Air China Cargo has increased its service between Glasgow Prestwick Airport and Chengdu Shuangliu International Airport to daily flights, up from four per week, with effect from 15MAR26. The expanded schedule significantly strengthens Scotland’s airfreight connectivity with southwestern China, a key gateway for regional and international trade. The route plays a vital role in supporting Scotland’s export economy, particularly for high-value goods such as salmon, seafood, and whisky – core commodities in the China–UK trade corridor. The increase in frequency underscores the growing demand for direct air cargo capacity between the two markets.
One Air China Cargo flight takes flight at Glasgow Prestwick Airport as another Boeing 777 Freighter waits for takeoff. Image: Glasgow Prestwick Airport
Glasgow Prestwick Airport’s continued cargo growth follows several milestones, including the recent handling of 25 million parcels at its Terminal E facility alongside partners Royal Mail and EVRi. This expansion has helped create more than 250 direct jobs locally. Prestwick’s contribution to strengthening UK–China trade was also recognized with the “China Welcome of the Year” award at the China Scotland Business Awards. Together with China Southern Air Logistics, which operates four weekly flights, Air China Cargo’s new schedule raises Prestwick’s total direct cargo connections to China to 15 services per week – supporting an estimated GBP 250 million in cross-border trade during 2026.
Ian Forgie, Chief Executive Officer, Glasgow Prestwick Airport, said: “The move to daily flights to Chengdu Shuangliu International Airport reflects the strength of demand for direct cargo connectivity between the UK and China. Prestwick is increasingly recognized by international carriers as a strategic cargo gateway linking the United Kingdom with key Chinese logistics hubs, enabling Scottish exporters to reach major regional markets quickly and reliably.”
Colin Dai, Regional Director, Asia, Glasgow Prestwick Airport, added: “Chengdu is one of the most important logistics hubs in western China, and a critical gateway into the southwestern regions of the country. Daily connectivity enables Scottish exporters to move premium products such as salmon, seafood, and whisky into China while also supporting faster and more reliable imports into Scotland from one of China’s most dynamic manufacturing regions.”
Messe München announced last week that this year’s transport logistic China and air cargo China will be a great deal larger than its predecessors. The event organizers have increased the exhibition space to meet the strong organic growth in demand. With over 600 company registrations already noted, the events are currently expected to attract circa 850 exhibitors. 794 companies exhibited in 2024. As a consequence, Messe München predicts around 40,000 visitors in 2026, which would be an increase of 4,000 on 2024. And the events are drawing a more diverse audience, too, since around 50 countries are expected in 2026. Two years ago, the countries numbered 42.
“Five country pavilions are currently planned, representing Germany, Singapore, Slovenia, Saudi Arabia and Turkey,” the release explains, emphasizing the growth particularly in the air cargo segment. “To meet rising demand, organizers are adding more hall space. Air cargo will extend beyond Hall W5 into Hall W4, and Hall W1 will be added to provide more exhibition space for the transport logistic segment. […] Hall W3 will present key focus areas including project cargo and tank container solutions, alongside more logistics service providers and forwarders. Hall W2 will center on rail logistics, highlighting the growing relevance of the China Europe Railway Express. Hall W1 will introduce a new focus on road transport and house a Truck Ecosystem Pavilion, organized by Messe Muenchen Shanghai together with G7 Connect to show the innovative future of road transportation. By integrating rail, road, air, sea and project cargo solutions under one roof, the event continues to strengthen its multimodal profile as a key business platform for the Asian logistics market.”
Dr. Robert Schönberger, Global Industry Lead at Messe München, concluded: “The strong exhibitor growth toward 2026 clearly reflects the market’s confidence in both the transport logistic China event and in China as a key logistics growth engine. Participation here means being close to one of the world’s most dynamic supply chain markets. With its clear focus on multimodal solutions and expanding international reach, the event has become a strategic platform for companies looking to unlock long-term opportunities in Asia.”
The city’s government has laid the groundwork for a comprehensive drone ecosystem – the first of its kind in Germany. The goal is to create a cross-industry network with a wide range of applications. Various types of unmanned aerial vehicles (UAVs) will be deployed in urban areas, depending on their specific task.
Most of HHLA Sky’s drone operations take place in the port area – credit: HHLA Sky
The city’s port features 43 kilometers of quay walls, many of which are over 100 years old, making them prone to damage and requiring extensive repair. This is an ongoing task that costs a lot of money and ties up resources. 2018 was the first year that drones were deployed to inspect quays, bridges and other port infrastructure or spot oil spills polluting the Elbe River. They proved successful.
HHLA pioneered the use of drones The driving force behind this drone-based monitoring program was HHLA Sky – a technology startup affiliated with the logistics company, Hamburger Hafen und Logistik AG (HHLA). Meanwhile, HHLA-operated drones perform three main tasks: delivery flights, monitoring and security missions. Cybersecurity has been a key consideration in the development of the project from the very beginning. Security mechanisms are designed to prevent unauthorized individuals or hackers from manipulating flight paths or taking control of drones and the sensor data they collect. The X4 drone used by HHLA Sky, a monitoring drone, collects data in security-critical industries. There are many such areas in the port, including the neighboring Airbus production plant, and the Lufthansa Technik headquarters and its many Maintenance, Repair and Overhaul (MRO) facilities at Hamburg Airport.
Remote drone control In contrast, the X25 drone from the manufacturer and HHLA Sky partner, Third Element Aviation, is suitable for last-mile surveillance. This so-called octocopter, powered by eight fans, has a range of 25 km and can carry loads weighing up to 10 kg per flight. A drone pilot, working remotely from a control desk, can maneuver multiple X25 drones simultaneously.
As the range of applications is growing and more drone providers are entering the market, the Hamburg city government has decided to coordinate the drone ecosystem by integrating it into its Urban Air Mobility (UAM) strategy. This was confirmed on Friday 20MAR26 by Melanie Leonhard, Senator for Economic Affairs, Labor, and Innovation: “Hamburg is set to become a European hub for urban air mobility – a place where new drone applications are developed, tested, and rapidly put into practice. With our strategy, we are creating the conditions for innovative technologies to be deployed safely and effectively in the city.”
The number of drones hovering over Hamburg’s port and infrastructure hotspots is likely to increase – photo: courtesy of Hamburg Aviation e.V.
UAM vision Her goal is to develop the city and the surrounding metropolitan region into an internationally recognized hub for UAM applications by 2030. The modes of use are wide-ranging: they include infrastructure inspections and express deliveries for logistics companies, supplies of aircraft parts for Airbus or Lufthansa Technik, medical transport from hospital to hospital, disaster response missions, and aerial support for public safety agencies and organizations such as the police and fire department.
A particular challenge is the complex and closely monitored airspace over Hamburg, which includes traffic at two airports. The new drone strategy addresses these conditions, while its implementation depends on two key prerequisites: public acceptance and the environmental compatibility of the new technology.
The Federal Aviation Authority (LBA), as responsible regulator, approved HHLA Sky’s drone flights years ago. The recently announced expansion of the program under the UAM scheme is unlikely to be derailed by government concerns or any bureaucratic hurdles.
Geopolitical crises have long exposed the aviation sector’s dependence on fossil fuel markets. Escalating tensions in the Middle East (one of the world’s most important oil-producing regions) regularly trigger volatility in jet fuel supply and pricing, creating immediate cost pressure for airlines and air cargo operators.
SAF is currently the best option to fly into a CO2-neutral future – Image: credit LHC
Against this backdrop, Sustainable Aviation Fuel (SAF) is increasingly discussed not only as a climate solution but also as a potential tool to diversify aviation’s fuel supply and reduce exposure to oil market shocks.
Fuel volatility remains a structural challenge Jet fuel is one of the largest operating costs for airlines and remains closely tied to global oil markets. Supply disruptions, refinery constraints or geopolitical tensions can quickly translate into rising fuel prices as seen in the past weeks. For the air cargo industry, where margins often fluctuate with global trade cycles, such volatility represents a structural challenge.
Industry observers are therefore discussing whether SAF could eventually contribute to greater price and supply stability. However, limited production volumes and significantly higher costs mean the influence on jet fuel markets remains marginal for now.
Unlike conventional jet fuel, SAF can be produced from a range of feedstocks including used cooking oils, agricultural residues or synthetic fuels based on renewable hydrogen and captured carbon. Because these supply chains are not directly linked to crude oil extraction, SAF could gradually help diversify aviation’s energy base in the long term.
Air cargo sector and SAF integration Several airlines and logistics providers have already started integrating SAF into their sustainability strategies. Lufthansa Cargo, for example, offers programs that allow freight customers to directly support the use of SAF within their logistics chains.
Through this ‘Sustainable Choice’ initiative, shippers can contribute to SAF usage and reduce the carbon footprint of their air freight shipments. At the same time, Lufthansa Cargo is expanding partnerships with logistics companies such as CEVA Logistics to secure SAF supply volumes and integrate them more systematically into cargo operations. Long-term agreements are seen as essential to create planning certainty in a market that is still developing.
Policy support remains crucial Industry associations emphasize that SAF market development will depend heavily on supportive regulatory frameworks.
The Aviation Initiative for Renewable Energy in Germany recently called for a coordinated European strategy to accelerate SAF deployment. According to the organization, aviation needs clear investment signals, stable regulatory targets and competitive production conditions to scale SAF supply.
One major policy driver is ReFuelEU Aviation, which introduces gradually increasing SAF blending quotas at European airports over the coming decades. These mandates are intended to stimulate demand and encourage investment in production capacity across Europe.
A long-term strategic role Despite growing political and industry momentum, SAF still represents only a small share of global aviation fuel consumption and remains significantly more expensive than fossil kerosene. Nevertheless, analysts argue that a future fuel mix combining conventional jet fuel, bio-based SAF and synthetic e-fuels could reduce aviation’s dependence on a single global commodity market.
For the air cargo industry, where fuel costs are a decisive factor, such diversification could eventually improve resilience during periods of geopolitical instability.
For now, SAF remains primarily a decarbonization pathway. Yet as production scales and supply chains mature, it could gradually contribute not only to aviation’s climate targets but also to greater long-term energy resilience for global air freight.
Each week, CargoForwarder Global’s ‘Spotlight On…’ examines a different area within the air cargo industry, showcasing the many, varied career paths it offers. In an industry that is literally constantly on the move and where its processes are ultimately dictated by set slot times and stringent safety regulations, it can be difficult to find the space to bring about change – and that is where a fresh set of outside eyes can help – combined with access to a wealth of industry experience, an extensive network of experts and a large mental library of best-practice examples. People who enable critical assessment, realistic goalsetting and, above all, can inspire and motivate employees to define and implement new ways of working. Chris Notter (CN), Independent Consultant, JCN Associates, is a prime example and this week shares his responsibilities, views, advice, and experience spanning almost half a century in this industry.
Creating the connection between strategy and reality. Image: EVA International Media
CFG: What is your current function and company? And what are your responsibilities?
CN: I operate as a business transformation and operational excellence partner across the air cargo and ground handling sector. My focus is simple: aligning People, Practices, and Performance through CARE and Calibrate.
I work with organizations that genuinely want to improve, not just through systems and outputs, but behavior, leadership capability, and accountability. That means: Resetting standards, defining clear Critical Role Expectations (CREs), building leadership capability at every level, embedding data-driven and measurable performance cultures, along with helping people be better than they thought they could be, and seeing that light in their eyes when they know how good they can be.
CFG: What does a normal day look like for you?
CN: There’s no ‘normal’, and that’s exactly the point and exactly why I enjoy every day as it comes.
Each day is a mix of: Challenging thinking at senior levels, coaching frontline leaders, reviewing operational reality vs reported performance, driving clarity where there is noise, identifying CARE coaches within businesses, and introducing Tactical Agility resilience capability within people who want to map out their future within this great industry of ours and help the next phase of leaders to realize their opportunities
One moment you’re in a boardroom discussing strategy quick impact critical actions, the next you’re on the warehouse floor or ramp asking: “Why is this really happening?”
That connection between strategy and reality is where the real work sits and the real satisfaction is generated. There is no greater time spent than ‘Feet on Ground’ with the people responsible for the outcomes and seeing the behavior and attitude of those on the front line delivering the core business.
CFG: How long have you been in the air cargo industry, and what brought you to it?
CN: I’ve spent decades in the industry, approaching 50 years. I fell into it through playing football and I thank John Dunn of Customs and Kieran Taylor of Lufthansa for a wonderful ride and brilliant experiences along the way. They kicked my life in logistics off and set me on my way.
What kept me here is People that I have met and worked with and the speed of change and opportunity. I have met some super stars and equally some wasters (I could slot a few other descriptive words in here but probably best not to at this point) and betwixt them both, I have a huge appreciation and respect for those hard-working genuinely good people who really are the engine of this wonderful industry, PEOPLE that CARE.
Air cargo doesn’t hide problems, it exposes them.
Time pressure, complexity, global dependency, it’s all real, every day, every shift.
What drew me in, and still drives me, is the opportunity to make a visible, measurable difference where it actually matters, the operation and the people running it, but especially by helping individuals realize their true capability and the opportunities that brings them and their families along the way. I remember many great managers who encouraged me and gave me opportunities and took a risk on supporting me, giving me opportunities to live and work abroad in so many countries and allowing me to meet and work with so many great people along the way.
CFG: What do you enjoy most about your job?
CN: Seeing people shift from confusion to clarity, and from capability to confidence.
When a team understands what’s expected, starts working together as one team and not silo self-promoting, takes ownership and appreciates the difficult challenges by working through them with the right attitude and behavior, as well as delivering results they didn’t think possible in a resilient and relevant way – that’s the reward. Not presentations. Not reports. Real behavioral change that drives real performance and can be measured along the ROI pathway.
CFG: Where do you see the greatest challenges in our industry?
CN: The biggest challenge is the growing disconnect between people and performance.
The “Alligator’s Mouth” is widening: It is where operational experts develop over time and experience, but do not get sufficient leadership development, and where academic or other industry recruitment is introduced without operational practical understanding.
At the same time, we’re over-relying on systems to fix what is fundamentally a people and leadership issue.
Until we invest properly in both sides, that gap will continue to drive inconsistency, frustration, and underperformance, and in some cases, conflict.
CFG: What advice would you give to people looking to get into the air cargo industry?
CN: Firstly, learn the operation properly. There is no shortcut for understanding how this industry really works.
Secondly, don’t just build technical skills. Invest early in effective Communication, decision-making under pressure – resilience and accountability and ownership. It is important to lead by example, not by directives or e-mail instructions.
Thirdly, seek environments that develop you, not just use you.
And lastly, always maintain your own standards and do so in a positive way by showing the best possible behavior and attitude, as with those two friends, you can achieve anything. Look and try and gain the support of someone with real experiences who has made mistakes and learned fast from the outcomes.
The industry doesn’t need more titles – it needs more capable, grounded leaders who understand both people and performance.
CFG: If the air cargo industry were a film/book, what would its title be?
CN: ‘Against the Clock: When Reality Meets Responsibility’
Because in this industry, the clock never stops, the pressure is constant and the truth always shows itself in the operation. The real story isn’t about cargo – it’s about people, decisions, and how we respond when it matters most.
The sequel would be ‘WHY NOT’
Thank you so much, Chris!
If you would like to share your personal air cargo story with our CargoForwarder Global readers, feel free to send your answers to the above questions to cargoforwarderglobal@kopfpilot.at We look forward to shining a spotlight on your job area, views, and experiences.
Until now, Atlas Air’s fleet has consisted exclusively of Boeing freighters – particularly the B747-400F and its successor, the B747-8F. However, this will change come 2029. That is when the U.S. lessor will receive the first of the 20 A350 freighters it recently commissioned – a jetliner that is still in development. The landmark order, which was announced on 17MAR26, includes an option for 20 additional units of this aircraft variant. With Atlas Air on board, Airbus is in a position to poach market share from Boeing. Neither party disclosed the value of the deal.
Deal done! CEO Michael Steen of Atlas Air and Airbus EVP Sales, Benoit de Saint-Exupéry – photos: courtesy Airbus
It is an ambitious undertaking. The European aircraft manufacturer, for whom building cargo aircraft only played a minor role for decades, aims to achieve a market share of more than 50% in the large freighter segment. The start of this journey has been somewhat rocky. Plans to build an A380 freighter were stopped in 2007, after FedEx. Emirates, UPS and lessor, ILFC, canceled their orders. Next attempt to step into the freighter market was the A330-200F which first took off in 2010. Yet only 38 units have been sold and delivered to date.
The odds for the A350F are good The latest candidate, the A350F, now appears to provide the necessary requirements to propel Airbus forward in the large freighter segment and position it ahead of Boeing. And the odds are good.
Atlas Air’s decision to buy 20 A350F aircraft demonstrates that this expectation is not unfounded. It is the largest order for this aircraft to date, placed by a single customer. The A350F promises 30% lower fuel consumption compared to previous variants, and it can transport 111 tons of payload nonstop over a distance of 8,700 km.
“Most modern and fuel-efficient large freighter,” Steen “We are proud to become the largest customer for the Airbus A350F, securing early delivery positions for this next generation widebody freighter platform,” Michael Steen, Chief Executive Officer, Atlas Air Worldwide, announced. The executive went on to say: “This order reflects our commitment to maintaining the industry’s most modern and fuel-efficient widebody freighter fleet to best serve existing and new customers worldwide. The A350F is a highly capable, reliable platform, with incremental payload and range benefits, and a strong sustainability profile. We are pleased to add Airbus and Rolls-Royce to our supplier base of leading aircraft and engine manufacturers, offering us optionality and supporting our global operations and continued growth.”
Fewer CO2 emissions The aircraft features the largest main deck cargo door in the industry, with fuselage length and capacity optimized around the industry’s standard pallets and containers. Over 70% of the airframe is made of advanced materials, resulting in a 46-ton lighter take-off weight than the competing derivative. The A350F is also the only freighter aircraft that will fully meet ICAO’s enhanced CO₂ emissions standards, coming into effect in 2027.
Atlas Air’s order comes amid a boom in the cargo sector. Global e-commerce growth and shifts in supply chains are driving airlines to invest in efficient fleets. Older aircraft are being phased out and replaced with new, more efficient, and less fuel-thirsty models. However, manufacturers are struggling to meet market demand with new aircraft in a timely manner, meaning that demand currently exceeds available supply.
Atlas Air’s fleet policy is becoming more versatile.
First Airbus freighter to fly in Atlas livery “We are excited to welcome Atlas Air Worldwide, a global leader of the air cargo industry, to the Airbus family,” said Lars Wagner, CEO Commercial Aircraft at Airbus. “Atlas Air’s selection of the latest generation A350F – the first in the U.S. – represents a pivotal moment, cementing the A350F’s position as the preferred true all new-generation freighter for the world’s most demanding cargo operators. We very much look forward to seeing it flying in Atlas’ colors.”
Toulouse Blagnac Airport is best known as a major Airbus aircraft production hub – particularly the wide-body models and freighter variants. Another production line is set to be added soon – initiated by local newcomer, AURA AERO. However, this will not happen in Blagnac, but at the nearby Toulouse-Francazal regional airport, a local hub for general aviation.
Image of ERA 3 – company courtesy
On Friday 20MAR26, the celebrations must have been in full swing at aircraft manufacturer AURA AERO. The reason: that was the day the company obtained the building permit to assemble AURA aircraft variants for short- and medium-haul ranges.
Advanced factory generation With 50,000 m² of industrial infrastructure, this new production site represents one of the most ambitious aerospace industrial hubs in France. Designed to meet the most demanding environmental and regulatory standards, the future AURA Factory “embodies a new generation of aerospace factories, focused on innovation, industrial performance, and environmental responsibility,” is stated in a press release. The building permit represents a significant step forward in the development of new, low-emission aircraft – not only for the company and the French aerospace sector, but also for France as a country, since the project is both a driving force and a symbol of France’s reindustrialization.
The project is backed by the European Commission’s Innovation Fund (EUR 95 million), a crucial strategic aid to support AURA AERO’s industrial growth and enable the transition to mass production of their low-carbon aircraft family.
Ultimately, the facility will generate USD 2 billion in revenue and create more than 1,600 direct jobs, making a significant contribution to the region’s economic vitality and the development of cutting-edge industrial expertise in the Occitanie region. This facility will strengthen the local aerospace ecosystem, while generating thousands of indirect jobs within the supply chain.
Dual industrial strategy and integrated production The forthcoming AURA Factory is designed to support AURA AERO’s dual industrial strategy, enabling the production of aircraft for both civil and military markets. This approach addresses the growing needs for sovereignty and industrial resilience, and strategic autonomy. The AURA Factory will mainly produce:
ERA, a hybrid-electric regional aircraft, available in a standard 19-seat version or an exclusive version (8 or 9 seats), as well as cargo or medical evacuation variants. The freighter version can accommodate 1.9 tons in its 21 m2 compartment. It is powered by hybrid-electric technology that reduces the environmental impact sharply compared to aircraft relying on fossil fuels.
Asked about the status of the aircraft, the Communications Department of AURO AERO said that the assembly of a first prototype began last year with the initial flight expected to take place in 2027. Certification is scheduled for 2029 followed by first deliveries in 2030.
The ERA project is complemented by a range of training and practice aircraft with aerobatic capabilities, designed for civilian and military flight schools.
Finally, a next-generation tactical MALE (Medium Altitude Long Endurance) drone designed for surveillance, intelligence, and operational support missions is also noted on AURO AERO’s to-do list.
The AURA Factory groundbreaking ceremony is scheduled for the second half of 2026, marking the official start of construction. The plant is expected to begin operations by 2028.
Executives of the shipping line, Hapag-Lloyd, and representatives of India’s Ministry of Ports, Shipping and Waterways (MoPSW), have signed a Letter of Intent (LOI) to deepen maritime cooperation and support the continued development of India’s shipping and logistics sector. The agreement, signed on Thursday 20MAR26, outlines areas of potential cooperation including ship reflagging, the development of sustainable ship recycling capacity, and strategic collaboration related to the enlargement of Vadhavan Port.
Come 2040, 23.2 million TEU will be processed at the port of Vadhavan annually, predicts the Masterplan – courtesy: Nehru Port Authority
Starting with the harbor: Vadhavan Port’s website underlines that it is the only deep-water port on India’s west coast. It has a draft of over 20 meters and is designed to handle super-large cargo ships, making it a key player in boosting India’s trade competitiveness. Nineteen months ago, on 30AUG24, the Nehru Port Authority, in the presence of Prime Minister Narendra Modi, unveiled a massive expansion program. According to the scheme, the port, located north of Mumbai, is expected to handle 23.2 million TEU annually by 2040. Official figures forecast the creation of 1.2 million new jobs and the involvement of private investors, who are expected to finance about half of the multi-billion-euro project.
Fast development of the infrastructure “India’s port and logistics infrastructure is developing at remarkable speed and scale,” said Dheeraj Bhatia, CEO of Hanseatic Global Terminals and member of the Hapag-Lloyd Executive Board, during his stay in Vadhavan. “Projects such as Vadhavan Port have the potential to significantly strengthen India’s role in global supply chains. We look forward to helping develop an efficient, future-ready port infrastructure in India.”
A key aspect of the LOI is the establishment and operation of a ship recycling ecosystemwith a capacity of 100 vessels. The scheme is aligned with the EU Ship Recycling Regulation (SRR), which is regarded as the leading global standard. The agreement also emphasizes the commitment to working closely together on the further expansion of the Port of Vadhavan.
Reflagging vessels In addition, according to the LOI, there are plans – though the timing has not yet been determined – to reflag up to four Hapag-Lloyd vessels under the Indian registry. However, any reflagging remains subject to further discussions, internal assessments, commercial considerations and applicable legal and regulatory requirements.
“India is one of the most important growth markets in global trade and a key strategic partner for Hapag-Lloyd,” Rolf Habben Jansen, CEO of Hapag-Lloyd, emphasized during his stay. “Through this Letter of Intent, we want to further strengthen our long-standing relationships with India and support the country’s ambitions to expand its maritime capabilities, enhance global connectivity, and advance sustainable shipping.”
Long-standing business relations In an overview, Hapag-Lloyd stresses the company’s close ties with India for many decades, connecting the country to global markets through dedicated liner services across a widespread worldwide network. Currently, it operates six dedicated liner services to and from India. There, the box carrier employs 2,800 people in 17 stations nationwide. Furthermore, Indians are one of the largest nationalities within Hapag-Lloyd. Also, since early 2023, Hapag-Lloyd holds a 40% stake in J M Baxi Ports & Logistics Limited (JMBPL), a leading private terminal and inland transport service provider in India. With the recently announced investment in Vadhavan Port, the Hamburg-headquartered shipping company is further solidifying its position as a key investor and partner in India’s maritime economy.
For the very first time since its inception, the Nordic Air Cargo Symposium will be held in a Baltic country. The timing is challenging. Due to the Putin regime’s ongoing attacks on Ukraine, the entire Baltic region has been partially cut off from intercontinental air traffic and has found itself on the periphery. Yet it is precisely this situation that should make it interesting for participants to hear from cargo executives in Latvia, Lithuania, and Estonia, about how they are coping with the situation and managing the freight business. CargoForwarder Global (CFG) spoke with the organizer, Lars-Gunnar Comen (LGC), from the Swedish agency, Euroavia Int’l, about the significance of the event and its key topics.
CFG: What motivated your agency, Euroavia Int’l, to run the event there?
LGC: Our Nordic event has been arranged since 2003 in Sweden, Norway and Denmark. After several conferences in Stockholm and Copenhagen, it was time to evaluate new options. The Baltic region is officially not part of Nordics or Scandinavia, but still closely linked to our region. After talks with RIX Riga Airport if they would like to host the event, we found that the airport company and other key players such as Baltic Cargo Hub, air Baltic Cargo, and Latvian Aviation Association were keen on welcoming us to Latvia. We are delighted to cooperate with such generous and committed host-partners. Furthermore, I believe that many delegates who have attended our Nordic conference would love to visit lovely Riga and learn more about current developments in the Baltics.
CFG: From a Central European perspective, the three Baltic countries are somewhat peripheral. Is this reflected in the number of registrations for the symposium?
LGC: We have to wait and see how many will participate in the end. Seems like numbers will be pretty much the same as previously. I very much look forward to welcoming new attendees from the three Baltic republics.
CFG: In addition to topics concerning latest developments in cargo, security issues will likely be more relevant than they were at previous symposia held by your agency. After all, the three Baltic countries border Russia, which is waging a hybrid war against Europe. Will speakers highlight the impact on air freight in the region and transport chains?
LGC: I do not think so in general. We have no security concerns related to the geographical location of the event. Still, it is not impossible at all that some speakers will highlight the new geopolitical landscape in the region and constrained operations conditions. Until the Russian war on Ukraine started, several airports in the region received a lot of air cargo coming from China, with the Russian Federation being the final destination. All these transit flows are now gone, of course. However, the Baltic airports can still attract certain air carriers due to their favorable location between east and west.
CFG: Representatives from leading Baltic airports will attend the trade show. Would you agree if I say that this will give participants exclusive firsthand information on what consequences the closure of Russian airspace by Western countries in response to the attack on Ukraine has for the Baltic aviation landscape and the region’s cargo industry?
LGC: Sure. Conference participants will receive a lot of exclusive information from coming to the Nordic Air Cargo Symposium 2026. Still, I have to point out that only one session will be dedicated to the Baltic region. All others will deal with important market trends for the Nordic air logistics community and the European perspective in general, including Norwegian seafood, pharma, e-commerce, etc.
CFG: Looking at the program, the panel ‘Focus Baltic Air Cargo Market’ with five local experts, stands out in our view. Is our perception correct?
LGC: We will, in total, have six speakers on the Baltic Air Cargo Market. The three CEOs of the capitals’ airports Tallinn, Riga, and Vilnius, plus three speakers from commercial key players; Ospentos International, air Baltic Cargo, and Strike Aviation Group. They will assess market trends, outlook, and coming infrastructure developments in the region.
CFG: And finally: Has it already been decided where and when exactly the Nordic Air Cargo Symposium will take place in 2027?
LGC: No!
Attention, please note:
An individual named John who operates with a gmail address, has repeatedly attempted to sell what he claims to be the full contact information database of all Visitors & Attendees list of the upcoming Nordic Air Cargo Symposium 2026 in APR26. CargoForwarder Global was also approached and immediately informed Euroavia Int’l, who confirmed that this is an entirely false assertation and a scam. Please block and report any such mails as scam to your provider.
Cargo terminals are evolving into digitally connected performance nodes within airline and forwarder networks. Simultaneously, cargo terminals are facing increasing labor constraints and growing process complexity. This puts pressure on airlines that tend to channel freight flows through fewer, high-intensity hubs, as those hubs must deliver predictable performance under volatile conditions.
Given this structural shift, Lödige Industries has introduced Cargo Direct, a new software module designed to optimize workflows and capacity utilization. This is achieved by intelligently linking air waybill (AWB) data with all available terminal resources in real time. The tool helps freight terminals to increase the throughput since it reduces unnecessary movements and synchronizes handling processes based on given shipment priorities. Lödige claims that Cargo Direct, once implemented and utilized, streamlines container and pallet flows and leads to significant efficiency gains without the need to enlarge existing ground infrastructure.
Lödige’ s Cargo Direct solution lifts terminal automation to the next level – picture: Courtesy Lödige
Closing a gap
“Digitalization in air cargo must go beyond data visibility,” notes Philippe De Backer, CEO of Lödige Industries.“The real opportunity lies in intelligent, real-time operational orchestration – where shipment data, equipment and resources are managed as one coordinated system. By closing the gap between equipment automation and true process automation, Cargo Direct helps terminals deliver consistent, repeatable operational throughput while supporting hub connectivity and schedule resilience.” Historically, large-scale automated terminals have often struggled to match the operational transparency and responsiveness of smaller facilities. By introducing structured, system-guided process automation, Cargo Direct enables large hubs to deliver visibility and control traditionally associated with smaller terminals – but at significantly higher scale. According to Lödige, using a hand-held scanner connected to WiFi or 5G, its software identifies every single cargo unit, whether ULD, in-house pallet or individual package. Based on the scanned data, Cargo Direct automatically directs cargo to its next optimal position such as storage location, inspection station, X-ray screening or build-up workstation. User interaction is reduced to a structured ‘scan-and-confirm’ workflow, while exceptions such as damaged cargo or partial shipments are managed within the system logic.
One size fits all
Intelligent orchestration of shipment flows within a warehouse delivers consistent, repeatable operational throughput while equipment automation increases mechanical performance. Cargo Direct consolidates shipment data, special handling codes, terminal layout, equipment availability and personnel resources into a single, continuously updated activity plan. Instead of merely recording user actions, the system actively determines and instructs the next optimal process step for each cargo unit.
Process automation
Landside processes benefit from early door and gate assignment based on shipment content, layout constraints and operational priorities. Additional data sources, such as volume and weight information captured via smart gates with 3D scanning, can be integrated to improve ULD build-up density and increase overall terminal capacity. This process-automation approach increases throughput per square meter, per automated machine and per man-day of labor – transforming scale from a complexity driver into a performance advantage. Despite widespread equipment automation across the industry, many terminals still rely heavily on manual decision-making and individual experience. Lödige claims that Cargo Direct closes the gap between mechanical automation and true process automation, reducing operational variability and strengthening predictability at hub level.
