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Amazon-Internal and External Analysis
Amazon-Internal and External Analysis
The focus for Scala is to make sure that all the meals and all their accessories
are delivered at the right time, at the right place and in the right quantities.
The flight kitchen’s control area monitors all flight operations and responds to
any last-minute changes. This is vital, too: every delay, every cancellation,
every rebooking and every aircraft reassignment will have a direct and
immediate impact on the catering process. Minutes can often be crucial; and
Gate Gourmet’s dedicated teams need to respond with the
utmost flexibility. This is why close contacts are constantly
maintained between the purchasing, kitchen and logistics units.
When food for a flight is ready to be boarded, a last quality check is made and
trolley-labels and delivery notes are printed from Scala. Once shipped and
confirmed in Scala, invoices are printed either on paper or in electronic form
and sent to the airline.
Needless to say, the strictest hygiene standards are applied at all Gate
Gourmet’s production premises, which are regularly inspected by the relevant
authorities. One hundred-per-cent cleanliness is constantly maintained; and
the correct handling of foodstuffs is an uncompromising imperative. Gate
Gourmet’s in-house laboratories and hygiene specialists are a further
guarantee of the group’s full compliance at all times with the highest quality
and hygiene standards.
Gate Gourmet has also invested a great deal of time and money in integrating
its supply base into the systems that provide real-time data into the Scala
system. Under the banner of ‘e-gatematrix’, a series of web-enabled systems
capture schedule data from Gate Gourmet’s airline customers
using it to schedule meal deliveries, procure and synchronise
deliveries from suppliers, and finally close the purchase to pay
loop by managing supplier and airline invoicing.
One of the most testing times for Gate Gourmet and the e-
gatematrix system came during the weeks and months following
September 11, 2001, there was an endless stream of changes
regarding in-flight services that needed to be communicated and
implemented. A number of Gate Gourmet’s customer needed to communicate
changes about:
• Flight schedules
o Over 10% of the flights were eliminated
• Meal services
o The number of flights with meal service were reduced by over
40%
o Meal service levels were changed on the remaining flights
• Inflight equipment
o Regulations required that certain equipment could no longer be
used during the flight (i.e., knifes)
• Supply chain issues
o Equipment and perishable inventory re-balancing in the network.
Question 1.
What are the operations objectives that Gate Gourmet must achieve? Display
what you consider to be the relative importance of selected criteria, identify
any conflicts that may be present, and comment on how Gate Gourmet
accommodates these challenges.
Question 2.
What are the scheduling principles that support the internal food production
processes at Gate Gourmet? What prerequisites are important for the
operation of the lean systems structure that Gate Gourmet has adopted when
their scheduling strategy is operated?
Question 3.
What supply chain challenges do Gate Gourmet face when dealing with
demand fluctuations from airlines? Comment in how their supply chain
investments support the overall customer service and resource utilization
objectives.