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Trafikuppföljning och lönsamhetsstyrning på SAS . IRIS – Internal Route Information System. Introduction. SAS Group Approx. 1200 departures per day 29 million passengers Approx. 250 aircraft Revenue 53 195 MSEK SAS , Blue1, Widerö , ( Spanair ) Production systems
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Trafikuppföljning och lönsamhetsstyrningpå SAS IRIS – Internal Route Information System
Introduction SAS Group • Approx. 1200 departures per day • 29 million passengers • Approx. 250 aircraft • Revenue 53 195 MSEK • SAS, Blue1, Widerö, (Spanair) Production systems • Applications that plans and produces all SAS flights. • Applications that optimizes the usage of crew, aircarft in SAS network
SAS Group IT 26MAR2008
Challenges for SAS A changing industry • New distribution strategies • Spot market/customer loyalty • Deregulation • Differentiation of product and services SAS focus • Increased revenue • Decrease unit cost • Optimize production • Quicker releases of new products and services • Expansion IT Prerequisites • EDW migration • Proactive infrastructure development
Decisions supported by New Iris Decisions • Development of the network • Resource allocation • Aircraft investments • Product and service evaluation • Profitability comparisons and evaluations Process • Budget, actual, prognosis
Functionalscope of NewIRIS New IRIS main objective • Measures the profitability in SAS production • ABC, cost distribution and revenue calculation system • Route profitability analysis on flight/date level • Aircraft profitability analysis on flight/date level • Profitability analysis • Revenues • Different types of costs (cost of sales, Traffic variable costs, production variable cost and OH) and KPI’s
Functionalscope of NewIRIS • Collecting data from source system already on flight/date level or on month level needed to be distributed to flight/date level • Volumes from source systems are used to calculate new cost/revenues items using costs and distribution models • Manual Data Entry needed to insert costs and values • For each process (month) the result of the whole year is recalculated based on current price lists and retro transactions from feeding system. Therefore retro effects is calculated • Analysis of currency effects. Note: Consolidation currency SEK. • Enable both Standard reporting and ad-hoc reporting
Main entities in IRIS - ITEM The entities are: • Items • Route hierarchy • Dimensions Items • There are two types of items: Financial or Volume. • Approximately 160 basic items. • Approximately 95 items are calculated values from models, i.e. price models (35) or distribution models (60). • 65-70 items are directly from source systems: • 31 TRAF, 8 SPI, 6 Acco, Buco & Proco, 5 Cargo, 5 Charges, 4 Fuel, 4 NRP, 5 TP, 1 OAL
Main entities in IRIS – Route hierarchy Route hierarchy • Route hierarchy from Group number until top level route • Route hierarchy flight to SEG/LEG level. There are about 4500 SEG/LEG per year. • There are approximately 350.000 Flight/dates per year. • All calculations and analysis in NewIRIS is made on the current route hierarchy, i.e. costs and distribution models will be recalculated if route hierarchy is modified. • All costs and distribution values are inserted on route.
Main entities in IRIS – Rest of dimensions Dimensions maintained manually: • Station hierarchy • Service class (C and M) • Booking class Dimensions maintained automatically: • Aircraft hierarchy (incl ACREG), from TRAF • Sales hierarchy, from EDW • Currency, from EDW (about 30 selected currencies) Other critical entities • BAP code (budget, actual and forecast). • Financial year, each financial year can have a different set of models. • Process version. Each data set being handled in NewIRIS is connected to a process version. Each PV is connected to a BAP and FY. For each PV it is defined which accounting periods that are valid. There are typical 13 PV’s for Actual in one FY.
