Operations Management: Changi Airport Essay


Discuss about the Operations Management for Changi Airport.


Value Chain for the Passenger’s Operations

The Changi Airport, Singapore is a busy airport with passengers visiting the airport from all over the world. The operations of the transfer of the inbound and outbound passengers have a key role to play. The value chain for the operations of the passengers of the Changi Airport at the Terminals 1, 2, 3 and possible 4, includes a series of operations (Boonekamp & Burghouwt, 2017). As the passengers arrive at the terminals, the boarding passes are verified long with their passports. After checking the validity of the boarding passes and the passengers are directed to the lounge or the waiting area (Goetz, 2015). In order to ensure that the value chain is efficient and the comforts of the passengers are not compromised, attendants are allocated. The waiting area has a lot of refreshment options along with duty free shops. The passengers, while waiting are able to chose from a wide variety of food, along with shopping from the duty free shops. Moreover, for further entertainment, the passengers might avail the lounge access, where free buffet is available for the passengers. Other entertaining and leisure activities such as television, swimming pools, gyms, indoor gaming options, Internet gaming options are also available in the lounges (Jarach, 2017). The passengers travelling in the economic class have to pay to access the lounge, while the passengers travelling in the business class have free access to the lounge, and access to all the facilities available.

This creates an effective value chain and the passengers are satisfied and impressed. Moreover, waiting for the flights remain boring no more and these attractions increases the footfall of people at the Changi Airport. The pre transport and post transport of the passengers to and from the terminals adds to the value chain (Merkert & Alexander, 2016). The passengers are transferred to and from the terminals in luxurious trains and hence the comfort and convenience of the passengers are given adequate importance. Thus, the value chain for the passengers operations of the Changi Airport is efficient enough thus giving the airport an international recognition. The foods that are served, along with the duty free stores that are available provide world-class products thus enhancing the value chain efficiency. Moreover, the passengers travelling at a regular basis are also given loyalty cards and offers such that they are able to access more facilities and get better services at a lower price.

Supply Chain for the Passenger’s Operations

The supply chain for the passengers operations at the Changi Airport includes a series of stages, from the time when the passenger enters the Changi Airport, to the time the flight in which the passengers are boarded takes off. The supply chain for departing passengers are described below:

  1. Passenger arrives at the airport. A parking access is to be provided to the arriving passenger, such that the car in which the passenger arrives could be parked quickly, without creating congestion (Sien & Singh, 2016).
  2. Once the car of the passenger is parked, the availability of the trolley to carry the luggage needs to be ensured.
  3. Arriving at the terminal, the waiting time of the passengers have to be reduced such that all the passengers can board their flight on time. The reduction in the waiting time is possible only if the number of staffs and the efficiency of the staffs are enhanced. The aged and the disabled passengers are directed to a special queue, where the waiting time is minimum.
  4. The ease of finding the way to the particular terminal has to be ensured. In order to do so, appropriate displays are to be put up, along with display screens to direct the passengers to the right terminals. Elevators and walk elevators need to be provided by the airport such that the passengers find it easier to travel to their destined terminal.
  5. Facilities such as ATMs, shopping plazas, lounges and restaurants are to be provided for the ease of the passengers (Tretheway & Markhvida, 2014).
  6. The ease of accessibility of the washrooms need to be ensured with clear indications of the position of the washrooms.
  7. At the security check point, the passengers need to be assisted and the waiting time should be minimised. The courtesy of the staffs are also an essential part of the process.
  8. Finally, the passengers are send for the immigration clearance after which the passengers are ready to board the flight.

Thus, the supply chain and its efficiency has a key role to play in ensuring that the passengers are satisfied with the services provided.


Boonekamp, T., & Burghouwt, G. (2017). Measuring connectivity in the air freight industry. Journal of Air Transport Management, 61, 81-94.

Goetz, A. R. (2015). 24 The expansion of large international hub airports. International Handbook on Transport and Development, 363.

Jarach, D. (2017). Airport marketing: strategies to cope with the new millennium environment. Routledge.

Merkert, R., & Alexander, D. W. (2016). Managing Freight Operations Chains of Passenger Airlines at International Airports. In Airline Efficiency (pp. 221-241). Emerald Group Publishing Limited.

Sien, C. L., & SINGH, K. (2016). Development of Singapore’s Global Air Transport Hub. 50 Years of Transportation in Singapore: Achievements and Challenges.

Tretheway, M. W., & Markhvida, K. (2014). The aviation value chain: Economic returns and policy issues. Journal of Air Transport Management, 41, 3-16.

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