OPERATIONS MANAGEMENT ONLY‚ DISCUSS HOW SIA MIGHT DEVELOP IN THE FUTURE IN ORDER TO REMAIN COMPETITIVE. 2 1.1 INTRODUCTION 2 1.2 CRITICAL SUCCESS FACTORS OF SINGAPORE AIRLINES 3 1.2.1 Product/Service Differentiation 3 1.2.2 Human Assets 4 1.2.3 Fleet management 5 1.2.4 Strategic Alliances/Partnerships 5 1.2.5 Superior Service 5 1.3 COMPETITIVE ADVANTAGE STRATEGIES (PORTER’S) 6 1.4 ANSOFF’S PRODUCT/MARKET GRID 8 2.0 REFERENCES/BIBLIOGRAPHY 14 1.0 With reference to Operations Management only
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THE NATIONAL SERVICE TRAINING PROGRAM The National Service Training Program was also known as “An Act Establishing the National Service Training Program (NSTP) for Tertiary Level Students‚ Amending for the Purpose Republic Act No. 7077 and Presidential Decree no. 1706‚ and for other Purposes” or Republic Act No. 9163. It was signed into law in January 23‚ 2002 amidst the various calls of dissenting sectors for its abolition or reform. It invoked the constitutional provision regarding the “duty
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SIA CORPORATION 1. What are some of the social‚ political‚ and economic forces that are influencing SIA’s decision to become a learning organization? When SIA Corporation decides to become a learning organization that SIA manager thinks about developing five discipline: system thinking‚ shared vision‚ challenging mental models‚ team learning‚ and personal mastery in which everyone is engaged in identifying and solving problems‚ enabling the organization to continuously experiment‚ improve‚ and
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over time. These shared values and experiences determine‚ in large degree‚ what employees perceive and how they respond to their world. There are seven dimensions that capture the essence of an organization. Singapore airlines focus mainly on people orientation. Core values of Singapore Airlines Pursuit of Excellence We strive for the highest professional standards in our work and aim to be the best in everything we do. Safety We regard safety as an essential part of all our operations. We
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In this day ’Crew Resource Management’ (CRM) is strongly evident within the aviation industry. Having developed a positive reputation over the years of its application‚ it is highly recognised as an icon for safety practices among many major operators. Airline operators and wider aviation industries adopt CRM‚ on a global scale‚ to attain the desired goal of influencing flight crew members to operate more safely
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Introduction Singapore Airlines (SIA) was created in 1972 and was fully state owned. The company expanded rapidly‚ and with a strategy of concentrating on customer needs by providing exceptional in-flight service‚ the airline quickly became a noteworthy competitor in the market. During its formative period in the 1970s‚ SIA developed all the hallmarks that made it one of the most successful and consistently profitable airlines in the world. Through a constant investment in personnel skills and
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Crew Resource Management Crew resource management is one of the most important skills a pilot can utilize while flying. It helps you to manage workload‚ divide tasks‚ and have better situational awareness‚ among other things. Without it‚ we would be expected to perform all the tasks of a flight by ourselves. As most pilots know‚ this is almost impossible during stressful phases of flight such as instrument approach procedures. This is why crew resource management is so important for not only the
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Dubai’s open-skies policy. Not only do we support that policy‚ but we see it as vital to maintaining our identity and our competitiveness. After making its initial start-up investment‚ the Government of Dubai saw fit to treat Emirates as a wholly independent business entity‚ and today we are thriving because of it. The airline has recorded an annual profit in every year since its third in operation. Continuing our explosive growth while continually striving to provide the best service in the industry
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text archive of this journal is available at http://www.emerald-library.com Journal of Management Development 19‚6 456 The story of Singapore Airlines and the Singapore Girl Deputy Head of Department/Group Head‚ Republic of Singapore Air Force‚ Singapore Keywords Airlines‚ Singapore‚ Brands‚ Differentiation‚ Strategy‚ Service quality Abstract Maps the strategic 50-year journey of Singapore Airlines (SIA) to identify the underlying factors that account for its extraordinary success and world-class
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staff. For example‚ entry qualifications for cabin crew applicants are both academic (at least polytechnic diploma‚ meaning that they have spent 13 years in school)‚ as well as physical attributes. The recruitment process isextensive‚ involving 3 rounds of interviews‚ a ‘‘uniform test’’‚a ‘‘water confidence’’ test‚ psychometric tests‚ and a tea-party. Over 16‚000 applications are received every year‚ and the company hires around 500-600 new cabin crew‚ to cover attrition rates of around 10%. This
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