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    Case Study3

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    kazi A.R Rafi
    Schiphol International Airport in Amsterdam was trying to solve the problem of mishandling baggage in its complex baggage conveyor network. This was causing major business impacts, with an estimated $2.5 billion annually affecting 51 million passengers. The airport aimed to realize a 1% maximum loss of transfer baggage, increase capacity from 40 to 70 million bags, reduce costs without increasing wait times, and consider land conditions in upgrades. Data like passenger names, destinations, and flight details were used to generate management reports on bags checked in per passenger, mishandled bags, bags per flight, bag transfer durations, failures, and revenue from bag check-ins.

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    Case Study3

    Uploaded by

    kazi A.R Rafi
    62 views3 pages
    Schiphol International Airport in Amsterdam was trying to solve the problem of mishandling baggage in its complex baggage conveyor network. This was causing major business impacts, with an estimated $2.5 billion annually affecting 51 million passengers. The airport aimed to realize a 1% maximum loss of transfer baggage, increase capacity from 40 to 70 million bags, reduce costs without increasing wait times, and consider land conditions in upgrades. Data like passenger names, destinations, and flight details were used to generate management reports on bags checked in per passenger, mishandled bags, bags per flight, bag transfer durations, failures, and revenue from bag check-ins.

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    Schiphol International Airport in Amsterdam was trying to solve the problem of mishandling baggage in its complex baggage conveyor network. This was causing major business impacts, with an estimated $2.5 billion annually affecting 51 million passengers. The airport aimed to realize a 1% maximum loss of transfer baggage, increase capacity from 40 to 70 million bags, reduce costs without increasing wait times, and consider land conditions in upgrades. Data like passenger names, destinations, and flight details were used to generate management reports on bags checked in per passenger, mishandled bags, bags per flight, bag transfer durations, failures, and revenue from bag check-ins.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    62 views3 pages

    Case Study3

    Uploaded by

    kazi A.R Rafi
    Schiphol International Airport in Amsterdam was trying to solve the problem of mishandling baggage in its complex baggage conveyor network. This was causing major business impacts, with an estimated $2.5 billion annually affecting 51 million passengers. The airport aimed to realize a 1% maximum loss of transfer baggage, increase capacity from 40 to 70 million bags, reduce costs without increasing wait times, and consider land conditions in upgrades. Data like passenger names, destinations, and flight details were used to generate management reports on bags checked in per passenger, mishandled bags, bags per flight, bag transfer durations, failures, and revenue from bag check-ins.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
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    of 3

    Case study

    SCHIPHOL INTERNATIONAL HUB

    Question 1: How many levels of complexity can you identify in


    Schiphol’s baggage conveyors network?
    Answer: There are four layers of complexity each of them is intermingled with
    others. The layers are given as below:

    1. To move the bags from check in area to departure gate. There was less
    coordination between software and hardware levels (e.g. conveyor belts,
    scanners, security checkers, etc.)
    2. To move the bags from gate to gate where the bag are handled by
    human support to aid the work (e.g. human baggage handlers) and also
    human-to-human relations (e.g. security officer with conveyor technician).
    3. To move the bags from the arrival gate to the baggage claim where
    owner claim their bags from the security officers and conveyor technician.
    4. To plan and control peripheral Hardware and software handling area
    where the conveyor network is large and intricate.

    Question 2: What are the management, organization, and


    technology components of Schiphol’s baggage conveyors network?
    Answer:

    Management

    1. Setting the goal for the company : right bag must be at the right place on
    the right time
    2. Allocating human resources in every level of complexity and to provide
    the right training to control, manage and handle the bags.
    3. Decision on budgeting over 1 billion in investing on the project
    4. Developing new system on baggage handling and controlling system to
    handle huge bags.
    5. Find any better technology to be adopted in the company in order to
    improve their services.

     
    Organizational components:

    The Schiphol’s organization comprise of several department that will affect


    directly in the conveyor network.  Each department contributes to the running
    of the business. The most common departments are:

    1. Marketing & Sales


    2. Finance
    3. Human resource
    4. Information Technology departments
    5. Production Department
    6. Technological Components

    Technological components of Schiphol’s baggage conveyors network consists


    of Destination Coded Vehicles (DCVs), Automatic Bar Code Scanner, Radio
    Frequency Identification Tags, and High Tech Conveyor Sorting Machine.

    Question 3: What is the problem that Schiphol is trying to solve?


    Discuss the business impact of this problem?
    Answer: Schiphol International Airport is trying to solve the mishandling of
    baggage in Schiphol’s baggage conveyors network. They are trying to increase
    efficiency of their baggage handling system network. There is huge business
    impact of this mishandling of baggage in their baggage conveyors network
    such as loss of $2.5 billion for industry with annually affect 51 million
    passengers travelling through this airport.

    The company might face problem if a mishandling bags occur as it will affect
    their revenue. Beside their reputation might as well be in stake. Therefore they
    are trying:-

    1. To realize a monumental 1% maximum loss of transfer baggage (against


    the initial 22 million lost baggage.
    2. To increase capacity from 40 to 70 million bags
    3. To reduce cost per bag without increasing wait-time
    4. To consider the land condition surrounding the airport in the process of
    upgrading the baggage handling system.
     

    Question 4: Think of the data that the network uses. What kinds of
    management reports can be generated from that data?
    Answer: Data that the networks might need are:-

    1. Passenger name
    2. Destination
    3. Flight detail (time of departure, flight number, destination )
    4. Number of bags
    5. Bags category (fast lane, normal lane, fragile)

    Types of report that that system need to produce are:-

    1. Numbers of bags check in according to passenger check in.


    2. Number mishandling of bags.
    3. Number of bags handles per flight.
    4. Duration taken for each bag to reach its next station.
    5. Failure report
    6. Revenue gain from bag check in.

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