newstodate.aero
Dec 12, 2014 (newstodate): Iceland's ACMI provider Air Atlanta Icelandic has plans for adding more Boeing 747-400 freighter capacity to the fleet in 2015.
-We recently added our 7th Boeing 747-400 freighter, a production aircraft, and the 8th similar aircraft will enter the fleet by Q3, 2015, says Baldvin Mar Hermannsson, Air Atlanta Icelandic VP Sales & Marketing.
-But even if our freighter fleet is thus growing only slowly, we have really gone through a major reshuffling of the fleet as older Boeing 747-400F aircraft have been replaced with younger aircraft. So in effect we end this year with a fleet considerably younger and stronger than by the start of 2014.
-All our freighter aircraft are on long-term contracts reflecting our strategy of restraining ourselves to solid contracts rather than fighting for ad-hoc and short-term contracts, attractive as they might otherwise be.
-We are thus quite satisfied with having to thank no to short-term commitments as they would require us to keep a certain spare, or excess, capacity that would require uncertain investments in a demanding environment. This is, of course, a strategic decision to limit the risk and stick to our core business, says Mr Hermannsson.
-We recently added our 7th Boeing 747-400 freighter, a production aircraft, and the 8th similar aircraft will enter the fleet by Q3, 2015, says Baldvin Mar Hermannsson, Air Atlanta Icelandic VP Sales & Marketing.
-But even if our freighter fleet is thus growing only slowly, we have really gone through a major reshuffling of the fleet as older Boeing 747-400F aircraft have been replaced with younger aircraft. So in effect we end this year with a fleet considerably younger and stronger than by the start of 2014.
-All our freighter aircraft are on long-term contracts reflecting our strategy of restraining ourselves to solid contracts rather than fighting for ad-hoc and short-term contracts, attractive as they might otherwise be.
-We are thus quite satisfied with having to thank no to short-term commitments as they would require us to keep a certain spare, or excess, capacity that would require uncertain investments in a demanding environment. This is, of course, a strategic decision to limit the risk and stick to our core business, says Mr Hermannsson.