Jcg Global Air Services
UV1317
Rev. Jan. 6, 2009
JCG GLOBAL AIR SERVICES
Sam Bursk set about the task of preparing a fuel plan for his upcoming four-leg flight to Boston, the New York City area, Dallas, and back. Like the other 13 corporate pilots he worked with, Bursk enjoyed flying a lot more than doing paperwork. But unlike some of his colleagues, Bursk rather enjoyed the challenge of constructing a fuel plan.
JCG Global Air Services JCG Global Air Services (AS) operated four aircraft to serve the transportation needs of the corporate headquarters of the JCG Company. Located on a 1,415-acre campus in Moline, Illinois, the headquarters housed the executive and administrative staff of JCG’s divisions along with a wide array of company-wide functions. Close to 2,400 JCG employees worked at headquarters. Company executives routinely used AS to fly to company factories, marketing facilities, and customer locations throughout the world. The company’s largest and most expensive aircraft, the Gulfstream GV, had a range of 6,000 nautical miles. Purchased in 2001, it was flown throughout the world including the growth areas of India and China. It could carry up to 13 passengers, a flight attendant, and two or three pilots. It burned fuel at a rate of approximately 450 gallons per hour. The firm owned and operated two Cessna Citation X aircraft (CE750), which it had purchased in 2002 and 2004. The CE750 (Figure 1) was the fastest nonmilitary plane in the world and often went from Moline to as far as South America, Europe, and Western Russia—a larger range than most small jets. Its fuel burn rate of 310 gallons per hour coupled with its 13,000-pound-capacity tank meant that
Figure 1. Cessna Citation X aircraft.
© Bryan Correira (used with permission) http://www.flickr.com/photos/bcorreira/2540324650/
This case was written by Richard S. Reynolds Professor Phillip E. Pfeifer as a basis for class discussion rather than to illustrate effective or ineffective handling of an
Rev. Jan. 6, 2009
JCG GLOBAL AIR SERVICES
Sam Bursk set about the task of preparing a fuel plan for his upcoming four-leg flight to Boston, the New York City area, Dallas, and back. Like the other 13 corporate pilots he worked with, Bursk enjoyed flying a lot more than doing paperwork. But unlike some of his colleagues, Bursk rather enjoyed the challenge of constructing a fuel plan.
JCG Global Air Services JCG Global Air Services (AS) operated four aircraft to serve the transportation needs of the corporate headquarters of the JCG Company. Located on a 1,415-acre campus in Moline, Illinois, the headquarters housed the executive and administrative staff of JCG’s divisions along with a wide array of company-wide functions. Close to 2,400 JCG employees worked at headquarters. Company executives routinely used AS to fly to company factories, marketing facilities, and customer locations throughout the world. The company’s largest and most expensive aircraft, the Gulfstream GV, had a range of 6,000 nautical miles. Purchased in 2001, it was flown throughout the world including the growth areas of India and China. It could carry up to 13 passengers, a flight attendant, and two or three pilots. It burned fuel at a rate of approximately 450 gallons per hour. The firm owned and operated two Cessna Citation X aircraft (CE750), which it had purchased in 2002 and 2004. The CE750 (Figure 1) was the fastest nonmilitary plane in the world and often went from Moline to as far as South America, Europe, and Western Russia—a larger range than most small jets. Its fuel burn rate of 310 gallons per hour coupled with its 13,000-pound-capacity tank meant that
Figure 1. Cessna Citation X aircraft.
© Bryan Correira (used with permission) http://www.flickr.com/photos/bcorreira/2540324650/
This case was written by Richard S. Reynolds Professor Phillip E. Pfeifer as a basis for class discussion rather than to illustrate effective or ineffective handling of an