Regional Market Middle East
The aviation sector has developed tremendously in the Middle East and is a key region for our company. We have provided management consultancy services to significant players in the area and contributed to their success. We see the Middle East aviation industry as an important driver of economic growth. The challenges facing airlines, airports and authorities in the different countries are as diverse as the different nations in the region.
Due to its favorable geographic position the Middle East offers exciting opportunities for your future business ventures and developments. I would be happy hear from you and discuss your plans.
GAD World is the only forum dedicated to airport investment, partnerships, finance and performance
In 2021 we are looking forward to coming together in Zurich to share expertise on how airport models are fairing in the current climate, what is the latest thinking on airport PPPs and ownership models, environmental concerns and best practice strategy for returning to growth.
The GAD World 100+ speaker faculty represents the 'who's who' of airport operator and investor community and brings together an an unrivalled pool of expertise in airport management, concession and financing models.
Meet Catrin Drawer, Associate Partner and our team of experts at this event.
AACO is the association of 33 Arab airlines based in the Middle East and North Africa. The Arab region's air transport market is one of the fastest growing markets in the world. AACO members have been growing in double digits for the last seven consecutive years despite the downturns that affected the industry.
AACO being the platform of cooperation between its members and various stake-holders in the aviation industry, established partnership programs: one is the Partner Airlines, where non-Arab Airlines can join AACO and benefit from its joint work, the second is the industry partners, where aviation stakeholders benefit from AACO events and activities to strengthen their relations with member and partner airlines.
Meet Alexander Manakos, Partner and Head of Market Middle East at the AACO AGM
The largest and most-established route development event in the world.
For over 25 years, Routes has provided an unrivalled platform for an audience of highly influential route development professionals to discuss and negotiate new and existing air services on a global scale.
The event provides unique cost and time-saving benefits, attracting the most senior decision-makers from the world's leading airlines, airports, tourism authorities and other aviation stakeholders.
A combination of extensive meeting opportunities, exclusive industry insight and a first-class hospitality programme has made World Routes a must-attend ever for over 25 years. An opportunity to meet new and existing industry peers, gain valuable insights into what’s happening in the market amidst a global audience at World Routes.
Meet the Lufthansa Consulting delegates at our exhibition booth
The African aviation market has always been promising and filled with opportunities, yet operating in this environment is challenging. It is a fast-growing market in which air connectivity went up by 30% from 2014 to 2019. Africa has a large, young workforce that can drive economic growth and which brings velocity to digital innovations. The continent has skipped certain stages of digitalization and jumped right into the mobile world. Coupled with the entrepreneurial spirit seen across the continent, African travelers have adopted smart, digital solution such as micro money platforms.
African Airlines were hit hard by the pandemic with capacity dropping to 20% or less of 2019 levels. Most are planning to produce below 80% levels compared to 2019 by the end of 2021. African Airlines are facing the questions of how they can use this crisis as an opportunity to transform their business model. In their search for answers, airline managers need to take an investors perspective on their own enterprise and evaluate two main dimensions.
First, how future-ready is their business model and was it working before COVID-19 struck? Secondly, will it work in the post COVID environment where so much has changed? Depending on the answer, airline managers need to evaluate whether implementing balance-sheet optimizing and cash-saving measures will be sufficient or whether a transformation of the business model is necessary.
Lufthansa Consulting advises airlines to take action in 6 key areas in order to shape their business model, effectively fulfil their goals and become a “master of survival”.
Watch the presentation by Matthias Kern: "The future of airline business models for Africa post-Covid" which he held at the African Airlines Association (AFRAA) 9th Aviation Stakeholders Convention
Further insights from Lufthansa Consulting’s aviation experts are available here
When Covid-19 hit a prospering industry, the effects were substantial. Significant capacity adjustments led to a wave of unprecedented challenges for aircraft operators. The impact affected all relevant divisions of operators and premature lease returns leaving parked aircraft on the agenda.
During Covid-19 the pressure on material management reduced as a result of fewer material requests and the possibility of borrowing spares from parked aircraft. Nevertheless, the time to get prepared for the post-Covid-19 period has arrived.
Advanced software solutions, big data and digitalization may give advanced opportunities to predict material requirements. However, these systems usually do not correctly handle a demand situation such as during a pandemic and the related material consumption. Using historical data, such systems may miscalculate the real demand. Therefore, it is crucial that material planning experts understand how to handle the systematic calculation to avoid shortcomings in the post-pandemic period. Relying on system forecasts only may become a dangerous undertaking in the near future.
Our observation is that the typical material planning function does not exist in many companies. The title ‘Material Planner’ may be registered in the staff list but the function is usually limited to ‘performing what the system says’, or ‘responding to actual maintenance requests’. The blind trust in computer systems, combined with material planning which never had to perform detailed calculations of spares, may become a problem in material provisioning.
The fundamental question will be: Is material planning aware of the revised tasks and are the planning staff able to fulfill the additional requirements?
Read the full article for an overview of the most common problems in material management for airline operators and MROs with recommendations on how to act in preparation for post-Covid19.
Significant savings in airline maintenance costs achieved through identification of shortcomings in maintenance processes and identification of key cost drivers. The project management provided on-site support to develop cost saving initiatives and successfully implement the cost reduction measures.
Development of a business strategy aiming to create a commercially sustainable aviation group and to drive added macroeconomi c value and local prosperity. Comprehensiv e business plan addressing weaknesses and risks and giving access to funding. Expansion opportunities into as yet unexplored sectors of the aviation industry.
Performed technical and economic analysis forecasting the investment and maintenance cost over the engine life time. Recommended most efficient engine solution for the carrier’s operational profile. Identified areas to improve terms and conditions offered by the OEMs resulting in >20% CAPEX and OPEX reduction over the entire life cycle in comparison to initial OEM proposal.