The name of the new platform is not “come to Daddy”, but www.komm-zu-dokasch.com, and is intended to catch the interest of regional specialists with the knowledge to manufacture and repair air freight containers, as well as attract mechatronics engineers, electricians and fitters, and administrative specialists. Those looking for apprenticeships are also well-served with the new platform. The new website offers insights into what it is like to work at DoKaSch.
From left: Martin Kraemer (VP Sales & Marketing), Monika Heinz (Mgr Human Resources), Dr. Stefanie Dommermuth (Management) and Anna Quirmbach – all DoKaSch, company courtesy
The new website complements the company’s other social media channels such as LinkedIn, Instagram and Facebook.
Dr. Stefanie Dommermuth, Managing Partner at DoKaSch, said: “Like many medium-sized companies, we see a major challenge in the search for skilled workers. Our group of companies and the air freight and logistics sector are secure and exciting areas to work in. We want to communicate this even more actively on the job market.”
Martin Kraemer, Vice President Sales and Marketing, explained: “We have included many channels in order to make it really convenient for the target groups and offer an authentic presentation of our company and our day-to-day work. We invite people to get to know our company and the aviation, air freight and logistics sector. These are exciting and future-oriented topics with secure and responsible jobs and apprenticeships.”
Jonas van Stekelenburg, Chief Executive Officer (CEO), Maastricht Aachen Airport – credit: MST
Pardon the pun, but since this growth of a staggering 270% year-on-year increase relates to trucked cargo, it was too good to pass up on. The Netherlands’ second largest cargo hub suffered a year-on-year flown freight downturn last year, because of a crucial runway upgrade: the runway strip will be extended to 2,750 meters by the end of 2025, to the investment value of EUR 35.3 million. The press release revealed that the incredible trucking result had offset the flown cargo downturn: “Trucked freight increased from 11,120 metric tons to 31,056 metric tons in January 2023 to December 2023, while flown freight was down from 108,218 metric tons to 32,275 metric tons for the same period.” A stark contrast to the 70% dip in flown cargo volumes in 2023, when compared to 2022. As a regional cargo airport, CEO van Stekelenburg was of the opinion that it suffered more from the cargo fluctuation than hub airports, but also that – since air cargo volumes began to pick up again at the end of last year – 2024 should see a good recovery. MAA’s trucking success is down to the airport providing fulfilment services such as repacking, sorting, or Customs handling.
In related news, MAA newly appointed a new Head of Commercial Development: Dean Boljuncic. His responsibilities include the launch of a Regional Cargo Community supported by Air Cargo Netherlands. The latter has a branch in Maastricht since DEC23.
Jonas van Stekelenburg, Chief Executive Officer (CEO), MAA, stated: “MAA’s strategy to focus on and improve trucked freight volumes was, in part, a response to the impact the improvements on our runway were and are sure to bring about. The fantastic team at MAA managed to significantly offset the drop off in flown cargo volumes brought about by MAA’s runway improvement project and we are now well positioned to get flown cargo volumes back to 2022 levels and well beyond. The focus on the restructuring of MAA from Board level downwards throughout 2023, has made way for a keen focus on the development of its wider commercial activities. MAA’s newly launched Commercial Department in November last year as part of its overall growth strategy, has already led to key discussions taking place with various airlines for 2024 and beyond.”
After 9 years at the helm of ACL Airshop, Steve Townes will be stepping down and into an advisory role as Vice Chairman, instead. Air cargo veteran, Bernhard Kindelbacher, will succeed him as ACL Airshop’s new CEO.
Kindelbacher will succeed Townes as ACL Airshop CEO – Image: ACL Airshop
Kindelbacher joins ACL Airshop from Lufthansa Cargo, where he held a broad range of executive positions over the course of 34 years. Among them: Managing Director for cargo operations in the USA and Canada, Senior Vice President Strategy & Business Development, and Senior Vice President Network, Product & Marketing. He has also served on the board of Cargo Network Services Corp, and International Cargo Center Shenzhen. His achievements include transformational projects such as the launch of the time-definite services at Lufthansa Cargo, fleet rollover initiation to Boeing 777, and designing and implementing the airline’s first cargo joint ventures with All Nippon Airways, United Cargo and Cathay Pacific, for example.
Bernhard Kindelbacher had this to say about his new role: “ACL Airshop is a successful worldwide entrepreneurial team of air cargo and logistics experts with a strong high-performance culture. I am delighted to join this professional enterprise, to lead it forward in its next stage of growth and strategic development. We will build momentum and take very good care of our customers and our employees. I am very happy to become part of the ACL Airshop team.”
Townes’ comment on the company’s new CEO was: “Bernhard is the right leader for this next chapter of ACL Airshop, with deep professional roots and impeccable expertise in the global air cargo sector.”
Tropical fruits, salmon, asparagus, flowers, vegetables and similar temperature critical products contribute between 15% to 20% to the freight carrier’s overall sales, depending on the season. The most important target market is the USA, where the carrier operates a cargo hub in Miami. It is the largest hub next to its home bases, Santiago de Chile and Sao Paulo Guarulhos. This is followed by Europe with nine weekly services operated by B767 freighters and numerous passenger flights to 8 different destinations.
And that’s not all, an additional route – Bogotá-Madrid – will be offered to travelers and cargo clients as of JUL24. It will be served daily by Boeing 787 passenger aircraft, Claudio Torres Faini, Director Commercial South America, LATAM Cargo, announced to CargoForwarder Global during a one-one meeting at the airline’s stand at Fruit Logistica.
Manager Claudio Torre announced to CargoForwarder exclusively the upcoming LATAM Cargo rotations Bogotá–Madrid – all images: CFG / hs
Network expansion in Central America He pointed out that LATAM Cargo had concentrated on expanding its network in the Caribbeans and Central American region in the past year. Since then, the Dominican Republic and the Cayman Islands have been added to its freighter network, as have Guatemala, Costa Rica, Panama, and El Salvador.
These Central American and Caribbean markets are particularly interesting for the transportation of fresh produce grown and harvested there. All shipments from this region are consolidated at LATAM Cargo’s Miami hub and transferred to onward flights. With the expansion of the network in this region, LATAM Cargo is entering into direct competition with its U.S. peer, Amerijet, which also offers customers a dense freighter network there.
B767F fits the network best Referring to the uniform fleet of now 21 freighters, which consist of a mix of production freighters and B2F conversions, manager Torres emphasizes that this type of aircraft fits the carrier’s network perfectly. The aircraft can transport between 60 and 65 metric tons per take-off, a quantity that minimizes economic risks. In terms of range, the B767F can easily cross the North Atlantic on all east- and westbound routes.
Latin American exhibitors were strongly represented at the trade fair
Come Valentine’s Day, the volumes surge The paramount importance of perishables for LATAM Cargo is demonstrated each consecutive year during Valentine’s Day season, with the latest one running from 18JAN24 to 07FEB24. Within these 3 weeks, the carrier conducted approximately 418 takeoffs from Quito, Bogotá, and Medellín, doubling the regular frequencies from Colombia and Ecuador to deliver flowers to the United States and Europe. This marked a 36% increase compared to a similar timeframe in 2023, states a press release.
Committed to sustainability
In addition to its fleet policy, network and product strategies, Claudio Torres pointed out another focus of his airline: Sustainability. It is based on three main pillars: Shared value, benefitting communities served by leveraging their standard of living; handling resources in a circular economy by eliminating single use of plastics, for instance; and finally, boosting SAF fuel consumption to up to 5 % until 2030. On this subject, LATAM Cargo’s management gives preference to Sustainable Aviation Fuel produced in Latin America. In line with most IATA member airlines, the carrier has committed to reach the net zero target by 2050.
Or else they taste like soup without salt. The Switzerland-headquartered logistics giant claims to be the global market leader in perishable transports, in both air and ocean. The product range comprises of fruit, vegetables, flowers, seafood, dairy, and meet. Of its 80,000 employees, based at almost 1,300 sites in close to 100 countries around 1,400 are dedicated fresh produce experts. And this network of stations and headcount, managing the supplies from beginning to end, is constantly growing through both organic and M+A activities.
K+N’s end-to-end controlled network sets the agent apart from its competitors, claims Quint Wilken
Impressive figures, indeed. They are rounded off by 33 Fresh Chain attested stations K+N runs all over the globe, covering about 85% of the company’s perishable volumes, states Joacim Zetterdahl, Global Air Logistics Communications Manager.
One of the company’s leading representatives for the global perishables biz – even if he would probably reject this rating – is Quint Wilken. Unlike his Swedish colleague Zetterdahl, the Global Perishables Development Director Air Logistics is not based at the K+N headquarters in Schindellegi, Switzerland, but in Amsterdam, a center for fresh produce. This is where all the threats of the company’s perishables division come together.
“Densely knit network is our USP” When asked, what sets K+N apart from its competitors when it comes to fresh produce, Wilken’s states: “Our end-to-end controlled network, enabled and supported by a large number of warehouses and handling facilities operating at a multitude of airports, which ensure timely flows and minimize cool chain interruptions.” He also sees the preferred carrier concept as a logistics advantage, allowing for long-term capacity agreements and continued air transportation reliability. The perishables package is rounded off by key sub-hubs, which K+N runs in London Heathrow and Amsterdam as well as in Kenya (Nairobi) and Colombia (Bogota), two important countries of origin.
Belly beats main deck The acquisition of Morgan Cargo, founded in Johannesburg in 1993 and based at OR Tambo Airport, has recently added offices in Kenya, the Netherlands, Spain, and the UK to the global K+N network, in addition to existing stations within South Africa.
Most of K+N’s fresh produce is transported in the lower deck compartments of passenger jetliners. They serve significantly more routes than cargo aircraft and their flight schedules are denser in comparison. Both aspects are of paramount importance for the fast delivery of fresh produce to market.
Team Senegal informed visitors to their stand about the wide variety of products typical of their country.
Touching supply chain issues and current distortions, the manager points to the shelling of merchant ships in the Red Sea by the Yemeni Houthi regime. This has caused a palpable shift from ocean to air, he observed. To minimize risks, many box carriers avoid crossing the Suez Canal but circumvent Africa instead on their way from India or Vietnam to Europe or back. The route via Cape Town delays maritime transports by between one week and around 10 days, causes more CO2 emissions and ups the rates charged. But it’s a safe alternative to avoid being hit by grenades and risking the life of seafarers. Although the refrigerated products are stowed in reefers during their maritime journey to ensure constant temperatures, the ‘time to market’ aspect plays a major role, indicates manager Wilken.
Air beats sea This was confirmed by various experts at the Fruit Logistica trade fair who indicated some quality differences of products transported by vessels or aircraft. They spoke of “slight taste differences” because shipments traveling by sea tend to ripen during transportation, even if stowed in reefers at low temperatures. Consequently, they risk losing some of their freshness and natural succulence.
Supposedly, most of the tomatoes, apples, bananas, cabbages, avocados and alike natural foodstuff presented by exhibitors at the Fruit Logistica trade fare were flown to Berlin in the holds of passenger aircraft. Because not only did they look fresh and juicy, but they also tasted great. A fact the author was able to test personally.
… states Oliver Blum (OB), Head of Airmail, Courier, and Perishables Handling. The carrier moves between 80,000 and 100,000 tons of fresh produce annually in the bellies of the airline’s passenger fleet and the main decks of its own B777 freighters. This corresponds to around 8% of the total volume processed by the airline, states the manager.
In a one-to-one meeting with CargoForwarder Global at the trade show, the expert illustrated the special challenges this product poses for the transportation industry.
His name says it all: Blum means flower – all pictures: CFG / hs
OB: At Lufthansa Cargo, fruit and vegetables account for between 45% and 50% of perishables flown by us, followed by flowers, meat and maritime items, and some typical seasonal products such as strawberries, mangoes, and papayas.
Especially for the African continent, but also for some Latin American countries, the cultivation and export of fresh produce is essential. They are the backbone of the local economy, providing employment and enable the influx of foreign currency.
CFG: Why are these products so extremely demanding while traveling from field to table?
OB: Literally every hour counts during transportation, to ensure product quality. Even the smallest mishandling can mean that an entire consignment, such as seafood, can no longer be sold. When a shipment of fresh produce arrives, we immediately check the conditions the goods are in and inform the customer. If there are temperature deviations, we inform the consignee right away. In case the goods need to be cooled down, we place them in a cooler, provided the customer okays this step. Afterwards, they are loaded on board a thermos truck that ensures a constant climate throughout its journey. Particularly London and Birmingham are special routes we serve, driven by the demand of local consumers.
CFG: Their hunger must be immense because during the high season of certain products, mostly in November and December, between 50 and 80 trucks cross the Channel on your behalf every week. Can you confirm this?
The trade show offered plenty of space and opportunities for networking
OB: This figure is correct. But don’t forget that we also serve many other routes. To secure product integrity all along the way, we collaborate with hand-picked trucking firms. In this context, I would particularly like to highlight the performance of road feeder service provider, Wallenborn, from Luxembourg, with whom we have been working with since JUL23. Result: Wallenborn manages the entire supply chain extremely professionally, combined with excellent communication skills.
The documentary part of onforwarding we have handed over to Sotracom. It is a Paris-headquartered neutral agent, operating from its German base in Frankfurt. Sotracom is also highly professional and extremely reliable. This is proven by data delivered by warehouses in the UK. These freight terminals allocate slots to truckers for the arrival and acceptance of incoming shipments. More than 90% of trucks running on our behalf meet their time frame, warehouse stats evidence. This happens day in, day out, despite occasional waiting times at Dover, caused by customs clearance procedures or harsh weather conditions.
CFG: How many members belong to your fresh logistics team responsible for securing the fast throughput of this extremely temperature and time critical produce family, and for removing any obstacles that may pop up?
This Vietnamese lady did not belong to the Lufthansa Cargo team but she enjoyed the exhibition anyway
OB: Our team consists of seven members. We generally work in shifts from 06:00 in the morning until 22:00 in the evening. For specific time-critical consignments or occasionally extremely high volumes, we also work all around the clock. Of particular importance to customers is that members of our team are always available during working hours. I would like to emphasize that we don’t just do a job, we feel morally obliged to guarantee the product integrity of the food. The fact that almost a third of all fresh produce ends up in garbage cans instead of landing on the consumer’s table is a huge scandal. So, engaging in the perishables business is for me, personally, and also my colleagues, a question of passion and moral stewardship.
They were taken out of operation after tiny cracks were discovered in the aft section of both P2F converted jetliners. One of the aircraft should have been repaired and been back in the air by now. Asked by CargoForwarder Global about the reason for the delay, Lufthansa Cargo spokeswoman, Katharina Stegmann, said that “minor technical anomalies” were discovered on the aircraft during inspection. As an example, she cited the pane of a cockpit window that needed to be replaced. However, this has not yet been done due to delivery problems. The replacement part is now on its way and will be installed immediately after arrival. So, the freighter will return to service in the coming days, she said. Further information on the repair status of the other A321F was not provided.
The air cargo industry is a crucial element in the running of the global economy, yet is often completely taken for granted – an unseen understudy in an aviation industry dominated by passenger travel. Likewise, the wealth of career opportunities across the air cargo industry remains invisible to the public eye. CargoForwarder Global’s ‘Spotlight On…’ series aims to highlight the many different functions involved in ensuring that cargo flies from A to B safely, efficiently, and on time. And we want to get to know the people behind the job title: what brings them to our industry, and what advice do they have for those considering a career in air cargo.
First up is Paula Astudillo (PA), Service Delivery Manager at CHAMP Cargosystems S.A.
Ensuring that air cargo IT systems run smoothly. Image: Paula Astudillo
CFG: What is your current function? And what are your responsibilities?
PA: As a service delivery manager, I am responsible for ensuring that our customers’ business needs are met by our IT solutions. I coordinate the delivery of support and change requests, monitor the performance and quality of our services, and manage the relationship with each of the customers assigned to me. I also provide feedback and suggestions to our product development team, based on the customers’ feedback and expectations.
CFG: What does a normal day look like for you? Or is there such a thing?
PA: There is no such thing as a normal day for me, as every day is different and brings new challenges and opportunities. I usually start my day by checking my emails and messages and prioritizing the most urgent and important tasks. I then have a series of meetings and calls with customers, support teams, project managers, and developers, to discuss the status of ongoing issues, requests, and projects. I also have to prepare and review reports, contracts, and invoices, and ensure that they are accurate and timely. I often have to deal with unexpected situations, such as system failures, customer complaints, or changing requirements, and I have to find solutions and communicate them effectively to all the stakeholders involved. I end my day by updating my records, documenting my actions, and planning for the next day.
CFG: How long have you been in the air cargo industry, and what brought you to it?
PA: I have been in the air cargo industry for 22 years, and I love it. I started my career as a cargo agent, working in the field and handling the physical aspects of cargo operations, such as loading, unloading, labeling, scanning, and tracking. I learned a lot about the processes and regulations of the industry, and I enjoyed the hands-on and fast-paced nature of the job. After five years, I decided to switch to the IT side of the industry, and I joined CHAMP Cargosystems as a support analyst. I was in charge of providing technical assistance and troubleshooting to customers who used our software solutions. I gained a lot of knowledge and skills in IT, and I also improved my communication and customer service abilities. I gradually progressed to more senior roles, such as business analyst, project manager, and product manager, until I became a service delivery manager four years ago.
CFG: What do you enjoy most about your job?
PA: What I enjoy most about my job is the close contact with each of the customers I work with. I have the opportunity to understand their business needs, their challenges, their goals, and their feedback. I also have the chance to build trust and rapport with them, and to deliver value and satisfaction to them. I like the fact that every customer is different, and that I have to adapt to their specific requirements and expectations. I also enjoy the fact that every day is new, and that I have to face and overcome various challenges and problems. I find my job rewarding and stimulating, and I never get bored.
CFG: Where do you see the greatest challenges in our industry?
PA: The greatest challenges I see in the air cargo industry are related to modernizing processes and being more conscious with the environment when making choices. The air cargo industry is still largely dependent on paper-based and manual processes, which are inefficient, costly, and prone to errors. There is a need to adopt more digital and automated solutions, such as electronic air waybills, cargo tracking systems, and smart sensors, to improve the speed, accuracy, and visibility of cargo operations. However, this also requires a lot of investment, training, and collaboration among the various stakeholders in the industry, such as airlines, freight forwarders, ground handlers, customs, and regulators. Another challenge is to reduce the environmental impact of the air cargo industry, which is one of the main sources of greenhouse gas emissions and noise pollution.
CFG: What advice would you give to people looking to get into the air cargo industry? Any particular training they should aim for?
PA: My advice for anyone who wants to get into the air cargo industry is to have a boot camp in the field, as this will give them a complete insight of the hard work of every person participating in the process. The air cargo industry is not only about moving goods from one place to another, but also about ensuring the safety, security, quality, and compliance of the cargo, as well as the satisfaction of the customers. The field experience will help them to appreciate the complexity and diversity of the industry, and to develop the skills and knowledge that are essential for any role in the sector. The air cargo industry is an amazing opportunity to grow and learn every day, and to be part of a global and dynamic network that connects people and businesses around the world.
CFG: If the air cargo industry were a film/book, what would its title be?
PA: If the air cargo industry were a film/book, I would suggest the title “Hidden Figures”.
This movie/book reflects the fact that the air cargo industry is often overlooked and underestimated, but it is a vital and powerful force that supports the economy, the society, and the environment.
The air cargo industry is responsible for transporting a large and diverse range of goods, such as medicines, vaccines, food, flowers, animals, machinery, and e-commerce products, that are essential for the well-being and development of people and businesses around the world. The air cargo industry is also a force for innovation and change, as it constantly adapts to the evolving needs and expectations of the customers, the market, and the planet. The air cargo industry is a force that moves the world, and that deserves more recognition and appreciation.
Thank you for your insights, Paula!
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.
The management of the Belgian Airport has decided to increasingly address freight forwarders, encouraging them to open up on-site stations at Liège (LGG). More agents will result in greater tonnage figures and an upward business trend; that is the intention behind this initiative. At the same time, the airport intends to attract further cargo carriers. In 2023, LGG welcomed seven new freight airlines. In 2024, further scheduled freight airlines are noted on LGG’s shopping list.
‘Own controlled capacity’ is the message increasingly being spread to freight forwarders by Liège’s Cargo Sales Chief, Torsten Wefers, and his commercial team. By promoting the advantages offered by a physical presence in Liège, they intend to attract newcomers. So far, this has been a highly successful campaign, as shown by the total number of 50+ forwarders and logisticians that have settled in Liège. These include big boys like DHL GF, DSV, Kuehne+Nagel, Geodis, Bolloré, Ceva Logistics or Nippon Express, but also medium-sized companies such as Germany-headquartered Röhlig Logistics and Swiss Fracht AG, which have just established their own offices at LGG.
Laurent Jossart heads Liège Airport since 01DEC21 – Courtesy: LGG
Promo tours “Thanks to the European and intercontinental networks of freight forwarders, our cargo throughput will be further increased,” is the core statement exclaimed byairport boss, Laurent Jossart. He points out that there is no shortage of space for newcomers or existing customers willing to enlarge their handling facilities or move into new offices. The executive reminds that, based on its ‘Vision 2040’ masterplan, in the next years, new first line warehouses of 40,000 m² and an additional 400,000 m² second line facility will go into operation in Liège’s future Cargo City’s West and North/East parts. This message is spread at various promotion events taking place in all major European air cargo markets, including Amsterdam and Frankfurt. “We want to significantly increase our throughput, particularly our export volumes, by gaining market share from other airports,” Torsten Wefers frankly admits.
AMS slot cuts could play into LGG’s hands At Schiphol Airport (AMS), the LGG management organized a ‘Flower Breakfast’ for the Dutch flower logistics industry. Supported by its local GHA-partners, the LGG airport community presented its recent and future set-up for fresh products, illustrated the merits of running a station at Liège, but also asked the Dutch experts for honest feedback on how to further improve the Walloon Airport’s own infrastructure and services.
A very targeted approach because Amsterdam still is the European ‘capital for flowers and perishables’, but future slot cuts might hit carriers directly, warns the Air Cargo Netherlands association. After all, there is nothing the freight industry dislikes more than operational insecurity.
Against this background, it is understandable that Liège organizes events like the one mentioned right on Schiphol’s doorstep, referencing the fast-growing turnover of fresh produce at its own site.
LGG’s next promotional events will target the huge German air cargo market. There, forwarders and shippers will hear from Wefers’ sales team about LGG’s unique cargo-only approach based on unrestricted & full flexible 24/7 operations and its capacities and services which sharply contrast the increasing restrictions and lack of capacities at German cargo hubs. The executive adds to this that Liège is just a short truck ride away.
From coal to cargo As far as cargo is concerned, Liège Airport is a latecomer. The airport has only been focusing on the container, pallet, and parcel business for roughly two decades. The local freight business was kissed awake – at least indirectly – by the structural changes to the economy in Belgian’s Walloon province. Even until the early 2000s, the region was characterized by coal, steel, and heavy industry. Meanwhile, it is a prime address for life sciences, logistics, mechanical engineering, aerospace, and environmental technology.
Dire times seem to be over This structural change makes the airport attractive for the cargo business, along with its round-the-clock operating license which was renewed in early 2023 to at least 2040. Strengthening the cargo business is key to the management, which points out that new market entrants are offered both abundant free slots and handling capacities. The throughput of around one million tons in 2023 is proof of this focus despite contracting volumes (-11%) year-on-year, suffered similarly by most European cargo hubs. In Liège’s specific case, freight throughput was heavily impacted by the move of FedEx (former TNT-hub) flights to Paris CDG, and the complete disappearance of AirBridgeCargo’s LGG-hub following Western sanctions against Russia following Putin’s war on Ukraine.
However, the dire tonnage times seem to be over since volumes have started picking up again since the end of 2023.
Asked about the names of the potential new cargo carriers the airport expects to welcome in 2024, Torsten Wefers remains tight-lipped. “Final discussions are ongoing, but I will be able to tell more to you in early summer, including the total tonnage we expect to process by the end of this year.”
DHL Global Forwarding is literally building and driving towards a greener future. The company released three press releases this week, all with very different, tangible sustainability efforts: the construction of a new air cargo center at Frankfurt Airport, a joint venture launch together with Saudi Arabia’s Aramco, and lastly, a (second) truck called Paul.
Anke Giesen, Exec. Dir. Retail & Real Estate, Fraport AG, and Tobias Schmidt, CEO, DHL GF Europe. Image: DHL
But first to the reasons behind the smiles in this article’s image. Anke Giesen, Executive Director Retail and Real Estate at Fraport AG (owner and operator of Frankfurt Airport) and Tobias Schmidt, CEO of DHL Global Forwarding Europe, are pictured at the historic moment: officially breaking the ground at Frankfurt Airport and triggering the start of construction of a new air cargo center in CargoCity South, that is planned to go into operation in around 12 months’ time – i.e. mid-2025.
Anke Giesen announced: “Today’s groundbreaking of this first-class air cargo center is part of the continuous development of Frankfurt Airport as Europe’s leading air freight hub. This building will meet the strictest ecological and economic requirements for modern freight handling facilities. As such, it will put our future tenant, DHL Global Forwarding, in the best position to take its air freight business to the next level. The realization of this complex project is also a testament to the extraordinarily broad portfolio and proven expertise of Fraport’s real estate development team.”
Expanding and modernizing Tobias Schmidt, CEO of DHL Global Forwarding Europe, said: “Located in the heart of Europe, Frankfurt Airport is of central importance as an international hub for our global air freight network. We’re very pleased that we were able to develop a larger, more sustainable site in close cooperation with Fraport. The newly created space will enable us to handle greater transport volumes for our customers even more quickly and efficiently.”
Already its largest German air freight facility, DHL GF’s newest site at CargoCity South, close to Airport Gate 31, measures around 55,000 m². The building which is being constructed according to sustainable standards, is designed to include c. 24,500 m² of warehouse space along with 3,000 m² of flexible office space and social areas. 25 truck parking spaces, 185 car spaces, 54 gates and cross-docks and well laid out driving and shunting areas complete the planned construction. DHL GF “will primarily handle air freight for its German and international customers and manage charter flights with its in-house service provider StarBroker. The new cargo center and office complex will partly supplement the existing airport location, and offers not just additional transshipment space, but also room for the new StarBroker European headquarters of DHL Global Forwarding,” the release concludes.
ASMO is a joint venture with Aramco Saudi Arabia’s leading integrated energy and chemicals company, Aramco, has partnered with DHL Supply Chain to form a joint venture company: ASMO. This stands for ‘Advanced Supply Management Operations’ and is a new Procurement and Logistics Services Hub in Saudi Arabia which aims to increase efficiency in energy, chemical and industrial supply chains. It will deploy digital technologies, using Artificial Intelligence (AI), Data Analytics, and Blockchain, and benefit from automation and collaborative robotics, all aiming at creating sustainable processes and driving circular economy practices. ASMO will connect suppliers and customers through a brokerage model, reducing the need for inventory holding and reducing costs, and optimizing cost savings, procurement, and logistics.
ASMO statements Salem Al Huraish, Chairman of ASMO, stated: “We have formed ASMO, with the vision to establish sustainable solutions for the modern supply chain challenges we all face. […] we are intent on creating value by driving efficiencies and enhancing the reliability of supplies, making them less vulnerable to disruptions, while focusing on sustainability and lowering carbon emissions.”
Wail Al Jaafari, Aramco Executive Vice President of Technical Services, commented: “ASMO will not only work on advancing the economic interests of Aramco and DHL, but it plans to also help accelerate growth across the industrial sector of Saudi Arabia and the MENA region while supporting the Kingdom’s 2030 vision of becoming a global logistics hub.”
Oscar de Bok, DHL Supply Chain CEO, explained: “By uniting the expertise of DHL Supply Chain and Aramco in this new joint venture, we aim to break free from traditional procurement and logistics constraints, responding to the evolving dynamics of global supply chains. ASMO is the region’s first hub providing a comprehensive and integrated end-to-end supply chain service offering for businesses in the energy, chemical and industrial sectors. ASMO plans to redefine the way these companies will procure, store and transport goods and services within, to and from Saudi Arabia and the wider MENA region, seeking to drive efficiencies, cost savings and economies of scale.”
A (second) truck called Paul To date, DHL Freight operates around 150 ‘green’ vehicles across Germany. The mix of battery-electric vehicles for local transport and bio-CNG and bio-LNG vehicles for long-haul transport, are either carbon emission-free or have significantly reduced greenhouse gas emissions. It also already operates a hydrogen truck for the Post & Parcel Germany division at its Cologne West facility. A second hydrogen truck is now being introduced for a one-year pilot for distribution and line hauls at the Cologne location. These ‘Paul Hydrogen Power-Trucks’ are based on Mercedes-Benz Atego and manufactured on behalf of Shell in Vilshofen, South Germany, by special-purpose commercial vehicle maker, Paul Nutzfahrzeuge GmbH.
The two 15.6-ton trucks offer a range of around 400km with a trailer or 600km without a trailer, and are operated by DHL Freight and Post & Parcel Germany using Shell’s Hydrogen Pay-Per-Use platform model which includes a hydrogen refueling infrastructure and service. “With hydrogen trucks, only water vapor comes out of the exhaust. If the hydrogen used is produced with green electricity, the reduction in greenhouse gas emissions can be up to 100%,” the release details.
DHL is trialing all kinds of sustainable drive solutions as it works towards reducing emissions to less than 29 million tons by 2030. More pilot projects using battery-electric vehicles for long-haul transport or hydrogen-powered tractor-trailers are still to come this year.
Dr. Thomas Vogel, CEO of DACH, UK & IE DHL Freight, detailed: “In the realm of road transport, where no single alternative drive technology has yet emerged as the clear winner, it is crucial for us to maintain a technology-neutral approach and continue testing various sustainable solutions. This includes not only battery electric trucks but also hydrogen vehicles, which excel in longer distances due to their impressive range and quick refueling capabilities. Our ultimate goal is to determine the optimal combination of technologies and drive systems to achieve our net-zero emissions logistics target by 2050.”
The London-based engineering and design company has introduced its first passenger-to-freighter conversion solutions for the Airbus A330-200, -300 and A340 variants. The concepts are characterized by a large number of technical and easy-to-use innovations, this way challenging the business of established P2F converters.
Freighters are loaded on 2 levels, made possible by the lift inside the aircraft – Illustrations: courtesy Avensis
This applies in particular to the ‘Avensis Medius Evo’, a new e-commerce express conversion solution. Once brought to life, the aircraft could fill a gap in the P2F landscape, dominated by a small number of specialists. Those are well-known names, such as the German provider, Elbe Flugzeugwerke (EFW), which specialized in the conversion of Airbus variants, or, in the case of Boeing built passenger aircraft, Mammoth Freighters LLC, based in Orlando, Florida, and Israel-headquartered IAI Bedek.
Technical advantages translate into cost advantages The P2F market is fiercely contested, exciting and challenging, reaching a total global volume of USD 2.52 billion in 2022. According to an analysis presented by Fortune Business Insights, this will rise to USD 5.19 billion by 2029. Of these figures, the Avensis managers are determined to channel a portion into their company’s own coffers. They intend to achieve this by building and marketing an innovative and first-of-its-kind passenger to e-commerce (PTEF) converted cargo jetliner.
This reconstruction concept for widebody Airbus variants aims to optimize the aircraft’s empty weight, increase its fuel efficiency, and accelerate loading and unloading times. Thus, users will be able to enhance their cargo operations while addressing market yield and cargo weight fluctuations, claims Avensis. The aircraft’s cargo compartments allow for the fast and fully automated loading of containerized e-freight consignments, so no manual labor will be required.
The platform can be moved down and up as required. It can handle shipments weighing up to 2.2 tons.
Freighters are equipped with lifts An industry first is also its Medius Elev system which features built-in forward and aft lift platforms on the main deck floor. This configuration allows for the loading of pallets and containers on the main and lower decks by lowerable lifts. Thanks to this technical feature, loading and unloading times can be significantly reduced and turn-around-time efficiency optimized, claims Avensis. The forward and aft lift platforms can safely and quickly accommodate a 96”x 125” (2.4m x 3.2m) container or pallet base weighing up to 2.2 tons each. Both lifts feature built-in redundancy systems, including two independent operating systems as well as a backup manual override.
Avensis does not provide cost comparisons The company claims that all of its P2F conversions reduce the risks for both operators and lessors, and are fully reversible if market developments require a change in aircraft utilization. Due to their dual lift solution and other technical novelties, Avensis speaks of “game-changing cargo conversions,” on its website. However, the company does not provide information on the cost structure of its solutions compared to P2F solutions offered by other converters. It is also unclear whether Airbus has agreed to provide the construction data for the A330 and A340 planned to undergo remodeling. Without these, the relevant aviation authorities will presumably deny the converter a Supplementary Type Certificate (STS), which is a precondition for operating any P2F remodeled aircraft as freighter. Against this background, it is strange that there is no reference to this on the company’s homepage.
