Iberia & Aena CDM Implementation

Iberia & Aena CDM implementation over the Terminal 4 BHSIberia & Aena CDM implementation over the Terminal 4 BHS
Iberia & Aena CDM
implementation over the
Terminal 4 BHS
Dimitris Bountolos
Iberia´s Madrid/Barajas Airport Deputy Director
Juan Puertas
BHS Engineer Aena, Spain
Brussels. Wednesday 24th of March

Iberia & Aena CDM implementation over the Terminal 4 BHSIberia & Aena CDM implementation over the Terminal 4 BHSIberia & Aena CDM implementation over the Terminal 4 BHS
1. Key figures about T4 & its BHS operation
2. Generic CDM priciples applied to a BHS
3. Pillars of the CDM over the BHS at T4
4. General CDM framework IB/Aena at T4
5. Management model between IB & Aena
6. Summary of best CDM practices at T4
7. Conclusions
Index

• All Terminals combined
capacity more 75 M. pax.
• T4 capacity 35 M pax
• 4 runways
• 4th mayor Hub in Europe
and 11th globally
• T4 main building with more
that 1.1 Km. length and 950
m. the T4s
• Satellite building T4s at 2.5
km. long distance from T4
• One roadway between
terminals
• All Iberia´s group and OW
operate at T4
T4 T4s
T2
T1
T3
Main figures about the airport and the Terminal 4

APM (Automatic People Mover)
AST (Airport Service Tunnel)
New Terminal Area (T4)
T4+T4s
Ramp
Air-bridges
Remote positions
64
40
Terminal
building
Check-in counters
Boarding gates
174
142
Passengers
Annual passenger
capacity
35 Mpax
Key facts and figures
T4+T4s
Flights/day ±400+400
Passengers
From.35.000
To: 50.000
% Connec.
Pax
Aprox.
60-65%
T4+T4s
FTE ±3500
Motorized
Equipments
±900
Baggage
From:
30.000
To: 50.000
“IBAS “
[Iberia Airport Services ]
manages arround 95-98%
of all T4&T4s Operation
Simultaneous profile ( T4 &T4s) of concurrent departures flights
manage at the Lateral & Baggage side by IBAS
Key Facts & Figures of Iberia Airport Services at T4
National &
Schengen
International &
No-Schengen
T4s
T4

• Maximum daily: 52.000 bags
• Max. Process Capacity: 16.500 bags/hour
• Daily Average : 33.000 bags
• 60-70 % connection baggage
Main BHS daily figures
0
1000
2000
3000
4000
5000
6000
7000
0:00
1:00
4:00
5:00
6:00
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
19:00
20:00
21:00
22:00
23:00
0
500
1000
1500
2000
2500
3000
3500
4000
4500
5000
Key figures of a standard daily operation
T4s
T4
VCE
MEX
Standard daily evolution of processed baggage
Standard daily evolution of Transfer & Local baggage
Transfer baggageLocal baggage
Extraction baggage lineInduction baggage line
T4s-S T4s-N
T4s-S T4s-N
4 independent
laterals area

VIDEO SATE
Main BHS facilities: Check-in & Transfer
T4s-N
• 95 Km. Conveyor system: 4 Tilt-Tray Sorters. Conveyor
speed up to 10 m/s.
• 24 Carousels + 8 Belts Container Building. 15 Transfer
Baggage entry. 168 Check-In positions
• EBS [ Early Baggage Store ] up to 9000 pieces
• 100% integrated X-Ray Screening
Main BHS facilities

• One single allocation for claiming baggage
• 25 KM. Conveyor System. Conveyor speed up to 5 m/s
• 19 arriving carrousel with 42 final destination baggage entry.
Main Figures
NO SCHENGEN
SCHENGEN
SOUTH OUTBOUND
BAGROOM
SOUTH INBOUND
BAGROOM
AIRPORT SERVICES TUNNEL
NET MAIN TERMINAL
SOUTH OUTBOUND
BAGROOM
NORTH OUTBOUND
BAGROOM
NORTH OUTBOUND
BAGROOM
NORTH INBOUND
BAGROOM
NET SATELLITE ST1
DFA.41.
DFH.02
DFH.03
DFH.04
DFA.32.
DFA.45.
DFA.31.
DFA.34.
DFA.33.
DFA.37.
DFA.36.
DFA.35.
DFA.38.
DFA.41.
DFA.44.
DFA.42.
DFA.43.
DFA.47.
DFA.48.
DFA.46.
DFA.61.
DFH.08
DFA.65.
DFA.63.
DFA.66.
DFA.67.
DFA.68.
DFA.69.
DFA.70.
DFA.71.
DFA.72.
TERMINATING UNLOAD BAGROOM
DFA.51.
DFA.44.
DFA.54.
DFA.42.
DFA.52.
DFA.53.
DFA.43.
DFA.47.
DFA.57.
DFA.55.
DFA.45.
DFA.59.
DFH.19
DFA.49.
DFA.81.
DFA.82.
DFA.83.
DFA.84.
DFA.85.
DFA.86.
DFA.87.
DFA.88.
DFA.89.
DFA.90.
DFA.91.
DFA.92.
DFA.01.
DFA.02.
DFA.03.
DFA.04.
DFA.05.
DFA.06.
DFA.07.
DFA.08.
DFA.16.
DFA.15.
DFA.14.
DFA.13.
DFA.12.
DFA.11.
DFA.10.
DFA.09.
DFA.21.
DFA.22.
DFA.23.
DFA.24.
DFA.28.
DFA.27.
DFA.26.
DFA.25.
DFS.01.
DFS.02.
DFH.05
DFH.06
DFH.18
DFH.17
DFH.16
DFH.15
DFH.11
DFH.12
DFH.13
DFH.14
DFH.10
DFH.09
Futuro
DFH.01
DFH.07
DFA.73.
DFA.75.
DFA.77.
DFA.79.
DFA.44.
DFA.42.
DFA.43.
DFA.47.
DFA.48.
DFA.46.
DFA.56.
DFA.78.
DFA.98.
DFA.41.
DFA
.78.
DFA.48.
DFA.58.
Main BHS facilities: Final destination baggage claiming
T4s
T4

2. Generic CDM principles applied to a BHS
7. Conclusions
Index

Targets of Airport CDM
Airport CDM aims at optimally using the
available capacities and operational resources
at the airport by increasing the efficiency of the
individual steps of the turn-round process.
Airport CDM is an operational approach for
the optimum handling of the turn-round
process at the airport.
Targets of Baggage CDM
Baggage CDM aims at optimally using the available
capacities and operational resources at the BHS by
increasing the efficiency of the individual steps of the
baggage turn-round process.
Baggage CDM is an operational approach for
the optimum baggage–handling process at
the airport.
AAirport
Ground
Handler
Airline
BHSBHS
Based on the Airp. CDM objectives it has been built a baggage approach

AAirport
Ground
Handler
Airline
BHSBHS
Concepts, Concerns & Benefits regarding the Baggage CDM approach
Concepts
• Mishandled bags
• Poor Service level agreement
compliance
• Low turn-round predictability
• Inefficient use of the
resources
Concerns
• ‰ Mishandling Improvement.
• Efficient use of the resources.
• Better recovery response
times after disruption.
• Passenger perception
improvement
Benefits

• Information exchange
Establishment of digital Interfaces
• Role Sharing between airport & airline
Mutual support assuming new approaches
• Operational knowledge exchange
Continuous transferring of lessons learned
• Design of new functionalities
New enhancement & developments on facilities

• Two independent Management Centre with a robust communication connection
• Centralized decision making and control
• Connection in service bases
Concepts
AMC
Airport Management Centre and Iberia Airport Services Hub Control
HCC
Hub
Control
Centre
Airport
Management
Centre

• Centralized management / integrated systems
• Single allocation with 100 working positions
• Service based management 24h.x7
Main figures of the AMC
SECURITY
MAINTENANCE
PASSENGER
SERVICE
AIRCRAFT
OPERATIONS
Positions
•13 Security
•14 Aircraft Ops.
•10 Passenger Ops.
•4 AMC System IT
•41 Maintenance
•14 AMC
5 HBS CONTROL
1 AMC COORDINATION
2 HBS X-RAY SCREENING
1 IBERIA HANDLING
HBS AREA
Airport Management Centre
Positions
• Dedicated Net
•> 200 KVM Equip.
•> 150 Video Wall
cubes

Iberia Airport Services Hub Control Centre
• 32 consoles
• All operational areas represented
• Subcontractors are included
• Laterals remotely managed
Main figures of the HCC

INFORMATION
EXCHANGE
ROLES
SHARING
DESIGN OF NEW
FUNCTIONALITIES
OPERATIONAL
KNOWLEDGE
exchange
• BSM
• IB integrates with
Airport Managment
Center
• Procedures
• Tracking meeting
• Planning new resources
• New BHS interface to IB
• Access to IB reports
• Support to problematic
situation
• Reciprocal advising
• New EBS
• New resources
• Connection BHS-Arrivals
• Connection
• BHS information in laterals
• Managment resources
• Operational improvement
• Limbo
• Baggage request from
Arrivals
2006-2007 2008-2009 2010-2011
Mutual framework evolution since the opening of T4

2006
2008
2010
BEST
PRACTICES
Early Stage
Stability
• Season Plans
• Mutual Goals
Development
• New functionalities
•Daily screening
CDM
• Mutual Data Integration
• Role sharing
2009
2007
Stages evolution since the beginning of the operation of the BHS
• Op. follow-up with daily meetings
• Knowledge exchange

C1.- Information exchange
 C1.1.- Online BHS status
 C1.2.- Data Bases Integration
 C1.3.- Tracking of arrivals
 ...
C2.- Role Sharing between airport & airline
C3.- Operational Knowledge interchage C4.- Design of new functionalities
 C2.1.- Carrousels assignment
 C2.2.- BHS De/Activation
 C2.3.- Self Baggage delivery
 ...
 C3.1.- Max. Capacity ULDs
 C3.2.- Retun. of Untagged
 C3.3.- Balanced Unloading
 ...
 C4.1.- B.H. S Draining
 C4.2.- New EBS
 C4.3.- Improb. Waiting time
 ...
I+D+I
Overall distribution by typology

 C1.1.- Online BHS status data transmission.
 C1.2.- Mutual Data Bases integration.
 C1.3.- Shared BI – Platform over the BHS
 C1.4.- Flight dedicated information throughput
 C1.5.- Online tracking of the local baggage delivery
 C1.6.- Evolution of the productivity in the carroulsel area
C1.- Interchange Information
C1
C2.- Roles Sharing between airport & airline
C3.- Operational Knowledgeinterchage C4.- Design of new functionalities
C2
C3 C4
I+D+I

• Online transmission of the BHS : active/ sutured / not active, etc.
• More control capacity, better response time centralized at the level of the hub
• More agile resource allocation
BHS online status
C1.1- Information exchange : Online BHS status data transmission.
BHS state over the SCADA view BHS state over the Real Time task allocation view
C1
C2
C3 C4
I+D+I

C1.2- Information exchange : Shared Data Base Timeline Set
RL mishandling
Flights
Resources
Planning
Estimates
Bag tracking
Data processing
Tracking
Destinations
Resources
Arrivals
Maintenance
Planning
Simulation
Yesterday &
Statistical
Day of
Operation
Short & Medium
future
C1
C2
C3 C4
I+D+I

•Recovery & Disruption1
•Fulfillment of SLA2
•Follow up of main operational KPI3
•Information to suppliers and third part
companies
4
•Departmental internal notes1
•IB´s & Aena´s operational procedures2
•General forms and global surveys3
•BI & Interactive reports4
•Content Level: The shared workspace has become an internal portal where to deploy all reports & info
•Intention Level: The different purpose of each distributed report finally covers all Airport´s internal needs
6. Summary of best CDM practices at T4 S
C1.3- Information exchange : Shared BI - Platform over the BHS
C1
C2
C3 C4
I+D+I
BHS online reports
BHS Docs & forms

0
5
10
15
20
25
30
35
40
45
0
50
100
150
200
250
300
350
400
450
500
10:03
10:08
10:13
10:18
10:23
10:28
10:33
10:38
10:43
10:48
10:53
10:58
11:03
11:08
11:13
11:18
11:23
11:28
11:33
11:38
11:43
11:48
11:53
11:58
12:03
12:08
12:13
12:18
Baggage dispatch accumulated profile per one Intercontinental flight
BPMs accumulated profile per one Intercontinental flight
Difference between dispatched Baggage & Handling Processed ( BPMs )
#ofaccumulateddispatchedbaggage
#ofaccumulatednottreatedbaggageonthecarrousel
Flight distribution profile
extraction throughput Vs BRS throughput
Saturation Level
on the carrousel
Saturation Level Base line in a single carrousel
• Thanks to the availability of the EBS
it has been continuously reduced
the total dispatching time per flight.
• With a trade-off analysis we have
mutually agreed the current time-
sets for : WB flights / NBs flights &
Regional.
• The personal performance of each
employee is tracked in order to
detect possible bottlenecks
• Every time a new procedure over
the BRS is implemented, we analyze
its impact on the productivity
Concepts :
C1.4- Information exchange : Flight dedicated information throughput
C1
C2
C3 C4
I+D+I

• Digital reordered milestone for first & last arrival baggage piece
• Web interface with several tracking points for each piece through the path
• Information transferred to the passenger at the baggage claim area
Tracking of the arrivals baggage
6. Summary of best CDM practices at T4 S
C1.5- Information exchange : Online tracking of the baggage delivery
Online web view for one flightFirst baggage Last baggage
First reception time Last reception time
C1
C2
C3 C4
I+D+I

C1
C2
C3 C4
I+D+I
 C2.1.- Monthly Master Plan carrousels assignment.
 C2.2.- Dinamic carrousels actication/de-activation.
 C2.3.- Dinamic segregation based on CRM criteria
 C2.4.- Inverse carrousels assignment for cancelled flights
 C2.5.- Baggage delivery sellection from L&F department
 C2.6.- Operational tags mode of use in check-in

C2.1.- Role Sharing between airport & airline : Monthly carrousels Master Plan
C1
C2
C3 C4
I+D+I
• Monthly planning of all carrousels
• All constraints are taken in
consideration:
 Maintenance cycles
 Congestion during Peak periods
 Staffing Levels in each sector
 Agreements with 3rd. Airlines
 …
• The operational DB transfers the D+5
creating a synchronization between
AODB-IB & AODB-Aena.
• Previous Master Plan is used as a
quick first solution creating a
preliminary optimization by analogy
Concepts :
Carrousels Master Plan view

C2.5.- Role Sharing between airport & ailine: Baggage delivery from L&F department
C1
C2
C3 C4
I+D+I
• The passenger that decides not to fly request his baggage
• It´s introduced the baggage tag number in the shared platform
• Once it´s detected inside the BHS new destination is selected
• The routing is tracked of the requested baggage through the BHS
• Finally It is delivered to the passenger closing a digital form transferred to the BI platform
Possibility to directly deliver all requested baggage

• Minimizing disruption: Generate bagtag fully operative for BHS and for airline.
• Role sharing: Aena check-in software prints Iberia information when needed.
• Role sharing: Iberia uses FBT barcode for BHS.
• Action: develop a software to generate a FBT in checking position.
Unexpected Situation: no BSM related to baggage
Barcode on tag is readable by BHS.
Tag is printed with flights
information
C2.6.- Role Sharing between airport & ai : Operational tag mode of use in Check-In
C1
C2
C3 C4
I+D+I

C3.- Operational Knowledge exchange
C3.- Operational Knowledge exchange
C1
C2
C3 C4
I+D+I
 C3.1.- Maximum capacity of ULD & Flights forecast
 C3.2.- Delivery of untagged baggage to the arrivals.
 C3.3.- Balanced Unloading of Transfer B. In peak periods
 C3.4.- Compatible O&M BHS Plan
 C3.5.- Online GIS platatform for all BHS lines
 C3.6.- Feedback about the segregation of S.Connet
 C3.7.- Daily X-Ray reports

• Each of the carrousels area initially had 6 belts
• During the summer peaks the flight concurrency
on the same carrousel is too high
• In each sector 2 additional belts were adapted
as extra resources
• The congestion was reduced significantly
Congestion on the T4 during Summer peaks
C3.1.- Op. Knowledge exchange : Max. ULD capacity of ULD & Flights forecast
C1
C2
C3 C4
I+D+I
3
4
3
3
4
3
3
4
4
3
3
1
15
20
15
15
20
15
15
20
15
15
20
5
X X# concurrent flights
per carrousel
# Simultaneous ULDs
per carrousel
New laterals available for departure flights

• High improvement of the response time thanks to the availability of a delivery method that does
not imply Human Resources demand,
• OHD/Un-tagged baggage can be driven directly to the arrival area by Iberia or Aena manual
encoding positions, either using its interface with the BHS Scada or using an specific FBT
Inefficient use of Human resources: Manually Transported
2 Km.
FBT with
destination 50
Interface
IBE-BHS
C3.2.- Op. Knowledge exchange : Delivery of untagged baggage
C1
C2
C3 C4
I+D+I
BHS floor: -1
Arrival floor: 0
T4
T4
T4s
T4s

• Analysis of the Transfer queuing time in order to indentify the problems
• Dynamic Transfer belts assignment trying to assure the symmetric profile in each sector of the T4
• Process time reduction of the transfer baggage
Balanced/ Symmetric unload of Transfer Baggage
Not balanced
induction
Balanced
inductionx a
Not Balanced case Balanced case
TransferBags
TransferBags
C3.3.- Op. Knowledge exchange : Balanced Transfer Bagfgage
C1
C2
C3 C4
I+D+I

• The operation is dynamically concentrated in order to ease the maintenance
• Iberia & Aena mutually coordinate the immobile resources assignment in advance considering the O&M
Definition of a compatible O&M BHS Plan
C3.4.- Op. Knowledge exchange : Compatible O&M BHS Plan
C1
C2
C3 C4
I+D+I
Low density lines candidate to be maintained

• Online information colored
represented with the real density
flow of each line
• Very useful for detecting
bottlenecks
• Online information about which
are the transfer belt with more use
• Pointing to ad-hoc reduction of
electricity consume based in
minimum density trigger processes
Online GIS
( Geographic Information System )
C3.5.- Op. Knowledge exchange : Online GIS platatform for all BHS lines
C1
C2
C3 C4
I+D+I

• Analysis of correct segregation for Short Connection baggage & ULDs declared as SC.
• Dynamic graphs where it´s represented the available connecting time for each of the transfer
baggage introduced in the BHS
Automatic analysis about how it was loaded the set of Short-Connect ULDs
C3.6.- Op. Knowledge exchange : Feedback about the segregation of S.Connet.
C1
C2
C3 C4
I+D+I
1st. ULD. 2nd. ULD. 3rd. ULD. 4rd. ULD.Transfer delivery Throughput
Available Connecting Time per introduced piece of baggage
0
10
20
30
40
50
60
70
80
15:45 15:30 15:35 15:40 15:45 15:50 15:55 16:00 16:15
1:45:00
1:30:00
1:15:00
1:00:00
0:45:00
0:30:00
0:15:00
0:00:00
> 2:00:00
15:25

I+D+I
C4.- Design of new functionalities
C1
C2
C3 C4
I+D+I
C4.- Design of new functionalities
 C4.1.- Implementation of two B.H Sistem drainage areas
 C4.2.- New EBS [ Early Baggage Store ]
 C4.3.- Improvement of the Passenger Waiting time Arr.
 C4.4.- LIMBO concept for baggage to be regularized
 C4.5.- Dedicated Express EBS fo regional Flights
 C4.6.- Returning baggage to non-boarded passengers
 C4.7.- Automatic loading of the BHS
 C4.8.- Reduction of the transfer baggage MCT
 C4.9.- PDAs sollution for the OVRSZ baggage out the BHS

• Operational recovery
• New BHS functionality: empty the system in organized way.
• New BHS functionality: retag baggage and return to BHS.
Danger of BHS collapse
• Cancelled flights.
• Too many flight lost
baggage.
• BHS totally or partially
collapsed.
• Too many early
baggage.
Real use examples
C4.1.- Design of new functionalities : Implementation of two BHS drainage areas
C1
C2
C3 C4
I+D+I
Waiting store
Waiting store
2 BHS drainage areas
T4
T4s

• New building baggage opening times:
• WB: h-110 minutes
• NB: h-90 minutes
• Regional h-60 minutes
• Benefits: better turn-round predictability & more efficient use of building baggage
resources.
New EBS facility: from 2000 pieces to 9000 pieces
EBS 6 Hours: conventional
conveyor
EBS + 6 Hours:
DCV technology
EBS –1 Hour:
TTS technology
1100 2100
300
300
1400
1200
600
800
C4.2.- Design of new functionalities : New EBS [ Early Baggage Store ]
C1
C2
C3 C4
I+D+I
T4s
T4
1200

• Develop of high speed conveyor and reduction of Iberia-Aena SLA for arriving at T4S.
• Control of the handler operation wit new screen interface.
• Accurate information to the passenger
Service level: passenger waiting time
Before: 68 minutes
Time reduction for last baggage from satellite New Control & Information interface
Passenger
information
Touch
Screen
C4.3.- Design of new functionalities : Improvement of the Pax. Waiting time Arr.
C1
C2
C3 C4
I+D+I
Improvements: 68 to 49 minutes
•IBE new procedures T4S
•AENA new conveyor speed 5m/s
Actual: 49 minutes

ANÁLISIS DE ESTIBA Y DESCARGAS
• Dynamic storing baggage, waiting for regularization
• Simplifying regularization
• Management On-Road
LIMBO.
C4.4.- Design of new functionalities : LIMBO concept for baggage to be reg.
C1
C2
C3 C4
I+D+I
SORTER? a

• Concern: risk of misshandling if early baggage from regional flight are mixed with
other flights
• Solution: use an specific EBS facility as EBS-express only with regional flights
Short baggage building time for regional flights (H-60)
EBS 6 Hours:
conventional conveyor
EBS + 6 Hours:
DCV technology
EBS –1 HOUR:
TTS technology
1100 2100
300
300
1400
1200 1200
600
800
EBS Express:
Exclusive for
regional
flights
C4.5.- Design of new functionalities : Dedicated Express EBS fo regional Flights
C1
C2
C3 C4
I+D+I
T4s
T4
EBS Express:
regional flights

• Operational knowledge exchange: Iberia-Aena
• Baggage from a non-boarding passenger can be driven to the arrival area directly by
Iberia. Using its interface with the BHS or using specific FBT.
Inefficient use of human resources : manually transported
New facility: connection BHS exit &
arrival
C4.6.- Design of new functionalities : Returning baggage to non-boarded pax.
C1
C2
C3 C4
I+D+I
Arrival floor: 0
2 Km.
BHS floor: -1
T4
T4
T4s
T4s

ANÁLISIS DE ESTIBA Y DESCARGAS
• Automatic size of BHS for intensive use of conveyor lines.
• Reduction of electrical energy per bags.
• Easier maintenance works.
• Efficiency and service to handling
Automatical optimun size of the BHS
C4.7.- Design of new functionalities : Automatic loading of the BHS
C1
C2
C3 C4
I+D+I
Kw/h.
luggage

C4.8.- Design of new functionalities : Reduction of the transfer baggage MCT
C1
C2
C3 C4
I+D+I
MCT
( minimum connecting time)
De-boarding
Walking from gate to gate
[Security Filter and/or Passport Control] Boarding
Passenger
• Once the tag is read (bar
code) is automatically
linked with the destination
belt through the BSM
message digitally sent by
the carrier once it was
checked at the origin
• Validated via the BRS
• Loaded in the ULD
• Transferred from the belts to
the aircrafts
• Loaded in the aircraft
Baggage
• Unloaded from the aircraft
• Transported from the
aircraft to the BHS belts
• Manual introduction inside
the BHS
Thanks to the new software development overt the existing BHS it´s possible to obtain a 10 minutes maximum
reduction concerning the current MCT. It´s going to prioritize the routing the baggage with less available
connecting time. Ambulance concept

C4.9.- Design of new functionalities : PDAs sollution for the OVRSZ out the BHS
C1
C2
C3 C4
I+D+I
Initial paper form where it was registered
The tracking state of each OVRSZ piece
Digital Form
over a PDA device
Specific tool over a PDA for the OVRSZ
baggage Integral management
OVRSZ
• All OVRSZ tags are scanned with
the PDA
• All the vehicles used in order to
transport the pieces are GPS
equipped and tracked
• The information is collected and
in online mode transmitted to the
AODB
• Online reports available
• All OVRSZ baggage were digitally
registered filling a form over the
PDA
• The online place for each piece
was not available
• Synchronize in batch mode with
de DB at the end of the shift
• All OVRSZ baggage were
registered on paper filling specific
forms
• There were no opportunity within
the operation to identify the
pieces treated
• Require final Data Entry for
incidences
2008 2009 2010

6. Conclusions
CDM at BJS, just one goal & two parallel paths• One mandatory requirement
in order to improve the
baggage performance on a
Hub Airport is to really
establish a CDM daily work
between: Airport
Authority, BHS provider &
most representative ground
handler provider
• It is essential to define
short/medium & long term
mutual goals it´s .
• Gathering all points of
view, there will be created a
robust and successful mode
of work

Thank you very much for your attention
Dimitris Bountolos
Iberia´s Madrid Airport Deputy Director
dbountolos@iberia.es
Juan Puertas
BHS Engineer Aena
jpuertas@aena.es
Andrés Pimentel ( collaborator )
BHS Engineer Aena
apimentel@aena.es

Iberia & Aena CDM Implementation

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