Sometimes the ARTCCs will offer more direct routing to one of the major carrier’s flights. The SOC believes that their flight crews have been sufficiently briefed that they no longer categorically accept what is offered, but in fact do coordinate with the SOC to determine if there is an operational gain to be made by accepting the offered route.
One of the major carrier’s SOC representatives expressed concern regarding the idea of each aircraft being solely responsible for replanning. The obvious issue is that the flight crew is not aware of “big picture” concerns for the airline; if they accept an opportunity that would take more time than is required for a nominal flight between that city-pair, they could exceed allowable crew duty times. This would have a profound impact on the system, i.e., no crew available to take over the flight at the destination because the in-bound crew cannot fly for 8 hours (the prescribed duty-rest cycle).
When asked about the idea of locating a high-resolution color printer on the flight decks of the fleet, the SOC rep thought that would be enormously beneficial in promoting a shared “world-view” of the routing situation, thereby allowing a better dialog between the flight crew and the dispatcher. Figure 9 shows the participation of the major stakeholders in the replanning information processing tasks for scheduled airlines.

Considerations of Consideration of Separation Assurance, Individual Flight Safety Traffic Flow Management, and and the Need for Overall System Capacity Changes to the Plan14 CFR 121.533 Pilot & dispatcher jointly resp.
Dispatch ATC Flight Crew
Dispatch 14 CFR 121.533 Monitoring the progress  ATC  Flight Crew 
Dispatch 14 CFR 121.533 Issuing necessary information  ATC  Flight Crew 
Dispatch Offers suggestions that will maintain schedule integity  ATC  Flight Crew 
Dispatch 14 CFR 121.533 Canceling or redispatching  ATC  Flight Crew 

Figure 9. Information processing loop associated with replanning (Airline)

Greatest Existing Inefficiencies
(1)
Working with Central Flow Control on rerouting (in reaction to non-normal operations, such as severe weather) is not a well-structured effort. No existing protocol is in place that guides those interactions. Sometimes Central Flow Control will “work with you”; other times they are unapproachable.

(2)
Communications during non-normal operations could be improved.  Held up as a show case example was a North-East Regional Hotline that is put in place between various ATC facilities (Control Towers, TRACONs, and ARTCCs) when severe weather (i.e., blizzards) disrupts operations. The purpose of the hotline is to facilitate communications, with regards to coordinating traffic flows, between these facilities. The airlines benefit by “eavesdropping” on the conversation because it allows them to anticipate actions that will be taken by ATC personnel, such as:
　
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