TRAFFIC MANAGEMENT ADVISOR :: essays research papers

Abstract The Traffic Management Advisor (TMA) is part of the FAA’s Free Flight program which has been on going for the past 12 years in an attempt to enable controllers the means in which to manage airspace and reduce delays at airports safely and more efficiently. It uses flight plan information along with environmental concerns to aide controllers in sequencing arrivals at airports and makes recommendations for traffic patterns to aide in undue congestion. The TMA has boosted efficiency of the air traffic controllers and helped in fuel efficiency and safety for the airlines, passengers and crews. The Concept of the Traffic Management Advisor   Ã‚  Ã‚  Ã‚  Ã‚  The Traffic Management Advisor (TMA) is used to aide the air traffic controllers and coordinators thru graphical map, which display alerts, when dealing with aircraft when they are on the outer meter, meter fixed, final approach and threshold for landing at an airport. The TMA schedules and sequences times for their orbits and landings at airports which take a lot of the stress and calculations away from the controllers. It also schedules their landing runways for the aircraft which helps with separation and safety of the aircraft. It does this by computing their speed and approach angles which can be seen on a live Doppler type of screen.   Ã‚  Ã‚  Ã‚  Ã‚  The TMA system relies on eight processes which include the following: 1) the communications manager which shares information between its databases, 2) the radar daemon which has a link between the TMA and the controllers computer, 3) the weather daemon which uses weather information from the national weather service, 4) the timeline graphical user interface which receives and uses information from the traffic management controllers computer, 5) the route analyzer which decides which route the aircraft will use, 6) the planview graphical user interface which uses input from the controllers and displays the information, 7) the trajectory synthesizer which determines the estimated time of arrival and the descent profile of the aircraft, and 8) the dynamic planner which determines the runway and the sequences of the other incoming traffic.   Ã‚  Ã‚  Ã‚  Ã‚  The TMA computes the aircrafts schedule and sequencing between 40 and 200 miles from the airport, even before they have reached the airports controlled airspace. All of this information comes from the aircrafts flight plan and the TMA has the ability to adjust runway assignments and the sequencing of the aircraft also due to environmental conditions or in response to the input by the controllers.

Porter Five Forces Analysis

Porter five forces analysis  is a framework for industry analysis and business strategy development formed by  Michael E. Porter  of  Harvard Business School  in 1979. It draws uponindustrial organizationeconomics  to derive five forces that determine the competitive intensity and therefore attractiveness of a  market. Attractiveness in this context refers to the overall industry profitability. An â€Å"unattractive† industry is one in which the combination of these five forces acts to drive down overall profitability.A very unattractive industry would be one approaching â€Å"pure competition†, in which available profits for all firms are driven to  normal profit. Five forces Threat of new competition Profitable markets that yield high returns will attract new firms. This results in many new entrants, which eventually will decrease profitability for all firms in the industry. Unless the entry of new firms can be blocked by  incumbents, the abnormal pr ofit rate will tend towards zero (perfect competition). * The existence of  barriers to entry  (patents,  rights, etc. The most attractive segment is one in which entry barriers are high and exit barriers are low. Few new firms can enter and non-performing firms can exit easily. * Economies of product differences * Brand equity * Switching costs or  sunk costs * Capital requirements * Access to distribution * Customer loyalty  to established brands * Absolute cost * Industry profitability; the more profitable the industry the more attractive it will be to new competitors. Threat of substitute products or services The existence of products outside of the realm of the common product boundaries increases the  propensity  of customers to switch to alternatives.Note that this should not be confused with competitors' similar products but entirely different ones instead. For example, tap water might be considered a substitute for Coke, whereas Pepsi is a competitor's similar product. Increased marketing for drinking tap water might â€Å"shrink the pie† for both Coke and Pepsi, whereas increased Pepsi advertising would likely â€Å"grow the pie† (increase consumption of all soft drinks), albeit while giving Pepsi a larger slice at Coke's expense. * Buyer propensity to substitute * Relative price performance of substitute Buyer  switching costs * Perceived level of  product differentiation * Number of substitute products available in the market * Ease of substitution. Information-based products are more prone to substitution, as online product can easily replace material product. * Substandard product * Quality depreciation Bargaining power of customers (buyers) The bargaining power of customers is also described as the market of outputs: the ability of customers to put the  firm  under pressure, which also affects the customer's sensitivity to price changes. Buyer concentration to  firm  concentration ratio * Degree of dependen cy upon existing channels of distribution * Bargaining leverage, particularly in industries with high  fixed cost * Buyer switching costs relative to  firm  switching costs * Buyer information availability * Availability of existing substitute products * Buyer  price sensitivity * Differential advantage (uniqueness) of industry products * RFM  Analysis Bargaining power of suppliers The bargaining power of suppliers is also described as the market of inputs.Suppliers of raw materials, components, labor, and services (such as expertise) to the  firm  can be a source of power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm, or, e. g. , charge excessively high prices for unique resources. * Supplier switching costs relative to  firm  switching costs * Degree of differentiation of inputs * Impact of inputs on cost or differentiation * Presence of substitute inputs * Strength of distribution channel * Supplier concentration to  firm  concentration ratio * Employee solidarity (e. g. labor unions) Supplier competition – ability to forward vertically integrate and cut out the BUYER Ex. : If you are making biscuits and there is only one person who sells flour, you have no alternative but to buy it from him. Intensity of competitive rivalry For most industries, the intensity of competitive rivalry is the major determinant of the competitiveness of the industry. * Sustainable  competitive advantage  through  innovation * Competition between online and offline companies * Level of  advertising  expense * Powerful  competitive strategy * Flexibility through customization, volume and variety

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