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Services, Storage, and Logistics 175
13
12
11
10
Number of loading bays
9
8
7
6
5
4
3
2
1
0
11 0
12 0
00
14 0
15 0
16 0
17 0
18 0
19 0
20 0
21 0
22 0
00
24 0
25 0
00
27 0
28 0
00
30 0
00
0
0
0
0
0
0
0
0
0
10 0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
00
00
00
00
00
00
00
00
00
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
,0
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,0
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,0
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1,
2,
3,
4,
7,
5,
6,
8,
9,
13
23
26
29
Enplaned passengers (millions)
Source: LeighFisher.
Figure 11-1. Loading dock requirements as a function of enplaned passengers.
• A minimum of 4 feet of overhanging canopy to protect users and goods being unloaded from
the elements. In cold climates, dock seals should be used at each loading bay. Alternatively,
consideration could be given to enclosing the entire loading bay.
• A dock manager’s room or booth in a location from which the entire dock area is in view and the
entrance and exit from the building can be controlled. Security cameras may serve as a backup.
• Loading docks located so that vehicles will not be driven into or parked under the building to
protect the building from an explosion. If this is not possible, the service area should be hard-
ened for blast. TSA security representatives should be consulted on the security requirements
for concession deliveries and loading docks.
• Docks separated by at least 50 feet in all directions from utility rooms, utility mains, and service
entrances, including electrical, telephone/data, fire detection/alarm systems, fire suppression
water mains, cooling and heating mains, fuel storage areas, and the like.
• A means to reduce outside debris from filtering into the building. Maintaining a negative air
pressure on the docks and positive air pressure in the terminal building will help reduce infil-
tration of dust, dirt, and odors and enhance indoor environmental quality.
• In colder climates, radiant heating systems in the loading dock area to maintain a reasonable
temperature range in the work area while conserving energy.
11.1.3 Loading Area Storage
In the loading area, short-term pre-security storage (in the event that screening becomes
backed up) may be required, as well as short-term storage for screened goods. The availability of
storage rooms is often driven by space availability. Less storage availability means more frequent
deliveries to concessions, thereby increasing costs.
11.2 Security Screening of Goods
Retail goods may be subject to x-ray screening before they are accepted for storage. The equip-
ment used must be of a type approved by the TSA and must be installed in accordance with the
applicable regulations, including the provision of adequate space. To this end, the truck bays may
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Services, Storage, and Logistics 179
At large hub airports, particularly those with older terminals, a combination of the lack of con-
cession storage space in the terminals and high volumes of food and retail goods being consumed
means that individual deliveries to concessionaires become a logistical problem, particularly at
the loading docks. Delays can mean that concessionaire staff are spending hours per day at the
loading docks waiting for deliveries or managing frequent deliveries.
On the whole, concessionaires often do not like centralized logistics providers because of
increased direct costs. Savings in terms of concessionaire employee time, for example, may off-
set these direct costs, but they are less tangible and more difficult to quantify.
11.5.3 Centralized Logistics Case Studies
To provide an overview of some of the scale and effect of centralized logistics, three brief case
studies are provided below: Minneapolis-St. Paul International, Reagan Washington National,
and Washington Dulles International Airports.
Minneapolis-St. Paul International Airport
The operator of Minneapolis-St. Paul International Airport introduced centralized logistics
at the time of a major concession expansion within an existing terminal complex. At that time,
tenant vehicles and delivery trucks were competing for limited dock space, and concession deliv-
eries were commingling with passengers in congested corridors. The airport operator was also
interested in ensuring the security of deliveries.
A logistics provider was retained to do the following:
• Create a centralized command and control area by bringing all deliveries through a single
entry point within a very scheduled and managed environment.
• Relieve congestion within the terminals by consolidating deliveries, which in turn reduced the
number of delivery carts and personnel.
• Enhance security through supply chain management. One reported result of the use of a cen-
tralized logistics provider was the cancellation of 150 supplier identification badges.
• Reduce vehicle traffic, including traffic related to airside deliveries. Over 200 weekly delivery
trucks were reportedly replaced with five logistics provider trucks.
• Enable expansion of the concession program without expanding storage and delivery systems
in the terminal.
Reagan Washington National Airport
At Reagan Washington National Airport, deliveries for retail concessions are undertaken on
a cross-dock basis by a logistics provider contracted by the concession program leasing manager.
The logistics provider occupies a 5,000 square foot warehouse/distribution facility located on the
airport grounds. This facility is divided among the retail tenants, and space is allocated based on
the total square footage of each store.
The retail tenants’ goods are received from the vendors, sorted, placed on the provider’s vehi-
cles, and delivered to the retail concessionaires. There are no retail storage spaces in the terminal.
The logistics firm does not handle food service deliveries, which are brought directly to the
loading docks at the terminal building. The food service deliveries are screened at the loading
dock and then handled directly by the concessionaires.
Washington Dulles International Airport
At Washington Dulles International Airport, food service concession deliveries are han-
dled by a logistics provider under contract to the concession leasing manager. The service pro-
vided is a cross-dock service using a 7,500-square foot commissary on the airport grounds. Goods
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Services, Storage, and Logistics 181
passenger-related waste streams (airlines, airport tenants, and the airport operator) are illustrated
on Figure 11-2 and described in more detail below.
11.6.2 Airline Waste
Airline waste includes waste from passenger aircraft, ticketing counters, and gate areas. This
waste typically includes food and drink containers, uneaten food, newspapers, magazines, com-
puter printouts, and other paper generated at ticketing counters. The characteristics and quanti-
ties of waste generated on an aircraft vary by length of flight and by airline. Low-cost carriers, such
as Southwest Airlines, do not use flight-catering services because they do not offer in-flight meals.
Because these airlines do not generate in-flight waste associated with meal service, most of their
waste comes from beverage containers and small snack wrappers served by the airline and waste
related to items brought onboard by passengers, including food, newspapers, and magazines. His-
torically, in-flight meals were provided by the larger legacy carriers. However, financial pressures
on the airline industry have prompted cost-saving measures among many legacy carriers, includ-
ing the elimination of free meal service on most domestic flights (at least in coach). Eliminating
food service means that the waste generated on domestic legacy carrier flights resembles the waste
generated on low-cost carrier flights. Legacy carriers operating international flights, on the other
hand, have more extensive in-flight services and consequently greater volumes of waste.
11.6.3 Retail and Food and Beverage Waste
Retail and food and beverage waste includes cardboard boxes, paper and plastic packaging,
food scraps, and food wrappers disposed of in shops, restaurant kitchens, and airport dining
areas. Waste material also includes aluminum, plastic, and glass containers.
Source: Atkin, Hershkowitz, and Hoover 2006.
Figure 11-2. Components of an airport waste management system.
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