Consortium Success Metrics 51 ACRP Synthesis 31 included a survey of airports, airlines, and consortium operators regard- ing consortium requirements and expectation achievement. It is a successful business model that has met both airline and airport needs. Consortiums that are not performing well are dissolved or modified, while those that are meeting or exceeding expectations have satisfied customers and may be provided opportunities to expand their scope and responsibilities.
Fuel Consortiums The most common use of a consortium at an airport location is the typical fuel consortium. Fuel consortiums have been around for a number of years and, to a large degree, have enjoyed substantial success. The typical fuel consortium at an airport consists of a legal entity, the members of which are the major airlines operating at that airport. The assets that the fuel consortium operates consist of the jet fuel storage and distribution system at the airport. The tank farm also includes underground pipelines connecting the storage tanks, as.
Tank farms typically contain a bank of fuel filters to ensure the fuel is at the prescribed quality before it is pumped for use in aircraft. In addition to the tank farm, fuel distribution pipelines are employed to transport the fuel from the tank farm to the terminals and concourses.
At most major airports, a hydrant system is in operation, which provides access to fuel at each gate at the airport, thus eliminat- ing an operational requirement for fueling trucks. At each gate, there is a hydrant pit, which is accessed through a manhole cover. The hydrant cart or hydrant truck connects to the hydrant pit to access the fuel and another hose from the hydrant cart is inserted into the wing of the aircraft.
There are several reasons for the general success of fuel consortiums. From an economic viewpoint, if each airline were to own and operate its own fuel storage tanks and fuel system, the resulting overall fueling cost at the airport would be significantly higher than the cost of a joint use consortium facility. Also, from the viewpoint of the airport and the traveling public, a single fuel system provides greater assurances with respect to fuel quality and safety.
If there were multiple fuel systems at the airport, the chances for fuel quality concerns would likely increase compared with a single system that is subject to daily fuel quality monitoring and checks.
In addition, each member airline typically inspects the fuel consortium system on an annual or semi-annual basis. Another reason that fuel consortiums have enjoyed success is that, at most airports, there typi- cally is not significant fuel expertise within the airport staff.
Many airport directors and airport staff have come to rely on the services provided by the fuel system operator who manages and operates the fuel system on behalf of the airline fuel consortium.
In addition, some airports that previously operated fuel systems were required to conduct environmental remediation efforts that were very time-consuming and costly. By delegating the fuel system operation to the airline fuel consortium, the airport can avoid the environmental liability and pass that on to the fuel consortium members.
The use of fuel consortiums at major airports in the United States has a long tradition. Gener- ally, these fuel consortiums have been very successful in providing adequate fuel at the requisite quality. Based on feedback from you, our users, we've made some improvements that make it easier than ever to read thousands of publications on our website. Jump up to the previous page or down to the next one. You are basically going to commit to a project of several years, therefore the choice of partners is very important!
To find them, you can ask around your network, or search randomly on the Internet. Or, you can use partner searching tools, such as:. There are also other communities where you can locate potential partners whether your search is topic-oriented or region-oriented.
The website dedicated to Horizon by the French Ministry of National Education, Higher Education and Research offers some tips about balance in the consortium. According to them, a consortium has to be balanced on different levels:. The mission level: each partner must be given a specific role and their tasks must be complementary.
The expertise and sectors level: there may be academics, SMEs, industries or associations. The geographical area level: the members of the consortium must also be well distributed geographically. Also think about the language, which may become a barrier in the work.
Considering all we just said, give special attention to the counterproductive effect. This effect was described by researchers from the Netherlands Organisation for Scientific Research NWO and tells you to establish solid partnerships but not in too many different projects.
They discovered that different partners expertise and sectors led to more innovation, but only if they are involved in a single collaboration at a time.
According to NWO, several collaborations at once can give rise to counterproductive effects as imitation when facing a problem. Still, bear in mind that building the consortium for your project is the first step, followed by many others, like writing the proposal.
Labs Explorer is the place to outsource scientific experiments and access lab equipment. Toggle navigation Labs Explorer. Remember your objectives First of all, it might seem trivial but it is the most important thing: keep your end objectives in mind. It stands for: Specific: clearly state what is to be done during your project. Measurable : choose an outcome that can be measured easily a number or a percentage for example.
Attainable but still ambitious : be aware of your capacity to reach the goals you set. Time-bound: choose a time frame with an end date to achieve your goals. Acknowledge the skills and qualities the coordinator must have The coordination structure has a fundamental role in the project at pretty much every step of it assembly, propositions, and execution.
Its role is essential to manage the whole project! Therefore, must be capable of: Good drafting. Demonstrating negotiating skills. Freeing time and resources. Being a good manager. Demonstrating enthusiasm. So, the coordination structure should preferably have prior experience in European projects.
Expect specific qualities from the ideal partner As we said before, a minimum of 3 partners is required. Here are some guidelines about how partners should be: Committed to the project: everyone must be actively involved in the preparation of the project and contribute to its drafting and set-up.
If we still need to say it, a good partner is an active one! Obviously, if a partner is not so motivated, you might be you might as well not bother.
Technically competent : do not hesitate to check their reputation and their resources.
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