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Key Indicators of Management Strategies for Air Cargo Carriers

机译：航空货运承运人管理战略的关键指标

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The global air cargo industry represents about 89 billion USD in direct revenue (figures of 2008) andsubstantially more in related supply chain services. Therefore, this industry can nowadays be judgedas a mature industry, where strategy is being drafted far beyond the basic entrepreneurial frameworkin which an emerging industry tends to operate. This paper deals with the management strategy of aircargo carriers, and more particularly focuses on its key indicators.At first, the short and long term objectives of the executive management of air cargo carriers are beingdiscussed and analyzed. These objectives can be extremely diverse, and have different mixes ofpriorities over time.The second part of this paper initiates some strategic considerations on the air freight valueproposition and the justification for using air freight. These form the basis for the identification of keydrivers influencing management strategy development at air cargo carriers, which are beingdetermined and discussed here. Pricing and capacity management strategies are elementary keydecision factors in the core strategy development process. Moreover, an overall understanding of theairline’s resulting cost structure is a critical key factor in a company’s strategic planning phase. Theabove mentioned key drivers can furthermore be strongly influenced and reinforced by strategicchoices to be made on air cargo product differentiation and participation in both vertical and horizontalalliances. These and other supporting drivers are being grouped in a strategic framework, consistingof three main areas: product, market and network strategy, each with their own driving factors.Thirdly, based on the previously identified strategic framework, indicators are being defined and set forthe most significant key and supporting variables. Data for a representative sample of 50 air cargocarriers have been collected and analyzed. Striking differences and similarities are being highlighted.The empirical work results in a typology of five strategy models for air cargo carriers, each with theirown value proposition, based on observed differences and similarities in the results and data sets ofkey indicators.
机译：全球航空货运业的直接收入约为890亿美元（2008年数据）， 在相关的供应链服务方面要多得多。因此，如今可以判断该行业 作为一个成熟的行业，其起草的策略远远超出了基本的创业框架 新兴产业往往在其中运作。本文探讨空气管理策略 货运公司，尤其是其主要指标。 首先，正在制定航空货运承运人执行管理的短期和长期目标 讨论和分析。这些目标可能千差万别，并且在以下方面有不同的组合 随着时间的推移优先考虑。 本文的第二部分对空运价格提出了一些战略性考虑 航空货运的主张和理由。这些构成了识别密钥的基础 影响航空货运公司管理战略发展的驱动因素 确定并在这里讨论。定价和容量管理策略是基本的关键 核心战略制定过程中的决策因素。此外，对 航空公司产生的成本结构是公司战略规划阶段的关键关键因素。这 上述主要驱动因素还可以受到战略的强烈影响和加强 航空货运产品差异化和纵向和横向参与方面的选择 联盟。将这些和其他支持驱动程序归为一个战略框架，其中包括 产品，市场和网络战略这三个主要领域，每个领域都有自己的驱动因素。 第三，根据先前确定的战略框架，正在确定和设定指标， 最重要的关键和支持变量。代表性的50架空运货物的数据 载体已经被收集和分析。突出的差异和相似之处正在突出显示。 实证工作得出了航空货运承运人的五种战略模型的类型，每种模型都有其各自的特点。 自身的价值主张，基于观察到的结果和数据集之间的差异和相似性 关键指标。

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