Interaction d2.1 - V1.0

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

D2.1 General Characterization of Airport Processes and its Interaction

February 2014

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Executive Summary

The document presents 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. This analysis breaks down each process, identifying the actors involved and the roles and responsibilities of each one. In addition to this, consideration has been given to the operational philosophy followed by the different actors, and this is summarised in the written definition included and schematised in the process flow diagram, including the different alternatives observed in every process and the equipment offered by the industry. Next, the information flows between the actors have been highlighted according to a chronological sequence based on time and the means used to support the communication. In these terms, the Information and Management Tools used by the actors to manage their operations have been summarised. Finally, the Colour Petri Nets Theory has been outlined, as this is the method to be used to model the Turnaround which will make it possible to assess the cause-effect relationships between the Passenger, Baggage, Freight and Ramp and GSE processes and the Aircraft Turnaround.

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Table of Contents

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

1 Introduction ................................................................................................................................................ 11

1.1 Contributors ...................................................................................................................................... 11

1.2 Revision status ................................................................................................................................. 12

1.3 Structure of the document ................................................................................................................ 12

1.4 Acronyms .......................................................................................................................................... 13

2 Scope ........................................................................................................................................................ 18

2.1 Objectives ......................................................................................................................................... 18

2.2 Context and Assumptions: Drafting the INTERACTION Scenario ................................................... 18

2.2.1 Context ......................................................................................................................................... 18

2.2.2 Assumptions ................................................................................................................................. 19

2.2.3 Scenarios ...................................................................................................................................... 22

3 Passenger Process ................................................................................................................................... 24

3.1 Scope ................................................................................................................................................ 24

3.1.1 Objectives ..................................................................................................................................... 24

3.2 Context and Assumptions ................................................................................................................. 24

3.2.1 Context ......................................................................................................................................... 24

3.2.2 Assumption ................................................................................................................................... 24

3.3 Identification of Actors involved, Roles & Responsibilities. .............................................................. 25

3.4 Process Description .......................................................................................................................... 26

3.4.1 Process Definition (textual) ........................................................................................................... 26

3.4.2 Passenger Boarding Process ....................................................................................................... 33

3.4.3 Passenger De boarding – Arrival Process ................................................................................... 36

3.4.4 Passenger in transfer process ...................................................................................................... 37

3.4.5 Process Flow Diagrams ................................................................................................................ 39

3.4.6 Identification of Process Indicators ............................................................................................... 41

3.5 Identification and description of Information Flows and Process Interactions ................................. 42

3.6 Information Management Systems ................................................................................................... 45

3.6.1 IOCC – Network Planning ............................................................................................................ 45

3.6.2 DCS System ................................................................................................................................. 46

3.6.3 Movement Messages (MVT) Software ......................................................................................... 46

3.6.4 BHS- Baggage Handling System ................................................................................................. 46

3.6.5 Information Flow–Passenger Processes. ..................................................................................... 46

4 Baggage Process ...................................................................................................................................... 48

4.1 Scope ................................................................................................................................................ 48

4.1.1 Objectives ..................................................................................................................................... 48


4.2.1 Context ......................................................................................................................................... 48

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4.2.2 Assumption ................................................................................................................................... 48

4.3 Identification of Actors involved, Roles & Responsibilities. .............................................................. 49



4.4.2 Process Flow Diagram ................................................................................................................. 65




4.6.1 Baggage Reconciliation System ................................................................................................... 69

5 Freight Process ......................................................................................................................................... 70

5.1 Scope ................................................................................................................................................ 70

5.1.1 Objectives ..................................................................................................................................... 70


5.2.1 Context ......................................................................................................................................... 70

5.2.2 Assumptions ................................................................................................................................. 75

5.3 Identification of Actors involved, Roles & Responsibilities ............................................................... 77


5.4.1 Overview of the Freight process ................................................................................................... 78


5.4.3 Process Flow Diagram ................................................................................................................. 84




5.6.1 Cargo Management System - Hermes ......................................................................................... 88

5.6.2 E-Freight ....................................................................................................................................... 92

5.6.3 Air Waybill and E- Air Waybill ....................................................................................................... 93

6 Ramp and GSE Process ........................................................................................................................... 96

6.1 Scope ................................................................................................................................................ 96

6.1.1 Objectives ..................................................................................................................................... 96


6.2.1 Context ......................................................................................................................................... 96

6.2.2 Assumption ................................................................................................................................... 96

6.3 Process Description ........................................................................................................................ 102

6.3.1 Ground Support Equipment (GSE) ............................................................................................. 102

6.3.2 Ramp operations ........................................................................................................................ 116

6.3.3 Process Flow Diagram ............................................................................................................... 119

6.3.4 Identification of Process Indicators ............................................................................................. 130

6.4 Identification and description of Information Flows and Process Interactions ............................... 131

6.5 Information Management System................................................................................................... 135

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7 Turnaround as a Whole Process ............................................................................................................. 138

7.1 Scope .............................................................................................................................................. 138

7.1.1 Objectives ................................................................................................................................... 138

7.2 Context and Assumptions ............................................................................................................... 139

7.2.1 Context ....................................................................................................................................... 139

7.2.2 The Causal Formalism: Use of Petri Nets .................................................................................. 139

7.2.3 Assumptions ............................................................................................................................... 140

7.3 Identification of Actors involved, Roles & Responsibilities. ............................................................ 141

7.3.1 List of Actors ............................................................................................................................... 141

7.3.2 List of Roles/Responsibilities ...................................................................................................... 142

7.4 Process Description ........................................................................................................................ 145

7.4.1 Process Definition (textual) ......................................................................................................... 145

7.4.2 Process Flow Diagram ............................................................................................................... 150

7.4.3 Identification of Process Indicators ............................................................................................. 151

7.5 Identification and description of Information Flows and Process Interactions ............................... 154

8 Process Management and Information Tools and Support Systems ...................................................... 155

8.1 Scope .............................................................................................................................................. 155

8.1.1 Context ....................................................................................................................................... 155

8.2 Information exchange elements ..................................................................................................... 155

8.3 Current Technologies used ............................................................................................................ 157

8.3.1 Mechanism to exchange information .......................................................................................... 157

8.3.2 Channels to exchange information ............................................................................................. 165

8.4 Current Information Management Systems .................................................................................... 174

8.4.1 Airport Information Management systems .................................................................................. 174

8.4.2 Airline Information Management systems .................................................................................. 177

8.4.3 Handling Information Management systems .............................................................................. 180

8.4.4 Cargo Information Management systems .................................................................................. 183

8.5 Current Information Management Products ................................................................................... 185

8.5.1 Airport Information Management Products ................................................................................. 185

8.5.2 Airline Information Management Products ................................................................................. 188

8.5.3 Handling Information Management Products ............................................................................. 192

8.5.4 Cargo Information Management Products ................................................................................. 193

9 References .............................................................................................................................................. 195

10 Annex I Highest Air Freight Traffic at EU airports .............................................................................. 196

11 Annex II Aircraft and ULD compatibility .............................................................................................. 197

12 Annex III Petri Net Formalism ............................................................................................................. 198

12.1 Petri net modelling formalism ......................................................................................................... 198

12.1.1 Rules for the Evolution of Marking .......................................................................................... 199

12.1.2 Coloured Petri Net Formalism ................................................................................................ 199

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12.1.3 Coloured Petri Net model of the Turnaround Process as a whole ......................................... 200

Index of tables

Table 1 Contributors list .................................................................................................................................... 12

Table 2 Revision status .................................................................................................................................... 12

Table 3 Acronyms list ....................................................................................................................................... 17

Table 4 Roles and Responsibilities associated to the Passenger Process ..................................................... 26

Table 5 Pre-Flight procedures .......................................................................................................................... 31

Table 6 Process Indicators associated to Passenger Process ........................................................................ 42

Table 7 Passenger Process Information Flows ................................................................................................ 45

Table 8 Actors and Roles and Responsibilities for the Baggage Process ....................................................... 50

Table 9 In-gauge baggage ............................................................................................................................... 51

Table 10 OOG Large and/or heavy baggage ................................................................................................... 52

Table 11 Pros and Cons of carrying Belly cargo, from an airline point of view ................................................ 71

Table 12 Favourable and Unfavourable characteristics of Bulk and Containerized cargo for belly transport . 72

Table 13 Low Cost Business Model initiated by Southwest Airlines [6] ........................................................... 74

Table 14 Actors and roles involved in Freight process .................................................................................... 78

Table 15 Air transport document used for cargo and mail ............................................................................... 82

Table 16 Information Exchange in the Freight process .................................................................................... 85

Table 17: Actors, Roles and Responsibilities ................................................................................................. 101

Table 18 Information exchanges .................................................................................................................... 133

Table 19 List of Actors per Process´ Activities ............................................................................................... 141

Table 20 Roles and Responsibilities .............................................................................................................. 145

Table 21 Ground Support Equipment acronyms ............................................................................................ 148

Table 22 List of information exchange elements in the ramp process ........................................................... 157

Table 23 List of information exchange elements in the Freight process ........................................................ 157

Table 24 Common types of Inter-Process Communication Protocol (IPC) .................................................... 162

Table 25 Comparison of the different types of IP based data networks ........................................................ 166

Table 26 Comparison of the different power classes of Bluetooth ................................................................. 172

Table 27 RFID Frequency bands ................................................................................................................... 172

Table 28 Benchmark of some of the current airport information management products ............................... 188

Table 29 Example list of airline information management products............................................................... 191

Table 30 Benchmark of Handling information management products ........................................................... 193

Table 31 Examples of current Cargo Information Management Products ..................................................... 194

Table 32 Cargo and mail loaded and unloaded (thousands tonnes) at major EU airports [18] ..................... 196

Table 33 Aircraft and ULD compatibility [19] .................................................................................................. 197

Table 34 Ground Support Equipment Acronyms............................................................................................ 201

Table 35 Inputs for Causal Modelism ............................................................................................................. 202

Table 36 Node Task Sources: Attributes definition ........................................................................................ 203

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Table 37 Node Precedent: Attributes definition .............................................................................................. 204

Table 38 Node Ti: Attributes definition ........................................................................................................... 205

Table 39 Node Seq Rec: Attributes definition ................................................................................................ 206

Index of figures

Figure 1 Total European Domestic Passenger commercial flights and Total European Non-Domestic Passenger Commercial Flights operated in the twenty-five European Airports with the highest number of Passenger commercial flights in 2012 [1] (Eurostat Data Source)................................................................... 20

Figure 2 Cumulative Data referenced to figures provided in the previous chart, highlighting the percentage of the European Domestic and European Non-Domestic Passenger Commercial Flights [1] (Eurostat Data Source) ............................................................................................................................................................. 20

Figure 3 European Domestic Passenger Commercial Flights operated by Narrow Body A/C´s and Non-Narrow Body A/C´s in the twenty-five European Airports with the highest number of Passenger Commercial Flights in 2012 [1] (Eurostat Data Source) ....................................................................................................... 21

Figure 4 Cumulative Data referenced to figures provided in the previous chart, highlighting the percentage of the European Domestic Flights Operated by Narrow Body of A/C´s and Non-Narrow Body A/C [1] (Eurostat Data Source) .................................................................................................................................................... 21

Figure 5 Passenger Arrival Process ................................................................................................................. 39

Figure 6 Passenger Departure Process ........................................................................................................... 40

Figure 7 Passenger Process Information Flows .............................................................................................. 43

Figure 8 Baggage Process: Reporting Faults communications ....................................................................... 56

Figure 9 SOP Departing Bags .......................................................................................................................... 65

Figure 10 SOP Transfer Bags .......................................................................................................................... 66

Figure 11 SOP Incoming Bags ......................................................................................................................... 67

Figure 12 Baggage and Core Handling overview ............................................................................................ 68

Figure 13 Evolution of Freighters and Belly hold FTK transported (source IATA) [3] ...................................... 71

Figure 14 Basic Freight Process ...................................................................................................................... 78

Figure 15 Landside Freight Loading Process [9] ............................................................................................. 80

Figure 16 Landside Freight Unloading Process [9] .......................................................................................... 83

Figure 17 Freight loading process .................................................................................................................... 84

Figure 18 Freight unloading process ................................................................................................................ 84

Figure 19 Information exchanged within the Loading process flow ................................................................. 86

Figure 20 Information exchanged within the Unloading process flow .............................................................. 86

Figure 21 Information Management Systems of the airport ............................................................................. 87

Figure 22 HERMES integration diagram .......................................................................................................... 89

Figure 23 Real time warehouse functionality screenshots ............................................................................... 90

Figure 24 Hermes service management– Example of cargo profile screenshot ............................................. 91

Figure 25 Hermes dangerous goods declaration screenshot .......................................................................... 92

Figure 26 Typical Ramp Layout ..................................................................................................................... 102

Figure 27 Apron bus ....................................................................................................................................... 103

Figure 28 Self-Powered Passenger Step ....................................................................................................... 103

Figure 29 Non-Powered Passenger Step ....................................................................................................... 104

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Figure 30 PBB ................................................................................................................................................ 104

Figure 31 PRM vehicles .................................................................................................................................. 105

Figure 32 Visual guiding System .................................................................................................................... 105

Figure 33 fuel truck ......................................................................................................................................... 106

Figure 34 Hydrant truck .................................................................................................................................. 106

Figure 35 Lavatory service vehicle ................................................................................................................. 107

Figure 36 Catering truck ................................................................................................................................. 107

Figure 37 Pushback tug .................................................................................................................................. 108

Figure 38 Tow bar ........................................................................................................................................... 108

Figure 39 Tobarless tractor............................................................................................................................. 108

Figure 40 Towable GPU ................................................................................................................................. 109

Figure 41 PBB Mounted GPU ........................................................................................................................ 109

Figure 42 Baggage/cargo truck ...................................................................................................................... 110

Figure 43 Bag Cart types ................................................................................................................................ 110

Figure 44 Dollies ............................................................................................................................................. 110

Figure 45 Container/pallet transporter ............................................................................................................ 111

Figure 46 Single platform transporter loader .................................................................................................. 111

Figure 47 Dual platform loader ....................................................................................................................... 112

Figure 48 Regular Belt Loader ....................................................................................................................... 112

Figure 49 Ramp Snake Loader ...................................................................................................................... 113

Figure 50 Power Stow Loader ........................................................................................................................ 113

Figure 51 Bendi Belt ....................................................................................................................................... 113

Figure 52 Sliding Carpet System .................................................................................................................... 114

Figure 53 Telescopic Baggage System .......................................................................................................... 114

Figure 54 Cargo Loading System ................................................................................................................... 115

Figure 55 Passenger De-boarding at Contact Stand Flow Diagram .............................................................. 119

Figure 56 Passenger De-boarding at Remote Stand Flow Diagram .............................................................. 120

Figure 57 Baggage Unload Flow Diagram ..................................................................................................... 121

Figure 58 Cargo Unload Flow Diagram .......................................................................................................... 122

Figure 59 Catering Service Flow Diagram ..................................................................................................... 123

Figure 60 Aircraft Cleaning Flow Diagram ..................................................................................................... 124

Figure 61 Refuelling Flow Diagram ................................................................................................................ 125

Figure 62 Baggage Load Flow Diagram ......................................................................................................... 126

Figure 63 Cargo Load Flow Diagram ............................................................................................................. 127

Figure 64 Passenger Boarding at Contact Stand Flow Diagram ................................................................... 128

Figure 65 Passenger Boarding at Remote Stand Flow Diagram ................................................................... 129

Figure 66 Information exchanged within the Ramp process .......................................................................... 134

Figure 67 Information Management systems ................................................................................................. 135

Figure 68 Aircraft Turnaround GSE´s positioning .......................................................................................... 147

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Figure 69 Turnaround as a whole Process Diagram ...................................................................................... 151

Figure 70 Turnaround Information Flow Diagram .......................................................................................... 154

Figure 71 Communication Model: Multicast ................................................................................................... 158

Figure 72 Communication Model: Unicast ..................................................................................................... 160

Figure 73 Messaging Model: Request/Reply Messaging ............................................................................... 162

Figure 74 Messaging Model: Publish/Subscribe Messaging.......................................................................... 164

Figure 75 Example of provision of TOBT information in the VDGS ............................................................... 170

Figure 76 RFID Tag ........................................................................................................................................ 172

Figure 77 QR Code ........................................................................................................................................ 173

Figure 78 Example of FIDS system ................................................................................................................ 176

Figure 79 Screenshot of FIDS system used by Aviapartner .......................................................................... 178

Figure 80 Example of Handling RMS with Equipment Tracking System ....................................................... 179

Figure 81 Example of Departure Control System – Flight Management for Ground Handlers ...................... 180

Figure 82 Example of Handling RMS with Equipment Tracking System ....................................................... 181

Figure 83 Example of the infrastructure used in a BRS ................................................................................. 182

Figure 84 Example of the scanners used as part of the BRS ........................................................................ 183

Figure 85 Example of the functionalities involved in Hermes CMS................................................................ 184

Figure 86 Screenshot of the Hermes service management monitor-import flight .......................................... 184

Figure 87 Petri Net example ........................................................................................................................... 198

Figure 88 Petri Net firing transitions ............................................................................................................... 199

Figure 89 Turnaround Ground Support Equipment Positioning ..................................................................... 201

Figure 90 Preliminary CPN Model .................................................................................................................. 203

Figure 91 Preliminary CPN Model: Node Task Source Initial Conditions ...................................................... 204

Figure 92 Preliminary CPN Model: Node Precedent Initial Conditions .......................................................... 205

Figure 93 Preliminary CPN Model: Node Ti Initial Conditions ........................................................................ 206

Figure 94 Preliminary CPN Model: Simulation Initial Conditions ................................................................... 207

Figure 95 Preliminary CPN Model: Simulation step 1 .................................................................................... 208





Figure 100 Preliminary CPN Model: Simulation step 6 .................................................................................. 210

Figure 101 Preliminary CPN Model: Simulation final conditions .................................................................... 211

Figure 102 Results from simulation represented in a Gantt Chart 1 .............................................................. 211

Figure 103 Results from simulation represented in a Gantt Chart 2 .............................................................. 212

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1 Introduction

This document analyses the current situation, in order to identify in the following project deliverables the inefficiencies that impact negatively on the Aircraft Turnaround management. Therefore, a deep assessment of the Passenger, Baggage, Freight, Ramp and GSE and comprehensive Turnaround process will be made in the next pages in order to:

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

Characterize the different information tools that support the information management in each process.

1.1 Contributors

Name Organisation Role

Person Responsible

José Luis Martín Sánchez INECO SWP2.1 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

Juan Francisco García INDRA T2.1.6 Contributor

Aitor Sudupe INDRA T2.1.6 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

27/02/2014 1.0 Final version

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

Section 4 is dedicated to Baggage Process definition

Section 5 covers the Freight Process

Section 6 schemes the Ramp and GSE process

Section 7 describes the Turnaround as a Whole

Section 8 collects the Information and Management Tools

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 which leads to independent strategies and objectives which in most cases cause negative impacts and inefficiencies. Furthermore, each stakeholder has different priorities when carrying out their activities, eventually resulting in an overall decrease in efficiency in the turnaround process, due to the large number of services to be carried out.

Landside processes (Passenger and Baggage), freight processes, and GSE (Ground Servicing Equipment) management ramp operations need to be managed so that coordination between them all and also with the aircraft turnaround should be in place. 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, both 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.

Therefore, it is essential to give a complete description of the different sub-processes and the identification of inefficiencies between them that impact on the current Aircraft Turnaround process, especially addressing the needs for improvement in the interactions between sub-processes (D2.3 Scope), which will lead to the development of solutions as a first step to achieve that Turnaround optimization

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 carry out this analysis, it is logical to characterize the Turnaround process and sub-processes: Passenger, Baggage, Freight and GSE management in Ramp operations. This description will allow the identification of the information flows between all of the stakeholders involved in each process, as well the interactions between them, as a main input to assessing the information management. Therefore, as a summary, the main objectives to be developed in this deliverable 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

Characterization of the different information tools that support the information management in each process.

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:

A-CDM: The Airport Collaborative Decision Making (Airport CDM) is now embedded in the ATM operational concept as an important enabler that will improve operational efficiency, predictability and punctuality in the ATM network and airport stakeholders. It is expected that Airport CDM will have an impact on the operating efficiency of airport partners, and may eventually contribute to reduced buffer times for resource planning and flight times due to enhanced predictability. It is recognized that the implementation of Airport CDM will transform many of the communication policies and procedures that have historically dominated the airport operations environment, bringing substantial improvement to all partners.

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SESAR: The SESAR (Single European Sky ATM Research) programme is building the future European air traffic management system. It is the technological and operational dimension of the Single European Sky (SES) initiative to meet future airspace capacity and safety needs. Furthermore, SESAR involves developing a new ATM system to handle more traffic with greater safety and at a lower cost. Its new technologies and procedures will also reduce the environmental impact of flying.

SWIM: SWIM consists of standards, infrastructure and governance enabling the management of ATM information and its exchange between qualified parties via interoperable services. Through SWIM, information is made available and processed through services which need to conform to applicable standards and be registered so that they are accessible. In addition, SWIM improves the interconnectivity of domain systems. SWIM promotes and contributes to open standards, and it also provides technology recommendations. The aim of this is to improve information management and therefore information sharing on a wide basis, providing support for permanent dialogue between the various partners. SWIM will cover the security requirements associated with the information exchanges. SWIM also enables wider discoverability of pertinent information, while making it easier and less costly to share.

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 such several features can be established:

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:

As A-CDM will be a concept extended more and more across Europe, elements defined by A-CDM could be implemented and running in the Airport.

The Airport will be aligned with SESAR deployment phase, so that most of the new concepts associated with Airport Operations could be in place and running.

The Airport will probably be connected to the future European Network via SWIM, taking into consideration the SWIM information management protocols and procedures for its external and internal communications.

Only commercial flights shall be considered

Airports will be European, operating mainly European domestic flights. According to the EUROSTAT statistical data repository, the European Airports with the highest numbers of Passenger Commercial Flights across Europe account for an overall percentage of European domestic flights greater than 50% of the Total Passenger Commercial Flights operated. This statement is highlighted by the following graphs:

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Figure 1 Total European Domestic Passenger commercial flights and Total European Non-Domestic Passenger Commercial Flights operated in the twenty-five European Airports with the highest number of Passenger commercial

flights in 2012 [1] (Eurostat Data Source)

Figure 2 Cumulative Data referenced to figures provided in the previous chart, highlighting the percentage of the European Domestic and European Non-Domestic Passenger Commercial Flights [1] (Eurostat Data Source)

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). Based on the statistical data collected by EUROSTAT, in the European Airports with the highest number of Passenger Commercial Flights across Europe, slightly more than 77% of the Total Passenger Commercial Flights operated are Intra-European flights using Narrow Body Aircraft. Almost all the remaining 23% of Intra-European flights use other types of Aircraft, Figure 4.

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Figure 3 European Domestic Passenger Commercial Flights operated by Narrow Body A/C´s and Non-Narrow Body A/C´s in the twenty-five European Airports with the highest number of Passenger Commercial Flights in 2012 [1]

(Eurostat Data Source)

Figure 4 Cumulative Data referenced to figures provided in the previous chart, highlighting the percentage of the European Domestic Flights Operated by Narrow Body of A/C´s and Non-Narrow Body A/C [1] (Eurostat Data Source)

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2.2.3 Scenarios

Once these assumptions have been considered, the resulting Operational Scenario is defined, including the Ramp services which are employed during the Turnaround process. Due to the huge impact of the stand location used to park the Aircraft during the Turnaround (close to terminal or remote from it), which affects the whole process and sub-process as well the equipment allocated in the services provision, two Scenarios shall be considered:

General Scenario

Alternative Scenario

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).

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)

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%

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

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. 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 relevant information flows as far as can be.

The airport terminal (check-in counters, gates, arrival gates) marks the physical boundaries for the passenger but there is a huge “industry” going on behind the scenes which creates the passenger experience and should result in the on time departure of the aircraft. Airline Customer Satisfaction Surveys for the last 10 years shows that passenger satisfaction is mainly appreciated by In-flight Service, On-time performance and Irregularities. It is clear though that optimization of the turnaround time which has as a result the maximum utilization of the aircraft fleet and passenger satisfaction is therefore essential for a successful operation.

3.1.1 Objectives

The purpose is not only to visualise and understand passenger related process in itself but also to identify the critical points where decisions or changes in normal procedure are needed, the interaction between other departments and of course the information flow.

This understanding should then lead to a better optimisation of the whole process thanks to better insight into the critical interdependencies and the points in the process where there are risks of delays and errors. Proactive measures are essential for the efficient management of all processes as well as improvement of the process design and the input of new techniques (mainly innovative and information related to). All the above may be achieved if all processes are clearly defined and accounted.

3.2 Context and Assumptions

3.2.1 Context

The airport considered is an International Airport within the EU. The type of flight is commercial, scheduled and a regular connection between specified airports. Depending on origin or destination, the passenger can face different security and customs controls, which the alternatives considered during the process should also describe.

3.2.2 Assumption

According to different boarding methods based on the Aircraft parking position it is assumed that both stands close to the terminal building allowing boarding by Passenger Boarding Bridge (PBB) and remote parking boarding by the use of buses means are used. As well, airport capacity (landside and airside) and facilities are assumed to be adequate for the level of the operation (Check-in facilities used cover all check-in process methods, and thus Web check-in, Kiosk check-in and conventional check-in are in place and operative). Boarding gates use gate based security screening facilities and concepts. Gate readers are installed and used for the boarding process

Different Check-in drop-off counters are used for the following passengers.

Business class passengers, Gold card or other honoured card holders, Special passengers such as PRM´s, UM´s, and International/Domestic passengers are checked in at special designated Check-in counters.

Destinations to Extra Schengen flights need to pass through passport control (Great Britain–Switzerland) so extra time is needed.

The passenger process is divided into three different flows: Arriving passengers, departing passengers and transits.

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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.

3.3 Identification of Actors involved, Roles & Responsibilities.

Actor Role Responsibility

Airline Ticket Sales Facilities and means of ticket sales, ticket charges, excess charges.

Check-in Supervisor Manage irregularities, take critical decisions.

Check-in capacity Enough counters to check-in passengers on time.

Network change Approves aircraft changes, aircraft scheduled flight in case of irregularities.

Airport Operator Check-in counters Sufficient capacity for Check-in counters, maintenance of Check-in, boarding equipment, airport signage, boarding facilities maintenance

Information Flow Airport Flight Information Displays for passenger information.

Handling Agent Check-in passengers Capacity of staff for timely Check-in

Boarding passengers Capacity of staff for timely boarding.

Arrival of passengers, Capacity of staff for timely de board and transport of passengers.

Quick Transfer of passengers Adequate staff to assist in case of late incoming flights

Flight Editing/ Close out Experienced staff to edit flight and prevent circumstances. Management of Human Resources.

Station Control Information flow on flight status, management of delays, info for potential irregularities.

Private Security (contacted by the Airport Operator)

Security Control Monitor passenger and hand luggage to ensure that no forbidden articles enter the airside.

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Law Enforcement Bodies Emigration control Guarantee departing Non Schengen passenger have valid passport.

Immigration Control Guarantee arriving Non Schengen passenger have valid passport and visa.

Customs Control Control of incoming flow of goods for Non UE flights.

Table 4 Roles and Responsibilities associated to the Passenger Process

3.4 Process Description

3.4.1 Process Definition (textual)

Passenger Process is divided into the following Sub–Processes:

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.

For the arriving passengers, the 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 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 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.

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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 (UM...) are escorted to the gate area by designated employees.

For departing passengers, the process starts with the acquisition of their travel tickets and their arrival at the airport of origin.

Passengers with a confirmed ticket may proceed to the available Check-in methods. Passengers who need to buy their ticket or pay for any extra services should be able to easily identify the ticket sales desk.

The following are available methods of Passenger Check-in:

WEB – Home – Mobile Check-in: passengers have checked in online and hold their boarding passes. According to Airlines IT&T Infrastructure, passengers may be required to print their boarding pass or having it delivered electronically to their handheld/smartphone device;

Kiosk Check-in: passengers holding confirmed tickets are required to check-in at the dedicated equipment’s and obtain their boarding passes;

Traditional check-in at the counter: depending of the Airline procedure passengers may check-in at dedicated or common use counters. Carriers may only apply this method for special category passengers or Business class – Premium Passengers;

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

Those that are holding baggage should proceed to the allocated check-in counters usually named as Baggage Drop Off and check-in their baggage. Should an excess or other payments be required, the bag is stood by and the passenger returns to the ticket sales desk to complete the payment, then comes back to the Check-in counter for baggage release. Depending on the airport’s infrastructure, special baggage requirements (size, weight, nature…) may apply. Usually oversized or unusually-shaped bags are delivered to Special counters named OOG, Out of Gauge. Passengers deliver these items by themselves.

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”. At the Centralized Security Control, all passengers pass through the screening equipment and then move freely within the shop and gate area. This Security Control is performed by the Private Security Company contracted by the Airport.

Immigration control, mandatory for Non Schengen departing passengers. Usually there are dedicated Passport control counters for Local Passengers, Schengen passengers and Other Third Countries (Non Schengen). This security control is performed by State Security and Forces Bodies

Security Control before the boarding gates. At security controls before the gate area there is an additional pre–security control in order to verify that the specific passenger is eligible to board. Then passengers may enter the shopping/waiting area and proceed to their respective screening controls. This security control is performed by the ground handler agents at the boarding gate managing the boarding process.

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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.

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.

Actions prior to boarding that have to be completed are:

Aircraft serviceability verification by the Captain

Aircraft Safety and Security checks

Cleaning of aircraft

Catering of Aircraft.

Crew briefing

The above processes are usually part of the Ramp processes and will not be discussed here.

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.

The DCS system counts the checked-in and boarded passengers until all passengers have been boarded.

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 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.

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Finalization of the boarding process is given by the Cockpit crew and ramp agent, and the 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

3.4.1.1 Pre-Flight Preparation

In order to ensure the smooth operation of the flight it is essential to complete a proper pre-flight preparation. This consists of the following processes:

Prior, during and after passenger processes, several actions have to be performed in order to verify the smooth operation of the Flight. During daily activities, flight info and irregularities should be observed and action needed should be taken. Information may come from a variety of Systems/Means depending on the Handler/Airline structure. The usual methods of information sourcing and tracking are:

Airlines Network – Flight planning System

Airports Flight Information Displays

DCS system own notification – info System

Movement Messages

A dedicated department according to the local setup should be responsible for gathering all

information and referring it to departments accordingly. Such departments may be:

Handlers- Airlines Station Control.

Airlines – Handlers Check-in Close out

Airlines Representatives

IOCC of the airline

Prior to flight check-in initiation, all prior information should be assessed and flight open should be commenced. Such actions are to verify that the correct Aircraft type, configuration and capacity are allocated to the specified flight. All irregularities are observed in order to minimize or handle any foreseeable delays, as described in the table Pre- Flight Preparation. Airline employees or Handling Agent employees may perform these duties according to the local contract or roles of the Airline. There is no clear definition of who should perform these duties.

Flight editing procedure Step Close Out Agent-Supervisor

1 Familiarize yourself with the booking figure for each flight in order to be prepared to handle an overbooking situation in an efficient manner

2 Check flight is displayed in DCS System

3 Check the Configuration found in the Airlines Network Planning System or Daily published operations plan against the configuration shown in the Check-kin DCS subsystem so as to verify the Correct Configuration and Business / Economy class divider curtain version of the A/C

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4 Check flight status accordingly. Check-in status may be:

Open

Suspended

Boarding

Delayed

Cancelled

5 Check that the departure plan activities have run correctly,

Passenger Name list has been processed.

All required systematic processes have been finalized.

If there are any problems check with DCS support

6 Check correct A/C registration

7 Check correct gate number is entered

8 Check booking figures in order to be prepared to handle overbooking situations in an efficient manner.

9 Insert all necessary info about flight (Gate Number, Delays, …)

10 Perform pre-seating (if necessary)

Normally, special facility seats as well as seats for special categories of passengers are pre-allocated at the time of reservation.

8 Block last C-class and first Y-class rows in case of last minute a/c configuration change

9 Block rows after the 4th Y-class towards the back for proper seating of families who may check in late

11 Check for any special requests e.g. wheelchairs, assistance, seat requests or VIP‟S, CIP‟S and take necessary actions.

12 Check with Network Planning system or Daily program for any irregularities or special attention needed .During the daily operations Movement messages should be carefully noticed for irregularities or other information.

If a Station control is available then Station Control should identify all irregularities and inform Close out Agents.

Weather conditions

Airport Restrictions

Aircraft Maintenance needs

Late incoming Aircrafts

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13 Make sure that all check-in Staff are aware of special situations and delays.

14 In case of misconnections arrange with ticket sales to rebook passengers on next flights.

15 Inform Arrival Agents of any irregularities

16 Meet and assist/escort arriving passengers with short connections

17 Meet and assist arriving passengers needing special services such as PRM, UM...

Table 5 Pre-Flight procedures

3.4.1.2 Check-In Counter Requirements

The following applies for check-in counters:

Check-in counters must be correctly identified, with airlines logo, flight numbers and times; in the case of common check-in, counters should refer to all destinations or any alternative destinations checked in as specified in the Local Procedures Manual and the handling contract;

A check-in sign showing Flight number, Destination and airline logo is positioned near or over the desk;

The check-in counter itself should be stocked with name labels, timetables, notification regarding restricted articles and other relevant information;

The number of counters will depend on the station and type of flight handled;

A supply of the necessary check-in materials should be available before check-in starts;

Airport Flight Information System shows the correct flight details if applicable.

3.4.1.3 Queuing Time

The premise is that queuing time should be as short as possible. Following this, according IATA 9th Airport

Reference Material, an acceptable queuing time for First Class, Business and/or Priority passengers should not be longer than 3 minutes and for Economy class passengers should not be longer than 12 minutes

1.

Processing time should be flexible according to individual circumstances.

If the check-in counter is not continuously staffed the counter must be opened according to the flight:

International Flights: No later than three hours prior to departure

Domestic Flights: No later than two hours prior to departure.

At least one check-in counter should remain open until departure time. This check-in counter should indicate to whom the passenger can refer to.

1 This acceptable Queuing Time will depend on the Airline Policy, for example, in the case of Aegean it is

assumed that for First Class, Business and Priority, queuing time will be no longer than 5 minutes. For Economy Class, acceptable queuing time should not be longer than 15 minutes.

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3.4.1.4 Check-in Methods

WEB Check-In:

WEB check-in (or internet check-in) is possible via the Airline Web Site. Conditions are:

Passenger must hold a valid ticket (electronic or paper ticket);

Flying to/from certain selected destination, eligible for web check-in;

This type of check-in enables passengers to print out their boarding pass on their own printer or store it in their own electronic devices (smartphones or similar);

The web boarding pass consists of a single A4 size paper copy which stays with the passenger. After validation at the gate, keeping a copy is not necessary.

Kiosk Self Service Check-In Devices:

Self-service check-in is the check-in performed by passengers, by entering their means of identification into a self-service check-in device, which then issues a boarding card with seat number.

Self-service check-in means of identification are:

Passenger’s name and electronic ticket number;

Passenger’s name and booking reference;

Passport;

Frequent Flyer Card number, presented at the reservation;

Credit card number with which the ticket was issued.

Traditional Check-in:

At the check-in counters, the check-in agent (or airline staff member) checks the documentation of the passenger to confirm his/her identity and destination. Unlisted passengers are only allocated places on a space available basis. Next, passengers are asked for their seat preference which is respected in accordance with availability and the limitation of the Emergency exit rule, finally allocating the seat number and, after confirming the baggage (number of pieces) handed over is checked in, issuing the Boarding Pass.

When handing back the documents, the passenger is informed of the departure gate and boarding time, customs inspection, passport control, security measures and any relevant information according to local procedures.

3.4.1.5 Baggage Drop-Off

All passengers who checked in via internet or at the Self-service Kiosk have the possibility to drop-off their luggage at a baggage drop-off counter. Only the registration of the baggage, the printing of baggage tags and the capturing of APIS/Doc Check data will be performed at the baggage drop off counter. The advantage for the passenger in using the self-service facilities in combination with the baggage drop-off counter is a shorter wait-time. The procedure is as follows:

Collection of the boarding pass and baggage, calling up the passenger data on the Check-in system;

If necessary, capture of APIS/Doc Check data;

Verification that the weight of the baggage is within the free baggage allowance of the passenger. If necessary, apply the standard procedure for excess baggage;

For passengers who continue to an onward destination, baggage is tagged until the final destination observing the standard rules for through check-in of baggage.

Ask if any Prohibited Articles are being carried in carry-on baggage;

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The baggage is weighed, removing old baggage tags. All baggage must be labelled with the passenger’s name. Passengers are reminded to take all valuable items with them instead of placing them in the baggage for loading;

In case of excess baggage, passengers are informed accordingly, directing them to the tickets sales desk for payment;

Passengers are asked if any Dangerous Goods are carried in checked baggage.

Baggage is entered into the Check-in system

Baggage tags are attached to the pieces of baggage and the baggage is transported.

Finally, the boarding pass and the claim tags for the checked baggage are handed to the passenger.

Damaged, fragile or unsuitably packed baggage and items other than personal baggage must be

tagged with a Limited Release Tag. In this case the passenger is advised that in the event of

damage or further damages occurring, airline may not accept liability for any subsequent claim. The

passenger is then asked to sign the Limited Release Tag.

Passenger is informed of the final destination of the checked baggage in case of connecting flights.

3.4.1.6 Check-in Deadline

Check-In Deadline is a time expressed in minutes prior to scheduled departure which is published to passengers, travel agents and which is the latest time passengers should present themselves for check-in at the designated check-in counter. Check-in deadlines depend on the station and the type of flight.

IMPORTANT: Strict application of the deadlines helps on-time departure of the flights.

3.4.1.7 Late Check-In

A late check-in is a check-in performed after the official check-in deadline. Late passengers may be accepted, with or without baggage, with the agreement of the Station Manager or other authorized staff, under the following conditions:

Baggage will be checked only with a limited release tag. Passenger is informed that departure is not guaranteed. Passenger is informed that no additional meals will be ordered if this would cause a delay of the flight.

Departure will not be delayed.

3.4.2 Passenger Boarding Process

Before Boarding process starts

Passengers should stay at the boarding area before the boarding starts. Gate agents start their activities a certain time before boarding starts. An indicative time is at least 45 minutes to STD. Parallel to this, the monitor should display the “Boarding” status. Gate agents’ tasks include:

Carry out a briefing with relevant information;

Gate set up (tensa barriers, baggage sizer…);

Prepare passenger queues, according to passenger type ;

Scanning of the passengers’ cabin baggage.

Regarding the last point, Cabin Baggage Scanning, special attention and effort needs to be given. It is very important to perform scanning and complete it, before the boarding starts (oversized cabin baggage and/or a greater number of pieces than allowed per passenger). Statistical data has shown that Cabin Baggage is responsible for delaying the boarding process, creating frustration in customers on board and delaying the customers’ in settling into their seats, thus delaying flights.

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Pre-Boarding

Pre-boarding should be performed for all special passengers. The following priorities should be followed in coordination with the crew:

PRM, INAD and DEPO Passengers shall always be boarded before all other passengers:

Deportees shall be boarded without drawing attention to them. DEPO's escorted by officers of the

law shall be pre-boarded and seated in the aft-rows;

DEPO passengers must be verbally notified to the PIC;

Unaccompanied Minors (UM) and elderly passengers:

UMs as well as any PRM passengers shall be personally handed over to the flight crew;

Transit Passengers:

Transit passengers shall be called and boarded as mentioned, by withdrawing their transit passes

from them;

Families with children and infant;

On request-groups.

Actions Taken

The pre-boarding shall be requested by an appropriate announcement to passengers;

Such announcement shall be made prior to the actual boarding call in the departure gate;

The announcement may also be necessary in the ramp bus (if used);

The crew has to be informed via operations about special pre-boarding.

When Boarding starts

When ready to start boarding, ensure that:

Gate monitors should display “Last Call” status

The revised Boarding announcement is made

Usually, two queues are formed by that time; Premium Customers’ and Economy with customers sitting in the aft of the aircraft. The passengers are verbally informed that a single queue should be formed for all customers (except Premium Customers). Tensa barriers can be used to form the two queues and relevant A4 paper displays indicating the direction for each customer will be provided.

Boarding starts with the boarding of passengers requiring special assistance (PRM, UM…) families with children and anyone in need, first; followed by the boarding of the Premium Customers’ queue. Once all customers standing in that queue have boarded, the process continues with the next queue, the Economy Class passengers. The procedure implies:

Checking that customers with Fast Lane stickers are PREMIUM

The boarding of customers strictly following the seat number/row order

Customers that are not yet to board (front rows) are asked to wait at the back of the queue, not where they stand at that time. Premium customers who arrive in their respective queue during boarding of economy class customers can be served by one agent without interrupting the rest of the customers that will be continuously served by the other agent/scanner.

Boarding Procedure

It is important that passengers‟ safety must be observed throughout the complete boarding process. The following actions are taken to board the passengers:

Boarding announcement;

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Passenger holding boarding passes and identification documents. Identity check of the passengers is repeated during boarding the gate. This also includes transit passengers;

Checking flight numbers and dates on boarding passes, seat number;

Remove excessive carry-on baggage.

Passengers are asked to scan their boarding pass through the automated system if present. In case of non-automated system the procedure is as follows:

Tear off the boarding pass stub performing computerized Boarding Control through DCS or passing the boarding pass through the Gate Reader. Keep flight coupons where applicable. Return the small portion of the boarding pass to the passenger;

Passenger boarding should be conducted in an orderly manner using the forward door only if an air bridge is used and both forward and aft doors if the aircraft is parked on the open apron;

Upon boarding the aircraft passengers shall be directed in such a manner that passengers are finding their seats as fast as possible with the least degree of hindering each other. At transit stations of multi-sector flights, passengers in transit shall board before local boarding passengers;

The total number of passengers checked in should be equal to the number of passengers boarded and finally the total number of passengers counted on board the aircraft and mentioned in the load sheet.

Regarding the process, recommendations are included to speed up the boarding process:

Avoid overcrowded areas and long queues on the Passenger Boarding Bridges, on the stairs and at the entrances of the buses;

Help passengers requiring special assistance;

If boarding is performed by bus, make sure buses are not overloaded;

If passengers walk from the gate to the aircraft an agent should escort them;

In case of Manual Boarding Control check passenger’s sequence number on the manual boarding chart.

Passengers Reconciliation

After completion of passengers‟ boarding, the Gate Agent informs the Ramp Agent about the number of passengers‟ boarded through normal boarding procedure. The ramp agent will provide the information to the Senior Cabin Attendant and the Commander, in order to cross check the Passengers´ figures with the Load sheet.

Purpose of the measures:

According to European Security Regulations, airlines shall transport checked-in baggage only if its owner is on the same flight and shall prevent the introduction of any other bags. To this extend passengers that are not accepted to the flight due to different reasons (fail to present at the gate within the specified time, are ineligible to board and so on) should be offloaded such their baggage should be identified and unloaded of the flight. After the head-counting, if the number of passengers boarded is less than the number of passengers checked-in, according to the head-counting, and thus stated on the Load Sheet, actions are taken:

Make an individual call for the passenger (on board, at the gate and in the terminal);

Check the name of the passenger in DCS;

Check if the missing passenger has checked baggage inform ramp agent to locate the baggage and offload it;

Check for any check-in error (double check-in);

Check if he was through checked from another station;

Check with security/Immigration or customs if the passenger had been delayed there.

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If the passenger does not show up and has not checked in any baggage, offload him in the DCS advising Load Control and ramp agent. If the passenger does not show up and has checked-in baggage, it must be assured that his baggage will be offloaded before departure. Offload passenger, in the DCS advising Load Control and ramp agent about it.

In general, the baggage identification is necessary in order to determinate the baggage of the missing passenger. Ramp agent and Station control are informed during the baggage reconciliation procedure all the time.

Boarding Finalization

Following passengers board and baggage reconciliation necessary Flight Documents should be delivered to the Flight Crew. According to the airlines infrastructure these documents may be provided electronically or manual printed through gate printers. Usual Flight Documents are

Load–Sheet;

Passenger Information List (PIL).

It is the responsibility of Ground Personnel to ensure that Cabin Crew is informed of all passengers travelling. The Passenger Information List is a mandatory document which contains all necessary information that Cabin crew needs to have regarding passengers.

3.4.3 Passenger De boarding – Arrival Process

Pre-Arrival Activities:

The pre-arrival activities entail the collection of all the necessary information of arriving passengers through the DCS info system, Station Control Info, Close Out and / or movement messages. Pre-arrival activities include the following ones:

Check the number of passengers on board, in view of the number of busses to be foreseen;

Check the special service messages: PTM, PSM...

Arrange for special assistance if required;

Check the estimated time of arrival. If delayed, check connections and make new reservations if necessary;

Check individual messages;

Prepare to quick transfer short connecting passengers;

Inform passengers accordingly on next flight info – Gate – Check-in allocation.

Disembarkation Rules

The following general disembarkation rules apply:

Passenger safety must be observed throughout the entire disembarkation process;

Disembarkation may only start after OK given by ground staff to cabin crew. In case buses are used, disembarkation may start after passenger bus is available;

Cabin doors must be opened by the cabin crew, after OK from the ground staff or commander, whichever is applicable;

Make sure steps or Passenger Boarding Bridge are in correct position.

Order of Disembarkation

Disembark passengers in the following sequence:

VIPs;

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Business Class passengers;

Economy Class passengers;

Deportees;

Ums;

Passengers with reduced mobility or needing special assistance.

Particular procedures for the arrival process

Whenever applicable, Delivery at Aircraft baggage must be offloaded and returned to passenger at the time of disembarkation, but without causing any delay in the disembarkation process;

Where applicable, meet and assist arriving passengers giving all relevant information concerning immigration, customs clearances and connecting flights;

If disembarkation is done by bus, make sure busses are not overloaded. Always separate business class passengers from economy class passengers, according to local circumstances;

If passengers have to walk on the apron they must be escorted; in this case, observe ramp safety regulations;

Passengers needing special assistance (reduced mobility, mothers with infants etcetera.) must be assisted in every possible way up to the arrival hall;

Unaccompanied minors must remain under the airlines’ or handling agent’s custody until handed over to the awaiting party;

Where possible, arrival staff shall be present when disembarking with a list of the connecting flights at risk, including details such as departure gate, boarding time;

Whether or not an arriving passenger must go through immigration at the arrival station depends on the journey of the passenger, and the location of the arrival airport in a Schengen or non-Schengen country (list of the Schengen countries (see TIM/TIMATIC);

Whether or not an arriving passenger must clear his baggage through customs at the arrival station depends on:

The journey of the passenger;

The location of the arrival airport in or outside the European Union;

Reference: More detailed information and a list of EU countries can be found in TIM/TIMATIC.

3.4.4 Passenger in transfer process

3.4.4.1 Overview

Transfer passengers are passengers arriving by aircraft at a given aircraft, holding a confirmed or requested reservation for a connecting flight by the same or another carrier, and whose baggage was checked through on that connecting flight at the original boarding station. Transfer passengers hold separate flight coupons and receive separate boarding passes for the different parts of their journey

3.4.4.2 Handling at Connecting Station

The aim of efficient handling at connecting stations is:

Improvement of passenger service;

Facilitation of ground handling activities;

Reduction of connecting times;

General Handling Procedures.

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Upon receipt of the PTM, all necessary arrangements should be made to ensure a smooth transfer of the passengers and their baggage as is shown below:

Check inbound/outbound connections and number of passengers concerned;

Check critical connections;

Prepare handling of passengers needing special assistance;

In case of interline transfer; notify the continuing carrier, using the PTM information;

Meet the transferring passengers upon arrival of the incoming aircraft;

For disembarkation and arrival assistance, follow the principles described in PSM Section 3 “Arrival” If possible, have the passengers with short connection disembark first;

Direct the through checked passengers to the appropriate departure gate. Direct non-through checked passengers for check-in to the transfer desk or gate, whichever is applicable;

Give the passenger all relevant information concerning immigration and customs clearance, if applicable;

Airport change. If an airport change is occurred during a transfer is involved, through check-in of passengers and through labelling of baggage is not permitted;

Through Checked Passengers;

Passenger Transfer Message (PTM). A Passenger transfer message (PTM) must be sent to inform the connecting station of the transfer passengers and their checked baggage;

Special Assistance Facilities. Passengers needing special assistance (reduced mobility, mothers with infants, etcetera) must be assisted in every possible way during the transfer.

Unaccompanied Minors must remain under the airlines’ or handling agent’s custody during the complete transfer time.

3.4.4.3 Minimum Connecting Times

In order to guarantee passengers and their checked baggage the transfer to a connecting flight, minimum connecting times are defined for each airport. Such minimum connecting times (MCTs) must be observed if baggage should be through-checked to the final destination.

Therefore, a reservation for a continuing journey involving two or more flights may only be confirmed if the time between schedule arrival and schedule departure at the point of transfer is equal to, or greater than the established MCT.

3.4.4.4 Immigration at Transfer Station

Whether or not a transfer passenger must go through, immigration at a transfer station depends on the journey of the passenger and the location of the transfer airport in a Schengen or non-Schengen country (For list of the Schengen countries, see TIM/TIMATIC). Exceptions might be locally decided

Transfer Documents

Certain countries require a transit visa for certain nationalities, even if the passenger remains in the transit area of the airport. If a change of airports is involved, a transit visa may be required. If transit documents are missing, the passenger may become an INAD (Inadmissible Passenger).

Customs Clearance at Transfer Station

Whether or not a transfer passenger must clear his baggage through, customs at a transfer station depends on the journey of the passenger and the location of the transfer airport in or outside the European Union. Reference: More detailed info and a list of EU countries can be found in TIM/TIMATIC.

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3.4.5 Process Flow Diagrams

Arrival Process

Figure 5 Passenger Arrival Process

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Departure Process

Figure 6 Passenger Departure Process

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3.4.6 Identification of Process Indicators

Identify the process indicators used at the moment to check the pax process in real-time, such you can foresee issues that could delay the turnaround (bottlenecks on check-in queues, % of pax have not checked in due time to reach the boarding gate on time, etcetera)

Code Item

Applies for Handling of

Description Target

Pax Ramp

%

1 Customer Perception

Average rating of passenger perception on a scale from 1 to 5 (best)

Source: Customer Satisfaction Survey (CSS)

4.8

Check-in X Overall perception (average annual result) 4.81

Gate X Overall perception (average annual result) 4.81

%

2 Station delays -minutes per 100 Departures

X X

The delay time caused by handling delays. Penalties will only be applied when the aircraft is operating on schedule STA+/-5 min. (Source: AIMS, Network Planning System)

Delay Codes: 8,9,10,11, 12, 13, 15,16 31

Delay Codes: 18, 31,32,33, 34, 35,39

5%

%

3 Aircraft Cleaning

X

The cleaning has to be performed within the given timeframe and to the satisfaction of the flight crew. Cleaning times are as follows:

A319: 10 mins.

A320: 12 mins.

A321: 16 mins.

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4 Baggage Delivery

X

Baggage Delivery: Out Of Hub The first bag should be delivered on baggage belt 7 mins. after ATA . The last baggage has to be on the belt 20 mins after ATA.

Baggage Delivery Hub Station: The first bag should be delivered on baggage belt 11 mins. after ATA . The last baggage has to be on the belt 21 mins after ATA.

95

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Code Item

Applies for Handling of

Description Target

Pax Ramp

5 Baggage Irregularity Rate:

X X

Number of Baggage Irregularity Cases per 1000 passengers (Source: Worldtracer):

Target for HUB Station 2.5

Target for peripheral airports 1.1

RL Codes:

P10, 11, 12, 15, 17

P20, 21, 23, 25, 27

P30, 31, 32, 33, 35

2.5/1.1

6 Ramp handling

X

Provision of service equipment and staff: All service equipment and necessary staff must be positioned/ available within 2' after beacon lights are turned off

100

Table 6 Process Indicators associated to Passenger Process

3.5 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:

.

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Figure 7 Passenger Process Information Flows

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Passenger Services constantly work in close communication and cooperation with some of the other functional areas such as the following:

Ramp handling for the coordination off activities required for the turnaround process. Many of key function activities such as boarding initiation are directly related to ramp functions (cleaning – fueling etcetera.)

STACO Station control is the entity that monitors flight paths and irregularities, communicate with airport and airline Operations Centers in order to verify and identify irregularities. Communication and flow of information with this department is essential.

Lost and Found for the treatment of all misconnecting – unidentified bags and arrival processes.

Origin Destination Information Mode

Boarding Agent Ramp Agent

Missing Passenger Info Info from DCS Transmission Verbal

Boarding Completed Transmission Verbal

Load sheet Info from DCS - Physical Delivery

Pax Info List

Close Out Boarding Finalized Through DCS screen Pop Up

Check In

Close out Last Minute Change

Info from DCS

Weight and Balance Final PAX Figures

Weight and Balance Finalization

Boarding Agent Final Passenger Info

Close Out Last Minute Change

Close out

Arrival Transfer Agent Transfer Passengers info

Info from DCS Transmission Verbal

PRM Agent Arrival PRM Passengers Info from DCS Transmission Verbal

PRM Agent Departure PRM Passengers Transmission Verbal

Ramp Agent Arriving Flight passenger info , loads

Info from DCS - Verbal

PRM Agent Arrival ETA Info from FIDS

Crew Ramp Agent

Boarding Process Initiation

Transmission Verbal

PRM Boarding Initiation

Transmission Verbal

Excess Hand Bags to A/C Hold

Physical Delivery

Other Station control of Dep

Close out

Estimated Time Of Arrival ETA

MVT message through DCS

Passenger Figures Info from DCS

Station Control

Estimated Time Of Arrival ETA

MVT message through DCS

Passenger Figures Info from DCS

Arrival Agent Passenger Figures , Special Passengers

DCS - MVT

Close Out Transfer Passengers Info from DCS-or MVT message (PTM)

PRM Agent Arrival PRM Passengers Info from DCS-OR MVT MSG

PRM Agent Arrival Close Out Transfer PRM Status Transmission Verbal

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Ramp Agent

PRM Agent Departure Boarding Process Initiation

Transmission Verbal

Boarding Agent Boarding Initiation

Transmission Verbal Aircraft Doors Close

Crew

Boarding Complete Transmission Verbal

Load sheet Physical Delivery

Pax Info List

Finalization of ramp Operations

Transmission Verbal

Weight and Balance

Fuel Figures Info From Crew -Transmission Verbal

Last Minutes Changes ( Hand Bags)

Transmission Verbal

Security Point Boarding Agent Missing Passenger Check

Transmission Verbal

Station Control

Close Out ETA Transmission Verbal

Ramp Agent

ETA Transmission Verbal or Handheld Device

Inbound Load

Inbound Pax Figures

Transfer Close out Transfer Passengers Status

Transmission Verbal

Weight and Balance Boarding Agent Load sheet Info from DCS

Table 7 Passenger Process Information Flows

3.6 Information Management Systems

3.6.1 IOCC – Network Planning

IOCC, is the Network Planning Department allocation aircrafts into the Daily program and adjust operation needs in case of irregularities accordingly throughout the network. Main Software used is usually a Network Planning System (AIMS), such:

AIMS receives information from the Annual Network Planning and allocates Aircraft Tale numbers/Registrations) to specific flights and according various requirements from Flight Ops, Operational Needs and Maintenance needs, and

transmits relevant information to departments usually by using SITA Messages and MVT messages.

Other end translates the messages accordingly to asses and display information.

Network Planning usually transmits one-way information to various departments and two-way communication to a single department usually called Station Control.

When Handling Agent presents irregularities IOCC may communicate with Airlines representatives for decision taken. Station Control communicates with IOCC usually via SITA messages or nowadays via e-mails. Information received is MVT messages from various stations stating departing and arriving times, delay times, other special messages. Communication may also come in Verbal form in regards of calculation needed turnaround times or urgent information. Network System is usually capable to transmit electronically information to DCS systems or Resource Management Systems

All departments may access information from IOCC through AIMS.

See relevant flow chart, Network Planning

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3.6.2 DCS System

DCS, departure Control System, is the main system for the process completion and finalization of passenger and Weight and Balance processes. DCS is usually owned by the Airline and the handler is using it on behalf. Handlers also may own their DCS which is used to Check-in the relevant flights. For the purpose of this project we will assume that the handler uses Airlines Own System.

DCS are connected to the Airlines reservation system and a central data base system usually called Inventory in order to retrieve crucial flight and passenger and baggage information. Once the flight is built Inventory releases the flight and through some monitoring actions DCS activates flight for Web Check-in (usually 48 hours prior the Departing time) and for Airport Check-in methods, usually on the same day.

Relevant departments , Check-in Boarding – Close out Check-in the passengers and update DCS information, finally A load sheet is printed and necessary flight papers (Passenger Lists, Passenger special needs, Special loads, etcetera) are handled to the Aircraft Crew.

DCS may be accessed by various departments and information may be updated according to the following Diagram.

Usually critical charges (Last minute acceptance, deplaning- change of aircraft- passenger and baggage offload…) and monitoring–finalization actions are only performed by a department called Close–out (Editing department …) This is to safeguard that critical changes will not jeopardize the flight process.

3.6.3 Movement Messages (MVT) Software

Airlines communicate each other and stations to stations usually via SITA messages called MVT messages. Such messages may be: departure of the aircraft, arrival, delay, passenger transfer list, baggage transfer message etc.

These messages should be usually generated through Airlines–Handlers DCS system or from external software.

Movement messages are usually generated by the Station Control Department and/or Close out departments, Ramp agent (via Station Control) and Boarding (via Close–out) give final info–update of the status of the flight.

Final recipient of these messages is the Destination Airport for Passenger Information Display, IOCC department and the Network Planning System for network update, next Airlines–Handlers DCS system and Baggage Handling Systems. Arrival and Transfer departments make use of these messages for on time dispatch of transfer–transit passengers and baggage.

3.6.4 BHS- Baggage Handling System

BHS is the system that receives information of passenger baggage through the form of Baggage messages, automatically generated through the DCS system. These messages are used for segregation purposes and transit – transfer information. Usually, dedicated department assess these messages and use a BRS (Baggage Reconciliation System) to load bags to destinations. A final message with transfer baggage BTM is sent to the next point. BHS –BRS are critical informational systems in respect of passenger irregularities (missing passengers at gate) and transfer irregularities (late arrival of incoming flight)

3.6.5 Information Flow–Passenger Processes.

All above referring systems collaborate each other in order to update the passenger and flight status and complete the passenger process. Five major Steps are to complete before flight departure:

Pre – Flight. Receives and transmits information via following systems:

Network Planning system

Inventory System

Movement System

Reservation System

All above systems feed information to DCS system in order to initiate and complete passenger check-in , boarding and aircraft loading process.

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DCS is the main system used by Check-in , Boarding and Close out departments in order to check-in – board passengers as well as input necessary flight information. Furthermore, DCS feeds BHS, Arrival, Ramp agent, Weight and Balance and Boarding with passenger info. Weight and balance is critical for the flight completion and may only receive updated information form Check-in department. Information status may also be given by Ramp agent and Boarding.

Arrival and transfer may feed info to DCS regarding transferring/transiting passengers and their status. They can also share information with boarding.

BHS- BRS receives information via DCS and may feed information about passengers´ baggage to the Boarding and Ramp agent. All necessary updated information may come via Check-in department.

Boarding receives information electronically only from DCS, but status and verbal information comes from Ramp agent , Arrival – Transfer, BHS , Crew and transmits to Ramp agent, BHS, Weight and Balance

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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.

The baggage sorting area is the link between landside and airside services both for the inbound and outbound process of bags. Hence, the baggage process is a key process in the whole handling process. It is clear that it is critical to ensure smooth baggage process because baggage handling and the different activities in the Baggage Sorting Area have a direct impact on the customers and passenger’s perception of the quality of the entire service.

4.1.1 Objectives

The purpose of this section is not only limited to visualise and understand the baggage process on itself but also to get an understanding of the interaction points with the other sub-processes both in the physical flow as well as the information flow.

This understanding should then lead to a better joint optimisation of the whole process thanks to a better insight into the critical interdependencies and the points in the process where there are risks for delays and errors. Preventive measures as well as improvement of the process design and the input of new techniques can only be effective if the description of the baggage process is clear and comprehensive.


4.2.1 Context

The process described is the general one in place for the operational scenarios considered in the Chapter 2, within the Context, Assumptions and INTERACTION Scenarios (commercial flights, narrow bodies, mid-size airport, non-hub operation). However, where has been considered relevant, alternative processes have been described too.

4.2.2 Assumption

For the Baggage Process, assumptions considered are as follows:

The sorting facility with enough capacity is in use with one or max 2 sorting areas in place.

The Airport manages a BRS (Baggage Reconciliation System, included in the process description

An average bag-factor of 0.7 is assumed. If lower, i.e. on pure business destinations, the process will only be faster and cause less risk

Charter flights with a high bag-factor have not been considered. Holiday traffic is less time critical and not the main focus of this project.

Exceptions such as insufficient capacity, no automated screening and sorting system, many different baggage areas, high transfer baggage ratio as for example in hubs have not been taken into account.

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Organisation Unit Role

Handling Staff Operator

(Includes: Equipment Operator,

Load Control, Ground Handling Agent)

Drive Dollies and Container/Pallet loaders to stand

Drive Baggage carts and conveyor belts to 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 Transfer Bulk Baggage to baggage carts

Offload bulk Baggage to baggage carts

Deliver to transfer area

Deliver priority baggage to claim area

Deliver baggage to claim area

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

Special luggage to remove at A/C door

Load baggage carts at sorting area

Drive baggage carts to stand

Load baggage/freight dollies

Load standard baggage into the Aircraft

Load priority baggage into the Aircraft

Load cargo into the aircraft

Remove conveyor belt

Close main hold Doors

Get a signed copy of load-sheet

Cabin Crew Confirm special luggage to deliver at A/C gate

Deliver special luggage at A/C door

Checked bags for missing passengers

Look for missing passengers luggage

Baggage Sorting Area Staff Load container/pallets at sorting area

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Airport Operator Baggage sorting & screening

Management, supervision and operation of the baggage handling system

Sufficient capacity for Check-in counters, maintenance of Check-in , boarding equipment, airport signage , boarding facilities maintenance

Airport Flight Information Displays for passenger information

Airline

(Includes: Operations Control Centre

Facilities and means of ticket sales, ticket charges, excess charges

Communicate incoming bags

Check-in capacity

Table 8 Actors and Roles and Responsibilities for the Baggage Process



4.4.1.1 Originating baggage

Once the check-in desks are opened by passenger agents, passenger proceeds to check-in and drop off their baggage. If any passenger has checked-in at home he/she directly proceeds to the baggage drop-off point of the flight. At check-in the bag is weighed and labelled by ground handling staff. Passenger is asked to scan his boarding pass, after which he/she hands over his baggage, takes possession of the baggage tag and is then ready to proceed towards the boarding gate. The check-in time for each passenger is noted automatically by the system and shared by PFIS. Baggage monitoring process also starts by providing the Baggage Flow Information Service (BFIS) with the information related to the baggage checked.

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 provided to the involved partners by BFIS and 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. When a suitcase crosses a monitoring point, this information will be provided by BFIS. If any baggage is rejected at security control this information will be also published by BFIS. Last baggage delivery to the hold baggage bay is considered as a milestone in TITAN [20] and as a crucial point on the bags’ way to the aircraft deck.

Baggage loading process continues from baggage bay to aircraft deck. Loading instructions and load sheet are sent to the baggage agent through BFIS, which also reports in case any expected suitcase does not arrive to the aircraft. Once all baggage is loaded in the aircraft, departure baggage recording process finishes and BFIS publishes this information.

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). Below the processes for in-gauge baggage and out-gauge baggage are described in detail, as well as security level 4 and 5 and special types of baggage.

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Normal size and shape baggage

The table below shows the size, weight and shape limits for baggage which can be handled via the automated BHS namely “in-gauge” bags. Baggage with ALL parameters falling within those ranges shall be handled as in-gauge baggage.

Min. Max.

Length (cm) 21 85

Height (cm) 7 65

Width (cm) 14 45

Weight (kg) 0,5 50

Table 9 In-gauge baggage

Baggage with ANY ONE parameter smaller than the corresponding minimum shall be handled as OOG baggage. Baggage with ANY ONE parameter greater than the corresponding maximum shall be handled as OOG baggage or Super OOG.

Suitable in-gauge baggage is transported to the baggage hall via the automated BHS which consists of many conveyor lines and different tilt-tray sorters.

The baggage handling system’s control computer checks its database for the code to see if a Baggage Source Message (BSM) has been received from the carrier’s DCS. If a BSM has been received then the control system will know which flight, destination and service class the bag belongs to and will automatically sort the bag to the flight make-up chute that has been pre-assigned by the BHS Scheduling Operators. If the BHS has not received a BSM for the bag then the control computer will tip the bag off the sorter onto a conveyor line that is manned. The operator will use a handheld bar-code scanner to try and scan the tag’s bar-code or, if that cannot be read, enter the ten-digit licence plate using a keypad. If that is also not recognised then the operator will enter the flight code so that the control computer can inject the bag back onto the sorter and sort the bag to the correct chute. The process of manually identifying the bag in this way is called ‘manual coding’. Any bag whose tag is not read by the two automatic scanner arrays will also be diverted to the manual coding line. The automatic scanners may not read a bar-code either because the tag is partly covered or bent, or because the bar-code is damaged, or because there is no bar-code on the tag, or because there is no tag.

All departing bags – including transfer bags – are subjected to security screening, known as Hold Baggage Screening (HBS). Because all departing bags are screened the term ‘100% HBS’ is used.

At the flight make-up chute the bar-code on the bag tag may be scanned by ground handling staff using a handheld bar-code scanner connected to the (BRS). The BRS will check the passenger status data in the BSM (not checked-in, checked-in, standby, boarded) and Authorised To Load (ATL) status (yes or no), if any, in the BSM and will inform the handler whether the bag can be loaded into the baggage container – also known as a Unit Load Device (ULD) – or into a bulk cart, depending on whether the aircraft is containerised or bulk loading.

The BHS has a number of conveyor lines that are used for the short-term storage of bags that are inducted into the system before the relevant flight’s chutes have opened. Each baggage hall has several ‘early bag’ lines and each line is allocated based on a ‘time slot’, e.g. one line for bags whose flight’s chutes will open within half hour, one line for bags whose flight’s chutes will open within one hours, and so on. Collectively these conveyor lines are referred to as the EBS (Early Bag Store). The storage capacity of the EBS in each hall is theoretically up to 288 bags, although the actual capacity is a function of the bag width and the number of bags in each time slot. Thus the storage capacity will vary in practice. The BHS Scheduling Operator performs the control of the early bag lines.

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OOG baggage

Baggage with ALL parameters falling within the range established before is normally classified as in-gauge baggage and can usually be introduced into the automated baggage handling system. However, certain types of baggage with all its parameters within the acceptable ranges may cause stoppages or damage to the baggage handling system and shall therefore be handled as OOG baggage. Such baggage shall include the following items:

Cylindrical items such as churns, poles, tubes and rolled carpet/linoleum;

Spherical items such as beach balls and bowling balls;

Musical instruments;

Baby buggies;

Flimsy baggage;

Cylindrical bags;

Baggage with long dangling straps or flaps.

Baggage with ANY ONE parameter falling below the corresponding dimensions and weight shall be handled as OOG baggage.

Baggage with ALL parameters falling within the range in the table below shall be handled as OOG baggage.

Min. Max.

Length (cm) 85 200

Height (cm) 65 100

Width (cm) 45 75

Weight (kg) 50 90

Table 10 OOG Large and/or heavy baggage

Baggage with ANY ONE parameter greater than the corresponding maximum in the table above shall be handled as Super OOG baggage.

After check-in and labelling, an OOG bag is taken to one of the OOG counters in the check-in concourse which are staffed by AIRPORT BHS. Then the BHS staff will scan with BRS the bag and depending on the type of bag decides to either feed the bag into the OOG line leading to the OOG screening machine located in the baggage hall or transport it via the OOG lift. After screening by HBS staff, the OOG bag is manual coded / scanned and sorted manually by AIRPORT staff. There the ground handling company will collect it and take it to the relevant make-up chute or aircraft where it is subjected to the same action as for in-gauge baggage. Due to its excessive size and/or weight, Super OOG baggage is transported by the ground handling company to the baggage hall via van rather than the OOG lift or line. It is the carrier’s decision whether to accept OOG and Super OOG baggage for carriage when the passenger presents the baggage for check-in.

Special types of baggage

Live animals (pets)

When a carrier wishes to transport a live animal (pet) as hold baggage in an IATA approved animal container, the animal in its container shall be handled manually. Under no circumstances shall the live animal be put into either the automated baggage handling system or an off-line X-ray machine. The security screening locations for live animals to be carried as hold baggage shall be the same as those for OOG baggage.

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Vessels containing liquids

The airport will only permit the transport through the airport of a vessel containing a liquid if the vessel is robust and well-sealed. Whether they are considered in-gauge or OOG baggage, vessels containing liquids shall be handled manually. Under no circumstances shall the vessel be put into the automated baggage handling system, irrespective of whether the vessel is being handled for departure or reclaim. The security screening locations for vessels containing liquids to be carried as hold baggage shall be the same as those for OOG baggage. A vessel containing a liquid shall be handled as OOG baggage or Super OOG baggage according to the vessel’s size and weight.

Fragile baggage

A fragile item such as glassware, works of art etc. shall be handled as OOG baggage or Super OOG baggage according to the item’s size and weight.

Wheel chairs

The wheelchair shall be handled as OOG baggage or Super OOG baggage according to the item’s size and weight.

4.4.1.2 Arriving baggage

Once aircraft beacon light is turned off, unload process can start. Baggage agent receives loading instructions through the BFIS. This process is described in detail in ramp & GSE section but is introduced here for context purposes. When baggage unloading is finished, baggage agent sends this information to the BFIS while baggage is delivered to the assigned claim belt, reported by AIRS to the ground handler.

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.

4.4.1.3 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.

OOG transfer baggage will be handled manually and screened using 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.

4.4.1.4 Operating concept and process management and monitoring at Athens International Airport

The following sections depict the operating concept and the management and monitoring of the baggage process conducted in the Athens International Airport. These sections have been included for context purposes and on information basis to all partners involved in the project but will not be included in the process flow diagrams. This section is of great value in order to understand the environment in which the different solutions developed in the INTERACTION framework will be validated and, therefore, should be kept here for those partners developing any type of prototype dealing with the baggage process.

4.4.1.4.1 Operating concept

The BHS is operated by AIRPORT’s Baggage Handling Systems Operations function’s team. The actual make-up and break-down of flights will be carried out by third party ground handling companies or self-

54


handling carriers. With the exception of resetting emergency stop devices, the ground handling companies operate the push-buttons at the reclaim racetrack break-down docks and at the transfer in-feed docks.

Although the Airport Company performs the technical operation of the facilities it should be noted that this does not mean that the users, i.e. the ground handling companies, are not involved. The users are able and indeed expected to relay their operational requests and queries to AIRPORT. Likewise, AIRPORT frequently needs to contact the users at a working level. Thus, at the working level there needs to be close cooperation between AIRPORT and the users of the facilities. AIRPORT will take into account the various users’ requirements, subject to the physical limitations of the facilities and operating constraints.

Monitoring, control and allocation of the equipment in each baggage hall is conducted in a BHS control room, one per hall. The control room contains computer equipment, terminals and CCTV to enable the monitoring and control of the system. In the control room there is one system operator responsible for the monitoring and control of the mechanical handling system and one scheduling operator responsible for the allocation of make-up chutes, reclaim racetracks and early bag storage lines. The scheduling operator also liaises with the counter allocation operator in the Airport Services Operations Centre so that make-up chutes are primarily allocated in the baggage hall nearest the associated check-in desk (for the reason given in 5.2 Overview of the facilities and processes). The ground handling companies also liaise as necessary with the BHS scheduling operator regarding make-up chute allocation.

Manual coding operators and baggage manual handlers are stationed at certain manual handling positions in the baggage handling system. The manual coding operators are needed to enter the licence plates of those bags whose tags have not been read by the automatic bar-code scanners. The baggage manual handlers are used for e.g. the manning of OOG Counters, resolution of bag jams, manual transport of fragile baggage and live animals from Departure Level to Ground Level via goods lift, the manning of problem bag chutes and late bag chutes, the handling and manual coding of bags, etcetera. There are dynamic signs in the baggage halls, including one at each make-up chute and one at each break-down dock, to inform the ground handlers of the current allocation of the facilities. Ground handling staff from the third party ground handling companies mans the check-in desks, make-up chutes and arrival break-down docks as necessary.

4.4.1.4.2 Safety and Corporate Policies & Procedures

Climb onto the System Safely

Before any personnel steps onto the conveyors or climbs onto the system for maintenance reasons or in order to remove baggage or resolve baggage jams the affected part of the baggage handling system needs to be isolated. To ensure that the affected part is isolated it is essential that the actions defined below are carried out.

The System Operator shall switch off the line from the Visualisation Terminal in the BHS Control Room and confirm this to the BHS Senior Technician.

The relevant technician who is responsible for isolating the affected part of the baggage handling system shall inform the System Operator via trunk radio that the affected part is now isolated and clear to enter.

The System Operator shall inform the relevant operating staff that is going to work in the affected part that the affected part is now isolated and clear to enter.

The relevant operating staff can now work in the isolated part of the baggage handling system.

Under no circumstances shall staff step onto conveyors or climb onto the system before the above defined actions have been carried out and the relevant area is cleared to enter.

Driving in the baggage halls

No combustion engine propelled vehicles are allowed inside the baggage halls. If ground handler use hybrid engine propelled vehicles, the ground handler driver shall switch to electric powered mode before entering the baggage halls and switch back to combustion (diesel) after leaving the baggage halls. In special cases propelled vehicles may be granted authorisation to enter the baggage hall from the BHS Supervisor.

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Inbound

Transport the baggage that has been unloaded from an arriving aircraft to the hand-over area outside the relevant baggage hall by using a combustion engine vehicle.

Uncouple the load devices from the combustion engine vehicle at the hand-over area.

Couple the load devices to a non-combustion engine vehicle (electric tug).

Transport the baggage from the hand-over area to the relevant location inside the baggage hall by using a non-combustion vehicle.

All actions defined above for the hand-over of inbound baggage are carried out by ground handler.

Outbound

Transport the baggage from the baggage hall to the hand-over area outside the baggage hall by using a non-combustion engine vehicle.

Uncouple the load devices from the non-combustion engine vehicle at the hand-over area.

Couple the load devices to a combustion engine vehicle.

Transport the baggage from the hand-over area to the relevant location outside the baggage hall (flight stand).

All actions defined above for the hand-over of outbound baggage are carried out by ground handler.

4.4.1.4.3 Reporting of faults and incidents

The actions for the reporting by staff of faults are defined below.

The staff shall report to the BHS Supervisor via trunk radio.

If the staff cannot reach the BHS Supervisor, then the staff shall determine whether it is an equipment fault, scheduling fault or safety incident.

If it is an incident such as accident, fire, crises or other emergency and the staff cannot reach the BHS Supervisor then the staff shall call the System Operator or Scheduling operator in the BHS Control Room via telephone or trunk radio and the BHS Supervisor shall follow the AIRPORT corporate procedures.

If it is an equipment fault and the staff cannot reach the BHS Supervisor then the staff shall call the System Operator in the BHS Control Room via telephone or trunk radio.

If it is a scheduling fault and the staff cannot reach the BHS Supervisor, then the staff shall call the Scheduling Operator in the BHS Control Room via telephone or trunk radio.

The BHS Supervisor, the System Operator and the Scheduling Operator shall inform each other about the following:

That there is a problem.

That the problem is being dealt with or that the problem has been dealt with.

The person(s) dealing with the problem.

The person(s) already informed.

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Figure 8 Baggage Process: Reporting Faults communications

1. In case of technical fault, inform BHS Senior Technician (or IT&T, TES, SITA) and request rectification of the fault, agree timescale with the relevant technician (estimated time until the problem will be fixed).

2. Inform OCC regarding the problem and the action agreed.

3. Inform Airport Duty Officer about the problem or incident and the operational impact and request additional assistance if necessary.

Inform HBS Supervisor and Terminal Operations Supervisor

4. Inform handling agents about the problem and make contingency arrangements.

5. Inform the Manager Baggage Systems and Head Baggage Handling Systems Operations about the problem or incident and the operational impact and request additional assistance if necessary.

6. Inform BHS Supervisor that the problem is fixed and/or progress of works.

The BHS Supervisor must update all involved parties including the Manager BHS and Head BHS Operations.

4.4.1.4.4 Logging of faults

There are two Control Room Logbooks:

BHS Scheduling Operators’ Logbook

BHS System Operators’ Logbook

The Control Room Logbooks are records of the events occurring in the baggage hall and which affect the BHS system operation, scheduling issues and the security and safety of personnel. Only authorised personnel are allowed to enter information in the logbooks. The logbooks are important documents and shall always remain under the supervision of the BHS Control Room Operators within the BHS Control Room. The System Operator is responsible for keeping the logbook in good condition. The BHS Control Room Operators are responsible for maintaining the BHS Control Room logbook. However the BHS Supervisor is also authorised to log information in the logbook. Below are the actions for logging faults in the BHS Control Room Logbook.

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1 If any AIRPORT staff or ground handling staff notices any technical or operational fault concerning baggage handling they shall use the actions defined in section 5.6 Reporting of faults.

Staff

2 If the BHS Supervisor has been informed of a fault he shall inform the relevant Control Room Operator of the fault.

BHSS

3 The logbook layout is defined below.

If the columns have not already been drawn in the logbook, the BHS Control Room Operator shall draw them.

OP

Date Time Incident description & Organisation reported the incident Action

4 The Operator shall log in the logbook the time and date that he was informed of the incident. The Operator shall enter a short description of the incident and, if the incident was reported by someone else, the organisation of the person reporting it. If the particular event needs an action and monitoring then the Operator shall enter a circle in the ‘Actions’ column (see example below).

OP


1/11/09 23:30 Stuck sorter tray South – reported by Rainbow handling

1/11/09 23:31 Sunshine Handling called to reconfirm chutes required 102-104


1/11/09 23:32 SYSOP contacted STECH concerning stuck sorter tray South

1/11/09 23:35 STECH reported to SYSOP that they need 1 hour to fix the fault stuck sorter tray South

5 The Operator shall log in the logbook the date and time he reported the incident to the STECH and OCC personnel Reporting of faults and their responses.

OP

6 If the Operator notices an event or fault without it having been reported, he shall use the same action as above to log the fault.

OP

7 The BHS Supervisor may log in the BHS Control Room event logbook any information concerning incidents or human attitudes he deems important and he feels that may or has affected operation efficiency.

BHSS

8 The Operator shall log in the BHS Control Room logbook the time and date that a fault has been repaired, the name of the STECH reporting this, and a short description of the work done.

OP

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9 The Operator shall put a line through the appropriate circle in the Action column in the logbook to indicate the incident has been resolved (see the example below).

BHSS


1/11/09 23:30 Stuck sorter tray South – reported by Rainbow handling

1/11/09 23:31 Sunshine Handling called to reconfirm chutes required 102-104

1/11/09 23:32 SYSOP contacted STECH concerning stuck sorter tray South

1/11/09 23:35 STECH reported to SYSOP that they need 1 hour to fix the fault stuck sorter tray South

2/11/09 1:30 STECH reported to SYSOP that the fault stuck sorter tray South been repaired

To be noted that the System Operator enters information concerning system stoppages to an excel spread sheet and sends it (via e-mail) to the duty BHS Supervisor to be included in the BHS Supervisor’s shift report. This report is send to a distribution list (at the end of the shift) including the Technical Administrator & Warehouse Controller who is responsible to extract the system availability figures for producing daily & monthly reports and statistics.

4.4.1.4.5 Logging of Short shipped bags

A short shipped bag may occur for the following reasons:

The bag is jammed into a subsystem of BHS and is found after flight departure.

The bag is a transfer bag and is late feed into the BHS. The bag is sorted into a chute (destination chute or PBC) after flight departure.

The bag has been forgotten in check-in area by check-in staff.

The bag is miss-sorted in a different chute (other flight) and the handling staff has loaded the bag into a different flight.

The bag has been forgotten in baggage hall by AIRPORT or handling agent staff.

A short shipped may be found from AIRPORT BHS staff or is reported from handling staff.

In both cases the bag is recorded by the BHS Supervisor as short-shipped bag and is returned to the handling company.

BHS Supervisor will follow up the case in order to identify the reason why the bag was short shipped and to clarify if it is AIRPORT’s responsibility or it is related to handling staff actions.

The number of short shipped bags due to AIRPORT’s responsibility is included in BHS Supervisor shift report. This report is send to a distribution list (at the end of the shift) including the Technical Administrator & Warehouse Controller who is responsible to extract the short shipped bags figures for producing reports and statistics.

In addition the night shift BHS Supervisor is entering the number of bags handled and short shipped bags only due to AIRPORT’s responsibility in the daily report to OCC.

Note that if a short shipped bag is not reported to AIRPORT it is not accepted as short shipped due to AIRPORT’s responsibility unless it was found jammed in the system or forgotten in the baggage hall by AIRPORT staff. For flights using the AIRPORT’s BRS information is given automatically regarding bags being miss-sorted to wrong chute by BHS or other reason.

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4.4.1.4.6 BHS Control Room Operation

The Baggage Handling System is operated from BHS Control Room South. In case it is operationally necessary the BHS may also be operated from the back-up control room (BHS Control Room North).

Supervisory control of the baggage handling system (electromechanical facilities)

The BHS System Operator shall carry out the following action if appropriate:

Monitor the performance of the mechanical handling system continuously.

Control the mechanical handling system from the BHS Control Room.

Operate the mechanical handling system including the check-in collecting conveyors from the BHS Control Room.

Instruct AIRPORT baggage manual handlers and AIRPORT manual coding operators as and when required.

Take action in case of malfunction or damage to the automated baggage handling system

Take over the tasks of the AIRPORT Scheduling Operator when that operator is on comfort breaks (e.g. mealtime, toilet pause).

The BHS System Operators control the electromechanical facilities of the automated baggage handling system using the following systems and take appropriate action when necessary:

BHS mimic panel

Visualisation Terminal

CCTV

Below is a short description of the functionality of each the above mentioned systems.

BHS mimic panel

The System Operator monitors the automated baggage handling system by using the mimic panel, which includes the reclaim racetracks. Several events and alarms are displayed on this mimic panel and alert the System Operator in order to take appropriate action in accordance with the relevant contingency action(s) described as Failure of Contingency Measures of this procedure. For detailed function of the mimic panel refer to the operating manuals of the automated baggage handling system.

Visualisation Terminal

The Visualisation Terminal gives the System Operator an overview of the complete conveyor system of the two baggage halls. The purpose of the Visualisation Terminal is:

To enable the System Operator to switch conveyor lines and sorters on and off;

To enable the System Operator to monitor the status of the conveyor lines and sorters, i.e. running, stopped, faulty, in dieback;

To inform the System Operator about faults and stoppages.

The function of the Visualisation Terminal (VISU) is described in the operating manuals of the automated baggage handling system.

CCTV

The System Operator uses the CCTV to view the cramped areas of the BHS, which are not manned and to view if there are capacity problems at some manned areas. The CCTV also covers the chutes, the OOG area on the Departure Level, the OOG area in the baggage hall and the Level 3 station. The CCTV enables the System Operator to recognise problems before he/she sends staff to the affected area. The detailed function of the CCTV is described in the operating manuals of the CCTV system.

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Allocation and scheduling of departure hold baggage flight make-up chutes

The action for allocation and scheduling of departure hold baggage flight make-up chutes including the Problem Bag Chutes and the Late Bag Chutes is defined below. The chute allocation is performed by the BHS Scheduling Operator using the BHD workstation.

Chute allocation schedule

The allocation of chutes is carried out daily by AIRPORT. The handling company or self-handling carrier will be notified in advance. The chute allocation schedule contains:

The chute numbers allocated to the flight codes

The chute opening time

The chute closing time

The service classes

The destination(s)

The Scheduling Operator shall distribute the chute allocation schedule to ground handler by fax or e-mail or hard copy every day at 23:00 hours in printed form. The chute allocation schedule is valid for the next twenty-four hour period starting at 00:00 hours.

The Scheduling Operator shall carry out the daily allocation and scheduling of flight make-up chutes in accordance with the Flight Schedule received automatically from UFIS.

Blocks of chutes allocated to ground handler

Each handling company or self-handling carrier will be allocated a range of chutes. The Scheduling Operator shall allocate and schedule chutes to the ground handler in accordance with the agreements made. Chutes shall be allocated in blocks to the ground handler for the following reasons:

In case baggage is sorted in fall-back mode.

To enable ground handler to operate in their relevant zone with more efficiency and less manpower.

In order to minimise the traffic inside the baggage halls.

The assignment of blocks of make-up chutes is subject to operational needs and may change during the day.

Sort criteria

The number of chutes allocated to a flight will be a function of the size of aircraft, class configuration and number of passengers.

Open chutes

The Scheduling Operator shall open the flight make-up chutes at STD/ETD minus 2 hours for flights undertaken with a narrow-bodied aircraft unless requested otherwise by the ground handling company or the self-handling carrier subject, to available facilities.

The Scheduling Operator shall open the flight make-up chutes at STD/ETD minus 3 hours for flights undertaken with a wide-bodied aircraft unless requested otherwise by the ground handling company or the self-handling carrier subject, to available facilities.

If the ETD for a flight changes in the actual flight table before the relevant chute has opened (inbound flight delayed or for any other reasons), the Baggage Handling Director computer shows a message that the ETD for the relevant flight has changed.

If baggage has been introduced into the BHS and no flight make-up chute has yet opened the baggage will be stored automatically in the EBS until the relevant flight make-up chute has opened. Flight make-up chutes

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shall be opened independently by the Scheduling Operator in accordance with the daily Chute Allocation Schedule, agreements between AIRPORT and ground handler and the procedure defined in this document.

Special requests for ad hoc changes shall be carried out. The Scheduling Operator shall not give any additional information to ground handler that the relevant flight make-up chute has opened. Ground handler shall be informed via the daily Chute Allocation Schedule or by knowing the STD/ETD of the relevant flight. The Scheduling Operator shall inform ground handler about opening a flight make-up chute only if the chute opening has been carried out due to an appropriate ad hoc change requested by a relevant organisation and ground handler does not yet know about the ad hoc change and the corresponding chute opening.

Close chutes

The flight make-up chute closure is STD/ETD for all flights unless requested otherwise by the ground handling company or the self-handling carrier, subject to available facilities.

The baggage will be tipped to the relevant Late Bag Chute available in each baggage hall after the flight make-up chute has closed.

Flight make-up chutes shall be closed independently by the Scheduling Operator in accordance with the daily Chute Allocation Schedule, the estimated departure time of the relevant flight, agreements between AIRPORT and ground handler and the actions defined in this document.

If the ETD changes while the chute is open, the Baggage Handling Director computer receives this information from UFIS and displays a message to the Scheduling Operator. The Scheduling Operator shall change the scheduled chute closing time in accordance with the action defined above into the new ETD unless requested otherwise by ground handler or other operational needs.

Special requests for ad hoc changes shall be carried out. The Scheduling Operator shall not give any additional information to ground handler that the relevant flight make-up chute has closed. Ground handler shall be informed via the daily Chute Allocation Schedule or by knowing the STD/ETD of the relevant flight.

The Scheduling Operator shall inform ground handler about closing a flight make-up chute only if the chute closure has been carried out due to an appropriate ad hoc change requested by a relevant organisation and ground handler does not yet know about the ad hoc change and the corresponding chute closure.

Ad hoc changes

There might be requests for ad hoc changes by AIRPORT, ground handler, carriers, State authorities or whoever has a reasonable motive to request an ad hoc change concerning the chute situation. The actions for ad hoc changes are defined below. Changes in the actual flight table received from UFIS (e.g. flight delayed) are not considered as ad hoc changes.

If ground handler or any other relevant organisation requests an ad hoc change, they shall contact the Scheduling Operator. The Scheduling Operator shall carry out the requested change if he thinks it is appropriate and if it is possible due to available facilities. Any change shall be in accordance with special requests of the State authorities (e.g. monitoring special bags). If necessary the Scheduling Operator shall inform the relevant handling company or self-handling carrier about the ad hoc change before it will be carried out. Examples of ad hoc changes that might be requested are given below.

Postponement of chute closing time requested by airline.

Change of sort criteria requested by ground handler due to types of checked-in baggage.

Monitoring of special bags requested by Hellenic Police or Customs.

Change flight to a different chute requested by ground handler.

Open additional chute requested by ground handler.

Close chute requested by airline.

Close chute temporarily for a defined time requested by ground handler.

Send bags for a designated flight to the LBC requested by ground handler.

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Information flow

If ground handler or any other relevant organisation such as airlines, Customs, Police, HCAA, AIRPORT staff, etc. wants to inform AIRPORT about requests, problems, technical difficulties or any other matters concerning the allocation and scheduling of flight make-up chutes they shall either contact the BHS Supervisor who shall inform the Scheduling Operator or they can contact the Scheduling Operator directly.

The BHS Supervisor is moving around in the baggage halls and can be contacted verbally or via trunk radio.

One Scheduling Operator is constantly manning the BHS Control Room and can be contacted via telephone or trunk radio.

If the BHS Supervisor or the Scheduling Operator need to contact ground handler or any other relevant organisation for whatever reasons they shall inform them either verbally, or via telephone, or via trunk radio if possible.

The BHS Supervisor and the Scheduling Operators of each shift shall have all relevant contacts available at any time in the form of a telephone list. Relevant contacts are:

ground handler (duty office of all handling companies and self-handling carriers at this airport)

Airlines (all carriers flying from and to Athens International Airport)

ADO

Check-in counter allocation coordinator

Head, Baggage Handling Operations

Manager, Baggage Handling Systems

Terminal Operations Supervisor

Security Supervisor

Duty Officer, Airport Police Station

Duty Officer, Airport Customs Station

Veterinary Station

Allocation and scheduling of break-down racetracks

The actions for the allocation and scheduling of break-down racetracks are defined below. The reclaim allocation is performed by the BHS Scheduling Operator using the UFIS workstation.

Schedule

Due to the frequent changes to allocation that will occur in practice the Scheduling Operator will not provide a schedule for the allocation

Allocation criteria

The Scheduling Operator:

Shall carry out the allocation of break-down racetracks in accordance with the daily flight arrival table in UFIS. A UFIS terminal is installed in the BHS Control Room.

Shall take any agreements between AIRPORT and the relevant ground handler into consideration whenever possible.

Shall endeavour to allocate different flights handled by the same ground handler together on the same break-down racetrack.

Shall endeavour to allocate the break-down racetracks in accordance with ad hoc changes requested by relevant organisation(s) such as ground handler, airlines, Customs, AIRPORT, etc.

All these actions will enable ground handler to handle their flights efficiently and save manpower.

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The Scheduling Operator shall carry out the allocation of break-down racetracks in accordance with the criteria defined above only if the relevant facilities are available. The actual flight table might make it necessary to compromise the allocation criteria defined above.

Allocate racetrack to flight

The BHS Scheduling Operator is performing twice a year, for the seasonal winter and summer flight schedule, the planned allocation of reclaim racetracks in UFIS workstation. A flight is considered as allocated when a reclaim racetrack is assigned to the flight.

Open racetrack

A break-down racetrack is considered open when the Opening Time entered into the UFIS is reached and the flight-code is displayed on the BIDS.

The Scheduling Operator shall allocate the Opening Time of the break-down racetrack by entering the time of racetrack opening into UFIS.

Close racetrack

A break-down racetrack is considered closed when the Closing Time entered into the UFIS is reached becomes actual time and the flight-code has disappeared from the BIDS.

The Scheduling Operator shall allocate the Closing Time of the break-down racetrack by entering the time of racetrack closure into UFIS. The default closing time of racetrack is the opening time plus 90 minutes.

If no notification has been received from ground handler that the reclaim racetrack is clear, the Scheduling Operator shall close the reclaim racetrack for this flight 1 hour after the opening of the racetrack for the flight without asking or giving any information to ground handler. If ground handler wishes to extend the reclaim period for any appropriate reasons, they shall inform the Scheduling Operator.

Information flow

The Scheduling Operator will not inform ground handler about opening or closure of a break-down racetrack. The relevant ground handler staff shall be informed via the dynamic signage inside and outside the baggage halls and in the reclaim halls. Ground handler also can use the UFIS terminals (if installed in his offices) to be informed about the status of a relevant break-down racetrack. If ground handler wants any additional information (e.g. which racetrack is allocated to a certain flight), they shall call the Scheduling Operator at the BHS Control Room via telephone.

The Scheduling Operator will not inform any other organisation about break-down racetracks allocated to flights. If any relevant organisation wants to have any information about the allocation of break-down racetracks they shall call the Scheduling Operator via telephone.

Allocation and scheduling of early baggage storage lines

Function of the early baggage storage lines

The early baggage storage lines enable the Scheduling Operator to store limited amount of baggage inside the automated baggage handling system. This applies to baggage that has been fed into the system and the relevant chute for the baggage is not yet opened. The EBS supervision is performed by the BHS Scheduling Operator using the BHD workstation.

The sequence of storing baggage on the early baggage storage lines is defined below:

The sequence of storing baggage on the early baggage storage lines is defined below:

1. Baggage fed into the system via either:

a. the transfer in-feed conveyor line(s);

b. return line(s);

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c. Check-in desks (check-in shall not start until the chutes for the relevant flight are opened so that

regularly no bags from the check-in desks need to be stored in the EBS). In practice the carriers

may use common check-in or start early check in which increase the number of early bags.

2. Baggage scanned by the automatic scanners.

3. Steps 2 and 3 assume that the baggage was screened and no items were found in the bag that might jeopardise a flight.

4. Steps 2 and 3 also assume that the bag was successfully coded and the relevant flight is in the schedule.

5. The BHD computer recognises the baggage as early baggage because no chute has been yet opened.

6. The baggage will be routed to the relevant early bag spur. The early bag spur depends on the remaining time until the scheduled opening time of relevant flight’s make-up chute

The baggage will be stored in time slots in the early bag storage lines. The early baggage storage lines are designed to accommodate a maximum of 288 bags depending on the size of the bags.

There are two early baggage stores in the baggage handling system, one in each baggage hall. Each early baggage store consists of five early baggage spurs.

Early bags will be stored in the early bag store in the baggage hall in which they were introduced into the baggage handling system, which will not necessarily be the hall in which the flight’s chutes are allocated.

Allocation and scheduling of early baggage storage lines

The allocation of the early bag storage lines is an automated procedure. Currently the time slot for each line is 30 minutes.

The BHS Scheduling Operator may purge or disable the line(s) on demand.

Early Bag Store full

If the Early Bag Store is full all bags destined for this Early Bag Store will be routed to the Problem Bag Chute in the same baggage hall and collected by ground handler.

Bag Tracing

The Bag Tracing service is provided by the on duty BHS Scheduling Operator. In case it is operationally necessary the BRS Specialist may be requested to take over partially or fully this duty.

Bag tracing requests may fall in to one of the following categories:

1. Cancellation of passenger departures

2. Change of flight (BSM Change of flight)

3. Bag retrieval from the system in case of re-tagging

4. Customs Request

5. Passport, medicine etcetera within checked bag needed by the passenger

6. confirmation of 1st class transfer passenger baggage arrival

7. BRS related requests (i.e. BSM arrived for transfer bag but bag is not inserted into the system)

8. OOG Bag checked but was not delivered to OOG counter (e.g. hand baggage)

9. Bag was delivered at PBC but was not BRS scanned by AIRPORT staff

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4.4.2 Process Flow Diagram

Figure 9 SOP Departing Bags

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Figure 10 SOP Transfer Bags

Airline System

Baggage reconsiliation

with BRS or Airline

system. OK?

No

Perform SOP

“Baggage

Tracing”

Perform SOP

“Departing

Baggage”

SOP AP P PAX08

Transfer

Employee

Transfer

Employee

Transfer

Employee

Transfer

Employee

Check expected

inbound baggage

in Airline system.

Transport to

loading area

SOP AP P BAG01

Receive

baggage by

Airport

system?

Baggage received

by other handler

Screen Baggage

received outside

the Aiport system

by X-ray.

End

Does bag have

O/D or rush

label

attatched?

no

yes

yes

no

yes

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Figure 11 SOP Incoming Bags


The following process indicators are defined as the main BHS KPIs:

System availability: measured as the % of time that the system is not available in a specific period of time. Times of Plan Preventive Maintenance (P.P.M), Planned Power Save (P.P.S), Modifications, Upgrades, Power fluctuations & New equipment installation, are not considered as downtime.

Maximum Duration of Single Event Failure: The maximum single event failure of the particular system (per system/sub system) on a specific period

Additionally the main indicators used to describe the baggage process from a more operational point of view are:

Short shipped bags: this is explained in detail in section 4.4.1.4.5. This can be measured as the percentage of short shipped bags against the total number of baggage treated in the system in a specific period of time.

Congestion of sorting area: measured as the % of times that bags arrive late at the airport due to congestion in the sorting area (delay code 18)

ULD equipment available: % of times when ULD equipment is available.

Baggage reconciliation errors: % of bags that have errors in the BRS

Receive docs

through Telex or

Flightwatch

BAG COOLDM/CPM

Transport inbound

baggage to

Baggage Hall

Employee / Bag

Driver

Transfer

Baggage AP

customer

airlines?

Perform SOP

“Transfer

Baggage”

yes

Ref. to SOP AP P

BAG02

Unload local and

other transfer

baggage from

carts or ULD’s at

baggage belts

no

Press FIBAG /

LABAG

Local baggage

undamaged to

passenger?

Perform SOP

“Damaged

Baggage”

Ref. to SOP AP P

PAX09

End

yes

no

Employee

Employee

Employee

Passenger

Ref. to working

instruction

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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.

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.


Figure 12 Baggage and Core Handling overview

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4.6.1 Baggage Reconciliation System

Athens BRS is in accordance with ICAO Annex 17 to the Chicago Convention in which each airline must prevent on international flights departure with unauthorized baggage onboard.

In Athens BRS this mandatory security is done with an automated system which receives all relevant info from airlines DCS’s and displays the authorization of the baggage to the handling companies’ users.

Upon check-in a Baggage Source Message (BSM) is transmitted to BRS from the airline DCS authorizing the load of the baggage. If a passenger after having checked baggage fails to board the aircraft or cancel his flight then a Baggage Unload Message (BUM) or a BSM Delete is send from the airline DCS and the baggage has to be unloaded. When the BRS is used in containerized flights, it will speed up the unloading procedure by specifying the exact location of the bag to be retrieved. If such a bag has not yet been loaded then BRS will visualize that this bag is not authorized for loading during the loading process.

In return BRS is able to generate and send Baggage Process Messages (BPM) for each bag loaded into the aircraft back to airline DCS.

Athens BRS is covering the following basic features and advantages:

Identification of not authorized passenger baggage

Clear assignment of baggage prior to loading

Reconciliation of passenger and baggage prior to flight departure

Creation of Baggage Reports

Swift location of baggage in aircrafts ULD’s (containers) for offloading

Seamless tracing of baggage by bag tag license plates

Flight re-allocation and re-routing of short shipped baggage incl. creation of RUSH tags

Provides real time baggage management and information solution

Increase punctual departures of flights

Reduce miss-handled and short-shipped baggage

Enhance passenger safety and flight’s security

Usage of wireless technology with hand-held bar code scanners

Customizable reporting and statistical information provided by AIRPORT

Full compliance with IATA rp1745 baggage messages and baggage tags

Upgradeable and extendable to add airlines to existing installation

Utilizes proven technology

Adaptable to individual users and as global area system

All BHS hardware and software maintained by AIRPORT

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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, freight process, which takes place in the Cargo Terminal, is broken down in 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.

5.1.1 Objectives

The main aim of this section is to analyse the airport handling Freight process in order to understand how it is currently performed and who the participating actors are.


5.2.1 Context

A total of 14.5 million tonnes of domestic and international air freight passed through European airports in 2011, according to European Commission Eurostat. Germany registered the highest volumes of air freight, followed by the United Kingdom. Annex I Highest Air Freight Traffic at EU airports provides some numbers representing the main airports for freight traffic in the last years.

Full freighter airliners are facing tough competitions with passenger airliners selling belly cargo space due to the flexibility and lower prices that they can offer. Passenger airliners’ belly cargo are almost entirely paid for by the passengers, with the belly cargo only having to carry extra fuel, sales and handling costs. Therefore, belly cargo in passenger aircraft may substantially contribute to increase the overall flight’ revenue.

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.

5.2.1.1 Pros and cons of carrying belly cargo

The continual increases in fuel prices represent a clear threat for the air cargo sector. This leads to an increase in the cost base and in consequence a reduction in freight traffic. According to IATA, since 2010 freight traffic has been decreasing and the trend is continuing.

On the other hand, a key to moving forward is the growing percentage of cargo being transported in passenger aircrafts’ bellies. It can be argued that any volume of freight makes a contribution to the costs of operating passenger aircraft, but it also represents an opportunity for the air freight industry to adjust its capacity to the demand.

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Figure 13 Evolution of Freighters and Belly hold FTK transported (source IATA) [3]

A clear advantage of Belly Hold traffic is that many airlines fly the same plane to different cities on the same day. Therefore, if the delivery goes to different major cities, the airplane only gets loaded once with all the freight and is unloaded as the plane lands at other airport to make connecting flights (e.g. A flight going from Barcelona to Beijing makes a stopover to Frankfurt, so it can carry cargo for Frankfurt and Beijing).

An important aspect that influences passenger airlines to sell their bellies for cargo usage is the airport

landing taxes which nowadays are computed by the MTOW declared, specified in ICAO´s Policies on

Charges for Airports and Air Navigation Service. Business models of Low Cost Carriers (LCC) recommend a fleet with the same aircraft model with different MTOWs, using the aircraft with high MTOW for routes in which cargo could provide higher revenue considering the landing taxes.

Carrying belly cargo may provide benefits, but at the same time it involves several disadvantages. From the point of view of an airline, Table 11 summarizes some pros and cons related to belly cargo.

Pros Cons

Increases revenues Complex

Increased network as cargo need may also utilize commercial destinations

Slow-down turnaround times (critical for LCC)

Increased service portfolio of the airline Need for sales agents (GSSA), handlers, road feeders and ULD (if necessary)

Security and regulations constraints

Higher airport fees

Table 11 Pros and Cons of carrying Belly cargo, from an airline point of view

The type of cargo impacts on the time required for its loading, which is essential for airlines. Moreover the hold loading system, Bulk and ULD loading systems also affect the turnaround time as well as the equipment required to the Handling Operator. Table 12 below provides more information related to the factors that help or impede carrying belly cargo.

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Favourable Unfavourable

Containerized cargo decreases turnaround time as preparation is performed at the Cargo terminal

Logistics of ULD management take a huge effort and a lot of time.

Containerized cargo leads to better volume calculation

Cost and maintenance of installation of containers

Bulk cargo contributes to more Flexible load. Especially in unusually shaped items

Cargo loading system ( sliding carpet) cannot carry heavy pallets

Maximizes capacity and volume of cargo holds

Weight of containerized system

It may be supported in all airports even in those that do not have the necessary equipment and infrastructure.

Weight of cargo loading system

Cargo loading system is faster than bulk loading

In the case of a full flight , one must consider that a cargo ULD may be sacrificed for a baggage ULD thus substantially decreasing cargo loads and increasing times

Bulk load costs lower than containerized Special load transportation (AVIH) decreases final volume of cargo as it allocates a full container space for the special cargo.

Bulk loading demands less preparation time and is available for last minute cargo. ( newspapers especially )

Bulk loading is significantly slower than containerized systems

Cargo or mail for ULD demands longer preparation time

Table 12 Favourable and Unfavourable characteristics of Bulk and Containerized cargo for belly transport

However, the major disadvantage is that the industry tries to adhere to very punctual schedules and regulation. If orders are not in the proper area at the proper time the airline industry does not carry the shipper, unless its transport is highly required or the goods are perishable. If the package is left on ground, the customer has to wait until the next time the airline has room for its shipment to the desired destination. Regulations also dictate what may be shipped by airlines when they are carrying passengers at the same time.

5.2.1.1.1 Air Cargo Pricing and Revenue management

Airlines usually fix a price or a “rate per kilogram” for carrying air cargo. Very often, the space in the aircraft is previously contracted by a forwarder which leads to a private negotiation between the two parties. In case of ad-hoc shipments, ‘spot rates’ can be requested by the forwarders.

Two main aspects are considered when establishing the cost of carrying cargo:

Dimensional weight conversion - Freight carriers use the greater of the actual weight or dimensional weight to calculate shipping charges. Dimensional Weight is calculated as (Length x Width x Height) / (Shipping Factor). The shipping factor represents cubic inches/pound or cubic centimetres/kilograms. Its

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value differs depending on the measurement systems (imperial or metric), shipment mode or customers. The freight carrier provides this factor.

Surcharges added by the airline – to cover additional costs of increasing fuel-prices, extra fuel required for the added weight to the aircraft, increasing numbers of security checks and related administration.

Airlines always try to optimize the cargo capacity of their aircraft, and try to sell it at the highest revenues. This can be successfully achieved by applying a cargo revenue management.

An effective cargo revenue management system aims to determine the available capacity on each flight and to allocate capacities to the appropriate products and amounts of products in such a way as to maximize profit.

According to a publication from Sabre [4], the cargo business process presents more complex problems than passengers management due to uncertain capacities in departures as it depends on passenger baggage, three-dimensional capacity and a rate/density mix that determine the transport price, fewer customers than the potential millions of passengers, greater impact from undesired behaviour by a customer and the routing options which are fewer when compared to the range of destinations for passengers.

The amount of space available for cargo is impacted by a number of factors. In the present case of considering cargo flown on a passenger aircraft, the anticipated passenger load must be taken into account, since passengers have priority over cargo in most cases. In addition, any anticipated increase in cargo for a flight will require an increase in fuel weight, resulting in less available space for cargo due to weight restrictions of the aircraft.

Airlines apply different techniques for maximizing revenues from selling cargo space, such as:

Overbooking – accept more booking than can be loaded into the aircraft assuming that an amount of booked cargo will not show up by flight departure. For each flight, the show-up rate is forecast based on historical behaviour of the flight. Overbooking set to “low” results in unused space and missed revenue. On the other hand, when over-sales occur revenue is reduced due to customer refunds, offload expenses, storage fees and loss-of-goodwill costs;

Allotment management and allotment is a long-term agreement between a customer and an airline that guarantees a specified amount of space on future flights. Very often airlines require to be informed 48 hours before departure if the reserved space will not be used by the customer. If the customer does not use the space allocated in the agreement and the airline is not informed, the aircraft could fly with unused capacity;

Demand forecasting – determines how much cargo will tender for a particular flight, based on historical data. The demand is classified by revenue type. This categorization enables forecasting and optimization to be performed by rate and load mix;

Bid price optimization - examines the demand for various types of capacity, as well as the level of demand, to arrive at the optimal bid price for each flight. It also determines the allocations of each revenue class for each flight. When demand is low, resulting in unused capacity, the bid price is low; and when demand is high, exceeding capacity, the bid price is high.

Particular characteristics of the air cargo business, such as the presence of perishable commodities, demand that does not always show up and customers willing to pay different prices for the same commodity make necessary the implementations of a revenue management technique. These functions outlined above help reduce the unused space and allow an appropriate allocation of inventory.

5.2.1.1.2 Low Cost Carriers

The major part of belly cargo is carried by wide-body aircraft, operated by Full Service Network Carriers (FSNC). When it comes to narrow-body aircraft operated mainly by LCC, belly cargo is almost non-existent. According to an Azfreight publication [5], almost 90% of the belly cargo is expected to be carried by wide-body aircraft. This percentage could be affected by the LCC which seem to become more interested in belly transport.

The Business Model for Low Cost Carriers has been funded by Southwest Airlines. Table 13 summarizes the original Low Cost Business Model principles.

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Product features

Fares/Network Low, simple and unrestricted fares, high frequencies, point to point, no interlining

Distribution Travel agents (GSSA) and call centres (internet sales), ticketless

In-flight Single class, high density seating, no meals or free alcoholic drinks, snacks and light beverages can be purchased, no seat assignment

Operating Features

Fleet Single type, narrow-body aircraft (e.g. Boeing 737 types), high utilization, 11-12 hours/day

Airport Secondary or uncongested, 20-30 minute turnarounds

Sector length Short, average 400 nautical miles

Staff Competitive wages, profit sharing, high productivity

Table 13 Low Cost Business Model initiated by Southwest Airlines [6]

Going into more details on Low Cost Airlines, some main characteristics of their procedure at the airport are outlined below [7]:

Remote parking and parallel to the terminal building (if possible). No pushback tractor is required as the aircraft can move independently. This leads to a cost reduction, as less equipment is required, as well as less time or potential delay due to pushback operation;

If the distance is not excessive and the safety procedures are accomplished, passengers walk from the parking position to the terminal gate. Cost and delays related to the required equipment are therefore avoided;

Passengers boarding by means of stairs, so additional airport chargers for fingers are avoided. This goes in line with the remote parking as stairs are required. Very often, boarding and deplaning is sped up by adding a stair to the rear door of the aircraft;

By eliminating catering services, the loading of trolleys is skipped and cleaning time is reduced;

Short turnaround times in order to maximise aircraft utilization. Low cost airlines can achieve up to 4000 flight hours a year, whilst conventional airlines only reach around 2500;

Cargo provides low revenue rate and slows down the turnaround process. Hence, no cargo is transported except luggage, which is loaded using only belt loaders;

Refuelling may not be necessary at every flight, so the “tankering” technique may be applied. This means ferrying enough fuel for more than one flight segment, in order to avoid the higher fuel cost and additional time on ground at destination airports.

Tankering and Cargo loading are difficult to combine as an increment if one of these concepts reduces the weight available for the other. This depends on the range of the destination and other factors but generally these two concepts do not go together. Moreover, the operational department of an airline imposes the minimums for fuel to be carried, so the aircraft load must consider this restriction.

Airlines cover the majority of their costs through ticket sales. Therefore, revenues coming from belly cargo represent higher profit on flights. Even if higher load requires more fuel as well as extra handling activities, its additional cost is negligible.

Bearing this in mind, belly cargo should always be accepted when hold space is available. In practice, this works differently, especially in the case of short-medium range aircraft operated by Low-Cost Airlines,

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regarding their Business Model outlined above. Even if the belly of LCC aircraft usually travels empty, cargo is not considered as reduced turnaround time is essential and critical for their operation.

However, according to an article published by “Air Cargo Week” [8], Low Cost Carriers are expected to consider belly cargo as part of their business activity in the future. Some low cost airlines, like Flydubai, Pegasus Airlines, SpiceJet and AirAsia, have already introduced cargo transport within their single aisle passenger aircraft flights.

Flydubai has ordered 111 aircraft, 11 Boeing 737-800 NG and 100 737 MAX, to be delivered over the next 10 years. Aircraft hold space corresponding to six or seven 737 MAX could carry the half of cargo loaded in a 777 full freighter. This airline currently accepts freight such as general, perishable, valuable and courier. Courier cargo can be delivered 1.5 hours before a flight; mail, two hours; perishable and valuable, four hours and finally general cargo, six hours.

Pegasus Airlines has also included belly cargo transport within its operations. From Istanbul alone, Pegasus' cargo division serves a wide range of international destinations including London, Cologne (Germany), Stockholm, Omsk in Russia, Almaty and Tehran. Not all cargo type is accepted for loading. The airline has defined a list of restrictions and limitations in order to fit the cargo transport to its low cost model:

Goods not accepted:

AL (Valuable Cargo);

VUN (Vulnerable Cargo);

ARMS,AMMUNITION and EXPLOSIVES;

AVI (Live Animals);

DGR (Class 1 , Class 6.2 , Class 7, Limited Quantity);

Limited conditions:

Max acceptable weight is 150kg per piece, but depends on the final destination;

Gun shipments can only be accepted on request with a pre-approval. (Valid import license, preform

invoice, check list must be forwarded to the airline and commodity should be sporting hunting guns);

Live bees can only be accepted on request with a pre-approval.

SpiceJet follows a similar model to Pegasus Airlines by introducing restrictions on the freight accepted. In this case, valuable or dangerous cargo is not carried by SpiceJet’s fleet. Its cargo division offers two to 3.5 tonnes per flight within its 737-800 and 737-900ER fleet. With 264 scheduled daily flights, the carrier has a daily capacity of 300 tonnes; the equivalent of four large wide-body freighters.

The last example of a low cost airline providing cargo service is AirAsia, whose network spans over 20 countries. The cargo services use Airbus A330-300 and Airbus A320-200. The A330-300 can carry 30 LD3 containers along with one 96-inch pallet, plus bulk cargo.

This section highlights the main characteristics of LCCs and their evolution towards the cargo market. It can be concluded that the Air freight market seem to have more competition as the LCCs are getting more interested in cargo transport.

5.2.2 Assumptions

The analysis of the current freight process aims to describe a generic process. All activity outlined throughout this section is present in every freight process. Ground Support Systems, aircraft hold configuration or flow order may vary depending on the airport, operational method or the aircraft (wide or narrow body, freighter of passenger aircraft).

From the point of view of the airport, the freight process described throughout this section corresponds to a medium one, whose main traffic is European. The Cargo terminal, which will be frequently mentioned when describing the process, is considered to form part of the airport’s infrastructure, being an independent building.

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INTERACTION will focus on short to medium range passenger flights, Boeing 737 and A318/319/320/321, as these aircraft families represent a major share inside Europe. The particularity for these narrow-body aircraft is that cargo represents a small share of the payload, for a lot of airlines (like low-cost airlines) being actually inexistent, and is loaded into the aircraft bellies, most often not containerized.

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.

Bearing in mind all these aspects, the Freight process, with its correspondent actors and activities, is described below.

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5.3 Identification of Actors involved, Roles & Responsibilities

Table 17 below summarises the list of actors and their roles within the freight process taking place in the Cargo Terminal.


Handling Staff Operator (only activities related to Freight Process)

Drive Dollies and Container/Pallet loaders to stand

Drive Baggage carts and conveyor belts to stand

Open Hold Doors

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

Deliver to Cargo Terminal

Clean Cargo compartments (under demand)

Load bulk

Drive dollies to stand

Drive baggage-carts to stand

Open main hold Doors



Retry container/pallet loaders



Airline (only activities related to Freight Process)

Facilities and means of ticket sales, ticket charges, excess charges

Approves aircraft changes, aircraft scheduled flight in case of irregularities

Communicate incoming bags/cargo

Manage flight and cargo data (also meteorological data)

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Cargo Terminal Staff

(includes Customs, Postal Authority, Cargo Agents, Veterinary and Phytosanitary control staff)

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

Issue new Cargo manifest with real Cargo loaded

Expend Air Wway bill

Collecting and safeguarding customs duties and controlling the flow of goods including animals, transports, personal effects and hazardous items in and out of a country

Cargo Receipt

Transportation and delivery of authorized classes of mail

Specialized mailing services

Sort and load/unload the cargo/mail into containers/carriages

Freight inspections for compliance with Community veterinary, Phytosanitary and food hygiene legislation

External Cargo Operator

Contact with a carrier in order to transport freight

Table 14 Actors and roles involved in Freight process


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.

The Freight process detailed throughout this section consists of the Landside process while the freight airside process is included in the Ramp & GSE process, detailed in Section 6,.

5.4.1 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.

A general view of the freight process is presented in Figure 26 below. As can be observed, shipments are handled several times to fit different transport constraints. Each one of these handling operations consumes time and increases the transportation costs with non-added value operations.

Figure 14 Basic Freight Process

Freight delivered to the airport by the Forwarder is received by the Cargo Terminal. This kind of terminal based on freight operation has a set of characteristics adapted to its activity:

Infrastructure – modal access and unloading/loading areas;

Equipment – loading/unloading, lifting and storing equipment;

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Storage – enough space for empty and loaded containers;

Management – administration, maintenance, access and information systems.

In addition to these basic facilities, some terminals also provide some ancillary activities, such as:

Trade facilitation – free trade zone or logistical services;

Distribution centres – trans-loading, warehousing or temperature controlled;

Storage depot – container depot and bulk storage;

Container services – washing, preparation or repair.

Thus, a Cargo terminal may differ because of the mode involved and the commodities transferred. A basic distinction is between bulk cargo and containers. Bulk cargo refers to goods handled in large quantities, unpacked and in uniform dimensions. This type of cargo requires more labour than the containerized one, which requires significant amount of storage space. Freight activity within the Cargo terminal mainly focuses on storage and preparation of ULD and bulk cargo carried by aircrafts (freighters or belly cargo) as well as transfer of air freight to the forwarder. The connection between the terminal and the aircraft is made by the Handling Staff Operator.

The Handling Staff Operator or even the airline itself, having an in-house handling function, is in charge of cargo handling at the airport. Activities related to the turnaround process start with the long-term and medium/short-term planning phases. This part of the Freight process forms part of the Ramp and GSE process, Section 6, where all the handling activities are detailed. Some of the Handling Staff Operator activities are summarized below:

The day before of operations the Handling Staff Operator receives for the following data for each aircraft:

Type of aircraft;

Stand allocation;

Estimated time of arrival;

Any particular constraints.

The Handling Staff Operator creates a plan taking into account the daily flights’ schedule and available resources. An estimation of turnaround process is provided by each aircraft operator.

On the actual date of the flight the handling organisation receives further details including actual passenger and baggage figures and cargo details. This knowledge enables the handlers to prepare better for the turnaround process.

When the pilot confirms the in-block time, the handling manager creates a specific Plan, with sequence and equipment used in the turnaround. The handling operator informs the airline regarding the estimated time of completion of the process

When the aircraft arrives at the stand, all the handling processes follow the defined Plan.


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.

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5.4.2.1 Freight Loading Process

The landside process, depicted in Figure 15, starts when freight arrives at the Cargo terminal.

Figure 15 Landside Freight Loading Process [9]

All freight is submitted to physical and documentary inspection as well as a security check performed by a Security Company after its arrival at the Cargo terminal. Once these checks are completed, the freight is accepted and stored in the dedicated export area within the Cargo terminal. If applicable, customs perform a Risk Analysis and eventually physical and/or documentary inspection. Also at this stage, the Airmail received from the Air Mail Unit is submitted to a security check in case the Postal Authorities have not carried it out.

The incoming checks before loading and departure of the aircraft can be clustered in 4 categories:

Commercial checks:

According to booking

Correct weights, numbers and volumes indicated

Logistics checks

Delivered RFC

Flight safety checks

Correct weights, numbers and volumes indicated

Correct and undamaged packaging

Potentially hazardous materials declared and correctly labelled and visible

Correct and complete documents and labels

Security checks

Known shipper and forwarder declared

Correct and undamaged packaging

Correct and complete documents and labels

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


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

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An exception made in order to avoid the security check time from delaying operations is applied to ther category “Known Consignor”, which are freight shippers whose merchandise can be carried by both passengers and cargo aircraft (according to Regulation EC 185/2010). If a company wants to obtain "Known Consignor" status, it must apply to the State Aviation Safety Agency (EASA). This certification process involves a thorough audit conducted by an individual air security authority to ensure compliance with standards for air cargo preparation, storage, infrastructure and employee training. Known Consignors are credited as any company that exports or imports air cargo regularly through Accredited Agents and carrying their goods on passenger aircraft or cargo. With this accreditation, companies will face reduced security controls and total goods transportation times.

The amount of time that freight stays at a terminal waiting to be prepared is called “dwell time”. This depends on the availability of transport services, equipment, sort and load of ULDs or customs clearance, which are all essential for the preparation of cargo to be transported and loaded in the aircraft. It also depends on the type of freight, as perishable goods are more restrictive from this point of view.

In case of special freight that cannot be handled through the Cargo Terminals (e.g. oversized goods, live animals, valuables, etc.), a direct access to airside area (pre-arrangements are necessary) is allowed by the Airport Company’s Cargo Development Department. In case of Non-EU shipments customs control has to be performed.

On the other side, the airline reports to the Cargo Terminal about the available space in the airplane hold for each one of its flights. According to this information, the terminal accepts a specific amount of cargo and plans the handling and storage of it. It also prepares the flight or cargo manifest paper, which accompanies the freight. The information stated in this document consists of the Air Waybill numbers of each of each package, weight and estimated volume.

The Cargo Terminal Staff, based on the information received related to the space available and aircraft, prepares the freight to be carried. As mentioned before, narrow-body aircraft carry mainly bulk cargo, so only in a few cases is the freight distributed in ULDs.

ULDs allow a large quantity of cargo to be bundled into a single unit. Each ULD has its own packing list (or manifest) so that its contents can be tracked. This leads to fewer units to load, saves ground crew time and effort and helps prevent delays in the turnaround process. Nowadays, ULDs are mainly loaded into wide-body carriers and only a few are compatible with narrow-body aircraft (see Annex II Aircraft and ULD compatibility for more details about compatibility between aircraft and ULDs).

Afterwards, the Cargo Terminal Staff sends a message to the Handling Staff Operator, with the information about the freight they are planning to carry in the aircraft, including dangerous or incompatible freight. Using this data, the Handling Staff Operator produces the Loading Information Report (LIR) with definitive information about the cargo that will be travelling and its distribution inside the aircraft. LIR must consider loading the freight according to the following priority order:

1. Baggage

2. Mail

3. Perishable goods

4. Others

The LIR is sent to the Cargo terminal and the Equipment Operator, who will be in charge of performing the transport and loading. The following steps form part of the Ramp & GSE process and are detailed in Section 6.

The processes related to Cargo and Mail are basically the same, but some slight differences can be identified from the point of view of the documents and rules they follow:

The first basic difference is the fact that postal organisations handle full door-to-door chain, except for the real airport-airport part. Sometimes even the ramp transport to and/or from the aircraft is arranged by the postal organisation to gain handling speed, so the airline handling agent only performs loading and/or unloading of the aircraft;

The second basic difference is the air transport document and the information and functions thereof Air cargo uses the Air waybill, and Airmail uses the CNdoc, see Table 15;

Third: airmail shipments are not booked but fly on predefined allotments;

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A fourth difference is the commercial aspect of airmail;

A fifth difference is the Electronic Data Interchange (EDI) message exchange for paper free exchange of information between all parties in the airmail chain. Mainly based on CARDIT (CARrier/Documents International Transport advice) and RESDIT (RESponse to Documents International Transport advice) messages, instead of FWB (Freight Way Bill) and FSU (Freight Status Update) messages.

The Air Way Bill (AWB) is a contract agreed between the shipper and the carrier and is non-negotiable. It indicates that the goods have been accepted for carriage (see Table 15). The digit number of an AWB serves for booking and checking the status of delivery and the current position of the shipment.

Air waybill – air cargo CNdoc - airmail

Issued by airline

Information related to shipment/colli travelling on certain flight flight driven

Each shipment individually booked on a flight

Different sizes and weights possible

Cargo is boxed and palletized, mainly loaded in ULDs

All steps in the chain are monitored by customs:

Manifest (airline)

Air waybill/shipments (airline + forwarder)

Colli/shipment contents (forwarder + end customer)

IATA rules apply

Functions as a contract between customer (forwarder) and airline

Financial settlement based on volume/weight

Issued by postal organisation

Information relates to certain flight carrying mail

No bookings on flights (allotments) destination driven

Standard size and weight restrictions (<31,5 kg)

Consists of mailbags, mainly loaded as loose cargo or in containers

Contents of the shipment are never made visible t customs

UPU rules apply

Contract between airline and postal organisation must be separately arranged

Financial settlement based on weight per dispatch. A dispatch has the same origin & destination and mail-subclass. Generally one CNdoc is used per dispatch.

Table 15 Air transport document used for cargo and mail

5.4.2.2 Freight Unloading Process

The unloading process can also be separated into two processes: landside and airside. Both processes are similar to the loading ones, but done in reverse.

Information related to cargo (LRM//CPM) carried in an aircraft is sent by the Handling Staff Operator to the destination airport in order to prepare its arrival. Therefore, the Handling Staff Operator from the arrival airport prepares the unloading instructions.

Once the aircraft has arrived at the airport, the Handling Staff Operator unloads it according to the instructions provided by the Handling Staff Operator of the origin airport. The Handling Staff Operator transports freight (cargo and mail) to the Cargo terminal. All packages further pass through security checks and through radiation detectors.

Customs staff classifies the imported goods according to regulations, based on the packaging list and invoice. This way the packages remain unopened. However, customs can decide to release or hold the shipment for physical inspection, where upon the packages are opened. It can also demand payment of import duties or even fines depending on the customs. In case of alert, specific procedures issued by customs are followed.

Similar to the loading process, the security and customs checks may be avoided if the freight is under the responsibility of a “Known consignor”, which has acquired the corresponding licence and exemptions.

The Freight unloading process, consisting of the landside process begins when freight arrives at the terminal, summarized in Figure 16.

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Figure 16 Landside Freight Unloading Process [9]

Within the landside freight unloading process, Cargo Terminal Staff is are charge of:

Breaking down and separating cargo and mail (Air mail is taken to the Air Mail Unit, where Postal Authorities assume the responsibility for delivering it);

Sorting and checking against manifest data;

Storing;

All handling documents required;

Notifying freight arrival, its correspondent charges and documents to the consignee.

In the case of special freight that cannot be handled through the Cargo Terminals (e.g. oversized goods, live animals, valuables, etcetera.), the Airport Company’s Cargo Development Department (pre-arrangements with the Cargo Agent necessary) allows one or more authorized trucks to enter the airside and consequently the aircraft parking position, following the loading procedure carried out by the Handling Agent (Load Control). If any shipment needs clearance from Ministry of Rural Development & Food, the freight is inspected by the Veterinary and/or Phytosanitary Control.

A slight change between EU and Non-EU shipments treatment must be highlighted at this stage of the process. Non-EU shipments are submitted to additional customs controls, with respect to the EU ones:

Customs clearance document;

Customs perform Risk Analysis;

Customs perform document and physical inspection, if necessary;

Consignee pays customs duties;

Consignee pays handling charges to the Cargo Agent and picks up goods.

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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The whole Freight process, mentioning the roles and people responsible (according to Table 17) for each activity, is depicted the two figures below. The process flow diagrams for loading, Figure 17, and unloading, Figure 18, have been separated in order to easily identify each step in the sequence.

Figure 17 Freight loading process

Figure 18 Freight unloading process


Process indicators constitute a valuable source of information to measure and quantify the parameters that define a good quality service. Process indicators are used to identify mistakes, inefficient processes or parameters that need improvement. The main process indicators to parameterize freight process are the following:

OTP (on time performance)

Punctuality: % of times cargo is prepared for transport (according to the standard, it must be at the

apron at a given time);

Flow and Quality of Information

Timely information: % of cases in which messages are sent on time (SLA measuring coordination

is correct). It can be important mainly in the CPM and LDM messages;

Reliability of data sent to Load Control: Kg % of variations between the data sent to Handling

Staff Operator (and therefore included in the LIR) and what is really sent in the plane;

Ability to forecast ULD cargo: measures the percentage of cargo that was scheduled in an aircraft

and is not finally stowed due to capacity problems. This indicator can be fed back to try to be

accurate in space;

Ability to forecast bulk cargo: measures the percentage of cargo that was scheduled in an aircraft

and is not finally stowed due to capacity problems. This indicator can be fed back to try to be

accurate in space;

Processes compliance (Service Level Agreements - SLAs)

Ramp & GSE process


Freight arrives to the Cargo terminal

Available space in the aircraft?

YES

NO

Prepare ULDs and/or bulk

cargo


Load accepted to be charged?

YES

NO

Load cargo in the

aircraft

Load prepared?

NO

YES

Gather AWBs & prepare NOTOC

Receipt Cargo Inspection & Storage

Transport freight to

the aircraft

Ramp & GSE process



Transport freight to the

terminal

Notify freight arrival to consignee

Prepare documents and charges for the

consignee

ULD breakdown & freight storage

Inspection & Customs control

Unload ULDs and unpacked cargo & mail

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Shipping errors: % of cases in which the amount of load received is different what was planned

according to the LIR;

Poorly prepared Load: % of badly made pallets that cannot be stowed in the aircraft;

Carried freight volume

Holds usage: airlines unused space in holds, taking the load into account. It measures the capacity

for growth or unused resources;

Freight carried: freight kg by origin/destination and % of the total payload carried.


Activities presented in Figure 17 and Figure 18 involve the exchange of information between the different actors. The messages can represent only information or can trigger further steps.

Origin Destination Message Mode

Airline Cargo Terminal Staff Available Space in airplane for cargo

Cargo transported info

Telex, screen or paper

Cargo Terminal Staff Handling Staff Operator Cargo/Mail information

Prepared NOTOC

Telex or paper

Handling Staff Operator Cargo Terminal Staff Loading Information Report (LIR)

Telex or paper

Cargo Terminal Staff External Cargo Operator Notify freight arrival Telex

Table 16 Information Exchange in the Freight process

All messages presented in Table 16 are emitted at a determined place in time and in a particular order.

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Therefore, Figure 19 and Figure 20 place this information exchanges within the process flow in order to create a complete view of the process.

Figure 19 Information exchanged within the Loading process flow

Figure 20 Information exchanged within the Unloading 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


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

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Information Management Systems are built to share critical information among stakeholders that can affect the operation of the airport. Regarding freight handling, the following figure presents the main Information Management Systems that are used currently.

Figure 21 Information Management Systems of the airport

Through the Flight Planning System, the airline develops its flight program for each of the seasons, setting departure and arrival times of each of its flights. This flight program is sent to both the Handling Staff Operator and the Cargo Terminal Staff so they know how it will operate.

Later on, at h-48 of a particular flight (this timeline can change depending on the airline) the tail assignment is performed by a routing tool, and this information is sent to both agents.

At the same time, through the airline’s reservation system, tickets sales are known and so is the expected occupancy for each of its flights, which is reported to the two operators:

Cargo: to check flight availability to prepare cargo accordingly;

Handling: to organize its resources and identify possible critical flights.

The information is usually notified by telex or screens of the different programs the agents have access to, in order to be autonomous.

The Cargo Agent/CargoTerminal Staff determines through its Cargo Management System (e.g. Hermes – described in section 5.6.1) the freight that is transported on each flight using the information given by the airline about flights and availability. In turn, this agent has systems for generating the necessary documentation based on the type of cargo and destination / origin.

This freight data is notified via telex and messages to the Handling Staff Operator which through DCS system, prepares the LIR, the W/B of the aircraft and other required items. At the same time, the arrival time of the cargo is notified by telex or by voice.

In turn, the Handling Staff Operator performs time control over the other turnaround processes, monitoring arrival, start and end of the processes to prevent possible incidents or delays.

In a general sense, there are two centres that are responsible for managing the entire operation:

Airline• Flight Program

• Fleet plan (routing)

• Reservation system

Handling Agent• DCS

• Suppliers management

Cargo Agent• Cargo management

system

Global Coordination (HCC/OCC)

Airport• Slots management (Dep.&Arr.)

A-CDM

• Flight Program

• a/c availability

• CPM/LDM messages

• Cargo weight & volume

• Cargo Transport

coordination

• Flight program

• Pax and Bags

• CPM/LDM Messages

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OCC (Operations Control Centre) belongs to the airline, it uses a Solver system and is responsible for assigning real-time crews and fees (routing)

HCC (Hub Control Centre) monitors the processes that occur during the scale (including freight)

Through the A-CDM program and through these Centres the airport is notified of possible delays in output to optimise management slots reducing overall delays in arrival and departure.

5.6.1 Cargo Management System - Hermes

Hermes is the industry-leading cargo handling system supplied by Hermes Logistics Technologies2 [10].

The system has a proven record of offering optimal solutions to the complex and changing conditions for cargo handling:

Complete and integrated solution: encompasses all physical and documentary handling processes;

Real-Time Warehouse: allows handling time to be controlled and reduced;

Service Level Profiling: allows service to be tailored to customer’s products;

Real-Time Service Level Monitoring: ensures that service standards can be met;

Service Failure Prevention: proactive alerts to imminent service failures;

Integrated Communications: keep customers and supply chain partners fully informed;

High Level of Automation: eliminates repetitive time-consuming tasks;

Integrated Billing: prevents revenue leakage through automated and accurate billing;

Industry Standards: compliant with Cargo2000 and IATA e-Freight.

Hermes has been designed by Ground Handling professionals, being a latest-generation innovative IT solution for managing the full range of cargo handling activities of Cargo terminals:

2 This application is implemented and used by different Handling Agents. Aviatpartner uses this application in

its operations in Amsterdam and Frankfurt airports. http://www.hermes-cargo.com/

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

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Figure 22 HERMES integration diagram

Hermes combines a Real-time paperless warehouse (operated with hand-held terminals and barcode technology) with back-office documentation and billing processes.

Real-Time Warehouse and documentation

Through the handheld devices, the warehouse operatives are provided with the following functionalities:

Accept Export cargo from Agents/Shippers

Allocate and move shipments onto warehouse locations

Load shipments to ULDs and/or Bulk

Load ULDs and/or Bulk onto trucks

Register contours, weights and special information onto ULDs

Produce pallet tags

Register service failures (e.g. damaged cargo, missing cargo)

Perform warehouse bond-checks

Perform ULD inventory checks

Accept ULDs from flights and/or trucks

Break down ULDs

Deliver loose cargo and/or ULDs to Agents/Consignees

Transfer shipments to other handlers/airlines

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Figure 23 Real time warehouse functionality screenshots

Back-office operatives can register, handle and produce all cargo related documents in Hermes (Air Waybills, Manifests, NOTOC, ADR, Transfer Manifests…).

However, Hermes is designed to 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.

Service Management

Because Hermes is a Real-Time based system which is process driven, the opportunity is given to set up all kinds of processes and SLA’s on all kinds of levels (Airline, Customs, Special Product, Flows…). In Figure 24 below an example of the Cargo profile interface is depicted.

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Figure 24 Hermes service management– Example of cargo profile screenshot

The system automatically monitors operations against SLA’s in Real-Time, and preventatively alert operations when they are about to be breached. This allows operations to avoid and prevent failures rather than correcting them. At all times, Hermes allows a complete overview of the processes.

If any discrepancies occur (e.g. missing cargo, found cargo, missing documentation…), records are automatically created and moved to the Service Recovery module.

The Service Recovery module instructs users how to resolve the issue in a step by step way, and also automatically informs the customer of the error and the status of the error until it is finally resolved.

Messaging

Hermes can send and receive the IATA Cargo IMP messages which are commonly used in the aviation industry allowing the customer and supply chain participants to be fully informed. All of these messages are sent automatically.

Hermes can also send a wide range of non-IATA Cargo IMP messages which can be customized to suit the customer’s needs. Most of these can also simply be sent automatically or semi-automatically if data is needed which is not held by the system and is only known to the user (e.g. seal numbers on containers carrying valuable cargo).

Dangerous Goods

Hermes can be used to register Dangerous Goods declarations for shipments. Once completed, it automatically produces Checklists based on UN numbers. “Over packs” and “All Packed in One’s” are supported in a user friendly way, see Figure 25.

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Figure 25 Hermes dangerous goods declaration screenshot

The physical check is performed step by step using the hand held device with visual aids. Discrepancies are automatically derived as part of the DGR check process and are centrally controlled. NOTOC, e-NOTOC and ADR documents are produced fully automatically.

Invoicing and Accounts

Hermes prevents revenue leakage by assigning automatic charges (per customer) to all handling activities. There is a comprehensive Tariff structure with customer specific contract capture facility. Charges can be made on AWB, ULD and Flight level. Full paper based or electronic billing with e-Invoices and detailed supporting documentation per customer is possible. Cash and cashier management is fully integrated.

5.6.2 E-Freight

The e-freight program initiated by IATA aims to replace all paper documents included in the air cargo process with electronic data and messages. In 2012 the Global Air Cargo Advisory Group (GACAG) developed a roadmap to 100% e-freight, which defines the approach, structure and targets for the program’s success [11]. GACAG approach relied on three pillars:

Pillar I – Establish Route Network: locations where Regulatory and e-Customs environment supports implementation of paperless procedures

Pillar II – Implement Paperless Airport-to-Airport: Replace the main documents required for transporting the freight with:

e-Air Waybill (e-AWB, see 5.6.3)

e-House Manifest

e-Consignment Sec

Declaration (e-CSD)

e-Flight Manifest

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Pillar III – Implement Paperless Door-to-Door: Replace the main documents corresponding to commercial side and cargo particular documents with:

e-Invoice

e-Packing List

e-DG Declarations, etcetera.

GACAG main aim is to make the industry more efficient, competitive, sustainable and profitable.

5.6.3 Air Waybill and E- Air Waybill

The Air Waybill (AWB) is a critical air cargo document that constitutes the contract of carriage between the “shipper” (forwarder) and the “carrier” (airline). It has other functions like guiding to airline staff informing them about the shipment and including special handling instruction, being a certificate of insurance or a method of invoicing for freight and other charges.

AWB must consist of three original copies with a minimum of six copies and a maximum of 11 additional copies. The distribution of the three original AWBs is as follows:

Green copy marked for the issuing carrier and retained by the airline. It serves as an accounting document for the issuing carrier and being signed by the shipper is proof of the contract of carriage;

Pink or red copy marked for consignee, which accompanies the goods and is signed by the consignee upon delivery;

Blue - marked for shipper. Given to the shipper it serves as a proof of receipt of the goods for shipment and documentary evidence of the contract of carriage.

The main pieces of information required for an air waybill are:

Shippers and consignees name and address

Issuing carriers agent and agents IATA code

Airport of departure and airport of destination

Handling of information box, which contains details of special instructions on dangerous goods information, live animals information and special handling instructions on the temperature requirements of the cargo.

Declared value of the goods:

Value for carriage. This can be any amount specified by the shipper or no value might be declared. It

affects the airlines responsibility in case of loss or damage to the consignment. It can also affect the

freight rate.

Value for Customs. This is the value declared by the exporter for customs.

Value for insurance. This is the amount of insurance the shipper might insure the cargo for through

the airline. Most exporters prefer to take out insurance through their own nominated broker (see

Transit insurance).

Description of the goods. This includes the gross weight (in kilos or lbs), the number of items, the nature of the goods, the dimensions and the chargeable weight. The chargeable weight is the number of kilos on which the freight is being levied. For volumetric shipments, the chargeable weight is always larger than the actual weight of the shipment.

Details of charges. These appear on the lower left side of the air waybill, and charges are either prepaid or collect. Prepaid means the exporter pays, and charges collect means the consignee pays.

The shipper and the issuing carrier sign separate boxes of the air waybill which establishes a contract of carriage between the two parties.

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The AWB is used throughout the air journey. The same document continues to be used if the consignment is passed from one airline to another. The number of the air waybill is used to trace consignments throughout their journey, so without it, no information on a consignment would be available.

Electronic messages have existed since the 80’s, but the air cargo industry still relies on paper and human intervention. Airfreight shipment generates up to 30 different paper documents. Behaviours have not changed yet: booking, track and trace are still predominantly based-on human intervention.

Whereas the processing of air cargo in this context introduces limitations to the efficiency and reliability of the process, with direct impact on cost, time and satisfaction of the various actors involved.

The Air Waybill’s limitations are:

Introduce extra costs, purchase costs for printing paper and archiving costs.

Job redundancy, require repeating manual tasks and streamlining processes, repeating data keying, cargo handling delays due to missing or illegible paper AWB.

Reduced efficiency, introduce extra processing times, waiting time for processing paper AWB at airline desk, cargo delay by document rejection, additional work to investigate and fix issues.

Lower reliability, risk of losing documents and wrong data capture.

Reduced contribution to the advanced reporting requirements.

Additional post processing workload, documentation transportation and storage and destroy of documents after several years of storage.

Lower visibility, stake holders and customers has reduced track and trace functionality and real time visibility of freight movement.

The impacts the Air Waybill may have are:

Freight Forwarder reduced efficiency

Potential incorrect billing by Airlines

Risk of customs holding cargo and delaying delivery to consignee

Data capture redundancy (same data, many times)

Increase of workload

Extra time and space required to store and archive paper documents

May lead to low customer (Consignee) satisfaction

Since 2008 e-AWB has been developed by the industry and IATA [12], which is working with the industry to engage local authorities to support e-AWB. The project is endorsed by FIATA (International Federation of Freight Forwarders Association) who encourages its members to adopt it. The majority of airlines start implementing e-AWB in their home market and then roll it out globally. Some airlines have already achieved 100% e-AWB penetration from their main hubs.

The benefits associated to the e-AWB are shared between all stakeholders including regulators. The most important benefits are the following:

Reduced costs: Elimination of purchase costs for pre-printed paper AWB, reduced AWB printing and archiving costs

Higher productivity: Elimination of repeating data keying, real time access to AWB information, reduction in cargo handling delays due to missing or illegible paper AWB, detection of errors prior to submitting the physical freight, no waiting time for processing paper AWB at airline desk

Better reliability: No risk of losing documents and reduced number of errors

Regulatory compliance: Authorized by international treaties regulating air cargo transport; contribution to the advanced reporting requirements

Paving the way towards e-freight: A first step toward a paper free air cargo, involving fewer stakeholders

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The overall conclusion of the e-AWB project is that it will replace the paper AWB with an electronic contract of carriage between the Freight Forwarder and the Carrier an easier and more reliable contracting process.

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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.

6.1.1 Objectives

The main objective of this chapter is to provide a description of the processes and the ground support equipment (GSE) associated with Ramp operations.

The process description will be oriented to identify the main interactions, not only within ramp operations, but also with the other turnaround processes.

A further analysis of interactions, information flows and process dependencies will allow it to be determined which processes are critical to reach the time efficiency in ramp operations.


6.2.1 Context

The Ramp and GSE process description will be focused on a generic aircraft turnaround considering the current airport operation environment, bearing in mind the developments of the SESAR programme and A-CDM implementation.

6.2.2 Assumption

Ramp operations entail a series of sub-processes that need to be managed and coordinated in an efficient way. The wide range of airport facilities, resources and equipment currently available influence not only the ramp process description, but also the interaction with other sub-processes within the turnaround operations. In order to establish an operational scenario that reduces the complexity of the process description and that is coherent with airport operations in the ECAC area, the following assumptions will be used:

Preparation activities such as resources management and ground support equipment allocation will be considered.

The process description will focus on the execution of ramp operations as a continuous sequence of activities during a turnaround, from when the aircraft arrives until its leave.

The process description will address ramp processes both, at stands next to the terminal building and those remote from it.

To avoid overlapping with other processes the following assumptions will be considered:

Baggage/cargo handling process for outbound flights within ramp operations encompass all the activities from when the baggage/cargo is ready for delivery at the terminal building for outbound flights (sorting processor area) until the closing of aircraft hold doors. On the other hand Baggage/cargo handling process for inbound flights will encompass all the activities from the opening of aircraft hold doors until the baggage/cargo is delivered to the terminal building (Baggage claims?).

Operations regarding passenger handling services will entail the transportation and location of the ground support equipment necessary to perform both, the passenger boarding and deplaning process.

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The following table shows the list of actors and their main roles within ramp operations and associated equipment maintenance


ANSP ATC

Execution

Authorizes aircraft engine start up

Control of aircraft taxiing on taxiways

Provides taxiway routing and runway to be used

Provides push back clearance

Informs airport operational system of the ETA

Airport

Operations

Planning

Provides the stand allocation planning according to flight schedule, flight characteristics, apron capacity and airline operation needs

Allots, assigns and schedules baggage handling resources (make-up. break-down) according to flight schedule, flight stand allocation and BHS capacity

Boarding gate to flight assignment planning.

Assignment of the GSE stating areas to airline/handling agent planning

Provides the apron access permits (AAP) for vehicles and Ground Support Equipment

Provides season flight scheduling

Execution

Stand allocation changes

Baggage handling resources assignment changes and re-scheduling

Boarding gate assignment changes

GSE staging areas assignment changes

Fire Safety Services

Execution

Act as needed according to local regulations whenever it is informed that an aircraft will refuel with passengers on board.

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Ground Handling

Ground Handling Agent

Planning

Develop a plan for ground handling operations (equipment and human resources allocation and scheduling per handled flight)

Develop a plan for equipment maintenance

Execution

Ensures the availability of human resources

Ensures the availability of ground support equipment

Ensures that the correct operation of ground support equipment and systems

Manages Information Messages

Marshaller

Execution

Provide visual guidance to the aircraft until it reaches parking position

Supervises the operation of automated guidance systems

Passenger Handling Agent

Execution

Coordinates Boarding and De Boarding of passengers

Boards and Deplanes Unaccompanied Minors (UM´s)

Coordinates the availability of equipment and personnel for the boarding and deplaning of PRM’s

Passenger Handling Operator

Execution

Transports passengers from aircraft to terminal building and vice versa by bus

Assists PRM boarding/ de-boarding (drives and locates ambulift)

Transports PRM’s from/to remote stand

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Baggage/Cargo Handling Agent

Planning

Develops a plan for cargo handling operations (equipment and human resources allocation and scheduling per handled flight)

Develops a plan for equipment maintenance

Execution

Ensures the availability of human resources

Ensures the availability of ground support equipment

Ensures that the correct operation of ground support equipment and systems

Manages Information Messages

Baggage/cargo handling operator

Execution

Opens, closes and secures aircraft hold doors

Operates Equipment for loading and/or unloading baggage/cargo

Prioritizes and delivers baggage delivery to the terminal

Transport of transfer baggage to the sorting area

Operates Equipment for loading and/or unloading baggage/cargo

Loads, secures and distributes baggage/cargo in the aircraft

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Ramp Operator

Execution

Examination of the ramp area

Positions/removes wheelchock and safety cones

Connects/disconnects electric power supply

Operates/positions/secures and retires Passenger Boarding Bridge/ Passenger Stairs

Coordinates the aircraft door opening/close with the crew

Services aircraft lavatories

Janitorial services (waste removal)

Air conditioning unit (fixed/mobile)

Pneumatic air jet start unit

Drain and replenish water tanks

Fuel load

Connects/disconnects tow bar to/from the aircraft

Performs push-back

Catering Operator

Execution

Operates catering truck

Coordinates the aircraft door opening/close with the crew

Unloads/loads and stows catering supplies from/on aircraft

Transfers catering supplies on aircraft between galleys

Airline Cabin Crew

Execution

Open/Close aircraft doors

Arm/disarm doors slides

Assist passenger Boarding/De-boarding

Crosscheck catering information

Passenger Counting

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Cockpit Crew

Execution

Drive the aircraft to/from stand to/from taxiway

Request Engine start-up

Request Push-Back

Provides the quantity of fuel to refuel

Provides load instructions

Signs Weight and balance sheet

Operations

Planning

Provides and updates Flight Information

Crew planning and management

Execution

Updates flight information

Manages information messages

Table 17: Actors, Roles and Responsibilities

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6.3.1 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 26 Typical Ramp Layout

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

6.3.1.1 Passenger boarding/de boarding

Buses at airports are used to transfer passengers from the terminal to either an aircraft or another terminal when it is parked at a remote stand or PBB is not available at a contact stand. Known as airside transfer buses or apron buses, these are designed and built to carry a large number of passengers, and for this reason they are longer and wider than those used in normal traffic and are usually fitted with minimal or no seating. They are equipped with wide doors on both sides of the bus enabling easy entry and exit. Because they operate on the airport apron and cross active taxiways they can only achieve operating speeds well below their cruise speeds.

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Figure 27 Apron bus

Passenger boarding stairs are used to embark and disembark passengers from the aircraft when the aircraft is parked on a remote stand or no PBB is available at a contact stand. While smaller units are generally moved by being towed or pushed, larger units are self-powered. Most models have adjustable height to accommodate various aircraft. Optional features may include canopy, heat, supplementary lighting and red carpet.

Self-powered passenger steps are highly stable due to the use of front and rear stabilizers. They

are provided with hydraulic technology and components are utilized to provide reliable performance

and easy maintenance. The platform is designed for easy and convenient positioning at the doorsill

and equipped with safety devices to assure that there is no damage to the aircraft.

Figure 28 Self-Powered Passenger Step

Non-powered passenger steps are mounted on a towable chassis and consist of a pivoted lower

flight and a telescopic upper flight. The stairs can be tilted and extended to achieve the best

elevation in its working range. The unit has hydraulically-operated vertical stabilizers to provide

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stability and mechanical restraint devices to prevent the stairs from lowering and retracting. A

mechanical parking brake is automatically applied when the tow bar is lifted.

Figure 29 Non-Powered Passenger Step

Passenger Boarding Bridge (PBB) is an enclosed, movable connector which extends from an airport terminal gate to an airplane, allowing passengers to board and disembark without going outside. Depending on building design, sill heights, fuelling positions and operational requirements, it may be fixed or movable, swinging radially or extending in length.

Figure 30 PBB

PRM vehicles are used to transfer PRM passengers from a terminal dedicated area to the A/C. They can adjust to the height of the doorsill of the aircraft type being boarded. On some types of aircraft a specially adapted ramp is used to transfer passengers from the Truck to the door of the aircraft. The vehicle consists of a rear body with seats and special restraints systems (for wheelchairs, stretchers...), lifting system, platform and an electro-hydraulic control mechanism. The vehicle can be lifted up, down and the platform can be moved into place beside the aircraft. It comes with various capacities for payload and reach. Some suppliers offer it on specific chassis instead of commercial chassis.

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Figure 31 PRM vehicles

6.3.1.2 Services to the Aircraft

Visual Docking Guiding System (VDGS) is an electronic system which helps the pilot to dock the aircraft in the correct position. A laser scanning device identifies the aircraft and once identified, the system guides the aircraft to the correct docking point

Figure 32 Visual guiding System

Aircraft refuellers are refuelling vehicles equipped with tanks filled at the airport fuel farms and can be either self-contained fuel trucks or hydrant trucks or carts.

Fuel truck refuelling tankers are rigid chassis units that have single or dual compartment 2,600 litres

to 17,000 litre product tanks with a hydraulically driven pump supplying one underwing and one

overwing hose and nozzle via the filter vessel and metre. Much larger capacity units are also built

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Figure 33 fuel truck

Hydrant truck Hydrant Dispensers or Hydrant Servicers are designed for airports equipped with Hydrant Systems (underground pipelines). They do not carry fuel capacity on board but are connected between the airport hydrant pit system and the aircraft to perform the refuelling operation. These vehicles are mostly designed for large commercial airports as they offer high flow rates up to 4.000 L/min. Standard or custom configurations are available. The dispenser has an elevating scissor lift platform to accommodate all aircraft, two underwing platform-deck hoses supported by hydraulic boom, plus single or dual rear hose-reels, also for underwing refuelling. The hydrant coupler and input hose hook onto a hose-lifting hoop which is raised with the vehicle’s hydraulic stabilisers. Pneumatic systems are supplied by hydraulically powered air compressor.

Figure 34 Hydrant truck

Potable water trucks are special vehicles that fill up drinking water tanks in aircraft. The water is filtered and protected from the elements while being stored on the vehicle. A pump in the vehicle assists in moving the water from the truck to the aircraft. As some access panels to water service are sometimes located at considerable height, it features fixed or elevated platforms for the operator to reach the panel. It can be towable or self-propelled and can use either a commercial chassis or a specific chassis. If self-propelled, the operator basket is located at the front which avoids the need to reverse towards the A/C for safer operation.

Lavatory service vehicles provides rinsing water for airplane toilets and collects waste water from the toilet e. Waste is stored in tanks on the aircraft until these vehicles can empty them and remove of the waste. After the tank is emptied, it is refilled with a mixture of water and a disinfecting concentrate, commonly called 'blue juice'. Instead of a self-powered vehicle, some airports have lavatory carts, which

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are smaller and must be pulled by tug. To ease the access to the panel, it features fixed or elevated platform for the operator. When located at the front it provides safer operation and avoids the need reverse towards the A/C.

Figure 35 Lavatory service vehicle

Catering vehicles consists of a refrigerated unit, lifting system, platform and an electro-hydraulic control mechanism. The vehicle can be lifted up, down and the platform can be moved to place beside the aircraft. HI-Lift Catering or Cabin Service Trucks are general purpose vehicles used primarily for loading/unloading food trolley and beverages into/from aircraft. The vehicle may also be used to transport baggage, parts, or other equipment. It consists of a basic commercial truck chassis mounted with hydraulically-operated scissors lift, an elevating van body with front platform and two pairs of angled vertical stabilizers.

Figure 36 Catering truck

Pushback tugs and tractors Pushback tugs are mostly used to push an aircraft away from the gate when it is ready to leave. These tugs are very powerful and because of the large engines, are sometimes referred to as an engine with wheels.

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Figure 37 Pushback tug

Tow-bars make it possible to tow a given aircraft using a tractor which is clipped to the bar. The

main advantage is that only one type of tractor is needed to tow all types of aircrafts. The main

disadvantage is the high number of staff required to fix the bar to the aircraft.

Figure 38 Tow bar

Towbarless tractors are those which do not use a tow bar. They scoop up the nose wheel and lift it

off the ground, allowing the tug to manoeuvre the aircraft. This allows better control of the aircraft,

and higher speeds, without anyone in the cockpit

Figure 39 Tobarless tractor

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Ground Power Units usually consist of a diesel engine coupled with a generator and a control system and provide electrical power for aircraft on the ground. They are available as truck mounted, towable and PBB mounted units. Truck mounted and towable units are very effective on smaller and low volume airfields as one unit can be used wherever it is required reducing the need to purchase more ground power units.

Figure 40 Towable GPU

PBB units are more suited for larger airports as they can be put into operation as soon as the

aircraft reaches the terminal, reducing turnaround time.

Figure 41 PBB Mounted GPU

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6.3.1.3 Services to Baggage/cargo load/unload service

Baggage/Cargo tugs and tractors are powered equipment used to transport baggage/cargo to and from the aircraft and terminal/cargo facility

Figure 42 Baggage/cargo truck

Bag carts are small vehicles pushed by travellers (human-powered) to carry individual luggage mostly

suitcases.

Figure 43 Bag Cart types

Dollies are specialized equipment to carry containers, Unit Load Devices (ULD’s) and pallets which are designed to save weight and thus have wheels for easy moving.

Figure 44 Dollies

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Container/pallet transporter is used for loading and unloading of cargo placed in containers or on pallet. The loader has two platforms which can be independently raised or lowered. The containers or palettes on the loader are moved with the help of built-in rollers or wheels, and are rolled onto the aircraft across the platforms.

Figure 45 Container/pallet transporter

Container loader is used for loading and unloading of cargo placed in containers or on pallet. The loader has two platforms which independently raise or come down. The containers or palettes on the loader are moved with the help of built-in rollers or wheels, and are carried in aircraft across the platforms.

With the introduction of containerized narrow-body aircraft, GSE manufacturers developed a specific range of loaders for this application, more compact and narrower, with 3,5t capacity, and limited reach (“conventional” lower lob loaders feature 7t capacity, and can accommodate wider range of ULDs). Two types of 3,5t loaders are available:

Single platform transporter loader which combines both capabilities to transport and elevate the

containers. The dolly train with containers can be parked anywhere around the aircraft and the

transporter/loader act as a junction to transfer containers between the dolly and the aircraft.

Figure 46 Single platform transporter loader

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Dual platform loader which stays docked with the aircraft. A dolly train brought flush with the edge of the rear platform in order to transfer the ULDs to the elevator and then to the bridge.

Figure 47 Dual platform loader

Conveyor belt loaders are vehicles with movable belts for unloading and loading of baggage and cargo of aircraft. On fully bulk aircraft, one or two belt loaders are used to handle both baggage and cargo which are sorted by the handlers when unloading the aircraft. 2 dollies are used in this case, one for cargo and one for baggage.

Figure 48 Regular Belt Loader

Some new systems for Belt loaders have recently been introduced onto the market (Ramp snake, Power Stow Bendi Belt), with a flexible motorized roller extension to transport the load and convey it inside the compartment. This new systems can save one operator and eliminate some of the risk of back injuries for operators.

Ramp snake – is a vehicle that makes use of powered belts that can be extended inside the aircraft

cargo compartment at a proper angle, Figure 49 . Some of the advantages of such a system are :

Avoidance of injuries from manual handling;

Reduction of required handling staff;

Faster loading/unloading operations;

Less damage to aircraft doorsills.

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Figure 49 Ramp Snake Loader

Power Stow - is a roller track conveyor equipped with a belt loader extension that is built into a

mobile belt conveyor in order to facilitate the loading and unloading of passenger baggage into and

out of the aircraft cargo hold. It shares the same advantages as the ramp snake.

Figure 50 Power Stow Loader

Bendi Belt - is an ingenious aircraft baggage loading system which enables baggage to be

loaded/unloaded in a safe, efficient and expedient manner with the operator in control from within the

hold. With a unique curvature design and key safety features, it can deliver a number of significant

benefits including turnaround efficiencies, reduction in manpower costs and manual handling,

reduction in the risk through automation of manual handling injuries and ground damage to aircraft.

Figure 51 Bendi Belt

Even presenting such advantages, these advanced loading systems are still marginal due to the added complexity of the equipment and significant investment.

Aircraft often contains particular systems in order to help and simplify loading/unloading inside the aircraft, such as:

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Sliding Carpet. Movable belt inside the aircraft hold. It can be installed in both the forward and aft

hold of the aircraft, enabling baggage and freight to be loaded by one person inside. It consists of a

thin moveable belt at the bottom of the cargo compartment and a driver unit situated at the far end of

the compartment. The mechanical systems, such as Ramp Snake or similar, are usually operated by

the handling agent, and consist of moveable sets of metal trays, which themselves take up typically

20% of the available space. Therefore, the sliding carpet enables space for bulk cargo and weight

saving. Another advantage is that only one staff member is required to be inside the cargo hold.

Figure 52 Sliding Carpet System

Telescoping Baggage System (TBS) – storage platforms consisting of a flat rectangular base and

two upwardly extending side walls closely adjoined to the shape of the fuselage. Each platform

moves longitudinally relative to the aircraft fuselage away from and back towards the fuselage door

in a telescoping sequence

Figure 53 Telescopic Baggage System

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Cargo Loading System (CLS) - helps move cargo through an aircraft fuselage. It includes ball

transfer units, power drive units, control systems, freighter common turntables, centreline restraints,

bumpers, unicaster panels, door sill assemblies and rollout stops. These components work together

to convey and secure cargo within an aircraft for fast and easy loading and unloading. This system is

usually implemented on wide-body aircraft.

Figure 54 Cargo Loading System

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6.3.2 Ramp operations

Ramp processes consist of a wide range of simultaneous activities which take place from when the aircraft arrives at the stand until it leaves. Within this time period, known as turnaround time, all the interested parties i.e. airline, ground handler and airport; need 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) that might cause damage to the aircraft

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. In a first step, whenever available, a “follow me” car escorts the aircraft from the taxiway to the assigned stand. Afterwards, the marshaller provides visual guiding, in accordance with the ICAO standard signals, until the aircraft is at the right parking position. At some airports the stand can be equipped with a visual guiding docking system, which provides information to the pilot to park the aircraft at the airport stand. In this case, the handling agent ensures that the system is activated before the aircraft arrives. 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:

6.3.2.1 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. Depending on the apron and aircraft type there are two main positions for the PBB to be considered:

PARKING: This is the position to be reached when the PBB is not in use. PBB tunnels are almost fully retracted and the PBB height is configured to horizontal (as far as it is reasonably practicable). The operation mode used while parked is off.

SERVICE: The PBB is docked to an aircraft. The operations mode used while servicing an aircraft is Auto Level.

Before executing any movement to the Bridge, the operator needs to check if the operation zone is clear and receive the confirmation of the staff operating on ramp. He then proceeds with the PBB connection. After that, the operator moves the boarding bridge (fixing the height and turning the cabin in order to align the cabin threshold with the plane’s line), and the operator slowly extends the boarding bridge towards the plane, maintaining the bumper parallel to the airplane fuselage until it is in the correct position.

When the aircraft is parked on a remote stand, the Handling Agent ensures that passenger stairs are available before the aircraft arrives, 1 or 2, depending on the agreement between the airline and the handling company. The ramp operator moves the stairs into position by towing or pushing them with the use of a boarding stairs tow truck, provided they are not self-powered and can be moved into position autonomously.

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,

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

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

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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.

6.3.2.2 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. Independently if the aircraft is near the terminal building or at a remote stand, the baggage/cargo handling agent shall ensure that baggage belt loaders/lifters and cargo cart/dollies are available at stand and that baggage/freight handling operators have the unload instructions provided by airline operations.

For bulk loaded aircrafts, the handling operator starts unloading with the help of belt loaders. Starting with the priority luggage, which has to be delivered to the arrival luggage belt in the first place, then continues with the rest of the baggage including special baggage that needs to be delivered at aircraft door (stollers) and transfer baggage, freight is unloaded at the end. 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.

6.3.2.3 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.

6.3.2.4 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.

6.3.2.5 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.

6.3.2.6 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.

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.

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As previously mentioned, bulk baggage/cargo (without containers) requires belt loaders for loading the aircraft and baggage carts for its transportation between the aircraft and the terminal. Baggage carts require a tow tractor, which is used also for carrying other equipment that cannot move itself (air starters, mobile air-conditioning unit, etc). On the other hand, baggage/cargo stored in containers or pallets (UDLs) require high loaders for loading as well cargo dollies for transportation.

The baggage/cargo handling operator updates the Loading Information Report (LIR) while loading. Any changes in the LIR due to last minute changes must be immediately reported.

If there is a missing passenger, the baggage handling operator has to search the bag and take it out the aircraft hold.

Any special luggage that needs to be delivered at aircraft door at destination is loaded in hold 5, located in the rear section of the aircraft.

If any special conditions are required for the loaded freight, such as temperature or pressure, the Cargo Agent sends to the handling operator a Notice to Captain (NOTOC) with all these requirements, he checks and signs it and sends it to the Cockpit Crew.

Once all baggage/cargo is loaded, the hold doors are closed and the operator hands in the LIR to the Flight Dispatcher, who sends any changes made on it to “Load Control”. This department updates the Weight & Balance Sheet including the updated LIR data.

The final W&B sheet must be handed in to the Flight Crew, who has to sign it and return a copy to the “Load Control”, or it can be sent via Aircraft Communications Addressing and Reporting System (ACARS), printed and signed by the Flight Crew in order to give the “Load Control” a copy. Updated LIR must also be handed in to the cockpit crew, including the definitive information about the baggage/cargo loaded on the aircraft. The Handling Agent also sends the updated Weight & Balance Sheet to the arrival airport by Load Distribution Message (LDM) or Container and Pallet Distribution Message (CPM), which includes the definitive information for unloading.

On completion of passengers boarding cabin crew starts with the headcounting, the passenger handling agent confirms with the crew that they are ready to close doors and depart. The side guards on steps are then detached and the passenger is door closed. Once this is completed, the chocks and connected equipment are then removed. In the case of operations near the terminal building, the PBB is not retracted until the aircraft passenger door has been closed.

Before engine-start up, a ramp operator proceeds to a final pre-flight inspection of the aircraft before engine to confirm that:

The surface condition of the apron is adequate to conduct operations

The apron is clear of vehicles, equipment and items that might cause FOD

Aircraft servicing doors are all closed and secured.

All GSE are disconnected from the aircraft

Cones are removed

Chocks are removed

When the ATC provides clearance, the cockpit crew will advise the handling operator to start the pushback prior to engine start. This process is carried out by special vehicles called pushback tractors or tugs. Conventional tugs use a tow bar to connect the tug to the nose landing gear of the aircraft. The tow bar is fixed laterally at the nose landing gear and connected at the front or the rear of the tractor, depending on whether the aircraft will be pushed or pulled. There are also towbar-less tractors which scoop up the nose wheel and lift it off the ground, allowing the tug to manoeuvre the aircraft. When the aircraft is on the taxiway, the tow bar is removed and the aircraft starts engines and leaves the apron.

119



6.3.3.1 Passenger Deplaning at Contact Stand

Passenger

Handling

Agent

Ramp

Operator

Cabin Crew

Locate and

Secure PBB

Confirm

PRM’s

Deplane PMR

Confirm UM’s

Deplane UM’s

Coordinate

Deplaning of

standard Pax

Confirm special

baggage to

deliver at gate

Assist

deplanning of

standard Pax

Knock the

door

Open Aircraft

door

Paseenger deboarding

finished

Deliver special

baggage at aircraft

door

Standard Pax

deplane finish?

no

yes

Figure 55 Passenger De-boarding at Contact Stand Flow Diagram

120


6.3.3.2 Passenger Deplaning at Remote Stand

Passenger

Handling

Agent

Ramp

Operator

Cabin Crew

Transport Stairs to

remote stand

Confirm

PRM’s

Deplane PMR

Confirm UM’s

Deplane UM’s

Assist

Deplaning of

standard Pax

Confirm special

baggage to

deliver at gate

Transport apron

busses to remote

stand

Open Aircraft

door

Transport Passengers to

terminal building by bus

Deliver special

baggage at aircraft

door

Standard Pax

deplane finish?

no

yes

Transport special

deboarding

equipment/staff to

remote stand

Locate and

secure Stairs

Knock the

door

Locate and

Secure special

equipment for

PRM’s

Transport PRM/UM to

terminal building

Figure 56 Passenger De-boarding at Remote Stand Flow Diagram

121


6.3.3.3 Baggage Unload

Drive Dollies

and Container/

Pallet loader to

stand

Offload Transfer

ULD Baggage

Offload Baggage

ULD’s

Transfer ULD’s

to dollies

Open Hold

Doors

Position and

secure pallet/

container loader

Deliver Special

luggage to aircraft

door (WCH, BB, hand

luggage)

Transfer

BaggageDeliver to transfer aera

Priority

baggage

Offload priority

baggage ULD’s

Transfer ULD’s

to dollies

Deliver priority

baggage to transfer

aera

Transfer ULD’s

to dollies

Deliver baggage to

claim area

yes

yes

No

No

Baggage

Handling

Operator

Drive Baggage

Carts and

Conveyor belts

to Stand

Offload Transfer

Baggage

Offload baggage

Open Hold

Doors

Position and

secure conveyor

belt

Transfer

BaggageDeliver to transfer aera

Priority

baggage

Offload priority

baggage

Deliver priority

baggage to claim area

Deliver baggage to

claim area

yes

yes

No

No

Deliver Special

luggage to aircraft

door (WCH, BB, hand

luggage)

Load baggage

carts with

transfer

baggage

Load baggage

carts with priority

baggage

Load baggage

carts with

baggage

Bulk or Palletized

Baggage?

Pallet

Bulk

Figure 57 Baggage Unload Flow Diagram

122


6.3.3.4 Cargo Unload

Drive Dollies

and Container/

Pallet loader to

stand

Offload special

Cargo ULD’s

Offload Cargo

ULD’s

Load dollies with

special Cargo

ULD’s

Open Hold

Doors

Position and

secure pallet/

container loader

Special cargo?

(PER,AVI…)

Deliver to Cargo

Terminal

Transfer

Cargo?

Offload Transfer

Cargo ULD’s

Load dollies with

transfer Cargo

ULD’s

Load dollies with

Cargo ULD’s

yes

yes

No

No

Cargo Handling

Operator

Drive Cargo

Carts and

Conveyor belts

to Stand

Open Hold

Doors

Position and

secure conveyor

belt

Bulk or Palletized

Cargo?

Pallet

Bulk

Offload special

bulk cargo

Offload bulk

cargo

Load cargo carts

with special

bulk cargo

Special cargo?

(PER,AVI…)

Transfer

Cargo?

Offload Transfer

bulk cargo

Load cargo carts

with transfer

bulk cargo

Load cargo carts

with bulk

yes

yes

No

No

Figure 58 Cargo Unload Flow Diagram

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6.3.3.5 Catering Service

Catering

OperatorCabin Crew

Control last

passenger de-

boarding

Confirm Loading

Instructions

Check for last minute

changes or special

request

Open right side front

door

Open right side rear

door

Position the Catering

Truck at the right

front door of the

aircraft

Load catering

supplies from

forward galley

Unload catering

supplies from aircraft

Load catering

supplies from rear

galley

Remove Catering

Truck

Figure 59 Catering Service Flow Diagram

124


6.3.3.6 Aircraft Cleaning

Ramp

Operator

Remove litter/

waste

Clean passenger and crew

compartments (seat back

pockets, galleys, toilets, floors,

tables etc.)

Perform Cabin

dressing (Replace

head rests/pillow

covers)

Disinfect

deodorize aircraft

Open lavatory

service panel

Position toilet

waste truck

Clean Cargo

compartments

(under demand)

Transport Staff and

cleaning equipment

to terminal

Provide cabin

items (blankets/

pillows)

Drain waste

materials

Drain the

system

Flush the tank

with

disinfectant

Connect filling

and grain

hoses

Replenish

Fluids

Close lavatory

service door

Disconnect

hoses

Transport Staff and

cleaning equipment to

terminal

Remove toilet

waste truck

Interior Cleaning

Lavatory service and

water refill

Figure 60 Aircraft Cleaning Flow Diagram

125


6.3.3.7 Refuelling Service

Ramp

Operator

Cabin Crew

Airport

Operations

Hydrant

system?

Check refueling

preview and

ensure it in the

Truck

Transport Fuel

Truck to the

stand

Connect

discharge to

ground

Transport

Hydrant Cart

to the stand

Warn Airport

Fire

Department

Inform Passengers of

safety measures during

refueling

Confirm passengers

disembark complete

Retry pipes Connect pipes Refuel

Transport Fuel Truck/

hydrant cart back to

airport facilities

Passengers on

board?

Provide a Signed copy

of refueling sheetConfirm

amount fuel

to charge

Final figures

of fuel

Confirm Fire

Department

authorization

No

No

yes

yes

Cockpit Crew

Figure 61 Refuelling Flow Diagram

126


6.3.3.8 Baggage Load

Baggage

Handling

Operator

Cockpit Crew

Drive dollies with

loaded

containers/pallets

to stand

Load standard

ULD’s into the

Aircraft

Load priority

ULD’s into the

Aircraft

Take last minute

baggage to the

stand and load bulk

Search and

remove

Baggage

Load Hold 5

Last minute

baggage?

Remove Baggage

Dollies and Lift

Loaders from stand

Missing

Passenger?

Special

baggage?

Retry

container/

pallet loaders

Load Cargo

Close Hold

Doors

Transport baggage to

terminal

yes

yes

yes

no

no

Inform load

figures and

confirm loading

Instructions

Provide a signed

copy of Loadsheet

Load

figures

Drive baggage

carts with bulk to

stand

Load bulk

baggage

Load bulk

priority

baggage

Take last minute

baggage to the

stand and load bulk

Search and

remove

Baggage

Load Hold 5

Last minute

baggage?

Remove Baggage

Carts and conveyor

belt from stand

Missing

Passenger?

Special

baggage?

Retry

conveyor belt

from main

holds

Load Bulk

Cargo

Transport baggage

to terminal

yes

yes

yes

no

no

Bulk or Palletized

Baggage?

Pallet

Bulk

Figure 62 Baggage Load Flow Diagram

127


6.3.3.9 Cargo Load

Bulk or Palletized

Cargo?

Load cargo

ULD’s into the

aircraft

Drive dollies With

special cargo

ULD’s stand as

late as possible

Special Cargo

(PER, AVI,ICE)

All Cargo on

board

Load bulk

cargo into the

aircraft

Return Cargol to

Cargo terminal

Is possible to

load rest cargo?

Drive Dollies

with cargo

ULD’s to stand

Drive carts with

bulk Stand

Pallet

Bulk

Cargo

Handling

Operator

Take Cargo

documents (cargo

manifest, Notoc…)

from the Cargo

Terminal

Cockpit CrewInform load

figures and

confirm loading

Instructions

Take Cargo

documents (cargo

manifest, Notoc…)

from the Cargo

Terminal

Special Cargo

(PER, AVI,ICE)

Drive carts with

special bulk cargo

to stand as late as

possible

Provide a signed

copy of Loadsheet

Issue new cargo

manifest with real

Cargo loaded

Drive Cargo dollies back

to cargo terminal

Drive Cargo carts back

to cargo terminal

yes

yes

yes

yes

no

no

no

no

Figure 63 Cargo Load Flow Diagram

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6.3.3.10 Passenger boarding at contact stand

Passenger

Handling

Agent

Ramp

Operator

Cabin Crew

Confirm

boarding can

start

Headcounting

All

passengers

on board

Close aircraft

door

Remove PBBConfirm Cabin

services

finished

Confirm

PRM’s

Board PMR

Confirm UM’s

Board UM’s

Coordinate

Boarding of

standard Pax

Collect Special

Baggage at

aircraft door

Boarding

complete?

Assist

Boarding of

standard Pax

Find and Remove

missing pax

baggage

no

no

Missing Pax

baggage

checked?

yes

yes

Look for

passengers at

terminal building

yes

no

Time to

wait?

no

yes

Look for missing

passenger at

terminal building

Load special

baggage

Figure 64 Passenger Boarding at Contact Stand Flow Diagram

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6.3.3.11 Passenger boarding at Remote Stand

Passenger

Handling

Agent

Ramp

Operator

Cabin Crew

Headcounting

All

passengers

on board

Close aircraft

door

Remove Stairs and

Apron busses

Board PMR

Confirm

UM’s

Board UM’s

Coordinate

Boarding of

standard Pax

Collect Special

Baggage at

aircraft door

Boarding

complete?

Assist Boarding of

standard Pax at

boarding gate

Find and Remove

missing pax

baggage

no

no

Missing Pax

baggage

checked?

yes

yes

Look for

passengers at

terminal building

yes

no

Time to

wait?

no

yes

Look for missing

passengers at

terminal building

Load special

baggage

Transport

special

equipment

for RMP to

stand

Locate and

secure

special

equipment

for RMP’s

Remove special

equipment for

RMP’s

Transport

passengers

from terminal

building via

apron buses

Ensure

secure of

stairs

Confirm

PRM’s

Transport

passengers

from terminal

building via

apron buses

Transport missing

passenger from

terminal building

Confirm

boarding

can start

Confirm

Cabin

services

finished

Figure 65 Passenger Boarding at Remote Stand Flow Diagram

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During an aircraft turnaround, the efficiency in ramp operations depends on the capability of the airline, the ground handler and the airport working together in order to prepare the aircraft for its next flight in a given time period and with a certain level of service.

The service level agreements (SLA) signed between the airport operator and ground handling companies or between the airline and the ground handler allows evaluating the level of service provided in ramp operations. Through the SLAs all parties jointly agree the performance areas that need to be monitored and have a concrete description of the performance targets. The indicators within the defined performance areas

allow identifying any shortcomings and actions to assure agreed performance levels.

The main indicators per performance area to assess the ramp and GSE process can be classified as:

Productivity

Ground handlers measure the productivity in terms of worked hours per flight. The way this indicator is measured varies from one ground handler to another. Nevertheless the main objective is to minimise the number of staff and the hours they work for a given volume of flights.

The worked hours can be collected through the hours registered on time registration systems of a handling company; this measurement doesn’t take into account absences due to sickness, recuperation time pregnancy, holidays, etcetera and depending on the ground handler these hours can be classified in hours worked, hours paid, FTE’s, etcetera.

The numbers of flights are measured in terms of turnarounds, each turnaround is an arrival and a departure, though some ground handlers calibrate their flights and count a wide body for two narrow bodies.

Another indicator to measure productivity is the cost of the staff (excluding management and support functions). To calculate this indicator handling companies take the total personnel costs (including holiday, sickness…) and divide it by the total number of worked hours obtaining the personnel cost per worked hour. Afterwards this cost is multiplied by the number of worked hours per flight obtaining the total personnel cost per turnaround

To measure aircraft productivity, airlines use the Airplane utilization KPI, typically presented in block hours per day. This indicator is calculated by dividing aircraft block hours by the number of aircraft days assigned to service on airline routes. The number of block hours for an airline for a given period of time (like a year, quarter or month) is a measure of the total time that its aircraft were in use during that period.

Safety

This indicator is measured as the number of accidents with aircraft per 1000 turnarounds, currently this measurement is standardised as 0.15 accidents per 1000 flights, which means that in an airport with 100.000 turnarounds will have an average of 15 accidents, ranging from scratch to mayor accidents.

In order to reduce the risk of accidents special attention is paid to training and communication but also to control. Ground handlers perform safety checks of their flights through observation by collecting information about elements such as safety clothing, respect for distance, speed...

Quality

The quality measurements are based on service level agreements, the main indicators related to the ramp and GSE process are:

The On time performance KPI provides information about the % of flights that depart on time. This indicator is calculated as the total number of flights which leave the stand with a delay of 15 minutes after scheduled time of arrival (disregarding any flights with late arrival – delay code 93). Ground handlers measure this indicator as the % of flights that depart on time

The Passenger transportation bus availability is measured as the presence of passenger’s busses upon arrival of an aircraft at a remote stand.

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The Baggage delivery performance indicator measures the delivery times of the first and last bag after on-blocks on the arrival belt for the passenger. Those delivery times depend on the distances between airport facilities and aircraft location.

GSE

Although the choice of the equipment can influence the timing of the turnaround process, KPI’s used for GSE are mostly cost driven rather than productivity driven. The main KPI used for ground support equipment is the Total cost of the GSE per turnaround, which can be detailed in ownership cost, maintenance and repair costs or fuel.


As described in the process, before ramp operations start there are some preparation activities that need to be undertaken before the aircraft arrives at stand/gate. During this preparation process there are some message exchanges between origin and destination airports, handlers and aircraft operators which contain similar information, such as the number of passenger, estimated time of arrival, loading instructions, passengers with special requirements, etcetera.

Movement Messages (MVT): Movement messages are composed of actual departure (AD), estimated departure (ED), estimated arrival (EA), and actual arrival (AA) messages. These messages are used to inform the destination stations about the departure time of the aircraft, together with the information about the number of passengers. This message is transmitted to all units in the handling company. Depending on the message, the passenger services department decides when check-in has to start, the ramp and operation department allocates the staff and equipment, the airport authority allocates the parking stand, etcetera.

Load and Distribution Message (LDM): LDM is sent by ground handling agent at airport of origin to ground handler on destination in order to clarify how the loading has been performed on the related aircraft. This message contains the distribution of baggage, mail and cargo, amount of the load and number of passengers. LDM message also can be in the form of another message, named Container-Pallet Message (CPM), which shows the distribution of baggage containers in the aircraft‘s holds. Thorough this message the handling staff operator knows the type of GSE equipment that needs to be available at stand position and the exact location and distribution of cargo/ baggage by the time the unload process starts.

Passenger Service Messages (PSM): PSM messages give information about RMP, UM’s who need special assistance to de-board, and deportee passengers (passengers who have missing papers, passport or visa problems).

The following table summarises the information flows identified within the ramp process and represented in the Figure 29. It assess the origin and destination of the information flow, the exchanged data and the type of information flow


Airport Operations

Ground handlers

Airport resources allocation during day of 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

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Airline Operations

Ground Handlers

Airline Schedule

Aircrafts technical data

Messages for inbound flights:

MVT message

LDM message

CPM message

PSM message

Fuelling data

Flight plan data

Messages for outbound flights:

Loading data

Catering data

Passengers data

Flight plan data

SITA

Ground Handlers

Airline Operations

Messages for outbound flights

MVT messages

LDM message

Fuel message

CPM message

Load message

Delay messages (EOBT updates)


MVT messages

Time estimations

Boarding data

SITA

Airline Cockpit Crew

Ground Handler Fuel information

Request for Push-back after clearance

Copy of the signed Load sheet

Radio

Telex or Paper

Ground Handler


Fuel information

Final load figures

Finalization of ramp operations

Radio

Telex or Paper

Airline Cabin Crew

Ground Handler Initation/Finalization of passenger de-boarding

Catering information and checks

Initation/Finalization of passenger boarding

Paper or telex

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Ground Handler

Airline Cabin Crew


PBB or Passenger stairs located and secured

Finalization of aircraft services

Paper or telex

Radio


Airport ATC Request Start Up clearance

Request Push-back Clearance

Radio

Airport ATC Cockpit Crew Start Up clearance

Pushback clearance

Radio

Cabin Crew Cockpit Crew Number of passengers on board Paper

Table 18 Information exchanges

The figure below represents the information flows identified in the ramp process:

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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 66 Information exchanged within the Ramp process

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6.5 Information Management System

The aim of information management systems is to share on time and acurate information among airport, airline and ground handlers in order to optimize their processes during the turnaround. The figure below represents the information systems that supports ramp operations, the interconnection of information management systems ensures the smooth flow of information between different areas of the handling organization, as well as with external agents (airport, airlines), as a key for an efficient and coordinated operation.

Figure 67 Information Management systems

Airport operational database is the central hub to collect, process and distribute all flight related information in real time.

Airline information systems provide their flight schedules for planning purposes and during the day of operation update their flight operations status.

Ground handling information systems integrate the following systems, which are interoperable among them and share and collect information from the airport and airline systems.

Flight Information Systems provide accurate and precise information of all incoming and outgoing flights at the airport. The Flight Information System is used during the whole process of preparing, handling and closing a flight. Its integration with the Airport Operational Database ensures the instant synchronization and update of all aircraft movements and situations in real-time, allowing the different handling departments and services to respond expeditiously to airlines and customers’ requirements by adapting their operations and interventions in function of evolving situations.

Main functionalities in the flight information system are:

Detailed operational procedures and standard documents are available at all times

Incident reporting

Quality monitoring

Service recording

Departure Control Systems (DCS) assist handlers in providing efficient departure control services to multiple airlines from the flight arrival until the next flight departure. By integrating this system with

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handled airlines, ground handling is able to provide a service of high quality. The Departure Control Systems are applications with the following functionality:

Check-in of passengers and baggage – including internet & self-service check-in

Weight & balance

Boarding of passengers

Loading of baggage & cargo

Flight documents

Baggage Reconciliation System (BRS) ensures not only the correct distribution of passenger baggage from origin to destination, but also controls the bag loading process to avoid the quick unload of missing passengers. Thanks to BRS is possible to:

Reduce risk for causing delays due to a more secure and efficient bag loading process

Optimize communication channel with the airport bag sorter system via the use of the BSM ,BPM

and BUM messages

Ground Handling System covers all operational steps through an integrated flow providing contract information, service registration, invoicing, operational statistics recording and quality monitoring. The different operational units feed the system, to ensure an accurate invoicing of all the services provided. This system contains a customer Database, operational reports, quality reporting and invoicing functionality. The Ground Handling System also contains a module for managing and invoicing General Aviation activities.

Contract management. The commercial department inserts contracts into the Ground Handling System database. This data is then used for:

Generating contract documents via “templates” that are defined by the users

Define services to be presented in Quick Service Registration screen

Define individual prices for the calculation of optional services

Calculation of invoices

Service registration. Operations register the services provided in order to be used for invoicing. This is done using the Quick Service Registration (QSR) that is accessed via the Flight Information System.

Invoicing. The administration department calculates and validates the invoices. The invoices are then sent to the customers (via paper or e-invoicing). Non-Flight events are calculated and invoiced. Invoice information is transferred to the accounting system.

Quality. It is used by operational people to register SLA, Quality and Statistical related data. It is also used to make a total ‘Quality’ assessment of a flight by the Quality pilots. This functionality is fully integrated within the Flight Information System application.

Maintenance Management System allows optimizing the maintenance of GSE’s. The system covers the following functionalities:

Purchasing & inventory management of spare parts: The system is capable of reporting on historical

purchases of spare parts. This can be used to analyse the usage of spare parts supplier

performance

Inventory of GSE including also key technical data, which is used to organize activities such as inter-

station exchange/reuse of equipment and standardization and optimization of purchasing

Maintenance management: Maintenance plans and maintenance frequencies for preventive

maintenance are registered in the system. The system automatically generates maintenance

alerts/reminders, based on equipment working hours registered during the regular preventive

controls. All maintenance (preventive & corrective) activities are managed via a work order

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generated by the system, based on the maintenance plans. On each work order the spare parts

used, technician time spent and responsible technician are registered.

Reporting/statistics: Per equipment a history report is available consisting of preventive, corrective

and damage repair interventions and a history of the maintenance cost

Optimize the maintenance of GSE’s across the network supporting:

The administration of the required data to execute maintenance work such as material management

and purchasing.

The recording of the underlying know-how required for the execution of the work.

The recording of maintenance experience and the reporting and analysis of ratios and costs for

Management support.

GSE tracking systems provide a reliable position and status of the Ground Support Equipment (GSE) across the operations area of the airfield. Aircraft handling movements can be detected and recorded, equipment utilization can be optimized, fleet sizes minimized and fuel consumption reduced. The main features of this system are:

An Airport Map with a real-time overview of the apron fleet and relevant information related to

individual units, e.g. a GSE’s operation status

Access control features to stop unauthorized use of the GSE and to help reduce damage to the

equipment

Impact sensors, shedding light into accidents or any other kind of collision involving the GSE by

recording the incident including critical details such as time, place and name of driver

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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

3 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.

One of the main indicators of the turnaround as a whole which has been reported in the literature is the overall time. This indicator is usually measured as an aggregation of the sub-processes within the Critical Path of the operation. It worth stressing that, depending on the nature of the Turnaround operation, the critical path can be different as well. The most relevant literature focuses on the sub-processes involved in the critical path to reduce the turnaround time. However the scope of this section will be extended to all the sub-processes with tight technical, legal and operational interdependencies between individual activities comprising the turnaround to address the issue in the most holistic way possible.

7.1.1 Objectives

The main purpose is to formalise the different interdependencies between the turnaround sub-processes in such a way that the impact of any spatial-temporal activity change on the overall turnaround is transparent to all stakeholders. It is worth mentioning that interdependencies that affect the turnaround as a whole will consider not only technical issues, such as equipment changes, but also human factor issues. Sub-processes interdependencies are usually considered complex and its analysis is avoided by a significant set of coordinating activities beforehand or the introduction of time buffers to mitigate its impact on the whole process. Due to the importance of spatial-temporal processes during the turnaround, INTERACTION proposes a proper understanding of the interactions in order to enhance the synergies that could be generated by introducing changes both in the procedures and in technologies.

Transparency can only be achieved by a proper understanding of the cause/effect relationships present inside each sub-process and between sub-processes. Thus, a causal modelling formalism will be used to specify the technical, legal and operational interdependencies together with a quantitative analysis to predict the impact of any change or modification in the sequence of activities.

Furthermore, the quantitative analysis will contribute to identify and propose new solutions: A key aspect to succeed with a more efficient turnaround process will not consist only to reduce the turnaround time, but instead how the turnaround time will be optimized. Thus, the information reported in this section should contribute to:

To detect the non-added-value operations that coexist with the activities defined in each sub-process.

To detect the sensitivity of spatial and/or temporal changes in the sub-processes on the turnaround.

To predict the impact of the different improvements on the turnaround robustness.

The use of new technologies to avoid the numerous process disruptions and improve the operations.

To analyse the interdependencies considering the physical and temporal restrictions, together with the processes and their functionality.

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

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7.2.1 Context

Turnaround complexity arises due to the effects of interdependencies between different actors that can generate an event that could block, freeze, delay, or disable/ enable other activities programmed in the same or in another sub-process. A critical barrier to mitigate the effects of interdependencies is a lack of formalism that could integrate the physical, time, security and legal restrictions together with the relevant information about the actors, processes and functionalities involved.

Logical constraints affecting the main stakeholders and turnaround operations, together with their precedence, physical and temporal relationships are some of the key elements that can be formalised in a discrete context as a sequence of events that upgrade the state variables of the turnaround process as a whole and some performance indicators.

Specification requirements in terms of cause-effect relationship between sub-processes demands for a knowledge representation technique that considers the stochastic, dynamic and synchronous nature of the turnaround process, and allows representing both the structure and the different ways in which the sub-processes can be influenced. The proper representation, analysis and evaluation of all the event-relationships that determine the comprehensive turnaround behaviour are essential in dealing with innovative robust improvements.

7.2.2 The Causal Formalism: Use of Petri Nets

Petri nets (PN) were presented for the first time by Petri (1962) in his doctoral thesis as a formal method for describing computer systems. But the ease with which the PN primitives permitted the description of formerly difficult properties like concurrency, non-determinism, communication and synchronisation, as well as the analysis of these properties, led to the use of Petri nets as true mathematical modelling tools [13].

Their subsequent development was facilitated by the fact that Petri net models are easily able to process synchronisation, asynchronous events, concurrent operations, and resource sharing. Petri Nets have been successfully used for concurrent and parallel systems and model analysis, communication protocols, performance evaluation and fault-tolerant systems.

A Petri Net is a directed bipartite graph, together with an initial state called the initial marking. In this graph, there are two kinds of nodes: places - represented by circles- and transitions -represented by rectangles- that are alternatively connected by arcs. An arc can connect either a place to a transition or a transition to a place, but it can never connect two transitions or two places.

Places can contain a non-negative number of tokens, represented graphically as black dots. The number of tokens in a place is the marking of that place, and the array with the number of tokens in every place of the PN (in a certain fixed order) is the marking of the PN. The initial marking indicates the number of tokens corresponding to each place in the initial state.

Petri nets model not only the structure of a system but also its dynamics. This is achieved by changes in the state of the PN, which are represented by the evolution of its marking. Thus, the current marking of the net shows the state of the system. Two special markings are considered: M0 is the initial marking (initial state of the system) and Mf is the final marking (final or objective state). The change from one state to the next is given by the firing of transitions.

The main characteristics of PN that offer a suitable formalism to describe and analyse the interdependencies between the turnaround sub-processes are:

All the events that could appear according to each particular turnaround state can be easily determined (state space analysis).

All the events that can set off the firing of a particular event (initiation of a turnaround activity) can be detected visually.

Some reasons to choose Petri nets as the formalism to describe turnaround sub-processes interactions are:

Petri nets are a clear, easy to understand and not ambiguous modelling formalism. Very little information is needed to synthesise a system, since it includes the concepts of receptivity and sensitivity.

Given a particular state in the turnaround process, PN allows understanding and predicting the different effects of a time or spatial disruption as well as the subsequent consequences.

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PN allows the representation of simultaneous evolutions. Thus, parallelism can be modelled and hence, it can be used for the representation of the turnaround interdependencies.

PN allows the validation of the right behaviour of the turnaround process. The structure and marking of a PN contain information about the turnaround behaviour. This information improves the legibility of the descriptions and the formal validation of certain properties such as detection of deadlocks and failures among others.

The nets can be generated from the flow oriented descriptions of the activities that take part in each turnaround sub-process.

Despite all the advantages of PN as a modelling formalism, there is a drawback to using PN for describing the turnaround process as a whole: a lack of tools to efficiently specify the information flow inherent to any process.

By using colours that allow the representation of entity attributes, coloured Petri nets (CPN) allow a better modelling approach. Other CPN characteristics that enable the use of this formalism to specify the turnaround are:

CPN allows the specification of the sub-processes at different abstraction levels: Thus, the physical, time, security and legal restrictions that are relevant for the analysis of the interdependencies will be described at micro level, while the non-relevant sub-process aspects can be described at macro level.

CPN allows the specification and analysis of complex dynamics that can be described by a post-process in flowchart descriptions for a better dissemination of the results.

7.2.3 Assumptions

The Turnaround as a Whole will refer to the processes that an aircraft experiments directly in the stand. Sub-processes like Passengers, Baggage, Freight and ramp & GSE are taken into account but only direct interactions/processes performed to the aircraft in the Passenger, Baggage and Ramp & GSE processes considered. Processes that are very up or downstream of the aircraft physical perspective of the operation are not described here and can be found in their respective chapters (i.e. aircraft arriving to the stand, turnaround and aircraft leaving the stand).

The specification and analysis of the interdependencies between turnaround sub-processes will be generated from the flow diagrams (provided for each sub-process) and from the physical, time, security and legal restrictions. For that purpose, a compilation of functional diagrams from these mentioned processes have been made, following a sequential time order.

Geometric and logistical dependencies in each sub-process will be considered as inputs to the analysis of the turnaround as a whole. Thus, the main security and safety related regulations in Europe should be specified, as is the case of EG 300/2008 [14], EASA CS 25 [15], or IATA AHM [16] which applies to the service arrangements. As an example, the fuelling process is typically performed separately (on the aircraft right hand side) from passenger related processes (left hand) to grant an escape route free of vehicles or other obstacles. Especially refuelling with passengers on-board requires safety precautions, set in EU-OPS [17] Chapter 1.305. The ground area beneath the exits intended for emergency evacuation and slide deployment areas must be kept clear. Therefore, some ground procedures are influenced in space and/or time.

Information about the adequate clearances to the airplane and the space and manoeuver requirements of the different equipment should also be provided in the sub-process description, together with the preceding restrictions (hard and soft) which need to be finished before particular key activities: deplaning must be finished before cleaning and catering can start.

A time domain definition for each activity together with external disturbances that could affect the expected time should also be provided by the sub-processes.

The identification of the actors involved, their roles and responsibilities are required for certain emergent dynamics appearing due to sub-process relationships that require specific actions.

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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.

7.3.1 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


Refuelling

Handling Staff operator (1 or 2)

Airport Operations

Cabin Crew

Fire Service

Catering Cabin Crew

Catering Handling Operator

Table 19 List of Actors per Process´ Activities

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7.3.2 List of Roles/Responsibilities

The following table shows the actors mentioned in the previous chapter and their respective roles describing them whithin 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

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

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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

Coordinate UM’s Boarding with Passenger Handling Agent

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


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 bulk

Drive dollies to stand

Drive baggage carts to stand

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Open main hold Doors



Load priority baggage into the Aircraft


Retry container/pallet loaders

Remove conveyor belt


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

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


Transport special equipment for PRM’s to stand

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Locate and secure special equipment for PRM’s

Call for passengers at terminal building

Cockpit Crew

Inform load figures and confirm loading Instructions


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

Remove Catering Truck

Airport Fire Department Confirm refuelling operation


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 20 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.

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7.4.1.1 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.

7.4.1.2 Aircraft Entering the Stand

Prior to the arrival of aircraft at the stand or parking position, the Handling Staff Operators have to ensure that:

The parking area is clear of obstacles and Foreign Object Debris (FOD) that might cause damage to the aircraft.

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

The Handling Staff Operators are available at the right parking position.

When the aircraft is correctly parked, the Cockpit Crew shut down the engines and Handling Staff Operators start performing their activities. When the anti-collision beacon has been turned off, the Handling Staff Operators proceed to place chocks at the front and back wheels (usually on the nose landing gear) and cones at the wingtips. This activity demarks safety zones and points around the aircraft for Handling Staff Operators as warnings. In parallel, another Handling Staff Operator connects the GPU/400Hz to supply the aircraft with electric power for operating cargo doors and other subsystems needed for the turnaround operation.

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7.4.1.3 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

4.

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

Figure 68 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:

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

12

3

4 5

6 7

8

109

11

12

1314

15

16

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Table 21 Ground Support Equipment acronyms

7.4.1.4 Sequence of Turnaround Processes

The next process description focuses on the main activities performed directly to the aircraft. Other sub-processes that may have longer preparation activities prior or post the scope of this operation are not reflected. 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. The turnaround critical path is identified as well, by adding and asterisk in the name of the sub-process. This critical path can vary depending on the assumptions made for the description. The numbers initiating the paragraphs denote their order in the sequence of processes. Sub-processes with the same numeration indicate they can be done simultaneously. The next chapter includes a Flow Diagram depicting the critical path.

* Passenger deplaning: This process starts when the Handling Staff operator connects the passenger boarding bridge (PBB) to the front door located on the aircraft left hand side. Once the air bridge is correctly positioned and docked, the Handling Staff Operator coordinates with the Cabin Crew that aircraft doors can be open and passengers can deplane.

Waste and potable water exchange: The Toilet servicing and potable water refill can be done at any time during turnaround and before passengers boarding process by a Handling Staff Operator.

Baggage/Cargo Unload processes: This process starts when the baggage/cargo Handling Staff Operator opens the hold doors of the aircraft. The unloading process requires different methods and equipment according to the type of aircraft. The baggage/cargo Handling Staff Operators ensure that baggage belt loaders/lifters and cargo cart/dollies are available at stand and that baggage/freight Handling Staff Operators have the unload instructions.

For bulk loaded aircrafts, the Handling Staff Operator starts unloading with the help of belt loaders. He starting with the priority luggage, which has to be delivered to the arrival luggage belt in the first place, then continues with the rest of the baggage and finally with freight. For the transportation of bulk baggage/ freight from the stand to the terminal building, the Handling Staff Operator uses baggage/cargo carts.

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

* Catering services: Comprise the removal of the empty galleys and the replacement of those with the new ones, this process can start once the passengers are off the aircraft. The Catering Handling Operator locates the catering truck first at the front door and afterwards at the back door, both times on the aircraft right hand side and provides the catering supplies as specified by the airline.

* Cleaning services: It can start at the same time as the catering service, and use the time available before passengers start boarding. An optimum number of Handling Staff Operator has to be arranged, depending

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on the aircraft type with regard to the service level agreement of the airline. The Passenger Boarding process starts once the catering and cleaning services are finished.

Refuelling: This process normally starts once passengers are out of the aircraft but it also can start with passengers on board, prior notification to the Fire Service. The fuel can be provided either by a fuel truck or via a hydrant fuelling system, which is located on each parking stand. The Fuel Service Provider has the flight schedules to serve the aircraft; nevertheless, the Handling Staff Agent has the responsibility for calling the fuel service on time and informs them about any changes in the schedule in case they were not informed. When the refuelling takes place via hydrant system, the Fuel Service Provider Staff Operator connects the hydrant cart into the central pipeline network and pumps fuel from the airport fuel storage into the aircraft’s tanks.

The baggage/cargo load process: Bulk baggage/cargo (without containers) requires belt loaders for loading the aircraft and baggage carts for its transportation between the aircraft and the terminal. Baggage carts require a tow tractor, which is used also for carrying other equipment that cannot move itself (air starters, mobile air-conditioning unit, etc.). On the other hand, baggage/cargo stored in containers or pallets (UDLs) require high loaders for loading as well cargo dollies for transportation. Once baggage/cargo dollies/carts arrive at stand the baggage/cargo Handling Staff Operator confirms reception of the baggage/cargo and proceeds to loading the hold according to Cabin Crew instructions.

The baggage/cargo Handling Staff Operator updates the Loading Information Report (LIR) while loading. Any changes in the LIR due to last minute changes must be immediately reported.

If there is a missing passenger, the baggage Handling Staff Operator has to search the bag and take it out of the aircraft hold.

Any special luggage that needs to be delivered at aircraft door at destination is loaded in the hold located at the rear of the aircraft.

If any special conditions are required for the loaded freight, such as temperature or pressure, the Cargo Terminal Agent sends to the Handling Staff Operator a Notice to Captain (NOTOC) with all these requirements, he checks it, signs it and sends it to the Cockpit Crew.

Once all baggage/cargo is loaded and hold doors are closed the cargo Handling Staff Operator hands over the LIR to the Flight Dispatcher and he may send changes on it to “Load Control”. This department updates the Weight & Balance Sheet including the updated LIR data. The final W&B sheet must be handed in to the Cockpit Crew, who has to sign it and return a copy to “Load Control”, or send it via Aircraft Communications Addressing and Reporting System (ACARS), printed and signed by the Cockpit Crew in order to give the “Load Control” a copy. Updated LIR must also be handed over to the Cockpit Crew, including the definitive information about the baggage/cargo loaded on the aircraft. The cargo Handling Staff Operator also sends the updated Weight & Balance Sheet to the arrival airport by Load Distribution Message (LDM) or Container and Pallet Distribution Message (CPM), which includes the definitive information for unloading.

* Passenger boarding: Passengers can start boarding as soon as the Cleaning Service has completed its operation. The Passenger Handling Agent ensures that PRMs (Persons with Reduced Mobility) and unaccompanied minors board at a first place. When there is no air bridge available, the Passenger Handling Agent ensures that an ambulift is available for PRMs. On completion of passengers boarding Cabin Crew starts with the head-counting, the Passenger Handling Agent shall confirm with the Cabin Crew that they are ready to close doors and depart. The side guards on steps shall be removed and the passenger door closed.

7.4.1.5 Removing Actors and GSEs

Once the side guards on the steps are removed and the passenger door closing is completed, chocks and connected equipment are removed. For air bridge operations the PBB shall not be retracted until the aircraft passenger door is closed. In the meantime, dollies/carts, belt loaders, baggage carts, tow tractors; high loaders and cargo dollies for transportation of ULDs have been removed as soon as they have ended their loading activities.

7.4.1.6 Aircraft Exiting the Stand

Before engine-start up a Handling Staff Operator proceeds to a final examination of the aircraft to confirm that:

Surface condition of the apron is adequate to conduct operations.

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Apron is clear of vehicles, equipment and items that might cause FOD.

Aircraft servicing doors are all closed and secure.

All GSE are disconnected from the aircraft.

Cones are removed.

Chocks are removed.

When the Airport operations provide clearance, the Cockpit Crew will advise the Handling Staff Operator to start the pushback prior to engine start. This process is carried out by special vehicles called pushback tractors or tugs. Conventional tugs use a tow bar to connect the tug to the nose landing gear of the aircraft. The tow bar is fixed laterally at the nose landing gear and connected at the front or the rear of the tractor, depending on whether the aircraft will be pushed or pulled. When the aircraft is on the taxiway, the tow bar is removed; the aircraft starts engines and leaves the apron area.


The Turnaround as a Whole part will focus on the processes that the aircraft experiments directly at the stand. Only the direct interactions/processes performed to the aircraft from the Passengers, Baggage, Freight and Ramp & GSE sub-processes are taken into account. The specification and analysis of the interdependencies between turnaround sub-processes will be generated from the flow diagrams provided for each sub-process, together with physical, time, security and legal restrictions. For that purpose, a compilation of functional diagrams from these mentioned processes have been made, following a sequential time order

5:

5 An enhanced format is presented in a separate annex.

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Figure 69 Turnaround as a whole Process Diagram

The processes are depicted in blue boxes and the actors performing these processes are next to them in red boxes. Activities at the same level are susceptible to start at the same time or shift among them depending on the assumptions taken.

The Critical Path of the operation is depicted by a red line. It indicates the processes that are to be done sequentially and its order cannot be changed.


Process indicators are set of parameters that give information of certain aspects of the operation. There is a big amount of process indicators that can be built based on the time, quantity of units, or any measurable item that intervene in the process and that can give status information of a certain aspect.

The key matter of this topic is that only a few process indicators can describe the operation and give relevant information on efficiency, quality, or any other important aspect.

Two kinds of Processes Indicators can be identified:

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

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Performance Indicators, that measure agreed aspects by two agents of the operation, for instance, the Airline and the Handling Company, or the Fuel Service Provider. These Indicators are agreed and monitored in Service level Agreements or SLAs and its function is to alert about the fulfilment degree of the services contracted.

6

Operational Indicators, those that measure a certain parameter or combination of parameters of the operation that gives relevant information of the on-going status. Some Performance Indicators can be Operational Indicators but the first ones are more related with the efficiency and economical aspects of the turnaround operation rather than with the purely operational information related, for instance, time elapsed in boarding process, etcetera.

Ideally, traceability between these two kinds of indicators should be possible by transforming operational indicator to form a performance indicator, that is to say, the performance indicator must be measurable in order to be able to modify operational parameters and get improvements in the performance of the operation.

Performance Indicators usually give information about the economic and quality aspects of the operation. They are normally formed and monitored during a post-process of the operation to analyse SLAs and any other aspect of the operation important to the respective stakeholder.

Operational Indicators describe the actual operation and can be usually obtained in real time.

In the following list, some Performance Indicators identified in sub-processes of the Turnaround are presented sorted by typical performance areas:

Productivity

Worked hours per flight: The main objective is to minimise the number of staff and the hours they

work for a given volume of flights. The numbers of flights are measured in terms of turnarounds,

each turnaround is an arrival and a departure.

Cost of the staff: (excluding management and support functions). To calculate this indicator

handling companies take the total personnel costs (including holiday, sickness...) and divide them by

the total number of worked hours obtaining the personal cost per worked hour.

Airplane utilization: KPI, typically presented in block hours per day. This indicator is calculated by

dividing aircraft block hours by the number of aircraft days assigned to service on airline routes.

Block hours: this is a measure of the total time that aircraft of an airline for a given period of time (like a year, quarter or month) were in use during that period.

Punctuality: the percentage (%) of the times cargo is prepared for transport (according to the

standard, it must be at the apron at a given time).

Holds usage: airlines unused space in holds, taking the load into account. It measures the capacity

for growth or unused resources;

Freight carried: freight Kg by origin/destination and % of the total payload carried.

Safety

Number of accidents with aircraft per 1000 turnarounds: Currently, the average is of 0.15 accidents per 1000 flights, which means that in an airport with 100,000 turnarounds will have about 15 accidents, ranging from scratch to mayor accidents.

6 The service level agreements (SLA) signed between the airport company and the ground handling companies or between the airline and the ground handler allows evaluating the level of service provided in ramp operations. Through the SLAs all parties jointly agree the performance areas that need to be monitored and have a concrete description of the performance targets. The indicators within the defined performance

areas allow identifying any shortcomings and actions to assure agreed performance levels.

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Quality7: Processes compliance (Service Level Agreements - SLAs)

On time performance: Provides information about the % of flights that depart on time. This

indicator is calculated as the total number of flights which leaves the stand with a delay of 15 minutes

after scheduled time of arrival (disregarding any flights with late arrival – delay code 93). Ground

handlers measure this indicator as the % of flights that depart on time.

Baggage delivery: This performance indicator measures the delivery times of the first and last bag

after on-blocks on the arrival belt for the passenger. Those delivery times depend on the distances

between airport facilities and aircraft location.

Shipping errors: % of cases in which the amount of load received is different from what was

planned according to the LIR.

Poorly prepared Load: % of badly made pallets that aren’t allowed to be stowed in the aircraft.

Reliability of data sent to Load Control: Kg % of variations between the data sent to Handling

Staff Operator (and therefore included in the LIR) and what is really sent in the plane;

7 The quality measurements are based on service level agreements.

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Figure 70 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

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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.

8.1.1 Context

In the airport environment there are a multitude of systems and technologies that are used to support the different stakeholders involved during the turn-around process. The systems used depend on many factors such as: the type of airport, its size, its operations, its country, the type of traffic it has and many more.

There is no single system that manages them all.They are separately managed with different processes taking place in the same airport environment, leading to independent information management for each process: landside processes, freight process, GSE, and ramp operations.

Most of the stakeholders in airport processes use information systems and databases to store relevant information and to assist data processing to achieve more efficient operations and provide all the essential information. However, some of the processes are not fully automated and require manual support.

Within their own domains and for their own business processes, Airports, Airlines, and Handling Agents use Information Technology. Often, technology is used for information sharing, though it can also be used for planning and optimization of the stakeholder’s own business processes. 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.

Additionally, all the stakeholders may use their own resource management systems and resource optimization systems. The different criteria used for each stakeholder may lead to solutions incoherent with the rest of the stakeholder’s needs, leading to inefficiencies. In order to fill this gap, the Airport-CDM concept arose, aiming to improve the overall efficiency of operations at an airport through collaborative planning and information sharing among stakeholders, with particular focus on the aircraft turn-round and pre-departure sequencing processes.

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:

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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


MVT message

LDM message

CPM message

PSM message

Fuelling data

Flight plan data

Messages for outbound flights:

Loading data

Catering data

Passengers data

Flight plan data

SITA

Ground Handlers Airline Operations Messages for outbound flights:

MVT messages

LDM message

Fuel message

CPM message

Load message

Delay messages (EOBT updates)


MVT messages

Time estimations

Boarding data

SITA


Ground Handler Fuel information

Request for Push-back after clearance

Radio

Telex or Paper

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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


Start of passenger boarding

Paper or telex

Ground Handler Airline Cabin Crew

Endof passenger boarding


Paper or telex


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 22 List of information exchange elements in the ramp process

Origin Destination Message Mode

Airline Cargo Terminal Staff

Available Space in airplane for cargo


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 23 List of information exchange elements in the Freight process

8.3 Current Technologies used

8.3.1 Mechanism to exchange information

This section describes some of the typical ways of interchanging information between processes (systems) at an airport or in any environment requiring the integration of processes. The analysis is made from a dual point of view: from the communication model and from the messaging model point of view.

8.3.1.1 Communication model

There are three main models over which the communication between processes or systems can be made: multicast, unicast and inter-process communication. In the following subsections are explained in detail each one of these models, also giving details about the pros and cons for each model.

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8.3.1.1.1 Multicast

This communication model sends the same data packet from a transmitter to several receivers. This is the most efficient strategy, since it sends messages through each network link just once, creating copies at the output links of the receivers. In this way, packets are not duplicated in each receiver, which allows routers to process only one set of packet data.

The packet can be sent to a whole receiver group simultaneously and it is received at the same time. This is possible since only one packet has to be sent. This is also useful with, for example, software updates, which need to be synchronized across all destinations.

Multicast clients only receive the packets if they connect via the specific multicast group address providing the access rights. Routers in a multicast network know which sub-networks have active clients for each multicast group and try to minimise packet transmission, limiting it to the part of the network in which these kinds of clients are not active. These multicast groups do not have physical or geographical boundaries and the receivers can be located at any point on the network or Internet.

Given that data is exchanged one-way, multicast communication relationships are necessary (one per member) to achieve bidirectional exchange. Although the data flow is in one direction in unidirectional communication, the data control (acknowledgment of receipt) required by the transmitter to know that the data is received correctly can be transmitted in reverse direction without the need for additional multicast communication.

Multicast is based on UDP (User Datagram Protocol) so it has several advantages which are discussed below.

Figure 71 Communication Model: Multicast

Advantages:

Less network congestion: The need to send only one message to multiple receivers alleviates the server output load (low data volume) and network traffic, and so creates important savings in bandwidth and resource optimization because only a low processing capacity is necessary. As well, the need to involve intermediate and final systems to carry out the communication is minimized.

Easier addressing: A transmitter does not need to know the identity of every receiver because only the intermediate routers which are closer to the receivers know which hosts are members of a fixed multicast group. As well, the transmitters do not monitor the multicast group unless all information is distributed through multicast routers.

Message

Server

Message Message Message Message

159


High scalability: The packets are sent only once for each network link. This makes it possible to implement distributed applications.

Output optimization: The redundant traffic is deleted, since few data copies have to be forwarded and processed.

Disadvantages:

Low reliability: The implementation of this model on a large scale may be affected by the presence of additional points of failure due to loss of packets, data corruption or service refusal attacks. Therefore, multicast applications should be designed bearing this in mind.

Potential additional costs: Additional forwarding mechanisms are required, as well as routing protocols for forwarding multicast traffic efficiently.

The intermediate systems involved in the communication must be able to copy the sent data since it is possible that it has to be forwarded to multiple output interfaces.

High complexity: Multicast works only with UDP, which does not have either mechanisms for congestion control or a reliable process of packet delivery. Due to this, it requires feedback and coordination among different routers. Moreover, it is usually used for the sending of data streams which require higher bandwidth and, even more seriously, for performing service refusal attacks taking advantage of the security holes that exist in UDP. As a result of this latter aspect, many company firewalls block UPD traffic. This complexity is not presented in the sending of the data, but rather in the management of the communication. Furthermore, multicast applications should try as much as possible to detect and avoid the conditions which generate network congestion.

Delivery out of sequence: Network topology changes affect the order of packet delivery.

8.3.1.1.2 Unicast

This communications model is based on sending data packets from a single transmitter to a single receiver (point to point) and it works using TCP protocol.

Data is exchanged one-way, so two unicast communications are used to achieve bidirectional exchange. Although data flow is in a single direction in this one-way communication, the data control (acknowledgment of receipt) required for the transmitter to know that the data was received correctly can be transmitted in the reverse direction without need of additional unicast communication.

A multicast model can be emulated from a unicast model if point to point communication is fitted out from the transmitter to each receiver in the implementation environment, through the delivery of replicated packets to each of them. In other words multiple data copies are made, one for each receiver. The transmitter is able to send only to one receiver at a time because the destination address of packets is different for each of them. This option is only feasible when there are few receivers

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Figure 72 Communication Model: Unicast

Advantages:

High reliability: This is a result of the correct distribution of all transmitted packets to each unique receiver, guaranteeing that there are no duplicates and the sequence of these packets is correct, and that they have been received successfully using “acknowledgment of receipt”. All this is true as long as there are no problems in the communications.

Transmission: Unicast transmission is supported for all LAN network and Internet; moreover, the majority of users are familiar with standard unicast applications which use TCP as a transmission protocol.

Disadvantages:

High network congestion: Since it is a point to point connection, its use with several receivers requires the creation of an independent connection for each one, so the network becomes overloaded. This load increases in accordance with the number of consignees involved.

Low scalability because this model is not feasible with a more extensive number of receivers. This makes it impossible to implement distributed applications due to the increase in the demand and the use of resources that is involved (traffic level and clients increase at a 1:1 rate).

Misuse of network resources: It is produced at bandwidth level and processing output level of transmitters and intermediate systems because data has to be received and transmitted several times in systems where there are receivers. Moreover, there is an increase in resource use, due to the fact that the transmitter has to maintain several communications at the same time.

Time-delayed transmission: Data is transmitted with variable delay times among several receivers, since the packets are sent to each receiver successively. This can generate synchronization problems in systems where it is necessary that all receivers have the same information at the same time.

Identification: Transmitter needs to know the identity of receivers to which it must send data packets.

8.3.1.1.3 Inter-Process Communication Protocol (IPC)

In cases when cooperating processes need to exchange information, as well as synchronize with each other in order to perform their collective task, this kind of communication model makes sense. Under this model,

Message to client 1Message to client 2

Server

Message Message Message Message

Message to client 3Message to client 4

Client 1 Client 2 Client 3 Client 4

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the processes communicate efficiently with each other across address space boundaries to exchange messages and data. This communication can take place in different ways and can use different communication technologies, but must ultimately meet the overall system needs and user requirements. The ‘Inter Process Communication’ (IPC) is the umbrella for various types of communication techniques, some of which are focused on different functional ranges such as:

Performance,

Fail safety,

Expandability,

Distribution capability,

Scalability.

Also, the following criteria have some major impact on the adequate technique:

Location of the communication partners (Same machine, memory, files system...),

Communication limitation in terms of ‘read/write only’ restrictions,

Synchronized/on-synchronized communication,

Logical Connection (e.g. ‘point to point’,’parent2child...).

In general, IPC mechanisms are used to support distributed processing and allow bidirectional communication at process level. Such mechanisms can range from applications that split processing on the same machine up to distributed applications on different computers sharing information over a network. Therefore, the split portions depend on the system architecture and the design of the system itself. The two major modes in IPC communication are:

Processes that share the same computer.

Processes that reside on different computers.

The first case is easier to implement because processes are able to either share memory in the user space or in the system space. This is equally true for single processors and multiprocessors.

In the second case the computers do not share physical memory, they are connected via I/O de-vices (for instance, serial communication or Ethernet). Therefore the processes residing in different computers cannot use memory as a means for communication.

The table below lists the most common types of IPC.

IPC Description Location

Shared Memory Information is shared by reading and writing from a common segment of memory.

Local/Single computer

Pipe

Data is transferred between two processes using dedicated descriptor handles. A speciality in communication only used for parent and child processes


Named Pipe

Data is exchanged between processes via dedicated descriptor handles. In comparison to pipes communication can occur between any two peer processes on the same host.


Signal It is handled like an interruption and notifies the application to a specific condition.


File Data is written to and read from a file. Different numbers of processes can access


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IPC Description Location

and interoperate.

Socket

A socket function is similar to a Named Pipe but it is able of spanning hosts. It can use the IPv4 and IPv6 protocols, respectively, and accepts remote connections

Single/Multiple computer

Table 24 Common types of Inter-Process Communication Protocol (IPC)

As mentioned above, each technique suits a particular need. Assuming that coordination between multiple processes is roughly equally intricate, each approach has advantages and disadvantages. The most suitable method depends on the rate and volume of data exchange needed as well as other considerations.

8.3.1.2 Messaging model

This section explains two paradigms from a message model point of view: the request reply and the publish/subscribe models.

8.3.1.2.1 Request/Response messaging

The messaging model is based on a programme that is constantly asking another one for new information which could have arrived since the previous time the question was asked. In this way, a petitioner sends a request message to the receiver system, which is responsible for receiving and processing the request and which finally returns a response. In this model, the petitioner sends a single block of data, which remains blocked while it awaits receiver response and before another one is sent.

For reasons of simplicity, this model is usually implemented in a purely synchronized way, likewise through calls to web services via HTTP where an open connection is maintained and the service waits until response is delivered or the waiting period expires. However, it can also be implemented in an asynchronous way, with a response that is given back later, and this option is not well known. In this second case, the messages protocol should be considered to be synchronic.

It is used in applications which require the services of another peer application (sending a request and waiting to receive the correct response)i.e. when the transmitter needs a response in order to continue or when there exists an interactive communication.

Figure 73 Messaging Model: Request/Reply Messaging

Server

Request

Request

Blocked Status

Blocked Status

Response

Response

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Advantages:

A model that is easy to use and simple to implement and understand.

Offers a reliable communication channel.

It is able to handle error situations.

It is good at processing deals.

It has knowledge of the response received as a consequence of a request; this response sometimes can come with errors.

It obtains a higher level of parallelism more easily, because it does not depend on a single channel to publish messages.

Disadvantages:

It can require high bandwidth use, since the client has to be constantly requesting for new data, generating a processing cost that is unnecessary, since the majority of cases do not deliver new information.

It wastes resources due to an unnecessary saturation of servers, network and clients; so it prevents scalability into a large scale system, also producing a total collapse of the network or the server itself.

When a new piece of information is sent to a client programme, it may be obsolete or incorrect by the time it has passed between polling cycles.

Strong coupling among the parts involved: clients and servers. A client needs the address server which processes the request to be explicitly stated. The server must be ready to process it and the client is blocked until it receives the response. In this way, the client is aware of the destinations of requests through the references to them.

Performs badly in applications with limited processing and bandwidth capabilities. Moreover, it leads to non-scalable implementations which provide imprecise or incomplete data, and in applications based on information in which data supplied from one service depends on data provided by others.

Inefficient and expensive model in many environments.

It blocks the sender until the receiver finishes the processing, causing very restrictive communications in some cases (e.g. distributed applications).

The network has to be available to execute message exchange.

It supports only unicast communication (one to one) requiring both client and server to be available and active.

8.3.1.2.2 Publish/Subscribe messaging

This messaging model is based on the roles of subscribers and publishers. Specifically, registered subscribers receive notifications/publications of modifications to fixed data that concern them, and the publishers send new and subscriber-specific information based on specific criteria.

Message publishers are not programmed to send their messages to specific subscribers, but their published

messages are characterized by types or subjects, without knowledge of the number of subscribers. These subscribers specify their interest in one or more subjects and receive the concerning messages until they cancel the subscription. In this way, many publishers can send messages to a single subject, and all subscribers to this subject can receive these messages, receiving a part of the total messages that are published.

The system uses an asynchronous messaging protocol where publishers are uncoupled from all subscribers and they do not need to be aware of subscribers’ existence. Each one can continue working normally without

bearing in mind the other, without having to be available at the same time. In this way, both publishers and subscribers remain anonymous entities.

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Figure 74 Messaging Model: Publish/Subscribe Messaging

Advantages:

Channel optimization: The bandwidth requirements are reduced, since the client does not constantly requestthe server if there is new data or if the expected event has occurred, but rather it is the server that informs all clients which have been subscribed to it when the event has been produced and therefore there is less network overloading.

The server only sends data which has been changed to a specific number of clients who have subscribed to receive the changes in this data. Moreover, the sender is not blocked.

Improved security: The communication infrastructure transports the published messages only to the applications that have subscribed to the corresponding topic. Specific applications can exchange messages directly, excluding other applications from the message exchange.

Data is not delayed as a result of polling cycles.

A more effective data-distribution model which expands and optimizes the communication channel.

Publishers are uncoupled from subscribers: this allows a higher scalability in environments with smaller installations where update notifications must be sent to a greater number of clients and in a more dynamic network topology. Thus, subscribers or publishers can be added, moved or removed without affecting the system.

Reduces the development, deployment and maintenance effort while achieving a good output in applications with complex data flow because the sending control is centralized and so any change in the model is performed only once.

Higher flexibility, since it allows developers to incorporate new data models and application characteristics, as well as to implement complex schemas of many distribution more easily (e.g. different publishers can offer the same subject, allowing subscribers to obtain the information from multiple sources).

Publish to Topic 1

Middleware

PUBLISHER

Publish to Topic 2

Publish to Topic 3

Publish to Topic n

SUBSCRIBER

SUBSCRIBER

Subscribe Topic 1

Recv mess Topic 1

Recv mess Topic 2

Subscribe Topic 2

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Works well on desktop applications, Internet applications and complex distributed applications; in general in systems where message exchange is frequent. As well, it can manage applications which add and remove nodes and data streams dynamically.

Lower demand on communication mechanisms.

There is no need for the network to be continuously available, given the fact that messages can be queued.

WAN environments require a higher flexibility and uncoupling in the communications.

The current information is always available, in other words, a client does not have out dated information (if he does not have any queued messages) since the server does not store new information but rather informs of current data as soon as it is updated.

Disadvantages:

This model is not optimal in systems which require a guarantee that messages are always delivered, or in systems whose publisher needs to be informed if the delivery cannot be confirmed, since this model does not have reception control options. There is not usually any way of providing this guarantee since these systems simply try to send messages for a period of time before they give up and stop their attempts.

The publisher assumes that a subscriber is listening, even if it is not so, because the publisher has no way of knowing if it is true. As well, subscribers never know if an event that they have subscribed to will be launched.

The bandwidth required by each subscriber can be different (even for the same publication).

Security problems exist, because a subscriber could receive data he is not authorized to, since a non-authorized publisher could introduce incorrect or damaging messages in the system, especially systems with

multicast or broadcast messages, this is possible whenever the intrusive agent knows how the messages are sent.

8.3.2 Channels to exchange information

8.3.2.1 Introduction

This section describes all the channels that are currently available for the exchange of information in an airport environment used for the Turn-around process.

The new concepts, processes and systems developed in the frame of INTERACTION project will rely on the channels described in this section. The use of existing base communication channels and technologies seems to be a reasonable assumption in the context of the project as the development of communication channels is out of the scope of the project.

The section organizes the identified channels based on the nature of the communication:

Aeronautic communications: for communications between

Ground-to-Ground communications: for communications between ground partners involved in the

handling process: between handling agents, the airport, Air Traffic control, CFMU...

Air-to-Ground communications: for communications where one of the systems involved in the

communication is onboard an airplane and the other one is a ground partner.

Passenger communications: for communications between ground partners and passengers.

The different types of aircraft communication systems can be split into 3 subgroups depending on the bodiesinvolved, the safety of the system and the purpose of each communication:

Air Traffic Control (ATC): refers to the communication established between the Air Traffic Control Institutions and the aircraft to secure the safety and the mobility of aircraft by providing ground navigation or advice, information about aircraft and the airport weather conditions.

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Aeronautical Operational Control (AOC): refers to the communication exchanges that the airport and airline operational control departments perform in order to exchange information related to the status of the turn-around.

Aeronautical Administrative Communications (AAC): a communication exchange that the airline companies use for determining aircraft position to secure the navigation of their proprietary aircrafts, to establish cabin provisioning and other company related non-safety communications.

Aeronautical Passenger Communication (APC): are the communications exchanges between the airline and the passengers used for keeping the passenger informed of the status of their bookings.

Communication channels listed here may also be classified by distinguishing between data oriented channels (such as internet messages) and voice oriented channels (such as telephone calls).

8.3.2.2 Ground - Ground communications

8.3.2.2.1 Data oriented channels

8.3.2.2.1.1 IP based data networks

The IP layer abstraction implies a great advantage as it normalizes the communication protocol and decouples the application layer from the physical implementation. A system designed to work over an IP network is able to work on any channels with a proper IP stack, without requiring any modification other than the use of the correct drivers. The Internet itself is an IP based data network, and as such, any IP based system can potentially connect with other systems via the Internet, by properly configuring the network it runs on.

IP data networks can be deployed on top of combinations of the following technologies:

Wired:

Ethernet wired network

Twisted pair

Fiber optic

Wireless:

WiFi

Data mobile networks:

4G - LTE, WiMax, LTE Advanced,

3G - CDMA, UMTS

2G - GPRS, EDGE

Satellite based

Wired WiFi Data mobile

Advantages Private network High performance

Private network

Low cost Uses available resources

Disadvantages

Cost of wiring and maintenance

Radio interferences Cost of deploying and maintenance

Operator depending Shared network Radio interferences Low performance

Table 25 Comparison of the different types of IP based data networks

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8.3.2.2.1.1.1 Ethernet

Ethernet is a computer networking technology for LANs (Local Area Networks). Ethernet was commercially introduced in the eighties and is a well-known technology. Nowadays, data rates can achieve 1Gb/s using twisted pair and 100Gb/s using Fiber Optic. The maximum length of the twisted cables is limited to 100m due to attenuation. Fiber Optic can operate over tens of kilometres without noticeable attenuation.

This network is used in the turnaround process for all communications between fixed computers involved such as, for instance, the communications between the Passenger Handling Agents.

8.3.2.2.1.1.2 WiFi

WiFi or WLAN (Wireless Local Area Network) based on IEEE 802.11. WLAN can work in different frequency bands: 2.4, 3.6, 5 and 60 GHz where the most common are 2.4 and 5 GHz. The first release of the standard IEEE 802.11 was released in 1997. Today there are several revisions of this standard:

802.11a: 5 and 3.7 GHz band, 20 MHz bandwidth and 54 Mbps as maximum rate.

802.11b: 2.4 GHz band, 20 MHz bandwidth and 11 Mbps as maximum rate.

802.11g: 2.4 GHz band, 20 MHz bandwidth and 54 Mbps as maximum rate.

802.11n: 2.4 and 5 GHz bands, 20 or 40 MHz bandwidth and 72.2 and 150 Mbps as maximum rate respectively.

802.11ac: 5 GHz band, 20, 40, 80 or 160 MHz bandwidth and 87.6, 200, 433.3 and 866.7 Mbps as maximum rate respectively.

8.3.2.2.1.1.3 Data Mobile Networks

Mobile networks have evolved over the years, being categorized in several generations starting at 1G (first generation), the first analogue cellular networks. 2G started with the introduction of the digital cellular networks in the 1990s, and the first data protocols appeared in this generation and are known as 2.5G. This protocol called GPRS implements a packet-switched domain in addition to the circuit-switched domain. It provides data rates from 56 Kbps up to 115 Kbps. 3G was born in 2001 with the UMTS system and started providing 200 Kbps, but nowadays can reach up to 22 Mbps with HSPA+. The latest generation, known as 4G, is still in deployment. The main difference with the previous generation is that it is IP based and everything runs on the Internet,including the phone calls. The maximum throughput rates provided by LTE (Long Term Evolution) system reach around 100 Mbps.

8.3.2.2.1.2 IATA Type B Message communications

Type B is a store-and-forward messaging standard used by the Air Transport industry (not just the airlines) that supports worldwide operational applications, database services, and interpersonal communications. As with all store-and-forward services, Type B communications are often one-way. Delivery is carried out according to a four-level system of priority codes which range from immediate to deferred delivery.

Type B provides a multi-address delivery system with guaranteed end-to-end message security. The addressing system is based on the ATA/IATA 7-character address code

8 and messages contain up to 32

destination addresses at the same time. There is also a facility for defining group addresses. This means that one address is used as the network destination and messages sent to that address are then automatically distributed to other terminals defined as part of that ‘group’.

Today, Type B is considered a centralized automated store-and-forward system with little manual interaction. High volume switching machines take the place of manual operators.

A large percentage of today’s Type B messaging services are used by airlines and many related businesses, including Customer Reservation Systems (CRS), Global Distribution Systems (GDS), cargo carriers, ground handlers, airport authorities and aerospace companies.

8IATA Teletype messages have a 7 character address consisting of the Origin IATA Code = AAA, a function

indicator = BB, and the airline designator CC: ATHFFLH would be the Cargo Office (FF) of Lufthansa (LH) in Athens (ATH)

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There are several suppliers offering global switched Type B messaging services, including ARINC, SITA, AMADEUS, etc.

8.3.2.2.2 Voice oriented channels

Telephone line

Mobile networks (GSM)

Walkie-talkies

Radio Broadcasting

Satellite network

VoIP:

Wireless network

Wired network

8.3.2.2.2.1 Telephone line

Regular phone calls over twisted pair.

8.3.2.2.2.2 Mobile networks

Voice communications over a mobile network can be handled as voice directly (GSM) or under an IP network as regular data.

8.3.2.2.2.3 Walkie-talkies

Formally known as handheld transceiver, walkie-talkies are hand-held, portable, two-way radio transceivers. This technology was developed during the Second World War. Major characteristics include a half-duplex channel (only one can transmit at a time) and a PTT (Push To Talk) switch that starts the transmission. Nowadays walkie-talkies are widely used in any setting where portable radio communications are necessary, including business, public safety, military, outdoor recreation…In the turnaround process it remains as an important method of communication between the different handling staff.

8.3.2.2.2.4 Radio broadcasting

Radio broadcasting is a one-way wireless transmission over radio waves intended to reach a wide audience. Audio broadcasting can be carried out via cable radio, local wire, television networks, satellite radio, and internet radio via streaming media on the Internet.

8.3.2.3 Air-to-ground communications

Air-to-ground communications are the means by which people on the ground and those in airplanes are able to communicate with each other(not only during flight execution but also during the turnaround process). Originally this task was carried out by ground controls using visual aids, which provided signals to pilots in the air without any ability for them to answer. Over time, the development of on-board portable radios offered pilots the ability to communicate back to the ground and, today, air-to-ground communication relies on the use of many different systems and protocols.

This communication can be achieved by the use of communication systems such as: VHF airband, other radio frequency bands, Satellite Communications, ACARS and ATN.

A brief description of these communication systems is presented below, together with some other systems not mentioned above.

8.3.2.3.1 VHF Airband

Very high frequency (VHF) is the range of radio frequency electromagnetic waves from 30 MHz to 300 MHz with corresponding wavelengths of one to ten metres. Frequencies immediately below VHF are denoted as high frequency (HF), and the frequencies immediately above VHF are known as ultra-high frequency (UHF).

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Airband or aircraft band is the name for a group of frequencies in the VHF radio spectrum allocated to radio communication in civil aviation. Different sections of the band are used for radio-navigational aids and air traffic control.

The VHF airband uses the frequencies between 108 and 137 MHz. These frequencies are used for different purposes:

Navigation Aids: The lowest 10 MHz of the band, from 108 to 117.95 MHz, is split into 200 narrow-band channels of 50 kHz. These are reserved for navigation aids such as VOR beacons, and precision approach systems such as ILS localizers.

Voice transmissions: Most countries divide the upper 19 MHz into 760 channels for amplitude modulation voice transmissions, on frequencies from 118 to 136.975 MHz, in steps of 25 KHz which are progressively being reduced to 8.33 KHz to all Flight Levels

9.

8.3.2.3.2 Other Radio Frequency Bands

Aeronautical voice communications are also conducted in other radio frequency bands, including high frequency voice in the North Atlantic and remote areas. Military aircraft also use a dedicated UHF-AM band from 225.0–399.95 MHz for air-to-air and air-to-ground, including air traffic control communication. This band has a designated emergency and guard channel of 243.0 MHz.

In addition, some types of navaids, such as Non-directional beacons (NDBs) and Distance Measuring Equipment (DME), do not operate on the VHF Airband frequencies. In the case of NDBs the Low frequency and Medium frequency bands are used between 190–415 kHz and 510–535 kHz. The ILS glide path operates in the UHF frequency range of 329.3–335.0 MHz, and DME also uses UHF from 962–1150 MHz.

8.3.2.3.2.1 Satellite Communication Network

A Satellite Communication network, commonly known as SATCOM, is an artificial satellite network that is used to help telecommunication by reflecting or relaying signals into space and back down to Earth. It is one of the most powerful forms of radio and can cover far more distance and wider areas than other radios.

This system can provide different services for aircrafts such as voice/fax/data. This data service can include ACARS, ADS, FAN and ATN communications. Two of the main satellite networks are Inmarsat and Iridium.

8.3.2.3.2.2 ACARS

Aircraft Communications Addressing and Reporting System (ACARS) is a digital datalink system for transmission of short, relatively simple messages between aircraft and ground stations via radio or satellite. The protocol was designed by Aeronautical Radio, Incorporated (ARINC) to replace their VHF voice service and deployed in 1978.

ACARS messages may be of three types:

Air Traffic Control (ATC)

Aeronautical Operational Control (AOC)

Airline Administrative Control (AAC)

Air traffic control messages are used to communicate between the aircraft and air traffic control. These messages are defined in ARINC Standard 623. Air traffic control messages are used by aircraft crew to request clearances and by ground controllers to provide those clearances.

Aeronautical operational control and airline administrative control messages are used to communicate between the aircraft and its base. These messages are either standardized according to ARINC Standard 633 or defined by the users, but in the latter case they must meet at least the guidelines of ARINC Standard 618. Various types of messages are possible, for example, relating to fuel consumption, engine performance data, aircraft position, in addition to free text.

9 The reduction of the channel spacing from 25 to 8.33KHz is in Europe achieved over FL195 and is

expected to be complete in 2018 under this Flight Level.

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Over the coming years, ACARS will be superseded by Aeronautical Telecommunication Network (ATN) protocol for Air Traffic Control communications and by Internet Protocol for airline communications.

8.3.2.3.2.3 ATN

The Aeronautical Telecommunication Network (ATN) is an internetwork architecture that allows ground/ground, air/ground, and avionic data sub-networks to interoperate by adopting common interface services and protocols based on the ISO Open Systems Interconnection (OSI) Reference Model.

The ATN has been designed to provide data communications services to Air Traffic Service provider organizations and Aircraft Operating agencies, over different air-ground sub-networks (VDL-3, VDL-2, SATCOM, and HF).

8.3.2.3.2.4 FANS

The Future Air Navigation System (FANS) is a concept that was developed by the International Civil Aviation Organization (ICAO) in partnership with other companies in the air transport industry to allow more aircraft to safely and efficiently utilize a given volume of airspace.

FANS consist of an avionics system which provides direct data link communication between the pilot and the Air Traffic Controller (ATC). Via either VHF or SATCOM, FANS can transmit communication messages including: air traffic control clearances, pilot requests and position reporting.

Today FANS is used primarily in the oceanic regions taking advantage of both satellite communication and satellite navigation to effectively create a virtual radar environment for safe passage of aircraft. FANS plays a key role in supporting many of the evolving CNS/ATM (Communication, Navigation, Surveillance / Air Traffic Management) strategies and mandates.

8.3.2.3.3 Visual Docking Guidance Systems

A stand guidance system is a system which gives information to a pilot attempting to park an aircraft at an airport stand, usually via visual methods, leading to the term Visual Docking Guidance System (VDGS). The docking process is considered out of scope of the turnaround process, which is started when the chocks are placed underneath the airplane.

Additionally, the VDGS can also be used to provide visual information to the pilot. This is mostly used to provide the pilot with updated information of its assigned Target Off-Block Time (TOBT) which he has to try to adhere to. This way the pilot can know at any time its planned departure time.

Figure 75 Example of provision of TOBT information in the VDGS

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8.3.2.4 Passenger Communications

8.3.2.4.1 Wi-Fi on Airport

This technology has been previously explained (see section 8.3.2.2.1.1.2). It can be used as a way of communication with the passengers. The common open Wi-Fi usually takes the user to a specific webpage where information can be presented to passengers.

8.3.2.4.2 Boards

Static printed signage is the most obvious and traditional visual platform for an airport to communicate with its customers and is still the most commonly used. Whether it is used for way-finding, location identification or retail advertising, the static sign still provides the cheapest way of communicating information that changes infrequently.

With increasing passenger numbers, airports were forced to look for new technologies in order to display information regarding flight departures and arrivals, and in the 1970s, the split-flap board became the standard communication platform. The split-flap provided the first communication medium that allowed the display of real-time information, and became essential within the arrival and departure halls of an airport. Split-flap boards and other LED technology-based boards capable of displaying text are still commonplace in many airports. These boards are usually part of an airport Flight Information Display System (FIDS).

8.3.2.4.3 Flight Information Display System

A Flight Information Display System (FIDS) is a computer system used in airports to display flight information to passengers, in which a computer system controls mechanical or electronic display boards or monitors in order to display arrivals and departures flight information in real-time.

This system is explained in more detail in the section8.4.1.2.1.

8.3.2.4.4 Public Address System

A public address system (PA) is an electronic sound amplification and distribution system with a microphone, amplifier and loudspeakers, used to allow a person to address a large audience, for example for announcements of movements at large and noisy air and rail terminals.

In an airport environment, the PA systems are used for announcing flight arrivals and departures, paging for passengers in the terminal buildings, for emergency calls and broadcasts, and playing of background music in public areas.

8.3.2.4.5 Bluetooth

Bluetooth is a wireless technology standard for exchanging data over short distances (using short-wavelength microwave transmissions in the ISM band from 2400-2480 MHz) from fixed and mobile devices, building Personal Area Networks (PANs).

Bluetooth was originally conceived as a standard wire-replacement protocol primarily designed for low power consumption, with a short range based on low-cost transceiver microchips in each device. Because the devices use a radio (broadcast) communications system, they do not have to be in visual line of sight of each other.

The transmitted data is divided into packets and each packet is transmitted on one of the 79 designated Bluetooth channels. Each channel has a bandwidth of 1 MHz. The first channel starts at 2402 MHz and continues up to 2480 MHz in 1 MHz steps.

The following table compares the available Bluetooth power classes:

Class Maximum Power Operating Range

Class 1 100mW (20dBm) 100 metres

Class 2 2.5mW (4dBm) 10 metres

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Class Maximum Power Operating Range

Class 3 1mW (0dBm) 1 metre

Table 26 Comparison of the different power classes of Bluetooth

Bluetooth-based technology is being adopted in airport terminal buildings to provide passenger tracking information. Passengers are passively tracked using their Bluetooth-enabled mobile devices, real-time queuing information is then generated, and accurate queuing times are displayed on the flight information display screens (FIDS).

8.3.2.4.6 RFID

Radio Frequency Identification is the wireless non-contact use of radiofrequency electromagnetic fields to transfer data, for the purposes of automatically identifying and tracking tags attached to objects.

The tags contain electronically stored information. Some tags are powered by and read at short ranges, a few metres, via magnetic fields, and then act as a passive transponder to emit microwaves or UHF radio waves. Others use a local power source such a battery, and may operate at hundreds of metres. Unlike a bar code, the tag does not need to be within line of sight of the reader, and may be embedded in the tracking object.

Figure 76 RFID Tag

Band Range

120 - 150 kHz (LF) 10 cm

13.56 MHz (HF) 10 cm - 1 m

433 MHz (UHF) 1 - 100 m

865 - 868 MHz (Europe) 902 - 928 MHz (North America) UHF

1 - 12 m

2450 - 5800 MHz (microwave) 1 - 2 m

3.1 - 10 GHz (microwave) to 200 m

Table 27 RFID Frequency bands

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8.3.2.4.7 CIR

CIR (Consumed Infrared) refers to a wide variety of devices employing the infrared electromagnetic spectrum for a wireless communications. Most commonly found in television remote controls.

The infrared wavelength is around 870 nm and 930-350 nm. A carrier frequency is usually fixed, typically somewhere between 33 to 40 kHz or 50 to 60 kHz using a ASK modulation (Amplitude Shift Keying) with a data rate in the range between 120 bps to 4bps.

8.3.2.4.8 QR Code

QR code (Quick Response Code) is the trademark for a type of matrix barcode (a bidimensional barcode). A barcode is an optically machine-readable label that is attached to an item and that records information related to that item.

The information encoded by a QR code may be made up of four standardized types of data (numeric, alphanumeric, byte/binary, kanji) or, through supported extensions, virtually any type of data.

Figure 77 QR Code

A QR code consists of black modules (square dots) arranged in a square grid on a white background, which can be read by an imaging device (such a camera) and processed using Reed-Solomon error correction until the image can be appropriately interpreted; data is then extracted from patterns present in both horizontal and vertical components of the image.

8.3.2.4.9 NFC

Near Field Communication (NFC) is a set of standards for Smartphones and similar devices to establish radio communication with each other by touching them together or bringing them into proximity, usually no more than a few inches.

NFC operates at 13.56 MHz on ISO/IEC 18000-3 air interface and at rates ranging from 106 kbit/s to 424 kbit/s. NFC always involves an initiator and a target; the initiator actively generates an RF field that can power a passive target. Thus, communication is also possible between an NFC device and an unpowered NFC chip, usually called a “tag”. NFC tags contain data and are typically read-only, but may be rewriteable. Tags currently offer between 96 and 4,096 bytes of memory.

NFC standards cover communications protocols and data exchange formats, and are based on existing radio-frequency identification (RFID) standards including ISO/IEC 14443 and FeliCa. The standards include ISO/IEC 18092 and those defined by the NFC Forum, which was founded in 2004, and now has more than 160 members.

In late 2013, IATA and the NFC Forum jointly published a reference guide for air travel stakeholders outlining the potential benefits of adopting NFC technology. The ‘NFC Reference Guide for Air Travel’ aims to help the global air travel industry better understand and evaluate the potential benefits, costs, uses and implementation options associated with the adoption of NFC.

Some potential uses highlighted include:

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NFC use for secure provision, storage and reading of boarding passes on mobile devices

NFC on a mobile device to enable ‘tap-and-go’ access to elite lounges

Airlines and airports using NFC to provide (and cancel) access to secured areas to staff via their mobile devices

NFC tags coded and embedded in luggage tags to quickly access baggage information and better track bags’ progress

Travellers tapping their NFC-enabled devices to enter a parking garage, pay at exit, or store parking details for later reference

NFC payment applications for purchases in airport shops and on-board the aircraft

8.4 Current Information Management Systems

This section aims to analyse the current Information Management Systems used by each one of the stakeholders of the airport: the airport itself, the airline, the ground handler and the cargo agent.

Every airline, airport and handling agent normally decides which systems it needs depending on its market needs, and usually contracts this to an IT software provider that tailors its own developed system to the user needs. Normally, not every stakeholder and handling agent will have all the systems described here, but only the ones they need, and some of them may be combined into a single overall system that performs various functions at the same time. It is important that these systems are not seen as individual, independent systems but as interconnected, mutually-dependent systems whose classification has been performed for functionality and operability purposes.

Please notice that only the information management systems related to the turn-around process are listed here. Other systems such as the handling customer billing process are considered not to affect directly the airport turn-around process and are therefore not included here.

The current section is organized as follows:

Airport Information Management Systems

Trans-sectorial systems

Airport Passenger terminal systems

Airport Baggage handling systems

Airline Information Management Systems

Airline planning and management systems

Passenger Service Systems (PSS)

Handling Information Management systems

Cargo Information Management systems

8.4.1 Airport Information Management systems

A list of the Current Airport Information Management Systems follows, divided into Trans-sectorial systems, passenger terminal systems and baggage handling systems.

8.4.1.1 Airport Trans-sectorial systems

8.4.1.1.1 Airport Operational Data Base (AODB)

The key process within the airport is aircraft management, and the system in charge of managing this aircraft process is the Airport Operational Database (AODB),which takes care of all phases of the operation and its related activities.

Aircraft management and the information related to the operations is required by basically every system or stakeholder, and it is important to ensure coherence in the management of this information across the airport. AODB serves as the operational processes governor, information manager and repository

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maintenance, facilitating the data exchange with external systems and centralizing the applicability of operational improvements.

Airport Operational Database (AODB) is the central database or repository for all operational information within the airport and provides all flight-related data accurately and efficiently in a real-time environment.

In performing its tasks, the AODB takes account of the different information requirements of the various users. For example, the System supplies specific information to airport personnel in the various departments, to airlines, passengers, visitors and authorities operating at the airport, such as customs and police. The AODB Flight Schedule Processing module enables smooth processing of flight schedules and their augmentation with all flight-event relevant information.

The AODB supports all scheduling and operative processes, ranging from the automatic transfer of the Seasonal Flight Schedule data, the generation of Daily Flight Schedules to the processing and provision of billing data. In fact, different service providers at the airport, such as ground handlers, often link their planning and information systems to the AODB in order to be able to work on the same data for both longer term (seasonal information) and real time (resource dispatch).

8.4.1.1.2 Airport Resource Management System (RMS)

The Resource Management System (RMS) is a tool used for assigning and monitoring all the airport resources and facilities, including check-in counters, boarding gates, baggage claim carousels, apron stands, Common-Use Self-Service machines (CUSS, the self-check-in machines), and any other resource managed by the airport. Most of them are used in the execution phase but can also be used for planning the use of airport resources in advance and making simulations.

RMS is directly connected to the Airport Operational Database (AODB) in order to optimize the use of all airport resources. It allows the airport facilities utilization to be addressed during periods of irregular flight operations, to detect resource problems, to avoid conflicts and suggest alternatives, and it also allows the airport supervisors to concentrate on critical issues reducing routine tasks.

8.4.1.1.3 A-CDM Platform

Airport Collaborative Decision Making is the concept which aims at improving Air Traffic Flow and Capacity Management (ATFCM) at airports by reducing delays, improving the predictability of events and optimizing the utilization of resources.

The Airport CDM Platform is a generic term used to describe the means at a CDM Airport of providing Information Sharing between the Airport CDM Partners in order to achieve common situational awareness and to improve traffic event predictability. The Airport CDM Platform, together with defined procedures agreed by the partners, is the means used to reach these aims, and it comprises systems, databases, and user interfaces integrated in the AODB platform (see 8.4.1.1.1).

Implementation of Airport CDM allows each Airport CDM Partner to optimize its decisions in collaboration with other Airport CDM Partners, knowing their preferences and constraints and the actual and predicted situation.

Decision making by the Airport CDM Partners is facilitated by the sharing of accurate and timely information and by adapted procedures, mechanisms and tools.

The Airport CDM concept is divided into the following elements:

Information Sharing

Milestone Approach

Variable Taxi Time

Pre-departure Sequencing

Adverse Conditions

Collaborative Management of Flight Updates

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8.4.1.2 Airport Passenger terminal systems

8.4.1.2.1 Flight Information Display System (FIDS)

The passenger is the most important customer for the airport and it is fundamental to keep him or her informed with the right information at the right time. This is the main purpose of an FIDS system, to present operational information where the passenger needs it.

FIDS system is the interface between the airport and the passenger and an indispensable tool for staff information exchange and broadcasting as well.

FIDS system provides the possibility to present final airport users, passengers, with operational information, using template design and operational information in order to present the information using purposely made screens. Thanks to this information presented on the FIDS system, both from the point of view of the information presented and from the point of view of the time when this information is being presented, passengers will be able to know, what their flight status is, and where to go in the airport at any time and with great accuracy.

The diversity of different places and different graphical devices used to present the information to the passenger makes customization the main feature to take into account when choosing an FIDS system for an airport. This system must support passenger information at the different places where the information is needed by the passengers, such as check-in counters, boarding gates, baggage claim belts and other places throughout the terminal which enable the display of operational information customized for each place where such displays are deployed.

Figure 78 Example of FIDS system

The airport’s FIDS should not be confused with the Airline and Ground Handlers specific Flight Information System (FIS), which is the interface used by these partners to retrieve the information for their flights from diverse sources, among them the AODB (see sections 8.4.2.1.1 and 8.4.3.1).

8.4.1.2.2 Common Use Passenger Processing System (CUPPS):

CUPPS is an overhaul of the Common Use Terminal Equipment (CUTE) standard, (IATA Recommended Practice 1797) with the objective of creating a common, standardized system platform for agent-facing common-use implementations at airports.

The CUTE standard was designed to enable airlines and handling agents to access their own systems from workstations and printers shared by all users.

There are a number of different CUTE providers each with their respective platforms and/or implementation methodologies. The goal of CUPPS is to develop a common system platform that reduces support costs—by allowing the use of a single application by an air carrier, that can run on any CUPPS certified platform. In addition CUPPS enables integration with other airport systems such as those supporting flight information display and dynamic signage.

8.4.1.2.3 Passenger Tracking System

Passenger tracking systems are systems that track the passengers throughout the airport, improving the predictability of the passenger flux information.

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PTS can be used to monitor passenger fluxes by using counting and tracking systems, such as by scanning the barcode of the boarding pass of each passenger at the various airport checkpoints, such as security control, passport control or after purchasing something in an airport shop. Other ways to monitor passengers would be through the use of sensors that measure the number of people in certain parts of the airport, or by tracking mobile phones through augmented Bluetooth and Wi-Fi connections as passengers move through the airport.

All this information can be used not only to track individual passengers but also to improve the forecast capability and provide timely live updates allowing proactive and management of passenger movements and cues, by opening more check-in counters or more security control points for instance.

8.4.1.3 Airport Baggage handling systems

8.4.1.3.1 Baggage Handling System (BHS)

A baggage handling system (BHS) is a type of conveyor belt system installed in airports that transports and sorts per flight and screens the checked-in bags. For outbound flights, baggage are transported from check-in counters to the baggage chutes or baggage belts where they are picked up by the handler, while for inbound flights they are transported from the baggage belts where they are introduced by the handler to the baggage claims areas where passengers can pick up their bags. Finally, transit baggage can also be transported between the inbound and the outbound baggage belts if needed.

The BHS sorts all incoming bags arriving from check-in counters per flight by dropping of the bags in chutes allocated to specific flights or on belts, where the ground handler can pick up and load the bags in baggage carts for transport to the specific flight.

The security screening of the bag is the second main function of the BHS. Automated screening at different levels ensures the checking of every bag departing on a flight.

Some of the BHS also include baggage delivery optimisation systems, which aim at finding the most optimal way in order to deliver the baggage to its destination point in the shortest time possible and taking into account possible congested or blocked belts.

8.4.2 Airline Information Management systems

8.4.2.1 Airline planning and management systems

8.4.2.1.1 Airline Flight Information System (FIS)

The Flight Information System is the main information management system used by the airline FOC, retrieving information from various sources for all the flights operated. These sources may range such as the Airport Operational Database, the TELEX system for retrieving SITA messages, or the real-time position of the airplanes updated by their on-board systems via ACARS, and the system integrates them all on a common screen. It allows a more accurate treatment of all flight-related information and real-time updates of all arrival and departure times.

Most of the FIS automatically prepare the appropriate communications with the rest of agents involved (AOC, Airport, CFMU) in order to keep them informed of any updates that may occur.

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Figure 79 Screenshot of FIDS system used by Aviapartner

8.4.2.1.2 Network Planning Systems

Network planning systems support the airline’s IOCC (Integrated Operations Control Centre) in performing the market research necessary in order to make the decisions needed to organize the long-term flight schedule with its associated fleet plan and to monitor the current network performance. They support the airline in deciding what capacity should be offered (frequencies, seats, etcetera.) in the current routes in order to maximize the efficiency and profitability of the routes, and what new routes to open.

To do all this, it can take into account the airline network structure type (hub and spoke, point to point), the airline alliances and partnership agreements, the market situation, the competitor schedules, the current load factor for every route, the available slots, the airport opening hours, the airport taxes... Some Network Planning Systems can also perform network simulations.

8.4.2.1.3 Airline Resource Management systems

The airline Resource Management Systems support the airline’s IOCC (Integrated Operations Control Center) in the day to day plan of operations of airline activities with the aim of keeping the network running with minimum deficiencies and operational impacts.

The system is an important tool to identify irregularities that may arise (technical problems, weather disruptions, air traffic regulations, handling delays, etcetera.) and respond on-the-spot to cope with problems that may arise, such as the need to replace aircraft or to reorganize or cancel flight schedules, to coordinate with the Network Manager (CFMU) and the destination airports in order to ensure slot and stand availability, to relocate passengers in other flights, missed connections in hub airports...

It can also be integrated with the Airports Operational Data Base for real time tracking.

8.4.2.1.4 Operational Reliability / TAT Performance Monitoring Systems

TAT (Turn-Around Time) Performance Monitoring Systems are on-board systems used by the airline to monitor the turnaround process from its AOC. They track the Operational Reliability (OR) of the aircraft while on the ground using the OOOI events (“Out of the gate”, “Off the ground”, “On the ground” and “Into the gate” events) that the aircraft automatically sends via ACARS to the AOC. These events use a system onboard the aircraft that monitors sensors indicating changes in flight phases like oil-pressure of the engines,

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parking brake, Weight-on-Wheels and cabin doors in order to determine the current status of the airplane (flying, taxiing in, taxiing out and turn-around).

The reported time information data is compared to the schedule to measure performance. Additional information related to possible deviations can be used to calculate operational reliability or other KPIs.

8.4.2.2 Passenger Service Systems (PSS)

8.4.2.2.1 Airline Reservation Systems (ARS)

ARS are the systems used by airlines to sell their tickets according to their associated airline schedules and fare tariffs. Prior to deregulation, airlines owned their own reservation systems with travel agents subscribing to them. Nowadays most airlines use their own specific Computer Reservations System (CRS) that interface with a Global Distribution System (GDS) which supports travel agencies and other distribution channels in making reservations for most major airlines in a single system. Today, most of the GDS are run by independent companies with airlines and travel agencies as major subscribers.

8.4.2.2.2 Airline Inventory System

The Airline Inventory System is the system used by airlines to determine the service class (first, business or economy) and the booking class (for which different prices and booking conditions apply) distribution of seats in order to maximize revenue or profits among every plane and route. Inventory control steers how many seats are available in the different booking classes by opening and closing individual booking classes for sale and combines it with the fares and booking conditions to determine the price for each seat sold.

8.4.2.2.3 Airline Departure Control System (DCS)

The Departure Control System (DCS) is the system in charge of managing the Airlines' Airport operation, including airport check-in (boarding cards, baggage acceptance), boarding process, load control and aircraft checks. DCS systems perform mostly two main functions, related respectively to passenger processes (check-in, gate, rebooking….) and to weight and balance processes (load sheet performing and monitoring).

Most DCS analyze the passenger and cargo load more precisely and automatically define the optimal aircraft load distribution so that the fuel required for each flight departure is always at the optimum level according to the airline own guidelines.

Both the Airline and the Handling Agent have Departure Control Systems. The Airline DCS is more tailored to the specific needs of the individual airline while a third party system from a handler can be used for different airlines. The airline can choose between using its specific system, or to use the ground handler’s system (see section 8.4.3.4) connected to the main Airline DCS.

Figure 80 Example of Handling RMS with Equipment Tracking System

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Nowadays the big airlines mostly prefer to perform a Centralized Load Control, in which load sheets are produced in a main hub and transmitted via SITA to the handling agent in all their flights across all their airports. However, in the secondary airports they serve, they may decide to rely on the Ground Handler’s DCS as the implementation and training costs of the specific software may not prove necessary to use it if the number of flights into the airport is low. Other airlines, for instance, could decide to rely on the Ground Handler’s DCS across all their destinations and use their own system only to monitor their progress status and perform post-processing analyses.

Figure 81 Example of Departure Control System – Flight Management for Ground Handlers10

8.4.2.2.4 Automated Customer Support Systems

Automated Customer Support Systems are systems used to keep passengers informed in real-time of their flight status by SMS, e-mail or through the airline mobile applications. Sent information can include reminders of the booked flight, promotional messages, and information on the allocated boarding gate, forecasted delays and new departure time estimates, start of boarding announcements or last call announcements directly to the missing passengers. These notifications establish a direct link with passengers, improve customer satisfaction and allow passengers to optimize their time in the airport.

8.4.3 Handling Information Management systems

8.4.3.1 Handling Flight Information System (FIS)

The Flight Information System is the main information management system used by the handling agent. It retrieves information for all the flights handled by the agent from various sources, such as the Airport Operational Database, the handling planning systems and the TELEX system for retrieving SITA messages, and integrates them all on a common screen. It allows a more accurate treatment of all flight-related information and real-time updates of all arrival and departure times.

This system permits the quality and service monitoring of the handling process and to report any related incident that may occur (such as delays in the process), and some systems also incorporate an A-CDM module to also enable the capture and introduction of all required timestamps and data to support A-CDM processes.

Most of the FIS automatically prepare the appropriate communications with the rest of the agents involved (AOC, Airport, CFMU) to keep them informed of any updates in the handling process introduced in the system.

10 Amadeus® AltéaGround Handler solutions, see 8.5.3

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8.4.3.2 Handling Resources Planning Systems

The Airport Handling Systems support the handling agent in the handling operations planning of activities and their associated resources (ground equipment and personnel) depending on the specific flight needs, such as the services needed (catering, cleaning, bulk baggage or ULD, cargo loading.), the aircraft type or category, the type of airline concerned (traditional, low-cost, charter), the type of operation concerned (just turnaround or night-stop)...

These applications retrieve data from the Airport Operational Data Base via the Flight Information System in order to calculate the required shifts and qualifications for a certain period, and can be used for dimensioning the equipment needs, showing the need to buy, rent or sell some of the current equipment used, or to dimension current personnel needs, hiring more staff if needed, and planning the work schedules in advance of all the staff involved.

Handling Planning Systems can be used for the long-term, medium-term and short-term planning of the handling resources and staff.

8.4.3.3 Handling Resource Management systems (RMS)

The Airport Handling Resource Management Systems support the handling agent in the day to day planning and follow-up of the operations of handling activities and their associated resources (ground equipment and staff). They are analogous to the Handling resources Planning Systems but are used for real-time operations.

These applications are integrated in real-time with the Airport Operational Databases via the Flight Information System, and retrieve data from them in order to calculate the required shifts and roles for a certain period in real-time and automatically react to changes in arrivals and departures.

They are also used in the turnaround process to assign duties and activities on each flight turnaround with planned time frames for each process to be completed. Tools identify needs for resources, reports when inefficiencies and irregularities arise (for example, delayed flights and unavailability of planned resources), and are used to identify the causes of irregularities, to enter their delay codes and to create their associated reports.

Some of them incorporate the Ground Service Equipment Tracking System functionality that uses vehicle-mounted devices to track the position of each individual equipment unit available in the airport and superposes it on an airport map in order to improve the coordination and the distribution of the ground equipment within the airport.

Figure 82 Example of Handling RMS with Equipment Tracking System11

11Developed by Proveo GmbH and used by Aviapartner among others

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8.4.3.4 Handling Departure Control System (DCS)

The Departure Control System (DCS) is the system in charge of managing the Handling Agent Airport operation, including airport check-in (boarding cards, baggage acceptance), boarding process, load control and aircraft checks. Both the Airline and the Handling Agent have Departure Control Systems (see Airline DCS 8.4.2.2.3).

The Ground Handler can also offer a third party DCS to handle an airline. These DCS systems will be linked to the airline systems in order to allow data about passengers, bookings, bags, etcetera. to be transferred from the airline to the handler.

Today some major providers of DCS systems offer the same DCS to airlines and to handlers. These systems are then adapted to the specific needs of an airline or sold as third party systems that can be used by a ground handler for all airlines.

8.4.3.5 Baggage Reconciliation System (BRS)

A Baggage Reconciliation System (BRS) is used at airports to ensure that the passenger count and the associated bags match for any given flight.

According to the rules of most air transportation authorities, such as the European Union's Joint Aviation Authorities, all the baggage belonging to passengers flying with checked baggage that fail to arrive at the departure gate before the flight is closed must be retrieved from the aircraft hold before the flight is permitted to take off. The aim of BRS is to improve the handling of individual baggage and match it to its associated passenger in order to avoid delays in case of any eventuality by improving its knowledge on the position of every piece of luggage.

This can be achieved using wireless hand scanners that are used to read the barcode of each piece of baggage and to enter data about it, such as the means of storage (e.g. a container) and its current position, into a data management system. The system also records which passengers have boarded the aircraft. Baggage Unload Messages (BUM) are sent to the BRS for all baggage belonging to passengers who have not boarded. The BRS can determine the location of this baggage by using the entries which have been made previously. If baggage such as this has not yet been loaded, the scanner operator is informed by the BRS that it can no longer be loaded.

Figure 83 Example of the infrastructure used in a BRS

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Figure 84 Example of the scanners used as part of the BRS

8.4.4 Cargo Information Management systems

8.4.4.1 Cargo Management System

The Cargo Management System is a tool that allows the cargo agent and terminal staff to plan the distribution of the transported goods into the different flights available. It addresses cargo reservations, capacity control, ratings, load planning, cargo revenue accounting, cargo terminal operations and freight-forwarding requirements. It uses as inputs the information given by the airline about flights and availability, and supports the cargo agent in generating the necessary documentation for each type of cargo and origin and destination.

Cargo Management Systems enhance cargo business profitability through revenue optimization and improved operational efficiency, accommodating changes in customer service demands and responding effectively to changing market conditions and business situations.

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Figure 85 Example of the functionalities involved in Hermes CMS

Figure 86 Screenshot of the Hermes service management monitor-import flight

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8.5 Current Information Management Products

There are many software providers all around the world providing different Information Management Systems involved in the Airport Turnaround Process (see section 8.4). The current section aims to identify some of the Commercial Off-The-Shelf (COTS) products that are currently used in Airports.

Today, most airports, airlines and handling agents lack a unified, single program to handle all their needs, and most of them use a different program for each function or for a combination of them. Normally this is the case because all the products were not acquired together, but progressively according to its evolving needs and according to the specific Airport Business Plan. Thus, a standard airport may use, for example, an AODB, a RMS and a BHS, all performed by a single or different providers, which send all the information needed to each other. This fact stresses the need to tailor each program not only to the different needs of the airport, but also to adapt it to the existing systems of the airport.

The current information management products are designed to be tailored to satisfy one or various needs for a given airport, handling agent or airline. Due to the large numbers of systems available, the benchmark has been focused on those systems that aim to integrate the maximum number of different functionalities involved.

Some Information Management Systems are listed in the next sections, classified for their sector into four groups: Airport, Airline, Ground Handling and Cargo.

8.5.1 Airport Information Management Products

Some of the identified Airport Information Management COTS Products follow. Out of the large number of products identified, only a small part are described here, with a focus on identifying those providers that have a wide range of solutions and integrated products.

PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

AODB12 RMS13 A-

CDM14 FIDS15

CUTE/ CUPPS16

PTS17 BHS18

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,

x x x x x

12Airport Operational DataBase

13Resource Management Systems

14Airport-Collaborative Decision Making

15Flight Information Display Systems

16Common Use Passenger Processing Systems

17Passenger Tracking Systems

18Baggage Handling Systems

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PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

AODB12 RMS13 A-

CDM14 FIDS15

CUTE/

CUPPS16 PTS17 BHS18

also from Lockheed Martin, the Chroma Airport Suite helps to better manage airside, terminal and 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

GAIMS software suite

GAIMS is an integrated solution for airports. It can be tailored to the

x x x x x x

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PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

AODB12 RMS13 A-

CDM14 FIDS15

CUTE/

CUPPS16 PTS17 BHS18

Systems actual requirements of each airport. GAIMS can

integrate with existing systems if necessary,

while ensuring a flexible, upgradeable

environment to accommodate future

needs.

Siemens

Siemens Airport

Management &Siamos

Operations Suite

Modular software solution that offers

seamless 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.

x x x x

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

x x x x x

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PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

AODB12 RMS13 A-

CDM14 FIDS15

CUTE/

CUPPS16 PTS17 BHS18

touch-point, AirportCentralmakes it possible to access data management tasks and automated functions for receiving, processing,

and distributing consolidated data.

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 28 Benchmark of some of the current airport information management products

8.5.2 Airline Information Management Products

Historically, airlines operated under government-set fares, but after 1978’s US Airline Deregulation Act, airlines needed to improve efficiency to compete in a free market. In this deregulated environment Airline Reservation Systems and its descendants became vital to the travel industry.

In airline history, Airline Reservation Systems have proved to be an essential tool to be able to compete in an ever-changing market. Afterwards, most of the companies producing Airline Reservation Systems also started developing other Airline Information Management Products such as Airline Departure Control Systems or Network Planning Systems. Other companies not providing any ARS also started developing their own DCS and NPs.

Some of the companies providing COTS Airline IM products follow:

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PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

A-

FIS19 NPS20 ARMS21 ARS22 AIS23

A-

DCS24 ACSS25

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

x x x x x x

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

x x x

19Airline – Flight Information System

20 Network Planning Systems

21Airline Resource Management Systems

22Airline Reservation Systems

23Airline Inventory System

24 Airline Departure Control System

25Automated Customer Support System

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PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

A-


A-

DCS24 ACSS25

list which are directed to specific user groups.

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 with any stand-alone system.

x x x x x

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

x x x x x x

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PRODUCER PRODUCT

NAME DESCRIPTION

TYPE

A-


A-

DCS24 ACSS25

Operators such as Air Canada or Qantas.

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

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 29 Example list of airline information management products

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8.5.3 Handling Information Management Products

Some of the identified Handling IM Products follow:

PRODUCER PRODUCT NAME

DESCRIPTION

TYPE

H-FIS26

H-RPS27

H-RMS28

H-DCS29

BRS30

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

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 The system is modularly structured and offers x x x

26Handling Flight Information Systems

27Handling Resources Planning Systems

28Handling Resource Management systems (RMS)

29Ground Handling Departure Control System (DCS)

30Baggage Reconciliation System (BRS)

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DESCRIPTION

TYPE

H-

FIS26

H-

RPS27

H-

RMS28

H-

DCS29 BRS30

Handling System

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.

Table 30 Benchmark of Handling information management products

8.5.4 Cargo Information Management Products

Some of the COTS products identified in the Air Cargo sector follow.


DESCRIPTION

Type

CMS31

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 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.

x

Lufthansa Systems

ELWIS The IT system for air cargo ground handling ELWIS (Electronic Logistics & Warehouse Information System) aims to improve ground

x

31Cargo Management Systems

194



DESCRIPTION

Type

CMS31

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.

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 31 Examples of current Cargo Information Management Products

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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 32 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 33 Aircraft and ULD compatibility [19]

Apart of the compatibilities mentioned in Table 33, 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 Petri Net Formalism

12.1 Petri net modelling formalism

Petri nets (PN) were presented for the first time by Petri (1962) in his doctoral thesis as a formal method for describing computer systems. But the ease with which the PN primitives permitted the description of formerly difficult properties like concurrency, non-determinism, communication and synchronisation, as well as the analysis of these properties, led to the use of Petri nets as true mathematical modelling tools (http://www.informatik.uni-hamburg.de/TGI/PetriNets/).

Their further development was facilitated by the fact that Petri net models easily process synchronisation, asynchronous events, concurrent operations, and resource sharing. Petri nets have been successfully used for concurrent and parallel systems and model analysis, communication protocols, performance evaluation and fault-tolerant systems.

A Petri net (see next figure) is a directed bipartite graph, together with an initial state called the initial marking. In this graph, there are two kinds of nodes: places (represented by circles) and transitions (represented by rectangles) that are alternatively connected by arcs. An arc can connect either a place to a transition or a transition to a place, but it can never connect two transitions or two places.

Figure 87 Petri Net example

Places can contain a non-negative number of tokens, represented graphically as black dots. The number of tokens in a place is the marking of that place, and the array with the number of tokens in every place of the PN (in a certain fixed order) is the marking of the PN. The initial marking indicates the number of tokens corresponding to each place in the initial state. In the PN of the next figure, left, the marking is M[3,2,3,1,2].

Petri nets model not only the structure of a system but also its dynamics. This is achieved by changes of state of the PN, which are represented by the evolution of its marking. Thus, the current marking of the net shows the state of the system.

Two special markings are considered: M0 is the initial marking (initial state of the system) and Mf is the final marking (final or objective state). The change from one state to the next is given by the firing of transitions, which follow the rules below.

Place Node

Transition Node

Arc

Token

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Figure 88 Petri Net firing transitions

12.1.1 Rules for the Evolution of Marking

A place P is an input place of a transition T if there is an arc oriented from P to T. In the previous figure Places P1, P2 and P3 are input places to the transition T1.

A place P is an output place of a transition T if there is an arc oriented from T to P. In the previous figure, Places P4 and P5 are output places of the transition.

A transition is enabled if every input place of that transition got at least as many tokens as the weight of the arc connecting the place to the transition. Thus, the transition of the PN at the left hand side of previous figure is enabled because place P1 got at least 2 tokens (weight of the arc connecting P1 to the transition T1), P2 got at least 1 token and P3 got at least 2 tokens.

An enabled transition is fired if the associated event holds.

The firing of a transition implies the removal of a certain amount of tokens from every input place and the addition of tokens to every output place. The number of tokens to be removed from the input places corresponds to the weight of the arc connecting the place to the transition. In a similar way, the number of tokens to be added to the output places corresponds to the weight of the arc connecting the transition to the place. Thus, the PN at the right hand side of the previous figure represents the new state reached after firing the transition.

12.1.2 Coloured Petri Net Formalism

Despite all the advantages of PN as a modelling formalism, there is a drawback to using PN to describe transport, services and logistics systems: a lack of tools to efficiently specify the information flow inherent to any logistics system.

By using colours that allow the representation of entity attributes of commercial simulation software packages, coloured Petri nets (CPN) allow a higher level of modelling. Other CPN characteristics that enable the use of this formalism to specify service systems are:

CPN allows the specification of a system at different abstraction levels, according to the modelling objectives.

CPN allows the specification of a complex system by means of bottom-up techniques or more advanced software engineering techniques, such as: an iterative and incremental development process instead of a waterfall cycle, promotion of a component-based architecture.

From the modelling point of view, the main differences between CPN and PN formalism are:

Input Arc Expressions and Guards: used to indicate which type of tokens can be used to fire a transition.

Output Arc Expressions: used to indicate the system state changes that appear as a result of firing a transition.

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Colour Sets: determines the types, operations and functions that can be used by the elements of the CPN model. Token colours can be seen as entity attributes of commercial simulation software packages.

State Vector: the smallest information needed to predict the events that can appear. The state vector represents the number of tokens in each place, as well as the colours of each token.

12.1.3 Coloured Petri Net model of the Turnaround Process as a whole

The Turnaround process includes a set of sequential and parallel operations that must be performed considering time and space interdependencies. Those activities must be coordinated to optimize the process without incurring changes in the target of block time. Many actors are involved in the process making it a complex operation.

The main actors involved in the turnaround process are the aircraft operator, ground handler, air navigation service provider and airport operator.

The typical task involved in the turnaround may be grouped in four process categories:

Passenger,

Baggage,

Freight and

Ground services.

The Turnaround process comprises the set of services required from the moment the aircraft arrives at its stand (actual in block time) until the time it leaves it (actual off block time).

In order to be able to develop a causal analysis of the turnaround process, a list of all the tasks together with the precedent tasks constraints, the space resources, actors involved and a time duration are the input data required for the spatial-temporal analysis.

In order to determine the spatial interdependencies between the different task, it is important to introduce an identification mechanism of the different zones under study. It is expected as a result of the Interaction project the design of new devices with the same functionality as present handling equipment but with different surface or volumetric requirements, in such a way that, present space restrictions can force some activities to be performed sequentially, while with new different equipment some tasks could be parallelized.

In the next figure a proposal of zones has been formalized together with some codes that will be used in the causal model to compute the spatial-temporal interdependencies. The proposed zones should be considered as a first approach to be specified in the CPN model, and they will be subjected to changes (ie. a zone could be decomposed in 2 or more zones) along the evolution of the project.

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Figure 89 Turnaround Ground Support Equipment Positioning

The above 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 are described.

Table 34 Ground Support Equipment Acronyms

12

3

4 5

6 7

8

109

11

12

1314

15

16

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The information to describe accurately how the process must be performed is summarized in the next table:

Table 35 Inputs for Causal Modelism

Some additional restrictions for each task also are needed to complete the description (for instance, fuelling is not allowed if the boarding process is in progress).

For the Causal Model codified in the Color Petri Network formalism, this input data will be represented as colors (ie. attributes). Some additional colors will be defined to describe conditions in the system, for instance during the process the areas may be Free, Blocked, Working) or some actors or equipment may be available or busy or in transit.

Based on this inputs it is possible to explore the activity network in order to search and evaluate different sequences to perform the process, together with the impact of any modification in the spatial-temporal definitions and actor requirements.

A preliminary CPN model of the process with the initial conditions is illustrated in the next figure:

Process Id Task id Task description Duration (min) Ramp position Task Precedence No de precendences No Post process Ramp entry area Ramp exit area

1 1 Placing the PBB 2 0 0 1

1 2 Deboarding at L1 7 0 1 1 4

1 3 Boarding at L1 8 0 2,11 2 1

1 4 Headcounting 2 0 3 1 1

1 5 Moving out the PBB 2 0 4 1 0

4 6 Placing the catering vehicle at R1 2 0 0 1

4 7 Catering at R1 7 0 2,6 2 1

4 8 Moving out the catering vehicle at R1 2 0 7 1 1

4 9 Driving cat vehicle to R2 1 0 8 1 1

4 10 Placing the catering vehicle at R2 2 0 9 1 1

4 11 Catering at R2 11 0 10 1 4

4 12 Moving out the catering vehicle at R2 2 0 11 1 0

4 13 Placing cleaning vehicle 2 0 0 0

4 14 Cleaning 21 0 2 1 1

4 15 Moving out the cleaning vehicle 2 0 14 1 0

3 16 Placing Lower Deck cargo loader front 1 0 0 1

3 17 Unload Lower Deck cargo front 5 0 16 1 1

3 18 Load Lower Deck cargo front 5 0 11,17 2 1

3 19 Moving out Lower Deck cargo loader front 1 0 18 1 0

3 20 Placing Lower Deck cargo loader rear 1 0 0 1

3 21 Unload Lower Deck cargo rear 6 0 20 1 1

3 22 Load Lower Deck cargo rear 6 0 11,21 2 1

3 23 Moving out Lower Deck cargo loader rear 1 0 22 1 0

2 24 Placing conveyor belt 1 0 0 1

2 25 Bulk unload 4 0 24 1 1

2 26 Bulk load 5 0 11,25 2 1

2 27 Moving out conveyor belt 1 0 26 1 0

4 28 Placing FUEL HYDRANT DISPENSER or TANKER 2 0 0 1

4 29 Refuelling 7 0 2,28 2 1

4 30 Moving out FUEL HYDRANT DISPENSER or TANKER 2 0 29 1 0

4 31 Placing Potable Water vehicle 2 0 0 1

4 32 Potable water servicing 4 0 31 1 1

4 33 Moving out Potable Water vehicle 1 0 32 1 1

4 34 Placing Lavatory vehicle 2 0 33 1 1

4 35 Toilet servicing 5 0 34 1 1

4 36 Moving out Lavatory vehicle 1 0 35 1 1

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Figure 90 Preliminary CPN Model

The process modelled is based on the information presented for a full service of an Airbus A320 (AIRCRAFT CHARACTERISTICS AIRPORT AND MAINTENANCE PLANNING).

In this model only temporal precedent has been formalized, spatial restrictions will be included further to represent the impact of spatial restrictions in the working position and also in the transit areas.

Parameters and scenario definitions are introduced in the place nodes (circles):

Node Task sources: This place node holds all the tasks to be performed during the turnaround process. Tokens represent turnaround tasks and are defined with 4 colors (attributes):

1`(process id, task id, time,no of precedents)

Color Parameter Values Observations

PId Process Id 1-passenger

2-baggage

3-freight

4-ground services

TId Task Id 1 to N Each task will be listed and assigned a unique id

D Expected Time Duration

1 to N Average time in minutes

nP Amount of precedents 1 to N Number of task that must finished before start

Table 36 Node Task Sources: Attributes definition

204


In the next figure it has been represented the Initial Conditions for the Task Source place node describing the 36 tasks to be performed during the turnaround process.

Figure 91 Preliminary CPN Model: Node Task Source Initial Conditions

Thus, the first token 1`(1,1,2,0) represents the first task (placing the PBB) in the passenger process with a duration estimated time of 2 minutes and without no precedent constraints. If we consider for example the token 1`(3,18,5,2), it represent the task nº 18 ( load lower deck cargo front ) in the freight process with an estimated duration of 5minutes, and with 1 precedent task (load lower deck cargo front).

Node Precedents: This place node holds all the temporal precedents to be preserved during the turnaround process. Tokens represent temporal precedents between two tasks (activity x depend on activity y) and are defined with 3 colors (attributes):

1`(process id, task id, precedent task)



2-baggage

3-freight

4-ground services


PT Task Id of the precedent task

1 to N Each precedent is associated with their precedents

Table 37 Node Precedent: Attributes definition

205


In the next figure it has been represented the Initial Conditions for the Precedents place node describing the 35 precedents to be considered during the turnaround process.

Figure 92 Preliminary CPN Model: Node Precedent Initial Conditions

Thus, the first token 1`(1,2,1) represents the precedent relationship between task 1 (Placing the PBB) and task 2 (Deboarding at L1). To describe the 2 precedent relationships of task 14 (cleaning) with task 2 (Deboarding at L1) and task 11 (Catering at R2) two tokns are used: 1`(4,14,2)++1`(4,14,11).

Node Ti: This place node is used to introduce extra delays in the initialization of a task. Tokens represent the delay to be computed

1`(time to start)


T0 Time to start 1 to N

Table 38 Node Ti: Attributes definition

In the next figure it has been represented the Initial Conditions for the Ti place node describing 10 random delays in the initialization of a task.

206


Figure 93 Preliminary CPN Model: Node Ti Initial Conditions

To remove the influence of delays in the turnaround process, the node Ti should be initialized with only 1 token: 1`(0).

Node Seq Rec: This place node holds a feasible solution obtained with a particular combination of the different tasks. Tokens represent the temporal information when the task was performed

1`(start time, process id, task id, end time)


Ti Start time of a task 1 to N


2-baggage

3-freight

4-ground services


Tf Finish time of a task 1 to N

Table 39 Node Seq Rec: Attributes definition

The 3 transitions nodes (rectangles) represent the event that introduces a change in the turnaround state:

Task 0_prec = performs an activity without precedents.

Tasks 1_prec = performs an activity with one precedent.

Task 2_prec = performs an activity with two precedents.

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Simulation example

The initial conditions are introduced in places “Tasks source”, “Ti” and “Precedents”, the list of tokens with each parameter are listed in the green rectangles.

Figure 94 Preliminary CPN Model: Simulation Initial Conditions

The process may start by any of the task without precedent, in the model these conditions are indicated by the green rectangle around transition “Tasks 0_prec”. To illustrate the causal dynamics specified in the CPN model, a step by step simulation used in which only on transition will be fired at each step.

Based on the information described in table-1 the turnaround process may be initiated by task number 1 at initial time “0”. Once fired the transition Task0_prec with token 1`(1,1,2,0) hold in Tasks Sources node and token 1`(0) hold in Ti node, the new state reached has been represented in the next figure.

The Task 1 as been removed from place “Task source” (now only are 35 tokens), in the place “Seq Rec” has been introduced a new token 1’(0,1,1,2), the first color 0 indicate the start time, second and third color are Process and Task Id and the last color are the ending time. And the “Precedents” remains in its initial conditions (34 precedents).

208


Figure 95 Preliminary CPN Model: Simulation step 1

Under these new conditions the transitions “Tasks 0_prec” and “Tasks 1_prec” are activated (indicated by the green rectangle). The transition “Tasks 1_prec” is now active because Task 1 is a precedent task for others. By triggering “Task 1_prec”, the conditions of the system are updated and can be seen in the next figure.


209


The new conditions are 34 tasks in “Task source”, 2 tokens in “Seq Rec” (Tasks 1 and 2 have been done) and 33 precedents (Tasks number 2 was performed after Task number 1).

Under these new conditions, Transitions “Tasks 0_prec” and “Tasks 1_prec” still are activated. By triggering again “Task 1_prec” the system changes to 33 tasks in “Task source”, 3 tokens in “Seq Rec” (Tasks 1, 2 and 14 have been done) and 32 precedents (Task 14 was performed after Task number 2).


After these events Task 15 can be performed (by triggering transition “Tasks 1_prec”) the new conditions are presented in the next figure


210


Task source contains 32 tasks, the 4 task already processed are registered in “Seq Rec”, and only 31 precedents remain to accomplish. It is important to notice that transitions “Task 2_prec” has not been activated yet and the transition “Task 1_prec” now is disabled.

By triggering again “Task 0_prec” a new task without precedent is simulated, for instance task number 6, this task also can be started in “0”, the conditions of the system after this are shown in the next figure.


The tasks 2 and 6 have been performed and then task 7 is available to be completed by the event “Task 2_prec” (green rectangle around the transition). Once transition “Task 2_prec” is triggered, the number of precedents change from 31 to 29 (see next figure).


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By continuing with the simulations of the events in the model, the final condition of 36 tokens in place “Seq Rec” can be obtained (a complete sequence to perform the process) which is illustrated in the next figure.

Figure 101 Preliminary CPN Model: Simulation final conditions

Once a solution has been obtained by means of a particular simulation, the results can be represented using different diagrams, such as the ones illustrated in the next 2 figures.

Figure 102 Results from simulation represented in a Gantt Chart 1

212


Figure 103 Results from simulation represented in a Gantt Chart 2