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Improving the operational performance efficiency index of an airport by managing and reducing controllable delays: A case study of Delhi International Airport Limited, India
Journal of Airport Management,
10
(4),
359-380
(2016)
Abstract
This paper presents an approach to the internal benchmarking of the performance of an airport in terms of total aircraft movement, and addresses airport capacity constraints in light of growing traffic and resulting congestion, causing delays that adversely affect the operational performance in terms of total aircraft movement through an airport. Considering the capital-intensive nature of the expansion of capacity and the usual time and cost overruns, the problems and difficulties in land acquisition and the time-consuming requirements of obtaining social and environmental clearances, the paper’s solution provides an option to improve the operational performance of an airport within its existing capacity by managing and reducing controllable delays. A model is presented to develop the performance efficiency index (PI), in terms of aircraft movement through the existing capacity of an airport every 24-hours, which is treated as one decision-making unit (DMU). This paper is a case study of Indira Gandhi International (IGI), now known as the Delhi International Airport (DIAL), in New Delhi, India. The model uses the stylised categories of delays — as per the International Air Transport Association (IATA) codes — as inputs, and the total aircraft movement as the throughput, and presents the efficiency frontier. The model is based on simple data envelopment analysis and linear programming techniques combined with second-stage regression analysis in order to estimate the effect of managing of types of delays on the PI. The model explains 76 per cent of variations in the throughput. The paper finds that the reactionary delays and the average delay at the gate affect the turnaround time of an aircraft and consequently the throughput of the DIAL.
Keywords: airport capacity; congestion; delays; efficiency index; internal benchmarking
The full article is available to subscribers to the journal.
Author's Biography
Sumangal Narendra is a former Joint Director General Civil Aviation and Chief Vigilance Officer, Directorate General of Civil Aviation (DGCA), Government of India. Since December 2015, she has been an Adviser Consultant to National Highways Authority of India for the International Road Connectivity and Infrastructure Development Cooperation. After graduating with a Master’s in Botany in 1976 she obtained an MBA from Macquarie University, Sydney Australia in 1999. Growing up in a family of public servants, Sumangal realised the importance of the contribution one can make to better governance from a young age which drove her to join Government of India Civil Services in 1979. In 35 years of service in government, she has fifteen years experience in the Transport sector, ten years in Civil Aviation and five years in Road Transport and Highways. Her areas of proficiencies are Civil Aviation Administrative Restructuring, policy matters of Aviation Safety and Security and e-Governance. She is an Aviation Instructor certified by the Bureau of Civil Aviation Security, Government of India. Narendra has published her research on civil aviation especially in Aviation Ground Handling, Air Transport and General Agreement on Trade in Services. In the Road Sector, Narendra has handled the International Road connectivity and infrastructure development cooperation for Indian government and has drafted Bi-lateral and Regional Agreements on Movement of personnel, cargo and vehicles across borders, especially at SAARC, ASEAN forums and in South East Asia. She has experience in Policy and Programme implementation for Public Private Partnership (PPP) mode of delivery of national highways, Electronic Toll Collection System, Intelligent Transport System and Land Acquisition and Environmental Issues.
