INTERACTION D2 4 Current Situation Results - V1.0

INTERACTIONINnovative TEchnologies and
Researches for a new Airport Concept towards

Turnaround coordinatION
D2.4 Current Situation Results
April 2014
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INTERACTIONINnovative TEchnologies and Researches for a new Airport Concept towards Turnaround coordinatION
Executive Summary
The document summarizes 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, highlighting the main inefficiencies encountered at sub-process and process
levels. The assessment was based on the operational expertise and background of the different partners at
sub-process level, whereas Turnaround as a whole was analysed according the Petri Nets formalism. The
current situation analysis has been planned in INTERACTION as the first step, paving of the way to identify
proper solutions to enhance the Turnaround process management.
Table of Contents
Executive Summary............................................................................................................................................3
1
Introduction ..................................................................................................................................................9
1.1
Contributors ........................................................................................................................................9
1.2
Revision status .................................................................................................................................10
1.3
Structure of the document ................................................................................................................10
1.4
Acronyms ..........................................................................................................................................11
Scope ........................................................................................................................................................16
2.1
Objectives .........................................................................................................................................16
2.2
Context and Assumptions: Drafting the INTERACTION Scenario ...................................................16
2.2.1
Context .........................................................................................................................................16
2.2.2
Assumptions .................................................................................................................................16
2.2.3
Scenarios ......................................................................................................................................17
Passenger Process ...................................................................................................................................19

3.1
Scope ................................................................................................................................................19
3.2
Process Description ..........................................................................................................................19
3.2.1
Process Definition (textual) ...........................................................................................................19
3.2.2
Process Flow Diagrams ................................................................................................................22
3.3
Identification and description of Information Flows and Process Interactions .................................24
3.4
Identification of inefficiencies in the Passenger Process .................................................................26
3.4.1
Passenger Kiosk Check-in inefficiencies ......................................................................................26
3.4.2
Passenger Traditional Check-in inefficiencies ..............................................................................26
3.4.3
Special Passenger Check-in inefficiencies ...................................................................................26
3.4.4
Baggage Drop off inefficiencies ....................................................................................................26
3.4.5
Arrival / Transfer / Transit Passengers inefficiencies ...................................................................26
3.4.6
Boarding process inefficiencies ....................................................................................................27
3.5
Conclusion ........................................................................................................................................27
3.5.1
Inefficiencies and areas for improvement identification table .......................................................27
3.5.2
Summary ......................................................................................................................................31
Baggage Process ......................................................................................................................................32

4.1
Scope ................................................................................................................................................32
4.2
4.2.1
4.2.2
Process Flow Diagram .................................................................................................................33
4.2.3
Identification of Process Indicators ...............................................................................................33
4.3
4.4
Identification of inefficiencies of the process ....................................................................................34
4.5
Conclusion ........................................................................................................................................36
4.5.1
Freight Process .........................................................................................................................................38

5.1
Scope ................................................................................................................................................38
5.2
5.2.1
Overview of the Freight process ...................................................................................................38
5.2.2
5.2.3
5.3
5.4
5.4.1
Inefficiencies related to procedures and facilities .........................................................................41
5.4.2
Inefficiencies related to equipment ...............................................................................................42
5.5
5.5.1
5.5.2
Summary ......................................................................................................................................44
Ramp and GSE Process ...........................................................................................................................45

6.1
Scope ................................................................................................................................................45
6.2
6.2.1
Ground Support Equipment (GSE) ...............................................................................................45
6.2.2
Ramp operations ..........................................................................................................................47
6.2.3
6.3
6.4
Conclusion ........................................................................................................................................60
6.4.1
6.4.2
Summary ......................................................................................................................................62
Turnaround as a Whole Process ...............................................................................................................63

7.1
Scope ................................................................................................................................................63
7.2
Identification of Actors involved, Roles & Responsibilities ...............................................................63
7.2.1
List of Actors .................................................................................................................................63
7.2.2
List of Roles/Responsibilities ........................................................................................................64
7.3
7.3.1
7.3.2
7.4
7.4.1
7.5
7.5.1
8
Conclusion ........................................................................................................................................43

Identification of process inefficiencies ..........................................................................................73
Conclusion ........................................................................................................................................78
Process Management and Information Tools and Support Systems ........................................................81

8.1
Scope ................................................................................................................................................81
8.2
Information exchange elements .......................................................................................................81
8.3
Current Information Management Products .....................................................................................83
8.3.1
Airport Information Management Products ...................................................................................83
8.3.2
Airline Information Management Products ...................................................................................86
8.3.3
Handling Information Management Products ...............................................................................89
8.3.4
Cargo Information Management Products ...................................................................................90
8.4
8.5
Conclusion ........................................................................................................................................95
8.5.1
8.5.2
Summary ......................................................................................................................................96
References ................................................................................................................................................99
10
Annex I Highest Air Freight Traffic at EU airports ..............................................................................100
11
Annex II Aircraft and ULD compatibility ..............................................................................................101
12
Annex III IATA Delay Codes ...............................................................................................................102
Index of tables
Table 1 Contributors list ....................................................................................................................................10
Table 2 Revision status ....................................................................................................................................10
Table 3 Acronyms list .......................................................................................................................................15
Table 4: Ramp process inefficiencies identification table .................................................................................61
Table 5: Areas for improvement identification table .........................................................................................62
Table 6 List of Actors per Process Activities ...................................................................................................64
Table 7 Roles and Responsibilities ..................................................................................................................68
Table 8 Ground Support Equipments acronyms ..............................................................................................70
Table 9 List of information exchange elements in the ramp process ...............................................................82
Table 10 List of information exchange elements in the Freight process ..........................................................83
Table 11 Benchmark of some of the current airport information management products .................................86
Table 12 Example list of airline information management products.................................................................89
Table 13 Benchmark of Handling information management products .............................................................90
Table 14 Examples of current Cargo Information Management Products .......................................................91
Table 15 Current information available and desired information not yet available by each stakeholder
involved in the turnaround process .................................................................................................................95
Table 16 Inefficiencies and areas for improvement identification table ...........................................................96
Table 17 Cargo and mail loaded and unloaded (thousands tonnes) at major EU airports [18] .....................100
Table 18 Aircraft and ULD compatibility [19] ..................................................................................................101
Index of figures
Figure 1 Passenger Arrival Process .................................................................................................................22
Figure 2 Passenger departure Process ............................................................................................................23
Figure 3 Passenger Process Information Flows ..............................................................................................25
Figure 4 Baggage process ...............................................................................................................................33
Figure 5 Basic Freight Process ........................................................................................................................38
Figure 6 Landside Freight Loading Process [9]................................................................................................39
Figure 7 Landside Freight Unloading Process [9] ............................................................................................39
Figure 8 Freight loading process ......................................................................................................................40
Figure 9 Freight unloading process ..................................................................................................................40
Figure 10 Information exchanged within the Loading process flow .................................................................40
Figure 11 Information exchanged within the Unloading process flow ..............................................................41
Figure 12 Typical Ramp Layout .......................................................................................................................45
Figure 13 Passenger De-boarding at Contact Stand Flow Diagram ................................................................49
Figure 14 Passenger De-boarding at Remote Stand Flow Diagram ................................................................50
Figure 15 Baggage Unload Flow Diagram .......................................................................................................51
Figure 16 Cargo Unload Flow Diagram ............................................................................................................52
Figure 17 Catering Service Flow Diagram .......................................................................................................53
Figure 18 Aircraft Cleaning Flow Diagram .......................................................................................................53
Figure 19 Refuelling Flow Diagram ..................................................................................................................54
Figure 20 Baggage Load Flow Diagram ...........................................................................................................55
Figure 21 Cargo Load Flow Diagram ...............................................................................................................56
Figure 22 Passenger Boarding at Contact Stand Flow Diagram .....................................................................57
Figure 23 Passenger Boarding at Remote Stand Flow Diagram .....................................................................58
Figure 24 Information exchanged within the Ramp process ............................................................................59
Figure 25 Aircraft Turnaround GSEs positioning ............................................................................................69
Figure 26 Turnaround as a whole Process Diagram ........................................................................................71
Figure 27 Turnaround Information Flow Diagram ............................................................................................72
Figure 28: Nominal turnaround with the critical tasks identified .......................................................................73
Figure 29: Delay in task 25: Bulk unload (extension of time it is assumed in the task execution) ...................74
Figure 30: Delay in task 21: Unload Lower deck cargo rear (extension of time it is assumed in the task
execution) .........................................................................................................................................................74
Figure 31: Delay in task 17: Unload Lower deck cargo front (extension of time it is assumed in the task
execution) .........................................................................................................................................................74
Figure 32: Delay in task 29: Refuelling (extension of time it is assumed in the task execution) ......................75
Figure 33: Delay in task 26: Bulk Load (extension of time it is assumed in the task execution) ......................75
Figure 34: Delay in task 14: Cleaning (extension of time it is assumed in the task execution) .......................76
Figure 35: Delay in task 26: Bulk Load (extension of time it is assumed in the task execution) ......................76
Figure 36: Delay in task 22: Load Lower deck cargo rear (extension of time it is assumed in the task
execution) .........................................................................................................................................................76
Figure 37: Delay in task 18: Load Lower deck cargo front (extension of time it is assumed in the task
execution) .........................................................................................................................................................77
Figure 38: Delay in task 3: Boarding at L1 (extension within execution time it is assumed) ...........................77
Figure 39: Delay in task 11: Catering at R2 (extension within time execution because last minute especial
requests it is assumed).....................................................................................................................................77
Figure 40: Delay in task 7: Catering at R1 (extension within time execution because last minute especial
requests it is assumed).....................................................................................................................................78
Figure 41: Delay in task 2: De-boarding (extension of time within task execution is assumed) ......................78
Figure 42: Influence of individual delays ..........................................................................................................79
Figure 43 Disruption - High impact ...................................................................................................................92
Figure 44 Disruption - Low Impact (Collaborative) ..........................................................................................92
1 Introduction
This document analyses the current situation introducing a short description of the Turnaround process and
the sub-process that converge into it (Passenger, Baggage, Freight and Ramp and GSE) which allows the
identification of the inefficiencies in each one that impact negatively on the Aircraft Turnaround management.
This analysis will be based not only on the operational background and expertise of the operational partners
within INTERACTION but on using the Coloured Petri Nets Formalism applied to the Turnaround process
too. As a summary, the assessment of the Passenger, Baggage, Freight, Ramp and GSE and Turnaround
process will be carried out covering these main points:
Characterize and Define the Aircraft Turnaround process as a whole and its sub-processes associated:
Passenger, Baggage, Freight and GSE management in Ramp operations
Identify the inefficiencies in each at sub-process level and at Turnaround as a whole level
Establish the areas of improvement to reduce the impact of inefficiencies
1.1
Contributors
Person
Responsible
Name
Organisation
Role
Jos Luis Martn Snchez
INECO
SWP2.1 Leader
Paco Fernndez de Lger
INECO
WP2 Leader
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
Rubn Martnez
ALG
Andrada Bujor
ALG
T2.1.3 Contributor
Jos Manuel Morales
INECO
T2.1.4 Leader
Paloma Montero Martn
INECO
T2.1.4 Contributor
Antonio Obis Sabau
INECO
T2.1.5 Leader
Miquel Angel Piera Eroles
UAB
T2.1.5 Contributor
Joan Rojas
ALG
SWP2.1
Contributor
Andrea Ranieri
ALG
SWP2.1
Contributor
Authors
T2.1.3 Leader
T2.1.6 Leader
Reviewers
Francisco Fernndez de Lger
INECO
WP2 Leader
Nuria Alsina
ALG
SWP2.1 reviewer
Daniel Sesea
ALG
SWP2.1 reviewer
Javier Cordero
ALG
T2.1.3 reviewer
Manuel Ausaverri
ALG
SWP2.1 reviewer
Francisco Lpez
ALG
T2.1.3 reviewer
Table 1 Contributors list
1.2
Revision status
Date
Version
Comments
11/04/2014
0.1
Initial version
15/04/2014
1.0
Final version for delivery

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 and its inefficiencies/areas of improvement
Section 4 is dedicated to Baggage Process definition and its inefficiencies/areas of improvement
Section 5 covers the Freight Process and its inefficiencies/areas of improvement
Section 6 schemes the Ramp and GSE process and its inefficiencies/areas of improvement
Section 7 describes the Turnaround as a Whole and its inefficiencies/areas of improvement
Section 8 collects the Information and Management Tools and its inefficiencies/areas of improvement
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
10
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
11
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
12
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
13
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
14
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
15
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 leading to independent strategies
and objectives which in most cases cause negative impacts and inefficiencies. 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, 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.
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 that end, the
characterization of Turnaround process is done paving the way to identify the main inefficiencies observed in
each one and the areas of improvement to avoid/reduce the impact of those inefficiencies. Therefore, main
steps to be followed are:
Characterization and Definition of the Aircraft Turnaround process as a whole and its associated subprocesses: Passenger, Baggage, Freight and GSE management in Ramp operations.
Identification the inefficiencies in each at sub-process level and at Turnaround as a whole level
Establishment of areas of improvement to reduce the impact of inefficiencies
2.2
Context and Assumptions: Drafting the INTERACTION Scenario
2.2.1
Context
th
INTERACTION, as part of the 7 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.
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 with certain characteristics that can be established as follows:
A-CDM could be implemented and running in the Airport.
SESAR Airport concepts associated with could be in place and running.
SWIM information management protocols and procedures for its external and internal communications
could be in place and running.
Only commercial flights shall be considered
Airports will be European, operating mainly European domestic flights.
16
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).
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
Execution of ramp operations as a continuous sequence of coordinated activities during a turnaround,

since aircraft arrives until leaves
2.2.3
Scenarios
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)
Airport Capacity and Facilities adequate to the level of operation.
An average bag-factor of 0.7 is assumed.
The Cargo terminal is considered to form part of the airports infrastructure, being an independent
building
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)
17
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%
Turnaround time for the aircraft varies from 35 min (A320) 45 min (A321).
Airport Capacity and Facilities adequate to the level of operation
An average bag-factor of 0.7 is assumed.
The Cargo terminal is considered to form part of the airports infrastructure, being an independent
building
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)
18
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 which serves to identify the main inefficiencies in the process itself and
between the other processes part of the turnaround too. 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
different stakeholders. Furthermore, this section outlines the main inefficiencies and areas of improvement
that have been identified after analysing the current situation of the Baggage process.
3.2
Process Description
3.2.1
Process Definition (textual)
The passenger process presents three different flows: Arriving passengers, departing passengers and
transits.
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.
For those flows, the Passenger Process considers the following SubProcesses (not all of them are part of
each flow):
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
Arriving passengers
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 In transit
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
19
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 CustomsImmigration, 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 airports security plan.
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 (e.g. UM) are escorted to the gate area by designated employees.
Departing passengers,
Process starts with the acquisition of their travel tickets and their arrival at the airport of origin.
The following are available methods of Passenger Check-in:
WEB Home Mobile Check-in
Kiosk Check-in
Traditional check-in at the counter
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
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 regulationsAirport infrastructure and
processes:
Centralized security control prior to entering the Shop waiting area of the airport. , performed by the
private security company contracted by the airport.
Immigration control, mandatory for Non Schengen departing passengers, performed by State Security
and Forces Bodies
Security Control before the boarding gates, performed by the ground handler agents at the boarding gate
managing the boarding process.
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 airlines requirements which vary between 4530 minutes
prior to departing time. Boarding process starts 40-50 minutes (according to the airlines procedures)
irrespectively of aircraft landing time or delay.
20
Prior to actual boarding, passenger screening should be performed. Screening intends to identify
passengers with excess hand baggage prior to departure. Information on any passengers 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.
Boarding is usually performed by seat row numbers; priority is given to passengers needing special
attention, business classpriority 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.
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 the 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.
Finalization of the boarding process is given by the Cockpit crew and ramp agent, and 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 passengers lists.
The boarding process ends when all passengers are seated in the aircraft and aircraft doors are closed
21
3.2.2
Process Flow Diagrams
Arrival Process
Figure 1 Passenger Arrival Process

22
Departure Process
Figure 2 Passenger departure Process

23
3.3
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:
.
24
Figure 3 Passenger Process Information Flows
25
3.4
Identification of inefficiencies in the Passenger Process
3.4.1
Passenger Kiosk Check-in inefficiencies
Delay due to system down at available check-in channels
Delay due to congestion at the check-in area
Passenger Cannot complete the Check-in Process
Slow Check-in Process
Over Booking
3.4.2
Passenger Traditional Check-in inefficiencies
Over Booking
Over size bags
3.4.3
Special Passenger Check-in inefficiencies
3.4.4
Baggage Drop off inefficiencies
Delay due to congestion at the baggage drop-off area
Cannot complete the Drop-Off Process
Slow Baggage Drop Off Process
Excess payment
Over Booking
3.4.5
Arrival / Transfer / Transit Passengers inefficiencies
Delay of Inbound Flight
Slow Passenger Transfer Process
Slow Baggage Transfer Process
Passengers needed to collect Arriving bags
Next Flight gate identification
Passenger and baggage not Checked through
Immigration / Customs Clearance
Delayed Disembarkation of Plane
Bags missing on arrival
26
3.4.6
Boarding process inefficiencies
Delay due to system down
Slow boarding process
Boarding cannot start
Boarding initiation is delayed (A/C available and processes performed)
Handbags Management
Last minute Change
Boarding discrepancies
Excess Baggage /Payment
Over Booking
Aircraft Embarkation Process
Boarding cannot finalize
Baggage Reconciliation
3.5
Conclusion
3.5.1 Inefficiencies and areas for improvement identification table
Area
Improvement
Outcome
Prepare manual check-in boarding methods.
Minimize effect on system down.

Check-in will have the basis to
perform boarding and head count.
DCS system to backup up to time check-in

records. Ability to work on Off line mode
Check-in and Boarding will be

performed as normal, baggage
reconciliation will be available.
Training of staff to efficient reacts on problems.
Efficient
management
discrepancies
System down
Slow Response
Resource availability management system

software. Resource planning
Able to calculate changes on the spot and
adjust resources
of
Calculate
needed
personnel,
equipment figures according to given
capacity. Effectively and on time redistribution of available resources
Capacity planning and advanced flight editing.

All Processes
Actual information on flight status and aircraft

status via common platform.
Prepare for discrepancies and allocate

resources.
Information to passengers via electronic

methods on reservation status, other
requirements in order to mitigate unnecessary
delays
Minimize discrepancies at time of

check-in,
boarding
passenger
preparation. Minimize check-in errors
Information exchange, common info sharing

application platform, between own and other
Minimize absence of information on

same or different airlines.
27
airlines on transfer connecting passengers.
Prepare in advance for discrepancies.
An adequate balance between specialized and

flexible staff need to be achieved
Multitasking staff will help to keep

aircraft turnaround going whenever
staff is lacking for any reason.
Congestion at Security Points
Use of Biometrics for the seamless

security check.
Over Booking creates delays at all processes

and especially on aircraft finalization. Effective
management of Overbooking scheme with
alternative methods proposed to customer will
eliminate discrepancies.
System will be able to identify

alternative travel means and minimize
time taken to find solutions.
Use of Biometrics identification for passengers

throughout all processes. Boarding Transfer
Check-in)
The use of biometric identification at

check-in ( face recognition, Irish ) will
enhance
the
identification
of
passengers and minimize the need for
identity checks. Passengers will be
able to pass through various activities
( Boarding Transfer etc ) by
automated identification gates .
This will decrease time needed for
checks, enhances security and result
in error minimization .
Slow Check-in
process
Congestion at
Different checkin channels
Availability of staff to manage queues and

congestion.
Minimize process time waiting and

additional queues
Queue management system at all check-in

methods.
Minimize congestion on check-in drop

off
Seat row model boarding with automatic

information.
Minimize time requiring to embark

aircraft and minimize congestion
Equipment maintenance and backup.
Minimize malfunctions,
Utilization of available check-in boarding

counters.
Common use and common platform

basis,
Airport information panels,

procedures.
Allow passengers to identify easily

facilities
guide through
Web Check-in
Percentage
of
web
checked
passengers to increase in order to
minimize the need of airport Check-in
Advanced Queue management
Mitigate further congestion.
Availability of resources to guide passengers
Eliminate unnecessary processes,

actions solve problems in advanced.
Management of resources, mobile check-in at

airport, available infrastructure for on line
Use of mobile equipment at airport or

on line facilities to speed up process
28
Check-in
process
finalization
Baggage Drop
Off process
Finalization
Transfer of
Passengers
check-in at airport level.
and reduce further escalation.
Advanced on the Job Employee training
Reduce errors and discrepancies.

Increase productivity and efficiency.
Advanced document check, online or at

dedicated areas at airport in order to verify
travel documents applicability
Reduce delays in off-loading and late

check-in processes
Advanced on-line or mobile excess payments

in order to avoid further congestion, waiting
time, delays and errors.
Reduce congestion and unnecessary

movement of passengers
Information and online check on medical cases
Avoid disruption and delay handling.
System maintenance and backup availability

on equipment, BHS shorter, alternative
methods of baggage drop off
Reduce severe delays, allows flight

finalization and aircraft loading
Advanced, on the Job Employee training
Reduce errors and discrepancies.

Increase productivity and efficiency.
Common / interface different airline DCS

systems for passenger through check-in.
Passengers will direct to the gate

without any additional needs for
check-in
On line guidance systems for passengers

transfer at airport.
Passengers will be able to update status and
inform airline online.
Mobile software for escorts to receive online

information on aircraft status, information
exchange between departments and ability to
update on line status of process for decision
and information purposes.
Transfer
Baggage
of
Mitigate the need for assistance and

delay transfer between terminals,
arrivals
Unnecessary
actions
(baggage
reconciliation, passenger offload will
be eliminated
Will identify transfer passengers
needs in advanced, assist on
collaboration of services and decision
taken.
Unnecessary and time consuming
actions
(baggage
reconciliation,
passenger offload will be eliminated)
Priority Disembarkation of aircraft for short

connecting passengers.
Passenger Information to crew for identification
via Aircraft Terminal Link.
Speed up the passenger transfer

process
Common acceptance between airlines for Tail

to tail passenger transfer, can be done through
airport building and apron tarmac. Escort team
to identify passengers with online system
Rapid transfer of passengers between

flights.
Will
eliminate
minimum
connecting times
Common Security processes to eliminate

further security screening
Minimize delays between terminals,

airlines
Common Airport Technology to identify

baggage at containers, aircraft holds for
efficient management and transfer.
Minimize the time needed to identify

transfer bags and also identify
discrepancies
for
passenger
29
Boarding
Processes
Baggage
Reconciliation
Platform to update online status
information.
Segregation of baggage for transfer purposes,

Online system to update status in case of
delay development and advance alternate
loading. Also system will info next station for
current status and location.
Will coordinate more efficiently the

unloading priority and process
Common use platform for baggage checked

through destination,
Passengers will not need to collect

bags
Identification of excessive handbags at various

airport spots in order to minimize handbags
management
Will help identify excessive handbags

prior to gate process.
Common hand bags sizes to allow stowage

under the seat for extra capacity
Will eliminate embarkation problem

and delay, increase hand bags
stowage
Automatic gate readers and infrastructure will

minimize boarding errors on not eligible
passengers and decrease unnecessary delays
No further delays due to boarding

errors will needed.
Common
platform
system
between
departments on updated passenger and
baggage status in order to identify missing
passengers and baggage reconciliation need.
Searching of passenger baggage due

to failure to board create delays,
system will prevent loading.
Passenger Identification tracking at terminal to

estimate gate approach and time to board.
Bags will stand by for loading.
Will eliminate need of baggage search

of missing passengers, decision on
waiting will made easier.
Baggage tracking via common used equipment

to identify status of bag.
Will assist on decision making on

waiting and baggage offload,
Boarding management system to electronically

inform and alert passengers to board
according to best method. System will identify
possession of hand bags, families, passengers
needed assistance to efficient board.
Will eliminate congestion at aircraft

boarding.
Information exchange between Crew and

different departments via aircraft Flight Display
channel to inform on cabin processes and
cabin / crew ( cleaning, briefing, arrival at
aircraft etc. ) status in order to co-ordinate
boarding of PRM and other passengers.
Efficient Co-ordination of boarding

processes
will
minimize
miscommunications and alerts all
departments to decrease unnecessary
delays.
Online Document printing to aircraft
Will eliminate any need on document

printing and optimize turnaround time
Tracking of bags at aircraft hold to speed up

search and withdrawal
Baggage reconciliation and manual

tracking of bag can take significant
time. Tracking system will sped up
process.
On line common use system will inform Ramp

services on missing passenger status and
Eliminated errors and delays
30
transmit accurate information in order to

eliminate delays and errors
3.5.2
Summary
The first step to improve a process is to the description of the process, the interdependencies between other
related or constrained processes and the Identification therefore of all activities inefficiencies the relation
between them will allow identification of areas of improvement and solution finding.
Turnaround processes are content dependent and not time dependent, although that all of the activities are
bound to certain time limits the limiting factor is the completion of the previous dependent activity and the
extra time this activity needs to completed. The optimization of the sub-processes and the execution of
parallel actions/processes will improve the interaction and minimize the time needed for the completion of
the whole turnaround. As a summary:
Root cause analysis of delays will allow identification of the real problem and improve the processes.
Coordination and information flow between passenger activities will dramatically improve the
effectiveness of the whole process and give room for improvement in turnaround time.
Ability to react in advanced and eliminate waiting time, is a key factor.
31
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. Furthermore, this section outlines the main
inefficiencies and areas of improvement that have been identified after analysing the current situation of the
Baggage process.
4.2
Process Description
4.2.1
4.2.1.1 Originating baggage

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 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.
Baggage loading process continues from baggage bay to aircraft deck. Loading instructions and load sheet
are sent to the baggage agent, which also reports in case any expected suitcase does not arrive to the
aircraft.
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).
Special types of baggage
Live animals (pets)
Vessels containing liquids
Fragile baggage
Wheel chairs
4.2.1.2 Arriving baggage

Once aircraft beacon light is turned off, unload process can start. Baggage agent receives loading
instructions. 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.
The baggage reclaim area for passengers is divided into two separate halls in Athens. This is not mandatory
and many airports have one or more reclaim halls where Schengen and non-Schengen are combined. One
baggage reclaim hall is for passengers arriving on flights from domestic stations and international stations
within the area covered by the Schengen Treaty, and the other baggage reclaim hall is for passengers
arriving on international flights from stations outside the area covered by the Schengen Treaty. The former
32
baggage reclaim hall is referred to as the Domestic/intra-Schengen baggage reclaim hall and the latter
reclaim hall is referred to as the extra-Schengen baggage reclaim hall. The four reclaim racetracks in the
extra-Schengen baggage reclaim hall are fed from four flight break-down docks in the South baggage hall.
4.2.1.3 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, i.
OOG transfer baggage will be handled manually and screened using stand-alone X-ray 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.
4.2.2
Process Flow Diagram

Car park
check-in
Curbside
check-in
Airport
Terminal
check-in
Off Airport
Check-in
Satellite
Check-in
NO
In Gauge
NO
Gate check-in
(including screening)
Terminating YES
Baggage
screening
and sortation
YES
Out of Gauge
baggage
(including screening)
Early bag
NO
In Gauge
YES
YES
Early
baggage
storage
Baggage hall
Load aircraft
Unload
Container /
cart / vehicle
and
transportatio
n
Baggage
Reclaim
Device
Out of
Gauge
Baggage
Reclaim
Device
NO
Load
Container/
cart/ vehicle
and
transportation
SITA World
Tracer
Aircraft
Lost and
Found
NO
Arrived
YES
Passenger
Figure 4 Baggage process
4.2.3
4.3
Identification of Process Indicators
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.
33
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.
4.4
Identification of inefficiencies of the process
Within the total airport operation, an essential element is the handling of passengers baggage. If there are
difficulties and inefficiencies with the processing of arriving and/or departing baggage then it can have impact
across a wide range of airport operations and on the aircraft turn around. For example, in an airport
operating close to its capacity, if baggage for a departing flight is delayed then aircraft are kept at the gate
longer than planned and extended parking on the ramps inevitably leads to congestion and a general
slowing down of operations and with this, possible delays also to the parking of arriving aircraft. Also terminal
and roadway congestion can result from delays in processing arriving baggage.
Airport operators must focus on identifying baggage process inefficiencies in order to improve the overall
process.
4.4.1.1 Baggage delivery process inefficiencies

Lack of baggage transport facilities and efficient management
A major inefficiency of the baggage handling process is that the baggage flow is not constant steady flow.
Actually there are times of peaks and times of very low traffic. In the case of baggage transport facilities, the
management of resources is a dynamic task to achieve.
4.4.1.2 Check-in process inefficiencies

Inefficiencies in check-in process due to a fixed configuration of desk (services)
A fixed distribution of check-in desk could suppose congestion in peak hours of companies with less
numbers of counters assigned, which could be supply using empty check-in desk from other companies. In
other words and specifically in this cases, airport is dealing with inexistent congestion. An optimal distribution
should distribute the counters according to the needs of the moment, which increases the efficiency of the
whole process.
4.4.1.3 Baggage tags, bag tag reading system and baggage tracking inefficiencies
Most baggage handling systems use bar code labels to identify the bags and tracking them into the system.
As reading of barcode labels performs a crucial element of the baggage handling process, problems in the
identification of passenger baggage due to a barcodes reader mistakes are the main inefficiency of this
process.
Barcodes reader inefficiencies
The bar coded bag tag uses a 10 digit licence plate relating to baggage source message (BSM) send by the
airlines DCS. Baggage tags are printed by a thermal printer. If the print head is dirty (dust, adhesive build up
or other foreign matter), damaged (electro-static discharge, normal wear or improper cleaning) or misaligned,
the print of the barcode on the label may be affected. This degradation in print quality may not be detectable
by the human eye, but can result in a no read on the baggage label.
4.4.1.4 Sortation, HBS and make-up into aircraft loads inefficiencies

The baggage handling system highest priorities are fast, safe, reliable and flexible transport of screened
baggage. Short processing time required to handle each bag from check-in to selected make-up position.
34
The automated baggage handling system must have adequate capacity/ throughput and high availability. In
case of baggage handling system failure the airport must have contingencies available to ensure undisrupted
operation and minimum impact to passenger and flights.
Baggage handling system requirements misaligned with airport demand
When the topology of the baggage handling system of an airport is not aligned with its demand, the
efficiency of the whole turnaround process could be affected by design inefficiencies. An automated baggage
handling system (BHS) is the heart of airport. Its inefficiencies used to be proportional to system complexity;
increasing system size may result in an exponential growth in architecture and procedures complexity. So,
the requirements of BHS should be aligned to the particular needs of baggage process in each airport
context.
Sortation error by losing track of baggage
A baggage handling system typically allocates a virtual location to a bag, and then moves this location
through the system.
The system can lose track because the bag has wheels and has moved, the bag is especially light or heavy,
or because the bag has been physically restrained.
System jitter
System jitter is when the system sorts a bag without having been told to do so. System jitter is very rare,
occurring about 1 time in 10000, and normally the component sorting (a tilt tray, conveyor or pusher) has no
bag to sort.
Lack of information between BHS and handling agents in sortation
During Baggage Handling System unavailability check-in agents direct baggage and passenger to the OOG
area creating long queues and unnecessary traffic to the OOG lines. It could be found an automated system
of informing the check-in agents about a system problem and an estimation time of system back to normal
operation.
Early baggage processing inefficiencies
Early bags are an issue for two reasons. Firstly they are generally screened and processed at the same time
as bags that are not early. This increases the burden on the baggage handling system for bags that are not
urgent. The second issue is that the bags are then left in the vicinity of carousels and on floor areas making
them a hazard and placing them at risk of mishandling.
OOG Baggage process inefficiencies
Passengers must deliver out of gauge baggage to the specific counter instead of check-in counters. There is
no standard in place regarding the size, shape and weight limitations of in-gauge baggage, this fact implies a
great uncertainty to the passenger.
Many airlines and handlers employ a round robin service for collecting bags from the out of gauge delivery
point to the aircraft. This can lead to a delay as the point is only visited every few minutes to check if there
are bags to take.
High energy consumption and CO2 emission
The decisive factor for energy loss or saving is the coefficient of friction. The higher the sliding friction of a
conveyor belt during the conveying process, the higher the energy loss it has. Up to 60% of losses can be
result of sliding friction effects and 10% by belt bending and up to 30% by motors and gears.
Interferences in security activities due to a non-closed security process
35
One of the most significant issues facing, airports in the early twenty-first century is that of airport security.
Users operating in the security sterile area of commercial service airports are subjected to security
infrastructure, policies, and procedures within the airport.
One other security inefficiency related to the baggage is items stolen from bags somewhere in the baggage
handling process from check-in to the aircraft or from the aircraft to the reclaim belt
Inefficient management of resources according to dynamic flight flow in baggage transport & loading
to the aircraft processes
Inefficiencies in loading process appear when few handling agents are servicing simultaneous flights in
limited carrousel facilities. In these cases there is a lack of personnel that could be avoided with a better
management of resources
4.4.1.5 Transfer baggage process inefficiencies

Slow transfer of baggage
The transportation of transfer baggage to the terminal, its entering into the Baggage Handling System for
sortation and consequent transportation to the next aircraft can last very long, forcing the next aircraft to fly
without that baggage. This can be reduces by introducing tail to tail transfers.
Lack of unified reflight system and single dedicated reflight area
In case of transfer flight, incorrect re-flight is a highlighted issue. Furthermore, multiple re-flight areas
introduce delays in re-flighting.
4.4.1.6 Transport of baggage from reclaim areas inefficiencies

The handling of baggage on arrival is of critical importance because the service is provided at the end of a
journey and forms the last impression in the passengers mind of the overall travel quality.
The process encompasses transportation and presentation of baggage to passenger for reclaims area,
including Lost and Found. Inefficiencies in this part of the process are focus on reclaim areas congestions
and poor quality of service performance.
Congestion in reclaim areas because of misaligned sizing with traffic requirements
The appearance of good performance during the delivery of bags depends on being able to present arriving
baggage at the reclaim devices as soon as possible. However, delivery timing depends on airport layout,
ground traffic density, baggage handling equipment availability and type of equipment as well as personnel
availability.
4.5
Conclusion
Transporting the baggage to and from the airport can be stressful for the passenger. For a family of four
travelling from the airport to their hotel by bus or rail, or a business traveller who has to make their way
straight from the airport to a meeting, this can be a stressful experience. Baggage Handling Services include
a number of activities involving the collection, sorting, and distribution of baggage. An efficient flow of
baggage through the terminal is an important element is the passenger handling system. A certain number of
tasks have to be carried out at every airport, and they are especially similar whether the airport is small or
large. The differences will emerge in the means employed and the procedures adopted. Baggage operations
may be conveniently divided into two broad areas: Departures and Arrivals

There are inefficiencies at every stage of the above mentioned baggage process and technical solutions are
required in order to improve the processes. The main areas that solutions are required are:
36
MAIN INEFFICIENCIES
AREAS OF IMPROVEMENT
Lack of baggage transport facilities and efficient

management
To improve the baggage delivery service and to

create steady flow of baggage.
Inefficiencies in check-in process due to a fixed

configuration of desk (services)
To improve the check-in process and minimise checkin process time and resources required.
Barcode reader inefficiencies
To improve the read rate and minimise short shipped

bags.
Early Baggage processing inefficiencies
Sufficient capacity of EBS is very crucial.
Interferences in security activities due to a nonclosed security process
To improve service
Inefficient management of resources according to

dynamic flight flow in baggage transport and
loading to the aircraft
To improve management of resources (equipment

and manpower)
Slow Transfer of baggage
It is critical to minimise minimum connecting time
Information Management System Inefficiencies
Integration of airport airline and ground handling agent

systems. Total Airport Management system and
Decision making tool.
37
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, the freight process that takes place in the Cargo Terminal is broken down into
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.
This section outlines the main inefficiencies and areas of improvement that have been identified by analysing
the current situation of the freight process.
Issues found for each of the activities included in the freight process are categorized based on the impact
they have on the whole process. The main difference between inefficiency and area of improvement is that
the former one has a direct impact on the process originating inefficiencies that could be propagated through
the turnaround process, while the later one is non-problematic but low efficiency area
5.2
Process Description
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.
5.2.1
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.
Figure 5 Basic Freight Process
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.
38
5.2.2
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.
5.2.2.1 Freight Loading Process

The landside process, depicted in Figure 6, starts when freight arrives at the Cargo terminal.
Unload truck
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
Incoming checks &

administration
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
Sort goods and

documents
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
Handling Staff Operator
with Cargo Info
Finalise booklist of flight
Prepare Cargo manifest
prepares Load
Information Report
(LIR)
Send it to Cargo
Terminal
Outgoing checks &

administration
Build ULDs
(if any)
Gather changes in cargo Build ULDs according to

due to LIR information
instructions
Gather AWBs and
Prepare ramp transport
documents for flight
of bulk cargo according
according to booklist,
to instructions
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
Figure 6 Landside Freight Loading Process [9]
5.2.2.2 Freight Unloading Process

The Freight unloading process, consisting of the landside process begins when freight arrives at the
terminal, summarized in Figure 7.
Breakdown ULDs
(if any)
Receive ULDs and bulk
cargo in warehouse
Breakdown ULDs
according to instructions
Incoming checks &

administration
Sort goods and

documents
Security Check and

Assign warehouse bin
revision of documents;
number or ULD number
report irregularities
Store shipment in the
Customs clearance
warehouse
Register import
Store shipment
shipment receipt and
documents for pick-up
send notification/FSU to
by customer
customer
Release AWB for
invoicing
Outgoing checks &

administration
Load truck
Forwarder truck arrives Load truck

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
Figure 7 Landside Freight Unloading Process [9]
39
5.2.3
Figure 8 Freight loading process
Figure 9 Freight unloading process
5.3

Cargo Terminal
Staff
Handling Staff
Operator
Airline
Receipt Cargo
Inspection &
Storage
Available space in the aircraft
Gather AWBs &
prepare NOTOC
Cargo Info message and NOTOC
Load Information Report

Prepare ULDs
and/or bulk cargo
Figure 10 Information exchanged within the Loading process flow

40
Handling Staff
Operator
Cargo Terminal
Staff
Airline
External Cargo
Operator
Cargo transported info

Unload ULDs
and unpacked
cargo & mail
Transport freight
to the Cargo
terminal
Inspection &
Customs control
ULDs breakdown
and freight
storage
Notify freight arrival
Prepare
documents and
charges for the
consignee
Figure 11 Information exchanged within the Unloading process flow
5.4
Inefficiencies may be caused by one reason or a combination of several. Throughout the following lines, the
identified drawbacks within the freight process have been clustered in two categories based on the main
cause:
Inefficiencies related to procedures and facilities;
Inefficiencies related to equipment.
5.4.1
Inefficiencies related to procedures and facilities
Freight process presents inefficiencies related to the manner of performing the involved activities. The
causes might be the lack of standardization related to documents or procedures and at the same time a lack
of facilities, such as not enough space or inadequate equipment.
5.4.1.1 Gather AWB & prepare NOTOC in loading process

Incorrect or unclear documentation of Cargo
The documents that should accompany the freight during its transportation consist of Air Waybill (AWB),
Cargo Manifest, Declaration of Dangerous Goods (DGD) and Notification to Captain/Commander (NOTOC).
The later one must be handed on and signed by the cabin crew.
Details specified in the Cargo manifest are checked by the Handling Staff Operator. Any unclear or missing
information should be communicated to the Cargo Terminal Staff in order to be completed or clarified. The
changes inserted in the Cargo Manifest are further sent to the arrival airport, so the updated documents of
the cargo transported are not accompanying the freight. The DGD and NOTOC errors are treated
independently in the following section.
Incorrect or unclear Dangerous Goods or special Cargo-needs specifications
In case an error is identified in the dangerous goods declaration or the NOTOC, the document has to be
returned to the Cargo terminal in order to be updated and further released. The aircraft cannot depart without
41
this document, so it has to wait until the content in adapted and fits with the loaded freight. This is a relevant
example for the necessity for the development of a common platform/language for electronic transmission of
documents.
Incomplete or not actualized dimensions and weight information
An excess of prepared freight with respect to the available belly space can be the reason for not loading it.
This means the freight will have to be allocated to another flight, which represents a change in the forecasted
cargo and has to be absorbed by another activity within the whole process.
Need of new Cargo Manifest in case cargo cannot be embarked
The Cargo Terminal Staff is responsible for preparing the Cargo Manifest, which accompanies the freight
during its transportation. In case the prepared freight exceeds the available space, part of the cargo returns
to the terminal and an updated Cargo Manifest must be released. This process requires additional time, so it
delays the completion of the turnaround process.
Air Waybill Limitations
5.4.1.2 Prepare ULDs and/or bulk cargo in loading process

ULDs configuration is an important issue not only in the cargo terminal, but also in supply chain management
due to upstream and downstream influence in the logistics flow.
ULD freight configuration
ULDs filled in an optimal way reduce transportation and warehousing costs among others.
Freight Dollies planning
An improper sequence of placing bulks in the dolly at the cargo terminal can affect the performance loading
process at the ramp due to volume and weight differences of the bulks and real available capacity in the
bellies.
Unready freight for transportation
Timely delivery of Cargo at stand may be caused by several reasons, such as high traffic at the apron or the
freight is not completely prepared when the Handling Staff Operator goes to
Late cargo acceptance
The situation of late cargo acceptance is very unusual, but it could add additional minutes to the turnaround
process. Airlines policy is that last time cargo acceptance will not be handled and only if a special lifesaving
cargo (such as medicine) or Diplomatic Cargo can be accepted late after the prior permission of the
management.
5.4.2
Inefficiencies related to equipment
Apart of the inefficiencies identified regarding the procedures and facilities involved in the freight process,
several inefficiencies have been found related to the equipment required for manipulating and transporting
cargo.
Damage in ULDs structure
The integrity of ULDs must be checked before planning and structuring the cargo to be prepared. The most
frequent issues are the distorted ULD stuck in cargo hold, distorted ULD base that cannot be transferred on
drive system or dollies. This later inefficiency represents an important issue in the unloading process as it
may delay the unloading and consequently the start of the loading process.
42
Unavailability or failure of equipment

A lack of equipment for managing the freight at the Cargo terminal or for transporting it may insert delays in
the whole process. This lack of equipment can be caused by insufficient equipment, bad management of
resources or failure.
5.5
Conclusion
Air Cargo does not represent the most economical way of transport, but it offers the shortest time of delivery
and a wide range of destinations. Therefore, the Freight process at the Cargo Terminal should stand out for
the speed at which all activities are carried out.
Type
Domain
Inefficiencies
Related
procedures
Facilities
Name
to
and
Incorrect or unclear documentation of Cargo

Incorrect or unclear Dangerous Goods or special Cargo-needs
specifications
Incomplete or not actualized dimensions and weight information
Need of new Cargo Manifest in case cargo cannot be embarked
Air Waybill Limitations
ULD freight configuration
Freight Dollies planning
Unready freight for transportation
Related
equipment
to
Damage in ULDs structure

Unavailability or failure of equipment
Areas
of
improvement
Related
procedures
Facilities
to
and
Unavailability of human resources, equipment and available space

in loading process
43
Time-consuming security and customs checks

Time consuming material Cargo Terminal operations
Excessive time for storing and operating cargo
Time consuming security and customs checks
Incomplete cargo documentation for unloading process
Unavailability of human resources, equipment and available space
in unloading
Related
equipment
to
Lack of guidance for Cargo Terminal Staff operations

Equipment selection to better match the cargo operation
5.5.2
Summary
Although freight is not the product that passenger airlines offer and promote, the Air Cargo supply chain is a
complex process with various key players that must coordinate to succeed, but also with external elements
such as CAA, CUSTOMS, and SECURITY which have the potential to slow it down.
Apart of being well coordinated and communicated, the Freight process within the Cargo Terminal must be
smoothly passed through all relevant departments to make sure that it will not have any interruptions that
could affect the loading and unloading process.
44
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.
6.2
6.2.1
Process Description
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 theres 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 12 Typical Ramp Layout
Depending on the service provided to the aircraft, the ground support equipment can be classified as follows:
45
6.2.1.1 Passenger boarding/de boarding
Buses
Passenger Boarding stairs:
Self-powered passenger steps
Non-powered passenger steps
Passenger Boarding Bridge (PBB)
PRM Vehicles
6.2.1.2 Services to the Aircraft
Visual Docking Guiding System (VDGS)
Aircraft Refuellers:
Fuel track
Hydrant Track
Potable water truck
Lavatory service vehicles
Catering vehicle
Pushback tug and tractors:
Tow bars
Tow bar less
Ground Power Unit
PBB mounted GPU
6.2.1.3 Services to Baggage/cargo load/unload service
Baggage/Cargo tugs and tractors
Bag carts
Dollies
Container/pallet transporter
Container loader
Single platform transporter loader
Dual platform loader
Conveyor belt loaders
Ramp snake
Power tow
Bendi Belt
Sliding carpet
Telescoping Baggage System (TBS)
Cargo Loading System (CLS)
46
6.2.2
Ramp operations
Ramp processes consist of a wide range of simultaneous activities which take place since the aircraft arrives
at the stand until leaves. such all the interested parties have 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)
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. 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:
6.2.2.1 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.
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,
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.
6.2.2.2 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. For bulk
loaded aircrafts, the handling operator starts unloading with the help of belt loaders. 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.
6.2.2.3 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 aircrafts tanks.
47
6.2.2.4 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.
6.2.2.5 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.
6.2.2.6 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 PRMs 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.
6.2.2.7 The Baggage and Cargo Loading

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.
48
6.2.3
6.2.3.1 Passenger Deplaning at Contact Stand
Figure 13 Passenger De-boarding at Contact Stand Flow Diagram
49
6.2.3.2 Passenger Deplaning at Remote Stand
Figure 14 Passenger De-boarding at Remote Stand Flow Diagram
50
6.2.3.3 Baggage Unload
Figure 15 Baggage Unload Flow Diagram
51
6.2.3.4 Cargo Unload
Figure 16 Cargo Unload Flow Diagram
52
6.2.3.5 Catering Service
Figure 17 Catering Service Flow Diagram
6.2.3.6 Aircraft Cleaning
Figure 18 Aircraft Cleaning Flow Diagram
53
6.2.3.7 Refuelling Service
Figure 19 Refuelling Flow Diagram
54
6.2.3.8 Baggage Load
Figure 20 Baggage Load Flow Diagram

55
6.2.3.9 Cargo Load
Figure 21 Cargo Load Flow Diagram
56
6.2.3.10 Passenger boarding at contact stand
Figure 22 Passenger Boarding at Contact Stand Flow Diagram
57
6.2.3.11 Passenger boarding at Remote Stand
Figure 23 Passenger Boarding at Remote Stand Flow Diagram
58
6.3
Airport
Operations
Stand/Gate
Allocation
Estimated time of
arrival
Airline
Operations
Ground
Handling
Aircraft information
Airline schedule
Drive GSE to
Stand/Gate
Actual In-Block Time
Position
Chocks
Connect,
Locate and
Secure GSE
Passenger with
special requirements
(PRMs, UM)
Cockpit
Crew
Cabin
Crew
Airport
ATC
Turn-off beacon light
Equipment located
and secured
Passenger DeBoarding
Start de- Boarding
EOBT updates
Unload Instructions
Baggage/Cargo
position
Baggage/
Cargo Unload
EOBT updates
Cleaning
Sevice
Last passenger deboard
Catering
Sevice
Catering Checks
and information
EOBT updates
Catering information
EOBT updates
Refuelling
Fuel figures
EOBT updates
Passenger with
special requirements
(PRMs, UM)
Passenger
Boarding
Aircaft services
finished
Boarding Starts/Ends
EOBT updates
Load Instructions
Baggage/Cargo
position
N of passengers
on board
Baggage/
Cargo Load
Final Load Sheet

figures
Copy of Signed
Loadsheet
Remove GSE
Completion of ramp
operations
EOBT updates
Actual Off-Block
Time
Start-Up request
Start-Up
Clearance
Push-Back request
Push Back
Push-Back
clearance
Figure 24 Information exchanged within the Ramp process
59
6.4
Conclusion
The execution of ramp processes is conditional on time restrictions. Despite of this the coordination between
airport actors (airlines, airport operator and ground handlers) is essential to avoid ground delays during
aircraft turnaround and to provide a service of quality to passengers, as final stakeholders. Ramp processes
are also categorized by a strong dependency among them, in the way that whenever a disturbance occurs
(e.g. while boarding or fueling), specially along the critical path, these effects immediately cause a disruption
and a delay propagation not only to other ramp processes but also through the whole air traffic network.
After an analysis of ramp processes and the different factors that affect to its efficiency the main findings
within can be summarised as follows:
Improvements of GSE will keep evolving according to ground handlers demand and new aircrafts
models specifications. But for an efficient use of ground support equipment its not enough to have the
most advance and automated equipment, ground handlers also have to invest in appropriate training
programs for their ramp operators and maintenance programs to avoid both, equipment malfunction and
wrong equipment manipulation.
The IATA delay coding system is an accepted mechanism by airport stakeholders to monitor delays
within ramp processes and measure the efficiency of the operation. Though, those delay codes dont
capture the real causes of the disruption. A deeper analysis of such delays would allow identifying the
event which originates the delay and act proactively to its resolution.
The efficiency of ramp processes depends on the ability of ground handling staff to perform different kind
of activities in a given (and sometimes limited) time period. The pressure put on ramp operators to
complete the turnaround on time is a main cause of process inefficiencies. Because of this, the
appropriate training of ground handling staff contributes to reduce the number of ramp incidents.
The equipment and staff allocation is crucial in ground handling companies. Each aircraft turnaround
requires a certain number of specific workers and equipment, depending on the type of the aircraft, the
number of passengers and amount of baggage and cargo. To face peak hours periods, handling
companies need a robust plan to allocate staff and equipment in the most proper way and avoid
equipment related delays.
The design of airport apron and terminal buildings varies along the whole network. The location of
parking positions, distance between GSE areas to stands or to loading areas determines the driving time
during ramp operations. The airport operator has to consider many factors like location of service
suppliers, baggage handling and equipment area and the different connection ways between aprons to
produce an efficient resource allocation plan. In addition, to keep this plan updated along the day of
operation is necessary to have a proper communication system between different airport partners in
order to react quickly against any disruption.

The following table summarizes the ramp process inefficiencies identified in the previous sections:
Inefficiency
Unavailability of airport facilities
Remark
Occupied gate/stand
Severity
Medium
PBB unserviceable
GSE equipment not available at stand
Can happen during the execution

of any ramp process
Medium
Wrong positioning of aircraft at stand
Wrong process execution
Medium
Wrong support equipment allocated at stand
Medium/High
60
of any ramp process

Infrastructure breakdown

of any ramp process
Medium/High
GSE breakdown / malfunction

of any ramp process
Medium/High
Aircraft damage
Wrong equipment manipulation
High
Slow passenger deplaning
Airline strategy
Medium
Lost baggage/cargo on its way to/from aircraft
Low
Wrong loading of aircraft
Medium
Wrong fuel figures loaded into aircraft
Lack of communication
Medium
Discrepancies in the number of meal delivered

by the catering service
Lack of communication
Low
Missing passenger
Medium
Low
Slow passenger boarding
Medium
Can happen at any moment

during turnaround
Medium
Apron congestion
Table 4: Ramp process inefficiencies identification table
The following table summarises the areas of improvement for the inefficiencies identified:
Name
Remark
Severity
Optimize the use of airport facilities
Quality programmes for airport facilities
Maintenance and quality programs for ground

support equipment
Training and quality programs to ramp operators
Communication
stakeholders
Boarding/de-Boarding strategies
Research on new ground support equipment
systems
between
airport
61
Resource allocation supporting tools
Table 5: Areas for improvement identification table
6.4.2
Summary
Ramp operations entail a chain of different sub processes with strong interdependencies among them, in the
way that any disruption can be propagated to other processes delaying the whole turnaround and,
consequently, be propagated to the overall network. The identification of the main factors affecting
turnaround delays within ramp processes and the interaction between these factors allows a better
understanding of turnaround delays and to identify of areas for improvement. Key factors to improve
processes efficiency are the coordination and communication between the different departments involved in
ramp processes, because they contribute to enhance situation awareness and allows reacting on time to
avoid delay propagation. On the other hand improvements of the ground support equipment and an efficient
resource management (of staff and equipment) also contributes to ease the work of ground handlers and
provide a service with a certain level of quality.
62
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
1
operation. In case that unexpected emergent dynamics 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.
7.2
Identification of Actors involved, Roles & Responsibilities
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.
7.2.1
List of Actors
Operation
Actors
Deplaning
(Contact stand
&
Remote
stand)
Load cargo/mail
using ULDs
Load baggage
using ULDs
Handling
Staff
Operator
(Contact Stand: 3 Persons/ 3
Roles; Remote Stand: 6
persons/ 4 Roles)
Cabin Crew
Passenger Handling Agent
(PSA)
Handling Staff Operator (1 or
2)
Cockpit Crew
Sorting Area Staff
Operation
Actors
Boarding (Contact
Stand & Remote
Stand)
Load bulk cargo

2)
Sorting Area Staff
Cockpit Crew
Load bulk baggage
Unload
cargo/mail
using ULDs

2)
Unload bulk cargo
Unload
baggage using
ULDs

2)
Unload
baggage
bulk

(Contact
Stand:
3
Persons/
3
Roles;
Remote
Stand:
6
persons/ 4 Roles)
Cabin Crew
Passenger
Handling
Agent (PSA)
(1 or 2)
Sorting Area Staff
Cockpit Crew
(1 or 2)
Sorting Area Staff
Cockpit Crew

(1 or 2)

(1 or 2)
It addresses the specific cases that might disrupt the normal turnaround operation: Missing passenger,
etc
63

Refuelling
Handling Staff operator (1 or

2)
Airport Operations
Fuel Service Provider
Cabin Crew
Fire Service
Catering
Cabin Crew
Catering
Operator
Handling
Table 6 List of Actors per Process Activities
7.2.2
List of Roles/Responsibilities
The following table shows the actors mentioned in the previous chapter and their respective roles describing
them within 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 ULDs Baggage to dollies
Offload priority Baggage ULDs to dollies
Offload Baggage ULDs to dollies
Offload special Cargo ULDs to dollies
Offload special Cargo to carts
Offload Transfer Cargo to carts
Offload Transfer Cargo ULDs to dollies
Offload Cargo ULDs 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
64
Actor
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
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
65
Actor
Cabin Crew
Coordinate UMs Boarding with Passenger Handling Agent
Start standard boarding assisted by PHA at boarding gate and

crew at A/C
Special luggage to remove at A/C door
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 standard baggage into the Aircraft
Load bulk
Drive dollies to stand
Drive baggage carts to stand
Open main hold Doors
Load baggage/freight dollies
Load standard baggage into the Aircraft
Load priority baggage into the Aircraft
Load cargo into the aircraft
Retry container/pallet loaders
Remove conveyor belt
Close main hold Doors
Get a signed copy of load-sheets
Knock on the door
Coordinate Passenger deplaning with crew
Confirm PRM
Coordinate PRM deplaning
Confirm UM
Coordinate UMs 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
66
Actor
Passenger
(PHA)
Handling
Agent
Cockpit Crew
Sorting Area Staff
Airport Operations
Fire Service
Catering Handling Operator
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
Transport to terminal Building assisted by PRM/UM staff
Board PRM
Coordinate UMs Boarding with Passenger Handling Agent
Start standard boarding assisted by PHA at boarding gate and

crew at A/C
Special luggage to remove at A/C door
Transport special equipment for PRMs to stand
Locate and secure special equipment for PRMs
Call for passengers at terminal building
Inform load figures and confirm loading Instructions
Get a signed copy of load-sheet
Drive the aircraft to/from stand to/from taxiway
Engine start-up
Provides the quantity of fuel to refuel
Load container/pallets at sorting area
Warn Airport Fire Department
Authorize engine start up
Control of aircraft taxiing on taxiways
Provides the stand allocation
Position fire truck
Over-watch refuelling operation with passengers on-board
Remove fire truck
Position the Catering Truck at the right front door of the aircraft
Unload catering supplies from aircraft
Load catering supplies from forward/rear galley
67
Actor
Airport Fire Department
Remove Catering Truck
Confirm refuelling operation
Take Cargo and documents (cargo manifest, Notoc) from the

Cargo Terminal
Issue new Cargo manifest with real Cargo loaded
Provide visual guiding to the aircraft till parking position
Operate automated guidance systems
Cargo Terminal Staff
Marshaller
Table 7 Roles and Responsibilities
7.3
7.3.1
Process Description
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.
7.3.1.1 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.
7.3.1.2 Positioning of Actors and GSEs

The positioning of the different actors and supporting GSEs vary depending on the aircraft type, services
2
demanded and Airline Operations Manual .
The following graphic depicts the aircraft positioning in the stand and the corresponding GSEs location:
It is understood that the Airline Operations Manual fulfil with all safety provisions affecting the turnaround
operation.
68
2
1
3
4
16
5
7
10
15
11
12
13
14
Figure 25 Aircraft Turnaround GSEs 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:
69
Table 8 Ground Support Equipments acronyms
7.3.1.3 Sequence of Turnaround Processes

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:.
Passenger deplaning
Waste and Potable water exchange
Baggage/cargo Unload processes
Catering Services
Cleaning Services
Refuelling
Baggage/Cargo Load Process
Passenger Boarding
70
7.3.2

Coordinate stands
with Airport
Operations
Transport GSE
equipment/staff to
a/c stand
Handling Staff
Operator
PRECEDENCE
Airport
Operations
Handling Staff
Operator
Out of sequence
External cargo
operator
Visual check to
avoid FOD at
stand and
marshalling
Freight delivered
Prepare docs and

charges for
consignee
Notify freight
storage to
consignee
ULDs breakdown
and freight
storage
Handling Staff
Operator
Marshaller
Position
chokes
Handling Staff
Operator
Connect
GPU
Handling Staff
Operator
Connect
Auxiliary
Units
Handling Staff
Operator
Cabin Crew
Inspections and
Customs control
Handling Staff
Operator
PHA
* Passenger
Deboarding
Waste &
potable water
Baggage/cargo/
mail Unload
Handling Staff
Operator
Handling Staff
Operator
* Catering
Handling Staff
Operator
Handling Staff
Operator
* Cleaning
Cabin Crew
Handling Staff
Operator
Handling Staff
Operator
Handling Staff
Operator
Deliver Priority Baggage Deliver Baggage to claim

to claim area
area
Handling Staff
Operator
Handling Staff
Operator
Deliver Baggage to
transfer area
Deliver Cargo/Mail to
cargo terminal
Cabin Crew
Refuelling
Baggage/cargo/
mail Load
Handling Staff
Operator
Cockpit Crew
Airport
Operations
Airport Fire
Department
Cabin Crew
* Passengers
boarding
PHA
Handling Staff
Operator
Visual
check
Out of sequence
Transport freight
to the Stand
Prepare ULDs
and/or Bulk cargo
Gather AWBs and

NOTOC
Inspection &
Storage
Dissconnect
GSE
Handling Staff
Operator
Handling Staff
Operator
Handling Staff
Operator
Remove
Chokes
Handling Staff
Operator
Start-up
Cockpit Crew
Push back
Receipt cargo
Handling Staff
Operator
SUCESSOR
Cargo at cargo terminal
Figure 26 Turnaround as a whole Process Diagram
71
7.4

Ground
Handling
Cockpit
Crew
Cabin
Crew
Airport
ATC
Drive GSE to
Stand/Gate
Position
Chocks
Connect,
Locate and
Secure GSE
Passenger DeBoarding
Start de- Boarding
Baggage/
Cargo Unload
Cleaning
Sevice
Last passenger deboard
Catering
Sevice
Catering Checks
and information
Refuelling
Passenger
Boarding
Quantity of fuel
Boarding Starts
Boarding Finishes
N of passengers
on board
Baggage/
Cargo Load
Final Load Sheet

figures
Copy of Signed
Loadsheet
Remove GSE
Completion of ramp
operations
Remove
Chocks
Start-Up request
Turn-on beacon light

Start-Up
Clearance
Push-Back request
Push-Back
clearance
Push Back
Figure 27 Turnaround Information Flow Diagram
72
7.4.1 Identification of process inefficiencies

The CPN model has been parameterised to the 36 tasks described in document Airbus AIRCRAFT
CHARACTERISTICS AIRPORT AND MAINTENANCE PLANNING Manual, with mean tasks times are
described in the previous table 3. The interdependencies between parallel and sequential turnaround
running sub-processes, together with the critical path have been represented in figure 3, in which no delays
have been considered
Figure 28: Nominal turnaround with the critical tasks identified
7.4.1.1 Inefficiencies of individual delays in the turnaround time

In this subsection it is summarized the effects of the 12 delays mentioned in table 1. Based on the statistical
analysis of the real operations data, it has been computed the severity for each delay code and its influence
in the critical path which also has been evaluated. Considering the results obtained and its impact on the
turnaround time, the 12 most critical delays have been grouped in three subsets:
Set 1: Delays which do not influence in the turnaround time.
Set 2: Delays which have an impact of 8 minutes on the turnaround time.
Set 3: Delays which have the maximum (proportional) impact on the turnaround time.
Set 1: Delays which do not influence in the turnaround time.
73
Figure 29: Delay in task 25: Bulk unload (extension of time it is assumed in the task execution)
Figure 30: Delay in task 21: Unload Lower deck cargo rear (extension of time it is assumed in the task execution)
Figure 31: Delay in task 17: Unload Lower deck cargo front (extension of time it is assumed in the task execution)
74
Figure 32: Delay in task 29: Refuelling (extension of time it is assumed in the task execution)
Figure 33: Delay in task 26: Bulk Load (extension of time it is assumed in the task execution)
75
Figure 34: Delay in task 14: Cleaning (extension of time it is assumed in the task execution)
Figure 35: Delay in task 26: Bulk Load (extension of time it is assumed in the task execution)
Set 2: Delays which have an impact of 8 minutes on the turnaround time.
Figure 36: Delay in task 22: Load Lower deck cargo rear (extension of time it is assumed in the task execution)
76
Figure 37: Delay in task 18: Load Lower deck cargo front (extension of time it is assumed in the task execution)
Set 3: Delays which have the maximum (proportional) impact on the turnaround time.
Figure 38: Delay in task 3: Boarding at L1 (extension within execution time it is assumed)
Figure 39: Delay in task 11: Catering at R2 (extension within time execution because last minute especial requests it is
assumed)
77
Figure 40: Delay in task 7: Catering at R1 (extension within time execution because last minute especial requests it is
assumed)
Figure 41: Delay in task 2: De-boarding (extension of time within task execution is assumed)
7.5
Conclusion
As a summary, the influence of the individual delays on the overall turnaround time is illustrated in the next
figure.
78
Without delays
Delay in Cleaning
Delay in
Unload Lower Deck cargo rear
Delay in
Unload Lower Deck cargo front
62 min
Delay in
Refuelling
Delay in
Bulk load
Delay in
Bulk unload
Delay in
Deboarding
67 min
Delay in
Boarding at L1
69 min
Delay in
Load Lower Deck cargo front
70 min
Delay in
Load Lower Deck cargo rear
Delay in
Catering at R2
73 min
Delay in
Catering at R1
73 min
Figure 42: Influence of individual delays
Inefficiencies
Areas of Improvement
Severity
De-Boarding at L1
Others
High
Personnel
Boarding at L1
Space
High
Others
79
Information
Catering at R1
Equipment
Personnel
High
Others
Information
Equipment
Catering at R2
Personnel
High
Space
Others
Information
Load Lower Deck cargo front
Equipment
Personnel
Medium
Space
Information
Load Lower Deck cargo rear
Equipment
Personnel
Medium
Space
80
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 informationsharing 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.
8.2
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:
Origin
Destination
Information
Airport
Operations
Ground handlers
Airport resource allocation during daily

operations:
Ground Handlers
Airport Operations
Mode
Stand/gate allocation for inbound and

outbound flights
Baggage belts for inbound flights
Time estimates
outbound flights
for
inbound
Actual and estimated departure times

Actual and estimated arrival times
Airline Operations
Ground Handlers
SITA/TELEX
and
SITA/TELEX
Airline Schedule
Aircraft technical data
Messages for inbound flights:
MVT message
LDM message
CPM message
PSM message
Fuelling data
Flight plan data
SITA
Messages for outbound flights:
81
Origin
Destination
Ground Handlers
Information
Airline Operations
Loading data
Catering data
Passengers data
Flight plan data
Messages for outbound flights:
MVT messages
LDM message
Fuel message
CPM message
Load message
Delay messages (EOBT updates)
Mode
SITA
Messages for inbound flights:
Airline
Crew
Cockpit
Ground Handler
Ground Handler
Airline
Crew
Cockpit
MVT messages
Time estimations
Boarding data
Fuel information
Radio
Request for Push-back after clearance
Telex or Paper
Fuel information
Radio
Final load figures
Telex or Paper
Finalization of ramp operations

Airline
Crew
Cabin
Ground Handler
Start and end of passenger deplaning
Paper or telex
Catering information and checks

Start of passenger boarding
Ground Handler
Airline
Crew
Cockpit
Airport ATC
Airline
Crew
Cabin
Airport ATC
Endof passenger boarding
Paper or telex
Catering information and checks

Request Start Up clearance
Radio
Request Push-back Clearance

Cockpit Crew
Start Up clearance
Radio
Push-back clearance
Cabin Crew
Cockpit Crew
Number of passengers on board
Paper
Table 9 List of information exchange elements in the ramp process
82
Origin
Destination
Message
Mode
Airline
Cargo
Staff
Available Space in airplane for cargo
Telex,
paper
Cargo
Staff
Terminal
Handling
Operator
Cargo
Staff
Staff
Terminal
Terminal
Handling
Operator
Cargo
Staff
Staff
Cargo/Mail information
screen
or
Telex or MER
Prepared NOTOC
Terminal
External
Operator
Cargo
Loading Information Report (LIR)
Telex or paper
Telex
Table 10 List of information exchange elements in the Freight process
8.3
8.3.1
Current Information Management Products

Airport Information Management Products
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION
AODB3 RMS4
Chroma
helps
airport
operators deliver the next
generation
of
airport
operations by providing a
single technology platform
Amor Group
that
is
focused
on
Chroma
/ Lockheed
x
stakeholder
collaboration
Airport Suite
Martin
and
integration.
In
conjunction with Logic,
also from Lockheed Martin,
the Chroma Airport Suite
helps to better manage
airside,
terminal
and
ACUTE/
FIDS6
PTS8 BHS9
CDM5
CUPPS7
Airport Operational DataBase
Resource Management Systems
Airport-Collaborative Decision Making
Flight Information Display Systems
Common Use Passenger Processing Systems
Passenger Tracking Systems
Baggage Handling Systems
83
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION
AODB3 RMS4
ACUTE/
FIDS6
PTS8 BHS9
CDM5
CUPPS7
commercial operations.
Arinc
Rockwell
Collins
/ Airport
Operations
Package
ARINC designs, installs

and maintains processing
solutions configured to be
efficient,fully
integrated x
and easily adaptable to the
always-evolving needs of
airport operations.
Indras 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,
Indra Airport corporate and commercial.
Solutions
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).
GAIMS is an integrated
solution for airports. It can
be tailored to the actual
requirements of each
Resa Airport
airport. GAIMS can
GAIMS
Data
integrate with existing
software suite
Systems
systems if necessary,
while ensuring a flexible,
upgradeable environment
to accommodate future
needs.
Indra
Sistemas
Siemens
Siemens
Airport
Modular software solution

that offers seamless
84
TYPE
PRODUCT
PRODUCER
NAME
Management
&Siamos
Operations
Suite
DESCRIPTION
AODB3 RMS4
ACUTE/
FIDS6
PTS8 BHS9
CDM5
CUPPS7
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.
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
SITAs operations
management system uses
AirportCentral
a centralized airport
operations database
(AODB) for flight
management, billing, and
reporting. With one
integrated touch-point,
AirportCentralmakes it
possible to access data
management tasks and
automated functions for
receiving, processing, and
distributing consolidated
data.
85
TYPE
PRODUCT
PRODUCER
NAME
Ultra
Electronics
Ultra
Electronics
Airport
Systems
DESCRIPTION
AODB3 RMS4
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.
ACUTE/
FIDS6
PTS8 BHS9
CDM5
CUPPS7
Table 11 Benchmark of some of the current airport information management products
8.3.2
Airline Information Management Products

TYPE
PRODUCT
PRODUCER
NAME
Amadeus
Alta
DESCRIPTION
AANPS11 ARMS12 ARS13 AIS14

ACSS16
FIS10
DCS15
Amadeus Alta Suite is a

complete Passenger Service
System
that
offers
full
reservation,
inventory
and
departure control capabilities,
and delivers an integrated
solution.
x
Amadeus main business is

their
Airline
Reservation
Systems, having as main
customers
are
the
big
European Network Airlines like
Iberia, Aegean, Air Berlin, Air
10
Airline Flight Information System
11
Network Planning Systems
12
Airline Resource Management Systems
13
Airline Reservation Systems
14
Airline Inventory System
15
Airline Departure Control System
16
Automated Customer Support System
86
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION

ACSS16
FIS10
DCS15
France,
British
Airlines,
Lufthansa, but it also has
customers such as Singapore
Airlines, South African Airlines,
Qantas, etcetera.
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.
Aviolinx
Raido
The system is built on a

financial foundation, using a x
flexible user definable rule
engine that considers all types
of calculations. It constantly
analyses
and
evaluates
airlines business processes. Its
event driven functionality
displays system alerts and task
list which are directed to
specific user groups.
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.
Lufthansa
Systems
Airline
Solutions
It links various business units

with timely information and
robust functionality, facilitating
the airlines primary mission of x
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
87
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION

ACSS16
FIS10
DCS15
with any stand-alone system.
Navitaire
Airline
Solutions
Navitaire company is best

known for its reservation
passenger service systems.
Navitaires 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, x
customer
self-service
integration, real-time reporting,
airport check-in and departure
control.
Navitaires main customers are

LCC, such as Ryanair, AirAsia,
Transavia,
Vueling,
Germanwings, but it also
provides services to Network
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 x
airline, which makes it possible
to create, define and process
airline specific business rules to
optimize operational processes.
Sabres main customers are
Network Airlines such as
Aeroflot, American Airlines,
LAN, Virgin, etcetera.
88
TYPE
PRODUCT
PRODUCER
NAME
DESCRIPTION

ACSS16
FIS10
DCS15
The SITA WorkBridge platform

consists of several solution
components,
which
are
available individually or as a
fully integrated system.
SITA
WorkBridge The architecture is open and x

ready to integrate with existing
systems. SITA WorkBridge is a
high availability system with
failover support for 24/7
operations.
Table 12 Example list of airline information management products
8.3.3
Handling Information Management Products
TYPE
PRODUCT
PRODUCER
DESCRIPTION
NAME
HHHHBRS21
FIS17 RPS18 RMS19 DCS20
Alta 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.
Amadeus
Alta
Ground
Handler
solutions
This solution, accessed through a single

application sign-in, can be used throughout the
x
airport, with as many as possible automated
functions.
Ground handlers and handled carriers share the

same platform, ensuring the availability of up-todate data. Each airlines business rules are
integrated as well as an essential measure for
best quality services.
17
Handling Flight Information Systems
18
Handling Resources Planning Systems
19
Handling Resource Management systems (RMS)
20
Ground Handling Departure Control System (DCS)
21
Baggage Reconciliation System (BRS)
89
TYPE
PRODUCT
PRODUCER
DESCRIPTION
NAME
HHHHBRS21
FIS17 RPS18 RMS19 DCS20
The FiNDnet Suite is a complete Operational

Database for ground handling agents, designed
to drive efficiency, service quality and
profitability.
x
Based around the core Operations module, the
suite provides a comprehensive set of tools for
monitoring, analyzing, planning and billing.
Inform
Groundstar covers processes such as contract

creation, definition of SLAs, capture of services
performed, quality management and settlement
GroundStar
x
of accounts. Today, GroundStar is in successful
use in multiple areas at more than 165 airports
of every size worldwide.
SITA
Ground
Handling
Solutions
SITA provide Ground handlers IT solutions for

Distribution,
Passenger
self-service
and
Information and communication technologies.
Ground
Handling
System
The system is modularly structured and offers

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
x
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-tosign, and the assignment of contracts to actual
flights is performed automatically.
Damarel
FiNDnet
Systems
Suite
International
Topsystem
Table 13 Benchmark of Handling information management products
8.3.4
Cargo Information Management Products
PRODUCER
PRODUCT
NAME
Type
DESCRIPTION
CMS22
Hermes
Hermes is designed by Ground Handling professionals and is a
Logistics
Hermes CMS latest-generation innovative IT solution for managing the full range of x
Technologies
cargo handling activities of air cargo terminals. It combines Real-time
22
Cargo Management Systems
90
PRODUCER
PRODUCT
NAME
Type
DESCRIPTION
CMS22
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.
Lufthansa
Systems
SITA
ELWIS
The IT system for air cargo ground handling ELWIS (Electronic

Logistics & Warehouse Information System) aims to improve ground
cargo handling efficiency and customer service. By covering the
entire handling workflow from physical and documentary handling, Air
x
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.
CHAMPs 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
CHAMPCarg are completed by applications for Business Intelligence and Unit
Load Device (ULD) Management. They also include optimized load x
osystems
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.
Table 14 Examples of current Cargo Information Management Products
8.4
8.4.1.1 Difficulty of tailoring all systems to the particular environment of an airport and to
its already operating systems
Lack of a unified Information Management concept, but multiplicity of concepts and approaches.
Lack of a unified platform for each stakeholder, leading to a different platform for each need and
different views of the global process.
91
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. In the current
situation, such point to point interoperability becomes unachievable, or at least with a very high cost, so
considering a common integration platform and common integration architecture comes to be the right
way to face this problem.
Figure 43 Disruption - High impact
This situation can be faced applying the Collaborative principle that nowadays is really extended. Applying
that concept where all the actors participating in the process aim to achieve the greater operational efficiency
having a common situational awareness of the process, sharing the information between stakeholders with a
unified platform, any disruption can be detected early minimizing the impact to the global process.
Figure 44 Disruption - Low Impact (Collaborative)
8.4.1.2 Limited information sharing between stakeholders involved in the turnaround

process
The following Table shows the information that each stakeholder would like to receive from the current list of
information exchanges in the different turnaround processes. In light green the information already available
to each stakeholder is market while the information currently not available but desirable by each stakeholder
is marked in yellow.
92
Airport
Airline
Information
Operator
ATC
Pax Info List

Last Minute Change
Final PAX Figures
Finalization
Cargo
Handler Security
XX
XX
X
XX
XX
AOC
Crew
Operator
Final Passenger Info
XX
Last Minute Change
XX
Arriving Flight passenger

info, loads
ETA
PRM Boarding Initiation
XX
Excess Hand Bags to A/C

Hold
Estimated Time Of Arrival
ETA
Passenger Figures, Special

Passengers
XX
XX
Transfer PRM Status
XX
XX
Aircraft Doors Close
XX
Transfer Passengers
PRM Passengers
XX
XX
Load sheet
Pax Info List
XX
XX
XX
Finalization of ramp
Operations
XX
Last Minutes Changes (

Hand Bags)
Missing Passenger Info
XX
XX
Inbound Load
Inbound Pax Figures
Transfer Passengers Status

Bag-tag info
Available Space in airplane
for cargo
XX
XX
X
terminal
X
XX
93
Airport
Airline
Information
Operator
Cargo/Mail information
Cargo
Handler Security
ATC
Prepared NOTOC
AOC
Crew
Operator
Loading Information Report

(LIR)
XX
XX
XX
XX
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
Actual and estimated

departure times
Actual and estimated arrival

times
Airline Schedule
Aircrafts technical data
MVT message
LDM message
CPM message
PSM message
Fuelling data
XX
Flight plan data
XX
XX
XX
Loading data
XX
Catering data
XX
Passengers data
Flight plan data
X
X
XX
Load message
Delay messages (EOBT

updates)
XX
XX
Fuel message
Time estimations
terminal
94
Airport
Airline
Information
Cargo
Handler Security
Operator
ATC
AOC
Crew
Boarding data
XX
XX
Fuel information
XX
XX
Request for Push-back

after clearance
XX
XX
XX
Copy of the signed Load

sheet
Final load figures
Operator
Initiation/Finalization of
passenger de-boarding
XX
Catering information and

checks
XX
XX
Initiation/Finalization of
passenger boarding
XX
XX
PBB or Passenger stairs

located and secured
XX
XX
Finalization of aircraft
services
XX
XX
Request Start Up clearance
XX
XX
Request Push-back
Clearance
XX
XX
Start Up clearance
XX
XX
Pushback clearance
XX
XX
XX
XX
XX
Number of passengers on
board
XX
XX
Quantity of fuel
XX
Turn-on beacon light
XX
XX
XX
XX
terminal
XX
Table 15 Current information available and desired information not yet available by each stakeholder involved in the
turnaround process
8.5
Conclusion
The comprehensive analysis of the current Information Management Systems, specifically contextualized in
the turnaround process, highlights the fact that individual efficiencies in the closed process of transmitting
information affect not only the own communication between agents, but also the individual operability of subprocesses in each general process: passenger process, baggage process, freight process and ramp and
GSE process. A delay or lack of the transition of crucial inputs has a direct effect on the efficiency and
achievement of a specific process, which may have serious implications for the whole process. This
underlines the value of optimizing the Process Management Systems and Information Tools used today.
The main weaknesses of the process are based on the following concepts:
95
The difficulty of tailoring all systems to the particular environment of an airport and to its
already-operating systems, due to the multiplicity of concepts and approaches used by each provider
and particular system as well as the lack of a unified platform that encompasses several needs.
The limited information sharing between stakeholders involved in the turnaround process, which
calls for an increased effort in searching interoperability solutions. All the processes try to solve the
problem in an independent way without seeing the process from a general point of view, so any action
taken at a local level may not be the solution for the broader disruption.
To complete these points, the following area for improvement is considered a direct consequence of the two
weaknesses described above: the contrary results adopted between agents due to individual
optimization mechanism for each stakeholder. The final result is that a high impact is made from an
economic and quality of service point of view.
The actions to face these inefficiencies have to focus on developing a collaborative principle between
stakeholders to detect disruptions early and on minimizing the impact to the overall process. The automation
of cross-airport systems that cooperate in an airport process is an important trend. All major partners in the
process need to participate and agree on the decisions made in order to ensure an inclusive collaborative
process. It should include simpler means of information diffusion and more interoperability processes
through the development of a unified platform using a common integration architecture. Current and new
processes have to be able to work together sharing the information with the rest of the system involved in the
process in a cooperative way but not losing its independence.
According to these guidelines, the first steps may be achieved by developing an improved Airport CDM
system that allows the optimization of each partners decisions in collaboration with other partners, knowing
their preferences and constraints and the actual and predicted situation. However, the implementation of a
particular Information Management System, including Airport CDM technology, is different at each airport
because it has to be adapted to any previous system already installed and it is subject to stakeholders
needs. Designing unified platforms, languages and architectures represents a challenge to be overcome.
Time efficiency, improved information accessibility and better prediction of the awareness situation on each
particular process are some of the objectives to aim for through future interoperability Information
Management Systems.
8.5.1
Inefficiencies and areas for improvement identification table
ID
Name
Remark
Severity
I001
Difficulty of tailoring all systems to the particular

environment of an airport and to its already
operating systems
High
I002
Limited information sharing between stakeholders

involved in the turnaround process
High
I003
Contrary results due to individual optimization

mechanism for each stakeholder
Medium
Table 16 Inefficiencies and areas for improvement identification table
8.5.2 Summary
The above section has outlined the main inefficiencies and areas for improvement identified after analysing
the current situation of the process management and Information Tools affecting the airport turnaround
process.
96
An overview of the current situation regarding Information Management systems has been provided.
There is a huge offer of information systems and different providers for each agent involved in the
turnaround process. Airport information management systems include specific passenger terminal and
baggage handling systems to record sub passenger and flight processes, but they also include trans-sector
systems that are focused on a combination of airport operations. In the case of airline systems, network
planning, operational reliability and management systems comprise some of these, and there are also others
related to passenger services, for example reservation and inventory systems. Flight state information,
baggage reconciliation and planning - management handling systems are some of the needs required by
handling agents. Other information is provided by Cargo Information Management systems. All these
families of information may be obtained by single systems with a particular function, or as a combination of
them that develops several functions. The information used and the way of processing it also changes
between airports, airlines, handling and cargo agents due to different needs and the use of different IT
software providers in each particular context or airport, thus highlighting the multiplicity of technological
differences.
Using another approach, and looking in detail at the list of information exchanges described in the
turnaround, all inputs defined are required by more than one agent. Each input is used by at least a pair of
agents or even more, and this highlights the interdependency of subprocesses. However, the diversity of
systems implemented by each agent and functions makes it difficult to share this information among agents
that require the same input. Many of them would probably be able to better plan their resources and adapt to
each situation if more information was shared. This aspect also generates equipment redundancy. The
failure to use a standard technology is an impediment to interoperability between systems and market
providers.
In this reality, two inefficiencies have been found. In first place, there is a notorious problem of tailoring all
systems to the particular environment of an airport and to its already-operating systems. This means
that the connection between each pair of products must be adjusted due to potential discrepancies between
language, concepts or nomenclature use by each particular producer. Therefore, excessive time is dedicated
to the interoperability between products due to the multiplicity of concepts and approaches and the existence
of a different platform for each need.
As a direct consequence, the inefficiencies of the general process are tackled from different viewpoints.
Each stakeholder has its own understanding of the situation, close to its own business areas as an
independent process, despite these processes really being interdependent. This outlook results in an
inefficient way of solving problems, because a solution for one stakeholder can become a problem for the
others. This prevents the improvement of the overall turnaround process, so the final result is to create a
high impact from an economic and quality of service point of view.
In the second place, it can be seen that there are limitations in the information sharing among
stakeholders involved in the turnaround process. An analysis of current information available by each
agent provided by their own systems and the information that they would like to have, shows the
weaknesses in the overall communication process and in information transition. Information which would be
particularly desirable to a specific agent is already used and processed by at least two more other partners
who are not sharing this input with the first agent. Thus, data recording and processing is not being exploited
efficiently, raising costs and decreasing time efficiency. The extensive list of required information exchanges
given in the previous section should be taken into account to identify the cross inputs between agents. It
would be possible to develop ways of sharing information without the need for excessive data recording or
duplicating systems in each case, namely, through optimizing the information sharing process.
All of these considerations lead to a key conclusion: that there are several contradictions in the results
obtained due to individual optimization mechanism for each stakeholder, and this has been identified
as the main area for improvement. A unified Information Management concept is lacking, while on the other
hand, there are unified platforms for each stakeholder that generate the best solution for specific problems
from the understanding of that particular agent, but not the optimal one for the whole turnaround process,
and also lead to incompatibilities between the solutions from different agents.
To tackle this idea, the Airport Collaborative Decision Making (A-CDM) concept has arisen, aiming to
improve the overall efficiency of operations through collaborative planning and information sharing among
stakeholders, with Airport CDM allowing each Airport CDM Partner to optimize its decisions in collaboration
97
with other Airport CDM Partners, avoiding contradictions, knowing their preferences and constraints as well
as the actual and predicted situation. To further increase Airport CDM principles, additional milestones have
been assessed in an improvement proposal, specifically for the turnaround process and mainly for the
handling agent, as well as the introduction of airside processes into the current technology implemented
(which at present only takes into account landside operations). Some projects have also been presented
related to airside and landside integration in Airport CDM, an extremely useful task in order to achieve
collaborative decisions.
The aim of a collaborative approach is to achieve overall efficiency in operations and a higher quality of
service in the turnaround process. The collaborative concept involves agents and systems. The power
comes from being inclusive, with all the major stakeholders needing to participate and treating the process of
one of understanding and educational learning. Decisions should be made by consensus incorporating
everyones views. The next step is to ensure the free flow of information, a crucial component in keeping
decision makers and process participants informed. Constricting the information flows will create suspicion
about what is being hidden, so it needs to be avoided. Stakeholders and providers should be encouraged to
implement an interoperability process in information management by means of developing systems
with unified platforms and common integration architecture in order to guarantee that the whole system
works in an efficient and consistent way.
98
9 References
[1] EUROSTAT European Commissions 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-urgentlyneeded-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] Duds Gbor, 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)
99
10 Annex I Highest Air Freight Traffic at EU airports

RANKING
(2012)
AIRPORT
COUNTRY
AND
2008
2009
2010
2011
2012
Paris / Charles de Gaulle
1.392,1
1.202,3
1.292,5
2.095,7
2.151,0
Frankfurt (Main) DE
2.104,3
1.882,7
2.270,2
2.215,2
2.066,2
London / Heathrow UK
1.482,7
1.348,9
1.551,3
1.569,5
1.556,2
Amsterdam / Schiphol NL
1.592,5
1.316,8
1.538,0
1.549,7
1.511,8
Leipzig-Halle
430,2
508,8
637,8
744,0
846,1
Kln-Bonn
574,1
549,0
638,2
726,3
730,1
Table 17 Cargo and mail loaded and unloaded (thousands tonnes) at major EU airports [18]
100
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")
LD7
A318s, A319s, A320s and A321s
B787s, B777s, B747s, B767s and Airbus wide-bodies,

Table 18 Aircraft and ULD compatibility [19]
Apart of the compatibilities mentioned in Table 18, 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.
101
12 Annex III IATA Delay Codes

A. Standard IATA Delay Codes (AHM730)
Others
00-05 AIRLINE INTERNAL CODES
06 (OA) NO GATE/STAND AVAILABILITY DUE TO OWN AIRLINE ACTIVITY
09 (SG) SCHEDULED GROUND TIME LESS THAN DECLARED MINIMUM GROUND TIME
Passenger and Baggage

11 (PD) LATE CHECK-IN, acceptance after deadline
12 (PL) LATE CHECK-IN, congestions in check-in area
13 (PE) CHECK-IN ERROR, passenger and baggage
14 (PO) OVERSALES, booking errors
15 (PH) BOARDING, discrepancies and paging, missing checked-in passenger
16 (PS) COMMERCIAL PUBLICITY/PASSENGER CONVENIENCE, VIP, press, ground meals and missing personal
items
17 (PC) CATERING ORDER, late or incorrect order given to supplier
18 (PB) BAGGAGE PROCESSING, sorting etc.
19 (PW) REDUCED MOBILITY, boarding / de-boarding of passengers with reduced mobility.
Cargo and Mail

21 (CD) DOCUMENTATION, errors etc.
22 (CP) LATE POSITIONING
23 (CC) LATE ACCEPTANCE
24 (CI) INADEQUATE PACKING
25 (CO) OVERSALES, booking errors
26 (CU) LATE PREPARATION IN WAREHOUSE
27 (CE) DOCUMENTATION, PACKING etc. (Mail Only)
28 (CL) LATE POSITIONING (Mail Only)
29 (CA) LATE ACCEPTANCE (Mail Only)
Aircraft and Ramp Handling

31 (GD) AIRCRAFT DOCUMENTATION LATE/INACCURATE, weight and balance, general declaration, pax manifest,
etc.
32 (GL) LOADING/UNLOADING, bulky, special load, cabin load, lack of loading staff
33 (GE) LOADING EQUIPMENT, lack of or breakdown, e.g. container pallet loader, lack of staff
34 (GS) SERVICING EQUIPMENT, lack of or breakdown, lack of staff, e.g. steps
35 (GC) AIRCRAFT CLEANING
36 (GF) FUELLING/DEFUELLING, fuel supplier
37 (GB) CATERING, late delivery or loading
38 (GU) ULD, lack of or serviceability
39 (GT) TECHNICAL EQUIPMENT, lack of or breakdown, lack of staff, e.g. pushback
Technical and Aircraft Equipment

41 (TD) AIRCRAFT DEFECTS.
42 (TM) SCHEDULED MAINTENANCE, late release.
102
43 (TN) NON-SCHEDULED MAINTENANCE, special checks and/or additional works beyond normal maintenance
Schedule.
44 (TS) SPARES AND MAINTENANCE EQUIPMENT, lack of or breakdown.
45 (TA) AOG SPARES, to be carried to another station.
46 (TC) AIRCRAFT CHANGE, for technical reasons.
47 (TL) STAND-BY AIRCRAFT, lack of planned stand-by aircraft for technical reasons.
48 (TV) SCHEDULED CABIN CONFIGURATION/VERSION ADJUSTMENTS.
Damage to Aircraft & EDP/Automated Equipment Failure

51 (DF) DAMAGE DURING FLIGHT OPERATIONS, bird or lightning strike, turbulence, heavy or overweight landing,
collision during taxiing
52 (DG) DAMAGE DURING GROUND OPERATIONS, collisions (other than during taxiing), loading/off-loading damage,
contamination, towing, extreme weather conditions
55 (ED) DEPARTURE CONTROL
56 (EC) CARGO PREPARATION/DOCUMENTATION
57 (EF) FLIGHT PLANS
58 (EO) OTHER AUTOMATED SYSTEM
Flight Operations and Crewing

61 (FP) FLIGHT PLAN, late completion or change of, flight documentation
62 (FF) OPERATIONAL REQUIREMENTS, fuel, load alteration
63 (FT) LATE CREW BOARDING OR DEPARTURE PROCEDURES, other than connection and standby
(flight deck or entire crew)
64 (FS) FLIGHT DECK CREW SHORTAGE, sickness, awaiting standby, flight time limitations, crew meals,
valid visa, health documents, etc.
65 (FR) FLIGHT DECK CREW SPECIAL REQUEST, not within operational requirements
66 (FL) LATE CABIN CREW BOARDING OR DEPARTURE PROCEDURES, other than connection and
standby
67 (FC) CABIN CREW SHORTAGE, sickness, awaiting standby, flight time limitations, crew meals, valid visa,
health documents, etc.
68 (FA) CABIN CREW ERROR OR SPECIAL REQUEST, not within operational requirements
69 (FB) CAPTAIN REQUEST FOR SECURITY CHECK, extraordinary
Weather
71 (WO) DEPARTURE STATION
72 (WT) DESTINATION STATION
73 (WR) EN ROUTE OR ALTERNATE
75 (WI)
DE-ICING OF AIRCRAFT, removal of ice and/or snow, frost prevention excluding unserviceability of
equipment
76 (WS) REMOVAL OF SNOW, ICE, WATER AND SAND FROM AIRPORT
77 (WG) GROUND HANDLING IMPAIRED BY ADVERSE WEATHER CONDITIONS
ATFM + AIRPORT + GOVERNMENTAL AUTHORITIES

AIR TRAFFIC FLOW MANAGEMENT RESTRICTIONS
81 (AT) ATFM due to ATC EN-ROUTE DEMAND/CAPACITY, standard demand/capacity problems
82 (AX) ATFM due to ATC STAFF/EQUIPMENT EN-ROUTE, reduced capacity caused by industrial action or
103
staff shortage, equipment failure, military exercise or extraordinary demand due to capacity reduction
in neighbouring area
83 (AE) ATFM due to RESTRICTION AT DESTINATION AIRPORT, airport and/or runway closed due to
obstruction, industrial action, staff shortage, political unrest, noise abatement, night curfew, special
flights
84 (AW) ATFM due to WEATHER AT DESTINATION
AIRPORT AND GOVERNMENTAL AUTHORITIES

85 (AS) MANDATORY SECURITY
86 (AG) IMMIGRATION, CUSTOMS, HEALTH
87 (AF) AIRPORT FACILITIES, parking stands, ramp congestion, lighting, buildings, gate limitations, etc.
88 (AD) RESTRICTIONS AT AIRPORT OF DESTINATION, airport and/or runway closed due to obstruction,
industrial action, staff shortage, political unrest, noise abatement, night curfew, special flights
89 (AM) RESTRICTIONS AT AIRPORT OF DEPARTURE WITH OR WITHOUT ATFM RESTRICTIONS,
including Air Traffic Services, start-up and pushback, airport and/or runway closed due to obstruction
1 or
weather , industrial action, staff shortage, political unrest, noise abatement, night curfew, special
flights
Reactionary
91 (RL) LOAD CONNECTION, awaiting load from another flight
92 (RT) THROUGH CHECK-IN ERROR, passenger and baggage
93 (RA) AIRCRAFT ROTATION, late arrival of aircraft from another flight or previous sector
94 (RS) CABIN CREW ROTATION, awaiting cabin crew from another flight
95 (RC) CREW ROTATION, awaiting crew from another flight (flight deck or entire crew)
OPERATIONS CONTROL, re-routing, diversion, consolidation, aircraft change for reasons other than96 (RO)
technical
Miscellaneous
97 (MI) INDUSTRIAL ACTION WITH OWN AIRLINE
98 (MO) INDUSTRIAL ACTION OUTSIDE OWN AIRLINE, excluding ATS
99 (MX) OTHER REASON, not matching any code above
SOURCE: IATA Airport Handling Manual (730 & 731)
Restriction due to weather in case of ATFM regulation only, else refer to code 71 (WO)
104

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INTERACTIONINnovative TEchnologies and

Researches for a new Airport Concept towards

This page is intentionally in blank

Revision status .................................................................................................................................10

Structure of the document ................................................................................................................10

Context and Assumptions: Drafting the INTERACTION Scenario ...................................................16

Passenger Process ...................................................................................................................................19

Process Description ..........................................................................................................................19

Process Definition (textual) ...........................................................................................................19

Process Flow Diagrams ................................................................................................................22

Identification and description of Information Flows and Process Interactions .................................24

Identification of inefficiencies in the Passenger Process .................................................................26

Passenger Kiosk Check-in inefficiencies ......................................................................................26

Passenger Traditional Check-in inefficiencies ..............................................................................26

Special Passenger Check-in inefficiencies ...................................................................................26

Baggage Drop off inefficiencies ....................................................................................................26

Arrival / Transfer / Transit Passengers inefficiencies ...................................................................26

Boarding process inefficiencies ....................................................................................................27

Inefficiencies and areas for improvement identification table .......................................................27

Baggage Process ......................................................................................................................................32

Process Description ..........................................................................................................................32

Process Definition (textual) ...........................................................................................................32

Process Flow Diagram .................................................................................................................33

Identification of Process Indicators ...............................................................................................33

Identification and description of Information Flows and Process Interactions .................................33

Identification of inefficiencies of the process ....................................................................................34

Inefficiencies and areas for improvement identification table .......................................................36

Freight Process .........................................................................................................................................38

Process Description ..........................................................................................................................38

Overview of the Freight process ...................................................................................................38

Process Definition (textual) ...........................................................................................................39

Process Flow Diagram .................................................................................................................40

Identification and description of Information Flows and Process Interactions .................................40

Identification of inefficiencies of the process ....................................................................................41

Inefficiencies related to procedures and facilities .........................................................................41

Inefficiencies related to equipment ...............................................................................................42

Inefficiencies and areas for improvement identification table .......................................................43

Ramp and GSE Process ...........................................................................................................................45

Process Description ..........................................................................................................................45

Ground Support Equipment (GSE) ...............................................................................................45

Ramp operations ..........................................................................................................................47

Process Flow Diagram .................................................................................................................49

Identification and description of Information Flows and Process Interactions .................................59

Inefficiencies and areas for improvement identification table .......................................................60

Turnaround as a Whole Process ...............................................................................................................63

Identification of Actors involved, Roles & Responsibilities ...............................................................63

List of Actors .................................................................................................................................63

List of Roles/Responsibilities ........................................................................................................64

Process Description ..........................................................................................................................68

Process Definition (textual) ...........................................................................................................68

Process Flow Diagram .................................................................................................................71

Identification and description of Information Flows and Process Interactions .................................72

Process Management and Information Tools and Support Systems ........................................................81

Information exchange elements .......................................................................................................81

Current Information Management Products .....................................................................................83

Airport Information Management Products ...................................................................................83

Airline Information Management Products ...................................................................................86

Handling Information Management Products ...............................................................................89

Cargo Information Management Products ...................................................................................90

Identification of inefficiencies of the process ....................................................................................91

Inefficiencies and areas for improvement identification table .......................................................96

Annex I Highest Air Freight Traffic at EU airports ..............................................................................100

Annex II Aircraft and ULD compatibility ..............................................................................................101

Annex III IATA Delay Codes ...............................................................................................................102