AFRICA F


AIR CARG O WEEK


AFRICA’S AIR CARGO CHALLENGE BY Anastasiya SIMSEK I


n Africa, the biggest barrier to trade isn’t always the border. It’s the broken bridge, the missing road, the airport no one wants to serve. For all the headlines about free trade zones and resource flows, the truth on the ground is simpler: if goods can’t move, markets can’t grow. That’s where air cargo becomes more than just a mode of transport — it


becomes a lifeline, not for global supply chains, but for local ones. Royal Air Maroc Cargo maintains one of the densest air networks in Western


Africa. Many of the destinations it serves aren’t on the radar of global cargo play- ers — not because there’s no demand, but because the trade is uneven and the logistics are complex. “The difficulty is more about the commercial side,” Rita Chraibi, VP Cargo ex-


plains. “The trade is more one way. We go to Africa with freight, and sometimes we have difficulty bringing freight out. The balance of business is quite difficult.” This trade imbalance poses a structural challenge for most carriers. But Royal


Air Maroc Cargo has built flexibility into its operations, using its passenger air- craft network to carry cargo in the belly hold. Around two-thirds of the airline’s cargo business flows through passenger routes — not freighters — which al- lows it to maintain services on lanes where dedicated cargo aircraft might not be commercially viable. “We have a very dense network in Western Africa,” says Chraibi “A lot of desti-


nations are not served by other carriers. That’s a very strong asset for Royal Air Maroc — and for Morocco.”


Logistics as diplomacy Morocco has invested heavily in its trade relationships with Africa, and Royal Air Maroc Cargo acts as an operational extension of that strategy. “It is part of Morocco’s history and strategy to link Africa to the world and the


world to Africa,” Chraibi says. That long-standing presence also translates into credibility. When West Africa


faced the Ebola crisis in 2014, Royal Air Maroc Cargo was among the few carriers still operating flights into Guinea, Liberia and Niger. The same was true during Covid-19, when it transported vaccines and medical supplies to countries across the continent. “For several weeks we were the only airline still operating there,” Chraibi notes.


“We transported people and critical supplies. It was simply our duty.” This consistency — maintaining operations when others suspend them —


has helped Royal Air Maroc earn the trust of customers, partners, and NGOs. It is currently working closely with humanitarian logistics nonprofit Airlink to support response efforts across the region. Casablanca has become Royal Air Maroc Cargo’s operational nerve center, han-


dling 95 percent of the airline’s freight. Its role as a hub isn’t only national — it’s transcontinental. “Roughly two-thirds of our cargo traffic is connecting,” says Chraibi. “This


shows the position of Casablanca as a hub of trade and connection.” From there, Royal Air Maroc Cargo connects Africa to Europe, the Americas,


and increasingly Asia. With plans to expand to 200 aircraft by 2037, the airline is building long-haul capacity — but its regional strength in Africa remains a de- fining asset. “We have reopened Beijing, Sao Paolo and opened a new route to Toronto. We’re


also planning new routes to China,” Chraibi says. “Big aircraft on long-haul routes will bring more business for cargo. But the important thing is flexibility — to serve big and small markets alike.” To support this, Royal Air Maroc Cargo is also looking to scale its freighter ca-


pacity, with aircraft better suited to African markets. “We aim to add at least one full cargo aircraft next year, and one more in four


years from now,” Chraibi confirms. “More adapted to the African subcontinent — medium-haul aircraft that can serve smaller markets with more flexibility.” Royal Air Maroc Cargo currently operates and owns a B767 freighter with a 45-tonne capacity.


Infrastructure where it’s needed most In many African cities, air cargo isn’t just a logistics tool — it’s infrastructure. When overland routes are unreliable or non-existent, air freight becomes es- sential for everything from pharmaceuticals to industrial parts and emergency supplies. Royal Air Maroc Cargo regularly carries oil-drilling equipment, truck parts, med-


ical goods and humanitarian cargo to destinations others don’t reach. This ability to deliver not only freight but resilience is part of what sets it apart. “We bring pharma, we bring parts of trucks, we bring tents,” Chraibi says. “And it’s not only Royal Air Maroc. It’s Morocco. Our brand means something in Africa.”


Morocco’s airlift role in regional crises During humanitarian crises, air cargo becomes a critical link in ensuring the timely delivery of relief items such as medical supplies, shelter equipment, and food. “We do not treat humanitarian cargo as a business line. It’s part of our national


responsibility,” says Rita Chraibi, VP Cargo at Royal Air Maroc. Royal Air Maroc has been involved in numerous humanitarian airlift efforts,


including aid flights to Lebanon following the 2020 Beirut port explosion and to Turkey in the aftermath of the 2023 earthquake. Among the first items delivered were emergency tents, highlighting the airline’s role in enabling immediate shelter provision before longer-term infrastructure could be mobilised. “We sent cargo to Turkey after the earthquake, and tents were the first thing


we delivered. That’s what people needed first, before anything else. That was a priority, not a commercial decision.”


Strategic network across Africa Royal Air Maroc operates an extensive network across West and Central Africa, with Casablanca as its central hub. This connectivity has enabled the airline to quickly mobilise cargo movements from Morocco to countries across the region, especially during the Covid-19 pandemic. “In Africa, infrastructure and access remain key challenges,” Chraibi explains.


“We have used our network to move critical shipments of masks, vaccines, and other medical supplies in a way that ensured continuity of response even when traditional routes were disrupted.”


Flexibility through hybrid cargo model Royal Air Maroc Cargo’s operations are managed through a hybrid model that includes the use of passenger belly hold capacity and dedicated freighter. This structure allows flexibility in rapidly deploying aircraft and accommodating ur- gent shipments without requiring separate commercial arrangements. “This allows us to adapt quickly when a crisis arises,” Chraibisays. “The goal is


to deliver where it’s needed, fast.” In addition to regular operations, Royal Air Maroc Cargo has adapted to ac-


commodate oversized or specialised cargo, such as medical equipment and field hospital kits.


Institutional role Royal Air Maroc often acts under the coordination of the Moroccan government during humanitarian emergencies. It also collaborates with international organi- zations and aid agencies operating in affected regions. Chraibi emphasises that air cargo is not just logistical, but strategic. “The importance of humanitarian air corridors is still underestimated,” he says.


“In the early hours of a crisis, it is the only channel that can operate independently of ground conditions.” Royal Air Maroc Cargo’s goal is to continuously enhance their service levels,


and their commitment to customer satisfaction applies equally to commercial activities and humanitarian missions. “As we face more frequent crises — whether pandemics, natural disasters, or


political unrest — we know air cargo will remain essential,” says Chraibi. “We are committed to being ready.”


“This allows us adapt quickly when a crisis arises.”


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www.aircargoweek.com


02 MARCH 2026 ACW


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