WEEKLY NEWS


WHY TECHNOLOGY WON’T REPLACE GSSAS


BY Anastasiya SIMSEK


AS airlines lean harder on General Sales and Service Agents (GSSAs) to hit targets in a volatile market, digital platforms are stepping in to ease the load. One company pushing hard on this front is Awery Aviation Software. Through its booking platform CargoBooking, the firm is streamlining quoting, booking, and data management using AI-powered tools built specifically for the needs of GSSAs. According to Anna Balan, Head of CargoBooking, the integration


02


of artificial intelligence is no longer just about speed. “Our eMagic and vMagic tools stand out; both are features using AI to speed up data input and, crucially, to correctly contextualise incoming information,” she explained. “We've integrated ChatGPT-powered technology to interpret the


industry’s dense terminology, jargon, and acronyms, ensuring every enquiry is understood accurately from the start. This means GSSAs


receive clean, structured data they can act on immediately.” The ability to extract and structure information instantly means


that GSSAs can quote faster and respond to more opportunities without increasing their internal workload. “Automation simply makes the whole booking process faster,”


said Balan. “It accelerates the movement of data, allowing GSSAs to complete routine tasks significantly faster. This enables them to process quotes and secure bookings for their airline and forwarder customers, improving service levels, and, ultimately, allowing GSSAs to win more business.” This digital-first approach isn’t limited to Awery’s own platform. company


The actively promotes sector-wide transformation,


aiming to lower adoption barriers and connect fragmented systems across the air cargo supply chain. “We actively collaborate with other aviation technology providers, and consistently advocate for greater digital adoption


across the sector,” Balan said. “Whether on stage at industry events or through our other


communication channels, we highlight the value of interoperability and free data-sharing. Through leading by example, we hope other digital platforms will take the same leap for the benefit of the industry.” It’s a timely message in an environment where traditional GSSA


roles are under pressure. As airline partners demand greater sales performance - regardless of shifting market conditions - GSSAs must simultaneously manage complexity, disruption, and tighter margins. “GSSAs are operating in an environment defined by uncertainty


and increasing pressure from airlines to maximise sales regardless of conditions,” Balan acknowledged. “Our smart tools help alleviate that stress by giving them real-time visibility, rapid data processing, and the flexibility to adjust instantly during disruption.” In this context, technology isn’t replacing the GSSA - it’s


redefining the role. “GSSAs will become more of a strategic partner as airlines rely


Did You Know ? THE DINER AND THE DC3, AMERICAN ICONS BY Michael SALES


Just after the first World War, Prohibition hit America, causing the closure of taverns, bars, and small restaurants. So, along comes the phenomenon called the diner, where, for a modest price, you could eat breakfast, lunch, or


dinner. These instant plug-in eateries


created a completely new type of business. They were factory-built, cheap to buy, and maintenance-free. It required a piece of level ground, a connection to electricity and water, and some parking spaces, and presto, you were in business. If it did not attract customers, you could simply unplug, load it onto a flatbed truck, and locate somewhere more rewarding. Such brand names as Ralph Musi, Starlite, O’Mahoney, Sterling, and Worcester could be found in virtually any town throughout the USA, serving very basic food. But by the start


of WW2, the original readymade structures began to disappear. Around the same time, Americans were getting a taste for travel, and Henry Ford’s mass-produced Model T cost US$260 and took under three hours to build. Air travel was becoming popular, and factory- produced all-metal aircraft were replacing the old wood-and-fabric machines. The 1930s introduced key innovations like retractable landing gear, stressed-skin construction, and pressurised cabins. The Douglas DC-3, the most influential airliner in history, was the first to make passenger service profitable without government mail contracts. Other aircraft competing for this new market included the Boeing 247, Pan Am’s "Clippers", and large flying boats like the Martin M-130 and Boeing 314, which enabled the first regular transoceanic passenger flights. The introduction of two-way radios, wing de-


icers, and controllable-pitch propellers made flying safer and more reliable. With a payload of 21 passengers or three tons of cargo, a range of 1,500 miles (2,400 km), and cruise speeds of 195 miles per hour, the DC-3 quickly gained popularity among airlines and travellers. By 1939, due to its reliability and safety, this plane was the choice of 90 percent of the world’s airlines. More than 16,000 DC-3s and C-47s of all variants were built, while the Soviet Union constructed almost 5,000 more under licence. A total of 172 DC-3s of all variants are still flying commercially, around one-third of them being turboprop conversions.


on them not just for sales, but for data-driven decision-making,” Balan said. “With digital platforms handling repetitive tasks and data flows, GSSAs can shift focus toward value-added activities. Technology won’t replace GSSAs, but I believe it will allow them to play a more consultative role.”


T: +44 (0)1737 906107


Advertising: sales@azurainternational.com Press releases: news@azurainternational.com


The ACW Team Editor:


Supplement Editor: News Reporter:


Regional Representative (APAC):


Edward Hardy James Graham


Anastasiya Simsek Ajinkya Gurav


Regional Representative (North America): Oscar Sardinas Director of Operations:


Kim Smith International Media Sales Director: Rosa Bellanca


Senior Publishing And Events Manager: Chris Richman Finance Manager:


Design & Production Manager: Production Supervisor: Website Consultant:


Rachel Burns Alex Brown Kevin Dennis


Tim Brocklehurst


Annual subscription rates: Print issue: £150 • € 180 • US$195 (20% will be donated to our NGO sustainability projects) Digital issue: Free-of-charge


The views and opinions expressed in this publication are not necessarily those of the publishers. Whilst every care is taken, the publishers cannot be held legally responsible for any errors in articles or advertisements. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by electronic, mechanical, photographic or other means without the prior consent of the publishers. USA: The publishers shall not be liable for losses, claims, damages or expenses arising out


of or attributed to the contents of Air Cargo Week, insofar as they are based on information, presentations, reports or data that have been publicly disseminated, furnished or otherwise communicated to Air Cargo Week. © AZura international 2024 • ISSN 2040-1671 - Printed by Warners Midlands plc. The Mailing, Manor Lane, Bourne, Lincolnshire PE10 9PH


ACW 16 FEBRUARY 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