SUPPLIER RELATIONSHIPS


WORDS MARK FRARY


GOING THE EXTRA MILE


“The majority of international carriers offer marine and offshore fares, typically offering up to 60 per cent off full published fares with the same flexibility,” says Char- lton. “These fare types offer one-way and open jaw faring, additional baggage and refunds, which are important requirements in the marine and offshore world. Access to these fare types requires the intermediary to align to stringent criteria set by the airlines. In order to gain access to these fares the agency will need to demonstrate knowledge of the sector, the fare rules and approval process required by the carrier.” It is not just the air sector that requires


specialist knowledge “There are unique con- tracts for hotel accommodation and other travel providers,” adds Charlton. “Workers in this sector are often required to arrive at a given destination the night before they are positioned out to a rig or a ship. The most efficient way to manage these kind


“THERE ARE UNIQUE CONTRACTS FOR HOTEL


ACCOMMODATION AND OTHER TRAVEL PROVIDERS”


of movements is via pre-negotiated hotel rates managed via an allocation tool. Travel policies are different between onshore and offshore workers, the client requirements need to be built into the workflow.” The complexity of these specialist fares


and rates, and the frequent need to book large groups, means that online booking is yet to take a firm hold in these sectors. “We’ve been behind everyone else in terms of technology adoption and have only just rolled out an online booking tool,” says Alice Linley-Munro of Oil Spill Response. This does not mean that the benefits of automation have not impacted the sector. TMCs have started to work in technological- ly savvy ways with workforce management systems providers (see All aboard, page 6). Other features of traditional corporate


travel programmes are also relevant in the EMM space. “Airlines are willing to look at commercial route deals,” says Charlton. Failing to manage suppliers and not using the full range of specialist fares and services available in the EMM sectors risks your trav- eller missing the dartboard altogether.


14 BBT ENERGY, MARINE & MINING SUPPLEMENT 2019


BEST PRACTICE IN SUPPLIER MANAGEMENT


■ Think about the value of having a one-stop shop approach to travel so


that journeys to challenging locations are made easier.


■ If you work in the oil and gas or marine sectors, ask your TMC to help


you get access to specialist fares via the airline account manager.


■ Hotel rates are down in key destinations but are likely to start


rising before too long. See what benefits you can lock in now.


In association with


Air France KLM has long been the airline of choice for many in the oil and gas industry. Its network is strong in destinations that are important to the sector, such as Abu Dhabi, Houston, Caracas, Stavanger and Aberdeen, among many more. “Air France KLM already offers


an extensive network of oil industry hot spots and give access to key energy-sector destinations, extending all over the world, originating from Paris or Amsterdam,” says a company spokesperson. It also has a dedicated loyalty club


for professionals in the oil and gas sector, called Flying Blue Petroleum, an extension of its standard frequent flyer programme. The club provides benefits at the


airport, including priority check-in and lounge access for connecting flights at the Air France Lounge at Paris- Charles de Gaulle and the KLM Crown Lounge at Amsterdam-Schiphol. These airports also have dedicated Flying Blue Petroleum transfer desks. The club is open to people working for oil, oil-related or gas companies


recognised by the airline group, who make at least one long round-trip flight or two domestic or medium round-trip flights to an oil destination each year. The club remains a core attraction for


many travellers in the sector. Lufthansa Group closed its Oil&energyclub, which gave passengers immediate promotion to Frequent Flyer (Star Silver) status on Lufthansa’s Miles&More programme, at the end of 2016. IAG, which includes British Airways, has no similar dedicated programme for the sector.


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