REGIONAL GSSAS


F


AIR CARG O WEEK


FROM REPRESENTATION TO INFRASTRUCTURE


BY Edward HARDY


T


he GSSA model has moved well beyond its original commercial remit. What was once a cost-efficient workaround for airlines entering foreign markets has matured into something closer to outsourced infrastructure. Airlines are no longer just buying sales reach; they are effectively leasing operational capability, regulatory navigation, and


increasingly, strategic input. That evolution is being driven by a combination of margin pressure, network complexity, and the impracticality of building in-house presence in markets as intricate as India. There is also a structural reweighting underway. As airlines become more


asset-heavy in fleet and more disciplined in cost control, the expectation is that GSSAs absorb a greater share of the variable operational burden. That includes manpower, compliance, and even elements of ground execution. The implication is clear: the modern GSSA is less an intermediary and more an embedded extension of the airline’s operating model. “India has a huge population and a young workforce, which means manpower


is abundant. The challenge lies in training, as the air cargo industry needs more skilled personnel. If we can promote the industry effectively, India has the potential to be a leader in having the best-trained workforce in air cargo,” Abhishek Goyal, Executive Director of Aeroprime, said. What sits beneath that observation is a capacity constraint that is not about


aircraft, but about capability. As GSSAs take on more technically demanding roles, the requirement shifts from headcount to skill density. Training pipelines, certification,


and operational discipline become critical differentiators,


particularly in markets where scale is abundant but standardisation is still catching up. “India showed its potential during Covid-19. We had been active in the market


but focused more on UAE and the GCC. The number of charters we operated during that period revealed the true potential of India’s cargo sector,” Rohit Thakwani, Founder and CEO of Airglow Aviation Services, stated. The pandemic did more than accelerate demand; it stress-tested operating


models. GSSAs that could scale quickly, deploy charters, and maintain continuity effectively demonstrated their strategic value. That period recalibrated airline expectations, proving that GSSAs could function as rapid-response operators rather than just commercial representatives. “The scope of services for GSSAs has expanded, while remuneration is under


pressure due to competition. India is a complex market where local expertise remains critical. Relationships, strategy, and local knowledge are essential even as digital systems become more capable,” Kritika Seth, Head - Business Development and Marketing at Allied Aviation, explained.


Scale without symmetry India’s cargo expansion is often presented as a linear growth curve, but the reality on the ground is far more uneven. Growth is not uniform across regions, commodities, or


infrastructure readiness. Instead, it resembles a network


of micro-markets, each developing at its own pace and according to its own industrial logic. This lack of symmetry creates both friction and opportunity. For GSSAs, it


demands a level of granularity in planning that goes well beyond national-level strategy. Success depends on understanding how demand behaves at city level — and often, within specific industry clusters. “We are building domestic connectivity with partner airlines to serve tier two and tier three cities. These cities represent the major growth opportunity in the


next ten years for both passenger and cargo volumes, as the metro cities are already saturated. Expanding to these markets is essential for capturing India’s emerging potential,” Goyal expressed. The saturation of metro gateways is quietly forcing a redistribution of growth.


Secondary cities are no longer peripheral; they are becoming primary drivers of incremental volume. This shift requires GSSAs to build presence in locations where infrastructure may still be maturing, but where demand is accelerating. “From our experience, the primary commodities we carry are pharmaceuticals,


garments, and perishables. Pharmaceuticals are particularly important as we focus on the African market. Even considering just these three commodities, the current capacity coming into India can be fully absorbed,” Thakwani highlighted. What becomes evident is that India’s export engine is both concentrated


and diversified at the same time. A relatively narrow band of high-performing commodities can sustain capacity, yet each operates through distinct supply chains and regional hubs. That creates a layered demand profile, where volume alone does not tell the full story. “India’s growth was foreseen by my father, who founded Allied Aviation in


1993. We have been committed to working with India’s growth story for the last 32 years. Over the past decade, India has experienced exponential growth across infrastructure, commodity flows, and markets, which continues to shape the industry,” Seth outlined.


The rise of the multi-gateway model Capacity constraints in India are not simply a function of fleet availability; they are shaped by how effectively that capacity is deployed across a fragmented geography. The traditional model of concentrating lift in a handful of primary gateways is increasingly misaligned with where demand is emerging. In response, GSSAs are taking a far more active role in engineering capacity


solutions. This involves not just filling aircraft, but shaping how and where that capacity enters the market, and how it is distributed once it arrives. “When we represent an airline, we provide alternative solutions to manage


excessive demand. Our charter division supports airlines by adding flights as needed and leveraging different verticals to maintain service. This allows us to meet demand while optimising operational flexibility,” Thakwani laid out. The increasing use of charters as a tactical lever reflects a broader shift


towards flexibility. Rather than waiting for scheduled capacity to catch up with demand, GSSAs are injecting lift dynamically, often on short notice, to prevent bottlenecks and capture revenue that would otherwise be lost. “We consider ourselves capacity and cargo connoisseurs. We are careful to


manage airline capacity so that it does not distort the market. Deploying a 747 freighter into a market like Mumbai or Bangalore requires careful attention to yield and downstream effects,” Seth highlighted This introduces a level of market stewardship that goes beyond pure sales.


GSSAs are effectively managing yield environments, ensuring that capacity injections do not distort pricing or overwhelm individual gateways. It is a balancing act between maximising volume and preserving long-term market health. “We are present in over 15 cities in India, covering major ports. We are


expanding into tier two and tier three cities, forging partnerships to connect these markets to major hubs via trucking and domestic interline services. This strategy will strengthen connectivity across the country and unlock growth in emerging markets,” Goyal detailed.


www.aircargoweek.com 20 APRIL 2026 ACW


“The scope of services for GSSAs has


expanded, while remuneration is under


pressure due to competition.”


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