O.M.

G (ORGANIZATION MANAGEMENT GROUP)

FINAL INTERM ASSESSMENT
ORGANIZATION MANAGEMENT

CASE STUDY: BUSINESS AND SUPPLY CHAIN STRATEGY OF FLYING ABOVE THE DESSERT

INTRODUCTION: Emirates Airline, a subsidiary of the Emirates Group, is a dominant player in the Middle East region,
operating over 3,600 flights per week from its Dubai hub. Owned by the Government of Dubai, the company has
expanded into 155 destinations in 83 countries with 268 aircrafts. Emirates is one of the largest international airlines in the
Middle East and is part of the Emirates Group, which comprises over 45 companies. Each entity has different
management, strategy, and goals, with Fly Dubai having its own distinct management. The Emirates Group has been a
significant contributor to the UAE's GDP, contributing 20% of the country's GDP.

At
the
end
of

2016, Emirates has retired all their

aircrafts apart from their Airbus
A380’s
and Boeing 777 from their active service including the Airbus A330 and A340. Currently they are the largest operator of
both A380’s and 777’s, with several of them under order and are yet to be received. By keeping only two aircrafts in the
active service fleet they are economizing their maintenance, training of crew and avoiding extra costs that comes with
handling different ranges of aircrafts. The young fleet of Emirates which exhibits an average age of just 68 months are
also yielding a higher fuel economy and reduced environmental pollution (Ramanujam, 2016).
Structure of the Organization:
Organizational Structure of Emirates Airlines. The organizational structure of emirates is a very tall,
rather hierarchical structure hence the structure starts with Chairman, Vice presidents, Executive secretaries,
Divisional VP, Senior VP, Regional managers, Area managers, Department heads and Supervisors below that the staff
reporting upwards.

Methods of Staffing:

To achieve its staffing plan to meet its strategic objectives, Emirates Airline puts more emphasis on aspects that relate
to staff selection and recruitment (Denisi & Griffin, 2005). For instance, the Emirates Airline human resource
management believes that the right people are the most important assets and when any company employs wrong
people, they normally become liabilities. In Emirates Airline staffing plan, the human resource strategies begin with a
stringent recruitment process as discussed below.

Problems and Answers:

In the case of Emirates Airlines, the hub and spoke model connects cities for easier transit. Emirates' hub in Dubai,
located between European and Australasian countries, offers 3.5 billion people within an 8-hour flight journey. The
airline provides long-haul to long-haul traffic flows between Asia, Australia, and Europe. The study used Weighted
Connectivity Ratio (WCR) and Average Routing factors (ARF) to compare the Hub performance of Emirates
Airlines. Emirates' high number of long-haul flights and high average sector length make it difficult to organize
connecting flights, resulting in lower WCR. However, Emirates offers more flights in strategic locations,
compensating for lower Hub performance.

To investigate the strategic capabilities that provide the competitive advantage for
Emirates Airlines which will enable them to overcome to recent financial scuffle, supply chain drivers and process map
are explored, along with the evaluation of supply chain risks. The findings obtained after applying different strategic and
supply chain tools are analyzed and discussed in this section.

 supply chain drivers and strategy

 supply chain process map
 supply chain risk (strategic fit from EKFC)
 strategical backlogs
Successful Methods and Experiences:
REFERENCES:
https://docslib.org/doc/7332713/a-case-study-of-emirates-airlines
https://ivypanda.com/essays/emirates-airline-recruitment-and-selection-process/

O.M.G (ORGANIZATION MANAGEMENT GROUP)

FINAL INTERIM ASSESSMENT

GROUP MEMBERS:
MAÑAGA, IRISH F.