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MIT ICAT
Airline Demand
RPM = Revenue Passenger Mile
One paying passenger transported 1 mile
Airline Supply
ASM = Available Seat Mile
One aircraft seat flown 1 mile
MIT ICAT
MIT ICAT
Billions 70
2001
2002
2004
65 60 55 50 45 40 35 30
January
2003
February
March
April
May
June
July
August
September
October
November
December
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Billions 85
2001
80
2002
2003
2004
75
70
65
60
55
January February March April May June July August September October November December
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$15,000
$10,000
$5,000
(USD Millions)
$0 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
($5,000)
($10,000)
($15,000)
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80%
75%
70%
65%
60%
1Q90
1Q91
1Q92
1Q93
1Q94
1Q95
1Q96
1Q97
1Q98
1Q99
1Q00
1Q01
1Q02
1Q03
1Q04
1Q05
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11.00
10.50
10.00
9.50
9.00
8.50
8.00
Jul Jul Jul Jul Jan-01 Jan-02 Jan-03 Jan-04 Jan-05 Oct Oct Oct Oct Jul Apr Apr Apr Apr Apr Oct
MIT ICAT
Flight
One or more flight legs operated consecutively by a single aircraft (usually) and labeled with a single flight number (usually) NW945 is a two-leg flight BOS-MSP-SEA operated with a B757
Route
Consecutive links in a network served by single flight numbers NW operates 2 flights per day on one-stop route BOS-MSP-SEA
LONG TERM
MIT ICAT
Fleet Planning
Route Planning
STRATEGIC
Time Horizon
Schedule Development o Frequency Planning o Timetable Development o Fleet Assignment o Aircraft Rotations
Types of Decision
Pricing
SHORT TERM
Crew Scheduling
Airport Resource Management
Operations Control
Revenue Management
Sales and Distribution
TACTICAL
MIT ICAT
1. FLEET PLANNING: What aircraft to acquire/retire, when and how many? 2. ROUTE EVALUATION: What network structure to operate and city-pairs to be served? 3. SCHEDULE DEVELOPMENT: How often, at what times and with which aircraft on each route? 4. PRICING: What products, fares and restrictions for each O-D market? 5. REVENUE MANAGEMENT: How many bookings to accept, by type of fare, to maximize revenue on each flight and over the network?
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1. FLEET PLANNING
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2. ROUTE PLANNING
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3. SCHEDULE DEVELOPMENT
Involves several interrelated decisions, which to date have not been fully integrated:
Frequency Planning: Number of departures to be offered on each route, non-stop versus multi-stop
Timetable Development: Flight departure and arrival times, including connections at airline hubs
Fleet Assignment: Aircraft type for each flight, based on demand and operating cost estimates
Aircraft Rotation Planning: Links consecutive flights to ensure balanced aircraft flows on the network.
MIT ICAT
Airline scheduling problems have received most operations research (OR) attention Use of schedule optimization models has led to impressive profit gains in:
Aircraft rotations; fleet assignment Crew rotations; maintenance scheduling
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4. PRICING DECISIONS
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Pricing Models
Pricing theory has not kept pace with airline competitive pricing practices
Difficult to estimate price elasticity, willingness to pay, potential for stimulation and diversion No practical tools for airlines to determine optimal prices
Dominant practice is to match low fares to fill planes and retain market share.
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5. REVENUE MANAGEMENT
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REVENUE DATA
ACTUAL BOOKINGS
NO-SHOW DATA
FORECASTING MODEL
OPTIMIZATION MODEL
OVERBOOKING MODEL
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As described, current practice is to perform scheduling, pricing and RM sequentially. Integrated models would jointly optimize schedules, capacity, prices, and seat inventories:
Better feedback from pricing and RM systems can affect optimal choice of schedule and aircraft Better choice of schedule and capacity can reduce need for excessive discounting and fare wars
MIT ICAT
Joint optimization and planning is a big challenge, both theoretically and practically:
Few airlines have corporate databases with consistent and detailed demand/cost data Research is still required to identify models that can capture dynamics and competitive behaviors Organizational coordination within airlines and willingness to accept large-scale decision tool Might never be possible to integrate all subtleties of airline planning decisions into a useful tool