Every of this performance objective has some effects, while; Slack et. al., (2007) expressed that all of them affect cost. Therefore, to improve cost performance is to improve the performance of the other operations objectives (shown in Figure 1.2).
Figure 3 The relationship between the five operations performance objectives. Adopted from: Slack et al., (2007), p. 52.
However, according to Barnes (2008), every organization cannot focus on every operations performance objectives because it can lead to confusion in organization. As a result, every organization should choose which performance objective they will focus more than other. This concept is called “Trade-off concept” and it was first disclosed by Professor Wickham Skinner (1969). Skinner (1985), the most influential of the originators of the strategic approach to operations, said: “Most managers will readily admit that there are compromises or trade-offs to be made in designing an airplane or truck. In the case of an airplane, trade-offs would involve matters such as cruising speed, take-off and landing distances, initial cost, maintenance, fuel consumption, passenger comfort and cargo or passenger capacity. For instance, no one today can design a 500-passenger plane that can land on an aircraft carrier and also break the sound barrier. Much the same thing is true in ... [operations].”
Therefore, this concept based on that an operations strategy can succeed if they focus on one single clear goal. (Barnes, 2008)
2.2 Location Selection Strategy
A location strategy is a plan for obtaining the optimal location for a company by identifying company needs and objectives, and searching for locations with offerings that are compatible with these needs and objectives. Generally, this means the firm will attempt to maximize opportunity while minimizing costs and risks.
“How much money can I make if I put my business there?”Nowadays, it is very vital question for businesses, selecting a place for business has become much more complex with globalization of the workplace. (Heizer and Render, 2008) According to Meredith and Shafer (2007), location decision is highly strategic because it is very expensive investment and once it made, is not easily changed or reserved. Thus, it must be carefully analyzed beforehand, using all available tools at management disposal. Once a management is committed to a specific location, many costs are firmly in place and difficult to reduce. For instance, if a new factory location is in a region with high energy costs, even good management with an outstanding energy strategy is starting at a disadvantage. (Heizer and Render, 2008)
Generally, every business is different, as a result; every firm needs different locations. However, if the location will make enough money to pay itself, the cost is justifiable. Being in the right location is a key ingredient in a business's success. If a company selects the wrong location, it may have adequate access to customers, workers, transportation, materials, and so on. Consequently, location often plays a significant role in a company's profit and overall success.
Chase et al, (1998) mentioned that location selection is one of the most important and strategic decision affecting substantially organization’s competitiveness and performance. Managers’ ability to make a comprehensive synthesis of the various dimensions of the multifaceted location problem provides organizations to survive and to compute successfully in the long term in their industry. As a result, that managers in both manufacturing and services organizations must take many factors into consideration, including qualitative and quantitative factors, while making location decisions. (Krajewski, and Ritzman,1998) Additionally, since the location decision differs with regard to type of business, the factors that affect location decision vary from business to business. (Heizer and Render, 2001).
Thus, it can be stated that each organization should identify meaningful criteria for location selection.
According to Heizer and Render, (2008) there are several factors should be considered in location decision:
When an organization wants to choose location in foreign country, first of all; they should look into: political risks, government rules and attitudes, cultural and economic issues, location of market, labour talent, availability of suppliers and exchange rate.
After that, when organization has chosen a country, it has to choose region or city where they want to have new location. The factors are; attractiveness of region, environmental regulations of city, fiscal policy, land costs and labour availability.
Finally, a company should make a site decision and look into these factors; site size and cost, transport availability, environment impact issues and zoning restrictions.
2.3 Capacity Planning and Control
According to Heizer and Render, (2008) capacity is the “throughput”, or number of units a facility can hold, receive, store or produce in a period time. Usually capacity determines capital requirements and as a result a large portion of fixed cost. As a result, determining facility size, with an objective of achieving high level of utilization and a high return on investment is critical. Slack et al. (2007) capacity planning and control is the task of setting the effective capacity of the operation so that it can respond to the demands placed upon it. It means deciding how the operation should react to fluctuations in demand. Capacity planning for service operations is a much more difficult problem than for products. The more difficult aspects of capacity provision occur in the short run, because services are subjected to daily peaks and valleys in their demand and the output cannot be stored ahead of time to buffer this demand fluctuation. (Meredith, 1992)
Heizer and Render, (2008) mentioned that capacity planning can be viewed in three time horizons: long range capacity (greater than 1 year), intermediate range (2-18 months) and short run capacity (up to 3 months).
According to Slack et al, (2007) the decisions operations managers taken in devising their capacity plans will affect several aspects of performance:
- Cost
- Revenue
- Working Capital
- Quality
- Speed
- Dependability
- Flexibility
Based on Slack et al. (2007), yield management is the approach that airline organizations use. In operations which have relatively fixed capacities, such as; airlines and hotels, it is important to use the capacity of the operations for generating revenue to its full potential. Yield management is really a collection of methods which can be used to ensure that airline or hotel maximize its potential to generate profit. Yield management is useful when: capacity is fixed, the market is fairly segmented service cannot be stored and the marginal cost of making a sale is relatively low. Airlines fit all these criteria. They can adopt a collection of methods to try to maximize the profit from their capacity.
Chapter III
Background of the Organization
First of all, AirAsia was founded in 1993 by Malaysian government as a second airliner to the major national air company MAS (Malaysian Airlines) and AirAsia started operating after three years on 18th November 1996.During the following 5 years, AirAsia failed every year to bring profit, as a result; AirAsia had a great debt of about USD $ 37 million in 2001. However, this time is the time when the real story of the largest low-cost airlines began. In 2001, Dato’ Sri Dr Tony Fernandes with partners Dato’ Pahamin Rejab (former chairman of AirAsia), Dato’ Kamarudin Meranun, and Dato’ Aziz Bakar purchased the AirAsia from Malaysian owner HICOM Holdings Berhad (now known as DRB-HICOM Berhad), for a symbolic price RM1 (USD 0.25 cents), and agreed to close the debts of the company. (AirAsia Annual Report, 2008, p.3)
AirAsia was established with a dream to make flying possible for everyone. Since year 2001, it has swiftly broken travel norms around the globe. It has simply become the world’s best airline with a route network of more than 20 countries. By 2007 it was operating 656 flights daily, 102 routes to 57 destinations in 12 countries. They started with an innovative goal to make air travel cheaper and more affordable to people that “Now Everyone Can Fly”. AirAsia was re-branded and re-launched and started new life with two Boeing B737 planes, approximately 250 staffs and had only five destinations to Kota Bahru, Kota Kinabalu, Kuching, Labuan, Langkawi and Penang. According to AirAsia website, today after 10 years AirAsia has around 100 air planes and flies to more than 60 destinations from 23 countries. Additionally, AirAsia operates more than 3,500 flights a week and has around 8,000 staffs. In 2009 AirAsia ferried more than 22 million passengers and AirAsia is ASEAN (Association of South Asia Nations) carrier. (AirAsia Annual Report, 2009, p.4)
It can be clearly seen that AirAsia has made a tremendous success in airline industry and it is interesting to know what and how managers of AirAsia use to achieve this fantastic outcome. It will be described later in following chapters.
Chapter IV
Analysis of OM Strategy Decisions
2.1 Business and Operations Strategies
“Without a strategy the organization is like a ship without rudder, going around in circles”.
Generally the mission statement of organization shows “what organization is” and Angelica (2001), mentioned that the mission statement of the organization must be broad because it is an umbrella which encompasses organization’s programs and services.
The AirAsia’s Mission:
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To be the best company to work for whereby employees are treated as part of a big family. (AirAsia corporate website, 2011)
AirAsia’s Business Strategy.
Air Asia is the company that successfully adopted the low- cost leadership business strategy as one of their competitive advantages.
Figure 4 AirAsia’s Strategy. Adopted from AirAsia corporate website, 2011.
Based on low-cost strategy, AirAsia is focusing in six main strategic thrusts. First of all, safety is one of the major thrust for AirAsia, as a result; they comply with the highest International Aviation Safety Standards and keep operations simple and transparent. Another thrust is lean cost structure; it means that AirAsia has very simple and efficient point to point operations, AirAsia hires and retains hardworking employees and AirAsia has a passion for cost reduction. Additionally, AirAsia focuses on human capital development; they invest in hard and soft skills, recognize all employees as contributors to success and reward excellence and individual contributions. Finally, AirAsia focuses to maximize shareholders value, to have transparency in business and to have a passion for customers’ satisfaction.
AirAsia’s competitive advantages and success factors.
AirAsia has achieved a tremendous success since its “renovation”. Because of some success factors AirAsia gets some competitive advantages in airline competition. By using it AirAsia is the best lowest cost airline company in South Asia. The key point of AirAsia’s success factors is very low ticket prices. Providing low costs needs the high efficiency in every part of organization. Thus, every part of organization, every system process, everything must incorporate best industry practices. AirAsia’a success factors can be analyzed in the core values of the organization. AirAsia gets competitive advantages and makes their business successful by using these key strategies:
Figure 5 AirAsia Competitive advantages (example)
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Safety First –The most vital part of AirAsia’s operations is safety; safety is the area where AirAsia will never compromise on. All conditions, which determine by rules and regulators in the countries, are complied by the largest low fare airline. Furthermore, partnering with the world’s most renowned maintenance providers makes AirAsia’s airplanes in the best condition.
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High Aircraft Utilisation – The AirAsia airplane captains’ ability, to make a fast turnaround of 25 minutes which is the fastest in the region, is more convenient for customers to travel. It has resulted in high aircraft utilisation, better airline and staff productivity and lower costs.
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Low Fare, No Frills –Providing to guests to have the choice of buying exclusively prepared meals, snacks and drinks from in-flight service at an affordable price.
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Streamlined Operations – The important key of the AirAsia’s success is to make processes are simple as possible.
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Leans Distribution System – Offering a wide and innovative range of distribution channels to make booking and travelling easier.
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Point to Point Network – Applying the point-to-point network keeps operation simple and lower costs. Most of the AirAsia’s flights are short haul (four-hour flight radius or less) which helps to keep lower costs.
SWOT Analysis.
SWOT Analysis is very important analysis for managers. By using SWOT analysis mangers can identify internal (strength and weakness) and external (opportunities and threats) factors for AirAsia to achieve their goals and objectives to be low cost carrier company in airline industry.
Strengths:
- Brand name is one of the strongest strengths in AirAsia today. Usually when people hear about low-cost airline, they think directly about AirAsia. By using promotions, advertising and work with customer make a brand name more popular year by year.
- The next strength of AirAsia is aggressive and strong management team. Managers in AirAsia have good relationship with ex-government officials and with organizations, such as; Airbus. Airbus usually gives some discounts for their products.
- The next strength of AirAsia is IT systems which were implemented in order to be successful and the best in the low-cost airline industry. AirAsia has many IT systems which help to operate and gain the power between airline companies. One of the most tremendous IT systems is New-Skies which help to make online ticket reservations.
- “Cheap prices” is the next strength of AirAsia. Generally, nowadays, price is very vital in business. AirAsia is able to operate with very cheap prices than competitors. Thus, there are many customers prefer AirAsia flies than others.
Weaknesses:
- Service resources are limited in AirAsia. In order to be successful AirAsia has to have own maintenance because it will help to reduce the costs.
- Government interference affects AisAsia business. There are several issues that AirAsia cannot do without the government of Malaysia. AirAsia has strong government influence, for instance; the number of destinations where AirAsia can operate.
- Complaints from customers. There are many complaints from customers about flight delays, additional fees, such as; insurance fees and disability to change tickets.
- AirAsia operates with second-airports which are not comfortable for customers.
Opportunities:
- Increase in airline market share. AirAsia is able to improve their service by providing flies to different destinations, such as; Europe, Russia, Middle-East and US. May be it sounds strange, but it is time to spread their business and become the most powerful and profitable airline in the world.
- Oil prices. After the crisis in 2008, the price for oil increases every day. It can be a threat for AirAsia, however; it can be opportunity for AirAsia because the increase in oil will be challenge for other airlines, as a result; some of airline players will be bankrupt of have losses. Thus, the increase in oil prices will help to increase customers.
- Partnership with other low-cost airlines. Generally, if we assume that low-cost airlines have agreement and work together, they will have advantages to usual airlines. Relationship with low-cost airlines can help to manipulate with prices.
Threats:
- Terrorism is the most powerful threat in AirAsia. Nowadays, there are a lot of terrorist attacks, such as; terrorist attack in US in 2001, bomb explosion in Moscow in 2010 and other.
- Increase in oil prices will affect costs, as a result; there will be increase in prices.
- New entrances.
2.2 Capacity Planning and Control.
Generally, the current capacity planning issue for AirAsia is to move from current LCCT to another airport.
Table 2.1 Passenger capacity calculation in AirAsia. Adopted from AirAsia corporate website, 2011
According to AirAsia, the capacity of LCCT is only 15 million passengers per year. However, the growth of AirAsia capacity increases every year. Every year the number of customers increases for 3 millions approximately. It means that AirAsia was able to operate in 2009 and 2010 without losses, however; in 2011 they will have big problems because there will be 15.7 million customers in 2011 but the capacity of LCCT is only 15 million people. Additionally, in 2012 there will be a big growth and AirAsia will not be able to figure it out. Finally, there will be problems with insufficient runway capacity in LCCT to cope with peak hour aircraft movements and parking bays in LCCT. That is why, nowadays, AirAsia’s current issue is to find and move to different hub.
Table 2.2 Runway capacity in AirAsia. Adopted from AirAsia corporate website, 2011
AirAsia uses Yield Management System; this system sometimes calls Revenue Management System. (Kho et al., 2005) Nowadays, there are a lot of airline organizations use YMS which can help in forecasting and capacity control. Generally, every flight has a “booking history”, some tickets can be purchased by customers more than one year before flight, however; most people buy or make booking several months in advance and some travellers on the flight day. The electronic reservation systems of the airline can store data indefinitely, as a result, the information about passengers can be analysed to find a characteristic pattern of the booking history for each flight. By using previous data and information about bookings for future flights, it is possible to forecast the number of tickets which will be sold in the flight. (Biermann, 2007)
Figure 6 Yield Management architecture, Adopted from (Biermann, 2007, p 149)
According to Biermann (2007), Yield management system is possible because of the storage capacity and the computing power of modern IT-systems. Nowadays, the most powerful and successful airlines operate more than 1,000 flights a day and these airlines must manage between five hundreds and one million single prices. In addition, the airlines by using Yield Management System can offer very low fares, when airlines know about additional demand and have surplus in capacity. (Biermann, 2007)
This system improves the profitability of airlines, however; it can be hard to get the profit even at the best of times. There are several experts think that a high performance yield management system will make the profit of a big airline organization by a three digit millions of euro. (Biermann, 2007)
Kho et al. (2005) mentioned that AirAsia uses these YMS which helps to increase revenue by understanding passengers’ behaviour. Also, by using this system AirAsia optimizes prices and allocates capacity. AirAsia does the optimization on two different levels:
• Seat (AirAsia considers a seat as possibility to increase revenue. Every seat has own price and it depends on time when reservation was done. Seats’ prices for earlier reservation is cheaper than later ones)
2.3 Location Selection
Generally, AirAsia operates in many airports, such as; Kota Kinabalu International Airport, Kuching International Airport and other. However, the main hub is LCCT – Low-Cost Carrier Terminal which located near the heart of Malaysia – Kuala Lumpur. Before, AirAsia operated in Subang Airport, after that: in KLIA (Kuala Lumpur International Airport). However, because some reasons, such as; expansion of capacity, AirAsia had to move to different airport.
The main factors which were considered are capacity expansion, amount of parking bays for aircrafts and other things.
Figure 7 A proposed place for new KLIA-EAST Airport.
However, nowadays, the most important issue for AirAsia is to move from LCCT to different hub due to capacity expansion and it is very clear example of location strategy and selection.
KLIA – EAST is the new place where AirAsia wants to operate. The decision of moving from one place to another was decided due to capacity expansion and it was explained in previous part. KLIA-EAST is a new hub which will be located in Labu.
There are some reasons why AirAsia chose place in Labu:
1). First of all, the LCCT is not able to support exponential growth in capacity. According to Tony Fernandes, AirAsia will be able to operate for around 50 million passengers per year. Honestly, it is the biggest reason of moving to KLIA-EAST.
2). The next reason of new location is good connectivity:
There is a primary access to KL - Seremban highway. It is will be very comfortable for passengers who have cars.
There is a good connection with Sepang F1 circuit and KLIA. This access will be useful for travelers who use Kuala Lumpur as transit zone. Additionally, it will be useful for passengers who come to F1 race.
Despite of using cars, passengers will be able to use train (KTM Komuter) to get KL or other Malaysian and international cities.
Due to available place in Labu, there potentially be a pit stop for buses and it will be really useful for passengers who do not have cars and their places do not have train access. Finally, it is clear that there will be available place for taxi stops.
3) Economic Contribution:
By choosing this place, AirAsia considers some economic reasons of this location. First of all, a new place will provide new jobs for people. Generally, there will be new jobs within KLIA-EAST and in Labu. AirAsia will create around 15.000 jobs for people. Additionally, due to the new airport in Labu, there will be built some hotels, shops and other commercial and retails companies which will also create new jobs for people. Finally, money that AirAsia spends on building new airport will be pumped into the Malaysia economy. In addition to that, even if every one of the 15 million passengers using KLIA East spent only RM 100, this would add RM 1.5 billion to the Malaysian economy and it will increase Malaysia economy. Therefore, new passengers will want to visit Malaysia by using AirAsia.
4) Available land:
Generally, available land for airline company is very important. In Labu, AirAsia is able to build new runways, build parking bays for customers, build big and appropriate terminal.
Due to capacity expansion, AirAsia has problems in many parts where they operate. First of all, AirAsia will not be able to provide their service for every customer. Big queues, messy airport, no many parking places are hot issues for AirAsia which lead to customer dissatisfaction.
Big and available land in Labu can solve these problems and it is one of the main factors on location selection. Huge terminals, big parking places, special places for taxi, place for new runways and many other things will give to AirAsia competitive advantages and increase comfort for customers.
Chapter V
Recommendations
AirAsia is a very unique and successful airline, however; if I were a consultant of AirAsia would suggest several things:
First of all, I agree to build new airport and this decision should be done. According to my experience, LCCT in Sepang is too small and to improve and develop their business, they have to change their main hub. After that, the comfort in new airport will lead to customers’ satisfaction and customer loyalty. According AirAsia forum, Malaysians and foreigners love using AirAsia but there is problem in transportation from current LCCT. There is no rail connection with city and KLIA airport.
The next thing is to increase the number of flights and destinations. It is clear that AirAsia is one of the best airlines in Asia, however; to compete in airline industry, they have to develop and update their service. New destinations are new abilities for customers to use AirAsia airline. There are only few flights to Western Europe, new destination will increase customers as a result, increase profit. For instance, if AirAsia open new flight to Kazakhstan or Russia, there will be a lot of students and workers, who living in Kuala Lumpur, will travel by AirAsia. Generally, there are around 15.000 students from Kazakhstan in Malaysia and this number increases every day.
New flight to Europe and Russia will attract people to visit Malaysia. More travelers come to Malaysia, more money they bring to Malaysian economy.
The next thing that I want to suggest for AirAsia is to improve quality of their service. For example, there are many complaints about their service and flight delays. It is clear that AirAsia’s strategy is low-cost leadership and everything in their operations concerns on reducing costs. However, it will be better to renew some seats on airplanes. The old seats are very small and not comfortable for big people.
Chapter VI
Possible Organisational Barriers
The possible barrier in AirAsia’ location decision is government regulations. Generally, it is clearly seen that location decision in AirAsia was tremendous, managers made good work, found new place, met a lot of challenges: however the most problem is that government does not support their idea. First of all, AirAsia wanted to operate in Subang airport alone but gave this airport for FireFly and they operate there. After that, AirAsia proposed a new place in Labu. New airport, new facilities, and new runways, new hotels and new increase in that place are some possible effects of building new airport but Malaysian government (Malaysian Airport Holding Berhad) do not think that new airport is good step for AirAsia. Nowadays, this proposal under discussion and MAHB proposed to build new airport KLIA 2 near existing KLIA. However, this proposal will cost more money for AirAsia as a result will affect to AirAsia ticket prices which is not appropriate with their business and operations strategies.
In my opinion, this refusal was made due to some reasons. First of all, new airport will give more power to AirAsia in airline industry. This new hub might disrupt government plan’s for KLIA as international airport. Another question is what to do with current LCCT terminal. These issues under discussion and I will wait tosee what happens in the future. As a future manager and as foreign student, I think that the Malaysian government should allow to build new airport in Labu for AirAsia because it will increase competitiveness in airline as a result improve in quality of service that airline offer and it will improve tourism and economy growth in Malaysia.
Chapter VII
Learning Points
Generally, in this assignment I understand more about OM and five performances affect the OM of a organization. Additionally, I understand 10 strategic OM decisions and how they work and what to do with them.
By doing this assignment I understand that is OM is very important and useful for me and my future. Before I did not know how organization operations look inside. Actually, before this assignment I did not thing that location selection is very important, I was thinking that organizations choose available place and do not worry about other things. However, nowadays, I realized that location selection decision is may be one of the important question in organization and this decision will help for organization. I understand factors which can play essential role in location selection. In addition, I understand how possible factors ad barriers can be challenges in location selection decisions.
I realized that capacity planning and control play important role in business, by using capacity methods or strategies organizations are able to forecast demand and forecast future profit and affect to future of organization
Additionally, I understand that organization should use different operations strategies to compete and be successful in business world. OM is very useful subject for me as a future manger and it will help me in the future.
Finally, I would like to say that I understand the infrastructure of organization and what managers should do to improve and develop their business and increase profit and competitiveness.
Chapter VIII
Conclusion
In conclusion, OM is a very important aspect in every organization and no one organization can survive without OM. Operations is an exciting area of management that has a good effect on the productivity in both manufacturing and services. By using OM strategies organization is able to reduce costs and increase revenue, and succeed.
The success of AirAsia was not made without knowledge of OM and it is clear that effective operations strategies make AirAsia life better and easier.
GANTT CHART
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INTI University College (2011)