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Tuesday, November 27, 2012

Rawat Mesin Pesawat A330, Garuda Gaet Rolls-Royce

Jakarta - PT Garuda Indonesia Airlines (Persero) Tbk bersama Rolls-Royce melaksanakan penandatanganan kerjasama program perawatan (Total Care) mesin Trent 700.

Melalui kerjasama tersebut, sebanyak 21 pesawat A330 Garuda yang akan diterima (delivery) mulai bulan November 2012 sampai dengan 2017 akan menggunakan Engine Trent 700 Rolls-Royce berikut perawatannya dalam bentuk Total Care Program. Kerjasama ini melanjutkan Total Care Program yang sudah dimulai sejak 2008 terhadap 14 A 330 Garuda yang sudah beroperasi saat ini.

Dalam siaran pers yang diterima detikFinance, Senin (5/11/2012) dijelaskan melalui kerjasama perawatan Total Care tersebut, maka Garuda akan mendapatkan berbagai nilai tambah berkaitan dengan pengoperasian pesawat A 330-nya.

Penandatanganan kerjasama tersebut dilaksanakan oleh Direktur Utama Garuda Indonesia, Emirsyah Satar dan Presiden Direktur Rolls-Royce Indonesia, Adrian Short dengan disaksikan oleh Menteri Senior Perdagangan dan Investasi Inggris, Menteri Perdagangan RI, Gita Wiryawan, dan Ketua BKPM, Chatib Basri.

Dengan Total Care tersebut, program perawatan engine Trent 700 akan dapat dilaksanakan secara terintegrasi dan terpadu. Rolls-Royce secara penuh akan menangani seluruh program perawatan mesin Trent 700 termasuk pemenuhan mesin cadangan (engine spare), penyiapan komponen mesin, perawatan overhaul engine dan engine health monitoring (monitoring kesehatan mesin) selama pengoperasiannya.

Dengan program perawatan secara penuh yang dilakukan oleh Rolls Royce tersebut, maka tingkat reliability mesin-mesin Trent 700 yang dipergunakan pada pesawat A 330 Garuda akan memiliki tingkat reliabilty yang tinggi.

Disamping itu, dengan jaminan ketersediaan engine spare dan engine health monitoring – predictive maintenance, penanganan dapat dilakukan dengan cepat dan antisipatif. Hal ini akan menghindari pesawat berada terlalu lama berada di darat - karena semakin lama berada di darat berarti mengurangi kesempatan untuk dioperasikan, atau mengurangi potensi pendapatan perusahaan.

Saat ini Garuda mengoperasikan 104 pesawat, dan sejalan dengan program pengembangan armada yang dilaksanakan, pada tahun 2015 nanti Garuda akan memiliki 144 pesawat, sementara anak perusahaan Garuda Citilink yang merupakan 'low-cost carrier' akan mengoperasikan 50 pesawat.

Monday, November 26, 2012

Qatar Airways eyes 170 aircraft by 2015 - CEO

Qatar Airways is looking to grow its current fleet of 112 aircraft to at least 170 by 2015 and may look to acquire Boeing’s larger Dreamliner 787-10X and Bombardier’s stalled CSeries, the airline’s CEO, Akbar Al Baker, told reporters.

“We will definitely be one of the major global players… Within the next three years, Qatar Airways fleet will expand to 170 aircraft, and we will be flying to nearly 170 destinations,” Al Baker said as the carrier took delivery of the region’s first Boeing Dreamliner 787 aircraft.

“As you know, we have 30 firm orders for the 787 and an option for another 30… We are going to receive another four, so it will be five this year. The delivery of Dreamliners for us is going to go right into 2017,” he added when asked about the carrier’s schedule for its latest aircraft model.

Qatar Airways’ first Dreamliner is part of the 787-8 variety, but Al Baker said he would also be interested in the larger 787-10X model, which Boeing is currently developing.

“We would be very interested. On the paper today Boeing is telling us [the 787-10X] will have one of the best seat mile costs of any aircraft that is flying today. As Qatar Airways is always looking at new innovations in our business we would be very interested,” he said.

The Doha-based carrier currently has a fleet of 112 aircraft and has 247 - worth around US$50bn - on order or on option. While its current order book is made up of Boeing and Airbus models, Al Baker said he was also ready to restart discussions with Canadian manufacturer Bombardier to potentially order some of its CSeries aircraft.

“We are still interested in the CSeries,” he confirmed. “We will restart negotiations with Bombardier some time hopefully in the next year. We are waiting first for Bombardier to fly the aircraft, as you can see they have already delayed the flight and I am sure they have similar problems that other new aircraft programs face.”

Qatar Airways had been expected to be the launch customer for the CSeries two years ago before negotiations broke down. Montreal-based Bombardier is expected to complete its first CSeries flight by the end of the year.

http://www.arabianbusiness.com/qatar-airways-eyes-170-aircraft-by-2015-ceo-479797.html 

Qatar Air's first 787 Dreamliner arrives in Doha

Qatar Airways on Wednesday welcomed its first Boeing 787 Dreamliner on to home turf in Doha.
The 787 will spend a few days positioned at Doha International Airport giving staff an opportunity to tour the aircraft before it enters commercial service for a few weeks on selected Doha–Dubai flights from November 20.

It will then be deployed long-haul on one of the five daily London Heathrow services.

Qatar Airways is the region’s 787 launch customer with 60 aircraft on order for delivery in phases over the next few years.


CEO Akbar Al Baker was on board the delivery flight from Seattle, the US home of Boeing.

Seats on the 787 Doha – Dubai flights are now bookable online at qatarairways.com, the airline said.
As more 787s join the fleet over the next few weeks, the aircraft will be inducted on other long-haul routes including Zurich, Frankfurt and Delhi, it added.

Al Baker said: “This truly is an historic moment for our country, our people and our airline and on behalf of Qatar Airways, a great privilege to be standing here having flown our newest aircraft."

He added: “The 787s are next generation aircraft that allow us to maximise long-haul route opportunities with greater fuel and cost efficiency and, importantly offer our passengers a different travel experience with new levels of space and comfort.

“For the men and women at Qatar Airways who have been part of this wonderful 787 project, this is a moment to cherish, having devoted their energy to make today the historic moment it is, and recognising this wonderful engineering masterpiece.

“I am delighted that tickets on our 787 flights are now bookable on selected commercial services between Doha and Dubai, as it flies short sectors to familiarise our crew with the aircraft.”

Boeing Commercial Vice-President International Sales Middle East, Marty Bentrott, said: “Boeing and Qatar Airways once again demonstrate a close working partnership between the two companies that is clearly reflected in the 787 programme.

“This aircraft has already shifted the goalposts in the industry in terms of comfort and operating efficiency and I am delighted to see Qatar Airways will continue to live up to its high service standards with their new 787s and continue to be an industry leader promoting excellence in everything it does.”

The new aircraft has 254 seats in a two-class layout of 22 seats in Business Class and 232 in Economy Class.

The new Boeing 787 Dreamliner is also complemented with a recently-introduced new inflight culinary menu being rolled out across all services.

Four award-winning culinary ambassadors - Ramzi Chwayri, Vineet Bhatia, Tom Aitkens and Nobu Matsushisa – have joined forces with the Doha-based airline to create a new range of signature dishes.

http://www.arabianbusiness.com/qatar-air-s-first-787-dreamliner-arrives-in-doha-479594.html 

Fly me to the boom: the rise of Emirates and Etihad

With just ten minutes to go, tensions are running high inside Manchester City’s Etihad Stadium. It’s mid September, and the reigning Premiership champions are a goal up against Arsenal. The posters of the club’s owner, Sheikh Mansour, are beginning to appear, in anticipation of another victory.

“Don’t mess with Abu Dhabi!” chants Dave, a 62-year-old lifelong City fan.

Moments later, Laurent Koscielny stuns the 47,805 crowd with a headed goal for Arsenal, sending their fans into ecstasy. Michael , also 62 and a lifelong Arsenal fan, is delirious. “You’ll never beat the Emirates! You’ll never beat the Emirates!”

As the fans spill out of the stadium after the match, one Arsenal fan, almost surreally, begins chanting at his Manchester City rivals: “At least we’ve got the A380!”

Three and a half thousand miles away, sitting in Dubai and Abu Dhabi, the senior management of Emirates Airline and Etihad Airways can hardly believe their luck.

This is not meant to be a good time to be in aviation. The airline industry, which has been in a downward spiral since its peak in 2010, is forecast to earn $4.1bn in profits this year, according to the International Air Transport Association. That's slightly up from the agency’s original estimate of $3bn in profit, yet still 78.6 percent lower than the high of $19.2bn earned by carriers two years ago.

Yet Emirates continues to be one of the fastest growing airlines in the world. In spite of unstable global economic, geopolitical and environmental conditions, it can’t seem to stop making profit. In the first half of the 2012-13 fiscal year, its net profit more than doubled to $464m from $228m in the same period a year ago. It now flies to 126 destinations, up from 114 last year, and 74 countries, compared with 67 last year.

The airline has launched five new destinations since 1 April this year alone. Emirates is already the world’s biggest customer for the Airbus A380, and the largest customer for Boeing's wide-body 777.

Etihad Airways has only been in existence for nine years. Back in 2006, it set 2011 as the breakeven year, yet — against all the odds — it somehow managed to turn in a $14m profit last year. It carried a staggering 8.3 million passengers during the year.

 From its hub at Abu Dhabi International Airport, Etihad Airways serves 86 passenger and cargo destinations in 56 countries, with a fleet of 67 Airbus and Boeing aircraft, and over 90 aircraft on firm order, including ten Airbus A380s. It also has equity investments in airberlin, Air Seychelles, Virgin Australia and Aer Lingus.

From codeshares to equity deals, new routes and plane orders — and spectacular sponsorship deals such as the Emirates Stadium in London and Etihad Stadium in Manchester, the UAE airline giants have not only bucked the global aviation trend, but appear to be on a path of unstoppable growth.

The only two people not fazed by the numbers are Emirates president Tim Clark and Etihad Airways CEO James Hogan. Both veterans of the industry, they have also fast become the envy of the airline business.

“We run our business differently. We are opportunist. Our strategies seem to be paying off. Our profits are down but everybody’s profits are down — but we’re making money despite the adversity and the trading conditions elsewhere,” says Clark, speaking from his headquarters in Dubai.

“We have a completely different business model which relies on now a varied 126 destination network spanning the globe to feed our business across our hub from all sorts of places that people in the past thought we were nuts to go to. But now, of course, they’re paying dividends,” Clark adds.

“We are able to keep our head above water, keep on growing our business, relying on a revenue stream that come from fairly geographic distant and somewhat regarded as remote to the airline world. We do not put all our eggs in the same basket with regards to the north Atlantic or south Atlantic. We try and balance the production so that we can take any knocks in the system that come from anywhere.”

A hundred kilometres down the road in Abu Dhabi, Hogan is equally clear.

“The rule book is changing,” he says. “The difference for us is we are a non-legacy carrier, we have been able to take advantage of geography, of technology and, within three hours flying time, the GCC, Middle East and Indian subcontinent is still the region of the world that has open skies.

As the European carriers have retreated back to their hubs it has presented us an opportunity to increase our frequency and connectivity and what we are seeing out of our secondary cities strategy. This is something both Emirates and Etihad have taken advantage of.”

The strategies of Emirates and Etihad are quite different, though the results are the same. Emirates has almost always pushed for organic growth — more routes, more passengers, more planes.

The carrier’s revenue, including other operating income, of $9.7bn during the first six months of its financial year, was higher by seventeen percent compared with $8.2bn recorded last year, largely reflecting a strong passenger yield based on constantly high fuel prices.

Seat factors at the Dubai carrier averaged 80 percent, slightly above last year’s 79 percent. Emirates carried 18.7 million passengers since 1 April 2012, up 15.4 percent for the same period last year.

“We are subjected to the same adverse trading conditions as everybody else be that depressed economies in Europe, high fuel prices, difficulties in government punitive taxation, environmental taxes, we face that just the same,” Clark says.

“The primary driver in all of this is the cost of fuel. If that was down where it should be, which is about $80 a barrel, and the fuel into plane was about 250 cents instead of 340 cents as it is for Emirates today, you would be talking looking a different complexion on international aviation,” Clark adds.

“It would be far more profitable, it would be far more expansive, and it would be far more upbeat. At the moment it is depressed. The mindset of the management of these companies is fairly negative and concerned more about trying to keep their heads above water than growth.”

Down the road in the UAE capital, the most recent figures from Etihad Airways showed an impressive 30 percent increase in its half-year revenues, which climbed to $2.24bn. The carrier’s passenger numbers leapt to 4.89 million during that period, thanks to increased overall capacity and improved seat factors that averaged 77.6 percent from 73 percent in the same period a year ago.

The record results were boosted by the airline’s growing network of codeshares and strategic partnerships which together fed 800,000 passengers into Etihad Airways’ network in the last six months. During the quarter, Etihad Airways took minority equity stakes in Aer Lingus and in Virgin Australia, adding to its minority shareholdings in airberlin and Air Seychelles. Together these five airlines carried 72 million passengers on 376 aircraft in 2011, generating combined revenues of more than $14bn.

“It’s legacy cost structure versus non-legacy cost structure,” explains Hogan.

“Many European carriers are operating out of two hubs, which may have made sense two years ago, but from a productivity or fleet utilisation point of view, it’s a problem for them,” he says. “British Airways doesn’t fly out of Manchester any more; they have effectively said the north of England doesn’t make sense any more and we have taken advantage of that vacuum.

“What you are seeing in our partnerships is that the world is changing; maybe some of the taboos of the past don’t apply any more. Strong commercial decision making — how you build networks — is what it’s all about. But the codeshare and equity deals enable us to stretch our network, while especially with equity partners we can take out more costs.”

Etihad is still on the lookout for more equity deals, with Hogan suggesting that a couple more could be on the cards, “but they have to make sense”. The carrier’s “formula is one of connectivity over Abu Dhabi and that we can move traffic over Abu Dhabi — we have like-minded management teams. We are not majority shareholders so we are not running their businesses for them”.

The fact that airlines like Air Seychelles are moving from a loss of $25m to a breakeven position within a year of Etihad getting involved suggests it is for now a win-win situation for both partners.
Meanwhile, codeshare deals already account for eighteen percent of Etihad’s revenues, a figure that is only likely to increase.

That said, there is no likelihood of Emirates going down the same path in the near future, with Clark adamant that its own business model will continue to deliver results.

Clark says: “That strategy has actually worked very well. It has seen us through many of these types of issues, whether it’s the Gulf wars, SARS and 25 years of trauma in this business because we are subjected to the traumas of what goes on in the world today, the geopolitics, the socioeconomics, the Arab Spring, tsunami in Japan, floods in Queensland, you name it.”

He adds: “We are fairly adept and adaptive of getting the business model to work for us, being fairly quick to react to changes not just of trauma but in changing economic circumstances. When we see opportunities we move quickly and we react to it. We have a lean management structure.

We don’t have the institutionalised structures that some of the carriers that we compete with do. Decisions are made quickly, they’re executed quickly, implementation is quick and we are able to move at a pace that others cannot do.”

While the strategies may differ, what both carriers have in common is a hunger to buy planes and plenty of them. Just over 27 years ago, Emirates flew its first routes out of Dubai with just two aircraft — a leased Boeing 737 and an Airbus 300 B4.

In 2001, Emirates announced the largest order in aviation history, valued at $15bn. A staggering 58 new aircraft, a mix of Airbus and Boeing, were to join the rapidly expanding fleet. Four years later, it announced the largest-ever order for the Boeing 777 family of aircraft — 42 in all — in a deal worth $9.7bn.

Then in 2011 at the Dubai Airshow, Emirates placed the single largest aircraft order in dollar value in Boeing’s history when it requested an additional 50 777-300ERs, worth roughly $18bn.

Emirates order-book stands at more than 230 aircraft, with a total value of approximately $84bn as of November 2011. But this doesn’t mean Clark has any intention of slowing down. Emirates is likely to order 100 planes or more from Boeing, if the plane manufacturer upgrades the design of the wide-body 777 with a newer model.

“If Boeing produced the airplane that we want I can see easily that figure, bearing in mind that we’ve ordered 175 of them,” says Clark, adding: “If it’s as good as we hope it’ll be it’s a natural thing to say, yes, we would probably roll over what we have to what they’re offering with the new aircraft.”

If Chicago-based Boeing was to produce the next generation of the long-haul 777-300ER (Extended Range), its most profitable aircraft to date, an order of 100 jets from Emirates would probably cost more than $31bn considering the list price for the 777-300ERs. That would be Boeing’s largest single order after Emirates ordered 50 of the company’s 777-300ERs in November 2011.

Emirates is the largest customer for the 777-300ER and has 151 of them in its fleet or on order and will start to retire them in 2017. That is in addition to other models in its fleet like the 777-200, 777-300 and the 777-200LR.

Clark says: “We have been trying to get Boeing to build the 777-9Xand 8X and we are working closely with them to persuade them that it’s a good idea to build it. We are not there yet. I guess if they had been there we would have done orders by now but they’re not. The moment you read that Boeing are launching the new 777 you will probably find that Emirates is fairly close behind.”

“Our airplanes start retiring in 2017, the ERs that we have today... they will all have to go and be replaced at some point, so there is a kind of a natural rollover in terms of what we do,” Clark adds.

“Unless Airbus have a 350 programme, but the 350-1000 isn’t of the size of the 777ER today or the new 777. So it’s not something that is that attractive to us at the moment unless they change it.”

That said, Etihad’s pace of growth is equally impressive. Commercial operations only began in November 2003, and it has gone on to become one of the fastest growing airlines in aviation history. 

Its current fleet is 65, rising to 71 by the end of the year.  The airline announced what was at the time the largest aircraft order in commercial aviation history in 2008, for up to 205 aircraft — 100 firm orders, 55 options and 50 purchase rights.

Last December, Etihad announced it was taking its total order book for the Boeing 787-9 Dreamliner to 41, the first of which arrives in the last quarter of 2014. The order, valued at $9.3bn, will make Etihad the largest operator of the type in the world. The UAE flag carrier has options and purchase rights for an additional 25 aircraft. Meanwhile, airberlin has fifteen Boeing 787s on order with options and purchase rights on a further 20 aircraft.

Over the next fifteen months, Etihad will take delivery of two B777-200 freighters, five Boeing 777-300ER three-class aircraft, and two Boeing 777-300ER two-class aircraft.

Hogan is already looking forward to the fourth quarter of 2014, when the first of the A380s and Dreamliners will arrive.

“The inside of the A380 that we will have in 2014 looks fantastic. I really think we’re going to raise the bar. It’s going to be innovative; it will meet the seat and weight target, but you will see a new product on board. I can’t give too much away, but our A380 is going to be different to what is already out there,” he says.

While the plane orders keep growing, one area both Etihad and Emirates have proved masters of is branding — particularly through targeted sponsorship.

Emirates pretty much changed the way the soccer industry works back in October 2004, when it signed a $160m deal with Premiership club Arsenal for the shirt sponsorship and naming rights to the club’s stadium until at least 2021. The deal was at the time the most expensive of its kind, but has been a huge success, with football fans around the world now familiar with the Emirates stadium in North London.

Not to be outdone, Etihad didn’t wait long after Sheikh Mansour took over Manchester City to become huge sponsors of the club. It signed a ten-year stadium naming deal with the club, reputed to be worth up to $400m.

Whatever the real figure, significantly, much of that cash is being used to develop East Manchester, one of the most deprived areas of the UK. A report from the Save the Children charity last year claimed that levels of child poverty in the city had reached 27 percent, amongst the highest in the country. All of which means that apart from great branding — given Man City won the title last season — Etihad has won praise from the local community.

Hogan says: “When it comes to sponsorship, yes, we look at a return on investment. We generate $5bn in revenues, so have very targeted sponsorships. Man City has been very good for us, we have been fortunate to pick partners where we can really push the brand. We are very selective.

What is important is that you make them work. If you are going to do it, make sure you get the return you are seeking. We can see the return through sales and brand awareness. Man City as a global brand has been very good for us. It’s working.”

But while the soccer stadium deals get all the glamour and attention, both carriers have huge sponsorship deals across the board. Apart from partnerships including AC Milan, Real Madrid, Paris Saint-Germain, Emirates is involved in rugby, horse racing, tennis, golf, cricket, sailing and even Australian Rules Football.

Etihad also has the naming rights to the Etihad Stadium in Melbourne, plus huge involvement in F1, as well as being the main sponsor of the UK Premiership rugby team, Harlequins RFC, and hurling in Ireland through its sponsorship of the Gaelic Athletic Association. The fact is, few sports fans anywhere in the world haven’t heard of either Emirates or Etihad.

So where next for the two giants of aviation? No one doubts that both will keep growing at rapid pace, and Etihad remains on track for second successive year of profitability.

 Hogan speaks proudly of a “motivated workforce,” saying:  “They are our secret weapon; we are very fortunate that with a 120 different nationalities we have crew that are so enthusiastic. Getting that attitude and going that extra yard is a key differentiator between us and other airlines. “

Clark, meanwhile, is equally bullish about the future of Emirates. “There will be others who will follow and try to emulate what we are trying to do but they need to do it profitably as we do.

We have a plan, which is driven by a business model which was cast in concrete in July 2000, nearly thirteen years ago. We’re not following anybody.” Don’t bet against both men succeeding.

http://www.arabianbusiness.com/fly-me-the-boom--rise-of-emirates-etihad-479731.html?page=4

Gulf carriers self-funding more fleet orders - Boeing

Middle East airlines are increasingly opting to use their own funds to finance their fleet expansion plans, a senior executive from Boeing in-house finance arm said.

The Middle East is forecast to add around 2,370 new aircraft to their fleets over the next 20 years, US plane maker Boeing said earlier this year. As fleet sizes increase, Boeing said customers were increasingly being forced to turn to their own capital to fund orders.

"The region historically has seen about 20 percent of its deliveries funded by its own capital sources. That turned up to more than 30 per cent in 2011, and, for 2012, it's heading to nearly 60 per cent,” according to Rich Hammond, a senior director at Boeing Capital Corporation (BCC).

The aviation sector in the Gulf had grown exponentially over the last decade, with Dubai International Airport set to overtake Hong Kong International Airport to become the third largest aviation hub in the world this year, with an estimated 11 percent rise in annual passenger traffic.

To facilitate this growth in passenger demand, oil-rich Gulf carriers are eager to quickly boost their fleets, with Dubai yet again leading the pack.

Last year, Emirates Airline placed an $18bn order for 50 Boeing 777s, marking the aircraft maker’s largest single commercial plane order.

The carrier, which is ramping up its expansion as it looks to rival European and Asian airlines, also optioned an additional 20 777s valued at $8bn.

“We have an ambitious and strategic plan to continue growing our international network and especially increasing our long-haul, non-stop routes.

 This order supports our fleet expansion and reiterates our commitment to operating a modern fleet for the benefit of our passengers and to ensure operational efficiency as well,” said HH Sheikh Ahmed bin Saeed Al Maktoum, chairman and CEO of Emirates Airline & Group.

Sheikh Ahmed said that the new planes would be financed via a mixture of EU and US export credit, commercial asset-backed debt and Islamic finance products.

http://www.arabianbusiness.com/gulf-carriers-self-funding-more-fleet-orders-boeing-474296.html 

Boeing expects to double MidEast defence revenue

Boeing expects to double revenue from its defence and security business in the Middle East over the next two years as recent turmoil in the region drives up demand for arms.

Gulf Arab states and other Middle Eastern countries that witnessed the Arab Spring uprising are "shopping" for new high-tech military equipment as they swap out older weaponry and invest in new capabilities, Jeff Johnson, president of Boeing Middle East said at the Reuters Middle East Investment Summit.

The US planemaker, which also makes fighter jets, helicopters and anti-missile technology, expects to increase its annual revenue from defence in the region to about $4bn over the next two years.
That would be part of a wider plan to lessen reliance on US government work, which is being squeezed by spending cuts.


Boeing's fighter jets as well as the U.S. company's C-17 military transport aircraft have been in strong demand. Last year, Boeing signed a $29.4bn deal to sell 84 F-15 fighter jets to Saudi Arabia, as well as a big defence sale to UAE.

"A lot of customers are shopping for the F-15 and F-18 Super Hornets and as we introduce more C-17s into the market, we will continue to see interest in that strategic area too," Johnson said.

The Middle East accounts for a third of Boeing's international defence business, Johnson said. This equates to an annual revenue of about $2bn.

Asked if demand in the region would result in a doubling of this figure, Johnson said: "Yes, over the next couple of years. There is so much interest over a wide range of products."

Revenue for Boeing's defence business was about $31bn last year and is expected to be about the same in 2012, with about 18 percent from its international clients, Johnson said.

"It's a very competitive market. When we see the flattening of defence budgets in Europe and US, emerging markets become more important and clearly Middle East is up there."

Johnson said high oil prices coupled with threats to the region were going to allow Gulf armed forces to upgrade their military resources.

The United Arab Emirates (UAE) had been expected to finalise a $10bn deal with Dassault to buy 60 of the French group's Rafale jets, but talks faltered as the UAE said the terms were uncompetitive.
Others have also been trying to sell their wares. British Prime Minister David Cameron visited the UAE earlier this month, hoping to get it to consider the BAE Systems-built Eurofighter Typhoon fighter jet.

Boeing is not in active talks with the UAE on this deal.

"We have offered our platforms. If one of those fits the bill, we will certainly talk to the customer. But we are not in any kind of active discussions," Johnson said.

Boeing has offered its fighter jets to other Gulf states including Kuwait, Qatar and Saudi Arabia. Egypt has also been a top customer for Boeing in defence and commercial planes, and it has strong trade relations with Jordan and Iraq.

Johnson dismissed concerns that airlines may opt for rival Airbus' A350-1000 passenger jet if the new version of Boeing's popular 777 plane is delayed.

"We will have several variants and improvements for the 777 in place before the A350-1000 even hits the market," he said.

Boeing has not yet offered the new version of the 777, provisionally called the 777X, though carriers such as Emirates and British Airways have been planning for it to enter service by the end of this decade.

Boeing appears at least a year away from offering a new version of the 777, Reuters reported this week.

"I think you'll see it in the near term. I don't know if near term is tomorrow, next year or two years. But we are going to stay very close to our customers."

"Our strategy is to stay close, see what they need and we will roll that out," Johnson said.

Tim Clark, President of Emirates, the largest customer of the 777, said in November it would consider replacing its planned fleet of 175 Boeing 777s with the 777X.

"These comments were very reassuring," said Johnson.

"There is demand for the 777X, but what this really comes down to is the trade-off," he said, suggesting discussion are on the changes that are being asked for by the customers and what the planemaker can offer.

He added that Qatar Airways and Abu Dhabi's Etihad Airways will have a big role in the decision on the new stretched version of the Dreamliner, the 787-10.

http://www.arabianbusiness.com/boeing-expects-double-mideast-defence-revenue-480248.html 

Sunday, November 25, 2012

MidEast's first 787 makes Doha-Dubai debut

Qatar Airways on Tuesday began commercial services of its new Boeing 787 aircraft with Doha to Dubai becoming the Dreamliner’s debut route.

The state-of-the-art aircraft is being deployed on four daily rotations between the two cities with Qatar Airways the Boeing 787 launch customer in the region.

Flight QR 106 took off from Doha International Airport on Tuesday morning for the one hour journey to Dubai.

The 787 services to and from the UAE will target peak travel times in a combination of morning, afternoon and night flights to Dubai, the airline said in a statement.

The new operation comes less than a week after the  aircraft’s delivery flight from Seattle to Doha, where it has since spent a few days positioned at Doha International Airport giving staff an opportunity to tour the aircraft before it enters commercial service.

Qatar Airways has orders for 60 Dreamliners. The next four 787s are due to join the fleet by the end of December.

Qatar Airways CEO Akbar Al Baker said the maiden commercial route marked yet another exciting achievement for the award-winning airline.

“Today signifies an exciting and hugely anticipated occasion for Qatar Airways, as well as the global aviation industry," he said.

"It is with enormous pride for my country, our employees and myself that we are embarking on another momentous achievement for our award-winning airline with the introduction of 787 passenger flights. The Dreamliner is yet another first for Qatar Airways, our customers and for the Middle East aviation industry."

He added: “Dubai is one of our most popular routes and we felt it important to give our passengers in and around our neighbouring city an opportunity to experience the comforts of our new plane before it begins long-haul commercial services."

Following the 787s debut on the Doha to Dubai route, it will then move to one of the airline’s five daily flights to London Heathrow.

As more 787s join the fleet over the course of the next few weeks, the aircraft will be inducted on other long-haul routes including Zurich, Frankfurt and Delhi.

http://www.arabianbusiness.com/mideast-s-first-787-makes-doha-dubai-debut-480242.html 

Barcelona shirts to be sponsored by Qatar Airways

November 19 - Qatar Airways will take over as the shirt sponsor for Barcelona from the 2013-2014 season as part of the Catalan giants' agreement with Qatar Sports Investments (QSI), replacing the Qatar Foundation.

The deal means Qatar's state-run carrier will go head to head with Dubai's Emirates, which sponsors Arsenal.

Barça's decision to abandon its previous philosophy of non-profit backers - Unicef used to be its shirt sponsor - has not gone down well with a section of fans.

But Sandro Rosell, the club's President, welcomed Qatar Airways as "an ambitious brand with global aspirations, always committed to achieving the utmost excellence in its field. These are objectives with which FC Barcelona fully identifies".

Under the current five-year contract signed with QSI, Barca are allowed to change logo from the third season onwards.

Akbar Al Baker, the chief executive of Qatar Airways, said: "We are delighted to form this alliance with FC Barcelona, the biggest football club in the world.

"Qatar Airways has been voted best airline in the world for two consecutive years and will work with FC Barcelona on activities of benefit both to fans and passengers, offering tangible rewards to both organisations."

Lionel Messi_v_Celtic_November_2012
A Qatar Foundation spokesperson said: "When we started this fantastic journey with FC Barcelona, our objective was to work closely with the club, the team and the supporters to promote awareness of Qatar Foundation on an international scale.

"This has been a huge success. In fact, the first two years of the collaboration have surpassed our expectations and we are looking to deepen and strengthen our relationship with FC Barcelona and its supporters around the world in our continued role as a proud partner of the club."

Sport+Markt's latest European Football Jersey Report in October stated that Barcelona's partnership with the Qatar Foundation is the most lucrative shirt sponsorship in Europe's major leagues at a value of €30 million per season.

In July the club reported record profits of €48.8 million for the 2011-2012 season following losses of €9.3 million and €83 million in the previous two seasons.

Barcelona's total debt, which stood at €420 million two years ago, was reduced to €335 million, but vice-president of the economic and strategic area of the club, Javier Faus, stated that the club "needs to be cautious" if it wants to take on "ambitious future projects".

http://www.insideworldfootball.biz/worldfootball/europe/11609-barcelona-shirts-to-be-sponsored-by-qatar-airways-

Rolls-Royce Eyes 787-10X, 777X Applications

Rolls-Royce's decision to retrench from the narrowbody engine market has raised the stakes on the company's big powerplant activities. The coming months could show whether that bid is paying off as Boeing refines its widebody strategy.

Boeing continues to deliberate whether to add a larger model—the -10X— to the 787 family, even as it explores refresher options for the 777 family to ward off end-of-decade competition from the Airbus A350-1000. “Quite detailed” discussions are underway with Boeing over a Trent 1000 version to power the 787-10X, says Simon Carlisle, Rolls-Royce's program director. The powerplant will be roughly in the 76,000-lb.-thrust class, although the exact figure is not settled.

The 315-323-seat aircraft represents a simple stretch of the 787-9, says Jim Haas, marketing director at Boeing Commercial Airplanes (BCA). It would be effectively about 40 seats larger than the -9 and be ready to enter service later in the decade. Whether Boeing will launch the 787-10X at the Farnborough International Airshow, which opens next week, is unclear, particularly in light of the surprise decision last week to name Raymond Conner, head of sales at Boeing Commercial Airplanes, as the replacement for BCA CEO and President James Albaugh (see p. 31).

Rolls-Royce would look to introduce technologies now incorporated in the TrentXWB for the A350 but not yet on the Trent 1000. A few additional technologies that have matured more recently could also be included, to achieve a 1-2% fuel-burn improvement over the so-called Package C Trent 1000s.

The “Study Engine” that would incorporate the feature could emerge in 2016. Rolls-Royce is in the process of freezing the concept before proceeding to a critical design review in about six months.

At the same time, the company is in talks with Boeing about the RB3025, a 100,000-lb.-thrust engine concept for the 777-8/-9 Boeing is studying. The aircraft maker is talking with Rolls-Royce, Pratt & Whitney and its exclusive 777-300ER engine supplier—General Electric—about new engines for the larger twin-widebodies.

The RB3025 would feature a range of new technologies, including a composite fan blade and composite casing, says Robert Nuttall, Rolls-Royce vice president for strategic marketing. Rolls has been using titanium fans, arguing its design was as efficient as the composite fans being offered by competitors.

But Nuttall now says that composites technology has improved and fan blades and casings made of composites promise several hundred pounds in weight savings.


The RB3025 would have a 132.5-in.-dia. fan delivering a 12:1 bypass ratio. The overall pressure ratio would reach 62:1. It is “quite an aggressive engine,” Nuttall argues, which should be ready toward the end of the decade. It would feature a rising line compressor, a change in architecture now being introduced in the TrentXWB.

Mark King, president of civil aerospace at Rolls-Royce, stresses that even with last year's decision to exit the V2500 International Aero Engines joint venture powering the Airbus A320 (Rolls remains a parts supplier), the U.K.-based engine maker is “not going to be short of things to do. The challenge is going to be how do we deploy resources.”

If Rolls-Royce can secure a place on the new Boeing product—still unclear is whether it would be a new design or merely an update to the 777—the engine maker would dominate its rivals in the large turbofan market with its sole position on the A350-900/-800, exclusivity on the A350-1000, and shared market on the Boeing 787 where the Trent 1000 competes with the GEnx, and on the A380 where the Trent 900 is up against the GE/Pratt & Whitney GP7200.

With its newest large engine, the TrentXWB, now in trials on the A380 flying testbed, the configuration will likely be locked in soon for the largest model, the 97,000-lb.-thrust version for the A350-1000, says Chris Young, program director for the TrentXWB. The first engine is slated to run in 2014.

The final technology trades are still being made. Young says some of the technologies that have been under review in the past few years have materialized and others have not. But, he adds, “enough of them have come through . . . to deliver the engine concept.”

At the same time, the company also is working on the latest update to the 787-powering Trent 1000, the Package C that is the baseline powerplant for the -9 version of the aircraft and also should deliver fuel burn improvements for 787-8s.

The update has logged more than 60 hr. on the test stand already and been run up to 80,000-lb. thrust—the thrust setting will be 74,000 lb. Engine certification is planned in mid-2013, followed by first flight on a -8 in the second half of 2013 and later on the -9.
Deliveries, however, will begin with the -9 to Air New Zealand. The first -8 with the Package C is likely around June 2014.

The Package C is meant to offer improved turbine engine temperature. The main changes involve the blading of the intermediate pressure compressor and the low-pressure tip control system using a semi-active approach, Carlisle says.

Almost all the Package A engines have been replaced with the Package B standard, delivering 1% specific fuel consumption improvements.

aviationweek.com

CFM Confident Leap Engine Meets Demands Required By 737 MAX

CFM, which has carried its sole-provider status for Boeing’s narrowbody programs to the new 737 MAX project, is closing in on final design for the Leap-1B powerplant chosen by the U.S. airframer.

“We think we’ve got the right architecture, and the more we go into it and the closer to defining the design, we feel more comfortable with what we’ve chosen,” says CFM Executive VP Chaker Chahrour of the Leap-1B, which will provide around 11% of the MAX’s overall 13% fuel burn advantage over the current 737, when other factors are considered.

CFM is on track for freezing the engine design, or the Toll Gate 3 milestone, in September and is set to begin the detailed design phase in the second quarter of 2013.

The first full Leap-1B will start tests in the second quarter of 2014 with the aim of achieving Part 33 engine certification in the first quarter of 2016.

This is designed to provide ample margin for flight tests of the 737 MAX and its planned entry-into-service in the second half of 2017.

Boeing has indicated, however, that it may try to accelerate the debut of MAX by several months, and Richards says, “We’re studying that, and if they ask for a faster schedule path, we will support it.”

However, the existing development plan has “some margin” should Boeing “pull in” service entry, adds Chahrour.

aviationweek.com

Boeing May Boost MAX Fan As Battle With NEO Heats Up

After almost two decades of relative status quo in the single-aisle sector, the marketing gloves are coming off as the next-generation Airbus A320NEO and Boeing 737 MAX are readied for the fray.

The cutthroat contest is already as intense as anything seen in the long-range battles of the 1990s between the A340 and MD-11, while the contrasting claims over the new A320 and 737 make more recent marketing contests between the A330 and Boeing 777 appear almost good-natured by comparison. The vitriol is all the more intriguing given the length of time before either model will enter service. The A320NEO is not due to begin commercial operations for more than three years, while the 737 MAX's debut is even further off, targeted at 2017.

The high intensity is at least partly linked to the current imbalance between the backlogs of the new Airbus and Boeing designs. Since its launch in late 2010, the NEO has amassed more than 2,400 firm orders, options and commitments, while the MAX—which only officially hit the market in mid-2011—has accumulated orders, options and commitments for around 1,040. In terms of firm orders alone, the NEO is far ahead, with 74% of the announced business. This translates to 1,289 firm orders compared to 451 for the MAX.

Nonetheless, both manufacturers claim to have accurate predictions for perhaps the most crucial parameter of all: fuel burn per seat. Despite the fact that none of the new engines that will deliver the bulk of the improvements has yet run, Airbus and Boeing both stick adamantly to their forecasts. It is the wild disparity in these estimates that remains most striking, particularly since the relative performance gap that each claims is not narrowing as the two designs firm up.

Airbus predicts the A320NEO will deliver roughly double the improvement over the current A320 that the reengined 737 MAX will deliver relative to the present 737 production standard. Boeing, by contrast, says the 737 MAX will have a 17% fuel-burn advantage over the current A320, and a roughly 5% edge over the reengined A320NEO with either CFM International or Pratt & Whitney powerplants.
“It's remarkable how different physics are in Europe versus the U.S.,” says Boeing Commercial Airplanes (BCA) Vice President Mike Bair, who reiterates points made at last year's Paris air show about the lower weight of the 737 versus the A320.

Boeing believes this fundamentally underpins performance advantages which will be passed on to the MAX generation. According to published figures, the A319's operating empty weight (OEW) is around 4,900 lb. more than the 737-700's, while the A320's OEW is approximately 1,980 lb. more than that of the 737-800. The comparison for the 737-900 and A321 is more complex because of the various options available, but the OEW of the heaviest 737-900ER variant is more than 7,300 lb. lighter than that of the CFM56-powered A321-200.

While the weight differences between the existing families cannot be debated, Airbus counters that the key to the A320NEO's advantage is its higher wing, with its inherently greater flexibility and ability to maximize available fan size for both engine options, the CFM Leap-1A and Pratt & Whitney PW1100G geared turbofan.

Speaking at the recent International Society of Air Transport Traders meeting in Phoenix, Airbus Senior Vice President for Leasing Markets Andrew Shankland says the A320NEO is expected to produce overall fuel-burn performance benefits of 15% compared to current A320 models. Lower engine-specific fuel consumption (sfc) is expected to contribute 15.3%, and the Sharklet winglets another 2.4%. The extra 4,000 lb. in maximum weight added through the larger engines, strengthened structure and winglets will, however, take 2.7% off the overall improvement, so that it is rounded down to around 15%.
Shankland also presented Airbus's analysis of the 737 MAX which, by contrast, indicates a relatively modest 8% improvement over the baseline 737. The bulk of this, says Airbus, will be around 6% from the improved core performance of the CFM Leap-1B engine, with a further 4% from the 12% increase in fan diameter to 68.4 in. from the CFM56-7B's 61 in. A further 0.5% improvement will come from optimized wing-engine shaping, and an additional 0.5% in airframe drag reduction. However, Airbus predicts a 5,300-lb. weight penalty for the changes, which it says will reduce the fuel-burn improvement by around 3%.
Boeing's predictions for fuel burn per seat, conversely, indicate that the 737-8 version of the MAX will be around 5% better than the A320NEO. This is based on a 162-seat configuration for the 737 and 150-seat arrangement for the A320, however. MAX program officials tell Aviation Week that advances in at least two specific design areas provide encouraging signs that performance will be better than Airbus anticipates. Boeing has developed some unspecified design features to reduce the installation effects of the larger engine. Although Airbus credits the Boeing MAX powerplant integration scheme with 0.5% of the design's overall fuel-burn savings, it also estimates that more drag will contribute to a much larger weight and performance penalty.

The same MAX officials also say studies are underway of a slightly larger Leap-1B fan up to 69 in. in diameter. Any increase in fan area is “free specific fuel consumption” reduction and could be possible through an innovative, low-drag installation which cantilevers the engine further ahead of the wing leading edge, taking more advantage of the minor nose leg extension already planned on the MAX.

Firm design for the Leap-1A engine for the A320NEO is due later this year, while the design freeze for the 737 MAX's Leap-1B is not scheduled until around the second quarter of 2013.

To date, Boeing and CFM have defined the Leap-1B fan engine at 68.4 in., a slight increase in diameter which will boost performance without negatively impacting weight and drag. Bair says the size is in the “sweet spot” of a 3-4-in. range of potential fan diameters. “At one end of the 'bucket,' it gets lighter, because a bigger diameter will change the weight,” says Bair. He adds that “it's a trade-off because bigger fans are quieter.”

The company acknowledges that further changes are possible. “However, as detailed design work continues and we incorporate wind-tunnel testing results, we'll continue to work with CFM to refine the engine [including fan size] as we work toward final configuration in 2013,” Boeing says.

The new 737 will also be configured with a digitally controlled pneumatic system in place of the current analog bleed system to give “more precise control of the air bleed from the engines for de-icing and cabin pressurization,” says Bair. For improved maintenance control, the MAX will incorporate onboard servers as well, similar to those on the Boeing 787.

Boeing, meanwhile, has entered the final wind-tunnel test phase for the 737 MAX, with high-speed testing beginning in the company's transonic facility in Seattle on March 19.

The low-speed portion of the wind-tunnel work started in February at Qinetiq's facility in Farnborough, England. The tests “will update the model to incorporate the minor changes we're making for the MAX and the larger engine nacelles.

These initial test runs will give our engineers a baseline for the current airplane's performance that they can compare to the MAX's optimized design,” says Randy Tinseth, BCA marketing vice president.

Major aerodynamic changes for the MAX compared to the current 737 are focused on the aft fuselage, wing, wing-to-engine integration area and the larger-diameter nacelle of the Leap-1B engine. The revised aft fuselage includes a lower-drag Section 47/48 and tailcone as well as drag reduction changes to the aft pressure-relief port cavity.

“We expect to go back into the tunnel later in the year for some minor work such as additional engine/nacelle-related testing, but we expect to substantiate the forecasted performance of the current MAX design during our high- and low-speed tests ongoing at the Boeing Transonic Wind Tunnel and Qinetiq,” says Boeing. “The baseline model, which will be updated with the design changes on the MAX as we get further into testing, is a 737-800.”

Aviationweek.com

Boeing Keeps MAX Upgrades On Short Leash

June 18, 2012

When Boeing executives talk about sticking to the basics in their 737 MAX reengining program, they are not kidding.

Besides the improvements they expect from the new aircraft's CFM Leap-1B engines, Boeing is keeping a tight rein on the technology risks of the biggest upgrade to the 737 since the Next Generation series was launched nearly 20 years ago. To make the MAX work, Boeing needs to distinguish it from rival Airbus's A320NEO while raising the benchmark of what its customers can expect in performance and reliability.

The MAX must be sufficiently advanced to achieve double-digit percentage point improvements in fuel burn and operating efficiency over the NG. Engines and aerodynamic improvement carry most of that burden, but there are numerous technology swap-outs that the company might include in MAX to make the airplane more attractive.

However, all of them come at a price, not the least of which is their potential disruption of a finely honed manufacturing process at Boeing's Renton single-aisle jet factory south of Seattle, which is midway through the biggest increase in 737 production rates in history.

It is essential that Boeing get right this next phase in the four-decade 737 story. The family is a priceless asset and must remain so. Boeing expects 70% of all aircraft sales in the next two decades to be single-aisle transports.

Since deciding last August against its New Small Airplane (NSA) project in favor of the MAX, Boeing has been cautiously working out just how far it needs to go with technology advances in order to compete with the NEO. The company's designers felt they had a game-changing prospect in the NSA that would trump a basic engine upgrade to the A320. At first, so did Boeing's customers.

But as fuel costs rose, they began asking for relief sooner than the NSA would be available. The overwhelmingly positive response Airbus gained from the NEO—it quickly shot past the 1,000-order mark—pushed Boeing to shelve the NSA.

With the MAX, Boeing wants to avoid the temptation of adding cost and complexity to the 737 program; it needs to stay focused on what airlines value most, says the MAX's chief project engineer, Michael Teal. “Customers are looking for improved economics,” he says.

Teal comes to the MAX from the Boeing 747-8 where, as chief engineer, he witnessed firsthand what can happen when unexpected issues turn a fast-tracked derivative into an over-budget development marathon. Those harsh lessons are keeping the MAX team focused on its development schedule.

Boeing Commercial Airplanes President and CEO Jim Albaugh has hinted that a service entry for the first MAX might be brought forward from the official goal of the fourth quarter of 2017.

But Teal says that is only “if we can.” There will be no overconfident promises like those made early in the 787 and 747-8 programs that erupted into embarrassing schedule lapses. “I was on those phone calls in 2008, and I didn't like” them, he says.

Boeing will spend the rest of this year “getting the final concept done” before marching on to a firm configuration in mid-2013, Teal says. Design will take place in 2014, assembly in 2015 and first flight in 2016. The 737-800-sized MAX 8 is to be produced first.

This plan reflects the evolution of airline orders for single-aisle jets. In the early days of the 737NG program, the 126-149-seat 737-700 was easily the best-seller, in no small part because of its popularity with launch customer Southwest Airlines. Like many others, Southwest—also the MAX launch customer—is now ordering bigger single aisles, having moved up to the 162-189-seat 737-800.

This up-gauging trend is widespread. As of May, there were 1,415 orders for the 737-700, which entered service in December 1997; for the -800, which came on the scene in April 1998, there were 4,053—more than all 737-100s, -200s, -300s, -400s, -500s and 600s combined.

There is a bigger backlog for the 737-900ER, the closest thing Boeing has to a 757 replacement, than for the -700, even though it entered service a half-decade later. Consequently, the MAX 9 will be the next to enter service, in 2018, and the MAX 7 will follow in 2019.

After considering a huge range of design options—including split trailing edges and hybrid laminar flow—Boeing's choices for the MAX underscore how it is restricting itself to a strict diet to assure as smooth a production transition as possible to the MAX from the NG.

The CFM Leap-1B engine is the principal reason Boeing anticipates a 13% reduction in fuel burn compared to the 2012-standard Next Generation 737.

The engine's fan is expected to slightly exceed 69 in. in diameter, so the Leap is larger and heavier than the CFM56-7B. But that weight is more than offset by the Leap's larger 8.5:1 bypass ratio, which will contribute an anticipated 11% fuel burn benefit (see p. 61). Lower drag in the aft fuselage and introduction of novel “dual-feather” winglets account for the rest.

The all-important engine installation is an evolution for the 737 and builds on the mounting design used for the 787. The installation moves the engine “a little forward and up,” says Teal.

By cantilevering the engine out ahead of the wing, Boeing is avoiding the need for a dry bay above the engine, thereby preserving fuel volume. “It's not new technology, but we wanted a little more room under the nacelle,” says Teal. The bottom of the MAX nacelle will be 17 in. off the tarmac, 1 in. less than an NG's.

The nose-wheel landing gear is 8 in. longer than the 737's and prompted Boeing to move the front bulkhead of the nose undercarriage bay—the “doghouse”—and an associated inspection hatch forward about 8 in.

The leg extension also means that an aerodynamic fairing is required to accommodate the bulge of the nose wheel. “We're trying to minimize this, and we're still trying to make it smaller,” says Teal. Nonetheless, he says the aerodynamic impact is negligible.

Building on the 787 program's application of a natural laminar flow (NLF) nacelle, Boeing is “looking at opportunities as to how we can keep the NLF attached” in the MAX, Teal says. But the option of a hybrid laminar flow control system (HLFC) for the vertical fin will not be undertaken.

It was originally studied as part of the interim “737NG Plus” upgrade that was to be a gap-filler between the 737NG and NSA. “There is the complexity [in the design] and the build of it, as well as [its] questionable value on short flights,” Teal explains. The HLFC system has been developed as a drag-saving device for the stretched 787-9 and, pending full development, is expected to be offered as a 787-8 performance upgrade.

The recently announced dual-feather winglet is the most distinguished external feature of the MAX. The baseline blended winglet is credited with providing a 3-4% fuel-burn improvement over a 737 without winglets. Boeing expects the MAX's feathered design to save up to 5.5% in fuel burn, or the equivalent of an additional 1-1.5% above the 737NG standard, says Teal.

The feathered winglet integrates a downward-tilted version of Boeing's raked-tip configuration with a more conventional winglet. Its ground clearance of 10 ft. 2 in. will be 2 in. greater than the NG's winglet.

The new design has undergone low-speed wind tunnel tests at Qinetiq's U.K. facility and Boeing's transonic tunnel. “The data showed it performed as expected,” says Teal.

The winglet design team will perform further work on the concept as the fuselage's design details and build plans firm up in 2013. The dihedral of the winglet, combined with anhedral of the modified raked tip, assures that the MAX's wing span is within the “Code C” gate size of the 737NG family.

The fuselage's aerodynamic cleanup is focused on the very aft section just behind the auxiliary power unit (APU). This marks the first tail cone taper revision since the 737's original short, stubby fuselage design emerged in the 1960s. The redesign eliminates the need for the vortex generators that current models use to “help calm down the airflow,” says Teal. Extending the cone in a 787-style allows the flow to “clean up nicely,” according to computational fluid dynamics analysis.

A new low-drag APU inlet also will be integrated into the tail, while a horizontal root fillet fairing, or “strakelet,” will be added to reduce drag around the empennage.

Although APU upgrades were considered as part of the original 737NG Plus package, Teal says none are planned for the MAX. Instead, system changes will focus on the adoption of fly-by-wire actuated wing spoilers and a digitally controlled engine bleed system for the environmental control system.
“The air conditioning packs are not changing, but the control for getting bleed air is going digital,” he says. The new spoiler system will save weight and installation costs.

Since the spoilers also will be connected directly to the flight control system, they can be used for maneuver load alleviation (MLA). By symmetrically deflecting the spoilers under certain conditions, wing-bending loads are reduced. This allows use of a slightly lighter wingbox.

Other wing changes were considered, including an improved trailing edge for better low-speed handling. While aspects of these studies, such as a mini-split flap, are expected to be tested as part of an upcoming EcoDemonstrator program, Teal says the MAX will not use them. “I don't think we need them,” he says.

To handle higher loads associated with the MAX's heavier operating weight, the airframe will be locally strengthened with regauging of skins, spars and structures in the fuselage, empennage, wing and landing gear. “If you have heavier engines, this increases the torsion loads into the body and these are reacted through pickle forks,” Teal says, referring to structures in the wing-fuselage join area. The existing design will be retained but “just gauged up” for the MAX, he adds.

Also under consideration is the replacement of the longitudinal beam—called a crease beam—which, in the dual-lobe configuration of the 737 fuselage, works with the floor beams to smooth out-of-plane loads at the intersection of the two lobes. “As we work through the certification basis, if the decompression analysis works out, there might be an opportunity to go to a one-piece truss,” Teal says.

By the time the MAX enters production in Renton, Boeing expects the factory to be producing 42 airplanes per month from the plant's two final assembly lines. Changes needed to accommodate the new airplane are still being considered, but the general goal is for MAX fuselages to flow seamlessly down the line with the NG's. Early planning includes the possibility of shifting an engine buildup area off Line 1 in Renton's Building 4-82 elsewhere to make room for a proving line for early MAX production.

Spirit AeroSystems provides the 737's fuselages from Wichita and is still in the early planning stages for what accommodations will be necessary for the MAX. But Vice President Forrest Urban, who leads MAX integration as head of advanced projects, says only minor tooling changes are anticipated. The company wants to avoid significant changes to the assembly process in its big Plant 2.

Fuselage alterations, such as in Section 48 or at the doghouse, will be accommodated offline and brought to the plant's final assembly, Urban says. This same approach is used for Boeing's P-8 Poseidon maritime patrol aircraft, which is based on the 737NG fuselage. Urban expects changes for the MAX to be less extensive than those for the P-8.

“We think the NG is the most efficient, highest-quality production process anywhere,” he says. To keep it that way, the company will turn to its Spirit Exact design-build software process to smooth the MAX's transition into the 737 line.

As of May, Boeing had recorded 451 MAX orders. The new program is leading the 737's charge past the 10,000-total-order mark. As of last week, Boeing was within 221 orders of that milestone, which no other commercial jet has reached. The company does not expect the head start Airbus achieved with the NEO to affect the sales balance between the A320 and 737 over the long run.

To European reporters, Vice President Randy Tinseth, Boeing's head of marketing, said the MAX will build on the 737's “higher lease rates, higher 'fair market' values and higher residual values” to attract orders.

With the MAX order count growing, the marketing heat is on for both manufacturers as they head toward next month's Farnborough air show.

aviationweek.com

CFM Prepares For Transition To Leap Family, Increased Production

CFM International’s joint owners General Electric and Snecma are preparing for the venture’s biggest transition as it nears milestones for the introduction of its Leap family of engines and increased production rates.

The two tasks will ramp up annual single-aisle engine production to 1,700 units by 2020 from the current rate of 1,450 engines, a 17% increase, and transition production from the current CFM56-5B/7 engines for the Airbus A320 family and the Boeing 737 to the new CFM Leap-1A, -1B and -1C for the A320NEO, the Boeing 737 MAX and the Comac C919.

“Something like this has never been done before,” says Francois Harant, supply chain director at Snecma.

CFM plans a phased Leap engine production from early 2016 and intends to complete the full transition to the new engine family by 2019. CFM expects it will continue to produce about 100-200 CFM56 engines for several years after 2019 to be used as spares.

Airbus has said it may not produce the current A320 series beyond 2018, although no exact timeline has been fixed, and Boeing has yet to publish a phase-out for its 737NG production. CFM says it will build the CFM56 for as long as Airbus and Boeing want the engine.

The 1,700 target assumes monthly production rates of 42 each for the NEO and the MAX in 2019 or 2020, when CFM also expects between 50 and 100 C919s to be built annually.

According to Harant, GE and Snecma will have the capacity for about 2,000 engines; conversely, the engine consortium has contingency plans should CFM56 demand dip ahead of the introduction of the Leap series.

There are no plans to build the Leap in China, although CFM has signed a memorandum of understanding to investigate the possibility, with company officials acknowledging that such a move would only make sense once C919 production has sufficient numbers. Indeed, Harant says there is going to be more production capacity than is needed. “We will use surge capacity to ease the Leap transition, and we are reviewing what has to be added to be more comfortable.”

With the design now frozen for the -1A and -1B versions, CFM is preparing to select the first source suppliers in early 2013 from a pool of 250 suppliers for finished parts and 80 for raw materials. The current CFM56 suppliers are likely to form the overwhelming majority of the Leap supply base, too, but given the introduction of new technologies, new suppliers also will be required.

Second source suppliers are to be added as soon as possible, but CFM opted for a phased approach, rather than selecting all of the partners at the same time. The company, however, already has determined which parts will be produced in-house or purchased.

GE and Snecma are dedicating $750 million in capital investment to the Leap program infrastructure. Blade manufacturing facilities are being built in Rochester, N.H., and Commercy, France, in 2014 and 2015 in order to ensure an output of 34,000 Leap blades per year–there are 18 per engine. The two plants’ layout, machining and tools will be identical.

As part of their efforts to expedite production maturity, the two CFM partners already have produced about 2,000 blades in their existing facilities and are currently building them at a rate of about 50 per month. That will increase to 100 per month by the end of the year.

None of these blades, however, will be used on a production engine. “We continue to learn. It is a brand-new process for us, and we have to be comfortable,” says Harant, adding that CFM is “still adapting blade design based on the test results.”

The composite blades are made by using a new weaving design to withstand bird strikes. Using composites makes the blades significantly lighter than the titanium parts used in the CFM56.

 aviationweek.com

Air Traffic Growth Overwhelms Asia’s Airports

Phenomenal growth in passenger traffic across Asia, particularly from low-cost carriers, has fueled demand for bigger airports. The authorities, however, have failed to address this need, leading to flight delays and slot constraints.

Nearly every major capital city airport in Southeast Asia has issues with congestion. The most notable examples are: Singapore's Changi, Bangkok's Suvarnabhumi, Manila's Ninoy Aquino Internatonal and Jakarta's Soekarno-Hatta International.

“When you start hearing stories about congestion at Changi, which is run by some of the most far-sighted people, then that rings alarm bells,” says Andrew Herdman, director general of the Asia Pacific Airlines' Association, which represents 15 full-service network carriers.

Much of the airport congestion is a result of low-cost carriers (LCC), which use narrowbodies, says Herdman. These smaller aircraft result in more departures. Some airport officials say the liberalization of air services, coupled with the success of low-cost carriers, has led full-service airlines to operate smaller aircraft in an effort to match the frequency of LCC flights.

This too has added to the number of departures. Singapore Airlines, for example, previously only operated Boeing 777 widebodies to Kuala Lumpur and Penang in Malaysia.

But in recent years it has increased its frequency on these routes using Airbus narrowbodies operated by its subsidiary SilkAir.

Singapore's government is open about the fact that flight delays and slot constraints are now a problem at Changi Airport. But the Civil Aviation Authority of Singapore (CAAS) has been quick to point out that efforts are underway to fix the problem.

CAAS's director general, Yap Ong Heng, says the authority last year introduced simultaneous takeoffs and landings at Changi.

Previously, the airport had one of its two runways dedicated to takeoffs and the other for landings. But allowing mixed-mode operations increases throughput.

Yap also says the airport has implemented a program to better coordinate activities there, such as ground handling. A real-time information exchange has been established so, for example, if a flight arrives earlier or later than scheduled, the ground handlers and others at the airport can respond more efficiently and avoid creating further delays.

Another ongoing initiative is to reduce the amount of time the runways are closed for maintenance, says Yap. This is achieved by boosting resources—equipment and people—so the jobs can be finished more efficiently and quickly.

CAAS has also introduced “one-minute” departures and changed some flight routes to allow for a reduction in aircraft separation. And its air traffic controllers are being retrained to ensure they make better decisions. For example, if thunderstorms are predicted, controllers manage the flow of air traffic earlier rather than later, helping to streamline operations.

These measures all help in the short-term, but are hardly a long-term solution. Changi's passenger traffic grew 14% last year and 9% in the first six months of this year.

Singapore's minister of state for transport and finance, Josephine Teo, says the government will decide before year-end whether to turn Changi's third runway over to commercial use. The third runway is currently reserved for the military. However, before commercial airlines can use it, the runway will need to be extended, she says.

It also lacks taxiways to the passenger terminals, and a decision has to be made about what to do with the public road that runs between the second runway and the military runway. Yap says he anticipates the government will address these issues by year-end. Once the government approves the third runway, however, it will still take years before it is ready for commercial operations.

Many airports in Southeast Asia have grand plans for expansion, but unlike Singapore's situation, there are questions about whether these plans will be executed on time.

Thailand's Suvarnabhumi Airport began operations in September 2006 and a second-phase expansion was supposed to start a few months later. The authorities back then knew the initial capacity of 45 million passengers would be insufficient. However, political unrest in Thailand, following the military coup in September 2006 that toppled Prime Minister Thaksin Shinawatra from power, curtailed those plans.

The airport last year handled 48 million passengers and that number is forecast to grow to 52 million this year. Operating beyond capacity has led to lengthy queues at passenger immigration checkpoints, airlines often have to park aircraft at remote bays, new landing slots are hard to get, and aircraft are often delayed on the tarmac.

Thailand's current government, which was elected last August and is headed by Thaksin's sister, Yingluck Shinawatra, sees expansion of Suvarnabhumi as a priority.

Airports of Thailand (AOT) recently responded to government pressure by appointing EPM Consortium to manage the 62.5 billion Thai baht ($2 billion) second-phase expansion project, which includes a concourse terminal with an adjacent 28 parking bays, and a tunnel and rail line that connect the concourse to the other terminal. The project also includes an extension to the existing terminal as well as construction of a new office building for airline companies.

“Construction of a third runway is also in the plan, but the authorities still have to complete an environmental impact study,” an AOT spokesman says. “If there is no problem, the third runway will be finished [at the same time as] Phase two,” which is 2017. But a phase-three expansion may be needed fairly soon. Phase two will increase capacity to 60 million passengers per year, but AOT forecasts passenger traffic at Suvarnabhumi will reach this milestone in 2021.

Phase two construction, meanwhile, is only due to commence in late 2013. In an effort to relieve congestion in the immediate term, the Thai government and AOT have decided some carriers are to relocate to Bangkok's Don Mueang International Airport.

Thai AirAsia, and its overseas affiliates that serve Bangkok, will vacate Suvarnabhumi and start operating from Don Mueang on Oct. 1, says CEO Tassapon Bijleveld. To entice carriers to move, AOT has granted a three-year discount on all airport fees and charges. The discount is 30% the first year, 20% the second, and 10% in the third.

Tassapon says he plans to renegotiate with AOT for fourth-year discounts when the time comes. He also says the government has agreed to increase bus services to Don Mueang and that it is committed to working toward building a rail-line connecting the airport to the Bangkok train system.

Thai AirAsia is moving to Don Mueang because Suvarnabhumi's congestion had reached the point where “we were no longer able to grow there,” says Tassapon. It also adversely affected the airline's on-time performance.

Thai Airways International, meanwhile, is keeping all its flights at Suvarnabhumi. The national carrier's executive vice president of strategy and business development, Chokchai Panyayong, says once AirAsia vacates, it will free up slots for Thai Airways to expand. Chokchai says the AOT still needs to do more to improve runway utilization. The airport was designed for 76 aircraft movements per hour, but currently 54-56 is the norm, he says.

Congestion at Jakarta's main international gateway, Soekarno-Hatta International, is also leading the Indonesian authorities and some airlines there to look at alternatives.

National airport authority Angkasa Pura II states that Merpati Nusantara Airlines, Garuda Indonesia's low-cost carrier Citilink, and Lion Air's new full-service carrier Batik Air are allowed to be based at Jakarta's Halim Perdanakusuma International Airport next year. Lion wanted Batik Air there and Angkasa Pura II agreed to this, and also included Citilink and Merpati to help relieve congestion at Soekarno-Hatta.

Soekarno-Hatta's passenger traffic grew 19% last year to 51 million—the fastest increase among the world's major airports. Its three terminals were designed to handle 38 million passengers.

Garuda CEO Emirsyah Satar says Angkasa Pura II's plan to upgrade the airport's three terminals includes erecting a building between the first two terminals that will house customs, immigration and quarantine. But it is unclear when construction will commence.

Runway capacity also needs to be increased, says Satar. But it will be hard for the government to appropriate the land, he says. “From the airline's perspective, I am looking at how they can invest in more equipment . . . so the existing two runways can operate more efficiently.”


Land constraints around Soekarno-Hatta and Halim airports, have the government looking at Karawang, in the western outskirts, as a possible new site. Officials from Indonesia's transportation ministry say construction of the new airport will start in 2015.

That creates a dilemma for network carriers such as flag carrier Garuda Indonesia, which prefer to have operations based at one airport so passengers can connect to flights easily.

The Philippines government, meanwhile, is considering turning Clark, an airport outside of Manila, into the city's main international gateway. Some carriers, however, have resisted the idea, arguing Clark is too far from Manila and that unless there is a high-speed train and freeway connecting Clark to central Manila, the inconvenience will make it impractical.

But Manila's Ninoy Aquino International Airport abuts a dense residential area, making land appropriation almost impossible. It means there is no way the airport can have a third runway.

The Manila International Airport Authority, however, has plans to increase throughput by realigning Runway 13/31 so it no longer intersects with the other runway. An independent slot coordinator has also been appointed to better manage slot distribution. And Philippine carriers have reduced their domestic schedules to help reduce congestion.

Meanwhile, Philippine Airlines CEO Ramon Ang wants to build a new airport for Manila. He can afford this because his family controls San Miguel Corp., one of the country's wealthiest conglomerates.

Ang declines to disclose the site of the planned airport, but says it is a nearly 5,000-acre site within a 15-min. drive of Manila's Makati business district. The plan will be presented to President Benigno Aquino, 3rd, in early 2013, Ang says. If approved, construction could start in 2013, with help from South Korean contractors, he adds.

Fast-growing Garuda Indonesia is grappling with capacity constraints at Jakarta's Soekarno Hatta International Airport. To listen to CEO Emirsyah Satar discussing the airport's problems and improvement plans, check out the digital edition of AW&ST on leading tablets and smartphones, or go to AviationWeek.com/garudaceo

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Indonesia Must Have New Airports, Says Garuda

Garuda Indonesia has called on the Indonesian government to fulfill its promise to develop the country’s airport infrastructure.

“If the government doesn’t build new airports, it’s going to be a challenge for us,” Garuda President Director Emirsyah Satar told delegates May 8 at the International Society of Transport Aircraft Trading (ISTAT) Asia conference in Singapore.

According to Satar, the development of new airports is one of the primary factors in the government’s plan to revive the county’s economy; however, he notes that “we still have to see if the execution is there.”

The country’s main airport, Jakarta Soekarno-Hatta International Airport, was built to handle 22 million passengers a year, but in 2011 51 million passengers passed through the airport, according to comments made by Indonesia’s director general of civil aviation, Herry Bhakti Gumay.

To accommodate this demand, the government has unveiled a plan to build Karawang International Airport, east of the capital city, with construction due to start in 2015 and to be completed in 2019. The new airport initially will support 20 million passengers a year but this will eventually grow to 70 million passengers, says Gumay. The existing airport also is due to be expanded, but it is unclear when construction work will get under way.

Meanwhile, Garuda is seeking financing for the Boeing 737-800s, 777-300ERs and Airbus A330s it has on order. “We’ve already done the financing for aircraft to be delivered through to the end of 2013, but are now looking for financing” for aircraft to be delivered in 2014 and 2015, says Satar, adding that requests for proposals for some of the A330s and 777s are coming. Garuda favors sale and leaseback agreements, says Satar.

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Hajj Demand Prompts Garuda To Consider New Widebodies

November 09, 2012
 
Garuda Indonesia is investigating the use of new high-capacity widebody aircraft for charters to Saudi Arabia during the Hajj religious period, but only if it also can integrate the aircraft into its scheduled services.

“We are doing an evaluation to see whether it makes sense to get the Boeing 747-8 or Airbus A380,” Garuda president director, Emirsyah Satar, told Aviation week Nov. 8 on the sidelines of the Association of Asia Pacific Airlines annual general meeting. He added that it is unclear if the evaluation will result in Garuda going ahead and issuing a request for proposal.

There is no time-frame for a decision, said Satar, adding that it is merely an internal study at this stage. He says if Garuda orders the A380 or 747-8, the airline needs to be confident it can operate the aircraft on scheduled routes other times of the year, when there is no Hajj.

A source from the airline in October told Aviation Week that an alternative to new widebodies would be for Garuda to keep its Boeing 747-400s, which are being replaced by Boeing 777s, and use them for charter operations like the Hajj services. But Satar dismisses this idea, noting, “We know the 747-400 is very suitable for Hajj, but what are we going to do with the aircraft for the other nine months of the year?”

The Aviation Week Intelligence Network fleet database says Garuda owns two 747-400s.

Garuda conducted 295 Hajj flights over a three-month period last year, carrying 112,500 passengers from 10 Indonesian cities, says an airline spokesman. Garuda uses aircraft on short-term wet-leases to supplement its Hajj operations.

Satar says it is getting difficult to rely on wet-leased aircraft, because there is a shortage of these during the Hajj period. Nearly every operator of Hajj flights turns to wet-leases to boost capacity. Also, the Hajj period varies from year to year. Sometimes it falls in high-season, making it even harder to source such aircraft, says Satar.

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Indonesia’s Approval Of SuperJet Clears Sky Aviation Deliveries

Indonesian regulators have validated the type certificate of the Sukhoi Superjet, paving the way for Indonesian carrier Sky Aviation to take delivery of its first Superjet in November.

Officials from Indonesia’s Directorate General of Civil Aviation (DGCA) visited Russia as part of the validation process, DGCA Director General Herry Bakti tells Aviation Week. He notes that the Superjet already has type validation from the European Aviation Safety Agency.

Sukhoi Civil Aircraft Company, however, has still to receive formal notification of the decision, telling Aviation Week that the “Indonesian DGCA is still working with respective documentation.”

Sky Aviation owner and Chairman Yusuf Ardhi tells Aviation Week that some of the airline’s pilots already have been sent to Venice, Italy, for Superjet simulator training. The airline has 12 Superjets on order, and Ardhi says the first is due to arrive in Indonesia next month. The airline also is due to receive a second Superjet in December, although Ardhi adds there are no firm delivery dates.

Sky Aviation currently operates five Fokker 50s, a Boeing 737-300, a Cessna Grand Caravan, a Cirrus SR-22, a Cirrus SR-20 and a Fokker 100. “We plan to have five more Fokker 50s and more narrowbody jets,” Ardhi says. “We are still seeking other options on the narrowbody jets. The additional number of [these aircraft] will be decided after we fly the Superjet.”

“If the Superjet can perform economically, and [is operationally] as good as the 737 and Airbus A320 in the Indonesian market, we may focus on Sukhoi Superjets,” says Ardhi.
A Sukhoi Superjet operated by the manufacturer crashed while on a demonstration tour in Jakarta in May. All 45 on board died, including 14 employees of Sky Aviation.
[Editor note: This article is an update of the original to reflect comments by Sukhoi]

Indonesian Aerospace In Talks To Manufacture Sukhoi SuperJet Parts

Indonesian state-owned aircraft maker Indonesian Aerspace (IAe) is negotiating with Russia-based Sukhoi to manufacture parts for the Sukhoi SuperJet.

An agreement could see IAe making the empennage, a senior IAe official tells Aviation Week. “It will take a few months to settle the negotiations,” the official says. He declines to say if the plan is for IAe to be a sole-source or second-source supplier. But the official says, “In the request for proposals, they’ve asked that we have the ability to produce 50 to 60 empennages per year.” That is the equivalent of the forecast total annual production rate for the Sukhoi SuperJet, the official adds.

IAe currently makes no parts or components for the Sukhoi SuperJet, but it does have a nonbinding agreement with Sukhoi allowing it to be a maintenance service provider for the aircraft, particularly those in Indonesia.

Indonesian carrier Sky Aviation has ordered 12 Sukhoi SuperJets and is due to take delivery of the first this year.

The airline will receive the aircraft in the wake of the May 9 crash of a Sukhoi Superjet into Indonesia’s Mount Salak, killing all 45 on board, including 14 Sky Aviation staff. The aircraft maker had been operating the Superjet in Indonesia on a demonstration tour for the news media and potential buyers.

Indonesia’s government has vowed that it will take the lead in a full investigation of the crash.
If Sukhoi awards the work to IAe, it could help smooth the airframer’s relations with the Indonesian government.

Indonesia Accepts Superjet's Russian Type Certificate

October 16, 2012
 
Indonesian regulators have validated the type certificate of the Sukhoi Superjet, paving the way for Indonesian carrier Sky Aviation to take delivery of its first Superjet in November.

Officials from Indonesia’s Directorate General of Civil Aviation (DGCA) visited Russia as part of the validation process, DGCA Director General Herry Bakti tells Aviation Week. He notes that the Superjet already has type validation from the European Aviation Safety Agency.

Sukhoi Civil Aircraft Company, however, has still to receive formal notification of the decision, telling Aviation Week that the “Indonesian DGCA is still working with respective documentation.”

Sky Aviation owner and Chairman Yusuf Ardhi tells Aviation Week that some of the airline’s pilots already have been sent to Venice, Italy, for Superjet simulator training. The airline has 12 Superjets on order, and Ardhi says the first is due to arrive in Indonesia next month. The airline also is due to receive a second Superjet in December, although Ardhi adds there are no firm delivery dates.

Sky Aviation currently operates five Fokker 50s, a Boeing 737-300, a Cessna Grand Caravan, a Cirrus SR-22, a Cirrus SR-20 and a Fokker 100. “We plan to have five more Fokker 50s and more narrowbody jets,” Ardhi says. “We are still seeking other options on the narrowbody jets. The additional number of [these aircraft] will be decided after we fly the Superjet.”

“If the Superjet can perform economically, and [is operationally] as good as the 737 and Airbus A320 in the Indonesian market, we may focus on Sukhoi Superjets,” says Ardhi.

A Sukhoi Superjet operated by the manufacturer crashed while on a demonstration tour in Jakarta in May. All 45 on board died, including 14 employees of Sky Aviation.

[Editor note: This article is an update of the original to reflect comments by Sukhoi]

Indonesian Carrier Sky Aviation Withholding SuperJet Decision

June 21, 2012
 
Privately owned carrier Sky Aviation is waiting until Indonesian authorities issue their final report on the cause of May 9’s Sukhoi SuperJet crash before deciding if it will take delivery of the aircraft.
Fourteen of those who died in the crash were from the Indonesian carrier, says Chairman Yusuf Ardhi, who describes the accident as “one of the worst experiences in my life.” The aircraft maker conducted two demonstration flights that day. The earlier demonstration flight returned safely to Jakarta’s Halim Perdanakusuma Airport without incident. Ardhi says he was on that earlier flight.

The second demonstration flight later in the day crashed into Mount Salak, outside Jakarta, killing all 45 on board.

Sukhoi had brought the aircraft to Indonesia to perform demonstration flights for executives at Indonesian carriers as part of the Russian aircraft maker’s sales push. Sky Aviation is one of SuperJet’s potential customers.

“The SuperJet is still a good aircraft, but we are waiting for some clues from Indonesia’s National Transportation Safety Committee (NTSC) on the cause of the crash,” says Ardhi. The NTSC is the independent body charged with investigating the accident.

Ardhi, however, says Sky Aviation is unwilling to accept the SuperJet until it sees the final accident report. It is unclear, at this stage, when the NTSC will complete its investigation and issue the report.
The airline in August 2011 stated that it has signed a purchase agreement for 12 SuperJets.

Sky Aviation originally chose the SuperJet because of the aircraft’s 17- to 110-seat capacity and short runway performance, says Ardhi. The plan was to operate the SuperJet on secondary routes in Indonesia where there is no competition from low-cost carriers, he adds.

Sky Aviation is positioned as a full-service carrier that serves smaller cities and towns.

The airline currently operates five Fokker 50s and one Fokker 100. It owns these aircraft, says Ardhi, noting that the airline added the Fokker 100 recently after buying it from another Indonesian carrier. He declines to say from whom it bought the Fokker 100, but an industry executive familiar with the type in Indonesia says Sky Aviation purchased it from charter carrier Premiair.

Ardhi says the carrier’s Fokker 100 has 24 business-class and 13 VIP seats. He does not plan to add more of the type. Sky Aviation uses the Fokker 100 for charter flights, mostly for Indonesia’s oil and gas industry, says Ardhi, whose family has a company called Petroneks, which supplies drilling equipment to the local oil and gas industry. Sky Aviation’s Fokker 50s fly scheduled flights from four hubs in Indonesia: Batam, Denpasar (Bali) and Pekanbaru and Pangkal Pinang.

source: aviationweek.com

Garuda May Launch 777 Flights To Russia

September 27, 2012
 
New services to Russia are among the long-haul plans Garuda Indonesia is considering for the Boeing 777-300ERs it is due to begin receiving next year.

The airline currently has no 777-300ERs in operation but has 10 on order, with the first scheduled for delivery in mid-2013. A Garuda spokesman says the first two 777-300ERs will be used for services from Indonesia to Tokyo and to destinations in the Middle East. Garuda presently has two Boeing 747-400s that it operates to Middle East destinations, such as Jeddah in Saudi Arabia, but it wants to phase the 747s out.

“We will go to Tokyo and the Middle East first with the 777s, but maybe later on, when more 777s are delivered to Garuda, we will launch services to cities in Russia, such as Moscow,” says the spokesman.

Garuda has said that its wants to use 777-300ERs to turn its one-stop service from Jakarta to Amsterdam, which uses an Airbus A330 via Dubai, into a non-stop service. It has also said it wants to resume services to London with the new aircraft.

The Russian market, however, is appealing because there are already many Russian tourists coming to Indonesia’s resort island of Bali for holidays, says the spokesman. “A lot are coming to Denpasar, Bali so maybe we will consider doing some charters first from Bali to Russia, before doing scheduled operations,” he adds. Russian carriers, such as Transaero and S7 Airlines, already operate between Russia and Denpasar.

In a separate development, Garuda says it is seeking to negotiate sale-and-leaseback deals on the 10 777-300ERs it has on order. It also wants to make similar arrangements for four Boeing 737-800s and 10 Airbus A320s that are due for delivery in 2013-16. The A320s are for its low-cost carrier Citilink.

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