AIR CARG O WEEK
WEEKLY NEWS
platforms and then cautiously reintroduced it. This experience has contributed to a lingering nervousness about fully embracing new systems.” “But the technology available to us now is too beneficial to
ARTIFICIAL INTELLIGENCE IN AVIATION
BY Anastasiya SIMSEK
THE move toward artificial intelligence (AI) is gaining traction across all sectors, including within the logistics space. Across all areas, the industry is now seeing AI systems, like those that can read and process emails or handle various tasks, being adopted to simplify and speed up processes – crucial for an industry that values efficiency. Initially, there was a lot of scepticism about AI. However, as people
have observed its functionality, they’ve become more comfortable with it. The hesitation still exists in the second level of trust: allowing AI to make the final decision. While tools can effectively handle tasks like converting booking requests into digital transactions, some users are
reluctant to let AI take complete control, still wanting to have manual approval at the end stage. So, while AI is making significant inroads, the industry still grapples with letting go of that last bit of control. “The air cargo market is highly transactional with volatile supply
and demand. Companies often want to upsell or down-sell to optimise their capacity, especially if they don’t have a sophisticated revenue management system. This need for flexibility drives their caution,” Tristan Koch, Chief Commercial Officer of Awery Aviation Software (Awery), stated. “Additionally, many people in the cargo business transitioned
from passenger airlines, which were early adopters of distribution platforms. Some airlines experienced problems with these platforms, and they didn’t always make decisions in line with the airlines’ interests. As a result, airlines pulled their inventory back from these
ignore or to be hesitant towards. ERP platforms, such as Awery’s, are transforming operations for aviation companies, handling the expensive,
time-consuming manual processes that are still so prevalent in this sector.”
The personal touch Airfreight has traditionally been a very personable industry, and there may be concerns that moving to a fully digital approach could undermine this element. Companies often pride themselves on building strong, personal relationships with their clients, and there’s a fear that these relationships might be lost if everything becomes digital and impersonal. “From my experience running a global relationship programme for
large airlines, I understand this concern. Building and maintaining these relationships with major clients, like DHL or Kuehne + Nagel, is crucial,” Koch explained. “Each year, airlines and these large clients negotiate high-value
contracts that include specific capacity commitments and service levels. These discussions are vital for establishing trust and meeting mutual needs. “However, once these major deals are finalised, the fulfilment of
day-to-day transactions, such as booking air waybills, is often handled through more automated processes. “While personal relationships are critical at the strategic level,
routine transactions can be efficiently managed through digital systems. Digital solutions enhance efficiency; they do not entirely replace the value of personal relationships in the industry. By freeing workers from the mundane, lower-value tasks, technology is actually enabling them to dedicate more time to developing these relationships.”
07
www.aircargoweek.com
09 SEPTEMBER 2024 ACW
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 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36
