Corendon Airlines Passenger Service System Transition Project

Project goal was to successfully migrate from the current Passenger Service System to a new platform with minimal disruption, enabling improved customer experience, operational efficiency, and commercial flexibility.

Strategic goals were; modernizing the airline’s core system landscape, replacing legacy or inflexible PSS infrastructure with a scalable, cloud-based, or next-generation platform which will help us to enable long-term digital transformation. We also aim to enable dynamic pricing and merchandising across all channels (B2C and B2B). we also planned to improve customer experience and retention to strengthen competitiveness and partnerships.

Operational goal was ensuring seamless transition with minimal service disruption while supporting both B2B and B2C channels effectively

Technical goals were to achieve full integration across the airline ecosystem, to ensure data accuracy and system reliability and to enhance scalability, performance, and security. Briefly saying, our success criteria was 100% of active PNRs migrated successfully, <1% post-migration error rate in bookings/tickets, Zero unplanned downtime during cutover, 95% user readiness and process adoption which were set at the beginning of the project.

Corendon had a local PSS which is transmitted to a global passenger service system.

Our transmission project involved many integrations, both B2C and B2B channels, under tight timelines. Main difficulties were:

Integration Complexity (Multiple touchpoints: PSS connects with dozens of systems — DCS, CRM, NDC, payment gateways, loyalty, inventory, revenue management, agency portals, etc. Fields and data structures differ between old and new systems — e.g., fare classes, SSR codes, ancillaries, or schedule data which causes data mapping issues and result in data migration issues. PNR and ticket migration: Live bookings, open tickets, and flight manifests must be accurately moved — errors can cause passenger disruptions. Project is complex because multiple third parties (PSS provider, payment processors, OTAs, middleware vendors) must work in sync — misalignment causes blockers. Frequent change requests or late clarifications can break test plans and configurations. End-to-end testing (PNR creation, modification, refund, etc.) often gets squeezed, increasing go-live risks — but with short timelines, readiness may lag. Limited time often means fallback scenarios (manual booking, offline check- in) are not fully tested. IT, commercial, airport ops, and customer service must stay aligned — but time constraints limit communication flow. You rely heavily on PSS provider and third-party vendors’ timelines, which you can’t always control. With limited time, deciding what’s a “go-live blocker” vs “post-launch fix” becomes critical and political. You need to manage all these constraints to be on the safe side during the transmission process.

We can define our project as a fast, efficient, and cost-optimized transformation project to migrate our passenger service system to a modern, scalable platform — empowering digital growth and operational simplicity. The PSS Transition Project aims to migrate the airline’s core passenger service system to a modern, scalable, and cost-efficient platform that supports its low-cost business model and rapid growth strategy. . Our goal was not just to change systems — but to empower the airline with a flexible, integrated, and customer-centric foundation for the future. That's why Corendon Airlines has decided to implement a project to successfully migrate from the current Passenger Service System to a new platform with minimal disruption, enabling improved customer experience, operational efficiency, and commercial flexibility. Project lasted for 9 months will cutover date, after the cutover we worked hard on post production support. Team consists of nearly 100 project members including internal project members from Corendon, service providers, integrators, consultants, etc. With that project all sales channels are integrated with the new PSS. PNRGOV and APIs messaging platforms and integrations with DCS systems have been reintegrated and tested with the new PSS.

Corendon was established in 2000 in the Netherlands, initially selling only airline tickets, and later all-inclusive packages to Turkey. In 15 years, Corendon has grown into a leading, extremely successful tour operator and number 1 travel agency for many Turkish and other popular destination inside and outside of Europe, such as Ibiza, and Curacao. Currently, Corendon has its own airline which transports more than 4 million passengers from 32 countries to 128 airports every year. Home base for the airline is Antalya in Turkey, with code CAI. In 2011, a Dutch subsidiary was added: Corendon Dutch Airlines (CND). Now, the airline owns 38 airplanes. The scope of the project consists of all Corendon flights transmission, including B2C and B2B, integrating with all travel channels, OTAs, agencies, tour operators, etc. As the airline has flights to more than 30 countries, having operations in nearly 130 airports project has a wide scope and affect on a very wide geographical area.