At least, it will have from 01FEB26 on, when Cor de Man officially assumes his new position at Chief Executive Officer of Maastricht Aachen Airport (MST). He was announced this week as successor to current CEO, Jan Eerkens, who stepped in in the interim following the previous CEO, Joost Meijs’ abrupt departure after just one year in the job, on 01NOV25.
As MST CEO, Cor de Man responsibilities will extend across N.V. Holding B.V. Luchthaven Maastricht (NV HBLM), the holding company for Maastricht Aachen Airport, and Maastricht Aachen Airport Beheer & Infra (MAABI).
He brings extensive experience in all aspects of aviation and logistics, having begun his career with P&O Nedlloyd Logistics back in 1986, and then held high-ranking positions with KPMG (consulting companies such as KLM, Poste Italiana, and Deutsche Bahn), UTi Worldwide – then DSV, Broekman Logistics, Turkish Cargo, and most recently Senior Executive Advisor to Global GSA Group. It was this diverse experience and expertise in cargo, strategy and organization development that led to NV HBLM’s Supervisory Board’s decision.
Frans Weekers, Chair of the Supervisory Board of NV HBLM, commented: “Cor de Man is an experienced executive with a strong commercial profile and in-depth knowledge of both passenger and cargo operations. Cor will work closely with the management team to further strengthen operational performance, drive sustainable growth, and position MST as an environmentally conscious regional airport with international significance for both passengers and cargo. He brings proven international experience, strategic acumen, and an extensive network in aviation – we have full confidence that he will lead MST with energy and vision into the next phase of its development.” He also extended his appreciation to Jan Eerkens who will continue in an advisory function via Schiphol Group and help smooth the transition to the new management: “We are grateful for Jan’s contribution during the interim period.”
Cor de Man, incoming CEO, Maastricht Aachen Airport, said: “The coming years are crucial for the further development of Maastricht Aachen Airport – the foundation has been laid, cargo is showing an upward trend, and the team is focused on the right priorities. Together with the team, I am eager to take the next steps – Maastricht Aachen Airport has great potential for both passengers and cargo, and I look forward to working with employees, shareholders, and partners to build a future-proof, financially healthy, and sustainably operating airport.”
Amerijet published two news items this week. One was that it has leased a Boeing B767-300BCF freighter via long-term agreement with Airborne Capital, so as deliver more services across the Caribbean, Mexico, Central and South America. Tail number N566NC is the 10th B767-300 to join the 50-year-old carrier’s fleet operating out of its main hub, Miami International Airport (MIA), and serving 38 destinations. Joe Mozzali, Chief Executive Officer at Amerijet, declared: “We are thrilled to add a 10th converted B767 freighter to our fleet. This additional capacity will enable Amerijet to address the growing needs of our customers and the air freight market.”
Amerijet expands fleet with new Boeing B767-300BCF. Image: Amerijet/Mayteh Bordas-Perez
The second news item was the announcement that the airline has extended its partnership with cloud-based air cargo technology solutions provider, SmartKargo, for another five years. The two companies, who first partnered almost 10 years ago, are committed to pursuing excellence and innovation in air cargo through data technology. Amerijet uses SmartKargo’s Core SaaS Air Cargo Management Solution, to efficiently manage its global cargo operations and provide customers across its network with transparency. “This new multi-year commitment ensures Amerijet will continue leveraging SmartKargo’s modern, API-driven platform to support long-term network growth and customer-centric innovation,” the release states. “The renewed agreement also accelerates both organizations’ joint innovation, data optimization, and next-generation digital workflows that simplify cargo acceptance, tracking, billing, and complex international processes.”
Joe Mozzali, CEO of Amerijet International Airlines, explained: “SmartKargo has been a trusted technology partner for Amerijet, enabling us to modernize critical processes and deliver a more seamless, intelligent cargo experience to our customers. Extending our relationship for another five years reflects our commitment to leveraging innovation, automation, and data to strengthen our network and expand what’s possible for our customers across the Americas and beyond.”
Olivier Houri, Chief Revenue Officer at SmartKargo, commented: “Amerijet has long been recognized as an agile, forward-thinking carrier, and we’re honored to continue powering their growth with the SmartKargo platform. This five-year extension reflects our shared belief that the future of air cargo belongs to those who embrace technology and real-time intelligence. Together, SmartKargo and Amerijet are building a foundation for greater efficiency, transparency, and innovation across the global cargo ecosystem.”
Global trade is entering a new phase of realignment, and Frankfurt Airport’s cargo hub has proven its strength in navigating shifting market dynamics. CargoForwarder Global’s guest author, Sebastian Bartscher, Senior Business-Analyst Cargo at Fraport AG, illustrates Frankfurt CargoHub’s 2025 achievements in the face of rising trade tensions and tariff adjustments, and how the German hub continues to consolidate its role as Europe’s gateway for cross-border e-commerce and resilient supply chains.
Frankfurt CargoHub stays resilient in 2025: e-Commerce and Asian exports boost air cargo amid trade conflicts. The international trade landscape is undergoing a noticeable transformation. While some regions are forging ahead with impressive momentum, others remain at a standstill. In the first half of 2025, global trade grew by 4.9% year-on-year, driven primarily by strong exports from Asia (up 10.4%), whereas exports in Europe stagnated. With the overall macroeconomic situation improving, trade relations remained robust in regions not affected by tariff increases. So far, the negative effects of U.S. tariff hikes and ongoing trade uncertainty have been lower than expected, as other countries – apart from China – have refrained from implementing significant countermeasures. As a result, the WTO has revised its global trade forecast for the full year 2025 upward – from -0.2% in April to +2.4% in October. Reflecting this positive trend, global air cargo volumes are also projected to increase by approximately 2.5% overall. The main growth drivers are airports in Asia, which are forecast to achieve robust growth of about 5% in 2025. In contrast, European airports are likely to experience more moderate growth of around 2%, while North American airports are expected to stagnate.
Sebastian Bartscher, Senior Business-Analyst Cargo, Fraport AG. Image: Fraport AG
The effects of de minimis The abolition of the de minimis trade rule in the U.S. – which previously allowed low-value imports to enter the country without payment of customs duties or taxes – has caused notable shifts, particularly in global e-commerce shipment patterns. As a result, China’s exports to North America fell by 13.6% during the first nine months of the year (down 18.5% to the U.S. alone), while exports to Europe soared by 58.5% year-on-year. This development reflects a broader trend in how trade adapts to changing regulatory environments in key markets. Several European countries, including Belgium, Hungary, and Germany, experienced substantial growth in e-commerce volumes from China, with Germany recording an 83.8% increase in value and reaching a total of around USD 1 billion. At Frankfurt Airport (FRA), cargo unloaded from China flights has once again become the main growth driver, with 214,500 metric tons of air cargo marking a 32.3% increase and setting a new historic record. Notably, the share of e-commerce tonnage on routes from China to Frankfurt has risen sharply and is currently estimated at around 35%. This momentum underscores the growing importance of the e-commerce sector as a key growth driver for the Frankfurt CargoHub.
Sino-German collaboration To further strengthen the freight corridor between Asia and Europe, Frankfurt Airport and Shanghai Pudong International Airport recently signed a Memorandum of Understanding, establishing a strategic cargo partnership. Building on years of close cooperation – including last year’s roadshow in China – the new partnership aims to streamline regulatory processes, enhance efficiency in cross-border e-commerce, and jointly set new standards for handling global cargo flows. With e-commerce volumes between China and Europe rising sharply, and Shanghai serving as an important strategic market, the enhanced collaboration will enable both hubs to respond even more effectively to dynamic market developments. With around 106,000 metric tons handled at FRA between January and September 2025, cargo from Shanghai accounted for about half of the incoming tonnage from China, an increase of about 20% compared to the previous year. In 2024, the Frankfurt–Shanghai route was Europe’s top air cargo route, with around 120,000 metric tons of cargo unloaded at Frankfurt Airport and a total volume of about 215,000 metric tons.
Air cargo forecast 2026: stable outlook despite global risks For 2026, the WTO has revised its trade forecast downward from +2.5% in April to only +0.5% in October, partly due to the expected pull-forward effects from the increase in U.S. tariffs in 2025 and their long-term impact. In contrast, the Airports Council International (ACI) projects higher growth of around 3% for European and global airports in its latest World Airport Traffic Forecast for 2026. Given developments in 2025, the ACI forecast for Europe appears optimistic but not unattainable, as air cargo traffic performed better than initially expected. For Frankfurt Airport, we anticipate moderate growth in 2026, comparable to that of 2025. The decisive factor will be how the main trade routes develop amidst the ongoing tensions between the U.S. and China, the two largest air cargo markets. Overall, most industries have remained stable despite the global uncertainties, with key economic indicators such as Purchasing Managers’ Indices (PMIs) recently rising again. Air cargo demand has been growing for over two years now, driven primarily by strong e-commerce. However, there is a risk of growth being dampened in the coming year by persistent trade tensions, new EU regulations in e-commerce – including the planned abolition of the 150-euro duty-free threshold from 2026 – and a gradual shift from air to sea transport.
Flexibility is key For logistics providers, flexibility remains crucial for responding quickly to short-term changes. Frankfurt’s CargoHub demonstrates its strength above all through close cooperation with a strong network of international partners. In an environment shaped by changing regulations, shifting trade flows, and geopolitical uncertainties, these partnerships form the backbone of a resilient and future-proof cargo hub. The air cargo industry as a whole has shown its ability to adapt flexibly to evolving circumstances – an advantage that benefits Frankfurt as well. By maintaining open dialogue with stakeholders and continuously adapting to market needs, the Frankfurt CargoHub will continue to successfully navigate challenges and seize opportunities in global air cargo. This strong partner network ensures that Frankfurt Airport remains competitive and well-equipped to meet the diverse requirements of customers – both now and in the years to come.
Author: Sebastian Bartscher Senior Business-Analyst Cargo, Fraport AG
How Road Feeder Services Keep Cargo Flying – and Their Digital Road Paradox Holding Them Back
Every night, hundreds of trucks leave Warsaw, Budapest, Prague, and Bucharest bound for Frankfurt, Amsterdam, and Liège – each carrying air freight under an IATA flight number. To the untrained eye, they’re just road transport. To the cargo world, they are the ground layer of Europe’s air network.
Jan de Rijk’s road feeder fleet is part of Europe’s air network – photo: company courtesy
RFS as the silent extension of Europe’s air network Road Feeder Services (RFS) act as an extension of the air network – essentially flights on wheels. An estimated 30-40% of intra-European air cargo now moves this way, carrying automotive parts, electronics, semiconductors, pharmaceuticals, medical devices, and other time-critical exports. The customs-bonded trucks move under airline codes, following strict schedules that mirror short-haul flights. And although some flows move from West to East, the dominant direction runs East to West, where the main hubs provide long-haul capacity.
According to a 2025 market study by Mordor Intelligence, the European Road Feeder Services market is valued at approximately USD 7.5 billion, underscoring the scale and economic weight of these ‘flights on wheels’.(Source: Europe Road Feeder Services Market Size & Growth to 2030, Mordor Intelligence)
Why East dominates West The RFS network grew out of necessity, not design. Airspace congestion, short-haul cost pressures, and environmental limits pushed airlines to replace feeder flights with trucks. Western Europe’s big hubs – Frankfurt (FRA), Amsterdam (AMS), Paris (CDG), Brussels (BRU), Liège (LGG) – became consolidation platforms for global cargo. Meanwhile Central and Eastern Europe (Poland, Czechia, Hungary, Romania, Bulgaria) developed strong export industries but relatively few long-haul flights, feeding goods westward overnight. Central and Eastern Europe manufacture and globally export high-value automotive components, pharmaceuticals, electronics, and machinery. Global freight forwarders such as DHL, DSV (including the DB Schenker acquisition), and Kuehne+Nagel route this cargo through their Western ‘gateway hubs’ for customs clearance and onward flights. A typical truck from Warsaw to Frankfurt covers around 1,000 km in 11 hours, arriving before the morning long-haul departures, with major freight airlines operating extensive RFS networks across the EU. And even if trucks generate emissions, they replace short-haul flights. Industry observers estimate that a fully loaded RFS truck may carry the equivalent volume of 2-3 short-haul feeder flights – though public data does not yet document this ratio formally. The next frontier will be electric and biofuel-powered RFS fleets, and most importantly: optimized two-way utilization. Western hubs have bonded warehousing and customs pre-clearance processes optimized for RFS handling with infrastructure maturity (e.g., automated cargo handling) enabling RFS turnaround. This gives them a competitive edge when attracting new cargo services. Some cargo moves in reverse (West to East), but it only accounts for about 20%-30% of the RFS volume, as several e-commerce giants have distribution centers in Eastern Europe. Specialized express and high-value goods flows also move this way, but in smaller volumes.
The digital inequality problem The strong advance in digitally managed truck arrivals, customs pre-advice, and dock scheduling has not fully translated to RFS operations. The development of APIs, geolocation systems (real-time GPS) and AI to forecast cargo arrival based on flight delay, weather, and traffic data promise to solve these problems – but often only per hub. The digital Western advantage – Frankfurt’s Fair@Link, Amsterdam’s Smart Cargo Mainport Program, Brussels’ BRUcloud – contrasts with Eastern Europe where truck slotting is often manual or semi-automated. This digital inequality creates inefficiency across the network. A further challenge is the fragmentation among RFS operators themselves. Europe has a mix of large road feeder providers and dozens of smaller subcontractors, each using different IT tools, processes, and communication standards. This lack of harmonization makes it difficult to create end-to-end visibility or a uniform data flow across the entire RFS chain. The result is a patchwork system where cargo may be digitally visible at one hub, partially visible at another, and not visible at all once it leaves national borders.
A missing link: Cross-Airport Data Exchange Airlines and airports are working to align RFS with digital air cargo initiatives like IATA ONE Record, Airport Community Systems, and SESAR data exchange. That said, the EU-level challenges – and the issues behind the failures – are clear:
No single European airport governance framework – airports operate under national rules.
Fragmented digital infrastructure (different data systems for slots, cargo, and customs).
Uneven funding access – larger hubs get more EU grants, leaving smaller ones disconnected.
A purely competitive mindset instead of adopting gain-share or co-funded projects that allow more airports to benefit from the same outcome. This is probably the most notorious obstacle and the one that needs a mindset shift.
The Future Towards a Digital Network Imagine this case scenario:
A driver in Sofia books a slot at Liège directly via a shared EU RFS platform.
Customs pre-clearance travels with the digital shipment record.
Each truck’s ETA, emissions, and cargo milestones update across systems automatically.
Airports coordinate landside and airside flows in real time.
Eastern airports can build interoperable API-based truck slot management systems from scratch and align customs and pre-clearance with EU digital initiatives. Real-time data exchange between airports and RFS operators – with slots managed dynamically, tied to airside schedules, and supported by cross-border customs pre-clearance – would enable predictive routing and shared regional control centers. In effect, RFS moves millions of tons annually and Europe could gain a virtual air network on wheels – but only if its digital roads finally catch up with its physical ones.
Each week, CargoForwarder Global’s ‘Spotlight On…’ highlights a specific segment of the air cargo industry to show just how many functions are involved in transporting freight from A to B. Cargo is very much a people business and for it to function well today and in the evolving future, requires good leaders – people who inspire, motivate and are capable of implementing sustainable, forward-thinking strategies. Sourcing, advising, and supporting leadership development are therefore also important factors for the industry. Cormis Partners is an executive search firm specialized in those areas, and this week, Arpad Szakal (AS), its Head of Aviation & Aerospace, takes us through his role and shares his opinions and advice.
Opportunities to learn from leaders shaping the aviation and cargo sectors. Image: Cormis
CFG: What is your current function and company? And what are your responsibilities? AS: I am the Head of Aviation & Aerospace at Cormis Partners, a boutique executive search firm based in London. I work globally with airlines, airports, aerospace manufacturers, and cargo operators, helping them identify and place senior leadership talent. My role spans more than just recruiting – it’s about advising boards and HR leaders on executive search strategy, leadership development, retention, and succession planning. I also map talent markets across regions, ensuring clients have access to diverse, high-caliber leaders who can drive transformation. Beyond that, I regularly speak at industry events, sharing insights on talent strategy, executive hiring, and retention best practices, which allows me to help shape conversations about the future of leadership in aviation and aerospace.
CFG: What does a normal day look like for you? AS: There is no ‘typical’ day in executive search – it’s inherently dynamic. One day, I may be presenting a shortlist of candidates for a VP of Cargo role to a global airline; the next, coaching a senior executive on career strategy and positioning for their next move. My time is divided between client advisory calls, candidate assessments, talent mapping, and thought leadership activities such as speaking at conferences or engaging with industry boards. I also dedicate time to understanding market trends, emerging skills, and leadership gaps. The unpredictability is one of the most rewarding aspects – each day brings new challenges, perspectives, and opportunities to learn from leaders shaping the aviation and cargo sectors.
CFG: How long have you been in the air cargo industry, and what brought you to it? AS: I began my career as an aviation lawyer, advising airlines and cargo operators, which gave me a deep understanding of the regulatory, operational, and commercial intricacies of the sector. After several years, I transitioned into executive search, leveraging that legal and operational expertise to advise organizations on leadership and talent strategy. For over a decade now, I have focused on aviation and aerospace globally, including air cargo, because I am fascinated by the intersection of people, strategy, and operational excellence. Finding and placing leaders who can navigate complex environments and deliver transformative impact is what drives me professionally.
CFG: What do you enjoy most about your job? AS: What I enjoy most is helping organizations and leaders realize their potential. There is a unique satisfaction in understanding a client’s strategic vision and then identifying leaders who can bring it to life, whether that means building a high-performing cargo team or guiding an airline through digital transformation. I also thrive on the intellectual challenge of global talent mapping and advising boards on succession planning, retention, and organizational design. Additionally, I value the opportunity to speak at industry events and share insights on executive hiring and leadership trends – helping shape the broader conversation about talent in aviation is deeply fulfilling.
CFG: Where do you see the greatest challenges in our industry? AS: The industry faces several converging challenges. Talent shortages remain a significant concern, especially for leadership positions with cross-functional, global responsibilities. At the same time, technological transformation, sustainability imperatives, and shifting customer expectations are redefining operational models. Air cargo has grown exponentially, creating pressure to optimize efficiency, security, and resilience across complex supply chains. Add geopolitical uncertainty to the mix, and it becomes clear that the sector needs leaders who are agile, forward-looking, and capable of balancing operational rigor with strategic vision.
CFG: What advice would you give to people looking to get into the air cargo industry? AS: I would advise aspiring professionals to develop both operational expertise and strategic insight. Understanding logistics, cargo operations, and regulatory frameworks is essential, but the ability to think strategically and influence decision-making sets you apart. Formal training in aviation management, supply chain logistics, or international business is valuable, but equally critical is building a strong network within the industry and gaining hands-on experience. Curiosity, adaptability, resilience, and a global mindset are essential traits – air cargo operates on a global stage, and those who can anticipate change and navigate complexity will thrive. Engaging with industry events, thought leadership discussions, and professional networks is also a powerful way to accelerate learning and visibility.
CFG: If the air cargo industry were a film/book, what would its title be? AS: I would call it ‘Above and Beyond: The High-Stakes World of Global Air Cargo’. It captures the scale, complexity, and relentless momentum of the sector. Air cargo is fast-paced, high-pressure, and essential to global trade, yet much of what it achieves goes unseen. The title reflects the combination of meticulous planning, operational precision, and innovative thinking required to keep goods moving across the globe – and the people behind the scenes who make it happen.
Many thanks, Arpad!
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.atWe look forward to shining a spotlight on your job area, views, and experiences.
The chronically overloaded airport in India’s capital Delhi, Indira Gandhi International (DEL), is bursting at the seams. Getting a suitable slot is like winning the lottery for passenger and cargo airlines. But relief is on the way. The new Noida International Airport, located about 20 km southeast of Delhi, is scheduled to open before the end of the year and will have five runways when fully completed. It will be one of the largest airports in the world.
At present, however, the oppressive spirit of Berlin still hangs over the 4,755-hectare site on which Noida is being built. Uttar Pradesh’s government gave the green light for the greenfield project back in 2001. However, due to an objection from India’s largest private airport operator, GMR Airports Limited, which is closely affiliated with France’s Aeroports de Paris (ASDP), the Noida project was put on hold. In 2014, after an alternative location was ruled out, the original plan was revived. Zurich Airport received the building permit, along with an operating concession for a period of 40 years. The Swiss invested the equivalent of around 815 million euros in the project. According to the announcement at the time, the first aircraft was scheduled to take off in 2022.
Artist impression of India’s first-of-its-kind integrated multi-modal cargo hub – courtesy operator
Still pending: the official opening date But delays have repeatedly pushed back the inauguration of the airport until today. According to latest announcements by local politicians, the airport will be inaugurated before the end of the year. However, no precise date has been named yet.
Different construction phases Meanwhile, roofing work on the passenger terminal has been completed, and multiple technical trials are underway. A comprehensive Operational Readiness and Airport Transfer (ORAT) program is in progress, covering system checks, simulations and stakeholder training. This includes trials for baggage handling systems, security equipment, check-in counters and boarding gates. The entire project is split into various phases. Initially, Noida will become operational with one runway and an annual passenger capacity of estimated 12 million. Once fully developed, the airport will house five runways and handle up to 300 million passengers annually, positioning it among the world’s largest airports.
Freight plays a key role In addition to passenger traffic, air freight is also an important pillar of the airport’s business. The government of the state of Uttar Pradesh named the airport in a statement “a game-changer for India’s logistics and air cargo ecosystem. Seamlessly connecting manufacturers, markets, and global supply chains across North India, from arrival to final dispatch every stage is digitally monitored to ensure speed, safety, and transparency. With ample slots and competitive ATF [Aviation Turbine Fuel] pricing, it drives growth in the world’s third-largest aviation market while enabling cost-efficient airline operations.” Phase 1 offers 19 truck docks, nine X-ray machines and 12 ULD roller decks, including 2 dedicated freighter bays with 24×7 seamless operations. The cargo center includes domestic, international, and express air freight terminals. The facilities are directly connected to the nearby Yamuna Expressway, allowing for fast road feeder movements.
Aviation is on the rise in India Once the operating license has been issued by the Indian regulator, Directorate General of Civil Aviation (DGCA), Akasa Air, Indigo, and Air India Express will be the first users. The number of aircraft they intend to base there is still open. Initially, they will fly domestic routes within India, for example to Kolkata, Chennai, Mumbai, or Hyderabad. However, in the medium term, flights to neighboring countries and the Middle East are also planned. Overall, the Indian aviation industry is currently experiencing tremendous growth. This can be seen in the constantly rising traffic figures and the recent massive aircraft orders placed by Air India and Indigo. India is thus on its way to becoming the world’s third-largest aviation market after the U.S. and China.
Munich Airport (MUC) is in an enviable position: Air freight volumes keep growing constantly but uplift capacities are barely keeping pace with increased market demands. This is despite the fact MUC’s intercontinental route network has grown lately and carriers have upped their frequencies. Nevertheless, there is still a gap between supply and demand. To avoid bottlenecks, MUC is now further expanding its ground infrastructure.
According to forecasts tabled by the airport’s cargo division, 334,000 tons of air freight will be handled at Munich Airport in 2025, which translates into an 8.5% year-on-year increase. By the end of OCT25, the throughput was 279,000 tons. Compared to other German airports which report average air freight increases of a meager 1.1% in 2025, Munich’s figures are remarkable.
They could be even higher if there were more flights to and from MUC. “As soon as a new intercontinental airline commences serving our airport, it can count on high tonnage figures right from the start,” says Markus Heinelt, the airport’s head of cargo. In short: The demand is there; new facilities will limit the capacity shortage. As a result, some of the road feeder services coming from the Czech Republic, Slovakia, Hungary, Poland, Austria or the Balkan states bypass MUC and continue their journeys to Frankfurt because of the dense intercontinental network offered by airlines there.
Lufthansa Cargo serves Munich Airport with its regional fleet of A321 P2F converted aircraft, complementing the lower deck capacity of its long-haul passenger fleet – photo: courtesy MUC
More would be possible They could be even higher if there were more flights to and from MUC. “As soon as a new intercontinental airline commences serving our airport, it can count on high tonnage figures right from the start,” says Markus Heinelt, the airport’s head of cargo. In short: The demand is there, but also a capacity shortage coupled with a limited global network that limits higher volume growth. As a result, some of the road feeder services coming from the Czech Republic, Slovakia, Hungary, Poland, Austria or the Balkan states, bypass MUC and continue their journeys to Frankfurt because of the dense intercontinental network offered by airlines there. The demand is there; new facilities will limit the capacity shortage. As a result,
Belly cargo dominates However, the Bavarian airport is catching up step by step. Since mid-2025, Cathay Pacific has been serving Munich Airport four times a week, operating A350 passenger aircraft. Vietnam Airlines has increased its Dreamliner flights from 4/7 to 5/7. Lufthansa will serve Sao Paulo and Johannesburg with its A350 passenger aircraft year-round and not just seasonally. The carrier also offers daily passenger flights from Munich to Beijing. And its leisure subsidiary, Discover, connects Munich with Orlando, Florida, thrice a week, operating Airbus A330s, thus bypassing the overcrowded Miami Airport. In addition, its logistics sister company, Lufthansa Cargo flies twice a week with an A321 freighter from Istanbul to Munich and back. The freighter aircraft can accommodate 30 tons per flight. Incidentally, this is the first all-cargo aircraft operated by the Lufthansa Group to serve Munich. Finally, Etihad is returning to double daily flights between Abu Dhabi and Munich, thus returning to pre-Covid capacity levels. “This means that all three Gulf carriers, including Emirates and Qatar Airways, are serving Munich twice a day with long-haul aircraft which provide ample cargo capacity in their lower deck compartments, with most of the consignments transiting at their hubs in the Middle East to end up in the APAC region or India,” summarizes Manager Heinelt.
Infrastructure initiatives The airport also announced that a 13,000 m² staging area will be developed where build-up pallets and containers can be stored temporarily before being loaded onto an aircraft or, in the case of import shipments, onforwarded by truck to their final destinations. Construction work is expected to be completed in Q3, 2026. The development of a 60,000 m² area in the second line, behind the existing cargo facilities, will take a little longer, namely until 2029/30. The concept was developed by Hamburg Port Consulting, whose solutions for connecting the second with the first line include a corridor wide enough to enable cargo vehicles to pass by without getting in each other’s way. There is already strong demand for these plots, says manager Heinelt. “We want to attract freight customers, freight forwarders, and airlines to the site.” René Droese, Vice President Real Estate Development and Sales at Munich Airport, is responsible for developing and leasing the space. Until 31MAR24, he was head of cargo at Budapest Ferenc Liszt International Airport. Together with Jost Lammers, the former CEO of BUD and now helmsman of Munich Airport, Droese designed and built the cargo center at the Hungarian airport. Due to growing freight volumes, it has since been enlarged several times.
Fiege Logistics is about to become the new operator of the Cologne Bonn Cargo Center (CBCC), succeeding Emirates’ subsidiary, dnata, which ends its cargo operations there on 31DEC25. This concerns half of the 12,000 m² freight terminal. For the remaining part of the warehouse, a second player has come to light, credible sources told CargoForwarder Global (CFG).
As confirmed to this online portal by people close to the case, contract negotiations between Fiege, dnata and Cologne-Bonn Airport are well advanced. Initial personnel decisions are also said to have been made. Sources say that Christian Bieseke will become the new head of the Cargo Center managed by Fiege, once the contract is signed. That is due to happen on Tuesday or Wednesday, next week, provided that some remaining legal and financial issues have been resolved. Asked about the contractual status, airport management and Fiege remained tight-lipped. “We cannot provide any new information at this time. As soon as there are developments that can be communicated, we will provide the relevant information,” said press officer, Alexander Weise from CGN Airport, in response to an inquiry by CFG.
A new chapter begins for the air freight center at Cologne Bonn Airport this coming January – courtesy: dnata
High expectations end in disappointment In 2022, dnata started its CBCC journey with high hopes. The takeover of the CBCC ground handling activities from agent, Wisskirchen Handling Services, was supposed to be the start of dnata’s expansion into the German air freight market. However, setbacks soon followed as several airlines turned their backs on Cologne (CGN). The Canadian cargo airline, Cargojet Airways moved from Cologne to Liège (LGG), Egyptair relocated its cargo flights to Hahn Airport (HHN) and Ostend (OST), and Magma Aviation, a capacity provider belonging to the Avia Solutions Group, decided to move from CGN first to Hahn Airport and later to Liège in Belgium.
Exodus Only the Turkish freight carrier, MNG, has so far remained loyal to CGN by operating scheduled cargo services. This exodus, which the airport management was apparently unable to stop or compensate for by attracting new customers, caused volumes to plummet and siphoned much money out of dnata’s coffers. Finally, last summer, dnata pulled the plug and quit the lease contract for CBCC as of 31DEC25.
Potential operators did not line up Ever since, there has been speculation about who will succeed the ground handler. Two names were mentioned: CHI Deutschland Cargo Handling GmbH and Fiege Logistik. However, CHI dropped out of the race weeks ago, leaving Fiege as the only applicant – without there having been a tender process beforehand. The company is based near Cologne and made a high three-digit million euro sum with a dubious mask deal during the Covid pandemic. In 2021, its subsidiary FIEGE Air Cargo Logistics GmbH & Co. KG took over the physical cargo handling for Lufthansa Cargo at its Frankfurt Lufthansa Cargo Center (LCC). Yet, that contract expires in 2026 and has not yet been renewed. Fiege will certainly draw on its Frankfurt experience in the future management of the cargo business in Cologne-Bonn, provided the deal is done.
UPS is said to be interested in parts of the cargo complex However, as sources close to the case told CFG, the logistics company will only run the “Bravo” area of the CBCC, which offers a ground floor of about 5,000 m². Integrator UPS is interested in taking over the remaining half of the facility. Cologne-Bonn Airport, whose operating permit allows 24/7/365 traffic, is the U.S. package delivery company’s main European gateway. The case is now on the table of the airport’s real estate department. If UPS is awarded the contract, CGN’s vision to become a major destination for e-commerce traffic would be dashed. This is because there is no available ground infrastructure anymore. Either a new building would have to be built to process the parcels and packages, or Fiege would have to start handling e-commerce shipments in its part of the cargo building. However, this does not seem very realistic. Fiege’s communications department did not comment on any of the points mentioned here.
Both carriers embark on a new strategic cooperation to enhance customer value. This will be achieved by jointly creating operational synergies and upping commercial activities. The carrier’s electronic booking system for air freight is also to be unified.
Lufthansa Cargo and Swiss WorldCargo intensify their collaboration – image: LHC / Swiss
A key point from Swiss WorldCargo’s perspective is that both brands will continue to exist side by side and thus independently. To be clear: Swiss WorldCargo will not become Lufthansa Cargo, despite the announced intensified cooperation. This means that Swiss Air Lines’ cargo division will escape the fate of Lufthansa subsidiaries, Austrian Airlines and Brussels Airlines, which no longer have their own cargo divisions and whose air freight business is managed by Lufthansa Cargo from its Frankfurt headquarters. A future candidate for this model is the Italian airline, ITA, whose cargo personnel have already been taken over by Lufthansa Cargo and whose customers already book their shipments via Lufthansa Cargo’s booking tool (e-booking) for most intercontinental ITA routes.
SkyChain or e-booking – only one platform will survive It remains to be seen whether the Lufthansa Cargo IT-system, which has been online since AUG25, or its counterpart, SkyChain, at Swiss WorldCargo will establish itself as a uniform platform. SkyChain, which replaced the old IT platform ‘SwissWorks’ just a few days ago, is said to have been launched with great success, according to the Swiss cargo airline.
Different product priorities The joint release stresses that both partners will focus on their proven strengths when it comes to products.
Swiss WorldCargo has made a name for itself as a premium carrier. It wants to keep it that way by concentrating on high-value, care-intensive, time-critical air freight items, transported in the bellies of its passenger fleet and offering personalized and high-quality services across more than 130 destinations worldwide. Lufthansa Cargo describes itself as the efficiency leader with a global capacity offering of both belly and freighter capacity, and a broad network, leading in digitalization and well-known for its innovative solutions, reads the carriers’ joint release. Retaining both individual brands and combining their unique strengths into a more distinct and comprehensive product and service portfolio will benefit customers and partners, both carriers reason.
Combined network “We are building on the complementary strengths of Lufthansa Cargo and Swiss WorldCargo – two brands with distinct identities, shared values, and a continuous commitment to quality and care. By combining our capabilities, expertise, and market presence, we will create new, industry-leading synergies and provide greater value to our customers. Together we are shaping the future of specialized and premium air cargo services across our combined network,” says Alain Chisari, Head of Swiss WorldCargo.
The joint press release does not address the impact that the intensified cooperation will have on corporate communications. However, as both companies will continue to operate as independent brands under their respective names, which also applies to the cargo business of Swiss subsidiary, Edelweiss, there will probably still be two press departments based in Frankfurt and Zurich respectively. There is also no indication of whether parts of Lufthansa Cargo’s B777F long-haul fleet will take off from Zurich in the future or even be stationed there.
In the end, the customers benefit, claim the carriers “Thanks to deeper cooperation, customers will have access to one of the broadest networks in the industry along with a wide product portfolio with highest quality combined with many years of expertise. We are very pleased to be able to offer our customers even more tailored solutions for the transport of their freight. By aligning the two organizations even closer, we further strengthen Lufthansa Groups’ purpose of connecting people, cultures and economies in a sustainable way,” explains Ashwin Bhat, CEO of Lufthansa Cargo.
As former head of Swiss WorldCargo (2015-2021), the now announced close strategic and operational cooperation of the two freight carriers is likely to be very much in his interests.
Yogesh Parekh is Menzies’ first Chief Safety & Training Officer. Image: Menzies Aviation
Menzies Aviation issued two press releases this week. The first announced the creation of a new role – that of Chief Safety & Training Officer, to which it has appointed Yogesh Parekh. Yogesh’s career with Menzies began in precisely this field back in 1990 and since then, he has held numerous positions in operations, safety, audit and risk. In 2020, he became SVP Group Risk, moving to SVP Risk & GSE MEAA in 2024. From 01DEC25, he will take up his new position as Chief Safety & Training Officer – a role that has been created to demonstrate and ensure the company’s global safety culture, built on a fully trained and resilient workforce. Yogesh is based in Dubai, and will continue to develop risk management tools and policies to maintain professional quality levels across Menzies’ global network.
Philipp Joeinig, Group CEO, Menzies Aviation, said: “Safety is our number one priority and having highly experienced safety leaders across our business is critical. The creation of the Chief Safety & Training Officer role reflects our commitment to continually raising the bar and we are pleased to see Yogesh stepping into this position. Yogesh has been a trusted safety leader within our organization for many years and is highly regarded within the industry. His expertise will enhance our global safety and training culture as we continue to grow our company.”
In other news, Menzies Aviation revealed that it is another step closer to net-zero 2045, in London Heathrow and London Gatwick, since it has increased the use of Hydrotreated Vegetable Oil (HVO) as opposed to diesel fuel at these airports. “At Heathrow, around 60% of Menzies’ GSE fleet now runs on HVO and more than 50% at Gatwick, with the remainder of all GSE equipment electric,” the release states, speaking of an annual usage of 65,000 liters of fuel and saving of up to 165 tons of CO2e through the transition to HVO: “the equivalent of removing more than 35 passenger cars from the road”. Similar transitions have taken place at Gothenburg (GOT), Stockholm Arlanda (ARN), and Amsterdam (AMS), San Diego International Airport (SAN) and San Francisco International Airport (SFO). John Geddes, Chief Governance & Sustainability Officer & Company Secretary, explained: “Advancing the use of HVO at two of our largest UK ground handling operations represents another important milestone in our journey to decarbonize and achieve net-zero by 2045. HVO provides an immediate reduction in emissions while we continue to invest in electric ground support equipment as part of our Electric First initiative. By combining renewable fuel alternatives with our long-term electrification strategy, we’re taking tangible action to support our customers’ sustainability goals and the wider industry’s net zero ambitions.”
