Cargo airport competitiveness factors: Criteria and literature summary
| Main criteria | Sub-criteria | Operational definition | Literature |
|---|---|---|---|
| Transport Capacity (C1) |
| An airport with a large number of airlines operating indicates that it has enough passengers and cargo to become a hub. | Park (2003), Chao and Yu (2013), Mayer (2016) |
| The more frequent flights for both passengers and cargo indicates superior cargo transport capacity. | Sarkis (2000), Park (2003), Chao and Yu (2013), Wong et al. (2016), Shojaei et al. (2018), Chakraborty et al. (2020), Ersoy (2021) | |
| A large number of destination cities indicates a wide flight network and better cargo transport accessibility | Park (2003), Zhang (2003), Chao and Yu (2013), Wong et al. (2016) | |
| Airport operations and facilities' capacity (C2) |
| Competitive airports with adequate facilities and infrastructure are able to handle large amounts of cargo traffic. | Basso and Zhang (2010), Suryani et al. (2012), Adenigbo (2016) |
| Economic growth (C3) |
| International trade, high-volume trade and GDP affect cargo volumes. | Sarkis (2000), Chao and Yu (2013), Wong et al. (2016), Chakraborty et al. (2020), Ersoy (2021) |
| Cargo volumes indicate an airport's current cargo-wise performance, while growth rate indicates its growth potential. | Chao and Yu (2013) | |
| Moreover, a higher national income can increase demand for air-transported high-value products. | Park (2003), Suryani et al. (2012), Chao and Yu (2013) | |
| Financial performance (C4) |
| Airports that are financially efficient are airports that use their assets to achieve self-sufficiency, that is, to increase revenues to levels sufficient to finance their current and future operations and activities. | Sarkis (2000), Wilbert et al. (2017), Shojaei et al. (2018), Chakraborty et al. (2020) |
| Airport brand value (C5) | Brand value is an important marketing tool that is defined as a brand's sale value. The greater an airport's brand value, the greater its shareholder value, and thus its competitiveness. | Kupfer et al. (2016), Chung et al. (2017) |
| Main criteria | Sub-criteria | Operational definition | Literature |
|---|---|---|---|
| Transport Capacity (C1) | No. of airlines operating at an airport | An airport with a large number of airlines operating indicates that it has enough passengers and cargo to become a hub. | |
No. of flights | The more frequent flights for both passengers and cargo indicates superior cargo transport capacity. | ||
Global air network (destinations) | A large number of destination cities indicates a wide flight network and better cargo transport accessibility | ||
| Airport operations and facilities' capacity (C2) | No. of terminals (including cargo terminals) Airport cargo capacity No. of aprons and aircraft stands | Competitive airports with adequate facilities and infrastructure are able to handle large amounts of cargo traffic. | |
| Economic growth (C3) | Cargo volumes | International trade, high-volume trade and GDP affect cargo volumes. | |
Cargo growth rate | Cargo volumes indicate an airport's current cargo-wise performance, while growth rate indicates its growth potential. | ||
GDP | Moreover, a higher national income can increase demand for air-transported high-value products. | ||
| Financial performance (C4) | Annual revenue | Airports that are financially efficient are airports that use their assets to achieve self-sufficiency, that is, to increase revenues to levels sufficient to finance their current and future operations and activities. | |
| Airport brand value (C5) | Brand value is an important marketing tool that is defined as a brand's sale value. The greater an airport's brand value, the greater its shareholder value, and thus its competitiveness. |
Source(s): Authors' own work based on the literature review
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