April 2009 - Issue 35   

IN THIS ISSUE:

When Airplanes No Longer Fly

Managing Cargo in Crisis - IATA Calls for a Supply Chain Approach

Delta could spend up to $50M on buyouts

Featured Web Site: www.BusinessIsBetterHere.net

Book Review: The Goal: A Process of On Going Improvement

Airlines Go Green:


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When Airplanes No Longer Fly

Several past issues of the AIT eNewsletter have reported on air carriers reducing capacity to keep pace with declining demand. It was well over a year ago in the midst of the fuel crisis when we wrote of carriers "parking" old fuel-guzzling B747-200 and either replacing them with new 400 series or going out of business altogether.

So what happens to these antiquated or unused aircraft when they no longer fulfill their purpose? In the case of many, they are parked in the California or Arizona desert and protected from nature's severity until they can once again serve and fulfill their destiny.

Two articles brought home this tragic point; the first appeared in Air Cargo News, March 6, 2009: "CAL and EVA ground 747s in desert." The second was from the online version of the NY Times, March 28, 2009: "Where Old Airplanes Go to Die," providing a European and more tragic perspective of the plight of outdated aircraft.

It is difficult at times to note that most modern aircraft are built with perhaps a forty year intended life span. One cannot help but recall and reminisce over the great airplanes of the past; the Lockheed Tri-Star, the first 747 when we saw that "bubble" on top and the second deck of seats, the 727 and dare we recall the earliest 707!

Yes, technology gives way to bigger, better, faster, and these days more fuel-efficient aircraft. Beginning in the May edition of AIT's eNewsletter, a new section will be devoted to the story of aviation and how it has shaped our lives: "Featured Aircraft" will remember the pioneers, designers and companies of the past, or perhaps even the future.




CAL and EVA ground 747s in Desert

China Airlines Ltd (CAL) and EVA Airways, Taiwan's two largest carriers, are to ground three and two of their Boeing 747s respectively in the California desert.

Falling cargo demand - a load factor drop from 75 percent to below 65 percent - has been blamed for the need of action. This will be the first time the carriers have had to make such a move.

How long the aircraft will be stored is not known, other than they will only return into active service when demand and the global economy picks up again. Once they are ready to do so, the Civil Aeronautics Administration (CAA) will have to inspect them for air worthiness. One stored for a year will require a month-long inspection. Permission is required from the CAA to ground the planes, permission that has yet to be sought, but the CAA says that it will not obstruct the two carriers' wishes.

CAL says that almost half of its revenue comes from its sizeable fleet of 20 747s - one of the largest in the world - but Taiwan's air cargo volume has dropped to less that 100,000 tons for December 2008 from 150,000 per month previously.


Where Old Airplanes Go to Die

CHATEAUROUX, France - A windswept plateau in the center of France is an unlikely place to assess the health of the world's airline industry. Yet nowhere are the fortunes of global aviation displayed as starkly as on this remote stretch of pavement, which was one of the biggest U.S. Air Force bases in Europe during the Cold War.

At Châteauroux-Déols airport, 250 kilometers, or 155 miles, south of Paris, Bartin Aero Recycling and its partner, Europe Aviation, specialize in recycling old airplanes for scrap. It is one of just two sites of its type in the world. The other is the Evergreen Air Center in Marana, Arizona.

This tiny business at the forgotten end of aviation is where all the issues with which airline executives are now grappling - oil price volatility, declining traffic, evaporating aircraft finance, even hitches in the development of new aircraft - play out.

Judging by the scene on a recent weekday, the state of the industry is pretty bleak. Jets belonging to the Moscow city council and to a number of low-cost European carriers were arrayed in the airport's parking lot, clearly visible to a reporter standing on the wing of a DC-10 - once a 380-seat workhorse for the bankrupt French airline AOM - that was being rocked by a heavyweight Bartin pincer as it gnawed off a chunk for recycling.

Ascend, an aviation consulting company based in London, estimated that about 2,300 aircraft were stationed around the world - including some in the 50-plane parking lot on the far side of Châteauroux airport - while their owners awaited better times.

Martin Fraissignes, president of the Châteauroux Air Center, which handles the airport's parking, maintenance, painting and recycling activities, expects the number of aircraft parked on the Châteauroux apron to double in the next three months.

"Six months ago we had three or four. Now we have 16, and in the next two to three months we expect 30 planes - just like we had after Sept. 11," he added, referring to the last big aviation downturn, which took place after the terrorist attacks in the United States in 2001.

Bartin Aero is a minnow in the multibillion-dollar waste management industry, dwarfed by Veolia Environmental Services, the waste management division of the French water-to-waste giant Veolia, which acquired Bartin Aero's parent company, Bartin Recycling Group, early last year.

Bartin Recycling Group's revenue climbed to €249 million, or $337 million, in 2007, compared with €30 million in 2000, on the strength of the commodity boom. The takeover of Bartin Recycling helped push revenue at Veolia Environment Services to €9.2 billion last year.

Bartin Aero's revenue was €210,000 in the year through March 2007, compared with €127,000 the year before, with profitability largely dependent on metals prices from Shanghai to New York.

The company dismantles just six commercial aircraft a year, and its earnings are determined above all by the price of aluminum, the principal material from which aircraft are made. Volatility in the price of the metal - which fell from $3,200 a ton in July 2008 to $1,311 a ton in January, according to recent figures from Suez Environnement, a rival to Veolia - can send its earnings on a roller-coaster ride.

But whether Bartin Aero does business at all is directly related to the life cycle of the world's aircraft fleet and closely tied to the decisions airlines make in negotiating the industry's storms.

Every delay in the development of Boeing's long-awaited 787 Dreamliner and the Airbus A350 extra-wide-bodied jet is bad news for Bartin Aero, because that extends the lifetimes of fuel-guzzling dinosaurs that airlines are reluctant to retire, according to Bartin Aero's director, Charles Kofyan.

Every slip, meanwhile, in the price of oil and every notch that credit tightens for operators awaiting replacement aircraft amid the financial crisis delay the arrival of obsolete planes at Bartin's site, which occupies 15,000 square meters, or 160,000 square feet, in Châteauroux.

"When oil is at $35 a barrel, it's not a problem for the operator, even if an aircraft is a big consumer of fuel," Mr. Kofyan said, explaining why airlines could afford to keep inefficient old carriers in service.

"It takes five years to get a new plane, but it is hard to get a bank that will finance you now," he added. "That means companies can't invest, so they are recovering their old planes, and instead of sending them to the wreckers, they are flying them." ("Recovering" an old plane means taking it out of storage.)

"Companies are just waiting to see how the crisis unfolds and how they will survive," Mr. Kofyan said.

It takes just more than six weeks to pulverize an aircraft at Bartin Aero. After a dozen Europe Aviation engineers have removed the engines, pried the instruments out on the flight deck and recovered any reusable parts, four Bartin Aero wreckers set to work.

First, they remove explosive items like the escape and door-ejecting equipment. Then they unbolt seats, pry out floor panels, unravel cables, pull out insulation wadding and remove toilets, televisions and black boxes.

Passports occasionally turn up under the carpet, as do toothbrushes, jewelry and coins, according to Franck Chauveau, a machine operator seated at the pincer controls.

Television screens, batteries and tires are fed into existing recycling chains. The wings are chopped into pieces, and the remaining shell sawn apart and taken away in truckloads for crushing at Bartin Recycling's metal grinding plant, outside the nearby town of Bourges.

"In four hours it's all gone," said the site operating manager, Mickael Marteau, over the ground-shuddering roar of the grinder, nicknamed "the monster," which was shredding the flattened hulks of cars.

A 747 that weighs 450 tons when filled with passengers, baggage and fuel weighs 147 tons without them. Once its engines and parts are removed, it yields 127 tons of recyclable materials, including 70 tons of aluminum, according to Bartin Aero.

Steel, and smaller quantities of copper, titanium and tungsten, are also recovered. Nothing is burned. What cannot be salvaged ends up in a hillock of brown landfill.

Some of the newest planes will be "cocooned," or kept in a state of flight-readiness. Aeronautical mechanics at Europe Aviation can have them airborne again within 48 hours, Bartin executives said. Others will remain on the ground for as long as two years while their owners decide what to do with them - longer if there are ownership disputes.

When hope and money run out, the most antiquated among them will be towed to the wrecking ground.

That decision had already been made for a 747 in the livery of Corsair, a predecessor of the French carrier Corsairfly. During a recent visit it could be seen a short distance from the gutted DC-10, awaiting its turn under Bartin's saw.

Aircraft with metal fatigue in their fuselage and 70 million miles on the clock are sometimes purchased by Bartin Aero for $3,000 to $5,000 each. In other cases, owners pay Bartin Aero to take superannuated planes off their hands. Bartin Aero wins back what it can from selling the aluminum for smelting and recycling into soft drink cans.

Owners pay about €3,000 a month - a tenth of what they would pay at Orly, the second airport in Paris, according to Mr. Kofyan - to park a plane at Châteauroux while deciding whether to salvage, scrap or sell.

The extinct and the obsolete are Bartin's stock in trade. Its wrecking log spans 1960s-model Boeing 707s and the second Concorde ever built. It includes the Airbus consortium's first commercial aircraft, the A300; 80 Jaguar fighter jets; and antediluvian carriers from Africa to Kazakhstan.

But if Bartin Aero's new business should slow while airlines wait to see how the crisis develops, natural attrition alone should keep the company busy. Mr. Fraissignes estimates that 8,000 to 8,500 commercial aircraft in the world's fleet face retirement in the next 20 years.

By Caroline Brothers, NY Times
March 28, 2009


Managing Cargo in Crisis - IATA Calls for a Supply Chain Approach

IATA called on the cargo supply chain to battle the current air cargo crisis by improving security, delivering a better product and boosting efficiency.

"The industry is in crisis and nobody knows that better than our cargo colleagues. Cargo demand has fallen off a cliff. After a shocking 22.6% decrease in December it dropped a further 23.2% in January," said Giovanni Bisignani,

IATA's Director General and CEO in a recorded message to the 700 industry experts attending IATA's World Cargo Symposium on 2-4 March in Bangkok.

Air cargo represents about 10% of industry revenues. As 35% of the value of goods traded internationally is transported by air, air cargo is a barometer of global economic health. "The continued decline in cargo markets is a clear sign that we have not yet seen the bottom of this economic crisis," said Bisignani.

In December 2008, IATA forecast 2009 freight volumes to fall 5%. Combined with a decrease in yields, this would result in a 9% drop in freight revenues to US$54 billion.

"Unfortunately, the shocking fall in demand that followed is making these projections look optimistic," said Bisignani.

"As we battle this crisis, we must look for opportunities that will build our future with a more efficient industry focused on meeting customer needs. Customers want a good price and a great product, delivered via the supply chain with speed and reliability. And in crisis, customers will only get more demanding. To meet their expectations and build a solid future for the industry, change is required," said Bisignani.

Bisignani highlighted three priorities for the supply chain: security, e-freight and Cargo 2000

Security:

Air cargo security costs continue to rise. Screening technology is not being optimized and definitions, requirements and enforcement vary from country to country. IATA called for a strong industry effort to convince the US that its plans to implement 100% cargo screening in 2010 are misguided.

"Scanning everything loaded onto the aircraft is a waste of precious resources. To be effective, we must identify the risks involved with a supply chain approach. IATA's Secure Freight strategy focuses on a risk-based approach with shared responsibility throughout the supply chain. Governments must remember that this is a global industry. We need a globally coordinated approach that looks at the entire supply chain," said Bisignani.

Efficiency with e-freight:

In the face of falling yields and demand Bisignani stressed that e-freight as a key driver for efficiency and savings is more important then ever.

"Improving quality without reducing costs will not get us far. We need to modernize the old paper-based processes of air cargo with e-freight," said Bisignani.

Each freight shipment is accompanied by more than 30 documents. E-freight currently has the capability to convert 12 of these to electronic documentation. Already it is operating at 18 locations covering 26 airports.

"E-freight is not a theory. It is working and putting in place the basis to deliver efficiencies and cost reductions throughout the supply chain. By 2010, our target is to have the capability to remove 64% of the paper from 81% of international shipments. In other words, we will eliminate 20 documents and be live in 44 locations," said Bisignani.

"To be successful, we need the commitment of the entire supply chain to generate economies of scale. The benefits are enormous: US$4.9 billion in cost savings for the supply chain, a 22% reduction in shipper buffer stock, a 25% reduction in customs penalties, an average 24 hour decrease in shipping time and a 1% increase in market share against sea shipments. Everybody benefits. Everybody needs to participate," said Bisignani.

Quality - Cargo 2000:

Bisignani also called for greater industry participation of the entire supply chain in Cargo 2000 to improve quality.

"Cargo 2000 quality standards are even more important in this crisis. IATA is committed to Cargo 2000. It is part of our recommended quality standard. But to be effective, we need the whole supply chain to be aligned with a common vision on how to deliver quality. That is what Cargo 2000 is all about," said Bisignani.

Cargo 2000 was established over a decade ago to simplify processes by reducing 40 steps in the logistics chain to 19 and to implement effective quality standards.

The IATA World Cargo Symposium is taking place in Bangkok, Thailand, from 2-5 March 2009. Under the theme of "Focus on the Customer: Delivering in Turbulent Times," the World Cargo Symposium is looking at building a solid future for air cargo, while battling the crisis that currently envelops the global economy. IATA will release an updated industry financial forecast on 24 March.

IATA Industry Times, March 2009

Delta could spend up to $50M on buyouts

Airline says 2,100 employees will receive buyouts

Delta Air Lines expects to record a $40 million to $50 million charge for the buyouts of about 2,100 employees as it reduces its work force.

Delta is cutting jobs as it plans to reduce flight capacity by 6 percent to 8 percent this year. The company said in its 10-K annual report that it expects to record the charge for the buyouts for the first quarter of this year, when it also expects a sizable loss.

The Atlanta-based airline said last month that the 2,100 employees had signed up for voluntary severance and early-out programs and it would accept all of those volunteers. The next step is to determine how the number of volunteers meets the company's needs, based on its schedule for the fall and into 2010.

The company has not yet said whether it also will need to lay off employees. Delta, which merged with Eagan, Minn.-based Northwest Airlines last fall, has more than 70,000 employees.

Last year, Delta cut more than 4,000 employees through buyouts and took a $95 million charge for the move.

Also in the report, Delta said it was required to fund $1.2 billion of fuel hedge margin for its fuel hedge contracts as of the end of 2008, and if fuel prices continue to fall it may be required to post a "significant amount" of additional collateral. The company also reported that the financial crisis has left it unable to access $139 million of the $1.1 billion it invested in the Reserve Primary money market fund, which failed after taking losses related to debt issued by bankrupt Lehman Brothers. Delta said it expects to receive "substantially all" of its current holdings in the fund but can't predict when that will happen or how much it will be.

By Kelly Yamanouchi, The Atlanta Journal-Constitution
Tuesday, March 03, 2009



Delta sells more planes as operations decline

As Delta Air Lines shrinks its operations, it sold 20 of its planes last year and has agreed to sell most of the Boeing 737-800 jets it has on order.

The sold aircraft include seven CRJ-100 regional jets, five Boeing 757-200s, four Airbus 320-200s and four DC-9-30s. Also sold were two Boeing 747-200 freighter airframes, which are aircraft without engines, and an Embraer 120 airframe, according to its annual report. The aircraft and airframes come from the fleets of Delta and its merger partner Northwest. Delta completed its acquisition of Northwest last October. The numbers don't include Northwest's aircraft sales before the merger.

The sale of the planes generated $123 million in proceeds, with a profit of $21 million.

Delta returned other aircraft to lessors, and nine of its aircraft are temporarily grounded or held for sale. While it removed planes from its fleet, Delta also added five Boeing 737-700s, four Boeing 757-200ERs and two Boeing 777-200LRs to its fleet.

Atlanta-based Delta reduced its fleet as it cut its capacity plans by 5 percent in the second half of 2008. The airline plans to cut its capacity by 6 percent to 8 percent this year.

Delta said it has agreements to sell 31 of the 33 Boeing 737-800 jets it has on order, which reduces its commitments by about $1.3 billion through 2011. The company excluded from its tables any orders inherited from Northwest for the new Boeing 787, saying that Boeing will be unable to meet the delivery schedule for the aircraft and Delta is "in discussions with Boeing regarding this situation." Delta has indicated in the past that it may not keep all of the 787 orders.

The two freighter airframes come from Northwest's fleet of 747 freighters. Northwest's cargo operation is introducing Atlanta freighter service Wednesday with flights from Atlanta to Anchorage and onto Tokyo, Osaka and Shanghai.

By Kelly Yamanouchi, The Atlanta Journal-Constitution
Wednesday, March 04, 2009


Featured Web Site: www.BusinessIsBetterHere.net

Finding some positive news in a sea of negativity

There is no doubt that the United States and other countries are facing hard economic choices. However, the news is not all bad; we and the media just seem to highlight only the "bad news."

This month's featured website is an example of a growing trend to focus on the good news as well. On the link "flip the numbers," the web site paints the following positive picture about Milwaukee, Wisconsin:



Yes, things are tough all over, and yes, many global citizens are adversely affected; however it's not all bad. We should be mindful of this as well.

AIT Worldwide's office in Milwaukee is located at 4811 South 67th Street, Suite 8, Milwaukee, WI 53220, (414) 897-0220.

Book Review: The Goal: A Process of On Going Improvement

By: Eliyahu M. Goldratt and Jeff Cox

This month our featured book, released in a 20th Anniversary Edition, has been used by universities, business, and anyone who needed to learn the basic tenants of a (fictional) manufacturing company with real applications for today's business environment.

The following is a review by www.whsmith.co.uk:

Written in a fast-paced thriller style, The Goal is the gripping novel which is transforming management thinking throughout the Western world. The author has been described by Fortune as a 'guru to industry' and by Business week as a 'genius'. It is a book to recommend to your friends in industry - even to your bosses - but not to your competitors. Alex Rogo is a harried plant manager working ever more desperately to try and improve performance. His factory is rapidly heading for disaster. So is his marriage. He has ninety days to save his plant - or it will be closed by corporate HQ, with hundreds of job losses. It takes a chance meeting with a colleague from student days - Jonah - to help him break out of conventional ways of thinking to see what needs to be done.

The story of Alex's fight to save his plant is more than compulsive reading. It contains a serious message for all managers in industry and explains the ideas which underline the Theory of Constraints (TOC) developed by Eli Goldratt. Eliyahu M. Goldratt is an internationally recognized leader in the development of new business management concepts and systems, and acts as an educator to many of the world's corporations.

The 20th anniversary edition includes a series of detailed case study interviews by David Whitford, Editor at Large, Fortune Small Business, which explore how organizations around the world have been transformed by Eli Goldratt's ideas.

Lufthansa Cargo awards environmental prizes

On February 26, Lufthansa Cargo hosted the first-ever "Cargo Climate Care Conference" in Frankfurt.

"The event was really impressive", said Harald Zielinski, security and environmental manager at Lufthansa Cargo because of the about 140 guests present at the conference. Customers, press, scientists, representatives of different ministries and federations as well as Lufthansa Cargo employees eye-witnessed the event. Through speeches the parties had the chance to give their standpoints, views and demands on environmental management. An active discussion emerged especially on the topic "emissions trading in the European aviation industry," which is seen very critical by the industry.

"Today's event has surely contributed to strengthening the interchange of the different parties and expressing new ideas and opinions about the topic," explained Bettina Moerth, environmental manager at Lufthansa Cargo.

As part of the environmental conference, Lufthansa Cargo awarded "Cargo Climate Care Awards" in three categories. The prizes, worth a total of 16,500 Euros, were given out for outstanding endeavor and commitment to customers and staff as well as students and up-and-coming scientists.

TNT Express Asia won the 2009 Cargo Climate Care Award in the "Customers" category. TNT Express has set itself the target of becoming the first "zero-emission" express courier company. In the process, the company is implementing numerous activities in all its business areas through its "Planet Me" initiative. In the second category - "Employees" - Lufthansa Cargo staff is recognized, which has demonstrated exemplary commitment in the sphere of environmental protection. Muthu Balasubramanian from Bahrain received an award for his idea of reusing packaging material in order to help save resources and save costs.

Two prizes were awarded in the category "Young Researchers and Scientists." The prize for "Logistics" went to Andrea Wylegala and Guillaume Schaack, who are studying at the International University of Applied Sciences Bad Honnef/Bonn, for their idea for simplifying ground handling processes. The award for "Aircraft Technology" was won by Jan Binnebesel and Till Marquardt of the Hamburg-Harburg Technical University.


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