PTIMIZING AIRPORT OPERATING EXPENSES · Dafang Wu, CFA, CMA . 1 of 17 Agenda • Benchmark airport...
Transcript of PTIMIZING AIRPORT OPERATING EXPENSES · Dafang Wu, CFA, CMA . 1 of 17 Agenda • Benchmark airport...
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OPTIMIZING AIRPORT OPERATING EXPENSES
Business of Airports Conference
April 20-22, 2015
Dafang Wu, CFA, CMA
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Agenda
• Benchmark airport expenses
• Historical cost saving practice
• Alternative approach
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It is challenging to benchmark operating expenses due to different airport characteristics
• Volume served: large-hub vs. medium-hub etc.
• Passenger mix served – Origin & destination vs. connecting
– Residents vs. visitors
– International gateway vs. domestic
• Service provided – Full service airport vs. selected service
– In-house vs. outsourcing
– Customer service focus vs. low-cost
• Other factors – Costs of living and inflation
– Geographic location and weather
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Volume (enplaned passenger) is one of the many cost drivers
Source: FAA form 5100 127.
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Operating expenses per enplaned passenger are generally higher at international gateway airports
Source: FAA form 5100 127 for FY 2013, capped at $30/e.p.
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Historical annual operating expense growth rates were approximately 3% to 4%
Source: FAA form 5100 127, based on 2013 hub size and excluding ELP and STT.
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Future forecast growth rates in bond feasibility studies are generally below 5%
DFW 2014D, DTW 2014AB, IAD 2014A, SFO 2014AB
LAS 2014A, PDX Issue 23
BOS 2014A-C, LAX 2015A-C, MDW 2014AB
CLT 2014AB
2%
3%
4%
5%
Forecast O&M Growth %
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Expense reduction is typically a reaction to certain negative events
• Reactive for economic and/or traffic downturn – Short-term focus
• Hiring freeze
• Salary reduction/furlough
• Eliminating discretionary spending
– Top down approach
• Mandated cost reduction target
• Across-the-board cut
• Cost reduction efforts are effective in the short-term – How about long-term?
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Operating expenses are incurred to provide service to the customers: passengers, tenants, employees, community …
Customer
Strategy
People Process
Technology
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A strategic plan can lead to the decision on what service to provide
Action Plan
Mission
Vision
Strategic Goals
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Airports keep strong control of core activities, although core activities may vary from airport to airport
Core Activities
• Activities necessary for passenger and cargo movement • Terminal operation and
maintenance • Airfield system • Airport access • Safety and security
• Core supporting activities • Management, administrative and
finance, IT, etc.
Other Activities
• Activities suitable for professional risk-takers: • FBO and fuel farm • Terminal concessions • Baggage system maintenance
• Activities for customer service • People mover, shuttle bus, etc. • Wi-Fi • Other optional amenities
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Core activities can be handled in-house, or outsourced to a third party due to cost or operational considerations
In-house
• Daily operation needs • Airfield, landside and terminal
operation • Facility maintenance • Police/ARFF • Other services requiring direct
control • Core supporting activities
• Management, administrative and finance, IT, etc.
Outsource
• Professional services • Maintenance • Parking
• Cost considerations • Janitorial • Police/ARFF
• On-call services • Construction management • Financial planning/advisory • Master plan
Core Activities
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Airport can streamline operations and improve efficiency by analyzing key processes
Passengers
Airlines
Other Tenants
Employees
FAA DOT State/City/
County
Supplier Contractor Consultant
Airport Process Exit Entry
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How should we simplify a complicated process but
remain adequate control?
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Technology assists airports to improve efficiency and customer service
NEW MOBILE PASSPORT CONTROL APP LAUNCHED AT MIA
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How about other technologies?
Operation
Aircraft docking Beacons
Accounting
Capital
Business Intelligence
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We rely on people to take actions
Action Plan
Safety/Security
• Reduce runway incursion
• Strengthen parameter control
Sustainability
• Implement Solar projects
• Obtain LEED • Convert to low
emission
Operation
• Improve efficiency
• Design contingency plan
CIP
• Streamline management
• Analyze life cycle costs
• Adopt EVA
Air Service
• Attract low cost service
• Expand international route
Financial
• Optimize expenses
• Develop nonair revenues
• Control CPE
Customer
• Reach higher survey ranking
• Provide low-cost amenities
Employee
• Communicate and promote teamwork
• Inspire the talented
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