Originally Posted by Bucking Bar

Let me ask you this:

Without Section 1, does any of the rest of the contract bind?

I submit to you scope is more important than any other part of the contract. Scope also controls the large aircraft code share and Compass is just the issue of the hour because of our recent scope concessions and the representational issue that has been raised by the Executive Board. We must also be concerned about international code share.

Leo Mullin's dream was to run the World's largest travel agency. My dream was to fly airplanes. Richard Anderson wants to run an airline. The only part of this story that has a representational obligation to ME is my union. To effect change the proper course is to present resolutions.

I don't want to run an airline, but since you insist. We should not have to build a business case to convince our own union why protecting scope is important, but since MANY Delta pilots believe scope = bargaining credit, here you go:

• The Compass flow is unworkable and will cost no less than $7,000,000 if it is even possible. Every year those costs will escalate since the issue of longevity will force pilots over an imaginary line, rather than letting them bid for base and quality of life like we do at mainline.
• Compass has three layers of management when only one is needed
• Compass has three of everything else, from Certificate Compliance to Flight Attendants.
• Having separate ops means crews and equipment can not be scheduled as efficiently
• The E175 is an 88 seat jet with 76 passengers. 12 pax would bring additional revenue.
• No one else competes with our flying in this seat range (one reason Anderson likes the DC9 so much)
• The Compass jets have jumpseats, and much better non rev travel for Delta commuters if they become Delta
• The MD88/90 and yes, even the 737 are previous generation airframes. They are excellent platforms, but the MD90 has limited efficiency because of its wing. The 737NG has a better wing, but is expensive to acquire. Management obviously likes the new generation jets because they are acquiring them on nearly a 4 to 1 ratio with "our" equipment.

But again, I don't want to be a manager and Richard Anderson doesn't want my advice. ALPA has to listen to me (even if they think I'm a putz)