WEEKLY NEWS BY Edward HARDY


NAVIGATING REGULATION, DIGITALISATION AND SUSTAINABILITY


GLOBAL trade flows remain volatile, e-commerce continues to surge, and new layers of regulation and sustainability expectations are reshaping how operators plan, invest and execute. The sector’s challenges are not limited to traditional areas of concern; they increasingly stem from legal, digital and operational shifts that demand sharper foresight and tighter coordination across the supply chain. “Beyond geopolitics and tariffs, the sector faces a wave of legal and


supervisory change that shifts responsibility from public authorities toward private operators,” Mathieu Serafimoff, Managing Partner at SkyForge, explained. “Data-driven customs, security pre-arrival controls and platform liability reshape accountability, erode lane predictability and raise the bar for timely, verifiable information.” In practical terms, this means compliance is no longer a back-office is a front-line capability. Pre-arrival data, machine-to-machine


task—it


secure messaging and exception visibility are fast becoming non-negotiable. This is particularly true for e-commerce flows, which Serafimoff warns must be treated differently from traditional freight: “E-commerce should not be treated as a commodity add-on. It is a distinct operating model with different stakeholders and risk profiles.” To mitigate disruption, companies need what Serafimoff calls “systematic


regulatory intelligence linked to scenario planning and capacity decisions.” In his view, success depends on anticipating change before it cascades through the network. “Organisations that couple this discipline with flexible cargo community systems achieve speed, consistency and regulatory certainty at the same time,” he adds.


Innovation with stability The push for digitalisation is both a necessity and a risk. While automation promises efficiency, the transition can compromise stability if not managed carefully. “Balance is created when the operational core for safety, security and compliance remains stable while innovation progresses in a controlled track,” says Serafimoff. That requires clear governance. “Early alignment with authorities, platforms


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and customers on expectations, test windows and reliability targets” is essential, followed by phased delivery that proves technology in shadow operations before full implementation. Serafimoff cautions against rushing: “Straight-through digital processing with encrypted messaging protects reliability while reducing manual rework.” But digitalisation is not purely a technology question—it’s also economic


and organisational. “Productised, standard solutions and shared platforms prevent bespoke complexity and allow even smaller operators to move at pace,” he notes. Firms that pool niche expertise and adopt common frameworks can accelerate without overstretching budgets. In Serafimoff’s words: “Technology should remove toil and variability rather than add novelty for its own sake.”


Core Design Principle Environmental performance is no longer a side metric—it is a defining measure of competitiveness. “Environmental performance improves fastest when it is treated as a core operating constraint rather than a side metric,” argues Serafimoff. Network design that stabilises schedules, lifts load factors and reduces empty repositioning can simultaneously cut emissions and improve punctuality. Beyond operational tweaks, fuel and ground infrastructure matter.


“Sustainable Aviation Fuel, disciplined weight management, lighter ULDs, electrified ground support equipment and shore power deliver additional reductions without diluting service promises,” he says. Yet one of the biggest levers is digital. “Single windows and digital port


community solutions eliminate paper, idle time and stop-start handling by enabling straight-through, standardised, encrypted exchanges,” Serafimoff highlights. However, infrastructure remains a constraint: “High voltage grid capacity, charging, resilient fibre and data centres take time to build and require public–private coordination.” For him, sustainability is not just about technology—it’s about aligning governance, across the ecosystem.


investment and incentives


Culture and Execution For all the talk of systems and platforms, Serafimoff believes execution ultimately hinges on people. “Culture is the execution engine. It determines whether strategies become first-time-right performance or stall as presentations,” he stresses. Airfreight operators must foster a culture that balances regulatory certainty with adaptability—a tall order in a high-stakes, time-critical industry. This starts with clarity: “Everyone must understand what is non-negotiable


and what can be improved,” he explains. Repetition and voice matter too: daily briefings, rapid learn-and-fix reviews, and structured input from front- line teams. Psychological safety is key to ensuring staff engage in shaping solutions rather than resisting change.


ACW 02 MARCH 2026 www.aircargoweek.com


AIR CARG O WEEK


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