WEEKLY NEWS


Graham Burford, Chief Executive Officer of AWA, said: “Automation cannot replace nuanced judgment when exceptions occur. Every shipment carries its own variables, and human expertise is still the decisive factor in maintaining operational reliability. Technology amplifies our capacity to monitor and predict, but when disruption hits, people make the difference.” Data and digital monitoring are also becoming critical competitive


differentiators. Operators that can integrate emissions tracking, real-time shipment visibility, and intervention protocols gain both operational efficiency and ESG credibility. This combination enables proactive management of supply chain risk while positioning companies for growth in emerging, compliance- driven markets. “Digital monitoring along with intervention capabilities and emissions


tracking have become key decision-making factors for procurement and operations. Now emission reporting is mandatory to add value to your service, as is the ability to assist your clients in achieving their own targets,” David Frouin, Senior Vice-President Vertical Market Healthcare at GEODIS, added. “Investing in these fields is no longer optional; it’s a necessity. ESG and emissions reporting become a barrier for smaller operators who struggle to set them up. Regional players with limited capacity to invest in tech are at risk of being stuck in the middle—too small to achieve global reach, yet too large to operate only in niche markets.”


Sustainability, risk and optimisation Sustainability has emerged as a central driver for both operational planning and customer decision-making. Forwarders must balance cost, speed, and environmental impact while designing networks that minimise unnecessary handling and reduce emissions. Practical measures—such as route optimisation, efficient ULD utilisation, and cleaner trucking partners—create measurable impact, whereas superficial initiatives fail to deliver long-term benefits. Companies that integrate sustainability into day-to-day operational discipline gain both efficiency and credibility in an increasingly ESG-conscious market. The risk–reward equation varies by cargo type. Perishables and project


cargo demand precision and operational care, while e-commerce, although high-volume, carries regulatory and seasonal risk. Companies investing in specialised handling, end-to-end visibility, and emergency response protocols


gain a competitive edge in high-stakes segments. Forwarders that combine these capabilities with technology-enabled transparency can offer customers both speed and reliability without compromising sustainability objectives. “Each segment has its own risk–reward profile. Perishables are defined by


time and condition and leave very little room for error. E-commerce demands speed and consistency, with sudden peaks that test capacity and execution. Heavy machinery and project cargo may involve fewer shipments, but they carry high complexity: special loading, permits, handling constraints, and multi-party coordination,” Poutos explained. “The highest risk appears where failure creates a chain reaction. From our experience, the most meaningful risk–reward balance today lies in non-standard cargo, where preparation, coordination, and local knowledge matter more than price. That is where long- term partnerships are built.” Operational discipline and scale continue to shape cold chain resilience.


Providers with integrated networks and certified infrastructure maintain predictable service despite trade-policy volatility. Investments in temperature- controlled storage, compliance, and trained personnel enable companies to manage high-value, time-sensitive cargo with minimal risk. This reinforces the advantage of experienced, networked operators over smaller regional players. “Cold chain demand—especially in pharmaceuticals, vaccines, biologic


drugs, and clinical supplies—is driven by public health needs, not consumer cycles or trade opportunities. The supply chain for medicines keeps running regardless of tariffs, governmental regulation changes or GDP evolution. Switching providers remains cumbersome because of the tedious qualification processes,” Frouin said. “Therefore, trade policy volatility has less impact on this vertical market compared to others. Cold chain logistics requires capex- intensive infrastructure such as certified warehousing, compliance systems and trained staff managed by a global quality program. In addition, pharma companies prefer to lower risk exposure during market changes.” Network and capacity planning must also integrate freighter utilisation with


regional partnerships. Blending multiple carriers and hubs ensures that high- value shipments are prioritised while mid-range cargo remains serviceable. This strategic orchestration allows forwarders to maintain profitability, even when market conditions fluctuate. “For us, staying profitable comes down to lane discipline, strong consolidation planning, and maintaining control over handoffs. At the same


AIR CARG O WEEK


time, we’re seeing some carriers predatory price seasonal routes, creating artificial rates that lead shippers to expect something that simply isn’t sustainable,” Burford added. “Partnerships only work long term when all sides win—you can’t take take take from any one stakeholder. Congestion still has a material impact on our ability to hit margins, so we remain flexible on routings and uplift partners to maintain predictability. Our strength is general cargo and hard freight. That’s where we bring the most value—handling our own cargo, screening, and unitising, which reduces unnecessary handling and speeds up the process.” Data-driven foresight and flexible routing architectures are also critical to


managing evolving trade flows. By leveraging predictive analytics, forwarders can anticipate bottlenecks, optimise multi-gateway shipments, and balance environmental goals with service expectations. Integrating these capabilities allows for sustainable growth without compromising operational performance. “If I had to pick one, I’d say e-commerce carries the highest risk and reward.


Not because of the cargo itself, but because the regulatory, political, and consumer-driven environment around it changes so quickly. One policy shift can alter the entire landscape overnight, as we saw with changes to U.S. import rules,” Harnisch noted. “Perishables and heavy machinery are demanding but more predictable. E-commerce is where agility truly determines who wins. Transparency, planning, and flexible networks are essential to succeed in these volatile flows.” Finally, operational clarity and proactive communication ensure that


sustainability measures are effective. By embedding carbon-reduction practices into daily processes—rather than using PR-focused initiatives— companies achieve measurable impact while maintaining network efficiency. Clear documentation, structured visibility, and consistent digital reporting separate reliable operators from those relying on intention rather than execution. “What works is what reduces real consumption and operational inefficiency:


better planning, fewer delays, smarter consolidation, and appropriate route and mode selection. These are quiet improvements that don’t always feature in campaigns, but they produce measurable results. PR-driven sustainability focuses on general statements without changing how shipments are organised day-to-day,” Mokoena concluded. “Regulations are pushing the industry toward accountability and measurement, which is positive.


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