An airport's resources are finite and mostly built: gates, counters, equipment, and the people to work them. The schedule they serve is not fixed at all. It moves all day.
A conflict is what happens when those two facts meet without anybody noticing. An aircraft arrives early and takes a stand that was promised to a later flight. A departure slips and holds a gate through the window a bank of arrivals needed. A counter block is reallocated for a delay and the reallocation is communicated to three of the five teams affected.
RMS holds the resources and the flight schedule in one place and makes the assignment on a live timeline. Conflicts are detected and resolved as the schedule moves, so a clash surfaces while it is still a planning problem rather than after it has become a delay.
The subtle benefit is a shared plan. When the duty manager, the terminal supervisor and the handling agent are all reading the same allocation, a change is a change rather than a rumour. Occupancy and availability at a glance is worth more than a perfectly optimised plan that only one desk can see.
Better utilisation follows from that. Gates and counters an airport already built are the cheapest capacity it will ever have, and most airports have more of it than their allocation practices let them use.
Keeping the change history matters too. At the end of a difficult day, the question is not only what went wrong but when the decision was made and what was known at the time. A system that records the day of operation can answer it.