Our cases

Our cases
Cases - Airports
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Cases - Airlines
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AODB Implementation. Starting the change
Case description: As a result of a leadership change, Airport XXX realized that manual and MS Office based planning and operations control is no longer a viable option in 2020s. Development of any sort of management report takes substantial time and effort and in the end is not very accurate.  There had been no significant investments made in Technology and IT and the airport is running an outdated, self-developed tool with very limited functionality. The original developers are no longer working for the airport and every additional feature is so hard and painful tő achieve. No local experts are available around for hire and there is no previous competence in originating and running such complex projects.

Solution: External expertise should be involved to collaborate with multiple stakeholders at the airport and develop a proper RFP document allowing them to start a supplier selection process. It’s important to keep certain functioning systems and integrate them with the rest of the IT environment. Higher reliance on IT  triggers a necessary upgrade of the airport’s existing server room and network. Our experts have done this many times before on both airport and vendor sides, and are ready to share our best practices and real-world knowledge.

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Digital Transformation Strategy/IT Master plan creation. The key factors of project success
Case description: Airport XXX decided to assess their existing IT environment and understand how it’s matching global best practices, what kind of changes are needed on their Digital Transformation path, how to plan and budget their projects.

Solution: Our team of experts has assessed the environment,  collected relevant stakeholder opinions, suggested desired future vision, scoped and budgeted potential projects, and put them onto the airport’s IT Master planning roadmap.

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Defining New Terminal Requirements
Case description: Preceding the upcoming continental event of huge importance the National government decided to invest in the country’s capital airport to convert it into a modern regional next-generation gateway. The goal outlined by the President was not only to construct an impressive modern terminal building to make country more attractive for international tourists, but also to bring IT and building infrastructure to a modern “best practices” standard.

Unfortunately, there was no in-house expertise to develop full-scale RFPs for all IT and infrastructure systems. General Contractor companies lacked expertise in airport IT and they were changed at a rapid pace.

Solution: Our team delivered overview workshops on each and every system, captured and elaborated on all the necessary requirements and developed RFPs for International tender. The integrated approach helped the customer to simplify Program and Project Management on New Terminal project, avoid losses connected with the poor integration between systems, and commission the most advanced terminal in time enabling the International event to become a success.

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RMS Implementation and Project Management shortcoming in an Airport. A fix to apply
Case description: A large airport sees Resource Management System implementation as the next big step in enhancing airports' operations. The most expectations are with the Mobile Resource Management System for staff planning and flexible shifts composition. The selected system is capable and available, but it was IT team leaders who were driving that project. It appeared a lot of Operations managers are just not motivated to use RMS as it's much easier to fulfill their task with original non-optimized headcount. There were multiple critical comments generated to delay the system acceptance and delay system acceptance.

Solution: We strongly emphasize that such projects are not about pure IT or product being put in place. This is about organizational and business process change as well as about establishing proper in-house customer Project Management practice to involve and engage relevant stakeholders t. An un-biased view helps to assess what is really going on within the customer organization and how changes can be facilitated.

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Self-Bag Drop Implementation. Refocusing the project
Case description: Airport XXX decided to go with a SBD solution offered by a BHS vendor whose system is currently in use in that airport. It appeared that customer airport was persuaded to adapt CUSS/CUPPS technology. It turned out that airlines were not willing to invest in their own application development which caused project implementation to be delayed for more than 2 years and the airport had to reduce its initial scope of implementation. Only a few devices had been installed and there was no visible change in terms of passenger experience and satisfaction.

Solution: Our expert team has suggested changing the allocation and software component of SBD devices to achieve better unit accessibility and to adopt more flexible technology enabling airlines to skip the cost and time associated with the development of their own SBD applications.

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Electronic Boarding Pass and Next-gen Biometric enabled ID
Case description: Airport XXX decided to be first nation-wide in Electronic Boarding Pass adoption. It appeared that a self-developed boarding pass scanning application can’t be upgraded to match sophisticated passenger identification and verification requirements as well as the airport’s own functionality wishlist. Biometric ID adoption had been outlined as a priority in airport development to speed up Passenger Processing and enhance Passenger Experience.

Solution: Our expert team collaborated with airport’s experts to develop a draft recommendation for the national Civil Aviation Authority, which reaffirmed it as a national standard. The airport had become first to fully adopt the national standards and was able to choose the most advanced system from a technology startup for just a fraction of the price presented by the industry's largest market player. Biometric ID phase (in compliance with IATA’s One ID initiative) scoping is underway and is planned to enhance the functionality of Passenger Processing Domain further.

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IATA Resolution №753 and RFID enable bag tags concept. Baggage Processing and Tracking Improvement project for a large airline
Case description:  YY IATA Member airline started to investigate affordable options to decrease baggage mishandling rate and fulfill IATA’s recent recommendations on Resolution №753 and RFID enabled bag tag. The significant part of the airline’s route network airports has no Baggage Management and Tracking capabilities thus putting an additional burden on the airline to comply with those requirements. Legacy BRS solutions bundled with expensive Baggage Messaging distribution services were a definite overkill.

Solution: Collaborating with industry startups, innovative cost-effective concept and project approach was developed to fulfill both IATA Resolution №753 and RFID enabled bag tags recommendations. The concept was approved and the Baggage Processing and Tracking Improvement project is waiting for the right moment after post-COVID-19 recovery to be re-launched.

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PSS system refresh. Requirements write-up, assistance in conducting International tender and solutions' evaluation
Case description: ZZ IATA Member airline had reached limits of its PSS capabilities as well as some roadblocks in adapting some of the industry best practices, making it extremely hard to continue steady growth. There were no PSS experts available inside the home country and the airline was really striving to apply the best industry knowledge and practical experience.

Solution: Our experts made a deep dive into airline's current situation, analyzed existing shortcomings and limitations and suggested an actionable plan on how to improve. One of the key identified steps was our participation in creating PSS (Passenger Service System) requirements and active involvement of KV Consulting's experts in airline's tender process: requirements write-up, facilitation between different vendors' and airline's stakeholders, airline's distribution model assessment and creating a new vision, conducting workshops, technical and commercial proposals evaluation, helping the airline to avoid contractual traps and discriminating conditions.

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