Air Transport: Today's Baggage Managing Systems - Term Paper Example

Air Transport It is estimated that by 2020, the airline passengers is anticipated to double and elevated to an annual rate of over 7 billionglobally. And additionally, must strengthen security measures to translate extra inspected bags per passenger and a more multifaceted baggage screening procedure. Jointly, these developments will drive demand beyond the ability of today’s baggage managing systems. An innovative baggage managing solution and novel methods for airlines and airports to work together are very important to managing this critical challenge. Introduction The airline industry attained several benefits to the world in both financial and social terms. The comparative affordability and pace of air travel nowadays have made global travel reachable to a lot of people and it has turn out to be an essential ingredient of their everyday life (Romanova, 2004). Air travel has an exceptional position in service to trade and to the travel requirements of the millions of people who travel on a daily basis. It is an international, technologically highly developed and actively spreading out industry (Lazar, 2003). Air travel structures a distinctive international network connecting people, countries and society. Air transportation is necessary for global business for generating jobs and starting up fresh market options by attracting businesses to places in the developed and developing globe. Products and services are transported fast over long distant locations facilitating monetary and common involvement by outlying societies. Air transport is dedicated to realize its consumers’ increasing requirement in a sustainable approach, preserving a best possible balance among economic progress, social progress and ecological conscientiousness. The aviation trade has abridged its ecological impact in modern decades through the development of new technology and the adoption of specific operating methods. This essay examines the importance of baggage handling to airlines, how it can be improved, features that required to be careful in fleet planning and how fleet planning is carried out by the airline in practice (Yilmaz, 2008). Discuss the importance of baggage handling to airlines The growing airline commuter passage will continue to push up baggage volume, additionally increasing already high volume in baggage load every day, and creating the existing problems at hub airdromes still more complex. This increase leads to a boiling point expressed by a high IR rate that measures the incidence of baggage irregularities, explained as transitory misconnects and mismanaged bags (together with bags that are delayed or reached at the wrong place). Customers are as well more frustrated; baggage at present ranks the second on the customer grievances list and the status is expected to aggravate owing to inadequate baggage facility in the coming years. Extended baggage claim time, delayed flights and more numbers of baggage problems are creating a ripple consequence of disappointment in baggage management. The declining customer satisfaction as well put future returns at threat. Eventually, the question confronting airlines and airdromes is that how can baggage managing be improved rapidly so as to lessen expenses while providing smaller number of lost bags and enhancing the customer satisfaction. Airlines operators and airport authorities together have to think and consider ways to transform their approach to baggage management so that they can be prominent from the multitude. In order to attain this, they have to conquer quite a lot of key tendencies, comprising: a. Lack of incorporation between information coordination and procedures, inadequate management between workforce and systems b. Diminutive group effort among airlines operators and airports authorities c. Growing security requirements d. Increasing competition between airlines and among airports (IBM Corporation 2007). Numerous problems exist in the present baggage managing procedures that often add to the loss of passenger bags or their late arrival at intended airports. Additionally, these inept procedures as well effect in major flight delays, more causative to customer displeasure. To have better knowledge regarding these issues one has to mainly focus efforts on understanding the effects resulting from the problems of barcode technology and think about two precise exceptions that might result from the set-up of the present baggage managing procedures: a) Baggage handling irregularities consequential in flight delays. b) Bags not arriving at their planned final destination because of baggage mishandling. Barcode Scanning The use of barcode scanning for sorting and tracking in the baggage management procedure is a major causative to handling inefficiencies and exceptions. First of all, because of the folding and wrinkling of baggage tags, the read-rate of baggage tags in sorting machines seems to fall from 85 to 90% to as low as 65% in a few cases. Besides, as flight arrival and departure frequencies are not consistently spread over the 24 hours of every day, read rate errors can raise through peak traffic periods when there is a surge of inward transfer bags. Because incorrectly read bags tend to stay within the sorting system, such an increase in the incorrect read bags can direct to an exponential increase of outstanding bags in the sorting system and can lead to a jam of the system, as the total number of bags in the system exceeds the holding capability of the system. As the gridlock happens it normally takes a few hours to make the system operational. As a result, flights are compelled to take delays or depart without the bags. Further, high read-error rates require extra staffs to manually handle, sort and monitor misread bags. In addition, barcode technology because of its inadequacy does not assist to speed up the offloading of bags owning to no-show passengers or recognize bags that require a speedy exchange to a linking flight. The basic cause for this is that barcode technology does not supply any data on the location of each bag in an arriving airplane. Baggage Handling Anomalies Causing Flight Delays There are two major ways in which dealing with irregularities might effect in flight delays. First of all, if a checked in passenger does not embark the flight his baggage requires to be offloaded, frequently at the last moment, causing departure delays. Secondly, departing flights can get delayed if an arriving flight, carrying connecting passengers intended for the departing flight, is delayed and the bags of these connecting passengers may not be recognized and removed from the arriving flight to the departing flight within the prescribed time limit. Because of such cases the departing flight might have to wait for the bags of the concerning passengers to be identified and moved (Viswanadham et al. N.D.). Discuss how baggage handling can be improved (you need to include security among other things in your discussion). The question to be answered is that how can airlines operators and airports authorities organize for the potential overflow of passengers and their baggage, not simply handle, but as well income from the chance it carries? Principally, improved teamwork is indispensable. By year 2010, industry leaders will require to have developed an innovative procedure that is produced by collective responsibilities, consistency and combined information technology investments. In the case of both airlines and airports, the subject is how to line up physical tools and information sharing connected to baggage management with each other and with a range of stakeholders – passengers, customs, military police and security. It is suggested that: Collaborate with partners – Initially, the procedure of bringing into line long-term goals requires becoming more recognized, mainly between airlines and airports, but as well with suppliers. General information technology and communication principles are furthermore desired between partners to make possible sustained coordination of airline systems. Treat baggage managing as an end-to end procedure – This will allow them to construct businesses around their services making possible physical resources. Because of easier connectivity with associates, airports can supply services to their clients, including baggage tracking and modern security status. Leverage promising concepts and solutions – Novel methods of systematizing the business and modern technologies can make possible closer cooperation and a more holistic scrutiny of baggage management, mainly Component Business Modeling (CBM), use of a Service- Oriented Architecture (SOA) and Radio Frequency Identification (RFID). Improve business models in modern ways – For instance, self-service baggage drop-off or the LCC´s model of sorting out bags from passengers. Incorporate the employees and baggage systems – To advance flexibility, employees planning tools require to be better included with baggage managing systems. Reducing the IR rate is a very important primary step toward productively managing the growing numbers of airline passengers as 2010 draw near. Sustained failure to get better will probably effect in a decline in airline and airport proceeds. Alternatively, development chances await those who meet the baggage handling challenge through latest, shared business models and modern technology that can reduce costs through enhanced efficiency, and as well make the customer feel more satisfying (IBM Corporation 2007). The regulating authorities to realise that development is required in unison for the installed x-ray device to perform better in a mutually influenced security system. To have success for such a program, the same specifications have to be placed at all airports. For instance, EU countries are at present finalising their efforts through their civil aviation authorities to set up common better performance specifications for their x-ray bag inspection instrument. Every operating airport will have to comply if it wishes to maintain EU certification in the future. The 2nd driver for transform would be to develop a fresh common, interoperable image handling system that is accessible, so transfer hubs can see security monitoring images from different airports. Normally, original scan results would be accessible as ‘clear or unfit’. Details of required images of the bags could be viewed remotely (Salomon, 2009). The incorporation of RFID enhances automation in baggage handling processes, drastically reducing the number of mismanaged bags and the related expenses. RFID offers real-time visibility into the locations of passenger baggage, inclusive with very useful cross-checks at every step of the bag’s movements, all with no human involvement. And with RFID, all benefits - the airlines and passengers in addition to airports (motorola.com, 2008). Discuss the factors that need to be considered in fleet planning The speedily growing international market for aviation directs to alteration in fleet distinctiveness which are principally driven by latest aircraft entering the global fleet before the withdrawal of old aircraft. This relates mainly to fuel burn and therefore emissions The number of latest aircraft necessary in a particular year depends mainly on passenger and luggage demand development. The number of aircraft necessary can as well be affected by how airlines use the aircraft they already have or are planning to buy. These features are frequently linked to business model. Such as, low-cost airlines be likely to function point-to-point rather than hub-and-spoke networks. The point-to-point system usually needs a larger number of smaller aircraft for the same destinations served than a hub-and-spoke one, upsetting the number and allocation of aircraft orders. The low-cost airlines as well characteristically have a higher rate of aircraft operation than legacy aircrafts, which reduces the number of aircraft necessary however may result in bigger maintenance expenses. The current fast growth and resulting in purchase of latest aircraft by low cost carriers has created an appreciably younger fleet than that of the legacy airlines. Besides, the blend of aircraft favored by low-cost aircrafts is more standardized, with low-cost airline fleets being subjugated by single airline types and the use of these aircraft is elevated. The reason an airline may accept a homogeneous fleet is to reduce crew and maintenance expenses, an important concern for low-cost carriers. In cases of the international fleet, an increase in the percentage of carriers with a low-cost business model has some consequence on which types of aircraft are purchased and how they are operated, which may follow through to a transform in emissions. Such a result is complicated to enumerate internationally as there are challenging factors involved and it necessitate knowledge of which carriers at present operate in a low-cost manner. Therefore not clearly modeled changes in use and type of aircraft ordered owing to changes in business model, even though past changes are totally incorporated by the use of data on orders by type. However, a more detailed assessment of the fleets of some specific airlines with different business models is made (Morrell and Dray, 2009). According to the Singapore Airlines Annual Report 2007-08 three latest Airbus A380 aircraft were delivered in the year and inducted into its fleet. SIA is the first airline to fly the A380, and at present the lone airline in the world operating the aircraft. Since SIA the first to induct the A380 the largest and most technologically sophisticated passenger plane ever made, Singapore Airlines heralds a fresh epoch in civil aviation, and as well redefines the experience of best air travel. The airline has solid orders for another16 A380s and preferences on six more. Besides, five new Boeing 777-300ER aircraft were already inducted. These elevated the number of Boeing 777 aircraft in the operating fleet to 72, assuring Singapore Airlines’ place as the world’s biggest operator of the Boeing 777 aircrafts. The Rolls-Royce Trent 900 engine was selected to power the nine additional Airbus A380s, which is expected to be delivered between 2010 and 2011. The passenger fleet operated by the SIA, as at 31 March 2008, includes 98 aircraft, with an average age of six years and five months. The cargo fleet of Singapore Airlines, as at 31 March 2008, involves 14 B747-400 freighters, with an average age of seven years and four months (Singapore Airlines, 2008). Explain how fleet planning is carried out by the airline in practice. Taking the example of SIA’s core fleet planning process, serving customers on the airplane is vital which render customers’ payment into value and usefulness. In-flight service comprises providing customers with food and drink, offering them with information on any subject if asked, assisting them with the carry-on luggage, and a lot of other support. Floor services comprise ticket sale, seat reservation, checking in, baggage handling, and so on. SIA uses the ‘Singapore Girl’ as its symbol of grand service to patrons. SIA became the first airline to introduce free food and alcoholic drinks on its flight in 1972. The third component of the fleet planning perception, customer interface, has four features: performance and support, information and insight, association dynamics and pricing composition. Performance and Support refers to the manner SIA participates, the method it gets in touch with customers – its option of channels, the kind of customer support it tenders and the level of service it gives. To manage its service quality policy, SIA takes on a thorough quality control method and procedure for staff enrolment and selection, and a meticulous training and service strategy (Chan, 2000a). SIA provide one flight attendant for every 22 seats, considered to be the best and above the industry average. SIAs’ Information and Insight strategy does collect information from its passengers. For instance, in the year 1998, it surveyed on 4,000 passengers from all classes to find out their wants and first choice. The study found that people sought comfort, privacy and the experience that SIA provided. A team comprising100 counselors, designers and builders together worked to realize the goal. Subsequently, the company undertook a $500 million cabin refurbish covering details from custom-built seats and further comforts. This aspect of Relationship Dynamics deals with the nature of interface involving the company and customers. In the case of SIA, this communication is face-to-face between cabin staff and passengers. It is incessant all through a passenger’s journey, which can be for the duration of 18 hours or more where the passengers are cared. Business-class passengers get superior seats too, which are wider and can stretch out more. Even the economy-class passengers are delighted with free champagne, a performance established by SIA (Chan, 2000b). Fares on Singapore Airlines display the Pricing Structure that is very expensive in the case First Class and Business Class customers and fairly priced for Economy class. The pricing structure shows Economy Class passenger pays only 8.5% of the First Class fare, and 14% of Business fare, while Business Class fare is 60.7% of the First Class fare. It is quite natural that the First Class passengers are treated like a VIP’s as they are paying for excellent service and are almost certainly receiving value for their money. When considering Customer Benefits, they are not paying for merely transportation, but a service, with all the accompaniments that go to make the customer feel respected by the service provider. The long journey that a passenger makes has to be satisfying, pleasant and comfortable, particularly when the passenger is enclosed in compartment for almost a entire day. SIA has definitely succeeded in turning a torment into a satisfied experience, even for the Economy Class passengers (Ayob, N.D.) Conclusion This paper has explained the baggage handling procedure for both departing and arriving baggage as is experienced using present barcode systems. The concept of advanced technology based RFID as a barcode replacement was mentioned. The importance of baggage handling to airlines and various problems in managing the baggage was explained. It is considered that RFID technology in baggage handling can prove to be very influential. Further the factors that need to be considered in fleet planning and how fleet planning is carried out by the airline in practice also was explained. References Ayob, A.M. (N.D.) Singapore Airlines Limited: Building A Culture Of Service Excellence, [Online] Available from [Accessed on 26 October 2009]. Chan, D. (2000a). The Story of Singapore Airlines and the Singapore Girl. The Journal of Management Development. Bradford: Vol. 19 (6):456-473. Chan, D. (2000b). Beyond Singapore girl: Grand and product/service differentiation strategies in the new millennium. The Journal of Management Development. Bradford: 2000.Vol.19, Iss. 6; pg. 515, 28 pgs. IBM Corporation (2007) Beyond the carousel, [Online] Available from [Accessed on 26 October 2009]. Lazar, F. (2003), A vital industry in search of new policies: air transport in Canada. Behind the Headlines, [Online] Available from [Accessed on 26 October 2009]. Morrell, P. and Dray, L. (2009) Environmental aspects of fleet turnover, retirement and life cycle, Final Report. [Online] Cranfield University & University of Cambridge, Available from [Accessed on 26 October 2009]. motorola.com, (2008) Baggage Tracking RFID Solutions, Industry Brief, [Online] Available from [Accessed on 26 October 2009]. Romanova, I. (2004) Air Transport in the UK: Current Trends and Future Scenarios, [Online] Available from [Accessed on 26 October 2009]. Salomon, J. (2009) A promising view of baggage handling and security improvements, [Online] Available from [Accessed on 26 October 2009]. Singapore Airlines, (2008) Singapore Airlines Annual Report 2007-08, [Online] Available from [Accessed on 26 October 2009]. Viswanadham, N., Prakasam, A. and Gaonkar, R. (N.D.) Decision Support System For Exception Management, In: RFID Enabled Airline Baggage Handling Process, [Online] Available from [Accessed on 26 October 2009]. Yilmaz, A.K. (2008) The Corporate Sustainability Model for Airline Business, European Journal of Scientific Research, Vol.22 No.3 (2008), pp.304-317 [Online] Available from [Accessed on 26 October 2009]. Read More