Background

Realizing that passenger services, bag management and other operational flows in the airport process are turning toward technology, ground handlers know that they need to expand their horizons on additional services required by airports around the world.

Amsterdam’s Schiphol Airport is considered one of the busiest interline airports in Europe, being a central hub to the likes of Asia, the Middle East and Intercontinental Europe. Menzies Aviation and Menzies World Cargo are the top ground agent in passenger and cargo handling. In order to generate increased operational efficiencies with their current resources, Menzies Aviation asked Airport Readiness Consulting Limited for help in assessing where new synergies could be created to generate win-wins for both the airport and the handler themselves.

The Challenge

Menzies currently handles several airlines for the purpose of cargo, ramp and bag management services. In order to generate operational efficiencies from flow of services provided based on each airline’s significant needs, the challenge was to derive new ways of working to complement the current services whilst adding services to generate increased value at Amsterdam Schiphol.

Among many new services investigated for feasibility, the creation of a new Security Company was formed. Given the saturation in this market, and the operational and business model required to run this type of company effectively, several challenges lay ahead to become successful. Other challenges: price competitive, security expertise, insurance/risk, resources/labour and training aspects.

Our Approach

• The initial phase included ensuring that the correct project team was chosen based on the type of expertise required. Given the scope and risks associated to security, it was important to have the right people.
• Costing initiatives relating to all segments of the new organization were gathered and researched for their suitability and feasibility.
• Operational planning and case scenario planning were defined for various risk situations
• Human Resource and labour relation investigation and planning was gathered to ensure correct measures were taken for labour agreements and appropriate legislations.
• In order to maintain motivation and focus of the project, weekly status meetings were organized to identify ownership of tasks, completion of tasks, and outstanding items that needed attention.
• A communication plan was created for both management and internal staff to ensure that the information from the implementation schedule to training requirements were completed to generate proactive adoption of the new process.

• Project lead and advisor on services to maintain focus and motivation of its internal team members due to their own daily tasks and job descriptions.
• Together with the Senior Planner, developed the operational model for rostering and planning using current resources currently working at the airport.
• Generated the financial metrics and pricing models for the purpose of overall costing required to set up a new organization as well as determining savings to the Airport Authority.
• Developed competitive analysis to determine Unique Selling Points (USPs) and key differentiators for Menzies
• Gap analysis development for differences in operational tasks of current resources
• Identified new training requirements for current resources

• The pricing model defined can save the airport approximately 25-30% in costs.
• The operational model planned, using existing resources, has been developed to accommodate the new security service. Hence, no additional labour required, but by utilizing effective time management, the resources are able to multi-task their service roles.
• Insurances identification have been investigated and added to accommodate security risks normally associated to this type of service.
• Additional value is seen by the organization’s resources as their job tasks and functions have increased diversification and fulfillment.