Pooling of spare components between airlines

Kilpi, Jani; Vepsäläinen, A.P.J.

doi:10.1016/j.jairtraman.2003.09.001

Cited by 50 publications

(32 citation statements)

References 8 publications

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“…Moreover, pooling common spare parts between multiple companies operating in the same region is also an alternative to reduce spare parts holding and downtime related costs. Kilpi and Vepsäläinen [153] demonstrate the savings potential of inventory pooling arrangements among various companies in the airline industry. Karsten et al [155] and Karsten and Basten [154] study the cost allocation problem in spare parts pools with multiple companies.…”

Section: State-of-the-artmentioning

confidence: 99%

A survey of maintenance and service logistics management: Classification and research agenda from a maritime sector perspective

Eruguz

Tan

Houtum

2017

Computers & Operations Research

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Section: State-of-the-artmentioning

confidence: 99%

A survey of maintenance and service logistics management: Classification and research agenda from a maritime sector perspective

Eruguz

Tan

Houtum

2017

Computers & Operations Research

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“…In contrast, larger airline operators prefer to retain a presence in this field [8]. The advantage of this choice is that legacy carriers can compensate for the varying passenger volumes by offering MRO-type services to other airlines [15].…”

Section: Classification Of the Mro Industry Based On Organizational Smentioning

confidence: 99%

State-of-the-art of ‘Lean’ in the aviation maintenance, repair, and overhaul industry

Ayeni

Baines

Lightfoot

et al. 2011

Proceedings of the Institution of Mechanical Engineers, Part B:

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The increasing need for maintenance, repair, and overhaul (MRO) organizations to meet customers' demands in quality and reduced lead times is key to its survival within the aviation industry. Furthermore, with the unpredictability in the global market and difficulties with forecasting characteristic of the MRO industry there is an increased need for the reevaluation of the operation models of organizations within this sector. However, severe economic turmoil and ever-increasing global competition introduce the opportunity for the adoption of a resilient, tried, and tested business operation model such as 'Lean'. In order to understand this concept, its long-term viability, and its application within the aerospace MRO sector fully, this paper presents the state-of-the-art in terms of the adoption of Lean within the MRO industry by carrying out a systematic review of the literature. This paper establishes the common perception of Lean by the MRO industry and the measurable progress that has been made on the subject. Some issues and challenges are also highlighted including the misconceptions that arise from the direct transference of the perception of Lean from other industrial sectors into the aerospace MRO industry. The 'enablers and inhibitors' of Lean within the aviation industry are also discussed. This paper exposes the scarcity of the literature and the general lagging behind of the industry to the adoption of the Lean paradigm and thus highlights areas where further research is required.

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“…[4] In the broadest sense, alliances involve collaboration between two or more businesses that retain their autonomy during their relationship [5]. In the global airline industry there are many different types of alliances: asset pools [6,7], blocked-space, revenue sharing and "wet-lease" agreements [8], code-share agreements [9,10], cost-sharing ventures [7,11], equity investments [7,12], feeder agreements [7,13,14], interline pro-rate agreements [15], marketing alliances [7,9,16], and joint ventures [7,9]. The focus of the present study is on the latter strategic option.…”

Section: Introductionmentioning

confidence: 99%

Capturing and Delivering Value in the Trans-Atlantic Air Travel Market: The Case of the Air France-KLM, Delta Air Lines, and Virgin Atlantic Airways Strategic Joint Venture

Baxter

2019

MAD

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<p class="keywords">This paper presents a case study of the Air France-KLM, Delta Air Lines, and Virgin Atlantic transatlantic joint venture, one of the world’s largest strategic passenger joint ventures. The study used a qualitative research approach. The data gathered for the study was examined by document analysis. The strategic analysis of the joint venture was based on the use of Porter’s Five Forces Model. The study found that the joint venture has evolved over time through the addition of KLM Royal Dutch Airlines, Alitalia, and Virgin Atlantic Airways to the original joint venture between Air France and Delta Air Lines. The joint venture has provided significant synergistic benefits to the partners and has allowed the partners to access new markets and to participate in the evolution of the transatlantic air travel market, one of the world’s major air travel markets. The joint venture has also enabled the venture partners to enhance their competitive position through strengthened service offerings, a comprehensive route network that offers customers a high level of connectivity, and greater flight frequencies within their own route networks, all of which creates value for the partners. A limitation of the study was that the annual revenue, revenue passenger kilometres performed, or passenger load factors data was not available. It was, therefore, not possible to analyze the business performance of the joint venture.</p>

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Pooling of spare components between airlines

Cited by 50 publications

References 8 publications

A survey of maintenance and service logistics management: Classification and research agenda from a maritime sector perspective

A survey of maintenance and service logistics management: Classification and research agenda from a maritime sector perspective

State-of-the-art of ‘Lean’ in the aviation maintenance, repair, and overhaul industry

Capturing and Delivering Value in the Trans-Atlantic Air Travel Market: The Case of the Air France-KLM, Delta Air Lines, and Virgin Atlantic Airways Strategic Joint Venture

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