CSC’s Experience in Ground Operations

CSC has more than seven years of continuous engagements in ground operations for airlines and airports, which has resulted in significant experience and results in the following areas:

Passenger processing

Projects: short term improvements; design/deployment of mid-term evolutions; information systems (IS) — improvement of DCS, biometrics, deployment of self check-in counter; catering process reengineering

Results: reduced costs, improved fluidity, improved punctuality

Baggage handling

Projects: design and deployment of new logistic processes for local and transfer baggage; integration of new security requirement in baggage handling processes; IS — design of Track&Trace and reconciliation IS, design of an IS tool to support transfer; infrastructure — design and deployment of new infrastructure, support management of large infrastructure projects (new sorter)

Results: reduced costs, compliance with security requirements, reduced lost baggage rate

Aircraft handling

Projects: reengineering of turnaround management, negative information management, design and deployment of "recovery turnaround"; IS — design of a tool for turnaround real-time management

Results: reduced turnaround time

Organization and management

Projects: staff management, including improvement and redesign of the full process of staff planning/allocation and design of IS tools to support this process; cost control, including implementation of activity-based cost control process; management and organization, including improvement of station organization, optimization of support functions; planning, including design of a new process for resource planning, allocation and control (check-in counter, aircraft parking, security check)

Management of large projects

Projects: management of a large transformation program of a hub (2003–2006); management of a new terminal project




Why Should an Airline or Airport Review Its Ground Operations?

To reduce costs

Development of a hub (peaks of activity, number of transfer opportunities) results in reduced productivity.

Corporate pressure to reduce costs (low activity, low cost competition).

Ground services costs in a hub are about 40 euros ($50) per passenger.

To improve performance

New AEA (Association of European Airlines) rules will make airport performance much more visible to the customer.

Poor punctuality, too many lost bags and crowded airports result in customer and/or corporate pressure.

To redesign operation process to find synergies or merge with an alliance carrier

To assist with major infrastructure projects

A new terminal or a new baggage sorter has to be opened under a tight schedule.

To design and launch innovative customer services

Ground services is a major field for differentiation, especially against low-cost carriers.
New technologies (e.g., e-ticketing, Internet, self check-in, biometrics, mobile solutions) offer tremendous opportunities for ground services.

To decrease difficulties when integrating new security requirement

Recent requirements introducing 100 percent checked baggage screening may result in cost increase and performance reduction. Processes and infrastructures must be redesigned and deployed.

To replace aging information systems

Many airlines information systems were developed in the 1970s on proprietary systems and must be replaced; this is the case for the DCS (Departure Control System), which is the core of ground services.

To decrease difficulties when coordinating multiple initiatives on various fields

To succeed in ground services, it is often necessary to address process, information systems, infrastructure, organization and human resources (such as acceptance and training), resulting in complex projects.

To deal with liberalization of ground services

New competitors (e.g., major service companies such as Vivendi) are entering the market with innovative offers.