WEEKLY NEWS


HOW DATA AND DIGITAL TOOLS ARE RESHAPING THE GSSA MODEL


AIR CARG O WEEK


BY Anastasiya SIMSEK


THE traditional boundaries of air cargo sales are being redrawn by data. As airlines face increasingly fragmented demand patterns and volatile market conditions, the expectation placed on their commercial partners has shifted decisively. General sales and service agents (GSSAs), long associated with sales execution, are now being drawn into a more complex role, shaped by digital capability, real-time insight, and closer integration with airline strategy. The transformation of the GSSA role reflects broader changes


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in how air cargo is sold and managed. As Ian Hutchinson, Chief Commercial Officer at HAE Group, puts it: “The role of the GSSA is undergoing a fundamental transformation. What was once seen largely as a sales execution function has evolved into a strategic commercial partnership.”


That shift is being driven by the growing importance of data


in shaping commercial outcomes. Rather than acting purely as intermediaries, GSSAs are increasingly expected to provide market intelligence that helps airlines calibrate pricing, allocate capacity, and identify profitable traffic flows. This includes analysing booking patterns, monitoring competitor activity, and assessing demand elasticity at a granular level. “Our


focus has shifted toward shaping demand,


markets, and supporting more intelligent commercial decision-making at the local and regional levels,” Hutchinson says. In practice, that means closer alignment with airline revenue


management teams and a more active role in translating global strategy into local execution.


Building proprietary tools for speed and control Digitalisation has been central to enabling this evolution. While many


parts of the industry are adopting off-the-shelf solutions, some GSSAs are developing their own systems to address specific operational needs. At HAE, this has taken the form of a suite of proprietary tools designed to streamline workflows and improve responsiveness. Among them is a Quote Management System (QMS), which


interpreting


accelerates the pricing process. “QMS, or Quote Management System, is our proprietary tool designed to help us generate quotes more quickly. This efficiency often allows us to win business over our competitors,” Hutchinson explains. The emphasis on speed is not incidental. In a market where pricing


can shift rapidly and customers expect near-instant responses, the ability to generate accurate quotes quickly can directly influence load factors and yield performance. Beyond pricing, digital tools are also being deployed to improve


visibility and customer interaction. HAE has introduced a customer portal, automated booking processes with airline partners, and a system that tracks and traces shipments as standard practice. “We have developed a customer login portal, automated booking with


our airline partners, and a customer service system that tracks and traces all shipments—not just in exceptional cases,” Hutchinson says. These systems are underpinned by a broader effort to standardise


Did You Know ? THE VERSATILE SKYVAN BY Michael SALES


ONE of the practical and widely operated aircraft is the Skyvan, originally known as the Short PD-36, which began as a private venture in 1959 at Shorts’ Light Aircraft Division. Construction of the prototype, the Skyvan 1 G-ASCN (c/n SH.1828), began in 1960, the first flight being made at Sydenham Airport, Belfast, Northern Ireland, on 17 January 1963. Powered by two 291 kW (390 hp) Continental G-TSIO-520 six- cylinder supercharged engines, the aircraft was considered underpowered, and the 388 kW (520 eshp) Turbomeca Astazou II turboprop was chosen as the definitive power plant for production aircraft. In this form, known as the SC-7/110 Skyvan 1A, it flew for the first time on 2 October 1963.


In 1965, G-ASCN was fitted with


475 kW Turbomeca Astazou X engines, becoming known as the Skyvan 1A Series 2. Next, the 533 kW (715 eshp) Garrett AiResearch TPE-331-201 unit was fitted, becoming known as the Mk 3, the first of this model flying on 15 December 1967. Although designed primarily as a freighter, a number were used in the passenger- carrying role, with Ansett/MAL operating aircraft in New Guinea which were QC (quick change) aircraft with a palletisation system, able to carry up to 1,996 kg (4,400 lb) of cargo, or up to 18 passengers. The Skyvan was operated by several air forces, including the Royal Nepalese Army Air Wing, Ghana Air Force, and the Sultan of Oman Air Force. With the Singapore Air Force, they were used for anti-smuggling, search-and- rescue, and transport work. They were also operated by Argentina, Austria, Botswana,


Guyana, Indonesia, Mauritania, Mexico, Nepal, Lesotho, Panama, Seychelles, and North Yemen. Recently, this versatile plane has been in regular service around the world in the light freighter role and has been particularly


successful with parachute


clubs, being able to lift good numbers of parachutists to altitude quickly. The Skyvan was never a pretty aircraft, but has proved its worth as a solid workhorse.


workflows across the organisation, enabling consistent service delivery and reducing operational complexity.


Real-time insight reshapes pricing dynamics As digital infrastructure improves, the role of GSSAs in pricing discussions is becoming more pronounced. While airlines retain control over pricing frameworks, the input provided by local partners is increasingly seen as essential to effective revenue management. “While pricing governance quite rightly remains with the airline, the


expectation today is that GSSAs actively contribute intelligence that shapes those decisions,” Hutchinson notes. This is particularly relevant in volatile or rapidly changing markets, where central systems may


lag behind local developments. “In


increasingly dynamic markets, real-time local insight enables airlines to anticipate shifts rather than react to them,” he adds. The implication is a more fluid pricing environment, where decisions are informed by continuous feedback loops rather than periodic adjustments. For airlines, this offers the potential for greater precision; for GSSAs, it brings increased responsibility and scrutiny.


A platform for broader commercial outsourcing? The convergence of data, digital tools, and local market expertise is also raising questions about how far the GSSA model could extend. In certain markets—particularly those that are smaller or more fragmented, the economics of maintaining a direct airline presence are becoming harder to justify. Here, the capabilities enabled by digitalisation are making more


comprehensive outsourcing models viable. “A mature GSSA can manage sales execution, customer relationships, market development, and defined elements of revenue management within a clearly governed framework,” Hutchinson says.


ACW 04 MAY 2026 www.aircargoweek.com


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