insight
aviation innovation news vol.3
Booming Markets ‌ Booming Savings Further Topics Page 5: Seven best reasons to manage fuel using airpas Page 8: Airline Boom in the Middle East
aviation innovation news | Editorial
Executive Overview
2006 was an extremely busy year in the world of aviation, and with such close connections to the industry our company has made huge strategic advances around the world. Towards the end of the year two more European airlines contracting to implement the airpas software solution, TNT Worldwide and Air Berlin plus its subsidiaries. In Mexico, we gained an order for a new concept called ‘Airpas for Airports’ and we have succeeded in establishing a strong tri-party relationship between politicians in Lower Saxony (Germany) and Mexico together with Hanover airport, with the aim to improve route networks between the regions in the future. The US market has been a strong focus of ours, and we are very optimistic that we will soon have some key customers in this region which will keep our Los Angeles office very busy. The Middle East provides an excellent example for the dramatic changes in the aviation industry. New low cost carriers are starting up in many locations, and the legacy carriers have impressive and very ambitious growth plans. Airpas has got the perfect products and services that will support airlines to face the increasingly strong competition in the region. For this reason we have founded our latest subsidiary based in Abu Dhabi acting as a highly experienced partner for the airlines in the Middle East.
Our close contact and relationship with IATA has ensured a wider and stronger brand recognition for Airpas and new market penetration has so far been very successful. In addition, we have created a new product and brand called ASSISTIM, an application and service specifically tailored to smaller airlines who are concerned about capital outlay. Our experienced and highly trained staff are the backbone of the company, and we anticipate that staffing levels will grow more than 20% in 2007 as we continue to take more clients into our portfolio. This 3rd issue of our Insight magazine will provide you with case studies, discussion topics, and awareness of our products and services that you did not have before, so I invite you to read on and join us in the world of Airpas Aviation AG.
Gerd Pontius, Executive Director
aviation innovation news | 1: Content insight vol. 3
Content
Air Berlin, Germany Arkefly, The Netherlands Condor, Germany Jetair, Belgium
From Cost to Quality
2: … 4:
Fuel Management 7 best reasons for using airpas
5:
Por fin le cayo el veinte! Mexico Market Developments
6: /7:
Airline Boom in the Middle East Airpas Meets Arabian Visions
8:/9:
»We count on Airpas« Air Berlin decides in favour of airpas solution
10:
Are you SMART?
11: … 14:
»Airpas is here to stay« Managing Costs Under a Mixed Business Model
15:
Press cuttings
16:
Jet4You, Marocco LTU, Germany SunExpress, Turkey Thomas Cook, Belgium Thomsonfly, UK TNT Express, UK TUIfly, Germany TUIfly Nordic, Sweden
aviation innovation news | 2: From Cost to Quality
From Cost to Quality by Reinhold Heinz, Condor
1. 2.
1st year
3.
INVOICE CHECKING: Improved costs from an increased number of rejected supplier invoices (QUICK WIN) PERSONNEL: Reduced headcount in the invoice checking area (Ongoing) PERSONNEL: Reduced headcount in the accounts payable area (Ongoing)
2nd year
1.
PERSONNEL: Further reduced costs and headcounts from more efficient invoice checking processes (Ongoing)
2.
NEGOTIATIONS : Reduced supplier contract costs through the use of airpas information during negotiations (Ongoing)
3rd year
1.
PERSONNEL: Reduced headcount due to centralisation of contract management and invoice processing (Ongoing)
2.
QUALITY: Inclusion of staff in the new efficient processes raises the general quality (Ongoing)
aviation innovation news | 3: From Cost to Quality
“The core focus for any airline should be its flying activities, and not the back office processes, which should always remain simply as a support function” said Reinhold Heinz, Director of Accounting for Condor. Consistent with this view, in 2003 Condor looked for a software supplier who could offer an innovative solution that would optimise and integrate the processes within the areas of finance and accounting and that would enable costs savings to be achieved. “Following a 3 month market analysis we decided for the company Airpas Aviation AG. The strength of Airpas AG was clear – it provides a software solution specifically designed and purposely built for airlines and it has a history with clients that truly demonstrates the opportunities for cost savings.” “After three years using the airpas system, we can now see how the benefits have increased as time goes on and we have expanded the way we use the software” reports Reinhold Heinz. The following three examples explain how Condor have successfully expanded the use of airpas to deliver more and more business benefits. Automatic Invoice Checking – Millions in Savings “After only the first year of using airpas we saved 2.6 million Euros! This was possible due to the contract management system in airpas, which is linked with quantitative data from our source systems. Detailed level calculations within the airpas core ensures that there is accurate line by line automatic
checking of supplier invoices against the expected charges. The airpas system filters those lines of deviation and highlights them, providing a fast and efficient invoice checking process and uncovering incorrectly invoiced amounts which we would undoubtedly have paid to suppliers without airpas. This has not only allowed us to easily recover the initial costs of the system over a short term, but we have also streamlined our processes. Our suppliers are now aware that we can uncover incorrect charges and as a consequence the quality from our suppliers has improved substantially. We improve our cost base for the longterm and achieve continuous quality improvement.” Supplier Comparisons and Stronger Negotiations “In the past we did not have a chance to examine performance quality and flexibility of our suppliers on the basis of the actual costs. Today, our procurement managers do not enter into negotiations without airpas reports and we would never have anticipated that our negotiation success would be led by such a system. Condor can now create instantaneous cost comparisons between suppliers who dictate complicated contracts, in order to optimise cost predictions from a given flight programme or even alternative flight programmes. Now our buyers have the possibility of comparing the suppliers competitiveness on the basis of validated figures, and then selecting the best result in each case. Competition animates the business. We really forced our suppliers to wake up, taking them completely by surprise” smiles Reinhold Heinz. “And the success … improved contracts, more efficient processes, and a much higher customer focus”.
Central Control – Localised Use: Processes Shifting With other enterprises the trend goes towards the outsourcing of whole process units, but Condor decided to move in the opposite direction. Reinhold Heinz is convinced that the cost of outsourcing is unnecessary with airpas. “We delivered the cost saving through insourcing. The comprehensive use of a best practice system like airpas has allowed us to achieve automation across all process steps, even between outstations and head office – and at all times we are in control. Our usage stretches across negotiations, strategic decision making and controlling. We keep a close watch on flight related activities and this knowledge makes Condor very successful. Our staff are motivated by improved processes and better technology. The local representatives in each of the target countries (Spain, Caribbean, USA etc.) act independently and are solely re-sponsible for managing the suppliers. This includes the invoice processing in airpas, and challenging the suppliers with data from airpas results in a much stronger local relationship between the internally responsible staff and the suppliers. In addition, it helps provide clarity and accountability for the tasks of the local representatives. Responsibility is good – control is better. airpas is an integrated system with only one central database accessible across the web, so local ownership but central control in Frankfurt is easy and productive. With this shift towards local activities and responsibility Condor have increased co-worker
aviation innovation news | 4: From Cost to Quality
The New World With airpas satisfaction and cooperation and saves Euro 150k annually on personnel costs. And the result? “Using airpas we have now got much more time to focus on our core activity – aviation” said Reinhold Heinz, and with a cheeky laugh stated “and our results during the last years speak for themselves”.
Invoicing errors caused by suppliers
45%
11%
10%
8%
3%
3%
2%
1,5%
0,5%
Only 15%
Incorrect volume for “charge drivers” Incorrect arrival-, take-off-, block-on/off- or parking time Other reasons Service charged more than once Incorrect exchange rate Service not delivered Incorrect aircraft type Service not ordered or agreed upon Flight schedule totally wrong
Wrong tariff or rate This is the main factor checked by airlines who operate manual processes or who use older legacy systems. These airlines miss up to 85% of supplier errors.
aviation innovation news | 5: Key Reasons for Airpas as a Fuel Management System
Best Reasons to Manage Fuel Using airpas
1.
Centralised contract management with global access via the web
2.
Faster, more efficient and accurate processes for matching supplier invoices – against ACTUAL contracts
3.
Improved checks and faster payments to suppliers using established electronic interfaces (EDI) with suppliers
4.
Integrated planning and risk management
5.
Simulation of fuel market developments and their impact on route profitability
6.
Decision support system for predicting and hedging fuel volumes and associated currencies
7.
On-line management information tools to evaluate the cost of alternative suppliers before contracting volumes
fuel
aviation innovation news | 6: Mexico Market Developments
Por fin le cayo el veinte! by Lic. Victor Mata, Puebla
aviation innovation news | 7: Mexico Market Developments
“I am enthusiastic about the portfolio solution of Airpas Aviation AG, and I am proud that we could be the first principal of the airpas solution in Puebla Mexico during 2006”, said Lic. Victor Mata, former director of the Airport International Puebla (AIP). “The airpas solution fits perfectly with the objectives of the Airport Puebla, and we have an ambitious target for growth. We would like to develop our traffic routes towards intercontinental and domestic flights to compete with Mexico City Airport.” Mexico and Puebla have an impressive growth record as a destination for tourists and business travellers: • In 2005, 102.5 million international tourists visited Mexico. The average growth rate reached 5.1% in the last three years. • Airport Puebla has also achieved a large growth in recent years, with a 190% increase in passengers volumes over 4 years. In the same period, Cargo volumes have increased by 150% and Airport Puebla want to follow this direction for growth. • Puebla is Mexico’s 4th largest city with a State population of 5.2 million and a City population of 2.3 million. The Puebla market generates 1.3 million passengers per year, of which 15% are international. • Puebla has a strong strategic location with excellent ground and air connections. Airports and commercial fees are 10% cheaper than the over crowded Mexico City Airport. During recent years the airport has talked to more than 40 national and international airline companies, offering them its excellent services and great location for stop-overs for North and South America flights.
“And this is exactly where the airpas system plays a part. We intend to mutually offer the airpas system as a service to the airlines which fly from Puebla. Through its innovation (namely the integrated nature for transparency, and the improved efficiency and cost savings), airpas hits exactly the nerve of the booming airline industry in Mexico. We need airpas in order to support the competitiveness and for the growth of our airlines. Here we can learn from a system and from a company which is already established and tested within Europe by successful airlines such as TUI-Airlines, Thomas Cook-Airlines and Air Berlin.” “Aside from the labour costs and the fuel, the airport charges are the next highest focus of costs for airlines. Contracts with airports are extensive and comprehensive, and combine data such as flight plans and flight logs for the basis of issuing an invoice.” “In co-operation with Airport Hanover, during 2006 we commissioned an analysis of the airpas for airports idea.The target of the analysis was to evaluate the processes between airlines and airports and to compile the proposal for an integrated system “airpas4airports”. This system would enable an automatic invoice exchange between airline and airport. As an integrated system the airport can use the same database for the planning of services, for the forecasting of costs and profits, and for future scenarios and for finance controlling. This system would be a novelty in Mexico and for Puebla a USP, that is until other Mexican airports purchase the system. Through the adoption of the airpas solution in Puebla, we estimate a 2% enhancement of the airplane booking and an enhancement of 40% of the flights from the Airport Puebla. As a leading customer we would support Airpas Aviation with the marketing of the airpas solution in Mexico.” Puebla is a Mexican federal state with a lot of German companies like VW de Mexico. In the event of successful market entry, Airpas Aviation plans a firm foundation with its solution portfolio in Mexico. “We certainly would appreciate it very much if Airpas offered the consulting expertise as well as the marketing of solutions for the whole American market straight out of Puebla, and we hope for an “Airpas Mexico” subsidiary or office very soon.”
aviation innovation news | 8: Airline Boom in the Middle East – Airpas is present
Airpas Meets Arabian Visions Arabia is a growing market which can hardly be beaten in its dynamic. If you include India, no region of the world currently enjoys a comparable boom. Not only the futuristic looking skyscrapers are growing to the sky in states like Saudi Arabia, United Arab Emirates or Qatar. In the aviation business a development has just begun which will effectively change the regional and worldwide airline industry. Within one flying hour radius of Dubai there are now many established airports which between them have a planned traffic volume of half a billion passengers. The established line carrier has a 3 figure order for new aircraft, and numerous investors are waiting at the start line to compete for the new license for a low cost carrier. From the beginning of 2007 Airpas is also represented in Arabia. The newly founded office based in Abu Dhabi now offers the whole spectrum of the software and consulting service in The Middle East and has already turned Airpas into a leading consulting partner for Airlines in Europe. Torsten Hohe is the new director of Airpas Middle East responsible for the markets of The Middle East and India. He mentions the reasons for the Airpas engagement in Abu Dhabi, “Thanks to the extensive experience in the aviation sector, Airpas and its parent company can offer locally and urgently nee-
ded support, solutions, competencies, and services, which do not currently exist here. Abu Dhabi is the perfect place due to the central location and the wishes of our local partners”. Aside from the airpas software, for which much attention and interest has been presented by the Arabic airlines, Airpas Middle East will offer consulting in the fields of low cost strategies, revenue management and cost controlling. The dynamic and developed segment of Low Budget Carriers in The Middle East creates the specific demand for a considerable need for aviation consulting. We are on the brink of a booming market with more than 25 million expatriats in The Middle East, an intensive growth in tourist traffic predicted within Arabia and India, as well as the growing disposition of the government to issue new licensing to new airlines. The experience of Airpas in the strategy, creation, and support of low cost airlines, as well as the airpas system for commercial management of flight performance and flight costs will contribute enormously, leading the plans of the airlines to success. Torsten Hohe expresses it: “Our Arabian partners have the vision, we have the experience and the tools to convert this vision into reality.”
aviation innovation news | 10: Air Berlin
“We count on Airpas” Air Berlin decides in favour of “airpas solution” as their management system for controlling and finance
After only a 3 month implementation period Air Berlin has introduced the management system for finance and cost control, airpas. In the future airpas will be implemented for both Air Berlin and its 100% subsidiary DBA. “The airpas system will offer high process related benefits and cost transparency as well as better flexibility,” says Claus Glüsing, Director Controlling of Air Berlin. “As a public company listed on the stock exchange we are sure that our airpas investment will be realized economically in a very short timeframe.”
“We had ambitious goals and our target was to introduce a cost management system like airpas into Germany’s largest Low-CostAirline and benefit within a very short time period. The functionality of airpas not only provides efficient data maintenance and financial simulation to the world of Air Berlin buts also helps us to integrate our internal processes” says Claus Glüsing. The extensive and constructive support from the Airpas team in project management and local support was a major help to us. Likewise the Airpas knowledge of the overall airline processes and the professional approach to consultation convinced us that the solution was right for us. It now allows the strong standard functionality of airpas to be further tailored towards low cost carriers – a win-win situation for both parties.
Copyright Flughafen Düsseldorf, Pressestelle.
“Our project team Air Berlin can rely on Airpas in every regard,” says Claus Glüsing. We are looking forward to our future co-operation. We count on Airpas!
aviation innovation news | 11: Increasing Shareholder Value in the face of Difficult Trading Conditions
Are you SMART? Imagine your operations are heavily impacted by bad weather. Several aircraft have been grounded, passengers stranded, and flights delayed. Firstly accommodation, then compensation will be in the forefront of the minds of the stranded passengers as they challenge airport handlers for answers. The ground handling staff struggle to deal with all the ensuing complexity and instead of the smell of hot food and duty free perfumes, the airports have a strong smell of chaos and anxiety. Crew require emergency hotel accommodation as they fall outside of operational hours and are stranded downstream. Flights circle above, waiting for a landing slot and burning more and more fuel. While the crew hand out complementary drinks and snacks to nervous passengers, the captain announces “Ladies and gentlemen, we have now been allocated a slot, please fasten your safety belts and prepare for landing”. As passengers breathe a sigh of relief, the crew prepare for landing and the aircraft rumbles to its allocated gate for disembarking and a technical check. On the other side of the world, a security scare results in a diverted flight, as a drunken passenger threatens the crew, and a bird strike has damaged the only long haul aircraft you have available for the next 2 days. Which airline has not experienced the above scenario at some point? For most airlines it
is simply a normal day in operations. Dealing with the complexity is challenging, but strong communication channels, strict procedures supported by the good operational systems and experienced staff will help manage the situation very well. And as the operation settles back to normal the team breathes a sigh of relief much like the passengers and then the real fallout begins! The negative press, customer relations issues, incomplete paperwork from ground handling staff, inaccurate journey logs, and supplier ‘adjustments’. And the cost impact! Oh yes! The costs … The finance team have been assessing the damage to the shareholders. Delays, compensation, free catering, double handling charges, additional fuel burns, additional crew hours and accommodation, emergency landing fees and more. There are always winners and losers in highly competitive industries and markets, but within the aviation world there is now a third group – the ‘SMARTs’. SMARTs are those airlines that have recognised that complex operations require not just a safety belt on board, but also one to control finances. Superior to the winners (who may be operating old, in house built, expensively maintained systems), SMARTs have a system that is specifically designed to deliver greater shareholder protection no matter how complex the operational difficulties become.
The secret weapon of SMARTs is the software application ‘airpas’, the only system that provides an integrated solution for the management of all direct operational costs and that can manage regular and large volume operational disruption within its standard functionality. Landing Fees … Handling Charges … Passenger Compensation … Fuel Burn … Crew Costs … Catering on Board … Overflight Charges … Ad hoc flights … Technical Costs … and so on … “No other Flight Profitability system reaches out and touches the operational activities so closely and in so many areas.”
Do the SMART test! >
aviation innovation news | 12: Increasing Shareholder Value in the face of Difficult Trading Conditions
rV al u e
1.4%
de
Euro
eh
ol
1.600.000
Sh
ar
1.400.000 1.200.000 1.000.000
Rang
e
p im f o
v ro
ed
800.000 600.000
0.3%
400.000 200.000 0. Direct Operating Cost Base 100.000.000 150.000.000 250.000.000 350.000.000 500.000.000 Annual Cost Savings
289.000
427.000
704.000
980.000
1.393.000
The chart illustrates the savings achievable by SMART airlines at different levels of cost base. For example, an airline with a direct operating cost base of Euro 350m per annum should achieve savings of approximately Euro 1.4m per annum after implementing airpas. The increased shareholder value will depend on the scale of functionality implemented, but will range between 0.3% and 1.4%, a significant improvement for such a small investment.
aviation innovation news | 13: Increasing Shareholder Value in the face of Difficult Trading Conditions
Do the SMART test! Choose the option that best fits your airline situation in relation to management of your direct operating costs.
6. Budgeting & Reporting Cycles
1. Processes
Manual
b
Semi-automated
c
Fully automated
a
Long (more than six weeks)
a
No system
b
Mid (four–six weeks)
b
System covers some DOCs
c
Shor t (less than three weeks)
c
System covers all DOCs
2. System Scope
3. System in Use 5. Spreadsheet Use
a
High
b
Medium
c
Low 4. Labor Intensity a
7. Accuracy Levels
a
a
Low
b
Medium
c
High
8. Reaction speeds for operational changes
a
Slow
b
Medium
c
Fast
a
No system
b
Ageing, in-house built system
c
State of the art, industry standard, software from Airpas
a
Not applicable
b
Par tly – usually spreadsheet
c
Fully – Oracle Discovereer (MIS)
High
b
Medium
c
Low
10. Integrated reporting
10. Simulation across a variety of programmes and suppliers
a
Impossible
b
Difficult
c
Simple
Mainly A’s: Mainly B’s: Mainly C’s: Scoring
Airline is LOSING between 0.3% - 1.4% in shareholder value per year Airline is winning NO additional shareholder value, only standing still Airline is IMPROVING shareholder value by between 0.3% - 1.4%
aviation innovation news | 14: Increasing Shareholder Value in the face of Difficult Trading Conditions
Integration within 3 areas “Airpas supports airlines wishing to generate additional shareholder value by fully integrating alongside existing operational, scheduling, and financial systems”
Integrated solution: Contract management – all supplier contracts are entered, stored, and maintained electronically. Integrated reporting tools such as Oracle Discoverer allows for easy tracking of all service related contracts across time / supplier group / and cost group. Controlling – Budgets and forecasts are based on actual contracts, but with future prediction factors built into the calculations eg. Supplier A’s current contract should include an inflation factor of +3% per annum for the next 2 years in order to calculate budgeted costs. Conclusion: Invoice Checking – Electronic data interchanges (EDI) with suppliers allows for automated invoice checking at a very detailed level. Speed of processing is increased, labour intensity is reduced, and accuracy greatly improves.
System Integration: Airpas fully integrates with operational systems to extract data such as fuel burns, passenger volumes, payloads, meal packages, block and flight times, and much more. This data is stored within the system to facilitate management information and reporting across all time bands and different management levels.
Process Integration: Integrated processes support long range planning through to production of actual results. Reporting is via standard solutions, and cost tracking can be carried out at a detailed level, by flight, by tail number, by day (month, year). Imagine tracking aircraft or programme profitability across time using a single reporting tool and within minutes.
Route Planing
Time 0
Budgeting
Forecasting
Actuals/Accruals
Time r
Let’s return to the initial scenario. The SMART airlines will have easily re-calculated costs following such operational disruptions, and with some ease. 24 hours later, the Executive Directors are receiving the information that the operational difficulties will result in a hit to the cost base of Euro 0.8m, analysed across all cost groups. In addition, the disruption to the flights schedule is predicted to cost a further Euro 0.4m over the next week whilst the aircraft are repositioned and the programme settles back to normal. Immediate remedial action is taken to improve operations in the areas most affected by higher costs, and next time the SMART airline is even better prepared, avoiding the same impacts in future. In the board room, the CEO sits back into his seat with his financial safety belt firmly across his waist and announces “now we can truly relax, lower our landing gear, and let airpas guide our financial results safely into land”. What a SMART guy …
aviation innovation news | 15: Managing Costs Under a Mixed Business Model
“Airpas is here to stay!” Very soon the operational business activities grew closer together and the Britannia brand became obsolete. This identified an opportunity to move onto one airpas client for cost management, which would further deliver synergies in the areas of contract management, invoice checking, and systems administration.
During 2004 the UK Charter Airline, formerly known as Britannia Airways, introduced a new low cost airline under the brand Thomsonfly.The business (part of TUI Airlines) had soon established what it calls a “Mixed Model” for its flying operations. Combined with a re-branding exercise to bring its charter and low cost models under the one brand of Thomsonfly, managers were presented with a whole new set of challenges for controlling direct operating costs and for managing back office operations. John Oglesby, Project Manager and Route Costing Manager during this time commented, “we had been successfully using airpas for our charter flights since 2002, but we made the decision to introduce a second airpas client to manage the new low cost airline, with separate interfaces to our operational systems and distinct systems processes. The objective was to ensure we could easily distinguish and monitor the costs of the two business units separately, but with the aim to integrate at least some of our processes. This concept seemed to be easily supported by airpas.”
“The airpas system offered much flexibility, such as the ability to add in or take out certain modules of functionality in order to support the different operational styles. For example, it allowed for the management of different passenger tax calculations and the ability to manage different cost structures within a single client database, two key requirements for managing both the traditional and low cost models side by side.” Thomsonfly quickly established that integrating their two clients would deliver further benefits including the opportunity to clean up and archive their historic data, and to build-in new assumptions when forecasting future flight costs. For example, incremental factors were introduced into fuel burn data to reflect the age of their fleet. “The challenges we faced were daunting, with too many unknowns. Would the interfaces between airpas and the operational and financial systems still work? There was such a large volume of data we were concerned about the scale of the migration, and in addition, how would we identify any corrupt data?” commented John. “Good planning and close support from the
Airpas team did the trick. Jointly we evaluated the data for migration and for each data group we agreed whether a manual load or an automated load was best. The Airpas technical staff were really impressive, and problems during the merge were almost non existent. A great job!” 12 months after the merge of the business units we asked what their impression was now? “Our new, streamlined processes bedded in very quickly, and our suppliers now send in one invoice for all our flights operating under the mixed model – a real efficiency. Our headcount has been reduced as a result, and future airline growth will not be an issue for us – we simply bolt on additional aircraft but retain all the processing efficiencies delivered by airpas” commented Deborah Piper, Head of Invoicing. “Electronic Invoicing (EDI) is now well established with most of our big suppliers – especially for fuel charges. We are now the ones pushing the remaining suppliers to move to electronic processes instead of the other way round.” “There is no doubt that the airpas system is truly flexible in the way it can evolve with new business models and how it can integrate with other systems as they themselves are developed” said John. “Airpas is here to stay!”
aviation innovation news | 16: Press cuttings
… The German company Airpas Aviation plans incursion in Mexico. Airpas has the objective to provide a software solution that meets the needs of airports and airlines, and the innovation is that it delivers a fully integrated system to its customers. The German company Airpas Aviation which is located in Braunschweig has stated its objective to open a Mexico branch in the future, in order to offer its software and specialised services to the aviation industry in the region. The Director of Commercial Relations, Susanne Bellin, has said that Airpas Aviation has already signed the contract with the International Airport of the central Mexican state Puebla to develop and instigate the necessary processes for the new services in the region and with the support of Hanover Airport. “Currently the airlines and the airports calculate flight related costs with either a variety of software or with no software at all (manually). For such diverse operations airlines have duplicate data held in many systems and a large number of personnel to coordinate all this data”, explained the director of commercial relations. “Our system holds all data centrally within the system, including contract data and financial calculations of alternative flying programmes. Financial information relating to all direct operating costs are calculated together within one integrated system, supporting the processes of budgeting, forecasting, scenario evaluation, and invoice checking”. Bellin indicated that: “They include all contracts with suppliers of an airline or airport.” … The establishment of Airpas Aviation in the region will bring more attention of European networks to the Mexican market, and the company is working closely with the officials from the state of Lower Saxony in Germany in order to strengthen the relationship between the Europe and Mexico. Airpas Aviation confirms its participation at the commercial fair AeroExpo which will take place from 24th to 26th of May in the capital of Mexico.
… Air Berlin adopts a new system for controlling Air Berlin switches to a new finance management system, airpas, after a three month trial period. This is an important development for the owners of the Airpas management system for costs and revenues. Following Air Berlin, which is one of the largest German Carriers, Airpas will increase their focus towards other low cost airlines. Air Berlin and its subsidiary DBA are going to introduce the airpas system in the field of controlling and procurement for flight related costs and for activities such as fuel, airport fees and catering. The whole contract management and the electronic accounting interfaces (EDI) with airports, authorities, suppliers and customers can be handled with the help of the software. At the moment Airpas have 16 customers from the Airline sector, including TUI Airlines and Condor.
… as aviation and tourism experts, Airpas Aviation AG brings the software airpas for airlines into the worldwide market. … Airpas currently has 16 airline customers and 6 offices within Europe, America, The Middle East, and Asia and is at present the global leader for the DOC management solutions. With Air Berlin, Airpas has won the biggest German low cost carrier as a customer to add to its existing customers and traditional carriers of TUI and Condor. The expansion of the airpas system in direction of the low cost customer leads to the successful rounding off the airpas product.
Profitability Accounting Solutions – simply verifying software
www.airpas.com team@airpas.com
Registered office: Airpas Aviation AG | Theodor-Heuss-Straße 2 | D-38122 Braunschweig, Germany phone +49(0)531-8852-9100| fax +49(0)531-8852-9500 Branch Singapore: Airpas Aviation | Marina House | 70 Shenton Way 19-02 | Singapore 079118 phone +65 6226 2705 | fax +65 6224 8762 Branch London: Airpas Aviation | Abbey House | 450 Bath Road | Longford | Heathrow, UB7 OEB phone +44 (0)208 - 757 8665 | fax +44 (0)208 - 757 8767 Branch USA: Airpas Aviation | LAX Pacific Corporate Towers | 222 N. Sepulveda Blvd. | Suite 2000 El Segundo, CA 90245 phone +1 310.335.2091 | fax +1 310.364.5201
Editor: Airpas Aviation AG | Theodor-Heuss-Straße 2 | D-38122 Braunschweig, Germany phone +49(0)531-8852-9100| fax +49(0)531-8852-9500 Layyout La out:: www.zen-k www.zen-kas asttanie.de | Print Print:: www.dr www.draheimdr aheimdruc uck k.de