Transcript of AABI I/E Forum Educators’ Response to Panel 1 February 26, 2015 Auburn, AL.
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- AABI I/E Forum Educators Response to Panel 1 February 26, 2015
Auburn, AL
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- Introducing Our Panelists Dr. Paul Craig, MTSU Dr. Paul Craig,
MTSU Dr. I. Richmond Nettey, Kent State Dr. I. Richmond Nettey,
Kent State Dr. Guy Smith, ERAU Dr. Guy Smith, ERAU Dr. Tom Carney,
Purdue Dr. Tom Carney, Purdue
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- Panel 1 Industry Speakers and Topics 1.David Sneed, Corporate
Planning, Delta Airlines Airline Business Strategies 2.Gregg Davis,
GM-Schedule Optimization, Delta Airlines Network Operations
3.Kourosh Hadi, Director Airplane Product Development, Boeing
Designing the market position of the airplane Differentiating the
airplane to the airline and the passenger
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- Panel 1 Charge Preparing Aviation Management Graduates for
Professional Employment With Airlines & OEMs
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- Background for Panel 1 Aviation Management graduates seeking
employment with airlines and OEMs need a background in marketing,
revenue and cost management, finance, logistics, and a number of
soft skills. The panel 1 industry experts discussed the entry-level
understanding desired of new employees so that they may become
productive early in their careers. Airlines manage business
strategies so as to maximize returns from operations and ancillary
investments, while minimizing and controlling costs.
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- Background for Panel 1 OEMs provide a large and increasingly
diverse and granular array of equipment options. B-to-B marketing
targets equipment options in ways to attract airline buyers,
exploit niche capabilities, emphasize passenger and freight market
attractiveness, capture emergent enabling technologies, and address
OEM and airline resource limitations. OEMs also attempt to directly
address the customers customer (passengers) creating unique
features to avoid equipment as a commodity.
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- The Panel 1 Charge Panel 1 was targeted for Aviation Management
programs to provide familiarity to university faculty &
students. Our first distinguished airline panelist, David Sneed,
was charged with describing business strategies, cost and revenue
drivers, and asset management. Mr. Sneed was also asked to discuss
methodologies and tools applied to cost and revenue management,
long-term planning, and corporate initiatives.
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- The Panel 1 Charge Our second distinguished airline panelist,
Gregg Davis, was asked to describe strategies and tactics applied
to managing & optimizing equipment and schedule applications.
This is in recognition that airline finance & logistics skills
are required to optimize revenue and cost in managing fleet and
asset acquisition, network planning, and managing cost drivers such
as labor, fuel costs, weather, and other disruptions.
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- The Panel 1 Charge Our third presentation of the session was
provided by our distinguished OEM panelist, Kourosh Hadi Mr. Hadi
was asked to provide an overview of product development, aircraft
sizing and range capability determination, and new technologies
adoption to enhance product performance and attractiveness to the
airline customer, and the customers customer.
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- We recognize and thank our Industry Presenters, for their very
interesting and informative presentations!
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- Our task today as Educators, is to complete the dance: Review
the salient points of what we heard in July Consider and suggest
possible impact of the new information on the Criteria
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- I am honored to call on my Colleagues to present their
reviews
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- I/E Forum Panel 1 Response from Educators Airline Business
Strategies David Sneed presentation July 2014 Nashville,
Tennessee
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- Part 1 Very helpful for Educators
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- Part 2 Very helpful for Students
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- Airline Business Strategies, Network Operations and Airline
Marketing THURSDAY, 26 TH FEBRUARY 2015 AUBURN UNIVERSITY HOTEL
& CONF. CTR Dr. I. Richmond Nettey Associate Dean, College of A
E, S and T (2007 ) President, University Aviation Association
(1997-1998) Trustee, Aviation Accreditation Board International
(2004-2007)
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- Panel 1: Preparing Aviation Management Graduates for
Professional Employment With Airlines & Original Equipment
Manufacturers (OEMs)
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- PANEL I CHARGE: AIRLINE AND OEM PANELISTS PRESENTATION I
Aviation Management grads seeking jobs with airlines & OEMs
need backgrounds in; marketing, revenue and cost management,
finance, logistics, and a number of soft skills.
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- PANEL I CHARGE: AIRLINE AND OEM PANELISTS PRESENTATION II
Airline & OEM Panelists: Entry-level Expectation of New
Employees They are productive early in their careers.
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- Taking Flight: Network Planning Overview Gregg Davis, General
Manager, Schedule Optimization, Delta.
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- PRESENTATION OVERVIEW I.GAP DEFINITION II.GAP BRIDGING
III.FUTURE CHALLENGES
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- I. GAP DEFINITION
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- GAP DEFINITION I January 2015
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- GAP DEFINITION II Evolving Marketplace Requirements. Stage I:
Full Employment Era Specialization Stage II: Economic Downturn
Constant Learning Stage III: Current Era Indispensable Employee
Doing a good job is not enough, you must now do so well that your
employer cannot afford to lose you (Fraser, 2004) It is impossible
to know everything for success at work so Networking is needed to
harness the collective knowledge and wisdom of colleagues
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- II. GAP BRIDGING
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- GAP BRIDGING TEAM BASED MODEL I
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- II. COLLABORATIVE APPROACH Collaborate with at least one other
person on your first peer reviewed article or proposal Divided
workload Shore up your weak areas Mutual motivation and
encouragement Avoidance of exhaustion and disillusionment
Establishes platform for multiple publications II. COLLABORATIVE
APPROACH Collaborate with at least one other person on your first
peer reviewed article or proposal Divided workload Shore up your
weak areas Mutual motivation and encouragement Avoidance of
exhaustion and disillusionment Establishes platform for multiple
publications GAP BRIDGING TEAM BASED MODEL II
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- II. COLLABORATIVE APPROACH Collaborate with at least one other
person on your first peer reviewed article or proposal Divided
workload Shore up your weak areas Mutual motivation and
encouragement Avoidance of exhaustion and disillusionment
Establishes platform for multiple publications II. COLLABORATIVE
APPROACH Collaborate with at least one other person on your first
peer reviewed article or proposal Divided workload Shore up your
weak areas Mutual motivation and encouragement Avoidance of
exhaustion and disillusionment Establishes platform for multiple
publications 1. Faculty Sabbaticals with Industry - three- or six-
month programs - up to one year program - continuous parallel
programs - or continuous serial programs 2. Industry Executive
Exchange Programs - guest professorships in aviation management -
mentorship of project-based student teams GAP BRIDGING PARTNERSHIP
WITH AIRLINES & OEMS I
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- II. COLLABORATIVE APPROACH Collaborate with at least one other
person on your first peer reviewed article or proposal Divided
workload Shore up your weak areas Mutual motivation and
encouragement Avoidance of exhaustion and disillusionment
Establishes platform for multiple publications II. COLLABORATIVE
APPROACH Collaborate with at least one other person on your first
peer reviewed article or proposal Divided workload Shore up your
weak areas Mutual motivation and encouragement Avoidance of
exhaustion and disillusionment Establishes platform for multiple
publications 3. Airline & OEM Talent Investment and Acquisition
- multi-year internship programs or coop education programs for
aviation management students Sophomore year to graduation
First-year grad school to graduation BRIDGING THE GAP PARTNERSHIP
WITH AIRLINES & OEMS II
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- II. COLLABORATIVE APPROACH Collaborate with at least one other
person on your first peer reviewed article or proposal Divided
workload Shore up your weak areas Mutual motivation and
encouragement Avoidance of exhaustion and disillusionment
Establishes platform for multiple publications II. COLLABORATIVE
APPROACH Collaborate with at least one other person on your first
peer reviewed article or proposal Divided workload Shore up your
weak areas Mutual motivation and encouragement Avoidance of
exhaustion and disillusionment Establishes platform for multiple
publications 4. Airline & OEM Bridge Programs Aviation
Management - post-graduation transition programs in aviation
management for aviation management grads. - rotation through
functional areas or specialization - mentorships in functional
areas and overall mentor GAP BRIDGING PARTNERSHIP WITH AIRLINES
& OEMS III
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- II. COLLABORATIVE APPROACH Collaborate with at least one other
person on your first peer reviewed article or proposal Divided
workload Shore up your weak areas Mutual motivation and
encouragement Avoidance of exhaustion and disillusionment
Establishes platform for multiple publications II. COLLABORATIVE
APPROACH Collaborate with at least one other person on your first
peer reviewed article or proposal Divided workload Shore up your
weak areas Mutual motivation and encouragement Avoidance of
exhaustion and disillusionment Establishes platform for multiple
publications 5. Airline, OEM & University Aviation Programs
Partnership for Professional Development in Aviation Management
Airline & OEM ROTC Model Programs Qualified students receive
full scholarships Students participate in experiential learning
Program graduates receive a full fledged college education and work
with sponsoring airline for set period of time and move on, or
establish a career with the sponsoring airline Airlines hire well
educated and trained staff GAP BRIDGING PARTNERSHIP WITH AIRLINES
& OEMS IV
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- FUTURE CHALLENGES
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- Technology Obsolescence Employees, Processes, etc. Redundancy
Displacement by Innovation, Systems, Automation, etc. Global and
Market Forces Systemic Shocks Destructive Competition Unfavorable
Regulatory Action FUTURE CHALLENGES
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- "Aviation is proof, that given the will, we have the capacity
to achieve the impossible." ~ Captain Edward "Eddie"
Rickenbacker.
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- The End Thank You Dr. I. Richmond Nettey Associate Dean, CAEST
Kent State University
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- Designing an Airplane for Market Position and Differentiating
to Airline & Passenger Kourosh Hadi Director, Airplane Product
Development Boeing Commercial Airplanes July 17, 2014 Dr. Guy M
Smith AABI I/E Forum Educator Response 2015
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- Agenda What we heard (July 17, 2014) Kourosh Hadi Director,
Airplane Product Development Boeing Commercial Airplanes What we
have now What we might need
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- What we Heard from Director Kourosh Hadi
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- 1) Market Outlook
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- 2) Value Creation
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- 2) Value Creation Contd.
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- 3)Key Technology Enablers
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- 4) Current and Future Airplane Studies 1 2 3
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- 4
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- What we have (Graduate) PhD in Aviation User-Centered Design in
Aviation MBAA in Aviation Strategic Marketing Management in
Aviation Business Capstone Course (Opportunity) MS in Engineering
Management Engineering Economic Analysis MS in Management
Production and Procurement in the Aviation and Aerospace Industry
(Specialization)
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- B.S. in Aviation Business Administration Strategic Management
(Opportunity) B.S. in Engineering Technology Engineering Technology
Capstone (Opportunity) B.S. in Technical Management Management of
Production and Operations B.S. in Transportation Transportation and
the Environment What we have (Under-Graduate)
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- Aviation/Aerospace (Under-Graduate) What we have
Aviation/Aerospace (Graduate)
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- What we need Advanced Ducted Propellers or ADPs
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- What we need
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- Efficient Descent Advisor (EDA), which enables Continuous
Descent Approaches, a concept that allows aircraft to fly a
continuous, gliding descent at low engine power, thereby minimizing
fuel consumption, environmental emissions, and noise
pollution.
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- What we need
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- Atmospheric Impact e.g., Contrails, Chemtrails (Cloud seeding
with silver iodide crystals) Climate change and global warming
Carbon Dioxide footprint
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- What we need Green Fuel (Alternate fuels) Expect fuel economy
also to be improved by:economy - Fuller plane occupancy - Better
air traffic control - Flying slightly more slowly - Steeper landing
paths - Increased # of turboprops for shorter distances
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- What are Your Questions and Comments?
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- Thanks for your thoughtful participation! There are two types
of collegiate aviation programs: those that are AABI accredited,
and those that will be.