Drive down Airline Costs – minimise Operational risk

Today most Airlines are wrestling with how to get inside the ‘Value Zone’ of the customer and improve the end to end Traveller experience.
The ‘Journeymap’ starts from the moment the customer makes a considered choice and books his ticket to the Airport experience, the in-flight experience right up until the point of departure and the after care thereafter.
A formidable challenge that can be impacted at every point of the Journey by Airline operational factors not attributable or within the Airline’s control.
Factors that cause major disruption & impact both from a customer experience perspective and a financial perspective are;

Weather the impact of flight delays due to unavoidable weather changes
Mechanical issues aging aircraft lead to increased mechanical issues
Aircraft Utilisation operational delays can impact network utilisation
Airport/Airspace Congestion re routing of aircraft, holds and tarmac delays impact efficiency
Union obligations Staffing overun on crew hours, compensation payments affect operational productivity and efficiency
CAA regulations increased penalties and impositions on airline operational delays

All of these factors can and do impact and disrupt operational core functions such as, Finance & Revenue management, Airline Call Centers, Cargo Operations, In-Flight Services, Ground Ops, Engineering, Crew Planning & Scheduling, Network Planning, Baggage Handling, and Customer Loyalty.

The compounded effect of this is a direct impact both in terms of the customer experience and operational efficiency & financial/risk imposed on the Airline.

I believe there is a need for a single common platform that integrates all of the potential impacted business areas and operational systems.
If we take a different view of individual business impacts and classify them as ‘events’ that can and do re occur over a timeline we can take a very different perspective on the risk and financial impact to the Airline. The reclassification or construct of business impacts to events would enable by use of event processing engines to group and categorise the core events by severity of impact and construct a model dynamically that turns data into information and via a ‘holistic real time view’ presents this information back to the Airline Management in real time for action.
In addition if we couple the ability to analyse the customer experience and financial impact of these events, pre rank and scenario re plan alternative business solutions to the issues to minimise future disruption and improve the service proposition – this must in my opinion be a major benefit to an Airline.

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