Abstract
The ongoing liberalisation of air transport and increasing commercialisation of the airport industry results in a more competitive environment and growing uncertainty with regard to what kind and size of airport facilities are required and when. This means an increased risk of capacity mismatches and destruction of economic value. At the same time, the changing airport ownership models require maximal value creation while airlines expect airport efficiency. Due to changing air transport and airport market regimes, physical planning of airports must be (more) adaptive. In unpredictable commercial markets, company plans must also be proactive and aimed at value creation. The authors conclude that an integrated approach between physical planning and strategic and business planning is practically non-existent. They illustrate strong interdependencies between separate planning disciplines and propose a more integrated, value-based planning approach, which addresses economic choices embedded in master planning.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
