Shortly after the December debacle, the U.S. In Southwest’s case, the complexity of its point-to-point system crashed into the antiquity of its crew scheduling system, leaving the carrier struggling longer than other airlines to return to normal operations, Southwest’s pilots union and aviation experts said.Īnd that future may not be up to just Southwest. If something happens with one flight, there are crew members and planes nearby to help with a faster recovery. However, the hub-and-spoke network is more resilient because there are more pilots and crew members in a single location. If a location has less demand than expected, it’s easier to move planes than relocate an entire hub. The lack of hubs also means Southwest can spread out its labor costs instead of needing large numbers of employees during peak times at locations where many planes arrive at the same time. Though much maligned as a major factor in the carrier’s slow recovery from weather-related flight cancellations, Southwest’s unique point-to-point system is a way for the airline to set itself apart in a competitive marketplace.įlying from one destination to another, rather than through the traditional hub-and-spoke network used by many large airlines, allows Southwest to offer nonstop flights to many locations throughout the United States that aren’t being served with direct flights by other major airlines, said Laurie Garrow, professor and aviation expert at Georgia Tech. “There are things we need to work on as we continue to grow this operation,” Jordan said during the call. The company expects that things will turn around by March. Some travelers have since been avoiding the airline, decisions that will cause another loss in the first quarter of this year, Jordan said. The company said Thursday that an $800-million financial hit from the episode caused a net loss of $220 million for the last three months of 2022. Southwest is paying dearly for the December disaster. “But if something goes wrong, there’s not enough slack left in the system to accommodate everyone quickly.” “It’s a commodity where everyone can fly and most people do,” said Ernest Arvai, president and co-founder of AirInsight, an aviation news and consulting site. I own that, and we will do everything it takes to make sure we don’t have an event like that again.”īut as climate change continues to make once-extreme weather events more routine, and airlines pack more passengers onto planes to increase efficiency and lower prices, a single disruption can throw the whole air travel system into chaos. “We disrupted thousands and thousands of customers at a critical point in time,” Southwest Chief Executive Bob Jordan said during the call. In all, the company canceled more than 16,700 flights, sharply more than other airlines, which recovered faster from the multi-state storms than Southwest did. ![]() Southwest’s chief executive said the company would invest more than $1 billion to upgrade its IT system, and on Thursday during the first quarterly investor call since the fiasco, company executives spent significant time pledging that the year-end failures would not be repeated. The Dallas-based airline has pledged to do better. Southwest Airlines’ costly holiday meltdown highlighted how quickly airline operations can go off the rails, particularly when you add bad weather to the complex calculation of how to get crews on the right planes at the right time.
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