“The UAE is a crossroad

between the east and west,

people trading and exchanging
culture and ideas"
-Minister for Culture, Youth and Community Development,
Sheikh Nahyan bin Mubarak (Sinclair, 2013)
EMIRATES airlines..
ser
natio ve 172
na world’s
Has the
empl lities and
oy fleet
largest 59,51of
e 9
mploA380 and
Airbus
(Emir yees
ates 2777.
Boeing 020)

2022
1985
20% of the United Arab Emirates’ GDP came from the Emirates
Group (O’Connell, 2011).
• MISSION
The company’s mission strives to bring individuals closer to their destinations while inspiring the
employees’ thoughts and ideas.
• OBJECTIVES
 To deliver quality customer services
 To enhance its brand image globally
 To be cost effective in all its operations
 To be financially sound, stable and remain profitable in the industry
 To be modern, innovative and customer oriented air travel services provider
BUSINESS MODEL OF EMIRATES
 Operations management

“The management of the conversion

process, which converts land, labor,
A
I
capital, and management inputs into
desired outputs of goods and
services”

R
– Mishra,
David. Operations management: critical perspective on
business, New Delhi: Global India Publications, 2009. (Mishra,
2009)

Operations management is concerned with

an organization’s design and management
of its services, supply chains, and products.
L
I
Moreover, operations management is
concerned with how an organization
utilizes its resources in order to deliver
optimal services to customers.
- Eigenmann, Uman. Design and implementation
of a human capital oriented balanced scorecard in an engineering service
 
unit, Munchen: GRIN Verlag, 2007. (Eigenmann, 2007)
N
E
Hub and Spoke Operation model

• A mechanism that is used to connect different cities

using a central hub for easier transit of passengers
travelling to different parts of the world.
• The hub of Emirates (Dubai) is located centrically
between the European and Australasian countries.
• The location provides ample benefits to Emirates
Airline such that out of 7 Billion people in the
World, 3.5 Billion people reside within 8 Hour flight
Journey from Dubai (Direction, 2012).
• In order to maximize this advantage, Emirates also
provides long-haul to longhaul traffic flows
between Asia, Australia and Europe.
 Operational strategies
• Investment and innovation:
• Partnerships
• Sustainability
• Emirates’long
Scheduling Premium Economy-
haul flights a major
in order retrofitthe cost associated with frequent landing
to reduce
• Helping programme to equip
travellers access even105 aircraft
more with Premium
destinations,
•Emirates
partnered
Economy withwith
seats
joined hands Falcon
and latest
new Aircraft
cabinand
interline Recycling
interiors to and Wings Craft in a pioneering project to
• codeshare
Incorporation
partners of–wide body aircrafts in order to reduce the cost of seats per mile
upcycle
ensure its
the first retired
Emirates A380remains
experience aircraftbest-
entirely in the UAE, reducing waste to landfill and
in-sky.
environmental
Aeromar, airBaltic,
• Maintaining
Airlink,impact.
a lower
Azul, Cemair, Garuda, Gulf
average age ofresearch
aircraft and
which helps in reduced maintenance cost, increased fuel
Air,
• South African
To inspire Airways,
customers TAP asPortugal;
they and
•reinforced
initiative with
existing
rediscover GEoptions,
Aviation
strategic
travel partnerships towith 
Emirates conduct
launched aa test flight fully powered by sustainable aviation
efficiency Qantas and
and flydubai.
fuel (SAF)
sky-high oncustomer
stunt itsthat
Boeingattraction.
captured777the aircraft.
internet’s
imagination featuring an Emirates cabin crew
• Installing
active
•Emirates on the
also
member
top of the
latest
signed
of the
Burj World
technologies
agreements and
Khalifa, Economic
in the
launched
the world’s Forum’s Clean Skies for Tomorrow coalition ---
aircraft in terms of Entertainment, and I.T Technology development for
tallest
transition building.
totourism
SAF as a part of the journey towards carbon-neutral flying.
initiatives to support to Seychelles,
• It Indonesia
Maldives, also launched the Rica.
and Costa first airline virtual reality
booking,
• longstanding baggage
app in the Oculus
and boarding
use ofstore,sustainable Services.
the world’sblankets
most made from 100% recycled plastic bottles in
Economy
popular VR Class, and its
platform, latestcustomers
offering amenityankit bags which contain items made from
immersive experience of what they can expect
sustainable
onboard.
materials like wheat straw and rice paper.
Challenges Faced… Mitigating Challenges …
• Global crisis- Covid
Bargaining power of the suppliers- Airbus, boeing
(Man and Justine 2005)
-run the maximum version of Boeing 777 and Airbus 380
- provide technical and commercial services and influence their
Mitigation strategies suppliers for price reduction.
Competitive rivalry- high pressure from other big airlines such as strive for maintaining customer loyalty and maintain an increased
Cathay Pacific,ofSingapore
• Extension GenerousAirlines, British
rebooking Airwaysthe
waivers, and others. 
expiry of frequentmarket share and
flyer miles in the global
tier market
status, as well.
and complimentary COVID-19
-the global presence of the competitors
medicalthe
increases cover for all customers.
competitive rivalry (Alshubaily 2017).
Operational structuring
Emirates.com, top reference site for the latest travel Operational
requirements, updated Control
at least once daily
•- tall organizational structure being a global organization - performing detailed end to end analysis of its finance and
- hierarchical structure in its operational and strategic planning operational processes. 
Accelerated digital initiatives to provide customers with smoother
•process. - Wellsafer
and journeys
calculated organization leadership restructuring.
Performance management
The first airline to implement the IATA Travel Pass solution across -Kaizen efforts on six continents;
its network
•Need to ensure ethical approach of the company towards its -NAJMS Award to reward its employee and appreciate them for
customers. their exceptional service and care. 
Expanding
•Motivate its biometrics and contactless touchpoints
employees for the growing work and performance at Dubai airport, and
demands.
• Partnering with Al Hosn app to enable quick and secure digital verification of COVID-19 travel documents.
Offer a value proposition through its customer focused business  -offering huge innovative and differentiated service at low cost
-high valued and low priced brand that offer customized
experiences to their customers.
-sustainability efforts such as environmental friendly efforts, safety
at workplace and safe packaging in catering (Emirates 2021).
 PESTLE
SWOT
PESTLE AND SWOT
Supply chain risk

1. Disruptions: numerous natural or man-made disruptions (Tang, 2006).

2. Delays: A major supply chain risk and a catalyst for a business failure due
to the inefficiency and inflexibility of the suppliers (Parast, 2015)
3. Receivable Risk: The risk of customers turning away to budget airlines
4. Fuel prices: Fluctuating fuel prices makes it harder to maintain an
efficient supply chain as fuel prices account to 30% of the total
operational costs.
5. Procurement Risk: To mitigate this risk Product Supply Agreements (PSA)
are signed between Emirates Procurement team and the component
suppliers.
6. Systems Risk: Disruptions in IT systems governing the airlines operations.
Attributes 0f The Operations
Manager
• Professional knowledge and supervisory accountabilities.
• Knowledge of hub carrier airport laws and is distinguished from supervisory staff by its
understanding of operational standards, and safety and security regulations.
• Broader accountability for interdivisional operations, projects, and compliance monitoring, and
greater scope of supervision and policy-making authority.
• Provide exemplary customer service to all individuals by demonstrating a willingness to be
attentive, understanding, responsive, fair, courteous and respectful, and to actively participate in
maintaining a positive customer service environment.
• Ensures compliance with Federal Aviation Administration (FAA) and Federal Aviation Regulations
(FAR) Part 139 Certification requirements
• Develops, reviews, and administers division budgets for operations, and security; assists with the
preparation of the Capital Improvement Program budget.
• Plan, organize, and implement division goals, projects, policies, and practices.
• Analyze and solve problems; interpret contracts and requirements.
• Interpret, analyze, apply and implement complex laws, regulations, manuals, and other materials.
• Plan, oversee, coordinate, and evaluate the work of supervisory and support staff.
• Exercise independent judgment and initiative within established guidelines.
Referen
ces
Eigenmann, U., 2007. Design and implementation of a human capital oriented balanced scorecard
in an engineering service unit, Munich: GRIN Verlag Publisher.

Emirates Group, 2021. Emirates Airlines. [Online]

Available at:
https://www.emirates.com/media-centre/emirates-in-2021-a-year-of-rebuilding-and-flying-better
[Accessed 18 October 2022].
Mishra, D., 2009. Operations management: Critical perspective on business, New Delhi: Glo.
O'Connell, J. F. & Williams, G., 2011. Air Transport in the 21st Century: Key Strategic
Developments. England: Ashgate Publishing Limited.
Parast, M., 2015. A multi-objective approach to supply chain risk management: Integrating
visibility with supply and demand risk. International Journal of Production Economics, 161(C), pp.
192-200.
Tang, C., 2006. Perspectives in supply chain risk management.. International Journal of Production
Economics, Volume 42, pp. 1944-1958.