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Critically analyse the operations activities in Heathrow Airport, Tui Travel and the Central Catering Facilities of Emirates Airline in Dubai.
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Business planning and operation management are the most vital functions in the intense competitive scenario in tours and travel industry (Kumar & Suresh, 2009). It's imperative to manage the operations of companies irrespective of its size and industry needs, systematic planning since inception, along with regular analysis of its performance with industry requirements. It has gone way beyond the requirement of maintaining sustainability, but has become crucial with respect to security, safety concerns along with regulations and meeting customer expectations.
The report is going to discuss and analyze the operations activities of three giant companies of tourism and travel industry, i.e. Heathrow Airport, Tui Travel and Catering Facilities of Emirates Airline in Dubai. Each of the identified companies shall be critically analyzed with respect to their methods of business planning and operations functions, issues encountered by them and their recovery mechanism that is part of the management problems faced. Operations management in tourism and travel industry, mainly rely on the experience of the guests and visitors, therefore, this report will also highlight the functionality of operations keeping customer centric approach. It shall also discuss the operational policies introduced by each of them as and when required along with a brief background of past research done over a similar subject.
Operational management is a crucial functional activity that directs a process whereby resources flows in a defined fashion and controlled in a manner that adds value through the policies communicated by management. The two broad categories under which the operations management can be categorized are the Customer Services and Resource Utilization. The purpose of this function is to create customer satisfaction by utilizing the resources in the best possible manner, keeping its priority established in achieving Quality, i.e. the product performance, dependability i.e. the reliability and timely delivery of customer products & services, Cost efficiency, i.e. lower product price and flexibility i.e. responding the fast changing need and products in the industry (Kumar & Suresh, 2009) .
In order to remain competitive in the ever evolving scenario of Tourism and Travel where companies are expanding their territories, companies are creating an avenue for international dimensions to stay competitive. Operations management is either directed to plan to move towards new advanced products or employing better and flexible systems. The three companies chosen for analysis were designed functionally to regulate logistics at a large scale, manage tourism activities as well as creating hospitality avenues to create customer satisfaction and enhancing their travel experience (Swain, 2014).
Heathrow airport was a facility created as an air military base in 1946 in London, it eventually was offered better infrastructure to recreate it as London's main civil airport. The London airport was renamed as Heathrow airport in 1966 as the demand for air travel grew with time. Starting from the 63,000 hardy passengers the ones, who had just experienced the facilities of basic terminals set up in 1946, most of them ex-military marquees, this airport eventually saw a huge number of more than 66 million passengers passing through in 2009, with almost one third who travelled were on business trip. On an average, more than 180,000 people use the Heathrow airport every day, out of which almost 50 percent arrives while 50 percent depart. It is located on Europe's edge, that invites a lot of European travellers and has a huge scale of operations involving more than 70,000 people every day at work (Otley, 2015)
