Virtual Integration Platforms (VIP) –A Concept for Integrated and Interdisciplinary Air Transportation Research and Assessment

The paper descibes a new methodology for a holistic development of air transportation concepts. The Virtual Integration Plattform (VIP) concept is based on an IT tool chain as well as human collaborative methods to deal with complex systems. As a result the definitions of future air transportation concepts for short range "Quiet and Clean", long range "Comfortable and Clean" and individual transport "Fast and Flexible" are presente

Airline Catering Supply Chain Performance during Pandemic Disruption: A Bayesian Network Modelling Approach

The supply chain (SC) encompasses all actions related to meeting customer requests and transferring materials upstream to meet those demands. Organisations must operate towards increasing SC efficiency and effectiveness to meet SC objectives. Although most businesses expected the COVID-19 pandemic to severely negatively impact their SCs, they did not know how to model disruptions or their effects on performance in the event of a pandemic, leading to delayed responses, an incomplete understanding of the pandemic’s effects and late deployment of recovery measures. This paper presents a method for modelling and quantifying SC performance assessment for airline catering. In the COVID-19 context, the researchers proposed a Bayesian network (BN) model to measure SC performance and risk events and quantify the consequences of pandemic disruptions. The research simulates and measures the impact of different triggers on SC performance and business continuity using forward and backward propagation analysis, among other BN features, enabling us to combine various SC perspectives and explicitly account for pandemic scenarios. This study’s findings offer a fresh theoretical perspective on the use of BNs in pandemic SC disruption modelling. The findings can be used as a decision-making tool to predict and better understand how pandemics affect SC performance.Airline Catering Supply Chain Performance during Pandemic Disruption: A Bayesian Network Modelling ApproachacceptedVersio

A Framework for Key Account Management and Revenue Management Integration

This is an Open Access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported (CC BY-NC-ND 3.0) license.Key Account Management (KAM) and Revenue Management (RevM) have been widely practiced in the service industries for more than three decades, but the effects of RevM on KAM remain largely unknown. This paper addresses this neglected area of study in the marketing field by presenting a framework for KAM and RevM integration that aligns the potentially conflicting management priorities of the two. The study uses an international hotel company as a research context to investigate, first, how a long-term relational approach to KAM may have been affected by RevM short-term revenue maximization goals, and, second, how KAM could be facilitated by RevM through an integrated approach to yield optimization from perishable products and from key accounts. The proposed framework is the first attempt of its kind to amalgamate KAM and RevM, involving critical analysis to assess comprehensively the revenue and the relationship value of a key accountPeer reviewedFinal Published versio

Vista D1.2 - Final Project Results Report

Vista assesses primary trade-offs in ATM between key performance areas in the current and future timeframes, including how they are affected by SESAR and non-SESAR factors. The project has examined the effects of market forces (e.g. fuel prices, economic development), technologies and regulatory factors on European performance in ATM, through the evaluation of stakeholder and environmental indicators. The approaches selected for the various layers in the model are described, and the corresponding results of each are presented. The strategic layer implements an agent-based economic model and a schedule mapper to generate demand and capacity for the different stakeholders, flight schedules and passenger flows – it feeds the pre-tactical layer. The pre-tactical layer transforms the output of the strategic layer into individual flight plans, passenger itineraries and ATFM regulations delay – it feeds the tactical layer. The tactical layer runs the day of operations, tracking flights and passengers and reacting to the tactical situation in the system. Trade-offs have been assessed and visualised within and between periods, and between stakeholders. The Final Project Results Report provides a summary of the entire project, from objectives to main conclusions. Lessons learned and recommendations for future research and development activities are reported along with a self-assessment of the project’s maturity

D3.1 High-level modelling requirements

This document provides all the necessary high-level modelling requirements needed for the proper development of the BEACON project. Firstly, it defines an assessment framework for the performance evaluation of the different flight prioritisations mechanisms selected. The suggested framework is based on a combination of desk research and consultation with different air traffic management (ATM) stakeholder representatives. Secondly, it provides a detailed and exhaustive review of the flight prioritisation and trajectory allocation mechanisms proposed in the literature, ultimately identifying and selecting a final set of promising concepts to improve the performance of the ATM system in situations of demand-capacity constraints, to be included in BEACON simulations. Finally, it describes the different variables and parameters that are part of the possible simulation scenarios and selects the potentially most interesting combinations to measure the performance of the proposed prioritisation mechanisms

Dynamics in the European Air Transport Network, 2003-9 : an explanatory framework drawing on stochastic actor-based modeling

In this paper, we outline and test an explanatory framework drawing on stochastic actor-based modeling to understand changes in the outline of European air transport networks between 2003 and 2009. Stochastic actor-based models show their capabilities to estimate and test the effect of exogenous and endogenous drivers on network changes in this application to the air transport network. Our results reveal that endogenous structural effects, such as transitivity triads, indirect relations and betweenness effects impact the development of the European air transport network in the period under investigation. In addition, exogenous nodal and dyadic covariates also play a role, with above all the enlargement of the European Common Aviation Area having benefitted its new members to open more air routes between them. The emergence of major low-cost airline-focused airports also significantly contributed to these changes. We conclude by outlining some avenues for further research

SATURN D6.5 - Final Report

The objective of the SATURN (Strategic Allocation of Traffic Using Redistribution in the Network) project is to make novel and credible use of market-based demand-management mechanisms to redistribute air traffic in the European airspace. This reduces congestion and saves the airspace users operational costs. The project is motivated by frequent demand and capacity imbalances in the European airspace network, which are forecast to continue in the near future. The present and foreseen ways of dealing with such imbalances mainly concern strategic and tactical capacity-side interventions, such as resectorisation and opening of more sectors to deal with excess demand. These are followed by tactical demand management measures, if needed. As a result, not only do substantial costs arise, but airspace users are also typically left with no choice but to comply with imposed air traffic flow management measures. The project shows how economic signals could be given to airspace users and air navigation service providers (ANSPs) to improve capacity-demand balancing, airspace design and usage, and what the benefits would be of a centralised planner compared with those of decentralised maximisation of self interests (by the ANSPs and/or airspace users)

Corporate sustainability and balanced scorecard: integrated management of economic, environmental and social performances in the airline industry

Environment and society are increasingly affected by human activity. World society must constantly face many problems such as climate change, air, water and soil pollutions, resources overuse, human rights, child labor, social inequalities, health and safety. Since companies are the most responsible actors for these troubles, they are stimulated to develop and adopt policies of sustainable development. Practices of Corporate Sustainability and Responsibility are increasing within many businesses for reasons which go beyond the mere compliance with legislations and regulations. Nowadays, sustainable and responsible companies behave ethically for competitive reasons as well. The connections between sustainability and business strategy occurs through the pursuit of eco-socio-efficiencies, resources cost cutting, product-service differentiation, access to ethical funds, image and reputation, and the avoidance of fines, penalties and environmental taxes. Sustainability management occurs through a process that starts with identification of key stakeholders and the relative types of environmental or social impacts generated. Then, strategy must be developed, and communicated to all level of the organization. Leadership and commitment of top management are fundamental in order to diffuse sustainability guidelines, support the organizational structure and spread the new culture. In addition, performance measurement and management systems should drive the attainment of sustainability objectives. Environmental and social accounting systems must provide meaningful data in order to monitor the accomplishment of strategy and, at the same time, disclose the sustainability reports addressed to stakeholders. One important aspect of the process above mentioned regards the connection between strategy and performance measurement system. In order to translate sustainability strategies into actions measurable through performance indicators, it must be emphasized the support of Balanced Scorecard (BSC). The multidimensional conception of the tool advises to integrate environmental and social aspects of business activity within the four traditional perspectives of management in the BSC (financial, customers, processes, learning and growth). Therefore, the emerging concept of Sustainability Balanced Scorecard (SBSC) is referred to the additional feature of considering the environmental and social issues connected directly or indirectly with the execution of the business processes and thus with economic success. Cause and effect relationships in the strategy map show the relations between better social and environmental performances with increasing competitiveness and profitability. The airline sector is facing many challenges of sustainable development. Hence the case developed about a real carrier can help to better understand the matter. The implementation of a Sustainability Balanced Scorecard in Lufthansa Passenger Airline consists in a simulation of the process that starts with the identification of stakeholders and related environmental and social impacts. Based on these exposures, sustainability strategies are developed and formalized as several strategic objectives belonging to the different perspectives of SBSC. Afterwards, for each sustainability objective, numerous key performance indicators are developed in order to monitor single operative aspects related to the achievement of objectives. Finally, the construction of strategy map makes clear how sustainability performances are connected with financial ones. In conclusion, the analysis of environmental, social and economic performances achieved by the German carrier and the comparison with direct European competitor Air France KLM and other minor competitors helps to identify the successes and criticisms deriving from sustainability purposes

Information Content and Interrelationships of Multiple Performance Measures

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