...Progress in Security Operation Administration Of Airports in Developing Countries Post 9/11 Scenario Table of Contents Abstract3 Security Operation Administration4 Literature Review5 Objective 10 Methodology10 Research Design11 Conclusion 12 Bibliography 13 Abstract Do people believe that there is sufficient and enough airport security system in Pakistan. And do there is a substantial threat to the airport security in Pakistan. These two issues were discussed and evaluated in this essay. After 9/11, the concept of security has changed thoroughly. Before that security at airports was mere a case of going through a scanner and a casual check up. But after 9/11 developed countries remodel their security plans. With the passage of time, developing countries also started to rethink about their security plans. Methodology was questionnaires to public and interviews with the aviation security authorities. In this way the overall perception about the security of airports was analyzed. Also past historical events were analyzed to find out the possibility of any terrorist activity on Pakistani airports. For this purpose secondary data about threats of terrorism and their actual conduct on different places were analyzed. Then various threats to airport security were analyzed. Also primary data was collected through questionnaire to find out the people perception about their security on airports. The qualitative and...
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...Table of contents: EXECUTIVE SUMMARY .................................................................................................................. 3 BACKGROUND ................................................................................................................................... 4 PROBLEM STATEMENT ................................................................................................................ 4 DATA ANALYSIS ............................................................................................................................... 4 MANAGERIAL CHALLENGES ....................................................................................................... 5 OWNER-OPERATOR RELATIONSHIP .................................................................................. 5 ORGANIZATIONAL STRUCTURE ........................................................................................... 6 TECHNOLOGY INTEGRATION. KEY CARDS ...................................................................... 8 QUALITY ......................................................................................................................................... 9 HOTEL LAYOUT ........................................................................................................................... 9 F&B FACILITIES ........................................................................................................................ 10 ANALYSYS OF ALTERNATIVES.......
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...Journal of Air Transportation Vol. 10, No. 3 -2005 STUDY RESULTS ON KNOWLEDGE REQUIREMENTS FOR ENTRY-LEVEL AIRPORT OPERATIONS AND MANAGEMENT PERSONNEL Stephen M. Quilty Bowling Green State University Bowling Green, Ohio ABSTRACT This paper identifies important topical knowledge areas required of individuals employed in airport operations and management positions. A total of 116 airport managers and airfield operations personnel responded to a survey that sought to identify the importance of various subject matter for entry level airport operations personnel. The results from this study add to the body of research on aviation management curriculum development and can be used to better develop university curriculum and supplemental training focused on airport management and operations. Recommendations are made for specialized airport courses within aviation management programs. Further, this study identifies for job seekers or individuals employed in entry level positions those knowledge requirements deemed important by airport managers and operations personnel at different sized airports. INTRODUCTION In a speech given at the fifth annual General Aviation Forecast Conference, then University Aviation Association (UAA) President James E. Crehan called upon the aviation industry to define future personnel needs in terms of entry level qualifications and experiences so that UAA member institutions could respond to those needs. Previously, Lehrer (1992) had brought to the...
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...Department TERM PAPER On discipline“Basis of systems theory and management” Topic: «Airport as a complex system on the example of Boryspil» Kyiv 2012 NATIONAL AVIATION UNIVERSITY Department of air transportation organization TASK for course paper preparation student Roksolana Novytska Topic of the term paper: “Airport as a complex system”_______________________ 1. Period of term paper preparation: since ________2012 year till_______2012 year. 2. Stages of term paper preparation: * … 3. The task was given by________________________________(_______________________) (signature) (name) “______”____________2012year. 6. The task taken for solving _____________________ (signature of student) The term paper grade ______________________________________ The head of the commission: ________________________________________________”___”__________2012 year. Members of the commission: ___________________________________________________________ Abstract Total volume of course work is 37 pages. Contains 22 figures and 5 references. The aim of the thesis is to investigate Boryspil airport in terms of Systems analysis course. The work includes theoretical studies of all aspects of the theory of system analysis, methods of investigation of...
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...company’s progress towards these goals? Identify key performance gaps? A Fixed Base Operator (FBO) is a business that provides services at the 20,000 airports in the USA. They operate flight training schools, provide aircraft repairs and maintenance, provide fuel and provide pilot support with weather and flight planning facilities. As such they are the backbone of general aviation. Airport Tenant – An airport tenant is a person, firm, or corporation leasing or using airport property solely for the purpose of storing an aircraft and is not engaged in or providing any aviation related commercial activity or service at the airport. An airport tenant is not authorized to function as or provide the services of an FBO Current Products and Services With committed capital and deep industry experience in general aviation services transactions (having closed over thirty transactions in the last fifteen years), we can move quickly and discreetly with minimum disruption of day to day operations. Ideal FBO acquisition candidates will have: • Annual general aviation fuel uplift in excess of one million gallons • Long term lease rights at its airport operating location • Ancillary business segments such as maintenance and charter will be considered but should be anchored by a strong core line service segment • Both single operations and multi-location chains will be considered . The financial backing of Moelis Capital Partners affords us the wherewithal to quickly consumate transactions...
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...INTRODUCTION Background in Brief Ryanair was established by the Ryan family with a staff of 25. Its first route was launched in 1985 with a 15-seat aircraft ferrying passengers between Waterford in Ireland and London. In 1986, Ryanair launched its route from Dublin to London to challenge British Airways and Aer Lingus, the two dominant airline carriers on that route, by offering fares at lower prices. With two routes in operation, Ryanair carried 82,000 passengers in its first full year of operation. By 1993 Ryanair has carried over 1 million passengers. In 1995 Ryanair overtook Aer Lingus and British Airways to become the biggest international scheduled route carrier in Europe. The Organization Today Ryanair now operates more than 1,500 flights per day from 57 bases on 1,500 low fare routes across 28 countries. It connects 178 destinations and operating a fleet of 305 new Boeing 737-800 aircraft. In 2012, Ryanair had a team of more than 8,500 employees and carried over 78 million passengers. Ryanair’s main business is to provide “low-fare-no filling” airline services. Ryanair also offers various ancillary services including in-flight sale of beverages and food, car hire services, internet-related services etc. To expend its network, Ryanair, which already owns 29.82% of Aer Lingus in 2012 announced its intention to acquire Aer Lingus by making an all cash offer of €1.30 per share for its entire share capital. Ryanair recorded a profit of €503 million in...
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...Perspective Paper Explain the impact of airport design, development, operations, and funding sources on airport systems. Abstract The impact of airport design, strategy, operations, and funding are all key parts in getting the consumer from point A to point B. If one of these key concepts is disregarded, the whole process can stop operating. Planes can crash, people can be hurt, airports can be closed, and you cannot get to your destination as planned. Each one of these concepts have many reasons why they make such a large impact in all airports. Everyone knows these days that air travel is expensive. This is not just the airfare ticket you are paying for now a days. The baggage fees are almost a one-way ticket by themselves and then you have to pay for any addition items you might want like beverages or food on the plane. So you decide not purchase anything on the plane to try and save some cash. Instead you plan on purchasing the items at the airport when you land, but then you realize everything is more expensive within the security checkpoints. Well airports are all developed and designed in a specific way to allow competition within their airports to allow a bigger profit and further fund future development. When it comes to funding airports there are a couple sources the money comes from. The first to be known is the airport and special facility bonds issued by the government. These bonds were issued to certain facilities like airports to help fund current and future accusations...
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...rates 6 Security Factors 6 The Threat of close substitutes and rivals 7 HIGH FIXED COSTS; 7 AIRPORTS 7 PORTER’S FIVE FORCES 9 Threat of new entrants 9 Suppliers: 9 Buyers: 9 Substitutes: 9 Competitive rivalry: 9 Section B 10 Firm Infrastructure 10 Human Resource Management 10 Technology Development 11 Procurement 12 Inbound logistics 12 Operations 12 Outbound logistics 13 Marketing and Sales 13 Service 13 Margin 14 Joint Venture 14 SECTION C 15 Ryanair Business Strategy 15 Low Fares: 15 Customer service: 15 Frequent Point-to-Point Flights on Short-Haul Routes: 15 Low Operating Costs: 15 Taking Advantage of the Internet: 16 Commitment to Safety and Quality Maintenance: 16 Enhancement of Operating Results through Ancillary Services: 16 Analysis of the airline business models 16 Ryanair’s strategy in future: 17 Focused Criteria for Growth: 17 New Aircraft-markers: 18 New design ‘standing seats’ 18 SWOT Analysis 19 Strengths 19 Weakness 19 Opportunities 19 Threats 19 BIBLIOGRAPHY 20 RYANAIR THE COMPANY The company was incorporated in 1995 and became Ryanair limited, and in 1996 it changed to a holding company for Ryanair limited. Registered no: 249885 and located in Ireland and with registered offices at: Ryanair limited Corporate Headquarters Dublin Airport Co Dublin Ireland Phone: 353-1-812-12121984 Fax: 353-1-812-1213 Ryanair is a public limited...
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...information 2 Baggage handling 4 Passenger terminal operations 5 Airport security 6 Cargo operations 7 Airport technical services 8 Air traffic control 8 Aircraft scheduling 9 Airport emergency services 9 Airport access 10 Infrastructure 12 Regular flights 14 Operational management 15 Connecting transport 15 Conclusion 16 Reference list 17 Appendix 18 Introduction The airport is located 10km east of Dortmund, Germany and sine 2006 its original name is “Dortmund21”, in connection to its major shareholder- DSW21. The slogan of the airport is “Näher als man denkt” (Closer than you think) and stays for the variety and high quality of flights served by the airport. Statistics show that in 2008 the airport has served more than 2.3mil passengers. The structure of the following paper will be as follows: general information about the airport, several different aspects of the industrial operations of the airport will be analysed: the baggage handling; passenger operations; airport security; airport technical services; air traffic control etc. The report will finish with a conclusion- summery of the most important points. General information Dortmund airport was officially founded on 16th April 1925. It was first served by commercial flights of Aero Lloyd, which operated flights to Paris. In 1926 it started with 12 in going and outgoing daily flights of the newly formed Deutschen Lufthansa AD. By the year 1928 the airport reported 4319 take-offs and 4321 landings. At the...
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...proposed Civil Aviation Policy. These may be sent to the DT section, Ministry of Civil Aviation, Rajiv Gandhi Bhawan, New Delhi, India; or e-mailed to Dtsec.moca@nic.in Views of some stake-holders already received are placed below for reference and cross fertilization of ideas. While giving your views, please mention specifically if you have any objection in keeping your views in public domain. Your views may be sent before 20th February, 2012. A core group will deliberate on these inputs received and the draft policy formulated will be put up for further consultations. ( G. Asok Kumar ) Joint Secretary asok.kumar@nic.in Tel.: 24617692 1. INFRASTRUCTURE View Suggestions Airports a) Green Field b) Brown Field c) Heliports d) Role of Govt. agencies like AAI e) Private participation in Airport development f) Low cost, no...
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...unmatched by its speed, time- saving and long-distance operation. It is very important for a large country like India. Through it one can easily reach to remote and inaccessible areas like mountains, forests, deserts etc. It is very useful during the times of war and natural calamities like floods, earthquakes, famines, epidemics, hostility and collapse of law and order. The beginning of the air transport was made in 1911 with a 10 km air mail service between Allahabad and Naini. The real progress was achieved in 1920 when some aerodromes were constructed and the Tata Sons Ltd. started operating internal air services (1922). Flying clubs were opened in Delhi, Karachi, Calcutta (now Kolkata) and Bombay (now Mumbai) in 1928. In 1933 another company Indian National Airways was constituted to serve between Karachi and Lahore. In 1938 .the Empire Air Mail Service was introduced to carry mail between the empire countries. In 1946, the Government set up the Air transport Licensing Board which granted 11 licenses. At the time of Independence 4 companies were operating their air services (Tata Sons Ltd., Indian National Airways, Air Services of India and Deccan Airways). By 1951 there were 4 new entrants: (Bharat Airways, Himalayan Aviation Ltd., Airways India, and Kalinga Airlines). Airports India has international airports besides 87 aerodromes divided into major, intermediate and minor categories. Its 5 major international airports are: Mumbai (Santa Cruz), Kolkata (Dum Dum), Delhi "...
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...There are three types of airports identified by the National Plan and Integrated Airport System (NIPAS). Those types of airports are commercial service airport, general aviation airport, and reliever airport. The NPIAS contains 3,331 existing airports and 14 proposed airports that are anticipated open between 2015 and 2019. (FAA, National Plan of Integrated Airport System Report to Congress 2015 – 2019). The first type to be discussed is the commercial service airport, which is divided into two categories, primary and non-primary. A non-primary airport is a public-use airport that receives scheduled air carrier service and enplanes at least 2,500 but less than 10,000 passengers annually. An example of a non-primary commercial service airport...
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...’” About 95 percent of those visitors come by car or bus. But now there’s a new show in town—the Branson Airport. The $155 million airport, which opened in May 2009, is an experiment that many people are watching. The airport is generating interest from city governments and the travel industry because it’s the nation’s first commercial airport built and operated as a private, for-profit business with absolutely no government funding. As one expert said, “...unpretentious little Branson Airport could have an outsize effect it if works. It could turn what now is a mostly regional tourist spot into a national destination for tourists.” Steve Peet, the airport’s chief executive, admits that he had no idea where Branson was in 2000. But by 2004, he was convinced there was money to be made flying tourists there. He says, “If you were ever going to think about building a private commercial airport, this would be the place to do it. How many more visitors would come here if we made it easier and affordable for them? It seemed like an incredible opportunity.” So, using private financing, he decided to build a new commercial airport a short distance south of Branson’s popular music shows district. Both Peet and Jeff Bourk, executive director of the airport, continue to tackle the managerial challenges of turning that dream into reality. Construction work on the airport terminal and the 7,140-foot runway (which can...
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...gambling.’” About 95 percent of those visitors come by car or bus. But now there’s a new show in town—the Branson Airport. The $155 million airport, which opened in May2009, is an experiment that many people are watching. The airport is generating interest from city governments and the travel industry because it’s the nation’s first commercial airport built and operated as a private, for-profit business with absolutely no government funding. As one expert said, “...unpretentious little Branson Airport could have an outsize effect it if works. It could turn what now is a mostly regional tourist spot into a national destination for tourists.” Steve Peet, the airport’s chief executive, admits that he had no idea where Branson was in 2000. But by 2004, he was convinced there was money to be made flying tourists there. He says, “If you were ever going tothink about building a private commercial airport, this would be the place to do it. How many more visitorswould come here if we made it easier and affordable for them? It seemed like an incredible opportunity.” So,using private financing, he decided to build a new commercial airport a short distance south of Branson’s popularmusic shows district. Both Peet and Jeff Bourk, executive director of the airport, continue to tackle the managerialchallenges of turning that dream into reality. Construction work on the airport terminal and the 7,140-foot runway (which can accommodate most narrow-body jets) went smoothly. Bourk believed...
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...STRATEGY Ryanair’s objective is to firmly establish itself as Europe’s leading low-fares scheduled passenger airline through continued improvements and expanded offerings of its low-fares service. Ryanair aims to offer low fares that generate increased passenger traffic while maintaining a continuous focus on cost-containment and operating efficiencies. The key elements of Ryanair’s strategy are: Low Fares. Ryanair’s low fares are designed to stimulate demand, particularly from fare-conscious leisure and business travelers who might otherwise have used alternative forms of transportation or would not have traveled at all. Ryanair sells seats on a one-way basis, thus eliminating minimum stay requirements from all travel on Ryanair scheduled services, regardless of fare. Ryanair sets fares on the basis of the demand for particular flights and by reference to the period remaining to the date of departure of the flight, with higher fares charged on flights with higher levels of demand for bookings made nearer to the date of departure. Ryanair’s Dublin to London (Stansted) route is its largest route in terms of passenger volume, with fares ranging from 0.99 to 199.99 (excluding government taxes and passenger service charges). Ryanair’s competitors generally do not operate a one-way pricing policy, so direct comparison is not possible, but current round-trip fares on Aer Lingus, Ryanair’s largest competitor on the LondonDublin route, for travel in September 2004 were 82.27 for economy...
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