AIR CARG O WEEK
WEEKLY NEWS
COAST-TO-COAST COVERAGE AND THE POWER OF PEOPLE
stresses the importance of interpersonal communication—especially among younger professionals. “There’s a reliance on messaging rather than picking up the phone, and sometimes the phone is quicker and better,” Cox notes. “We put a lot of emphasis on calling our customers and making sure we communicate in every sense of the word.” That applies internally, too. With their JFK warehouse directly below
the operations, and support teams, proximity enhances collaboration. “If there’s ever an issue, we can walk downstairs to resolve it,” Cox says. “It means the whole team shares the same real-time overview.”
Technology as a tool, not a crutch In airfreight, speed and accuracy are everything. Aviacargo invests in technology, but never at the expense of personal engagement or judgment. “We’ve long embraced service-enhancing technology and AI,” Cox
says. “But you should always use tech to work smarter—not to replace human insight.” Compliance is another priority. “In the US, TSA compliance is critical,”
he notes. Aviacargo is also a long-time supporter of eCargowise, citing its comprehensive service capabilities. By blending automation with hands-on oversight, Aviacargo ensures
BY Edward HARDY
THE US airfreight market is vast and complex, often fragmented by geography and logistics. While many General Sales and Service Agents (GSSAs) operate regionally, Aviacargo—a cargo management company based in New York—is taking a different route. “Due to the vast size of the United States, many GSSAs tend to operate
regionally,” says Michael Cox, CEO of Aviacargo. “We set ourselves apart by providing truly nationwide representation for our customers.” But national coverage is just one part of Aviacargo’s approach. Cox
emphasises a balanced strategy that blends technology with human relationships—two areas many competitors struggle to align. “We leverage technology, foster strong skills within our team, and support airline partners operating in complex or underserved markets.” This approach is designed to anticipate the evolving demands of
domestic and international trade. Representing international airlines across multiple time zones and jurisdictions demands consistency, responsiveness, and clarity. “We’re not just a nine-to-five operation,” Cox explains.
“Our track and trace system is very good, and our
postflights are highly accurate. If something goes wrong, we’re the first to call with a solution.”
Bridging cultures, closing gaps Representing international airlines in the US requires cultural fluency and adaptability. For Cox, a British native with nearly 30 years of experience in the American freight sector, it’s a constant balancing act. “You need to understand both US culture and that of the country
you’re sending goods to,” he says. “Once you understand those cultural differences, you also need the skill set to adapt.” In an industry increasingly reliant on digital tools, Aviacargo
it can respond quickly and clearly to real-time challenges. “Innovation has to be functional, not flashy,” Cox adds.
Navigating a volatile world The global airfreight industry is experiencing major flux—political instability, shifting trade policies, and uneven regional demand are complicating long-term strategies. “In 2025 the major trend we’re all focused on is geopolitical
uncertainty,” Cox says. “The world isn’t very stable in commercial terms, which makes long-term planning tricky.” Aviacargo’s answer? Flexibility. “We stay nimble, alert, and
informed,” he says. “Because we operate in niche markets, we can respond quickly and stay on top of developments.” The data is anything but uniform.
“For example, IATA reported
cargo demand grew 4.4 percent year-on-year, but in Africa it fell 13.4 percent—while US imports remained strong. It’s a highly fluid picture.”
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www.aircargoweek.com
16 FEBRUARY 2026 ACW
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