GLOBAL GSSAs T


F


AIR CARG O WEEK


he European airfreight sector is showing renewed strength, driven by high-end manufacturing and growing export demand in Central and Eastern Europe. Markets such as Poland are emerging as key hubs for automotive and healthcare products, underpinned by skilled labour


that remains competitive globally. Rising consumption in regions previously considered emerging, including Southeast Asia and Sub- Saharan Africa, has also supported demand for European-produced goods. “Europe still retains an edge in the higher end manufacturing,


especially in Central Eastern Europe, where you get high skilled labour that’s still competitive on a global scale,” said Matthew Taylor, Business Development Director at 4RCargo. Export patterns are shifting as products traditionally viewed


as luxury goods see rising demand abroad. This has maintained the relevance of European production within global supply chains. Such trends are prompting logistics providers to reassess network capacity and service models, particularly as ad hoc shipping requirements increase across multiple industries. “In Poland, automotive manufacturing and consumer healthcare


is a massively growing industry, especially as what’s typically been seen as supply markets become richer and become demand markets, places like Southeast Asia, Sub Saharan Africa, demand for what were typically considered luxury goods has skyrocketed,” Taylor added. This momentum is af fecting market entry strategies for younger,


more agile logistics providers. Companies able to leverage flexibility and innovation are better positioned to capture opportunities from expanding trade corridors and bespoke service requirements. “From the beginning, we’ve had a mentality of, what does the


customer need? We’re not hindered by the mentality of 15 years ago. Every single shipment has to be fought for and has to have a solution that benefited that bespoke request,” Taylor noted.


Agility and innovation redefine the GSSA model The traditional general sales and service agent is


undergoing significant transformation as


(GSSA) model digitalisation,


sustainability, and customised service become central to operations. Forwarders and airlines now expect GSSAs to deliver beyond sales, encompassing digital solutions, environmental compliance, and complex routing capabilities. “When we’re working with airline partners, we are in complete


partnership to say, what is it we are trying to achieve here? Where does digitalisation stand? Where does sustainability stand?” Taylor explained. Legacy models based on uniform solutions are giving way to


flexible approaches tailored to individual airline and forwarder needs. This shift is particularly visible in European markets where geopolitical and regulatory pressures frequently alter operational conditions. “It’s about inspecting every single relationship we have, whether


that be with airline or with forwarder, and saying, what is it we are trying to achieve here?” Taylor said. The younger generation of


logistics companies has capitalised


on these evolving expectations. Firms founded during or after major supply chain disruptions are less constrained by legacy processes, allowing them to design service of ferings that align with contemporary priorities. “From the very inception of our organisation… it was not what


have we done in the past, but what can we do today, and what should we do tomorrow?” Taylor added.


Talent dynamics and operational strategies The


sector’s resilience is increasingly linked to workforce


composition and recruitment strategies. Companies with a younger, digitally literate workforce report greater adaptability in navigating market volatility, while traditional operators often struggle to respond to fast-changing conditions. “59 percent of our staff are under 35. For them, this changing


environment, shifting sands that we work on is normal,” Taylor stated. Recruiting


individuals with over responsibility, four


formal experience or reliability,


values, the right mindset is prioritised


technical credentials. Values such as resilience, and innovation guide hiring,


creating a workforce capable of handling bespoke service requests under unpredictable conditions. “The


responsibility, reliability, resilience and


RESILIENCE AMID OPERATIONAL SHIFTS


BY Edward HARDY


remarkability are very important. I cannot teach someone to have the right attitude. And that’s what we’re looking for when we’re attracting people,” Taylor said. Engaging


younger employees also aligns with industry-wide


objectives on sustainability and digital transformation. These priorities resonate more strongly with new entrants than traditional incentives such as brand prestige or hierarchical recognition, allowing firms to attract and retain talent focused on shaping the sector’s future. “People want to be part of the future of that industry. You don’t want


to be part of the past of that industry,” Taylor noted. Operationally, this approach supports resilience, enabling companies


to manage disruptions such as sudden market closures, partner insolvencies, or regulatory shifts. For European airfreight, the combination of youthful talent and flexible business models underpins a more responsive and sustainable logistics environment. “Because Central and Eastern Europe is an important manufacturing


base… we are particularly impacted by these momentous changes in interactions, partnerships, companies failing, markets being closed, markets suddenly being opened,” Taylor added.


www.aircargoweek.com


“What can we do today and


what should we do tomorrow?”


16 FEBRUARY 2026 ACW


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