This study applied a method of inequality-based multiobjective genetic algorithm (MMGA) for real-time airline schedule disruption management in response to the schedule disruption of short-haul, quick turnaround flights with an environmental consideration. Empirical study based on a real-world airline flight schedule demonstrated that the proposed model can recover a disrupted schedule within a...

The performance metric used to evaluate on-time performance in the US airline industry is flight-based, measuring the number of flight legs with arrival delay of 15 minutes or more. We analyze airline passenger operations and schedule performance and conclude that this flight-based performance metric does not accurately reflect delays to passengers, primarily because it does not recognize the l...

The liberalization of the aviation market has enabled low-cost airlines to take over a significant share in the aviation market. Benefits of low-cost models are multiple, both for passengers and for secondary and regional airports, which were neglected in the past and which record significant inflow of passengers with the arrival of low-cost airlines. In the structure of the air traffic in the ...

Airline crew rostering is an important part of airline operations and an interesting problem for the application of operations research. The objective is to assign anonymous crew pairings either to personalized rosters or to anonymous bidlines which subsequently will be assigned to individual crew members. Compared to the crew pairing problem, crew rostering has received much less attention in ...

Airline delay costs are incurred both on the day of operations (tactical cost) and at the planning stage (strategic cost). The latter may take the form of buffer in schedules. Strategic and tactical costs are not independent. Passenger costs of delay to the airline, crew, fuel, maintenance and fleet costs are quantified. Cost trade-offs are presented as a 3D plot assessing the ‘break-even’ poin...

This paper investigates the determinants and competitive effects of legacy carriers’ vertical integration decision with independent regional airlines. Legacy carriers allocate a larger share of their operations to an independent regional airline partner compared to their own fleet or a wholly owned regional airline on routes experiencing stronger competition. Moreover, legacy carriers’ airfares...

This paper investigates the determinants and competitive effects of legacy carriers’ outsourcing decision with independent regional airlines. Legacy carriers allocate a larger share of their operations to an independent regional airline partner compared to their own fleet or a wholly owned regional airline on routes that experience stronger competition, particularly from lowcost carriers. Moreo...

The operation of an airline is a very complex task and disruptions to the planned operation can occur on very short notice. Already a small disruption like a delay of some minutes can cost the airline a tremendous amount of money. Hence, it is crucial to proactively control all operations of the airline and efficiently prioritize and handle disruptions. Due to the complex setting and the need f...

Airline companies do not collaborate when dealing with problems that arise during their own operational control plan. These problems are related with aircrafts, crew members and passengers and the actions towards the solution of these problems are usually known as operations recovery. In this paper we present a possible solution to the problem of lack of collaboration between different airlines...

Abstract The only protectable strategic resources of an airline are the brand, customer basis and position at a hub. core Airline operations is networks therefore network management. Different strategies rely on different extent effects. use effects also differentiates business models. types planes lead to concepts airlines.