Airport Performance Measurement
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1 Airport Performance Measurement
2 Agenda Airport Characteristics Airport Key Performance Indicators
3 The Airport System Approach Departure Runway Taxiway Apron Gate Pier Arrival concourse Passenger & baggage reclaim Aircraft Catering Mail Cargo processing Runway Taxiway Apron Gate Pier Departure concourse Passenger & baggage processing Airside Landside Ground transportation and parking Adapted from Ashford, Stanton, Moore: Airport Operations
4 US Airport Ownership Total US airports 18,345 Open to public 5,357 Closed to public 12,988 Privately owned 1,191 Publicly owned 4,166
5 Airport Stakeholders Airport Users Administrative Outside entities Passengers Management Individuals living nearby Airlines Owners (public and private) Cargo operators Regulators Other business partners (e.g. concessionaries)
6 Agenda Airport Characteristics Airport Key Performance Indicators
7 Characteristics of Profiled Airports Profile of six airports: San Francisco area: OAK-SJC-SFO Located within 34 mile drive of each other Metro DC area: BWI-DCA-IAD Located within 57 mile drive of each other Enplanements (million) Passenger Enplanements and Runways SFO IAD BWI DCA OAK SJC Runways Enplanements (2005) Runways Total Precipitation (mm) Total Precipitation Washington San Francisco J F M A M J J A S O N D Snow (cm) Washington Snow San Francisco J F M A M J J A S O N D Sources: FAA, Airport websites, The Weather Network
8 Passenger-Oriented Airport Key Performance Indicators Percentage flights delayed Uncontrollable: Weather, traffic volume Controllable: Efficiency of airport operations (e.g. ramp service) Airport Users Passengers Airlines Cargo operators Administrative Management Owners (public and private) Regulators Outside entities Individuals living nearby Connecting times Uncontrollable: Airline schedules Other business partners Controllable: Physical organization of airport, efficiency of handling operations (e.g. baggage transfer times, security screening efficiency, etc.) Wait times at check-in, security, immigration Uncontrollable: Peakness of airline schedules Controllable: Efficiency of airport operations Baggage delivery (timeliness, lost bags) Uncontrollable: Airline schedules Controllable: Efficiency of baggage handling operations
9 Flight Arrival Status (Sept 06) Flights Arriving On Time Extreme Weather Percentage of Arriving Flights 86.00% 84.00% 82.00% 80.00% 78.00% 76.00% 74.00% 72.00% 70.00% Central California Metro DC OAK SJC SFO BWI DCA IAD Percentage of Arriving Flights Delayed 1.20% 1.00% 0.80% 0.60% 0.40% 0.20% 0.00% OAK SJC SFO BWI DCA IAD On-time: Arrival within 15 minutes of schedule Extreme weather delay: Significant meteorological conditions (actual or forecast) that, in the judgment of the carrier, delays or prevents the operation of a flight (e.g. tornado, blizzard, hurricane, etc.) Source: Bureau Of Transportation Statistics Airline Service Quality Performance
10 Flight Arrival Status (Sept 06) NAS Delay Air Carrier Delay Percentage of Arriving Flights Delayed 10.00% 9.00% 8.00% 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% OAK SJC SFO BWI DCA IAD Percentage of Arriving Flights Delayed 7.00% 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% OAK SJC SFO BWI DCA IAD NAS delays: Delays and cancellations attributable to the national airspace system that refer to a broad set of conditions nonextreme weather conditions, airport operations, heavy traffic volume, air traffic control, etc. Air carrier delay: The delay was due to circumstances within the airline's control (e.g. maintenance or crew problems, aircraft cleaning, baggage loading, fueling, etc.) Source: Bureau Of Transportation Statistics Airline Service Quality Performance
11 Passenger-Oriented Airport Key Performance Indicators Percentage flights delayed Uncontrollable: Weather, traffic volume Controllable: Efficiency of airport operations (e.g. ramp service) Airport Users Passengers Airlines Cargo operators Administrative Management Owners (public and private) Regulators Outside entities Individuals living nearby Connecting times Uncontrollable: Airline schedules Other business partners Controllable: Physical organization of airport, efficiency of handling operations (e.g. baggage transfer times, security screening efficiency, etc.) Wait times at check-in, security, immigration Uncontrollable: Peakness of airline schedules Controllable: Efficiency of airport operations Baggage delivery (timeliness, lost bags) Uncontrollable: Airline schedules Controllable: Efficiency of baggage handling operations
12 Airport Security Wait Times Average Wait Time (Monday 7 am) Wait Time (min) OAK SJC SFO BWI DCA IAD Source: TSA
13 Passenger-Oriented Airport Key Performance Indicators Percentage flights delayed Uncontrollable: Weather, traffic volume Controllable: Efficiency of airport operations (e.g. ramp service) Airport Users Passengers Airlines Cargo operators Administrative Management Owners (public and private) Regulators Outside entities Individuals living nearby Connecting times Uncontrollable: Airline schedules Other business partners Controllable: Physical organization of airport, efficiency of handling operations (e.g. baggage transfer times, security screening efficiency, etc.) Wait times at check-in, security, immigration Uncontrollable: Peakness of airline schedules Controllable: Efficiency of airport operations Baggage delivery (timeliness, lost bags) Uncontrollable: Airline schedules Controllable: Efficiency of baggage handling operations
14 Baggage Handling Effectiveness Baggage Handling by Airline Mishandled bags per 1000 passengers Hawaiian Jetblue Continental Aloha AirTran Northwest Frontier ATA Southwest American Alaska United ExpressJet US Air Delta Mesa Skywest American Eagle Comair Atlantic Southeast September 2006 Source: US DOT
15 Airport Management-Oriented Key Performance Indicators Cost/passenger -- Cost/ton of cargo -- Cost/WLU Uncontrollable: Fixed asset depreciation costs Controllable: Labor rates, labor efficiency, number of passengers/amount of cargo Airport Users Passengers Airlines Cargo operators Administrative Management Owners (public and private) Regulators Outside entities Individuals living nearby Labor cost/aircraft movement Controllable: Labor rates, labor efficiency, number of aircraft movements Other business partners Aircraft movements per runway Uncontrollable: Number of runways, weather Controllable: Overall number of aircraft movements Minimum connecting times Uncontrollable: Airline schedules Controllable: Physical organization of airport, efficiency of handling operations (e.g. baggage transfer times, security screening efficiency, etc.)
16 Operating Expense Per WLU Operating Expense/Enplaned WLU (2005) Operating Expense/WLU $18 $16 $14 $12 $10 $8 $6 $4 $2 $0 OAK SJC SFO BWI DCA IAD 1 Work Load Unit = 1 passenger or 100 kg of cargo Operating expense = Cost for staff, communications and utilities, supplies and materials, repairs and maintenance, contractual services etc. Excludes depreciation. Sources: FAA, Airport websites
17 Airport Owner Key Performance Indicators Cost/passenger -- Cost/ton of cargo -- Cost/WLU Uncontrollable: Fixed asset depreciation costs Controllable: Labor rates, labor efficiency, number of passengers and amount of cargo Airport Users Passengers Airlines Cargo operators Administrative Management Owners (public and private) Regulators Outside entities Individuals living nearby Landing fee revenue/aircraft movement Emissions/aircraft movement Other business partners
18 Aircraft Landing Fees E.g. at IAD Landing fee: $3.32 / 1000 lb B747 landing weight: Approx. 400,000 lb Total fee: $1,328 Source: Air Transportation Research Society 2006 Airport Benchmarking Report
19 Affected Individual Airport Key Performance Indicators Number of noise level infringements Emissions/aircraft movement Proportion of passengers using public transport Airport Users Passengers Airlines Cargo operators Administrative Management Owners (public and private) Regulators Outside entities Individuals living nearby Other business partners
20 Summary A variety of KPIs can be tracked, but which KPIs are important and which direction is desirable varies by which perspective one takes Some KPIs can be optimized locally, but such an optimization can lead to a sub-optimal point at the global (organizational) level KPIs are impacted both by controllable and uncontrollable factors. In a comparison, one needs to adjust for the uncontrollable factors in order to determine how to optimize the controllable factors
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