Lufthansa Cargo has announced that it is further strengthening its short- and medium-haul freighter network, bringing in two new destinations. From 07FEB26, Rome-Fiumicino (FCO) will become a regular stop in its A321 freighter schedule, connecting Frankfurt, Rome, Istanbul, and Munich once a week. The move underscores the growing importance of Rome as Lufthansa Cargo’s new Southern European hub, which has already seen strong demand since DEC25. Customers will benefit from enhanced connectivity, as the integration of ITA Airways’ cargo capacity and road feeder services allows access to over 120 destinations via Rome.
From 10FEB26, Algiers (ALG) will also join the A321 freighter network, marking an expansion toward Africa. Operating every Tuesday, this new route adds to existing African and Middle Eastern destinations including Beirut, Casablanca, Cairo, Yerevan, Tel Aviv, and Tunis, bringing the total to seven. Lufthansa Cargo’s A321 freighter network now serves 22 destinations with four A321s, complemented by 18 Boeing 777 freighters for long-haul routes and lower deck capacity from partner airlines. Together with hubs in Frankfurt, Munich, Vienna, Brussels, and Rome, the network provides freight connections across around 350 destinations in 100 countries.
Ashwin Bhat, CEO of Lufthansa Cargo, enthused: “We are delighted to be able to offer our customers an expanded short and medium-haul cargo network and even greater connectivity right at the start of the year. With new destinations in its network, Lufthansa Cargo continues to pave the way for faster, reliable and more flexible logistics across the continent for our customers in line with our purpose ‘Enabling Global Business’. With five European hubs and a wide range of transport options, we can also adapt our network at short notice to respond to changes to the flow of goods or offer our customers solutions in the event of unforeseen circumstances.”
Keeping track of all the charter requests coming in and their quotes. Image: aerios
CargoTech member, Aerios, covers the digital niche of air cargo chartering, and brought the first Carrier App to market last year. It has now just launched another first: its first AI-powered and automation-driven Air Cargo Charter Quoting module for that app. A solution that solves an often chaotic problem, given that over 90% of all charter requests to airlines are made by email, and those emails often include attachments detailing packing lists. Those emails and documents need to be registered in whatever system the airline uses, in order to be able to process them and keep track. Any kind of manual intervention in a process not only slows it down, but also exposes it to the risk of human error. Processing these requests requires manual data re-entry, pricing of multiple routing permutations, and producing several quotes per request, which introduces delays and increases the risk of errors, double-entry or differing quotes. Aerios’ module solves all that by automating routing and quote generation, thus eliminating manual input errors, creating greater quoting consistency, and saving both time cost.
Automation and AI are deployed to extract and structure the required data from the incoming emails and documents. The module automatically generates routing options based on the airline’s network plus programmed positioning and tech stop requirements. It also learns from historical data and past requests and comes up with more consistent quotes, and provides excellent support also less experienced, newer employees or teams spread across different regions. “Rather than wedging AI into the system as a standalone feature, Aerios embeds it within the existing workflow charter teams use day to day. By automating steps the sales team already performs in Outlook and on the web, the system reduces input errors and speeds up response times, with a total reduction in quoting time of up to 80% – an improvement on the 66% already achieved with existing carriers,” the release states, going on to underline: “The outcome [of using the module] is improved commercial data for decision-making and greater staff capacity to focus on customer discussions and revenue-generating activities.”
Simon Watson, Founder and CEO of Aerios, said: “The introduction of the Automation & AI module for carriers solves an obvious issue the market encounters on a daily basis. It digitizes request data within the Aerios environment that will be leveraged within our upcoming modules.”
Wexco Cargo GSSA appointed as Alaska Airlines’ UK GSA. Image: Meantime Communications
Alaska Airlines (part of Alaska Air Group) announced last year that it would be launching certain European flight destinations in the Spring of 2026. Among them arethe UK’s London-Heathrow Airport, with daily flights due to commence at the end of MAY26. Wexco Cargo GSSA (part of Kales Group B.V.) will now be responsible for ensuring that the bellies of those widebody services are full of freight and that Alaska Airlines becomes a known name on the UK market for long-haul cargo operations to and via the U.S. The new connection linking London to Seattle, U.S., which the airline is building up as a cargo gateway, will offer links to more than 100 destinations across North America, Hawaii, Central America, and the Asia Pacific region. The GSSA’s responsibilities for Alaska Airlines include: targeted sales and marketing activities, providing real time capacity visibility, yield management, and live reporting metrics through its data suite. Ian Morgan, Vice President Cargo, Alaska Airlines, underlined: “We are building the foundation for future global growth, and our expansion into Europe is a critical part of that journey. The UK is a strategically important market for our cargo business, and working with Wexco gives us strong local representation as we introduce new long-haul services from London Heathrow.” Des Vertannes, Managing Director, Wexco Cargo GSSA, stated: “We are immensely proud to have been selected to represent Alaska Airlines in the UK at such a pivotal moment in the airline’s growth plan. This new partnership reflects significant confidence in our ability to dynamically develop a fresh market entry, support long-haul capacity, and deliver a premium service offering, built around performance, transparency, and strong demand.” Gemma Griffiths, Commercial Director, Wexco Cargo GSSA, added: “This is an incredibly exciting opportunity for Wexco, and we are delighted to be bringing together aligned teams and a shared focus.”
Automation features heavily in air cargo company visions when conference panels discuss the future of air cargo. Coupled with digitalization and AI, it is seen as a core enabler of future competitiveness. And yet, when does the future begin? In places like China, there are already impressive examples of fully automated operations but, on the whole, air cargo lags behind when it comes to automation maturity. And yet Fraunhofer IML (part of Germany’s Fraunhofer Gesellschaft, Europe’s largest applied research organization) and its Digital Testbed Air Cargo (DTAC), funded by the German Federal Ministry for Digitalization and Government Modernization (BMDS) to the value of €13.7 million, are testing an increasing number of cargo automation projects together with air cargo industry stakeholders.
CargoForwarder Global asked Manuel Wehner (MW), Project Manager and Research Associate at the Fraunhofer Institute for Material Flow and Logistics IML, to elaborate on his research topic. The result is a three-part interview series that looks at the overall autonomous robots testing situation in Part 1, details the DTAC trials in Part 2, and offers a broader discussion on robots and circular economy, cybersecurity, and the human element in Part 3.
The testing team at Munich Airport. Image: Fraunhofer IML, Vinzenz Neugebauer
CFG: What are currently the biggest challenges in getting autonomous robots to be a fixed part of air cargo processes?
MW: So far, most stakeholders conduct trials with just one or a few robots. This is understandable, given the fact that airports are highly safety and security-relevant, processes and environments are dynamic, the global regulatory framework is still being developed and revised, and that local requirements differ even between different airports and federal states within a certain country. The goal in these trials is mainly to gain experience and to prepare for the future. However, at some point, economies-of-scale need to be considered – and this is currently the challenge. Of course, there are certain examples of fleet implementations, when there is enough space (e.g. CDG), in greenfield projects (e.g. AMS), or when the local context allows for scaling up of a specific solution (e.g. HKG), but most stakeholders are still in the piloting phase.
CFG: So how does Fraunhofer IML help here?
MW: What we seek to do with our Fraunhofer IML R&D efforts is twofold: Firstly, we support visionary approaches. As we develop our own solutions from scratch, we are well-aware of technological capabilities and limitations. Secondly, as a neutral, independent, non-profit partner, we support the industry in getting rolling. This includes our know-how and robot developments in the level 3 and 4 context, but even more so we are now investigating level 5 autonomy. These levels describe the degree of automation, see, for example, SAE’s J3016TM Recommended Practice.
Fraunhofer IML complements the given stakeholder context of airports, airlines, handlers, policymakers, and others, by sharing research openly in presentations, panels and discussions as part of industry groups, trade shows, industry events and scientific papers, without promoting certain solutions. We often contribute to events hosted by IATA, ACI, TIACA, and other global stakeholders. We also recently published a detailed double-blind reviewed paper about the O³dyn tests in the Logistics Research journal, which is called ‘Air cargo logistics automation and digital airport process management: comprehensive empirical insights from Germany’ and available online (open access). These tests are part of the Digital Testbed Air Cargo (DTAC), which we will discuss more thoroughly in Part 2 of this interview series.
CFG: What do you think will be the ratio of robots to humans in five years’ time, in an air cargo warehouse?
MW: The only appropriate short answer would be: ‘it depends’. There are certainly early adopters in the market, who already investigate fleet approaches of dozens of self-driving vehicles. The vast majority of air cargo warehouse operators and other stakeholders, however, will keep testing specific solutions for the time being, preparing for bigger investment decisions in the future.
Many stakeholders in most regions still rely on manual processes. The pressure caused by the lack of skilled workers is not felt the same way in different parts of the planet yet. To give some numbers, in five years and on a global scale, I expect less than 10% of automated vehicles at airports, while on a local or national level, we might already be seeing a share of 50% and more automation solutions as early as 2030.
CFG: Will robot control centers move off airport, do you think? Will there be an increase in remote work?
MW: In the given context of cyber and data security, we do not see control centers moving off airport, at least apart from temporary trials and local initiatives. It is possible to remotely control robots at airports, however, we see more potential for on-premise solutions, where remote controllers, if required, will be located at the airport, and the data will be processed in secure local networks.
Remote work might increase, because it will take time to develop and roll out autonomous solutions. Hence, all stakeholders have the choice to invest in level 4 (automation without safety driver or human controller) or in lower-level automation (including remote control options) or in level 5 functionalities, or all of the above. More important are the vision and the business plan for the robot fleet that shall operate in 3, 5, 10 years.
Certainly, the number of human workers will decrease, allowing those remaining to specialize and focus more on tasks such as damage assessment, unusual cargo, and robot control. This can make airport jobs more attractive again and add another facet to business considerations besides the typical job-cutting argument. Automated solutions will relieve human staff from doing exhausting and repetitive tasks, while enabling them to engage in an exciting work environment as automation increases to support all types of operations. That is an exciting outlook.
CFG: What are the current limits for today’s robots?
MW: There are product specification sheets for each robot, which I will not cite here. The truth is that air cargo automation still requires lots of trial-and-error at the lowest possible risk for humans and (expensive) assets. Robots, which are advertised as capable of towing dollies, end up failing to tow even unloaded containers in real-life testing. A certain kilogram threshold might only be applicable in ideal-world scenarios, which are exceptions in daily operations.
Automated operations are compromised when there is oil spilled on the warehouse floor, when pieces are sticky with tape or unevenly loaded, or when other vehicles or aircraft do not obey speed limits. We simply do not have designated areas for robot operations at most airports yet, but we are trying to deal with difficult brownfield environments as well as possible. These are as dynamic as intralogistics can be, which is why we do not look too much at product sheets but at the real capabilities in our test environments.
We contribute to shaping policymaking and standardization efforts with our research. International legislation, handling manuals, standards, guidelines and certifications can help bridge the gap between theoretical, laboratory limits and real-life airport limits in dynamic, sometimes chaotic traffic situations.
CFG: Which airport (in the world) is currently the most advanced when it comes to robot applications?
MW: We see many early adopters and airports keep on rolling out technologies in several regions, including Americas, Europe, the Middle East, East Asia, and Asia Pacific. We have identified more than 60 different use cases for air cargo automation in 16 countries worldwide since 2017. These are publicly known as they have been featured in press releases, research or other publications. It depends on the overall strategy, i.e. is the airport aiming for level 5 operations eventually, or are level 3 to 4 operations sufficient for the current business? We currently do not see one particular airport being far ahead of the rest, but there are certainly all shades of experience levels between none to extensive.
Thank you, Manuel Wehner. We will be back next week to delve deeper into Digital Testbed Air Cargo’s specific trials with the five robots at Munich (MUC) and Stuttgart (STR) airports.
More information
About Manuel Wehner: Manuel Wehner specializes in aviation logistics and autonomous air cargo handling at the Fraunhofer Institute for Material Flow and Logistics IML. In the Digital Testbed Air Cargo (DTAC), led by Fraunhofer IML and funded by the German Federal Ministry for Digital and Transport (BMDV) with €13.7 million, he oversees the development and testing of autonomous robotic systems for air cargo handling at airports.
On behalf of the DTAC consortium, he accepted TIACA’s ‘Sustainability Award’ in Hong Kong in June 2025 and Stat Times’ ‘International Award for Excellence in Air Cargo’ in Nairobi in February 2025 for the tests of a heterogeneous robot fleet at the DTAC partner airports MUC and STR in 2024.
Wehner studied Management and Technology (M.Sc.) in Munich and Mexico, as well as Aviation Management (B.A.) in Frankfurt and Saudi Arabia. He is a lecturer and co-founder of the Institute for Aviation and Tourism (IAT). As a project manager for Fraport AG, he led the test operation of autonomous minibuses at Frankfurt Airport in 2017.
In November 2025, Wehner was featured in the CargoForwarder Global’s weekly ‘Spotlight on…’ series.
About the Fraunhofer IML: The Fraunhofer Institute for Material Flow and Logistics IML is part of the Fraunhofer-Gesellschaft, Europe’s largest applied research organization, which employs around 32,000 staff and has an annual research budget of 3.6 billion euros.
Fraunhofer IML is considered the top address for integrated logistics research. Interdisciplinary teams put together according to project and customer requirements create cross-industry and customer-specific solutions in the field of material flow technology, business process modeling, and in the areas of transport systems and resource logistics, among others. Other current research priorities include the sections of artificial intelligence and smart robotics, smart finance, the resilience of supply chains and the sustainable transformation of logistics. The institute is also the initiator of the non-profit Open Logistics Foundation, which promotes open-source applications in logistics, and part of the Lamarr Institute for Machine Learning and Artificial Intelligence, which is permanently funded as part of the German government’s AI strategy.
Fraunhofer IML’s Department for Aviation Logistics specializes in various logistics challenges related to air traffic and airport operations, including airport digitalization, airport automation, and green aviation topics.
About the Digital Testbed Air Cargo (DTAC): The Digital Testbed Air Cargo (DTAC), led by the Fraunhofer IML, is funded with 13.7 million euros by the German Federal Ministry for Digitalization and Government Modernization (BMDS). The DTAC aims to enhance the air cargo industry through digitalization and advanced technologies. It serves as a platform for testing and validating new concepts, processes, and technologies related to air cargo logistics. The testbed brings together stakeholders from various sectors, including airlines, logistics providers, and technology companies, to collaborate on solutions that improve efficiency, transparency, and quality in air cargo operations. By leveraging data standards, AI-based predictive analytics, as well as automation and robotic autonomy, the DTAC addresses key challenges in the air cargo supply chain concerning both physical and digital processes.
Besides the Fraunhofer IML as the consortium leader, the DTAC consortium consists of Cargogate Munich Airport GmbH, CHI Deutschland Cargo Handling GmbH, Flughafen Köln/Bonn GmbH, Fraport AG Frankfurt Airport Services Worldwide, KRAVAG-Logistic Versicherungs-AG, Lufthansa Cargo AG, LUG aircargo handling GmbH, Mitteldeutsche Flughafen AG, Schenker Deutschland AG, and Sovereign Speed GmbH. The grant number is ‘FKZ: 45KI14A011’.
It’s a well-known saying that those who are declared dead live longer. This applies to the Venezuelan airline, Transcarga International Airways (TIA), which is about to be revived. After it bit the dust in OCT23, it recently regained its AOC and is preparing to resume flights once more.
The DC-10-30F can accommodate 79 tons of cargo per flight. Launch customer was FedEx in 1984 – archive
These will be carried out with two McDonnell Douglas DC-10-30 freighters, which TIA intends to operate on long-haul transcontinental routes. The relaunch is aimed at strengthening the country’s logistics supply chains, with special emphasis on supporting the oil industry and strategic industrial sectors by transporting heavy machinery and critical supplies.
No operational specifics announced yet The move comes after the fall of the Maduro regime and the end of the U.S. blockade on air traffic to and from Venezuela. This has been indirectly confirmed by executives of Transcarga International Airways, pointing out that the recent “geopolitical changes in the region allow TIA to fully reintegrate into the logistics market.” The routing and the dates of entry into service of the two McDonnell Douglas / DC-10-30 aircraft will be announced following the completion of the required technical inspections.
With its two freighters, the company seeks to position itself in the reconfiguration of Venezuela’s supply chains, focusing on logistical support for the local energy industry. This includes the air transport of heavy machinery, appliances and industrial supplies critical to the revitalization of the country’s run-down oil sector. The investment in the DC-10-30s is based on vital strategic considerations. Crude oil and the technical and infrastructural set-up necessary for its extraction and processing are the economic lifeline of this highly indebted country, which has been driven into political and economic ruin by the authoritarian presidential regimes of Hugo Chávez and Nicolás Maduro.
No information available on the airline’s finances Prior to its grounding in the fall of 2023, the carrier was the only freight airline offering non-stop cargo services between the United States and Venezuela – at the time with Airbus A300 equipment.
Transcarga’s beginnings date back to its maiden flight in 1998. It was founded by Julio Márquez Biaggi, a businessman and former captain of Viasa/KLM, as Transcarga Intl. Airways, C.A. In the years that followed, the company focused on charter flights between Venezuela and the U.S. before scheduled flights supplemented its capacity offering.
TIA management has not provided any information on the financing of the re-launch. The staffing situation is also unclear at present, as is who will head the airline.
The fact that it is reactivating old DC-10 aircraft instead of leasing more modern and less fuel-thirsty freighters, does not indicate that the carrier’s coffers are full.
Aviation in Africa is on the rise, at least in some of the continent’s 54 countries. However, the willingness of some governments to release withheld funds by returning them to their proprietors, passenger and cargo airlines, is in decline. If they do not change this practice, they risk being isolated from intercontinental air traffic. The International Air Transport Association (IATA) has now issued a warning about this problem and its possible consequences. It remains to be seen whether those affected will heed this alert and change their policy.
A significant number of countries are resisting the repatriation of funds belonging to foreign airlines – photo: archive CFG
Algeria tops the list of countries that are permanently blocking airline funds. The country owes USD 307 million to foreign passenger and air cargo companies operating there. These are funds from local ticket sales or booked and paid air cargo shipments, but to which the airlines concerned have no access due to a repatriation blockade proclaimed by the aviation authority of the country. Blocked funds are revenues earned by international airlines in local currencies that cannot be converted and repatriated in U.S. dollars due to government-imposed restrictions or foreign exchange shortages. But how does this happen and what measures are needed to release blocked funds?
Complex scheme Internationally operating airlines have a unique business structure. They earn revenue in many countries, but most of their major costs are incurred at their home airports – maintenance, manpower costs, fuel, expenditures for ground equipment or office buildings.
This very complex scheme can only function when airlines are able to repatriate the funds earned from sales outside their home turf. It ensures that carriers can pay their bills and keep operations running permanently, safely and reliably. Binding agreements between airlines and national aviation authorities or government bodies are supposed to guarantee this. However, as the table shows, this is often not the case. As of OCT25, airlines had a staggering USD 1.2 billion in blocked funds globally, claims IATA. Timely repatriation in U.S. dollars is essential for airlines to meet dollar-denominated expenses like leasing, maintenance, fuel, and salaries.
Blocked funds block airline development Should funds remain trapped, airlines are exposed to currency depreciation. If a local currency loses 20% of its value during the delay, the airline suffers a direct financial loss when converting it back to dollars. At the same time, carriers often borrow to cover operational expenses while waiting for blocked funds to be released, and rising interest rates can add hundreds of thousands in unplanned costs. Or there could be opportunity cost: capital tied up in blocked funds cannot be invested in fleet upgrades, route expansion, or sustainability initiatives, torpedoing growth and reducing competitiveness.
Consequently, airlines must factor this risk into their network and financial planning, particularly if serving financially strapped African countries. Trapped funds often lead to reduced flight frequencies, higher fares, or even the suspension of routes altogether. In effect, unlawfully withheld proceeds make a country more expensive and less attractive to foreign carriers.
Loss of trust Thomas Reynaert, IATA Senior Vice President, External Affairs, warns of another consequence of this obstructionist attitude: loss of trust. “The longer funds remain trapped, the greater the damage to confidence. International airlines and investors see blocked funds as a warning sign of financial instability. Currency controls, while sometimes necessary during crises, can tarnish a country’s reputation and strain relationships with global institutions, making recovery harder and slower.”
The problem is serious, but there is light at the end of the tunnel, says IATA official Reynaert. “With political will, open dialogue, and a commitment to transparency, governments can resolve blocked fund challenges in ways that support economic and aviation growth.”
Nigeria is an encouraging example Prioritizing aviation in foreign exchange allocation is the first step toward clearing blocked funds. From there, authorities can streamline administrative processes and eliminate unnecessary bureaucratic hurdles that slow repatriation. Experience shows that, with the right approach, blocked funds can be released without destabilizing local economies.
Nigeria offers a clear example: through constructive engagement and phased repatriation, the backlog was successfully cleared. At one stage, the government withheld funds amounting to staggering USD 850 million. However, through constructive dialogues and phased payback, the backlog was successfully cleared.
IATA’s list of the largest 10 debtors*** ***The XAF Zone includes Cameroon, Central African Republic, Chad, Republic of the Congo, Equatorial Guinea, Gabon.
Each week, CargoForwarder Global shines its ‘Spotlight On…’ a different area of the air cargo industry and illustrates the manifold career opportunities available through the voices of those working in it. Freight forwarders have a vital function in the air cargo supply chain, acting as expert intermediaries between shippers and airlines (and other modes of transport) to ensure the efficient, cost-effective, and compliant movement of goods across the world. One freight forwarder has developed its role further and, among other services, has embraced the shift to sustainable logistics, focusing on green initiatives and eco-friendly air cargo solutions – even going as far as including its aim in its company name. This week, Alexey Zotov, Managing Director of Air Cargo Green Capabilities S.a.r.l., explains his role and shares his views and advice to anyone considering a career in air cargo.
A world of pragmatic problem-solvers. Image: ACN Group
CFG: What is your current function and company? And what are your responsibilities?
AZ: I am the Managing Director of Air Cargo Green Capabilities, part of ACN Group, a role that sits at the fascinating crossroads of global commerce and environmental innovation. My core mission is to pilot the air cargo industry’s transition to sustainable operations. I translate ambitious global climate targets into actionable, technical roadmaps for airlines and logistics partners. My team and I are responsible for everything from evaluating and sourcing Sustainable Aviation Fuel (SAF) for long-haul freighters to implementing carbon-neutral handling solutions for e-commerce fulfillment hubs, ensuring our vital global network evolves responsibly.
CFG: What does a normal day look like for you?
AZ: ‘Normal’ is a fluid concept! My day is a whirlwind of global orchestration. It might begin reviewing the emissions profile of a dedicated e-commerce charter from Shanghai to London. Then, I’m in a virtual summit with aircraft manufacturers discussing next-gen, fuel-efficient freighters. Afternoon calls involve negotiating SAF offtake agreements with producers. I also spend time analyzing data from our green warehousing pilots. The rhythm is a constant blend of high-level strategy with nitty-gritty operational details, all while juggling time zones and fostering collaboration between traditionally separate teams.
CFG: How long have you been in the air cargo industry, and what brought you to it?
AZ: I have navigated this exhilarating industry for 20+ years. My entry began on the commercial and marketing side, captivated by the sheer magnitude of moving critical goods – from lifesaving pharmaceuticals to vital automotive parts – across continents overnight. The initial attraction was the complex, high-stakes puzzle of global trade. I stayed because of the incredible, fast-paced energy and the people; it’s a world of pragmatic problem-solvers. Today, my passion is fueled by the new challenge of evolving this essential network for a sustainable future.
CFG: What do you enjoy most about your job?
AZ: The greatest thrill is building the bridge between legacy systems and a bold new future. After 15 years driving commercial revenue of Cargo Airlines, I now use that operational knowledge to design the ‘how’. I love taking a conceptual goal like ‘net-zero’ and engineering the tangible pathway – the fuel contracts, the new technology partnerships, the operational tweaks. It’s profoundly rewarding to be a catalyst, turning environmental responsibility from a cost center into a core component of resilient, modern, and competitive global logistics.
CFG: Where do you see the greatest challenges in our industry?
AZ: The monumental challenge is the triple constraint: meeting the explosive, 24/7 demands of cross-border e-commerce, achieving aggressive decarbonization targets, and doing so within razor-thin economic margins. We must fundamentally redesign a system built for fossil-fuel efficiency while it’s operating at full throttle. This requires unprecedented collaboration across the entire ecosystem – from fuel producers and regulators to airports, forwarders, and consumers – to align on standards, investments, and perhaps a recalibration of the true cost of ‘next-day’ delivery to the other side of the planet.
CFG: What advice would you give to people looking to get into the air cargo industry?
AZ: Embrace the industry’s behind-the-scenes magic! Start anywhere – in operations, sales, or IT – and be relentlessly curious. Understand that you’re joining the central nervous system of globalization. Build relationships; this is a people-business where trust is currency. Develop a thick skin for volatility and a passion for solving puzzles under pressure. Most importantly, bring fresh perspectives, especially in tech and sustainability. We need innovators who can help rewire this essential industry for its next century of flight.
CFG: If the air cargo industry were a film/book, what would its title be?
AZ: ‘The Invisible Web: A Logistics Symphony.’ It would be a sprawling, real-time thriller with no single hero. The plot follows a single urgent parcel across the globe, interweaving the high-stakes decisions of pilots, the frantic coordination of handlers in midnight hubs, the digital dance of customs bots, and the strategic gambles made in corporate boardrooms. It’s a story of precision, chaos, human grit, and brilliant technology, revealing the breathtakingly complex and often unseen lattice that keeps our modern world connected and supplied.
Many thanks, Alexey!
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 Gemini network alliance between Maersk and Hapag-Lloyd, which has been in place since 03FEB25, could inspire other players to follow suit. This was indicated by Hapag-Lloyd CEO, Rolf Habben Jansen, during his shipping company’s traditional New Year’s dinner with media representatives in Hamburg’s Hafen City last week. The impetus for this are the positive performance and convincing results achieved by the maritime partnership since its inception.
Gemini: Hub and spoke network leads to high shipping punctuality – courtesy: picture alliance
Outstanding schedule punctuality Currently, 350 container vessels from Maersk and Hapag-Lloyd are operating under the Gemini flag. The result from the perspective of the Hamburg-based shipping company: After initial adjustment processes, costs decreased and the on-time arrival rate surpassed the 90% mark at the end of last year. According to Xeneta, the leading ocean and air freight rate analytics platform, this highlights “that the Gemini Cooperation occupies a prominent position due to strategic decisions such as reducing port calls and utilizing vertically integrated terminals. These measures, along with a strong focus on the North American market, have favored the daily operations of the alliance.” With this reliability rate, Gemini has left the competition far behind, as a comparison by Xeneta shows. This adherence to schedules fosters customer loyalty and ultimately pays off in the form of more volumes and higher sales.
Further above-market growth is expected Asked about Trump’s punitive customs policy and its impact on Hapag-Lloyd’s U.S. business, Habben Jansen said that the tariffs had indeed had a negative effect on his shipping company’s traffic to and from the States. Tariffs are poison for international trade, but above all, the constant back-and-forth on tariffs makes supply chain planning a lottery, the executive criticized. In contrast to the contraction in tonnage to and from the U.S., traffic on the routes between Europe, South America, Africa, and Asia grew by 6.5% in 2025. That is 1.5% above market average. For 2026, he expects a slightly lower increase in shipment volume, reaching +5%. If this happens, it would be the third consecutive year in which Hapag-Lloyd has grown above the global ocean transport market.
Suez transit remains critical The focus of the evening was on the pros and cons of Red Sea transits. CMA CGM and Maersk have already completed their first passages through the Suez Canal. However, a few days ago, CMA CGM made a U-turn, announcing that it would stop transits of its FAL1 and FAL3 rotations connecting Asia and Europe via the Suez Canal, and return to lengthier sailing around the Cape of Good Hope.
Habben Jansen commented: “Three or four weeks ago, I was still optimistic about the Suez routing. However, new threats from the Houthis have made these Red Sea crossings unsafe again. Therefore, we will continue to circumvent Africa until further notice, even if this adds 10 or 12 days to a vessel’s journey. Our primary goal is to protect our seafarers and ships as best we can and to stabilize supply chains. A policy of constant ins and outs produces nothing but chaos.”
Eyeing e-commerce When asked by CargoForwarder Global whether e-commerce could become an interesting business area for Hapag-Lloyd should the Red Sea risks be eliminated and sailing times significantly reduced, the manager confirmed his shipping company’s interest. “Even if e-commerce would only add 1% to our total cargo volumes, it would increase our sales.” A sea-air combination is also a feasible option, he said.
In contrast, he denied any ambitions to enter the sea transport of military goods. Hamburg, the home port of Hapag-Lloyd, is developing into an important hub for military equipment. However, there are specialists with experience and professional handling expertise for the maritime transport of these goods, he replied.
Finally, the executive confirmed growth plans for the subsidiary, Hanseatic Global Terminals, to acquire stakes in/or take over additional port facilities. Its portfolio currently comprises 22 assets. By the end of 2026, this figure is expected to rise to 23 or 24, with 30 terminals planned by 2030.
Gemini rival CMA CGM and investor Stonepeak inked Terminal JV The joint venture named United Ports LLC is backed by USD 2.4 billion and based in the USA. It spans 10 major CMA CGM-operated port terminals worldwide.“The creation of United Ports LLC […] marks an important step in the development of our terminal activities in the United States and globally,” stated Rodolphe Saadé, Chairman and CEO of CMA CGM Group. The executive went on to say: “Through this strategic partnership, we bring together ten CMA CGM-operated terminals across six countries, including major facilities such as FMS in Los Angeles, Port Liberty in New York, Santos in Brazil and Nhava Sheva in India. By joining forces with a partner with strong infrastructure expertise, we strengthen our ability to invest further in our port terminals, secure access to key gateways and enhance service quality for our customers.”
Both players state that their JV forms the basis for a long-term relationship between their companies, including the potential to develop and support future investment capacity and new terminal projects in the U.S. and globally. As part of the transaction, Stonepeak will have the opportunity to contribute an additional USD 3.6 billion in funding for future joint terminal projects.
“Container terminals play an essential role in global trade and are among the most difficult to substitute or replicate transportation infrastructure assets,” said James Wyper, Senior Managing Director, Head of U.S. Private Equity, and Head of Transportation & Logistics at Stonepeak.
The transaction is expected to close in the second half of 2026, subject to customary regulatory approvals, including relevant antitrust and foreign direct investment approvals.
In the UK and Germany, it is already common practice to sell naming rights for soccer stadiums to financially strong investors. Examples include Manchester City’s arena, now called Etihad Stadium, and the Red Bull Arena in Leipzig, home ground of the local soccer club, RB Leipzig. In Canada, big money mainly purchased the naming rights for hockey stadiums, such as in Toronto, where the Maple Leafs play their home games at Scotiabank Arena. Now, 700 km further southwest, at two Chicago airports, the naming rights for hangars, terminals, and other assets can soon be purchased by sponsors.
Chicago’s Department of Aviation intends to tap into new sources of income by selling naming rights – credit: CDA
“The colleague responsible for airport security has just gone to the Amazon hall, but he may also be in the Bud Light® cargo terminal, or probably he has already arrived at the Kentucky Fried Chicken boarding zone.” This is how information at Chicago O’Hare Airport might sound in the future. Or at nearby Midway International Airport.
ORDNext Both Chicago airports want to increase their revenues and start tapping into additional financial sources outside the aviation sector.
At O’Hare, the campaign is called ORDNext and aims to brand infrastructure facilities. The desired sponsors are companies with international appeal and a flawless reputation. By purchasing the naming rights of airport assets such as gates, concourses, or entire satellite buildings, they hope to gain financial benefits and/or improve brand awareness.
Uncle Ben’s terminal But where might this kind of commercialization in aviation end? Will runways, aprons, or aircraft stands also be named after fast food chains in the future? It seems that the sky is the limit when it comes to generating additional cash to finance airport operations, modernization or expansion projects. That said, in the future, cabin crew might tell passengers before departure, after they have taken their seats, fastened seatbelts and gone through the safety instructions that “our aircraft is taxiing from our stand at the Pepsi Cola Gate, will pass through the Cadillac Apron sector and turn onto the Roadrunner Hot Rod Runway for take-off.”
Sound bizarre? Perhaps, but other industries, such as the film and sports industries, have long since embarked on this course.
Non-stop commercialization The Chicago Department of Aviation (CDA) has now invited interested companies to submit proposals for obtaining naming rights for assets belonging to O’Hare or Midway. Prior to that, the administrator identified potential targets for sponsorship, including charging stations for electric vehicles, the bus fleet linking the airport terminals at ORD, parking buildings, or lounge areas, cargo terminals and warehouses, among others. The call for proposals does not constitute a tender or may be understood as the entry into a contract but supports CDA in gaining an overview of the interest of potential contractual partners as a basis for further planning and steps, argue the initiators.
Expressions of interests expected “By managing two global hubs, CDA is committed to thinking commercially and seizing every opportunity to strengthen airport revenues in ways that support our partner airlines and the traveling public,” Michael McMurray, CDA commissioner told the media. “By inviting the best ideas from the industry and gauging market interest, we are laying the groundwork for sponsorship opportunities in existing facilities and new developments,” he illustrated.
According to the official, companies may submit their expression of interest until 17FEB26. Based on the data received, CDA will set up a program for future naming rights aimed at broadening the sources of income to increase the passenger experience and offer superior cargo services at O’Hare and Midway.
China Airlines and the UK’s Wexco Cargo GSSA are already into double-figures in their partnership which dates back to 2012. The two companies have now signed another 2-year extension to their agreement, effective immediately, taking their cooperation to 2028. London’s China Airlines manager lauded the close cooperation with Wexco, and the continued high-quality service being given to UK customers. Wexco’s Managing Director is confident of further development and success. The GSSA is responsible for the airline’s UK cargo sales, ensuring that passenger belly capacities are filled, and managing cargo on its dedicated freighter services, as well as UK road feeder (RFS) operations. It cooperates with China Airlines’ teams at London Heathrow Airport (LHR), as well as in Luxembourg (LUX), and Taipei (TPE), Taiwan.
Des Vertannes, Managing Director, Wexco, part of the Kales Group B.V. Image: Wexco
Five direct flights per week connect London’s Heathrow with Taipei, and RFS ex UK feed into China Airlines’ freighter services out of Luxembourg and on to destinations across Asia, such as Hong Kong, Bangkok, Thailand, and Manila, Philippines.
“Since the beginning of the partnership, Wexco has supported CI to adapt and expand its cargo offering, including supporting CI’s ‘preighter’ flights during the pandemic and adapting road feeder services to accommodate new post-Brexit customs parameters,” the press release underlines.
Des Vertannes, Managing Director, Wexco (part of the Kales Group B.V.), explained: “China Airlines and Wexco truly define how tangible collaboration delivers optimal performance and success. A shared focus on solutions-driven outcomes and a customer-first approach have enabled us to deliver a consistently high standard of service for the UK market, both companies are extremely proud of. This extension will see us beyond the 15-year mark during its term, and reflects the diligence and commitment shown by both teams and the continued confidence China Airlines places in Wexco to safeguard and enhance the airline brand. We are hugely grateful to CI for their ongoing trust.”
Alan Price, Cargo Sales and Services Head of Europe, China Airlines, Luxembourg, commented: “We have always felt that China Airlines is excellently represented by Wexco in the UK and that our customers are in very good hands. We value Wexco as a trusted partner on both a professional and personal level and expect the relationship to continue to grow and succeed for many years to come.”
Mandy Kwok, London Airport Manager, China Airlines, said: “China Airlines London is proud to work closely with Wexco. Their exceptional support enables us to provide seamless and dependable cargo operations to the markets we serve.”
