CABIN CREW ROTATION, awaiting cabin crew from another flight

95 (RC) CREW ROTATION, awaiting crew from another flight (flight deck or entire crew)

OPERATIONS CONTROL, re-routing, diversion, consolidation, aircraft change for reasons other than96 (RO)

technical

Miscellaneous

97 (MI) INDUSTRIAL ACTION WITH OWN AIRLINE

98 (MO) INDUSTRIAL ACTION OUTSIDE OWN AIRLINE, excluding ATS

99 (MX) OTHER REASON, not matching any code above

SOURCE: IATA – Airport Handling Manual (730 & 731)

1 Restriction due to weather in case of ATFM regulation only, else refer to code 71 (WO)

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