Airport Business

AUG-SEP 2018

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46 airportbusiness August/September 2018 AIRFIELD OPERATIONS flight planning systems. GS Planning for both stands and staff & equipment, GS RealTime for stands and staff & equipment, GS rostering, GS RealTime for staff (incorporating mobile device functionality), and message broker (for managing all external interfaces) solutions were deployed. Also implemented were business intelligence software and skybilling integrated in SAP). Subsequently, other modules such as the GS Workforce Plus were added. The performance features offered by these collective technologies included: the ability to facilitate a single integrated system, as well as real-time dispatching, including through mobile devices for documenting tasks, advanced reporting with all operational data accessible for future reviews, and a scenario capability. Together, they delivered fully-transparent airport operations for Stuttgart Airport. The project, which began in 2002, had its core phase completed in 2006. When viewed in the context of today’s airport IT projects, this may seem lengthy. Back then, however, many of the features and even some of the modules were being developed from scratch. Once the core phase was completed, all of the general airport management functionalities were implemented, including the terminal management component and the largest ground handling departments. It was a fully-integrated project. Benefits Derived Stuttgart Airport’s IT project yielded many notable benefits for the airport; its staff and passengers. Better decision-making has resulted stemming from the holistic process transparency. Instead of using many different legacy systems, there is one central system for the integrated management and steering of the airport. Staff utilization has increased, as has revenue due to better tracking of special services. Combined, there has been a marked economic turnaround in the airport’s ground handling department which is now operating profitably. The airport’s ground handling staff too is participating in and benefiting from their department’s economic success. A bonus model has been introduced wherein each individual can participate in the better economic results based on their individual contributions. Because of the heightened transparency, the airport also is able to achieve better planning and a more balanced workload. By embedding staff in the rostering process and accommodating staff members’ scheduling preferences, the process has been individualized, increasing morale and productivity. Since the system has been implemented, Stuttgart Airport has achieved a significant increase in service quality as evidenced by the various quality awards it has received from a considerable number of airline such as the “Quality Award World” from Lufthansa, the “Quality Award World” from British Airways and the “Grand Slam Award” from Delta. The airport also can site that it remains one of the most punctual airports in Germany. Rolling-out The Optimization Software to Other Departments Noting the benefits derived within its ground handling department and ramp operations, Stuttgart Airport is continuously enhancing the use of the system by rolling-out the optimization software in other departments together with adding new functionalities. This includes the application of GS Workforce Plus to increase the level of automation in the roster creation process through to the introduction of Airport Collaborative Decision Making (A-CDM). Dirk Spengler, director infrastructure & IT for Stuttgart Airport and initiator of the project, summarized, “One of the key success factors is that the project somehow never stopped and the system is continuously being enhanced and adapted to meet changing needs.” His board colleague and counterpart from the aviation side in the steering group, Wolfgang Mueller, senior vice president aviation, added, “This project has led to many other airports visiting Stuttgart Airport to see what we have achieved. It’s been a real showcase for the airport. It was also the impetus for the foundation of Stuttgart Airport’s daughter company, Cost Aviation, which provides help to external customers worldwide by sharing the knowledge and experience the airport has gained through this project.” The airport's ground handling staff too is participating in and benefiting from their department's economic success. Flughafen Stuttgart GmbH ABOUT THE AUTHOR Altay Fellas INFORM GmbH (Aachen, Germany) Altay Fellah is Vice President, Business Development, Aviation Division of INFORM GmbH (Aachen, Germany). Altay has over 20 years of experience in different sectors of the aviation industry. He began his aviation career in ground handling. He joined INFORM in 1997 as a Consultant and Project Manager, conducting a series of international projects within Europe, North America, Asia, the Middle East, Russia and Africa. As Vice President, Business Development at INFORM, he is responsible for the Aviation Division's marketing and sales activities. He holds a Business Administration degree from EMU University and a Master's in Business Administration from Bradford University School of Management.

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