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The Economic Impact of a Lone Business Jet

by Jeremy Cox 31. January 2012 18:39
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For the purpose of this article, I shall use the ‘Gulfstream GIV’ as the example ‘Business Jet.’

The Gulfstream GIV is a member of a family of business jet aircraft that was first designed Grumman Aircraft Engineering Corporation (GAEC) on New York’s Long Island at Bethpage in the early 1960’s. Since this first aircraft (the G1159 – Gulfstream GII) first flew in 1966, almost 1,900 variations of this aircraft design have been produced. Of this continuing production run, 213 aircraft were built with the designation of Gulfstream GIV and 287 aircraft of GIVSP (500 in-total.)

A standard version of this aircraft normally seats 13 passengers (4-place club seating, a 4-Place conference/dining cluster, a 3-place side-facing couch, and a 2-place half-club which are all arranged in a ‘stand-up’ headroom cabin. There is a galley, and two enclosed lavatories/vanities at opposite ends of the cabin. It is flown by a 2 to 3 person crew, powered by two Rolls-Royce 611-8 Tay engines which will power the GIV up-to a service ceiling altitude of 45,000 feet and at a maximum cruising speed of 505 KTAS/581 MPH.

The economic figures quoted at the end of this article are my best-educated guess, so I ask for your forgiveness now before you start aiming your shot at me for being either low, or possibly even missing important data that increases my claims.


The raw materials


Working backwards in the way the Gulfstream IV is constructed: The Empty Weight of a GIV is circa 35,500 Lbs. With the interior and engines removed this drops down to about 15,000 Lbs. Remove the Landing Gear and this figure drops down to about 12,000 Lbs. With the avionics, electrical pumps, wiring looms, switches, relays, circuit breakers, windows and various plumbing components, you end up with a little-less than 6,000 Lbs of Aluminum. The list of materials that must be procured to construct and assemble a Gulfstream GIV includes, but is not limited to: Aluminum, Steel, Plastic, Rubber, Leather, Wool, Cotton, Silicon, Glass, Titanium, Nickel, Copper, Zinc, Gold, Paint, Solvent, Hydraulic Fluid, Oil, Grease, Paper, Chromium, Carbon, Nitrogen, Oxygen, Neon, Xenon, etc. All of these materials must be procured from somewhere. Fortunately all of these raw materials are native to the United States, thus for many present-day manufacturers, these items can be sourced at home, thus adding to the Economic Impact of a Business Jet to the bottom-line of this country’s Gross National Product.

The Build

Unfortunately I do not have any reliable statistics on the effort required to construct and build a Gulfstream GIV, however my best guess is that it would take at least 15,000 hours to build from start to finish, which equates to 375 single-man-weeks or 7.5 single-man-years, plus Engineering, Design, Inspection, completion, testing, etc. As an example, according to data supplied by the Boeing Company, a decade or so before, a Boeing 747 requires the support of 1,600 suppliers who ship component parts from 14 countries and 44 U.S. states. It takes 6,000,000 individual parts to complete a 747 which includes 3,000,000 fasteners which include 1,500,000 rivets; 2,403 pieces of tubing that if placed end-to-end would be 2.4 miles long; 145 miles of wire in 1,750 separate bundles. It takes between 18 to 24 months to build and an additional 40 weeks for final assembly, outfitting and testing before it can be delivered ready for the customer. Normally the Engines themselves constitute 20% of the raw cost of a pre-delivered aircraft regardless of the aircraft make and model being manufactured.

Remember that in addition to the raw materials mentioned new the beginning of this article, separate companies are called upon to sell and supply Rivets, sealers, glues, paints, screws, bolts, fasteners, tools, etc. along with Electricity, Water, all associated Taxes local, state, federal, etc. and the Economic Trickledown provided by a highly skilled and well-paid American workforce.

The Owner/Operator

To take full advantage of the capability of the Gulfstream GIV, the owner will need to employ at least 3 three pilots as well as a flight attendant and a mechanic. This is at least five high skilled and qualified employees who will be compensated well above the U.S. government’s idea of the standard minimum wage. The employer of these flight-department employees will be paying 60% more than their gross salaries combined in both benefits and taxes, while the employees themselves shall be paying at least 35% of their gross income in taxes.

Even though the Gulfstream GIV is designed to weather the elements well, without the need for a hangar, most owners choose to either rent or buy their own hangar building to house their aircraft. This facility then allows the flight department employees to have a permanent place to maintain an office and working space. Real-estate ownership or space rental all comes at a cost, which this too is added to the overall Economic Impact of a Business Jet. Expenditure does not stop there. The flight department and the aircraft have all to be insured against loss and liability. Fuel, Oil, Hydraulic Fluid, Cleaning Supplies, Outside Contracted Maintenance, and Service Contracts all must be ordered and kept on-hand to keep the aircraft flying.

A Gulfstream GIV, on average consumes about 500 U.S. Gallons of Jet Fuel an hour in-flight. That is $3,000 worth of Jet A at $6.00 per U.S. Gallon. $109.50 of which goes directly to the U.S. Government in Federal Excise Taxes in-place of a User Fee System.

Operating the Jet

Unless the Gulfstream and its owner only flies exclusively from his privately owned (by him) Airport, to another of his privately owned (by him) Airports, the Economic Impact of this Lone Business Jet continues to spread its fingers all-through-out this country, and also the World (well it does have at least a 4,200 NM/4,830 Mile range.) It will achieve this by arriving and departing from a selected Fixed Base Operation (FBO) at various airports. Catering will likely be requested and purchased, Hotels, Rental Cars, Weather Services, Flight Planning and General Handling will all be required during the operational life of this aircraft - the average age of a GIV is currently sitting at 22 years, so that is already a massive amount of Economic Impact Dollars that this aircraft model has generated over its service life!

Excluding Bank Financing and Loan Costs, on average a typical Gulfstream IV costs about $4,800 per-hour to operate with a typical annual budget required to fly 400 hours a year, or the equivalent of about 201,000 miles a year (about 8 times around the World) costing $2.5 Million U.S. Dollars a year.

So let’s add it all-up to see if we can come close to producing a near-accurate approximation of the Economic Impact of a Lone Business Jet.

First let us calculate the Trickle-Down Economics of the Build:

3,000 people involved in the build. Let me use $40,000 as the average annual salary, thus 3,000 x 40,000 = $120,000,000 per year. Let’s say that 50 people are dedicated to the construction of a single Gulfstream GIV (we are going back to 1980’s and 1990’s now.) Thus 50 x 40,000 = $2,000,000. Then we shall add 25 more people at supply companies, sub-assembly manufacturers, raw material producing companies, etc. who also can be counted as being dedicated to the construction of a single copy of a GIV. We shall say that they earn $30,000 annually, thus this group shall add an additional $750,000. Now let’s figure that it took two years to build a GIV therefore we do the following calculation:

($2,000,000 x 2) + ($750,000 x 2) = $5,500,000. Then we add an additional 60% to make a total of $8,800,000 as the total Economic Contribution made by the Laborers and companies who built an individual copy of a GIV (I would love to hear from someone who was in upper management and accounting at Gulfstream when the GIV was actually being built to see if my figures are even close.)

In 1990 the purchase-price of a new Gulfstream GIV averaged out to $24,000,000.

If you add $10,000,000 in engines, avionics, components, raw materials and the like, to the labor cost calculated above, you can see that the earned profit works out to amount that is about 40% of the final price of the finished aircraft, i.e. $17,000,000 Cost for roughly a $7,000,000 return. Hey, that’s the most American thing that can happen: ‘Spending Money to Make Money!’

 

Now we need to add 21 years of annual-operational expenditure that has been contributed to the economy by this lone 1990 year-model Gulfstream IV:

To adjust for rising and falling commodity prices, inflation, etc. I will average the annual expenditure out to $1,500,000.

The final number now shows itself:

(21 x $1,500,000) + $5,500 = $37,000,000 U.S.D.

Alternatively $37,000,000 divided by 21 = $1,760,000 approximately per annum.

The Economic Impact of a Lone Business Jet = $1,760,000 per annum.

In closing, I beseech you to remind everyone that you come into contact during your day, every day that:

The United States Invented the Airplane. Aviation was born in the U.S.A. in 1903. Aviation is a very American Industry. The United States has led the World as the foremost producer of Business, General Aviation, Airliner and Military Aircraft. The largest fleet of Business and General Aviation aircraft also exists in the United States. This country also still has the largest economy on this planet. Contrary to what many Socialist and Ignorant thinkers and orators might try and make the general public believe; it is fact number one that the liquid that flows through the economic veins of this country is Jet A1.


It is about time that all American Citizen’s learn about these facts so they can begin to take on as their own, the pride that this industry has always known but has never been recognized for, that: “The roots of the Global Aviation Industry is 100% All-American; and Aviation is absolutely Vital to the Economic Prosperity of all American Citizens.”

So why doesn’t the Government and Media know this, if they are as smart as they want us to believe they are?

We shall talk next month.

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Jeremy Cox

BIZ-AV OWNERS TOP-SIX NEW-YEAR’S BUSINESS AVIATION RESOLUTIONS FOR 2012 (in descending order) – What we in Biz-Av Hope That You Do

by Jeremy Cox 1. January 2012 22:14
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This past year was a ‘Bear’ for many of us in the Business Aviation Industry, and it is a common-held feeling amongst most of us that the exit of 2011 is a very welcome event indeed. All hopes and aspirations are now locked onto 2012 like some kind of tractor beam, all of us willing that this year will be “the one!”

With so much emotion wrapped up in this collective hope, I felt that it would not be inappropriate for me to organize the hopes that we the majority wish that all Corporate Executive Business Aircraft Owners will do better this year by adopting the following top-six list of New Year’s Resolutions as their own; so here goes:

6.            To keep track of your business use of your aircraft and keep a running total of how much money was saved; how much money was made; what business opportunities resulted from; what trips would have been impossible...all because you used your own aircraft to make these trips.


5.            Task your Director of Operation/Chief Pilot/Director of Maintenance as well as Contract with an outside audit company to confirm and report on all of the following:

How does your aircraft compare, from a safety systems standpoint, to a brand new aircraft?

What is the current market and taxable value of your aircraft?

Are you properly and adequately insured?

Is the current aircraft that you own suitable for your current flight profile, and how will it stack up against your future anticipated usage and missions?

Are your flight activities being properly documented for all applicable taxable events and reimbursements?

Are your aircraft maintenance and inspection events being accomplished in accordance with the maintenance requirements set by the manufacturer, on-time, within a reasonable budget, and are records being properly entered and protected?

Are you subscribed to the right service and warranty programs commensurate with your flight activities?

Do you have an effective and cost conscious fuel purchase procedure in place that is being adhered to?

Are your pilots recurrency training adequately being updated to ensure that all known threats are covered both in the classroom and the simulator?


4.            To determine how well the interface between you, your office and your flight department work to ensure that your wishes and needs as well as the logistical issues of your aviation executives are communicated both efficiently and freely shared between each applicable person that is ‘need to know?’


3.            To meet with your crew (if applicable) and to ask them about how they are incorporating the principles of the Safety Management System (SMS) into all of your business operations.


2.            To review your past three years of how you have historically used your business aircraft during that period of time: to what destinations, why you used the aircraft, who else you allowed to use your aircraft; what other trips were made on business but the aircraft was not used; all with an eye to see where and how the aircraft could be better utilized to improve the overall bottom line of everything within your world.


1.            To tell everyone that you come into contact with both in a business meeting situation (unless strategically it does make sense to do so), and politically, how much you value your business aircraft, and how significant its availability and use is to the bottom line of your business.


Now please go out do the right thing for both yourself and the million, or so of us who support you.

 

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Articles | Jeremy Cox

Last Quarter 2011 Market Condition Report

by Jeremy Cox 1. November 2011 13:32
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LAST QUARTER 2011 MARKET CONDITION REPORT

Globalair Article – November 2011 By Jeremy R.C. Cox

In March 2009 I wrote an article for Globalair.com that was Titled: ”The Not So Great Depression”,
you can re-read this by clicking on this link:
http://blog.globalair.com/post/The-Not-So-Great-Depression.aspx

I wrote that piece whilst we were all living under the developing fall-out that was created as a
direct result of the Global Financial Crisis (GFC) that was first felt in the late summer of the previous
year, and was later proved to have started a full year before then (2007.)

The purpose of this article is to attempt to track just how far the Used Business Aircraft Market has
managed to pull itself away from the stinging clutches of GFC. I will use a statistical analysis process
that is fuelled by the numbers available to me through my subscription to AMSTAT. I will let you draw
your own conclusion as to where we currently stand overall, however it would be remiss of me if I didn’t
state that I believe that the Used Business Aircraft Market is on-track to achieve a soon to be issued
clean bill of health.

 

IT IS ALL IN THE NUMBERS, I.E. THE ‘PERCENTAGE FOR SALE’

November 2005 – Baseline

10,207 Turbo-Props, 1,127 or 11.04% were available for Sale

5,757 Light Jets, 833 or 14.47% were available for Sale

4,967 Medium Jets, 544 or 10.95% were available for Sale

3,180 Large Jets, 279 or 8.77% were available for Sale

 

November 2007 – Pre GFC Effect

11,121 Turbo-Props, 928 or 8.34% were available for Sale

6,417 Light Jets, 812 or 12.65% were available for Sale

5,757 Medium Jets, 584 or 10.14% were available for Sale

3,728 Large Jets, 267 or 7.16% were available for Sale

 

November 2009 – Within The Depths of GFC

12,049 Turbo-Props, 1,503 or 12.47% were available for Sale

7,285 Light Jets, 1,313 or 18.02% were available for Sale

6,568 Medium Jets, 1,098 or 16.72% were available for Sale

4,233 Large Jets, 597 or 14.10% were available for Sale

 

November 2011 – Emerging From GFC

12,616 Turbo-Props, 1,350 or 10.70% were available for Sale

7,615 Light Jets, 1,198 or 15.73% were available for Sale

6,826 Medium Jets, 924 or 13.54% were available for Sale

4,612 Large Jets, 554 or 12.01% were available for Sale

SUMMARY GRAPH SHOWING HISTORICAL TO CURRENT PERCENTAGE FOR SALE

 

As you can see from the numbers and the associated Graph, the Percentage-for-sale ‘Peak’ came
approximately
in 2009 (Light Jets peaked at 18% Mid 2009, while the rest all peaked in late 2009.)
We are about halfway back
to normal therefore 2012/2013 are looking like they might be ‘rock-solid.’

 

THE TIME IT TAKES TO SELL IN TOUGH TIMES

 

How long does it take to sell an Aircraft? Statistically for the same Groups, one can track the Number of
Days
On Market, i.e. the Average calendar time period in days from Initial Listing For Sale until Deal Closing.
The numbers are as follows:

November 2005 – Baseline

Average Days On Market for all Turbo-Props was 505

Average Days On Market for all Light Jets was 498

Average Days On Market for all Medium Jets was 436

Average Days On Market for all Large Jets was 447

 

November 2007 – Pre GFC Effect

Average Days On Market for all Turbo-Props was 492

Average Days On Market for all Light Jets was 517

Average Days On Market for all Medium Jets was 382

Average Days On Market for all Large Jets was 409

 

November 2009 – Within The Depths of GFC

Average Days On Market for all Turbo-Props was 420

Average Days On Market for all Light Jets was 471

Average Days On Market for all Medium Jets was 357

Average Days On Market for all Large Jets was 376

 

November 2011 – Emerging From GFC

Average Days On Market for all Turbo-Props was 553

Average Days On Market for all Light Jets was 588

Average Days On Market for all Medium Jets was 471

Average Days On Market for all Large Jets was 459

SUMMARY GRAPH SHOWING AVERAGE DAYS ON MARKET

 

 

What is really interesting about this graph is the fact that when an Aircraft MUST be sold ASAP, it is
‘Right-Priced’ and sold in less time than normal. The Lowest number of Days occurred immediately after
GFC showed it despicable face to us all.

Now for the Same Aircraft Groups we shall focus on the Average Year of Manufacture for each Group:

 

AGE AFFECTS POPULARITY

November 2005 – Baseline

Average For-Sale Year of Manufacture for all Turbo-Props was 1982

Average For-Sale Year of Manufacture for all Light Jets was 1983

Average For-Sale Year of Manufacture for all Medium Jets was 1985

Average For-Sale Year of Manufacture for all Large Jets was 1982

 

November 2007 – Pre GFC Effect

Average For-Sale Year of Manufacture for all Turbo-Props was 1984

Average For-Sale Year of Manufacture for all Light Jets was 1985

Average For-Sale Year of Manufacture for all Medium Jets was 1988

Average For-Sale Year of Manufacture for all Large Jets was 1985

 

November 2009 – Within The Depths of GFC

Average For-Sale Year of Manufacture for all Turbo-Props was 1987

Average For-Sale Year of Manufacture for all Light Jets was 1989

Average For-Sale Year of Manufacture for all Medium Jets was 1992

Average For-Sale Year of Manufacture for all Large Jets was 1992

 

November 2011 – Emerging From GFC

Average For-Sale Year of Manufacture for all Turbo-Props is 1988

Average For-Sale Year of Manufacture for all Light Jets is 1990

Average For-Sale Year of Manufacture for all Medium Jets is 1992

AVERAGE AGES OF FOR SALE AIRCRAFT ARE GETTING YOUNGER, AS THE FLEET AGES

 

 

SPECIFIC MODELS

 

The following figures are quite enlightening as to the issue of Age and Obsolescence:

 

Year of Manufacture

1985

1981

1976

1978

1983

1979

 

MU2 Solitare

Merlin IIIB

Learjet 25B

Sabreliner 75A

Challenger 600

Gulfstream II

 

 $1,375,000.00

 $1,795,000.00

 $1,297,500.00

 $2,990,000.00

 $9,000,000.00

 $7,775,000.00

Year of Analysis

MU2 Solitare

Merlin IIIB

Learjet 25B

Sabreliner 75A

Challenger 600

Gulfstream II

Nov-05

 $900,600.

 $ 828,800.

 $645,000.

 $683,000.

 $4,395,000.

 $ 2,912,692.

Nov-06

 $910,727.

 $767,475.

 $715,833.

 $513,333.

 $5,412,857.

 $3,007,333.

Nov-07

 $834,800.

 $883,494.

 $590,000.

 $629,000.

 $5,297,222.

 $2,696,000.

Dec-08

 $891,500.

 $963,132.

 $520,625.

 $825,000.

 $4,626,667.

 $2,171,574.

Nov-09

 $841,128.

 $930,000.

 $648,875.

 $666,666.

 $2,815,594.

 $908,890.

Dec-10

 $824,480.

 $706,600.

 $496,642.

 $499,900.

 $2,163,333.

 $819,928.

Nov-11

 $728,800.

 $717,750.

 $485,500.

 $350,000.

 $1,665,625.

 $826,691.

OBSELETE AIRCRAFT (BASED UPON VALUES)

Year of Manufacture

2002

2005

2003

2000

2001

1999

 

Socata TBM700B

King Air 350

Cessna CJ1

Hawker 800XP

Challenger 604

Gulfstream V

 

 $2,512,390.

 $5,881,474.

 $4,024,000.

 $11,895,000.

 $23,235,000.

 $39,100,000.

Year of Analysis

Socata TBM700B

King Air 350

Cessna CJ1

Hawker 800XP

Challenger 604

Gulfstream V

Nov-05

 $2,071,153.

 $2,651,666.

 $3,554,500.

 $10,208,000.

 $18,500,000.

 $36,573,333.

Nov-06

 $1,905,833.

 $3,658,333.

 $3,374,500.

 $9,768,000.

 $18,700,000.

 $33,950,000.

Nov-07

 $1,850,000.

 $4,211,923.

 $3,610,000.

 $9,158,214.

 $22,315,000.

 $45,000,000.

Dec-08

 $1,859,875.

 $3,633,947.

 $3,552,222.

 $8,918,700.

 $20,675,000.

 $38,683,333.

Nov-09

 $1,685,556.

 $3,594,565.

 $2,944,750.

 $5,852,250.

 $13,140,455.

 $25,185,714.

Dec-10

 $1,634,989.

 $2,941,500.

 $2,641,500.

 $4,610,313.

 $13,289,000.

 $26,247,500.

Nov-11

 $1,587,857.

 $3,034,211.

 $2,299,087.

 $4,080,909.

 $11,356,250.

 $26,400,000.

CURRENT OR NEAR CURRENT PRODUCTION AIRCRAFT

With all that said I believe you can see that the market is progressing and should you be condsidering
the next step please review
Globalair.com - Aircraft Exchange.  Very current with aircraft, tools to use
such as A.Buyer and comparison tool.  If you are thinking it you might want to use Globalair.com.

See you next Month!

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Jeremy Cox | Aircraft For Sale

How to choose a Fixed Based Operator (FBO) that is right for you

by Jeremy Cox 3. October 2011 11:50
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Choosing an FBO

 

Unless you are based at a rural airport, own your own hangar, fuel your aircraft yourself from your own cache of fuel, and ultimately keep your flying adventures confined to the immediate local area with all take-offs and landings made at your home airport, you will often need to choose which Fixed Based Operation (FBO) is right for you.

 

The definition of an FBO is, in my opinion "any entity or person that provides one or more aeronautical services, at a permanent location at an airport." My own definition can be expanded upon by stating what those services might consist of:  A supplier of aviation fuel, aircraft handling, aircraft maintenance, flight training, aircraft rentals, parking/hangarage/storage, and many other aviation services not defined here.

 

So how do you go about selecting which is the right FBO for you to spend your money with?

 

The easiest way is probably to break out the type of services that you might choose from, into their own categories and then  create a concept of what you consider to be 'good' and 'bad' points of consideration.

 

Aviation Fuel

According to the National Petrochemical & Refiners Association (NPRA) there are 148 operable refineries in the U.S. (excluding Puerto Rico.) The sum total of all production of distilled product per day, in barrels of crude oil equals 17,736,000. Of this only 9%, or 1,400,000 barrels of Jet Fuel is produced. AVGAS production is much less.  Aviation fuel producing companies total approximately only 30 separate corporations, therefore the blend choice and base or wholesale pricing of all aviation fuel here in the U.S. is rather limited. We are lucky as consumers here, as there exists far less freedom of choice in the rest of the world.

 

Very few of the raw product producing companies sell direct to the FBO network across this nation. Most of the product is sold and distributed through non-producing suppliers who obviously seek to make a profit from their endeavors (quite rightly so.) Often an FBO also is unable to deal directly either with the nearest refinery, or fuel distributor because the airport at which they have chosen to hang their shingle, has a tenant agreement in place that requires all of the FBO that at based there to purchase their fuel through the airport or local municipal administration. The further away the supplying refinery, the greater the product cost.

 

Once the fuel makes it into the storage tanks of an FBO, the spot market price quoted by the commodities markets bears very little resemblance to the price that the FBO has paid, and is now ready to sell onto you. In the common situation where the FBO has been required to purchase its resale fuel from the landlord airport, the only way they are able to be price competitive to their neighboring FBO's either at the same field, or at other airports within the same city region/area, is to either reduce their overhead or to buy more fuel than their competitors thus receiving a discount from the airport, based upon how much they buy each month.

 

The distribution system that I have described above is pretty typical and thus makes a tough row-to-hoe for any FBO that is faced with competition at the same airport, a contracting pilot population, and the current administrations attempts to smash the General Aviation into smithereens. Many of the FBO's that have chosen to build comfortable, amenities-rich, and visitor pleasing facilities that are staffed with well trained, competent and customer orientated staff, elect to charge a 'ramp fee.' This practice is widely decried by many as being unfair, however I contest that you basically get what you pay for, i.e. if self-service pumps in the rain are the only service that you require, then you should expect to pay less than when you enter and exit through the smoked glass doors of an architectural wonder that serves coffee, cookies, has sleep, multi-media entertainment, flight planning rooms, courtesy cars, offers hangarage available to all transiting aircraft, and 24 hour guarded security.

 

Aircraft Handling

Often the level of handling services are governed by the geographic location of the FBO. In the wintry north snow and ice clearing and deicing will be readily available. At an urban location that acts as a portal for a major city, luggage service, gourmet catering, door-to-door limousine service, on-site conferencing as well as many other hotel-like amenities that may even include a concierge desk, will be available to you. At FBO's that are located at airports that act as a busy international port of entry, customs and immigration services, including access to customs brokerage agencies, international flight permits, visa and other services will usually be available to a visiting aircraft, passengers and crew. The size of aircraft handled by an FBO is governed by the runway length, load bearing capacities of the runway, taxiways and ramps, and often by locally imposed noise or size restrictions deemed by the municipal leaders. You may have to call ahead if you are going to need a certified dispatcher, a set of air-stairs, a wheelchair lift, luggage conveyor belt, or a galley restock. Size, services and amenities offered all add to the overhead of an FBO, and therefore expect to pay a ramp-fee or buy the required number of gallons necessary to support your patronage of the FBO that you are visiting.

 

Aircraft Maintenance

Generator brushes fail, a transponder shoots craps, an insect blocks a pitot tube, grape juice is spilled on the carpet, a navigation or beacon light burns out; possibly you are transporting company executives on a month long round-robin road show and therefore a scheduled inspection is coming due on your aircraft? Regardless of the service that you require, you must plan ahead to get maintenance performed for you while away from your home base. Occasionally an OEM service centre is also located at your destination city, and this service centre can handle your passenger and get them off to their destination hotel or office, as well as being able to perform your required servicing. Good contingency planning at the beginning of your trip might pay off in major dividends that enable you to keep to schedule if you experience an in-flight failure. Brand choice may be more important to you rather than the price that you pay at the fuel desk.

 

Flight Training

Some FBO's may offer flight training…or I might say that some Flight Schools might offer FBO services. Choosing where you learn to fly might be one of the most important decisions of your life, both from a competency and financial point of view. Unless you are located in a region where the choice of a flight school/FBO is not an option, i.e. there is only one; you should schedule a trial flight at each of your potential schools before you make your decision. Finding an instructor that matches your personality will go a long way in ensuring that you are able to complete your training in a timely and efficient timeframe. If there is a high turnover of instructors, the aircraft are shabby, poorly maintained, the classrooms double as pilot lounges, or you have long holding times because of the airport being too handle to handle training aircraft in their airspace, you might better served to find a different school or airport before you commit your cash to a license or rating.

 

Aircraft Rentals

Once you have your certificate in-hand after completing the great expense, personal fulfillment and exacting experience of becoming a pilot, what is the point if you cant either rent, or buy and hangar your own aircraft at an airport sufficiently convenient to you to maintain your proficiency as a newly certified pilot? In the area surrounding a major city you might have plenty of options available to you which may include aircraft share programs, flying clubs or flight school rentals. Either way what is the point of getting your ticket if you cant continue building flying experience somewhere that is convenient and within your means? Do your research on who rents what, where and for how much before you learn to fly?

 

Parking/Hangarage/Storage

It is possible to spend tens of millions of dollars on the construction of your own hangar in which you wish to house your personal or business aircraft. In most instances the chosen way to house and store an aircraft is by arranging a monthly rental rate for space at your local FBO. It is very common for an FBO to base its quoted rate, or even its willingness to house your aircraft on how much fuel you will be buying from them (remember how their price goes down, and their ability to stay in business is based on how many gallons they need to buy.) When considering which FBO best suits your hangarage needs, visit them all and stick around and watch how the base aircraft are handled, both how they are maneuvered in and out of the hangar (do they have at least 3 people to stack and unstack each aircraft from its berth?) Do they have the appropriate tug and tow bar combination appropriate to your specific model of aircraft? Do they carry sufficient insurance if they run your aircraft into a hangar wall or another aircraft? Is the hangar secure after hours? When will you be able to access your aircraft during the 24 hour cycle? How much notice do you need to give the FBO to make sure that your aircraft is out ready fro your desired departure? It is also important to understand the rules that you agree to regarding on how long your aircraft will sit outside on the ramp while another aircraft is taken in-or-out of the same hangar. I have known some FBO's to park base customer aircraft outside on the ramp, so they can accommodate a transient aircraft in the same spot that they are charging you rent for, while effectively double charging for the same space. Buyer beware.

 

Customer Service

Human beings are motivated by many kinds of behavior and stimulation, through-which creates a value set that they choose to live by. I for one don’t see a budget mindset having any place in the value set of an aircraft owner. This is for two reasons:

 

·         Aircraft can kill you if they are not housed, fed, watered, cared for and operated properly, all for the sake of an owner who is looking to own and operate their own aircraft on a shoestring budget.

·         The purchase price, cost to own and operate an aircraft is usually out-of-sight for most people on this planet. If you are not wealthy, then you shouldn’t be flying your own aircraft.

 

Having stated my opinion above regarding how you approach the ownership and/or operation of your aircraft, you will understand why I hold service, integrity and quality high above the actual cost, and whenever I am in the position (it does happen occasionally) to select an FBO, I treat the decision as a matter of value, instead of cost. Some of the best FBO's that I have had the privilege of using go out of their way to make certain that their customers feel safe, comfortable, cared-for and that all expectations are both met and exceeded. The FBO that greets a Cessna 172 with the same enthusiasm and standards that they provide to a Gulfstream, is sure to score high in customer satisfaction, and  ultimately in number of actual aircraft movements and subsequent fuel sales that they see and make each year. 

 

 

Making Your Choice

So what resources are available to you as an aid in making the best choice of an FBO? Well you are already here! Globalair that is; the very same website that you are reading this article. If you follow this link:  http://www.globalair.com/directories/ You can find links to aviation companies, from flight schools to flight departments, maintenance companies and charter services on the largest search engine in the aviation world. If you follow this link: http://www.globalair.com/airport/ you can rely on Globalair's FBO fuel prices, the most up to date on the Internet, to find the best 100LL and Jet A prices. Search for weather, FAA data, runway lengths and approach information.  Best yet, join MAX-TRAX here: http://www.airportfuelprices.comMax-Trax, the world’s first and only aircraft fuel route-mapping system. Developed by Globalair.com, Max-Trax is an easy and efficient way to improve your aircraft fuel efficiency. By providing a tool that tracks and continually updates aircraft fuel prices, it will help you save time and money each time you use it, regardless of whether you’re dispatching a single aircraft or an entire fleet of aircraft.

 

Max-Trax is user-friendly and extremely flexible, allowing you to modify your flight plan on the fly. Max-Trax utilizes its own proprietary FBO fuel pricing index of jet, avgas and 100LL fuel suppliers, developed in conjunction with Globalair.com’s Airport Resource Center (ARC) http://www.globalair.com/airport, to display up-to-date* aircraft fuel prices, information on the primary destination airport or alternative airports nearby and details on services and amenities available at each.

 

It makes laying out flight routes prior to departure or modifying them once you’re in the air as easy as pointing and clicking. If you need to deviate from your original flight plan enroute, simply rolling the cursor over a new waypoint or keying in the airport identifier or the name of a city is all it takes. Max-Trax will recalculate and display updated, point-to-point routing in a matter of seconds…including the best aircraft fuel prices at the new location.

 

As aviation fuel prices soar to new heights, Max-Trax can help you stretch your budget by saving you thousands of dollars on fuel purchases over the course of a year. Nowhere else on the Internet will you find a resource specifically designed to help you fly the most efficient routes and refuel at the most economical sites.

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Jeremy Cox | Fixed Based Operators (FBO)

Alternative Aviation Fuels and Their Impact Upon Your Flying

by Jeremy Cox 1. September 2011 13:46
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Written by Jeremy R.C. Cox

The single biggest operational expense to you when you fly is the cost of the Jet Fuel that is fed through your engine. Even though the modern gas turbine ‘jet’ engine is significantly different than what was first designed and conceived by its inventors, this type of engine does require a considerable amount of fuel to enable it to achieve the necessary power levels to attain, and sustain flight within the stratosphere.

 

To illustrate the issue of consumption, and how engine manufacturers have changed the efficiency of their engines, as an example a four-engine Lockheed 'JetStar' from 1961 would burn as much as 1,400 USG of Jet-A fuel per hour. A 2010 Dassault Falcon 7X that flies 60 KTAS faster, provides almost twice as much cabin space, and delivers more than double the range of the vintage JetStar, has an hourly fuel burn of only 380 USG per hour. Obviously price is age related. You can pick-up a pretty decent JetStar for $600,000 U.S.D. or less. The Falcon 7X is going to run you something in the high $30 Mil to mid $40 Mil U.S. Dollar range.

 

The issue of ‘Peak Oil’ is a controversial one, where many who debate when this event will, or has occurred, are all pretty deeply divided (Peak Oil being the point at which global crude oil production ‘peaks’ and from this point on, the world’s oil supply is in decline and on its way to exhaustion.)

 

Excluding vegetable and animal oils, nuclear fission, and the combustion of natural renewable materials like wood and grass, virtually all other fuels that are used by combustion engines are derived from underground deposits of dinosaur and prehistoric rotted vegetation juice, more popularly known as fossil fuel. Coal powered the industrial revolution of the 1760’s, mainly thanks to the Scotsman, James Watt and Englishman, Matthew Boulton’s invention of the industrial steam engine. Unfortunately due to its bulkiness, the external combustion steam engine, travel was nowhere near as fast as it is today. It wasn’t until the useful application of petroleum oil as a replacement for coal along with the subsequent refinement of the early internal combustion engine, before air transportation became possible. This occurred at around the same time as Gugliemo Marconi’s communication revolution was underway with his invention of wireless telegraphy. Up until the present day, all subsequent non-military transportation systems have been entirely powered by a non-renewable fossil fuel.

 

There is now what appears to be a desperate search for both a renewable form of petroleum-like fuel product, and other alternative energy sources. Fortunately for the Green Movement, the ever deepening energy crisis is now proving more effective at meeting their environmental goals, rather than the decades of lobbying that they have been engaged in.

 

Ethanol distilled from cellulose rich materials like corn, sugar cane, beets, and grasses, etc. is taking up some of the slack found in a diminishing oil supply, but unfortunately this distillate does not contain sufficient calorific value to keep the industrial and transportation engines running at the same pace at which fossil fuels afford them. Scientists continue to seek out the best form of renewable ‘bio-fuel’ for the future. Many experiments with palm oil, soybeans, algae, nuts, animal fat, and other crops have proven successful and yet none of the resulting fuels has emerged as the ‘silver bullet’ answer to the problem.

 

The USAF, NASA, US Navy, Boeing, Rolls-Royce, GE, Sir Richard Branson, and New Zealand Airlines amongst others, along with the top engineering and research universities around the world, are working on this problem. The USAF in conjunction with NASA is working on a synthetic fuel (Bio-Jet) produced from coal (coal-gas.) The original process was developed by the Nazi’s during World War II, in-part because their fuel supply lines were being pounded by the allied forces. So far the U.S. version of this synthetic fuel when used in Jet Engines has only been successful when it is burnt in a 50/50 ratio of conventional jet fuel to Bio-Jet.

 

Similar results have been seen by the US Navy where they have managed to brew-up and distil a bio-fuel from a native U.S. flowering plant called Camelina. This renewable fuel must be mixed in a 50/50 ratio with petroleum based jet fuel to attain the heat requirements of their Jet Engines.

 

Before Sir Richard Branson, owner of Virgin Airlines amongst other enterprises, inked his order for 15 Boeing 787 Dreamliner aircraft, he made Boeing pledge in conjunction with the engine supplier General Electric, that all of the aircraft would be delivered capable of operating on his Virgin Fuels division Bio-Diesel derivatives. These are produced from various renewable sources including Algae, or the nuts from the Brasilian Babassu palm tree. In the Southern Hemisphere Air New Zealand is working in cooperation with Rolls-Royce to encourage the production and use of an Algae derived Bio-Jet fuel.

 

With ‘Peak Oil’ looming as the main driver for alternative fuels to be developed, the extraction and creation of bio-fuels are becoming more viable, even though they often require more energy to create, than what they produce in combustion. This is because they at least, are renewable.

 

My prediction for the future is that eventually we shall hit $25 to $30 U.S.D. per Gallon for Jet Fuel. At about this time, Bio or Synthetic Fuels will reach the same production output as current fossil fuel distillation; then the cost per Gallon will stabilize around $15 to $20 U.S.D. per Gallon. Today's national average is $5.68 U.S.D. per Gallon, according to Globalair.com's Aviation Fuel Price Index , therefore you can expect your operating costs to almost quadruple in the next couple of decades or so.

 

The most desirable solution to how aircraft will be powered in the future is probably electrical power instead of combustible fuels. This is most likely how all motorcars will be powered in the next 50 years, however can we expect the same to be true for all heavier-than-air, high speed jet aircraft as well?

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Jeremy Cox | Aviation Fuel