CONSTRUCTIVE COLLEGIAL CHALLENGE

Our support inspires airline network specialists. With recognition for the realities of the job, our approach challenges the weak spots of the current planning and feeds them with new ideas.

Airline network specialists need to unite the interests of various departments, airports and other parties. They face the complex job of developing the optimal schedule by finding the right compromises. Quite often they receive comments on the solutions, but mostly without workable alternatives.

This is what makes Schedule Consult's approach so appreciated by professionals. With our inside expertise we can judge which alternatives are realistic.

Our sharp analysis is very direct in identifying weak spots in the planning. We'll challenge elements that have long been taken for granted. At the same time, our fresh perspective brings eye-opening solutions.

CLEAR COMMERCIAL VIEWS

Working with Schedule Consult is a two-way street. The interaction with the company team is a serious part of our projects. Each airline has its specific market circumstances and commercial philosophy. There are no standard solutions.

At the same time, we are all but passive on the content. To the contrary; our views will be clear to you. Years of experience bring good insight in what works and what does not and this will be brought into the discussion.

There are principles that are the same for all airlines. The economy must make sense and the risks must be under control. Fundamental commercial and economic drivers don't change, no matter whether operating a hub, a no-frills point-to-point network, regional flights, an all-cargo operation a or charter company.

Part of our involvement is to help to keep the eyes on the ball with guiding principles like:

• Scheduling cannot start without a clear vision on market needs.
• The best commercial schedule is not always the most profitable.
• An integral network scope prevents sub-optimization.
• Profitability evaluation must also consider opportunity costs.
• Commercial and operational synergies are the keys to better profits.
• Fleet decisions must be the resultant of the network strategy.
• There is no economic obligation to serve all potential markets.
• etc.
  

While these are clear-cut statements for most professionals, many airlines tend to lose them out of sight

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INTEGRAL NETWORK SCOPE
Seeing the network as one unified entity is an important part of our approach.

An airline network and operation are complex, so it is logical to virtually break it into pieces and focus on sub-sections like routes or departments. It's an inevitable step, but that's where most airlines see efficiency slip.

After years of separate conduct, how could we expect different departments not to have sub-optimized? Furthermore, even in the most strict point-to-point network, flights and routes have interdependencies. They share the same resources, the same departments facilitate them and they have overlapping commercial impact. These are not reflected in Route Profit & Loss calculations.

There are serious possibilities for optimization with an integral scope. Airlines benefit from judging all traffic flows, flights, restraints and aircraft in the context of the entire network and production and from applying unorthodox efficiency trade-offs.

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