“United we stand, divided we fall.” According to credible sources, this was already exclaimed by the ancient Greek poet, Aesop, in the 6th century BC. In line with Aesop’s prophetic words, Walloon Airport Liège (LGG) has now founded a cargo community called “LGG Connect”. The main aim of management is to overcome silo thinking and to enhance visibility. Examples from Amsterdam and Brussels show the positive effects this can have for everyone involved. Torsten Wefers (TW), Vice President Sales & Marketing, presented the project exclusively to CargoForwarder Global (CFG).
CFG: Liège Airport is jointly owned by the Walloon government and some private investors. What role do these owners play in the new Cargo Club “LGG Connect”?
TW: The shareholders firmly back the establishment of the LGG Connect cargo community but are not participating as active members.
CFG: How many stakeholders have become members and how many of them are representatives of airlines, forwarders, ground handlers or other logistics players active in LGG?
TW: LGG Connect was founded by six key members: Liège Airport, which initiated the project; Swissport, WFS, and Aviapartner, representing 60% of our handlers; Wallenborn, a leading trucking company; and Fresh Express, a homegrown freight forwarder with strong expertise in perishables. We chose to start with a select group of major LGG stakeholders who were eager to be part of this strategic initiative. Establishing a cargo community as a non-profit organization proved more complex than anticipated, making it more practical to begin with a smaller core group. However, our ambitions are high. We’ll soon be welcoming new members and have exciting plans for expansion as we continue to grow.
Growing collectively
CFG: Presumably, the community should not remain a pure, non-binding debating club. Hence, who coordinates the activities of LGG Connect, how binding are decisions taken and their practical implementation?
TW: Exactly. First and foremost, LGG Connect is not a forum for discussing personal company issues or sensitive commercial information. Each member must set aside their company-specific interests and focus on how we can grow collectively, as a unified ecosystem rather than as individual entities.
Every stakeholder is a crucial link in the supply chain, and the efficiency of air cargo depends on seamless coordination among all players. When one link weakens, the entire chain is impacted. That’s why collaboration is at the heart of our approach.
Our Secretary General coordinates activities such as working groups and meetings, but ultimately all members collectively decide the direction we take. Together, we are shaping the strategy for this year and beyond, setting clear priorities, defining future actions, and ensuring a long-term vision.
LGG Connect is set to become a key driving force behind the airport’s growth. However, it’s important to acknowledge that this influence comes with responsibility. If LGG Connect were to take a different strategic direction, Liège Airport would have no control over it. That’s why we designed our governance structure to ensure balance: each founding member has a seat on the board and, to maintain fairness, all players have equal decision-making power.
Overcoming silo thinking
CFG: At Air Cargo Belgium, which has existed since 2016 and is based in Brussels, a central concern was the establishment of the data-sharing platform BRUcloud, enabled by solutions provider, Nallian. Its introduction marks the successful end of isolated silos in favor of a collective approach of all stakeholders to operate digitally as one. What are LGG Connect’s plans in this regard and what is the time horizon for the end of silo thinking?
TW: Liège Airport has already taken significant steps in its digital transformation, launching a central platform (LGG Tracking) that allows all stakeholders to track goods and shipments in real time. This initiative is a major step toward greater efficiency, and LGG Connect fully supports this vision.
We strongly believe that breaking down isolated silos and fostering greater transparency and data-sharing are essential for the future of air cargo. A more centralized and interconnected system will not only improve operational efficiency but also simplify the daily workflows of all players in the supply chain. With better access to real-time information, decision-making becomes faster, processes become smoother, and the entire logistics chain benefits.
In line with this vision, we are already exploring new digital solutions to enhance cargo operations at LGG. One of the projects under consideration is a shared truck slot booking system, designed to optimize the flow of trucks arriving at and departing from the airport. By reducing waiting times, preventing congestion, and streamlining overall ground operations, this initiative would ensure a more efficient and predictable supply chain for everyone involved. Digitalization is the future of logistics, and LGG Connect is committed to driving this transformation forward.
In this regard, we are eager to work closely with other cargo communities, including ACB [Air Cargo Belgium, HS] and other well-established organizations. There is no competition between us; we see them as valuable partners from whom we can learn and exchange best practices. These communities have years of experience, and by engaging in open dialogue and cooperation, we can accelerate our own development while contributing to a stronger, more connected air cargo industry.
Eco-friendly policy
CFG: The community’s founding paper states, among other things, that LGG Connect actively contributes to offering the logistics industry reliable, innovative and sustainable solutions. What initiatives are planned to ensure that these goals are not just buzzwords?
TW: This vision may seem ambitious, but that was exactly our intention. From the very beginning, we worked closely with our founding members to develop a bold, long-term strategy for LGG Connect. We wanted to set high ambitions rather than limit ourselves to short-term goals.
Of course, we are still in the early stages of this journey, taking our first steps in building a strong and impactful cargo community. However, we are already laying groundwork to enhance reliability and efficiency. Our working groups are focusing on key operational aspects, such as security, handling efficiency, and process optimization to strengthen day-to-day logistics at LGG.
At the same time, we are looking ahead to digitalization and innovation. As mentioned earlier, one of our key initiatives is exploring a shared truck slot booking system, along with a customs digitalization project aimed at streamlining clearance procedures and enhancing overall supply chain efficiency.
Sustainability is also at the heart of our vision. We recognize that the cargo industry must adapt to global environmental challenges, and LGG Connect is committed to driving more responsible and eco-friendly logistics practices.
While we are still in the early stages, our ambition is clear: to make LGG a benchmark for innovation, efficiency, and sustainability in the cargo industry.
CFG: As “Development Strategy”, your reference paper stresses that LGG Connect intends “to establish two membership categories with different fees, benefits and conditions to suit various stakeholders.” Does this mean that there are two units within the same organization with different competencies?
TW: Beyond the founding members, who make up the Board of Directors for the first two years, LGG Connect offers two types of membership, each with its own fee structure.
Strategic members have a voice in the General Assembly, allowing them to contribute to discussions and decisions.
Associated members are part of the association but do not hold decision-making power.
Each membership tier provides distinct benefits, accommodating both those who wish to take an active strategic role within LGG Connect and those who prefer to participate in activities without being directly involved in governance.
To ensure strategic members have a deep understanding of LGG’s operations and challenges, our bylaws require them to have a physical presence on-site. This allows them to stay closely connected to the realities of daily life at the airport and contribute meaningfully to its development.
Additionally, the two types of membership offer different advantages in terms of event participation, access to exclusive insights, and networking opportunities, allowing each member to tailor their level of engagement based on their needs and interests.
Broader media coverage intended
CFG: In the statement of principles, LGG Connect promises to engage with the cargo press to increase media coverage. As representatives of this media genre, we naturally welcome this ambition. At the same time, we wonder how it is to be implemented in practice. Please elaborate.
TW: Media coverage is a key priority for LGG Connect, especially as a newly established organization. Engaging with national and cargo media will be essential to increase our visibility, share our progress and highlight our initiatives within the industry.
Beyond press relations, we are also focusing on expanding our presence on social media, particularly LinkedIn, to reach a wider audience and foster engagement. Additionally, we are working on developing our website to serve as a central hub for information, resources and new member access.
We will further strengthen our visibility by participating in key national and international events, ensuring that LGG Connect establishes itself as a recognized and influential voice in the cargo industry.
CFG: Torsten, thank you for your time and input.
