REGIONAL GSSAS AIR CARG O WEEK


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NETWORK ENABLERS: THE NEW ROLE OF GSSAS


BY Anastasiya SIMSEK


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“Our role is to remove uncertainty.”


s airlines face compressed yields, volatile trade flows, and growing regulatory complexity, the role of General Sales and Service Agents (GSSAs) is shifting — from transactional sales representatives to strategic network enablers. “Airlines today expect far more from a GSSA than traditional


sales,” said Anindam Choudhury, Vice President Commercial at TAM Group. “They require partners who can help them make better decisions — commer- cially, operationally, and strategically.” It’s a recalibration long in the making, but in 2026, the pressure has be-


come more acute. As demand normalises and margins thin, GSSAs are being measured not just on volumes, but on yield integrity, data discipline, and their ability to support airline growth across increasingly fragmented trade corridors.


From volume to value Gone are the days when a GSSA’s success was judged purely on tonnage. For airlines managing leaner fleets and tighter cost structures, the value of a kilo depends on what’s inside it — not just where it’s going. “Our role is no longer ‘sell everything,’ but ‘sell the right cargo at the right


time,’” Choudhury said. “Airlines rely on us to balance density, commodity mix, and booking windows so that every kilo contributes to revenue, not just volume.” That includes managing space conflicts between e-commerce, perishables,


and general cargo — especially on key long-haul corridors out of Asia and South America, where demand patterns remain unpredictable. TAM Group, which represents airlines across Mainland China, Southeast


Asia, and the Americas, said it has increasingly aligned its teams with airline revenue management functions. “We work closely to ensure that high-value cargo is prioritised, and that short-term demand spikes do not compromise long-term yield performance.” GSSA models built around individual stations or isolated gateways are los-


ing relevance. As manufacturing and e-commerce flows diversify, carriers want integrated corridor strategies that link growth markets together with consistent handling and compliance. Choudhury pointed to Southeast Asia, Mexico, and South America as exam-


ples. “Airlines increasingly want corridor-based solutions rather than isolated stations, and our footprint allows us to connect their capacity to the fast- est-growing trade lanes.” Part of TAM’s strategy has been to expand its regional reach while deepen-


ing existing partnerships — such as its long-standing role with Saudia Cargo — to help carriers scale across new geographies without losing operational integrity. In 2025, TAM Group launched Saudia Cargo Global with its long term partner


Saudia Cargo, a Hong Kong-based venture designed to anchor the carrier’s commercial activities across Asia-Pacific. The group also supported Saudia’s strategic alliance with China Cargo Airlines, aimed at building east–west cor- ridors aligned with Saudi Vision 2030 and China’s Belt and Road Initiative. “These partnerships are not just about uplift — they’re about creating ac- cess,” Choudhury said. “And access now means corridor-level coordination,


ACW 20 APRIL 2026 www.aircargoweek.com


not just local representation.”


Compliance and complexity define the job Even the most aggressive sales push is irrelevant if shipments are delayed or detained. In 2025, shifting rules around e-commerce, new customs require- ments in the EU, and tightening security checks in Asia disrupted air cargo flows with little warning. “The most defining trend was the volatility created by regulatory shifts,”


said Choudhury. “For our airline partners, the challenge wasn’t only about de- mand fluctuations — it was about planning in an environment where rules could change with little notice.” In this context, GSSAs are expected to act as frontline compliance teams


— ensuring documentation accuracy, anticipating local changes, and engag- ing with authorities. “Our role is to remove uncertainty,” Choudhury said. “We combine strong


local teams with a global framework for compliance, reporting, and perfor- mance management. Whether it’s customs changes in Asia or cold-chain execution in South America, airlines want predictability — and that depends on consistency.”


Digital expectations, real-time delivery Digitalisation is another area where expectations are rising. Airlines increas- ingly demand real-time visibility into booking trends, lane performance, and station KPIs. Monthly reporting no longer cuts it. “Digitalisation has moved from being a value-add to being a baseline


expectation,” Choudhury said. “Sales teams can respond faster to market shifts, and customers receive more accurate information on capacity, rates, and schedules.” TAM Group has integrated CRM and e-tracking tools to monitor booking


behaviour and improve yield forecasting. It’s also aligning with industry standards like ONE Record, aiming to streamline data exchange and reduce manual errors — especially important in markets where regulatory com- pliance is under scrutiny. But Choudhury added: “Technology only delivers results when the right teams are driving it.” As the GSSA landscape becomes more digitised and more competitive,


carriers are placing a premium on partners who combine digital fluency with real-world operational control. The pitch isn’t about reach alone — it’s about results. TAM Group’s focus going into 2026, Choudhury said, is to “ensure that the


values which built TAM — integrity, agility, and people-first service — con- tinue to shape how we compete in an increasingly complex market.” With cross-border e-commerce evolving into structured replenishment


cycles, perishables like cherries and seafood demanding cold-chain preci- sion, and compliance becoming a daily risk factor, the margin for error is shrinking. “The opportunity,” Choudhury said, “is not just geographic. It’s in aligning


capacity with the new patterns of global production and consumption — and doing it with speed, transparency, and discipline.”

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