China’s first lift-and-run system supplied by Lödige Industries. Image: Lödige Industries
China Eastern Air Logistics has introduced six new high-capacity automated guided vehicles from Lödige Industries at Cargo Terminal 4 in Shanghai Pudong to automate ULD transport and create a next-generation smart cargo facility. Each 10-foot AGV can carry up to 6.8 tons and is integrated with Lödige’s Cargo Professional Suite, which uses real-time data and mobile visualization to optimize planning, guidance and tracking of cargo flows. The system reduces manual movements, dependency on fixed infrastructure and ULD damage risk, while supporting 24/7 operations and allowing staff to concentrate on higher-value tasks.
Manufactured and extensively tested in Germany, the AGVs work in sync with China’s first lift-and-run system from Lödige, increasing throughput and operational intelligence at the terminal. The project builds on earlier joint work between CEAL and Lödige, including ETV refurbishment and a TV system, highlighting their ongoing focus on innovation in air cargo logistics.
Weddy Pan, Senior Deputy Manager, Operations Quality Management Division, Cargo Terminal Business Development at China Eastern Air Logistics Co., Ltd., revealed: “Lödige’s system far exceeded our expectations, completely transforming our operational model. It has made our logistics processes more efficient and adaptable, while fully preparing us for sustained future growth. What impressed us most is how the system seamlessly integrates with existing workflows, delivering a quantum leap in operational capabilities.” Nicholas Tripptree, Managing Director of Asia-Pacific at Lödige Industries, declared: “Our AGV system is a powerful enabler of efficiency and automation in air cargo terminals. We’re proud to partner with CEAL to deploy this cutting-edge technology, helping them enhance efficiency, increase flexibility, and set new standards for cargo operations and overall terminal performance.”
Karl Eduard Guenther Gasthuber passed away peacefully at his home in Kelsterbach near Frankfurt, on December 18, 2025, following a brief battle with cancer. From June 2008 to August 2025, he shaped the fate of the non-profit air freight consolidator, IGLU Air Cargo, founded in 2000 by the recently passed Dieter Haltmayer, founder and long-time head of Quick Cargo Service GmbH.
Gasthuber, who came from the Japanese agent, Hankyu Hanshin Express, “knocked on our doors and applied for the position of Managing Director of IGLU Air Cargo,” recalls Dieter Haltmayer, describing the initial contact between the two managers in his last interview with a media representative. That was 17 years ago. On August 27, 2025, Haltmayer gave a speech in honor of Gasthuber, due to the manager’s retirement, simultaneously welcoming Nouri Neller as Gasthuber’s successor and new helmsman of IGLU Air Cargo. “We were very satisfied with his work. When I said goodbye to him, Günter had tears of emotion in his eyes,” recalls a very touched Dieter Haltmayer, looking back on the last meeting of the two cargo veterans. Until his last days, Gasthuber kept his progressive cancer a secret from friends and former business partners: he was reserved, did not impose himself on others, and kept his private life largely to himself.
Just a few days before his death, Bernhard Stock, long-standing chairman of the IGLU advisory board and former air freight executive of IGLU member EMO Trans, suggested a meeting to dine together. However, it never took place.
Of the 24 freight forwarding agents belonging to consolidator IGLU, Thomas Waschke from JL Logistic GmbH, was one of Günther Gasthuber’s closest confidants. “He was very fair in his personal dealings and managed IGLU for the shareholders involved in a very professional, calm, competent, and transparent manner. And he was a very pleasant, affable person with a clear business opinion,” Waschke recalls. These are important qualities in a function that often requires diplomatic skills in the day-to-day business. This applies above all to companies that work closely together under the IGLU umbrella by pooling cargo tonnage on certain routes to benefit from favorable rates but compete in other markets.
He succeeded in establishing close business relationships with the cargo units of leading carriers such as Qatar Airways, Lufthansa, Emirates, Turkish Airlines and others, to secure transport capacity for IGLU consignments on key trade lanes to achieve price advantages.
Günther Gasthuber, a lover of classical music, will be buried in Taipei, in a shared grave next to his wife Margo Yu-Chin Gasthuber Chao, a native of Taiwan. She passed away in the spring of 2025. The couple had no children.
A memorial event will be held in his honor, in Rüsselsheim near Frankfurt. The commemorative speech will be given by a member of the IGLU group.
Hanseatic Global Terminals (HGT), the infrastructure division of shipping company Hapag-Lloyd, is to build a terminal facility for handling sea freight items in Brazil. The coastal town of Rodovia, near the city of Aracruz, was selected for the project. It is located about 600 kilometers northeast of Rio de Janeiro, in the Brazilian state of Espirito Santo (Holy Spirit). It is the first terminal operated by HGT on the Atlantic coast of Latin America.
Artist’s view of the greenfield container terminal project in Aracruz – courtesy: H-L
50/50% JV Local partner of HGT is the Brazilian company Imetame Logística Porto (ILP), which holds 50% of the shares in the JV. It is an offspring of the Imetame Group, a diversified Brazilian conglomerate founded in 1980. Both parties have agreed not to disclose the financial details of the deal. Completion of the construction work is scheduled for 2027, with operations set to commence in mid-2028.
Under the agreement, both partners will jointly operate the new Aracruz container terminal, which will serve as a modern transshipment and gateway port facility. HGT estimates the annual handling capacity at 1.2 million TEU. The berth length is 750m, allowing two container vessels to dock simultaneously. State-of-the-art equipment for handling the steel boxes will enable ships to be loaded and unloaded quickly. Particularly important: The port’s depth of 17m allows even the largest container ships to enter and leave the harbor fully loaded, which sets Aracruz apart from other Brazilian ports.
Aracruz fills a gap “Our joint venture with the Imetame Group and the development of a new transshipment hub and gateway port on Brazil’s east coast strengthens our terminal portfolio while addressing capacity constraints in a growth region. This investment in the port of Aracruz benefits Brazil by strengthening trade infrastructure via a port closer to consumer markets and key global shipping routes than traditional gateway ports – thereby providing several cargo-originating states an alternative and more efficient access to global markets,” said Dheeraj Bhatia, CEO of Hanseatic Global Terminals while presenting the project. He does not name the states without adequate seaport access, but they are likely to be Rondonia, Acre, Mato Grosso, Goias, and Tocantins, which are located in the Brazilian hinterland and are the source of many agricultural exports.
From a legal standpoint, Veirano Advogados advised Imetame Group on the transaction, while Demarest Advogados acted as legal counsel to Hanseatic Global Terminals.
Creating new market opportunities at Espirito Santo’s coastal area The “Hanseatic Global Terminals Aracruz” project highlights the growing interest of major international operators in investing in strategic port infrastructure in Latin America. It reinforces Brazil’s position as a regional logistics hub.
“We are very pleased to have Hanseatic Global Terminals as a strong strategic partner for the new container terminal in Espírito Santo. Hanseatic Global Terminals possesses great expertise to offer the new terminal’s customers, importers and exporters efficient cargo handling and further strengthen Brazil’s importance in global trade. Beyond operational excellence, we are committed to developing opportunities for the region, boosting jobs and fostering the development of local businesses,” stated Etore Selvatici Cavallieri, Chairman of Imetame Group.
More terminals are to come According to HGT, Latin America is a key strategic market for the company and its parent Hapag-Lloyd. With the new terminal in Aracruz, the operator aims to expand its portfolio while reducing capacity bottlenecks in this growth region. HGT’s goal is to expand its portfolio to more than 30 terminals by 2030. Currently, the company manages 22 strategically located terminals, focusing on efficiency, safety, and sustainability. Of these, 9 Terminals are located at the West Coast of Latin America – between Mexico (Maxatlán) and Chile (Portuaria Corral S.A.).
According to reports, they are running well, even without the support of the Holy Spirit.
FIT is HGT’s newest member As announced on 09JAN26, Hanseatic Global Terminals will become the sole owner of Florida International Terminal (FIT). An agreement regarding the change of ownership was signed between HGT and Agunsa Universales S.A. (AGUNSA USA). The vendor is part of the Grupo Empresas Navieras (GEN), headquartered in Viña del Mar, Chile.
FIT is located in Port Everglades, South Florida, serving one of the largest consumer markets globally. The terminal specializes in container and general cargo handling and provides direct connectivity to major highways and rail networks, ensuring efficient inland and intermodal transportation and access to the region’s hinterland. The companies involved have not disclosed the purchase price.
The turn of the year is traditionally both a time for looking back and for delivering an outlook for the coming 12 months. This is also the case over at Frankfurt-based agent, Quick Cargo Service GmbH (QCS). According to Managing Director, Stephan Haltmayer, the mid-sized agent’s 2025 results were better, compared to the previous financial year, though he did not reveal precise financial figures. Air freight remains the agency’s strongest pillar, but ocean freight has caught up. When asked by CargoForwarder Global about the company’s main goals in 2026, he said that QCS is pushing ahead with special air cargo verticals and AI implementation programs.
QCS goes vertical – photo: CFG/hs
Vertical…. The cargo verticals strategy was recently launched. “We have transferred the pharmaceutical business from our core activities into a separate unit, which has already received GDP certification. This is crucial for maintaining the quality and safety of pharmaceutical products throughout the entire distribution process. It helps protect patients, assures customers of product quality, and ensures compliance with regulatory requirements,” stresses Stephan Haltmayer.
AirMc International GmbH is the brand name, based on the AirMc freight forwarding subsidiary which originally started as a franchise initiated by agent, Air Menzies, in Germany. Due to the special nature of the pharma product line, a study by global management consultancy, Roland Berger, shows that the prospects for success are much greater when managed as separate entity. The delicate and temperature sensitive cargo commodity requires specific services and needs to be handled with utmost care.
The QCS subsidiary, AirMc, is headed by the youngest member of the family, Nico Haltmayer. This personnel decision means that a representative of the third generation has taken on a leading management role in the family run company, which was founded in 1974.
… and horizontal expansion Last year, QCS also continued to significantly expand its Europe-wide network. New branches were established in Venice, Italy and Sofia, Bulgaria. In London, QCS ended its long-standing partnership with local agent, Corten Forwarding, in order to manage the business independently and under its own company name. The situation is similar in Slovenia, where the cooperation with the previous franchisee, Bliteb, was terminated and QCS now operates in the local market under its own brand name. “By stepping out of the franchise contracts, we have gained better control over business processes and significantly increased the connection and exchange with our own European stations,” reasons Stephan Haltmayer.
Of QCS’s EU branches, Hungary reports the strongest growth in 2025. When founded three years ago and headed by Managing Director, David Kondor, only a handful of employees sat in the Budapest office. Today, it counts 25 staff. Similar to the other European QCS branches in Eastern Europe, Budapest offers customers the entire range of freight forwarding services, from air and ocean freight to rail and road transport and customs clearance services. According to Stephan Haltmayer, the branches in Romania and Poland have also developed very positively. Lubos Lukac, Director of Development at QCS Europe, who is also head of the branch in Slovakia, is responsible for this network of newcomers, lately established across Europe.
According to Haltmayer, setting up own stations in Europe, following the end of the COVID-19 pandemic, proved to be a strategically wise move. “For the past three or four years, we have seen a trend in European industry, toward nearshoring in order to minimize investment risks. Thanks to our broad pan-European network, we are benefiting greatly from this shift in production and trade.”
Focusing on AI Also, QCS has set its sight on Latin America, with imports and exports between the EU and countries like Brazil, Mexico or Colombia, running well. In contrast, China remains at a rather low level, says the manager.
Further to this, QCS has decided to list AI high on its 2026 agenda. “This will be one of our investment priorities,” he announces. The agent also wants to increasingly be present at trade fairs such as Intermodal in Sao Paulo, WCA in Singapore, and Global Air Freight Alliance in Kuala Lumpur.
Every week, CargoForwarder Global’s ‘Spotlight On…’ gives the floor to an individual from one of the many stakeholders involved in ensuring that air cargo travels swiftly, efficiently, and safely from one side of the planet to the other. Since many individual players are stronger when they work together, air cargo eco-systems exist where various companies work together for the good of everyone in the network. Neutral Air Partner (NAP) is a prime example of a global air cargo logistics network and ecosystem. It connects specialized forwarders, wholesalers, GSSAs, charter brokers, and e‑commerce players, with the aim of boosting expertise, collaboration, and buying power across the air cargo supply chain. It supports the air cargo industry by providing neutral capacity and consolidation platforms, specialized sub‑networks, common tools and standards, and commercial programs that help independent players access scale, technology, and carrier relationships they could not easily build alone. This week, Jelena Babic, EMEAA Business Development Manager at Neutral Air Partner (NAP), talks about her function, her thoughts on the industry and gives advice to those thinking about joining it.
There’s always something new happening across our global community. Image: Jelena Babic
CFG: What is your current function and company? And what are your responsibilities?
JB: I’m the EMEAA Business Development Manager at Neutral Air Partner (NAP) – a premier air cargo logistics ecosystem. My role revolves around expanding our membership across regions, building strategic partnerships, fostering relationships with members, and organizing our key annual and regional events such as OPENAP and our signature industry event, ACE.
I also work closely with our CEO, Mr. Christos Spyrou, and our regional teams on developing new sub-industry verticals and airline initiatives that bring even more value to our members.
In short – I connect people, ideas, and opportunities within the Neutral Air Partner ecosystem.
CFG: What does a normal day look like for you?
JB: There’s rarely a ‘normal’ day in my world! [Smiles] Between time zones, event planning, membership calls, strategy meetings, and travel, every day looks a little different. I might start my morning in Dubai (where I’m based), reviewing new member applications, then jump on calls with partners in Europe or North America, or coordinate logistics for an upcoming conference – and the next thing I know, I’m waking up in Marrakech for a site inspection ahead of our 10th anniversary event.
What keeps it exciting is the diversity of people and projects – there’s always something new happening across our global community.
CFG: How long have you been in the air cargo industry, and what brought you to it?
JB: I’ve been in the industry for over 15 years, though my background originally wasn’t in logistics – it’s actually in sports science. After graduating and moving to Athens for my Master’s in Sport Psychology, I began looking for a job to support myself and came across an opportunity at a freight forwarding company. At the time, I had no idea what freight forwarding even was – but I immediately liked the people, the energy, and the fast-paced environment, so I decided to take the leap.
That spontaneous decision turned into a long-term passion. I started in airfreight operations, business development, and sales, which helped me deeply understand the needs of Neutral Air Partner’s members. Over time, my responsibilities expanded to include event management, too, and I quickly realized how dynamic and relationship-driven this industry truly is.
The mix of global connectivity, networking, entrepreneurship, and constant innovation fascinated me – and that’s what keeps me here.
CFG: What do you enjoy most about your job?
JB: Without a doubt – the people and travel. The air cargo industry is full of passionate, hardworking professionals who constantly adapt and find solutions under pressure.
Through NAP, I have the privilege of connecting and collaborating with so many of them from all over the world – across every part of the industry, from airports, airlines, and freight forwarders to tech solution providers. Creating events where people come together, exchange ideas, and form partnerships that later grow into real business – and genuine friendships – is truly rewarding.
CFG: Where do you see the greatest challenges in our industry?
JB: Our biggest challenges are digital transformation and talent attraction. While technology is advancing rapidly, many companies are still catching up with systems integration, sustainability requirements, and adapting to the new generation’s way of doing business. At the same time, we need to make this industry more attractive, accessible, and visible to young professionals – showing them just how global, diverse, and impactful air cargo really is.
CFG: What advice would you give to people looking to get into the air cargo industry?
JB: Be curious, stay open-minded, don’t be shy to ask questions, and build your network early on. This is an industry where relationships, integrity, and trust mean everything.
You can come from various backgrounds – logistics, sales, aviation, IT, or even sports science like me – but what truly matters is adaptability and the willingness to learn.
Training in supply chain management, air freight operations, or digital logistics can be very helpful, but nothing replaces learning directly from people in the field.
Attend events, listen, engage, and never underestimate the power of a good conversation!
CFG: If the air cargo industry were a film/book, what would its title be?
JB: ‘Turbulence & Triumph’
Because no matter the challenges, this industry always finds a way to rise, adapt, and deliver – literally and figuratively.
Just think back to the COVID-19 era – every day felt like a new chapter in a story of resilience, creativity, and reinvention.
Thank you, Jelena!
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.
Cargo growth at Madrid-Barajas is no longer just a headline statistic – it is reshaping how cargo is handled on the ground. As volumes continue to rise and shipment profiles shift toward e-commerce and intercontinental transfers, ground handlers are under pressure to process more freight with fewer touchpoints. At WFS Madrid, that pressure is accelerating a practical digital transition focused less on technology buzzwords and more on reducing paper-based documentation, managing truck flows, and redeploying manpower where it adds operational value.
WFS is the second biggest cargo handling agent at MAD – credit: WFS
Madrid-Barajas Airport remains Spain’s leading air cargo gateway, handling close to 60% of the country’s air freight volumes. After strong growth of 22% in 2024, volumes continued to rise in 2025 with an additional 10% increase, supported by connectivity to markets such as Doha, Istanbul, and Bogotá. Sources: Aena and MADCargo.
Within this broader growth context, WFS Madrid is advancing its own digital roadmap, focusing on process efficiency, truck management, and paperless operations at station level. CargoForwarder Global spoke with Rosa María Míguelez, Technology Business Partner – EMEA Cargo, at WFS.
Digital reality for a Ground Handler For ground handling companies, digitalization has not been optional. “Our job is to move cargo, not data,” Míguelez explains. “But the industry reality means we have to manage both.”
Despite long-standing industry initiatives, the electronic Air Waybill (eAWB) is still not fully adopted. WFS Madrid continues to receive a significant number of paper AWBs which then require manual processing and digital conversion before being transmitted to airlines. This gap alone has justified targeted investment in document handling and data conversion tools.
Another constraint is the lack of early shipment information from freight forwarders. Without advance data, workforce and dock planning remain difficult, and traditional peak days – particularly Mondays and Fridays – continue to dominate operations.
At station level, digital tools are still often seen as a cost rather than an efficiency-driver. At WFS Madrid, the focus is on reducing manual documentation and redeploying staff to higher-value operational tasks, where return on investment is tangible.
Truck flow management and visibility Among WFS Madrid’s current initiatives is the implementation of truck pre-announcement and self-service kiosks to manage arrivals and pre-assign dock doors. The system is already in use, with full functionality planned for 2026.
“In continental Europe, we subcontract all transport including a large share of Road Feeder Services,” Míguelez says. “Pre-assigned dock doors help us manage throughput and reduce congestion.”
To reduce peak-hour bottlenecks, WFS is also building slot-booking into the process, allowing transport providers to request loading and unloading windows in advance, and helping stations plan resources more accurately.
WFS has launched an RFP for truck traceability solutions to replace today’s fragmented tracking – often handled through phone, email, or messaging – and to manage consolidated loads carrying multiple manifests. Initial deployment will focus on Spain, France, and Belgium, with the longer-term objective of integrating a Transport Management System and creating a real-time ‘control tower’ view of truck movements.
Toward zero paper at station level Document management is another pillar of WFS Madrid’s digital roadmap. The objective is to eliminate paper across flight-related processes, including the flight pouch, dangerous goods declarations, and operational documentation.
Standardization remains challenging. Even within Spain, cargo security procedures differ between Madrid, Barcelona, and Valencia. “We are talking about one country, but with different processes,” Míguelez says. “In many cases, Madrid is the final security step, which adds operational complexity.”
Lean Six Sigma as a decision framework WFS uses Lean Six Sigma methodology to prioritize digital initiatives and allocate resources. Digitalization projects are assessed alongside other process improvements, supported by ongoing internal training programs that involve a growing share of employees.
The impact is measurable. WFS Madrid has reduced working hours in import operations and lowered staffing needs at reception points through automation, while maintaining service levels.
A changing cargo profile in Madrid Operational change is also being driven by shifts in cargo flows. Madrid was traditionally a key European entry point for perishable imports from Latin America, supported by connectivity and established customer hubs.
“That has changed significantly over the past two years. We are still a transit point for perishables, but the growth of e-commerce – especially from China – has been decisive,” Míguelez explains.
According to WFS, much of this volume has shifted from Zaragoza to Madrid. Rosa Miguélez was not fully certain about the reasons, but she believes the main driver is the stronger logistics connectivity offered by Madrid, which is more convenient for e-commerce.
Zaragoza was traditionally an important cargo airport for pharma and medical equipment, a segment that has significantly declined in Spain. In addition, Zaragoza is the export hub for Inditex (Zara, Massimo Dutti, etc.). Its relevance is largely due to its equidistant location from the main Spanish production centers (Madrid, Barcelona, Bilbao, and Valencia), which historically made it very convenient for domestically produced goods. Due to the reduction in pharma and medical equipment volumes, the airport has likely also lost overall cargo traffic.
To reduce imbalances as freighters frequently arrive full and depart empty, WFS has reconfigured storage space, increasing the focus on ULD management, and expanding the use of rolling equipment.
Madrid is also increasingly used as a stopover for cargo originating in China and destined for Latin America, reinforcing its role as an intercontinental transfer point.
The need for a stronger Cargo Community Despite progress at company level, Míguelez points to a structural weakness at Madrid-Barajas: the absence of a strong, unified cargo community. “Airlines, forwarders, handlers, and transport companies still work too independently,” she says.
In other major European cargo gateways, airport-level cargo communities play an active coordinating role, aligning stakeholders around shared digital platforms, security processes, and operational standards. At Madrid, that level of coordination is still fragmented, limiting the effectiveness of individual digital initiatives.
As volumes rise and cargo flows become more complex, she argues that Madrid’s next competitive step will depend less on infrastructure and more on collective governance.
At Madrid Airport, airlines can choose between different cargo handling agents. IAG Group member, South, is the largest local player, followed by WFS and Swissport. Some smaller ones have specialized in live animal transport or cargo traffic to and from the Canary Islands.
The bride, TAP, is in a comfortable position: three attractive suitors are courting her. They are Air France-KLM, Lufthansa, and IAG. Following the takeover of SAS by Air France-KLM, the purchase of Italy’s ITA by Lufthansa, and the announced entry of Turkish Airlines into the private Spanish airline, Air Europa, Portugal’s TAP is the last major legally independent European airline alongside LOT from Poland, and Finland’s Finnair. In the case of TAP, this is likely to change in the current year.
TAP is a highly sought-after candidate. It operates 22 Airbus A330, which are the backbone of its long-haul fleet – company courtesy
Interested parties are knocking on TAP’s door and, in two cases, have already announced their intention to submit non-binding bids to Parpública, the Portuguese public investment company (more here).
These are AirFrance-KLM and Lufthansa, which have expressed a stark interest in the Lisbon-headquartered airline as done by the IAG Group before.
The Portuguese state can expect €700 million from the transaction Based on the number of aircraft, its route network and other assets, analysts value TAP’s strategic stake for privatization at around €1.5 billion. However, only 44.9% will be sold to an investor, while Parpública announced that it would block 5% of the shares for the airline’s employees. This means that owner, Parpública, will receive around €700 million for the partial sale of the airline, assuming that the interested parties do not drive the price up to astronomical heights for competitive reasons. In any case, the Portuguese state will remain the majority shareholder in the country’s flag carrier (50.1%).
Who is in a stronger position? In terms of prospects of success, Lufthansa has the advantage that TAP is a member of the Star Alliance. Another plus point is that the airline’s Hamburg-based technical subsidiary, Lufthansa Technik, recently announced plans to build a new repair, overhaul, and maintenance center in Santa Maria da Feira near Porto, with a focus on engine maintenance. The number of employees there is expected to more than double from currently 450 to 1,000 by 2030. If Lufthansa is awarded the contract, the German airline announced that it would develop Lisbon’s Humberto Delgado Airport into a passenger and cargo gateway for air traffic to/from South America and parts of Africa.
Its competitor, Air France-KLM is likely to make the most attractive financial offer. IAG, on the other hand, is considered to have little chance of success, as it already owns the Spanish airlines, Iberia and Vueling, making it the dominant carrier on the Iberian Peninsula. This is likely to be an important criterion for EU competition watchdogs in their upcoming decision on the fate of TAP.
TAP earns money again The carrier is back in the black, it is strategically important for passenger and cargo flows between southwestern Europe and Brazil. It currently operates passenger services to 13 destinations in Brazil [TAP does not have any cargo aircraft], with Sao Paulo, Rio de Janeiro, Belo Horizonte, and Brasilia included in its route map.
The free trade agreement between the EU and Mercosur countries, which was announced some time ago and approved by the EU Commission on 09JAN26, is also likely to have contributed to the increased interest of Air France-KLM and Lufthansa in TAP. The Mercosur block includes Brazil, Argentina, Paraguay, and Uruguay. Together, the new transatlantic free trade zone comprises 700 million inhabitants, making it globally the largest of its kind. Once the agreement comes into force, there will also be an increase in ocean and air freight transport between the participating markets, spurring automotive, pharma and chemical products from east to west, and agrarian produce from Latin America to Europe. Passenger traffic will also grow on routes across the South Atlantic
Three key requirements Back to Parpública which celebrated its 25th year of existence in SEP25: These are the three most important criteria for the partial privatization of TAP, echoed by the state holding:
Enhancing TAP’s role as a key provider of highly skilled jobs in aviation, engineering, and maintenance
Sustaining essential domestic and international routes (e.g., Portuguese-speaking destinations), which include links to key African countries (Angola, Mozambique, etc.)
Preserving TAP’s well-established identity as Portugal’s flag carrier, with the development of a sound industrial plan and strategic routes.
After reviewing the non-binding bids, Parpública will ask the applicants to submit a comprehensive purchase proposal. The decisive factor here is not only the price they are willing to pay, but also the overall package they present for securing the future of TAP.
It is expected that the negotiations will take months, with analysts awaiting an announcement on the future of TAP by next summer.
The German logistics industry lost two of its leading figures, forever: Dieter Haltmayer from Quick Cargo Service, and Günther Gasthuber from IGLU Air Cargo. Haltmayer, in particular, but also Gasthuber, shaped the industry for years and left a lasting mark through their work. Through numerous meetings, interviews, and regular exchanges of information, CargoForwarder Global greatly benefited from the professional and, in the case of Dieter Haltmayer, friendly relationship with the two managers. They will be sorely missed in the logistics industry, especially in the air freight sector.
We would like to bid them farewell with the following tribute to the work of the founder of Quick Cargo Service, Dieter Haltmayer (91), by close friends and pioneers, followed by a separate obituary for Günther Gasthuber (66).
Dieter and Günther, Rest in Peace. Heiner
An icon of the freight forwarding and air cargo industry has departed forever – photo: courtesy Haltmayer family
Obituary for Dieter Haltmayer
Ram Menen, former head of Emirates Sky Cargo: Dieter passed away on Friday the 2nd January. I was so looking forward to his 100th and I was sure that he would definitely make it. So, Dieter’s passing came as a shock.
He was an amazing human being and a very good friend. What always impressed me most was not the company he built, but the way he treated people. Even at 91, Dieter remembered names, stories and small details, and he had an instinct for when someone needed encouragement or a firm word. He was still active and went to the office to be with his team. He lived his values openly: loyalty to his team, deep love for his family, and a quiet pride in seeing the next generation take over what he had started.
The last I communicated with him was a couple of months back just after his 91st birthday, when his house also got burgled. I was really taken aback when I got a call from Heidi last Sunday (04JAN25). Apparently, his end came with fluids building up in his body and lungs (following a pneumonia). All his family were with him during the last moments. He was blessed to have such a loving family. God bless him and may his soul rest in peace. We have all lost a good friend and the industry has lost a legend.
J. Florian Pfaff, Aviation Consulting, former Lufthansa Cargo Vice President When my friend, Stephan Haltmayer, called me on Sunday evening [04JAN26], I already had a premonition. And indeed: just two weeks after my last phone call with Dieter Haltmayer, I learned from his son of the death of a friend, business partner, and role model in many ways.
My relationship with Dieter Haltmayer – and thus with his family and his life’s work, Quick Cargo Service – began in the 1990s. Dieter Haltmayer was always a loyal but also critically constructive customer of Lufthansa Cargo, for whom I had the privilege of working for more than 36 years. Over the years, I had the honor of presenting him with several awards in the field of digitalization and innovation – a clear sign of how early and visionary he was as a medium-sized freight forwarder, in anticipating developments in air freight.
To truly understand his entire life’s work, I recommend his book: Mein Leben für die Fracht [Cargo is my Life]. It reads like a journey through the history of air freight and should be required reading for every aspiring airliner and freight forwarder. Before Dieter founded his own company, he worked for several years as an airline colleague.
Quick Cargo Service, or QCS in short, grew over the years from a small start-up to a successful group of companies with stations in many European countries. In addition to this impressive entrepreneurial achievement, Dieter knew how to bind his family closely to the company. With Stephan, Jennifer, and Heidi, the second generation is now in management, and the third generation has already taken on responsibility.
One of Dieter’s greatest talents was not only founding and expanding a successful company, but also developing it within the family, thereby strengthening family ties. In this respect, too, my friend Dieter was a role model.
His tireless optimism and infectious good humor were particularly outstanding; he was a cheerful Rhinelander from head to toe.
Our families are connected by a friendship that would not have existed without him. We look back on many cheerful hours spent together.
Dieter will be remembered as an icon of the air freight industry. He was a loyal customer to Lufthansa Cargo. He has shaped the air freight business for years. But above all: He was a personal friend who will be sorely missed.
Thank you, Dieter, for the time you spent with us.
Desmond Vertannes, previous head of IATA Cargo The industry has lost a true leader and personality. An airline man who transitioned to become a legend in forwarding and logistics. Dieter was enthusiastic and passionate but occasionally stubborn when he felt there was injustice. Dieter became a very special friend, and he knew who he could and would collaborate with and trust.
He was innovative, his personality oozed charm, wit, integrity and sincerity. His baby, QCS, has become a global force (enhanced by the pivotal roles played by Stephan, Heidi and Jennifer). Which Dad can proudly boast that all his children are active in his company?
Yet, in the company’s infancy he felt it wasn’t getting the same opportunities befitting multinationals. So, he created IGLU, an alliance of independent forwarders to compete, and it’s to him and Stephan I turned to when I wanted AMI to open an office in Europe in 2003.
His legacy will never fade, and many, many will share in the sorrow of his passing.
My deepest condolences and thoughts are with Stephan, Heidi and Jennifer and families and staff, and I wish them strength, peace and courage at this very sad time. ‘RIP Dieter, enjoy your flight once again with Maureen.’
Thorsten Hölser, Managing Director, Freight Forwarding and Logistics Association of Hesse/Rhineland-Palatinate The air freight forwarding company Quick Cargo Service, founded by Dieter Haltmayer, would be a prime example of a typical medium-sized family-run business, according to the first things I heard about Dieter when I entered the freight forwarding industry.
However, as I have experienced over the past 30 years, there is little that is typical about Quick Cargo Service and Dieter Haltmayer in particular. When others complained about the situation in the air freight industry, Dieter really got going and expanded with new ideas and his willpower to make things happen. For example, As a visionary, he took up the idea of cooperation from road freight transport to air freight in close cooperation with our freight forwarding and logistics association and founded and developed the consolidator IGLU Air Cargo with other likeminded air freight forwarders.
When hot topics were on the table and many top managers in the industry were afraid to speak up, Dieter was the voice of the freight forwarding industry. He never minced his words, which distinguished him as an authentic entrepreneurial personality throughout his life.
Despite his entrepreneurial personality, however, his family was always at the center of his life, and personal encounters with friends were just as valuable to him. With Dieter’s passing, the freight forwarding and logistics industry has lost not only a figurehead in air freight, but also a special person whose vision, sincerity, and warmth we will miss. We will honor Dieter’s memory forever!
Addendum: Dieter will be buried on Tuesday (13JAN26), in the family grave in Walldorf near Frankfurt, where his wife Maureen is already laid to rest. According to their son, Stephan, the funeral will be attended by family members and a few very close friends of the family.
His death will have no impact on the QCS property structure. The company will remain in the ownership of the three Haltmayer children: Stephan, Heidi, and Jennifer. And the first members of the upcoming third generation are already involved in management tasks. HS
Both companies have signed a comprehensive contract for the transport of helicopters from the USA to Vitória in Brazil. This is part of a major order comprising 35 helicopters. The helicopters are to be used primarily for crop management and monitoring.
Brazil is a leading producer and exporter of coffee, soybeans and sugar. Last year, agricultural exports from the Latin American country amounted to USD 164.4 billion. This corresponds to about half of Brazil’s total exports. The operation of helicopters allows large areas of farmland to be monitored from the air, including checking the ripeness of agricultural products, determining the harvest time of crops and enabling targeted water management. Rhenus Logistics has played a strategic role in orchestrating the end-to-end solution, from inland transportation in the U.S. to international airlift and final delivery in Brazil.
Rhenus and Avianca Cargo completed a first Helicopter Transport from U.S. to Brazil
One crate per flight Asked about the specifics of the supply chain, Rhenus USA press officer, Janice Betti told CargoForwarder Global that the first helicopter was transported via truck from the production plant in California to Florida. This was done because there are no direct air services from California to Vitória (VIX). Miami (MIA) serves as the main air cargo hub for Latin America, which is why the consolidation took place in MIA. She went on to say that due to the dimensions of the crates, only one helicopter can be accommodated per flight on board of an A330 freighter. It is worth highlighting that this operation represents a historic and highly specialized air cargo movement, requiring close coordination with airlines, airports, and local authorities. Rhenus Logistics played a strategic role in orchestrating the end-to-end solution, from inland transportation in the U.S. to international airlift and final delivery in Brazil. Janice pointed out that “for compliance reasons, we are unable to disclose customer or [helicopter] manufacturer names.”
Faster, leaner, more cost effective Vitória Eurico Airport is located around 500 km northeast of Rio de Janeiro on the South Atlantic coast. In addition to Avianca, other well-known intercontinental airlines operate scheduled services there, such as TAP Portugal, American Airlines, KLM, LATAM, and Emirates. The entire helicopter process was jointly managed by the U.S. and Brazilian teams of Rhenus and Avianca Cargo, covering the complete supply chain door to door including customs procedures. “Historically, helicopter shipments into Brazil would land at Viracopos Airport (VCP) near Sao Paulo, requiring complex bonded trucking to Vitória for customs clearance, then returning to São Paulo for final delivery. This practice is time-consuming and operationally inefficient,” said Christian Luque, Regional Head Key Accounts Tech-Trade Americas, Rhenus Logistics. “By flying directly into VIX, we’ve eliminated multiple legs and created a faster, leaner, and more cost-effective solution.” This operation sets a new benchmark for the airspace high-value cargo in Brazil and the ability to streamline delivery directly through Vitória represents a major step forward in efficiency and service excellence, emphasized the Rhenus executive.
Avianca Cargo will increase its activities in Brazil “This operation showcases the expertise and capability we’ve built to handle specialized and oversize cargo, efficiently connecting the United States and Latin America through logistics solutions that open new opportunities for our customers and the region,” affirmed Diogo Elias, CEO of Avianca Cargo. He went on to say that his Bogota, Colombia-based airline intends to further strengthen its presence in Brazil by offering innovative options to the market that drive competitiveness and economic development. In response, Jacques Nijankin, Head of Air Freight North America for Rhenus Logistics, pointed out that his company is proud to support this project, ensuring the safe, efficient, and timely delivery of the helicopters. “Our expertise in managing complex air freight operations through our Miami gateway service, allows us to meet the growing demand for quick and reliable transportation to Latin America, especially in industries like agribusiness that are vital to Brazil’s economy. Being part of this milestone for VIX also highlights our ability to navigate complex logistics scenarios and create new opportunities for air cargo in the region,” Nijankin concluded. More helicopter deliveries are to come throughout 2026, Rhenus USA confirmed.
The year 2025 started with an alarming sense of urgency in global trade, as tariff regulations fluctuated amid a self-initiated competition driven by the United States. The international reaction triggered volatility across global markets, and the full consequences are still yet to be measured. Possibly for this reason, the multimodal implementation of ICS2 did not receive the attention it deserved, despite its significant impact on all cargo entering Europe. Who, in reality, were the winners?
Illustration: Courtesy IATA
What Pre-Load Customs Systems are Pre-load customs systems require airlines (or freight handlers) to send shipment data to customs authorities before cargo is loaded onto the aircraft. The objective is to allow customs to perform a risk assessment in advance, stopping high-risk shipments before they ever leave the ground. The most common global framework for this is PLACI – Pre-Loading Advance Cargo Information. Governments implement PLACI to detect security threats earlier, prevent dangerous goods or illicit shipments from boarding aircraft, and streamline clearance by shifting risk assessment upfront.
Some major PLACI programs include:
U.S. ACAS
EU ICS2
Canada’s PLACI program
UAE, UK, and others rolling out similar models.
How everything started In 2014, the ACAS started its pilot phase in the U.S., becoming operationally mandatory in 2018. This was the first true PLACI program and became the global reference model. Shortly afterwards, between 2019 and 2021, Canada introduced and enforced its own PLACI requirements, closely aligned with the U.S. ACAS concept. In 2021, the European Union launched its first PLACI implementation under ICS2, initially mandatory for postal and express consignments. The second phase (Release 2) came into force in 2023, extending requirements to air cargo and mail. Finally, during 2024-2025, Release 3 was implemented, covering the full multimodal scope. In parallel, the UK implemented its own PLACI-aligned regime post-Brexit, broadly mirroring EU and U.S. principles. From 2018 onward, many other states, including the UAE, Japan, and Australia, adopted PLACI-style pre-loading risk screening models, often based on ACAS and ICS2. What was once perceived as temporary or regional has proven to be neither: PLACI has become a permanent global standard, mandated and expanding through 2024-2025. PLACI was triggered politically by fear of airborne terror attacks and economically by the catastrophic cost of failure. Data-driven risk screening was selected as the fastest and most cost-effective control mechanism available to governments.
Why PLACI exists PLACI exists because governments do not fully trust the air cargo industryto self-police security risks. It functions as:
A control mechanism
A deterrent
A data-collection tool
Trade efficiency was added later as a justification. It was not the original driver.
The real winners in the PLACI world Beyond IT, data and compliance vendors – who saw a pre-enforcement revenue boom as PLACI forced the industry to invest in messaging hubs, data validation tools, and customs connectivity – the winners are clear.
Governments and customs authorities, who gained pre-flight visibility into global cargo flows, enabling a significant increase in risk prevention rather than post-incident response, and centralized control using data instead of manpower.
Intelligence and security agencies, for whom PLACI provides direct and structured data feeds.
Digitally mature forwarders, who benefited from advanced cargo data requirements by gaining a competitive advantage over manual operators. Cleaner data translated directly into fewer RFIs and smoother operational flows.
Large, well-automated airlines, particularly those with strong cargo IT systems, automated checks, and tight acceptance controls. Smaller or legacy airlines continue to struggle in this environment.
What comes after PLACI PLACI didn’t improve the industry; it ranked it. Airlines became enforcement points rather than decision-makers, and this trend will intensify, not reverse. Cost pressure shifted upstream permanently: forwarders must now invest in IT, ensure data quality earlier, and train staff accordingly, while airlines face increasing pressure to maintain pre-loading systems and manage the operational impact of DNL/RFI decisions. Governments and the intelligence agencies effectively transferred aviation security costs from the state to the private sector. PLACI is not the end state. Governments are already aware of its limitations. The next phase will focus on deeper control, increased automation, and stronger accountability mechanisms. The balance of power didn’t disappear; it moved upstream – and hardened permanently.
