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Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
1
Airline Participation:
Airline Cost Management Group (ACMG) Report
FY 2013 , Enhanced Version
CONFIDENTIAL
ACMG Airlines
Strategic KPIs
CASK Evolution
(for 15 recurrent airlines)
Airlines
Airlines
Airlines
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
This study is to inspire discussions around the cost drivers and cost elements related to airline/aircraft operations. It is intended to provide high level
benchmarks that individual airlines could analyze to achieve efficiencies and cost savings.
This study is not meant to derive direct cost comparisons. Every airline operates in a unique environment not only in terms of geographic location, net-
work schedule, and fleet types. Elements such as aircraft age, fleet size, proximity to major OEMs, currency exchange rates, and many other parameters
play a very significant role, making direct comparisons unreal. Cost Benchmark is not a science and no existing normalization is available that allows any
form of direct comparisons. In addition, our sample includes airlines of different size, A/C size, and operational profile.
This report, including the collection of data, and publication of the results, complies strictly with all relevant competition laws. It is exclusively available to
the airlines which participated in the data collection. Any use by third parties must first be cleared with IATA.
Despite our efforts to provide accurate and up-to-date information, IATA declines any responsibility for inaccurate, incomplete, or outdated information
that may be posted herein, and expressly disclaims liability for errors or omissions in its contents. IATA disclaims all warranties of any kind, either ex-
pressed or implied, including, but not limited to, implied warranties of satisfactory quality, fitness for a particular purpose, or non-infringement. IATA shall
not be liable for any loss which may arise from the use of the information contained in this presentation.
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
3
This publication builds upon the FY2012 Report which has already
been tailored to improve the value to ACMG (formerly AOCTF)
member airlines with new segments on airline staff and financial
performance. FY2013 report clearly defines Strategic and
Operational Key Performance Indicators (KPIs) and adds additional
bits and pieces, largely an influence of diligent ACMG Steering
Committee (SC).
Before diving into the contents, why the name change?
In order to better reflect the mission and objectives of IATA’s cost
management initiative, in the past several years known as Airline
Operational Cost Task Force (AOCTF), the name has been changed
to Airline Cost Management Group (ACMG) and the terms of
reference expanded.
Amidst the biggest yearly membership growth so far (from 30 to
55 airlines) our SC decided to take a broader look on the airline
costs and add even more value to participating airlines.
The report examines airline costs for 2013. More precisely, it
consolidates and analyzes ACMG airlines’ operational data, cost
structures, and unit costs.
A total of 55 airlines from all major regions with 585 million
passengers carried submitted data for 2013. One third of them
rank among Top 50 airlines by financial results! (IATA WATS 2013).
The statistical snapshot shows the ACMG member airlines now
represent more than 20% of the industry, offering an invaluable
insight into the real data and operations.
ACMG airlines operated 3,730 aircraft, including 47% Boeing/
McDonnell-Douglas, 35% Airbus, 8% Bombardier, and 4% Embraer
aircraft. They mostly favored narrowbodies (NB), and new and
more fuel efficient aircraft. NBs represented approx. 58%,
widebodies 24%, while regional jets and turboprops held 9% and
6% market share, respectively. The average age of ACMG fleet
was 9.88 years. Majority of the airlines were essentially without
cargo traffic, however those with a significant cargo activity were
generally larger, representing 40% of total ATK and 37% of total
ASK.
This year the analysis was structured around Strategic KPIs,
usually of much interest to senior level management, comprising
key statistical and financial figures, and Operational Key
Performance Indicators examining the areas of fuel cost and
efficiency, staff productivity, and employment costs.
Relevant benchmarking is provided in all those areas. Whereas
this Report focuses on a group as a whole, specialized reports,
either focusing on a region, similar fleet size, or similar stage
length, will be available upon request. Please check page 41 for
more information on this newest and utmost valuable feature.
Again, we “rewarded” the most dedicated ACMG members with
yearly trends analysis; a priceless insight into real savings of
devoted ACMG members.
It shows their unit costs have been decreasing consistently ever
since they joined ACMG* (formerly AOCTF). Consequently millions
of dollars have been saved.
Another interesting finding shows that the low cost carriers are
not necessary the profitable carriers as the “revenue size
indicated against RASK and CASK chart” illustrates there is still
profitability in the higher RASK levels. The ACMG airlines** are
profitable as a whole; with an overall average operating margin of
2.6%. However, 24 airlines in the group still incurred losses.
Passenger volumes continued to increase steadily, while cargo
demand has rebounded throughout 2013, which resulted in
encouraging RPK and RTK increases. ACMG carriers were
successfully keeping passenger and freight capacity growth
slightly slower than expansion in demand which led passenger
load factor to a record high of 77.7% (and weight load factor to
66.8%).
The ACMG fleet analysis showed that B737NG and A320 family
were two most popular aircraft families representing 26.1% and
22.8% of ACMG active fleet count, respectively.
Last but not least, ACMG delivered the 2nd Airline Cost
Conference last month, featuring many prominent speakers, and
received excellent feedback from the airline participants.
Executive Summary
CONFIDENTIAL
* The first Report of the revitalized AOCTF was covering years 2009/10/11 together whereas every subsequent Report is covering only one year at a time
** 52 airlines provided validated revenue and expenditure data
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
4
DEFINITIONS & ACRONYMS
ACMG
The Airline Cost Management Group
(ACMG) collects operational data such as
traffic and capacity and high-level financial
data from Member airlines.
ACMG Airlines
These are the air carriers that participate in
the IATA ACMG annual survey questionnaire
on Airline Costs. The resulting analysis is
shared among the participants; identity of
airlines remains confidential.
AC = Aircraft
ASK = Available Seat Km
ATK = Available Tonne Km
CASK = Cost per Available Seat Km
FC = Flight Cycle
FH = Flight Hour
FTE = Full Time Equivalent
NB: Narrow-body aircraft with more than 100
seats
Passenger Load Factor (PLF) = RPK / ASK
RJ: Regional-jets up to 100 seats
RPK = Revenue Passenger Kms
RTK = Revenue Tonne Km
TP: Turbo-props
Unit Cost Before Int. (¢) = Ops Exp. / ATK
WB: Wide-body aircraft with more than one
aisle or equivalent freighter
Weight Load Factor (WLF) = RTK / ATK
DATA & ANALYSIS Methodology
ACMG gathers operational cost data from airlines worldwide. The
data is recorded and coded. The report uses data as reported by
airlines. In certain cases, airlines are contacted to clarify issues with data con-
sistency. All the cost data presented in this publication are is US dollars.
In 2013 reporting, 55 Airlines participated, majority of whom submitted complete
data in all categories.
Identified Critical Parameters
These are the parameters affecting airline operational cost:
Fuel Cost
Fleet Composition & Size
Commonality between Airframes, Engines & Systems
Aircraft usage in terms of Flight Hours, Flight Cycles, Stage Length, Daily Utilization and Age
Material & Labor Costs
Outsourcing Costs
Currency exchange fluctuations
Geographical location (end-of-hemisphere vs mid-hemisphere carriers)
Metrics for Analysis
To measure the effect of the Identified Cost Drivers, the following steps were tak-
en:
Grouping aircraft into Categories (WB, NB, RJ, and TP)
Grouping aircraft into Families (e.g. A320 Family, B737 NG, etc)
Grouping cost into Cost Elements (Flight Operations, Maintenance & Over-haul, Ground Operations, System Operations)
Measuring Operations and Age: Fleet Size, Flight Hours, Flight Cycles, and Fleet Age
Defining Strategic and Operational Key Performance Indicators (KPI)
Measuring Unit Costs: $/ASK, $/ATK, $/FH, $/Cycle, $/AC
Measuring Load Factors; PLF and WLF
55 airline members in 2013
Representing 20% of the industry*
* Representing over 20% of both the world spend and
the number of revenue passenger kms (RPK)
From AOCTF to ACMG
In order to better reflect the mission and objectives of IATA’s cost management initiative, in the past several years known as Airline Operational Cost Task Force (AOCTF), the name has been changed to Airline Cost Management Group (ACMG) and the terms of reference expanded.
Amidst the biggest yearly membership growth so far (from 30 to 55 airlines) our Steering Committee decided to take a broader look on the airline costs and add even more value to participating airlines.
The Airline Cost Management Group strives to further increase memberships, provide annual benchmarking reports on strategic and operational KPIs in cost management area, and organize yearly Airline Cost Conference gathering top industry experts.
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
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1. INTRODUCTION
This publication builds upon the FY2012 Report which has already been tailored to improve the value to ACMG member airlines with
new segments on airline staff and financial performance. FY2013 report clearly defines Strategic and Operational Key Performance
Indicators (KPIs) and adds additional bits and pieces, largely an influence of recently formed ACMG Steering Committee (SC).
Keeping SC’s suggestions in mind the ACMG team, holding expertise in operational costs area, analyzed thoroughly the data sub-
mitted by 55 airlines.
This Enhanced version of the ACMG Report is following a very successful Airline Cost Conference in Geneva, where many partici-
pating airlines gathered to discuss the benchmarking results (on an industry-wide basis as individual data is confidential) and latest
trends in cost management area. Their feedback as well as Special focus on impact of Fuel Hedging and Exchange rates fluctua-
tions are included.
The report examines airline costs for 2013. More precisely, it consolidates and analyzes ACMG airlines’ operational data, cost struc-
tures, and unit costs.
It starts with an overview of the participating airlines and continues with an insight into operational cost structure.
Then it focuses on two major groups of KPIs; Strategic Key Performance Indicators and Operational Key Performance Indicators.
Strategic KPIs, usually of much interest to senior level management, comprise key statistical and financial figures. Benchmarking on
financial performance is also provided before the section ends with yearly trends analysis for many recurrent airlines; a priceless
insight into real savings of devoted ACMG members.
Section 5 examines main areas of Operational Key Performance Indicators; namely fuel cost and efficiency, staff productivity, and
employment costs.
In the last part, the report looks into Top 12 reported aircraft types and provides operational and cost data for each type. At the end,
the two most popular aircraft families were selected (A320 and B737NG) and analyzed in greater detail, offering valuable bench-
marking on its use by different airlines.
One should carefully look into the results of our analysis as main findings are highlighted in hopes to aid towards more efficient cost
management. Tackling airline costs in a prudent manner should consequently improve airlines’ bottom lines, the area where air line
industry has been struggling.
About Airline Cost Management Group (ACMG)
IATA is leading an initiative to develop and expand the ACMG (formerly known as the AOCTF) - a group of airlines focusing on
matters concerning airline costs and measures to optimize them. ACMG’s main task is to undertake annual collections of detailed
airline cost data for major cost areas, including flight, maintenance, ground, and system, broken down by aircraft type when applica-
ble. As the final delivery of ACMG data collection, this annual Report provides ACMG member airlines access to a key source of
data, unavailable elsewhere, that can be used to benchmark carriers against their peers at a global level.
Throughout past few years the number of ACMG member airlines increased significantly, ensuring greater data diversity and sup-porting more accurate or representative benchmark information. Last year, 30 ACMG airlines reported $87.4B expenditures, which represented more than 13% of world spend and this year record high 55 ACMG airlines reported $139.7B expenditures, which represents more than 20% of world spend! One third of them rank among Top 50 airlines by financial results! (IATA WATS 2013)
The recent successes of ACMG are undoubtedly related to the formation of its Steering Committee, which has been excellently
operating under the guidance of Chairman Richard W. Creagh (UIA). Nevertheless, he concluded his 2-year mandate during the
Airline Cost Conference and was pleased to pass the torch to his Vice-Chairman Josua du Plessis (SAA).
Whereas ACMG is a unique opportunity for airlines to exchange cost related industry experience, relevant trend information, new
developments, and best practices, participating in the ACMG Steering Committee is an additional opportunity to network with cost
management counterparts from all over the world.
Last but not least, IATA is fully aware of airline concerns regarding the confidentiality of such proprietary and competitive infor-
mation. Maintaining the confidentiality of all data is guaranteed. All of the data submitted to IATA is de-identified (each airline has
been arbitrarily attributed a two-letter code), and only published as industry or airline group aggregate information. Correspondingly,
the report is exclusively available to the airlines which participated in the data collection.
Notes:
Airline codes used in this report were carefully created to hide the identity of the participating airlines.
Unless otherwise specified or illustrated all 55 airlines are included in the analysis. When the number of included airlines is clearly seen from the chart, no addition-
al explanation follows. When any ratio was calculated, only the data that include all the involved items was used; consequently the number of airlines varies.
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
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Airline Industry Landscape 2013; A glamorous industry with a century behind
Scheduled commercial aviation is celebrating its 100th anniversary in 2014. During the past hun-
dred years ‘wings’ have been capable of uniting the people, the global economy, and ultimately
the entire World. There is no doubt about the generosity of air transport. But what did this industry
get in return in 2013?
Facts and Figures
In 2013, the airline industry made a collective profit of $12.9 billion on
revenues of $708 billion. That is a 1.8% net profit margin. Put another
way, airlines made a profit on average of just $4.13 for every passen-
ger carried.
Net post tax profit for 2013 was $10.6 billion, a 1.5% margin on rev-enues. This was the fourth successive year of profitability, and it builds on the $6.1 billion profit (0.9% margin) in 2012. Profitability in 2013 was achieved largely on increased demand, the
positive impact on cash flow of industry restructuring, and slightly
lower than expected fuel costs. Jet fuel in 2013 averaged just under
$125 a barrel, about $5 less than in 2012.
Passenger ancillary revenues are playing an increasing role in the
industry. Revenues from added-value services improved from $36
billion to $42 billion in 2013 from a year earlier.
Demand for cargo and passenger services showed signs of accelerat-
ed growth. RPKs between regions of the world continued to grow for
the most part, although the rate of growth decreased. Given increas-
ing demand, this flattening is proof that airlines have improved their
capacity management. Increasing aircraft size and high load factors
have helped, as well. More than 31.6 million scheduled flight services
were provided in 2013, a 2% increase on the previous year. There
was also an increase in aircraft deliveries in 2013, to over 1,400 new
aircraft. The in-service fleet rose to 25,310 aircraft. Replacements for
older aircraft were generally larger in size than their predecessors,
adding yet more seats to the market. Overall, the number of seats
rose to 3.4 million, adding 5% capacity to the global market.
Passenger load factors reached a record high in 2013, at 80%. This
is the result of an increase in passenger volumes, coupled with strong
capacity management, particularly in such key sectors as the North
Atlantic.
Cargo markets remain challenging. In 2013, some confidence re-
turned, although not to any significant degree. Load factors were
weak, at 45.3%, while capacity outstripped growth, 2.6% versus 1.4%.
The 2% growth in FTKs in 2013 was mainly achieved in the last six
months of the year, after a period of stagnation. A trend of accelerat-
ing growth and confidence in air freight has marked the beginning of
2014.
Source: IATA Annual Review 2014
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
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2.1. Fleet Counts
Below are the aircraft count snapshots based on all 55 airlines. On the following pages one can obtain more information about the
fleet composition and size, as well as its age.
2. OVERVIEW of the ACMG AIRLINES
A total of 55 airlines from all major regions with 585 million passengers carried submitted data for 2013, which is a significant in-crease from the year before. One third of them rank among Top 50 airlines by financial results! (IATA WATS 2013)
Although participation is confidential, we can reveal that Star Alliance is heavily represented in this study with more than half of its member airlines reporting their data to ACMG.
Consequently, since so many airlines are new in ACMG, our analysis is largely focused on year 2013.
Nevertheless, 15 dedicated airlines consistently submitting their data over past many years were “rewarded” with the trends analysis
covering years 2009/10/11/12/13. As an incentive to airlines to consistently provide data we also performed trends analysis covering
years 2012 and 2013 with 23 recurrent airlines included.
Last but not least, although most airlines have submitted complete data, in particular cases, airlines which have not provided com-
plete data in relevant category were excluded from the sample used for that particular category analysis.
Reservation, Ticketing, Sales and Promotion $9.3 Bil 0.74 0.57 6.02 4.02 784 15.9
Station and Ground $9.2 Bil 0.73 0.57 5.99 4.01 780 15.8
Aircraft Ownership $15.1 Bil 1.20 0.93 9.79 6.55 1,275 25.8
Airport Charges $7.0 Bil 0.56 0.43 4.55 3.04 592 12.0
Cabin Attendants $7.2 Bil 0.57 0.45 4.69 3.14 611 12.4
Passenger Service* $5.9 Bil 0.47 0.37 3.86 2.58 503 10.2
Air Navigation Charges $5.9 Bil 0.47 0.36 3.82 2.55 497 10.1
Other** $1.7 Bil 0.14 0.11 1.13 0.76 148 3.0
Total $142.4 Bil 11.32 8.80 92.49 61.83 12,043 243.5
*Includes Load Insurance for pax and cargo
**Flight Equipment Insurance plus IT and Communications (partially captured here as several airlines wouldn't report it)
The following table shows total airline cost structure comprised of different cost groups. Moreover, several unit costs are offered for
more flexible benchmarking self-evaluation.
Fully available only to the Airline Cost Management Group (ACMG) member airlines.
Please contact us on [email protected] to find out how you can get involved free of
charge!
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
16
4. STRATEGIC KEY PERFORMANCE INDICATORS
Strategic KPIs, usually of much interest to senior level management, comprise key statistical and financial figures. Benchmarking on
financial performance is also provided before the section ends with yearly trends analysis for many recurrent airlines; a priceless
insight into real savings of devoted ACMG members.
Strategic KPIs
ACMG Statistical Snapshot
Note: Expense and cost are very much related in this study; expense is an accounting term for a cost of resources used up or consumed while a company is
performing its main revenue-generating activities
Strategic KPIs* ACMG Airlines
Total Operating Expenses/FH (USD) $12,043Total Operating Expenses/ASK (US Cents) 8.80Total Operating Expenses/ATK (US Cents) 61.83Fuel Share of Total Ops. Expenses 33.4%Total Ops Expenses without Fuel/ASK (US Cents) 5.86Yield (Op. Revenue/RPK in US Cents) 11.62Operating Revenue/ASK (US Cents) 9.04Operating Profit (% margin) 2.59%Passenger Load Factor (PLF) 77.7%Weight Load Factor (WLF) 66.8%Daily Utilization (Hours) 9.48Average Fleet Age (Years) 9.88
* Based on 55 reporting airlines
Statistical Snapshot* ACMG Airlines Industry total** ACMG share
Revenue Passenger Km (RPK) 1,257.9 Bil 5,839.4 Bil 21.5%Available Seat Km (ASK) 1,617.9 Bil 7,327.0 Bil 22.1%Revenue Tonne Km (RTK) 154.0 Bil 738.3 Bil 20.9%Available Tonne Km (ATK) 230.3 Bil 1,097.5 Bil 21.0%Passengers Carried 584.8 Mil 3.1 Bil 18.7%Total Flight Hours 11.8 Mil
Total Flight Cycles 5.729 MilTotal Operating Expenses (USD) 142.4 Bil 686.0 Bil 20.8%
Total Operating Revenues (USD) 146.199 Bil 708.000 Bil 20.6%
* Based on 55 reporting airlines
** According to IATA WATS FY2013
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
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4.1. Financial Performance
The ACMG airlines* are profitable as a whole; with an overall average operating margin of 2.6%. However, 24 airlines in the group
still incurred losses.
From the below bubble chart, it is clear that the sample of airlines used in this compact represents a wide range of different cost
basis as well as revenue levels. It can be seen that the low cost carriers are not necessarily profitable and higher cost loss making.
The average of the RASK for each 0.5c interval value of CASK shows for the cohort two clear areas that are profitable (CASK 7.5
US cents and 10 US cents). The percentage profit margin though seems to be higher for the lower cost option.
Revenue size indicated against RASK and CASK
On the following page respective airlines’ revenues and costs per unit (both ASK and ATK) are graphically displayed. Average
ACMG airline** earned 8.9 US cents/ASK and expensed 8.7 US cents/ASK.
* 52 airlines provided validated revenue and expenditure data
** Average ACMG Airline: Overall average as one group of 52 included airlines
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
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Financial Performance Industry Benchmarking
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Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
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Special focus on impact of exchange rates fluctuations
One of our identified critical parameters affecting airline operational cost, which is very difficult to account for, is currency exchange
fluctuations. Given that majority of costs are tied to US dollars and revenues come in various currencies, respective currency ex-
change rates can significantly affect the bottom line. In the same vein, it can affect benchmarking, although less so since this study
is predominantly benchmarking costs.
For the purpose of this report, 35 airlines have reported their gains or losses obtained from foreign exchange transactions, including
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
20
4.2. Yearly Trends Analysis
Not one but two yearly trends analyses were executed for two main reasons.
First is to “reward” 15 most dedicated airlines which have been submitting their complete data over the past many years. We were
able to perform trends analysis covering 5-year period, 2009/10/11/12/13.
The second reason is to incentivize new airlines to consistently provide data. Therefore, second trends analysis is covering only 2
years (2012 and 2013) but we were able to include more airlines, namely 23 who provided their complete data for 2 consecutive
years.
The results for both groups of airlines were very encouraging seeing their average CASK and Cost per FH have both been decreas-
ing ever since they have joined the AOCTF (now ACMG)*.
Unit costs have been decreasing consistently ever since airlines joined the AOCTF (ACMG)*
Throughout the past 2 years 15 recurrent airlines saved close to 1 billion dollars**
* The first Report of the revitalized AOCTF was covering years 2009/10/11 together whereas every subsequent Report is covering only one year at a time.
** Reduction in average CASK enabled 990 million dollars total savings; reduction in average CASK adjusted for Fuel expenditure actually enabled 1.25 billion
dollars in savings.
5-year trends for 15 most dedicated recurrent airlines
Average Fleet Age (Years) 9.08 8.88 -2.2% 8.85 -0.4% 8.31 -6.1% 7.76 -6.6%Total Flight Hours 2.449 Mil 2.554 Mil 4.3% 2.757 Mil 8.0% 3.0 Mil 7.8% 3.3 Mil 10.6%Total Flight Cycles 914.082 K 945.648 K 3.5% 1.007 Mil 6.5% 1.1 Mil 9.9% 1.2 Mil 11.6%
Total Operating Expenses (USD) $29.6 Bil $32.2 Bil 8.6% $38.7 Bil 20.4% $40.9 Bil 5.7% $44.3 Bil 8.3%
Average cost per employee type* Employee type ratio
Fully available only to the Airline Cost Management Group (ACMG) member airlines.
Please contact us on [email protected] to find out how you can get involved free of charge!
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
30
5.3 Staff Productivity
When studying ASK and ATK per employee productivity indicators one should acknowledge that regulations, different aircraft type
and operations (e.g. long vs. short haul) along with the airline schedule and business model are important in explaining differences
around the world.
Note: As outsourcing practices differ significantly from airline to airline, it may not be appropriate to benchmark this number within the industry. However, it is a
measure that an airline may want to monitor on an annual basis.
Fully available only to the Airline Cost Management Group (ACMG) member airlines. Please contact us on [email protected] to find out how you
can get involved free of charge!
Fully available only to the Airline Cost Management Group (ACMG) member airlines. Please contact us on [email protected] to find out how you
can get involved free of charge!
Fully available only to the Airline Cost Management Group (ACMG) member airlines. Please contact us on [email protected] to find out how you
can get involved free of charge!
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
31
Flight Deck Crew and Cabin Attendants employment
Similar to the previous page, when observing the first two diagrams one should acknowledge that regulations, different aircraft type
and operations (e.g. long vs. short haul) along with the airline schedule and business model are important in explaining differences
around the world.
The third diagram, however, is directly comparing monthly use of workforce for 23 airlines that correctly provided separate f light deck
crew and cabin crew block hours.
Fully available only to the Airline Cost Management Group (ACMG) member airlines. Please contact us on [email protected] to find out how you
can get involved free of charge!
Fully available only to the Airline Cost Management Group (ACMG) member airlines. Please contact us on [email protected] to find out how you
can get involved free of charge!
Fully available only to the Airline Cost Management Group (ACMG) member airlines. Please contact us on
[email protected] to find out how you can get involved free of charge!
Airline Cost Management Group (ACMG) Enhanced Report - Sep 2014
32
6. AIRCRAFT TYPE ANALYSIS
6.1. Overview
6.2. Operational Data
Top 12 active aircraft accounted for 90% of the total active
fleet. Nevertheless, due to incomplete data submissions by
some airlines a number of them are excluded from the de-
tailed analysis on the next pages. The total number of thor-
oughly analyzed aircraft therefore sums up to 2,483 aircraft,
representing 67% of the total reported aircraft.
Also, as B717 was operated by only one reporting airline it
was excluded from the abovementioned analysis. A380 has
been included.
In general, the results support airlines’ efforts to modernize
their fleet.
6.3. Unit Costs
A320 Family 807 26
B737 NG 497 17
A330 233 21
B777 229 14
A340 158 12
Dash 8 146 6
B737 Classic 93 11
B747 78 10
EMB-190 74 6
CRJ 64 4
B767 63 8
A380 41 4
Fleet Type # Active Aircraft# of Airlines
reporting
A320 Family $24.0 Mil $8,229 7.85 33.7%
B737 NG $21.7 Mil $6,859 6.31 44.1%
A330 $50.9 Mil $12,052 5.81 47.5%
B777 $61.3 Mil $14,318 5.81 48.7%
A340 $66.8 Mil $14,732 6.55 53.4%
Dash 8 $8.8 Mil $3,921 15.54 23.4%
B737 Classic $17.2 Mil $7,771 9.81 35.5%
B747 $78.1 Mil $19,242 5.84 54.9%
EMB-190 $18.2 Mil $7,102 10.36 33.1%
CRJ $12.7 Mil $5,009 11.33 36.0%
B767 $38.5 Mil $9,798 5.87 51.1%
A380 $103.4 Mil $22,877 5.74 55.9%
Fuel as % of Direct
Operating* $
*Direct Operating Cost includes Flying Cost, Ground and Maintenance Cost, and excludes
System Operating Cost
Fleet Type Direct Operating
$*/AC
Direct Operating
$*/FH
Direct Operating
$*/ASK (in US cents)
Weight Load Factor
A320 Family 8.62 9.4 2,355,213 1,292,185 1.8 76.6% 67.7%
B737 NG 9.90 6.6 1,568,863 890,746 1.8 74.5% 65.9%