WEEKLY NEWS


WHO CONTROLS THE CARGO VALUE CHAIN?


AIR CARG O WEEK


Complexity in modern supply chains Operational control is further shifted through fragmentation of the supply chains of today. In this case, shipments go through several modes and regulatory jurisdictions, with changing geopolitical ten- sions, changing tariffs, and security risks creating more complexity. The visibility and expertise offered by forwarding agents go beyond airline schedules. They provide trade flow management based on re- al-time tracking, predictive analytics, and customs documentation automation to ensure shipments are delivered to their destination on time.


BY Osman JAMIL


AT first sight, air cargo might seem very straightforward, where air- lines transport goods across the sky, and freight forwarders simply arrange bookings. In practice, the global cargo value chain is much more complicated. The core value of airlines is in physically moving cargo from one point to another. The physical movement of goods is determined by aircraft capacities, network, schedules, and op- erational performance. Capacity, pricing frameworks, and product segmentation across the spectrum of cargo, from the most basic to premium express products, are traditionally decided and managed by the airlines themselves.


Orchestrators of the supply chain An increase in global supply chain complexity and complex regulato- ry laws have shifted the limelight towards freight forwarders. What role do they play? They coordinate the movement of freight across


networks, while handling everything from planning routes to customs clearance. In essence, freight forwarders act as architects of cargo journeys rather than mere bookers of airline capacity. In short, airlines provide the wings while freight forwarders provide the route, which arguably controls when and where the freight will move.


Coordination and integration It is unusual for freight forwarders to own transport assets. Their value is in the coordination and integration of airlines, sea carriers, trucking services, warehousing, customs authorities, and regulators in logistics solutions. Forwarders rely on airlines to supply capacity and on themselves to supply strategy. Many shippers see forwarders as the most important component of the freight system because of their ability to provide a total solution more effectively than airlines, which only operate the airline leg.


Network effect and strategic influence Freight forwarders have a vast network effect. By combining shipments across clients, they are able to negotiate rates and routing options that are superior to what most individual shippers can achieve alone. For- warders do not optimize single legs or components but rather the entire supply chain, bundled with air, sea, and land transport modes tailored to the shipper’s needs. Forwarders therefore have a significant influence over the routing, pricing, and visibility of cargo flows and thus have a dominant influence on the design of supply chains.


A symbiotic relationship This is not a story of one party dominating the other. Forwarders are vulnerable to the physical movement of airlines, and airlines are vul- nerable to forwarders filling cargo space and providing services to many different types of customers. There is a symbiotic relationship, but the power balance in the markets is increasingly a factor of mar- ket conditions, volatility across trade lanes, and strategic priorities of major global shippers.


Shaping the flight plan In today’s rapidly changing environment, the control of cargo no longer rests in the hands of the carriers. Freight forwarders have turned out to be trusted strategists that steer supply chains far beyond airports. Forwarders are the real workhorse behind how, when, and at what cost cargo moves around the globe.


14


ACW 04 MAY 2026


www.aircargoweek.com


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18