capacity managment and slot allocation.ppt

slot

1. There is a natural ebb and flow of economic activity that, at times, can lead to
surges in air traffic during certain periods or in certain locations. These surges
place an increased demand on the air traffic
Capacityis the number of flights that can be handled safely
and efficiently in a sector or location during a given time
period.
Demandis the number of flights that intend to fly in a
sector or location during a given time period.
If Demand exceeds Capacity, either the capacity or the demand
will need to be adjusted
and additionally, provide alternatives to customers
However, sometimes capacity cannot be increased, so adjusting
demand is needed

2. Stakeholders

3. ICAO prepared guidance material on
infrastructure capacity management and
slot allocation
ACI Advisor :
Greater consideration of the strategies of
airports and their region in the slot
allocation process
Enhancing airport expertise and
developing knowledge on airport slot
allocation
IATA (ACI), (IATA) and the Worldwide Airport
Coordinators Group (WWACG) provide a
set of standards for the management of
airport slots at coordinated airports and of
planned operations at facilitated airports

4. CAA
setting capacitiessystem
optimize the use of the available capacity
Airport
Balancing the Arrival and Departure
Capacity for an aerodrome
airport should monitor demand for airport
infrastructure and develop additional
capacity when required to meet that
demand
Aircraft Operators
operating or planning to operate at a
airport must submit details of their
planned operations before operating at
that airport or airspace

5. Flow Management Positions
data collection allows for the early
identification of major demand capacity
imbalances
ATFCM
distributionof flight plans and
associated messages ... This could result
inslotsbeing issued and/or rerouting of
flights
Canso
offers practical advice on how ANSPs
and airport operators can progress their
integration initiatives and boost
operational performance
Air traffic flow management (ATFM) and
airport collaborative decision making (A-
CDM) are collaborative processes aimed
at improving efficiency and optimising
resources in airspace and at airports

6. FACILITATOR
Ensure the feasibility of the plans
submitted by an airline so the
coordination parameters of the airport are
not exceeded
Make available to relevant stakeholders
details of the coordination parameters
and utilization of the declared capacity
COORDINATOR
Allocate slots to airlines and other aircraft
operators in a neutral, transparent, and
non-discriminatory way, on the basis of
the applicable coordination
Make available to relevant stakeholders
details of the applicable coordination
parameters, local guidelines and
regulations, and any other criteria used in
the allocation of slots

7. Impacts

8. :
Delay
The cost of delay and low reliability
can be significans
direct costs to airlines and passengers
This is an important component of
passenger time lost
affects the company's flight schedule
Missinga connectingflight
Cancellassions The cost of Cancellassions
direct costs to airlines and passengers
Airport and all system
Missinga connectingflight
consumer dissatisfaction direct impact to airlines and airport
Aircraft queueing for the runwaySafetyhazard

9. :
Higher fares for late
bookings
When booking well in advance, it can still be
possible to secure cheap air fares at congested
airports. However at congested airports there
are less of these opportunities available, and
air fares can ‘spike’ more steeply, as the date of
travel approaches.
More ‘premium’ tickets
Airlines also respond by dedicating more of
their aircraft capacity to ‘premium’ seats at
congested airports –i.e. more expensive first-
class and business-class seats. More
passengers have to purchase premium seats if
they wish to fly from these airports, and a
reduced
number of economy-class seats are made
available
IMPACTS AIR FARES

10. :
Higher Average
Frequency to Fewer
Destinations
At congested airports, airlines focus on
high-frequency services on high-demand
routes. A subset of passengers will pay
extra for regular and convenient
departure/arrival times. In effect the airline is
enacting the equivalent of airport charges
‘peak pricing’

11. Strategies

12. Optimize the use of the available capacity :
•Balancing the Arrival and Departure Capacity for an aerodrome
•ChangingConfiguration or SectorConfiguration
Negotiatingextra capacity:
•Reviewing the Monitoring values of the sectors or aerodromes
•Reducing the traffic complexity.
•Implementing Holding procedure
•Re-routeing
In the case of aerodromes, by Advancing the traffic that is
capable of departing earlier than originally flight planned

13. strategies for expansion
Airspaceredesignand/or airodromeredsign
Infrastructure developement
ImplementationRegulations
establishing Minimum Departure Intervals between aircraft…

14. Systemic?

15. All components of the industry are directly or indirectly affected
because of capacity or slot allocation :
the consequences of the capacity can limit and block the professional
commitments of others
big impact on cargo area and goods (delivery on time, validity of the
goods , penalty for late delivery,;;

16. Bibliography :
https://trainingzone.eurocontrol.int/
https://www.iata.org/en/publications/standards-manuals/
www.iata.org/wasg.
https://www.oig.dot.gov/sites/default/files/chap3.pdf
https://issuu.com/canso/docs/canso_guide_on_atfm_a-cdm_integration
Worldwide Airport Slot Guidelines (WASG)
HOW AIRPORT CAPACITY IMPACTS AIR FARES (ACI DOCUMENT)

17. DEFINITION OF A LEVEL 1 AIRPORT
is one where the capacity of the airport infrastructure is generally
adequate to meet the demands of airport users at all times.
4.1 DEFINITION OF A LEVEL 2 AIRPORT 4.1.2 A Level 2 airport is
one where there is potential for congestion during some periods of
the day, week, or season, which can be resolved by schedule
adjustments mutually agreed between the airlines and facilitator.