Whichever party leads the Welsh government after the Senedd election in 2026 needs to develop a freight and logistics strategy, while enhancing Wales’ freight transport corridors, expanding course provision for training and apprenticeships and delivering the energy infrastructure required for decarbonisation. These are the priorities from business group Logistics UK, which represents the industry across Wales, as it launches its manifesto ahead of the election.
The manifesto, released ahead of the election on 7 May 2026, outlines key asks from the association’s members, including recognising how integral efficient logistics is to the Welsh economy and cost of living.
Josh Fenton, Policy Manager at Logistics UK said: “The logistics sector in Wales employs more than 90,000 people – 6.7% of the workforce – and contributes £3.3 billion to the economy.
“Logistics underpins the entire Welsh economy and is fundamental for the safe and efficient management and movement of all the goods Wales relies on, every day. Without it, its factories, construction sites, hospitals, schools and homes would not have what they need.
“Research shows that the efficiency of the logistics sector and productivity of the economy are interlinked. Getting the policy and infrastructure environment right for logistics would unlock £8 billion a year in productivity-led growth across the UK.”
“Constraints on transport corridors, skills shortages and gaps in net zero policies are inhibitors of growth,” continued Fenton, “and must be addressed urgently so Wales can deliver the growth and prosperity that it needs.
“This starts with the workforce, by attracting and retaining talent, but also by improving facilities for existing drivers so they are properly supported while moving goods.
“Increasing the provision of logistics courses available would train up the next generation of logistics workers, while providing transparency over how Apprenticeship Levy funds are allocated would give businesses peace of mind.”
Improving road infrastructure through the delivery of the M4 relief road and resolution of the M48 Severn Bridge weight restriction will enable businesses to deliver quality goods on time, alongside developing secure HGV parking to ensure drivers are safe.
“Any delays or disruption to logistics has a knock-on effect on the regions it serves,” concluded Fenton. “Our members and the wider economy deserve access to quality infrastructure, training, and support, and we are calling on the next Welsh Government to deliver this.”
Also included in the logistics industry’s asks for the new Welsh government is reforming the planning system so that logistics infrastructure is given the same priority as housing: clear targets must also be given to develop warehousing in underserved areas. The business group’s members are also clear there is untapped potential in utilising existing infrastructure: Cardiff Airport could play a greater role in air freight if it has access to a distribution hub and improved rail links, and Port Talbot Port is well placed to reduce pressure on other UK ports and drive growth in Wales.
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Author: Anastasiya Simsek
As the UK government confirms its intent to progress with the long-debated third runway at Heathrow — including major works such as rerouting the M25 — questions are mounting over the environmental cost of growth-led infrastructure policy.
READ: Third runway at Heathrow gets government green light
Commenting on the Autumn Budget, Ruth Kerrigan, Chief Operating Officer at global climate tech firm IES, urged ministers “not to lose sight of the environment in the drive to deliver growth,” warning that the environmental performance of new infrastructure must not be an afterthought.
“Major projects like this are often seen as signals of growth,” she said. “But we must be honest about the environmental implications of decisions taken now and be responsible in the way we deliver against them.”
The built environment, she noted, already accounts for 39% of global energy-related emissions. Without stronger regulation and the integration of digital tools to track and optimise carbon performance throughout the lifecycle of projects, the UK risks “locking in avoidable environmental and financial costs for decades.”
Kerrigan highlighted how other major airport developments, including Brussels Airport, have deployed physics-based digital twins and simulation tools to model and reduce their carbon footprint — achieving verified emissions savings of up to 63% against a 2019 baseline.
“This doesn’t need to be a binary choice,” she said. “With better uptake of emerging technologies, the UK can pursue the economic benefits of major projects like Heathrow while still making meaningful progress towards its climate goals.”
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Author: Anastasiya Simsek
In the wake of the tragedy, Hong Kong Airlines and its shareholder, Fangda Group, have pledged HK$10 million in emergency funds to support victims and their families. The donation will be used to provide immediate financial assistance, emergency goods, and support services for those displaced.
JUST IN: A big fire in Hong Kong on Wednesday night destroyed several tall apartment buildings in Tai Po. It’s the worst fire there in 17 years and killed at least 126 people, including one firefighter. Plus, 189 others are still missing. pic.twitter.com/NCI5N4Aly3
— WORLD NEWS (@_MAGA_NEWS_) November 28, 2025
“As an airline rooted in Hong Kong, we feel a deep responsibility to support our city during moments of crisis,” the carrier said. “We extend our heartfelt condolences to the families affected and honour the efforts of all frontline rescue workers.”
Beyond financial aid, Hong Kong Airlines has formed a joint logistics task force with Hong Kong Air Cargo, Deer Jet (HK), and SATS HK, in cooperation with the HKSAR Government. The initiative includes a “green channel” for transporting relief supplies, from thermal gear to essential items such as food and hygiene products.
“Our team will provide support in logistics, transportation, and distribution of essential supplies which include establishing a green channel for relief materials and arranging flights to transport thermal supplies and other necessities, to assist displaced residents in rebuilding their homes and restoring normalcy as soon as possible.”
“Our hearts are with everyone affected by this incident. We hope to do our part and stand shoulder to shoulder with the affected families.”
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Author: Anastasiya Simsek
Federal Express Corporation released fresh insights from a survey of small and medium-sized businesses (SMEs) across Europe that trade internationally. The findings predict strong sales for UK SMEs in the run-up to Christmas with nearly 8 in 10 (79%) predicting their holiday season sales will be better this year than in 2024.
Conducted in September 2025, the survey polled more than 1,200 SMEs across nine European markets that trade internationally. It explored business sentiment for the 2025 holiday trading season and expectations for international e-commerce festivals such as Black Friday (28 November) and Cyber Monday (1 December).
The survey findings reveal that those polled are optimistic about holiday sales this year, with almost a third (31%) of SMEs in the United Kingdom expecting sales to be significantly better than last year, and a further (48%) predicting they will be slightly better. Businesses in Turkey (95%), Poland (87%), and the Netherlands (85%) emerged as the nations with the strongest hopes for the holiday season. Italy (66%), Spain (78%) and Germany (76%) were the least optimistic.
Overseas demand for European goods:
On average, UK SMEs predicted that over a third (38%) of their holiday sales would come from regions outside Europe, demonstrating positive demand for European goods. The top five regions with which the UK’s internationally trading SMEs reported doing business are revealed as the US (72%), other European countries (68%), the Middle East (43%), Africa (29%), Latin America and the Caribbean (25%) and Asia-Pacific countries (20%).
e-commerce-led events expected to deliver measurable impact:
The research shows that the majority of UK SMEs polled (88%) see e-commerce shopping festivals, such as Black Friday, Cyber Monday and Singles’ Day, as important to their sales. Just under half (49%) see such festivals as very important, with over a further third (39%) seeing them as somewhat important. The overall proportion of European SMEs agreeing such festivals are important was highest amongst businesses dealing in both consumer and business goods (94%), while those that dealt solely in consumer goods (84%) or business goods (77%) were slightly lower.
“Our latest figures show a real sense of optimism for the peak holiday season, highlighting the remarkable resilience of internationally trading UK SMEs. With eight in ten predicting stronger holiday sales than last year, this is a clear sign of confidence and growth in the sector,” said Alun Cornish, Managing Director of UK Operations at FedEx.
“British SMEs are taking control. They’re using the power of e-commerce events not only at home, but as a strategic tool to reach new customers in global markets. These findings challenge the perception that events like Black Friday are purely consumer-focused, revealing how many B2B businesses are successfully tapping into this surge in demand.”
FedEx is proactively addressing evolving customer needs with its portfolio of smart digital solutions designed to improve supply chain visibility, streamline shipping, and reduce international delivery times. Through tools like Electronic Trade Documents, customers can streamline customs declarations by uploading documents digitally to ensure timely delivery. To further support European SMEs that are expanding their global footprint, the FedEx SMB Hub provides multimedia resources, trade guidelines, and local market insights, equipping businesses with the knowledge and tools to confidently expand and compete across borders.
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Author: Anastasiya Simsek
Airfreight has always thrived on speed, yet its reliability increasingly depends on what happens before and after cargo takes flight. The rise of strategically positioned inland terminals and digitally connected port platforms means cargo can move seamlessly across rail, road, barge, and air corridors. This is especially significant in Europe, where congestion on major road arteries, disruptions in maritime trade, and tightening decarbonisation targets are pushing shippers to demand greater flexibility and efficiency.
As Kai Olschner, Global Vice President Supply Chain Engineering at DP World, puts it, “Strengthening inland Europe’s connectivity to global markets is a strategic priority. We operate a network of inland terminals across six countries, seamlessly connected to our deep-sea ports, warehousing and multimodal corridors via rail, road and barge. This asset-backed system ensures resilient, efficient and sustainable movement of goods from factory floor to customer door.”
Such corridors are not just about moving containers faster. They are about integrating time-sensitive cargo into multimodal flows, ensuring that air freight can continue to serve industries that rely on agility, from automotive to pharmaceuticals. In Olschner’s words, “Our inland terminal in Aiud connects 50 percent of Romania’s industrial GDP to European ports via electrified rail. And along the Rhine corridor in Germany, our hubs in Germersheim, Mannheim and Stuttgart enable time-critical flows for sectors like automotive and engineering.”
Relieving pressure points
The European transport system is facing persistent bottlenecks, particularly in trucking corridors. Air freight volumes are often caught in the same gridlock, with shipments delayed on their way to airports. Here, multimodal terminals offer an escape valve by redistributing flows.
“Resilience is at the heart of our network,” says Olschner. “We offer multimodal alternatives that shift flows away from bottlenecks and congested routes.” He points to Antwerp Gateway as an example.
“We doubled rail capacity with a new rail crane, moving 480 containers per day off the road onto rail – cutting emissions and easing congestion.”
In Constanța, where a new Roll-on/Roll-off (RO-RO) and project cargo terminal provides an alternative route for Türkiye-EU flows, capacity has been added to bypass pressure on Balkan road networks. Technology is also stepping in to enhance throughput. Olschner explains, “We’ve introduced the first drive-through scanner in Central and Eastern Europe – it scans up to 60 units per hour, enhancing trade security and efficiency in Romania.”
The flexibility of multimodal solutions is proving especially valuable during global disruptions. In response to shipping delays in the Red Sea, Olschner notes, “We reactivated an underutilised China-Türkiye rail corridor to keep vital material flowing for our Turkish importers.”
Predictive technologies are making this agility possible at scale. “We use AI-powered Control Towers and predictive scheduling across our inland terminals, enabling real-time adjustments for sectors like automotive, chemicals and perishables,” he says.
The Rhine-Alpine corridor
Germany’s Rhine-Alpine corridor remains one of the most strategically important trade routes in Europe, not least for exporters that rely on air freight to move high-value and time-sensitive goods. Olschner emphasises the critical role of inland platforms here: “Our terminals in Germersheim, Mannheim and Stuttgart are critical to our automotive and industrial supply chains. These inland platforms allow container stripping and consolidation, secure warehousing and value-added services, direct multimodal access to North Sea ports, and real-time visibility and customs clearance via CARGOES Flow.”
For German exporters, particularly in sectors such as automotive, heavy manufacturing, and engineering, just-in-sequence delivery is non-negotiable. These inland hubs give them the ability to control costs while retaining flexibility. Olschner adds, “Our Swiss Basel terminals also support high-value exports such as pharmaceuticals and machinery via low-emission routes along the Rhine.”
What is clear is that inland hubs are no longer mere transit points; they are becoming integrated logistics ecosystems. By combining warehousing, customs clearance, and real-time data flows, they function as an extension of the port and the airport. For air freight forwarders, this translates to faster turnaround, fewer bottlenecks, and lower risks of delay.
Digitalisation and decarbonisation
Beyond physical infrastructure, the real transformation of Europe’s logistics corridors lies in data-driven operations and sustainability initiatives. Automation at Rotterdam World Gateway (RWG), for example, has shown how smart terminals can redefine efficiency. “At RWG, 84 electric automated guided vehicles (AGVs) and 18 cranes operate autonomously with predictive algorithms,” says Olschner. “The results are a 50 percent productivity boost in the warehouse, 60 percent reduction in fulfilment time and a 70 percent drop in workplace incidents.”
Predictive analytics are not just about throughput, but also about reliability. “Over nine percent of global trade flows through our terminals,” he explains. “Predictive data is key to managing efficiency. At Yarimca, Türkiye, our Digital Surveyor App has cut vessel inspection time by 78 hours per month and reduced injury risk by 40%. Across our inland logistics network, we use AI to forecast cargo volumes, optimise dynamic scheduling, and perform predictive maintenance.”
Sustainability is equally central. Europe’s push towards decarbonisation is reshaping how freight is handled, and multimodal systems are a cornerstone of that shift. Olschner highlights initiatives such as the Modal Shift Programme, which has removed millions of truck miles, and renewable energy projects at terminals. “At RWG, we operate entirely with electric AGVs, eliminating diesel-related emissions from internal transport. In Evyap, we are installing large-scale solar arrays, while Antwerp Gateway’s cranes are powered by renewable biogas and wind energy.”
Even cold chain operations are being rethought. “Our Move to -15°C campaign focuses on reducing carbon emissions in the frozen food supply sector by slightly increasing the temperature at which food is stored and transported. This is an example of doing simple things well,” Olschner notes.
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Author: Ajinkya Gurav
With over three years of experience in airfreight and logistics, Martijn Smeets works in technology in the freight forwarding sector at CargoClub, an industry first start-up looking to tackle customer retention.
What was your dream job as a child?
I always dreamed about joining the Dutch equivalent of SWAT.
What’s the biggest change you’ve seen in the industry?
You cannot go around tech/AI nowadays
What’s one buzzword you secretly dislike?
Organisations that pretend to be “customer-centric.”
Window or aisle seat?
Window.
What’s the best business lesson you’ve learned the hard way?
You may be right, but not everyone acknowledges it.
If you could swap jobs with anyone for a day, who would it be?
Air traffic controller.
Which three items would you bring to a desert island?
Enough food, a good book, and a satellite phone.
Tea or coffee?
Espresso.
What’s your guilty pleasure TV show or movie?
John Wick 1.
What’s the most exciting place you’ve visited for work?
United States.
If you could introduce one new regulation in air cargo, what would it be?
Airline Full Surcharges are no longer allowed.
What’s your go-to karaoke song?
The Champs – Tequila
Describe your job in three words
Creative, opportunity and scary (financially).
What’s your hidden talent?
I’m mediocre at golf
If you could instantly master one skill, what would it be?
Better understand cultural differences.
What’s something on your bucket list?
Visit New Zealand.
What’s the best airport in the world, and why? Bengaluru International Terminal. Beautiful design and smooth process.
If air cargo had a mascot, what would it be?
A white-tailed eagle.
How did you get into airfreight/logistics?
This was the only sector during Covid-19 that was hiring. Credits to Peter Penseel for introducing me to this world.
What quote has most resonated with you?
Every disadvantage has its advantage – Johan Cruyff.
What’s the best piece of advice you’ve ever received?
You’ve got to hang the decoration yourself. Meaning you are responsible for your own happiness and nobody else will do it for you.
What is the most adventurous thing you have ever done?
Skydiving at 9000 feet.
What’s something we wouldn’t know about you from your CV?
I support a local elderly home doing grocery shopping.
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Author: Edward Hardy
Air China Cargo has signed a purchase agreement for six Airbus A350F aircraft, becoming the first operator in mainland China to order the new-generation freighter. The carrier said the A350F will strengthen operational efficiency, streamline maintenance and enhance long-term resilience across its global network.
“The introduction of the A350F to our existing mixed cargo fleet contributes to efficiency in operation and maintenance. The A350F will enhance Air China Cargo’s capability to withstand risks in its long-term stable operation”, said Wang Hongyan, Vice President of Air China Cargo.
“We are delighted to welcome Air China Cargo as the latest customer for the A350F. The A350F will bring a new generation of efficiency and performance as well as new levels of capacity and unprecedented loading flexibility. We look forward to ensuring a seamless integration into Air China Cargo’s operation”, said Benoît de Saint-Exupéry, Airbus EVP Sales of the Commercial Aircraft business.
Beijing-based Air China Cargo, the country’s only national flag-bearing cargo airline, has significantly broadened its operations since June 2025. The airline now operates dedicated freighter services across North, East, South, and Southwest China, and has launched 25 all-cargo international routes connecting key destinations in the Asia-Pacific, Europe, the Americas, and the Middle East. Its air freight network is further supported by over 1,500 global road feeder service (RFS) routes, combining freighter capacity and passenger belly space to meet growing demand for diverse cargo solutions.
In parallel with Air China Cargo’s network growth, the industry is turning toward next-generation freighters like the Airbus A350F, designed to meet evolving requirements across express, general, and special cargo sectors. With a payload capacity of up to 111 tonnes and a range of 8,700 km, the A350F is engineered for performance and sustainability. Powered by the latest Rolls-Royce Trent XWB-97 engines, the aircraft delivers up to 40 percent lower fuel consumption and CO₂ emissions compared to previous generation freighters.
Constructed using over 70 percent advanced materials, the A350F is 46 tonnes lighter than competitor aircraft and features the industry’s largest main deck cargo door. It is the only freighter currently compliant with ICAO’s 2027 CO₂ emissions standards and will enter service with 50 percent Sustainable Aviation Fuel (SAF) capability, targeting 100 percent by 2030. Test aircraft assembly is already underway in Toulouse.
As of October 2025, Airbus had secured 1,445 orders for the A350 Family from 63 customers, including 74 orders for the all-new A350F placed by 12 airlines around the world.
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Author: Anastasiya Simsek
China Eastern Airlines’ decision to resume and expand scheduled services to India, increasing frequencies on the Shanghai Pudong–Delhi route from three to five weekly flights from January 2026, marks a meaningful development for regional air logistics. The move ends a five-year break shaped by pandemic restrictions, limits on bilateral aviation rights and diplomatic tension, and signals a gradual return to operational normality between two of Asia’s most influential trading partners. For the air cargo sector, which has faced a prolonged supply imbalance on the China–India lane, the reinstatement of wide-body capacity represents a shift in market structure and trade facilitation.
The airline will deploy Airbus A330 aircraft, restoring significant belly-hold provision on a corridor where demand for high-value and time-critical goods has consistently exceeded direct capacity. Operating five days a week, the service forms part of what China Eastern describes as a broader multi-city engagement strategy in India, suggesting the possibility of further expansion if conditions stabilise.
Trade flows reinforce the strategic weight of the route. Bilateral trade reached about US$136 billion in FY2024, with India importing high-value commodities from China including electronics, industrial machinery, pharmaceutical intermediates and consumer products. Yet direct air connectivity has lagged since 2020, prompting cargo to move through third-country hubs such as Hong Kong, Bangkok, Dubai and Singapore. This added cost and time variability while limiting flexibility for express and small-parcel operators. Market data over 2023–24 indicates that yields on the corridor were around 18 to 25 percent higher than pre-pandemic norms due to restricted supply. The reintroduction of wide-body services therefore helps correct a structural under-capacity that has influenced Indian supply chains for several years.
Immediate gains in speed and reliability
e-commerce is positioned to gain the most immediate benefit from restored direct connectivity. IATA estimates that e-commerce already accounts for about 20 percent of global air cargo volumes, with expectations of around 30 percent by 2027. India, projected to generate about US$160 billion in e-commerce gross merchandise value by 2026, relies heavily on Chinese fulfilment hubs for small parcels covering consumer electronics, accessories and lifestyle goods.
The return of direct Shanghai–Delhi uplift shortens line-haul distances from major Chinese manufacturing clusters such as Guangdong, Zhejiang and Jiangsu to Indian consumer markets. The A330 aircraft provides around 15 to 20 tonnes of belly capacity per flight, re-establishing scale lost when carriers were forced to rely on narrow-body deployments or routing through intermediate hubs.
Reducing the need for trans-shipment also cuts customs complexity, lowers exposure to cost volatility and improves reliability during peak shopping events such as major festive-season promotions and flash sales.
The predictability created by a stable wide-body schedule is especially valuable for express operators and cross-border logistics providers, which depend on consistent transit times to maintain service guarantees. The change enables more resilient micro-parcel and B2B fulfilment networks across India, strengthening the corridor’s role in supporting consumer-driven import flows. For China Eastern, the increased frequency reinforces its strategic re-entry into one of the world’s fastest-expanding consumption markets. For Indian logistics stakeholders, it restores a dependable platform for time-sensitive cargo.
Electronics and components
India’s electronics and high-technology manufacturing base remains structurally dependent on Chinese inputs. Between 60 and 70 percent of components used in Indian smartphone production originate in China, with electronic component imports valued at about US$27 billion in FY2024. More than a third of this travels by air because of the high value-to-weight profile of semiconductors, chipsets, PCBs and testing equipment.
Between 2020 and 2023, reduced direct capacity and reliance on multi-stop routings exposed supply chain vulnerabilities. Delays in component shipments frequently disrupted assembly schedules for manufacturers operating on just-in-time production models. The restoration of direct wide-body lift therefore plays a stabilising role at a time when India is promoting domestic electronics and semiconductor manufacturing under production-linked incentive frameworks.
The larger belly-hold capacity of the A330 provides the necessary space for dense, high-value cargo and reduces dependence on indirect routes that add cost and transit uncertainty. Shorter and more consistent lead times also improve synchronisation between Chinese production cycles and Indian assembly lines, reducing inventory risk and improving planning reliability.
This resumption occurs alongside a measured easing in civil aviation policy. India had previously restricted Chinese carriers to a small fraction of pre-2020 capacity. The increase to five weekly flights marks the first easing of limits in several years and is expected to prompt renewed discussion on freighter traffic rights, which remain suspended. China Eastern has also signalled potential interest in expanding connectivity to Mumbai, Bengaluru or Chennai, all of which are major cargo centres.
The development aligns with India’s national objective of increasing its air cargo throughput from 3.3 million tonnes to 10 million tonnes by 2030. Strengthening direct uplift from China enhances India’s prospects as a regional distribution hub, supports integrator operations and complements ongoing investments in multimodal freight corridors and inland production zones.
However, several constraints continue to influence planning. Geopolitical volatility may affect aviation policy, market access for Indian carriers remains limited relative to Chinese operators, and peak-hour congestion and customs processes at major Indian airports continue to challenge throughput. Tariff policies and evolving export controls may also shape route economics.
Industry sentiment is cautiously optimistic. Stakeholders view the restored wide-body capacity as essential for balancing supply and demand but emphasise that long-term stability will depend on clear, reciprocal aviation policy frameworks. Nevertheless, China Eastern’s expanded services represent a significant step towards rebalancing a strategically important air corridor. If supported by predictable regulation and continued infrastructure improvement, the China–India airfreight lane could re-emerge as one of the region’s strongest growth routes, reinforcing trade interdependence and supporting industrial expansion across both markets.
The post China Eastern’s Return to India Signals a Structural Rebalancing appeared first on Air Cargo Week.
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Author: Ajinkya Gurav
Air Cargo Forum (ACF) 2025, hosted by TIACA from 3rd-6th November at Yas Island Arena in Abu Dhabi, brought the community together for an event packed with strategic announcements, leadership changes, and future-focused dialogue.
The forum marked several firsts: the first ACF hosted in Abu Dhabi, the first held inside a major sports arena, and the first edition under TIACA’s new annual schedule, reflecting the association’s growing ambition to keep pace with the industry’s rapid evolution.
The event also saw a notable leadership transition, as Roos Bakker officially assumed the role of Chair of TIACA, taking over from Steven Polmans. With a focus on inclusivity, sustainability, and innovation, Bakker’s appointment signals a fresh chapter for the organisation.
As host city, Abu Dhabi played a strategic role in reinforcing the Middle East’s emergence as a major global cargo gateway. With world-class infrastructure and proximity to Asia, Europe, and Africa, the emirate provided a fitting venue for a high-level gathering focused on innovation, connectivity, and operational excellence.
“Hosting the global logistics community here highlighted Abu Dhabi’s role as a centre for innovation and sustainable growth,” said Stanislas Brun, Chief Cargo Officer at Etihad Cargo.
TIACA launches key strategic initiatives
During ACF 2025, TIACA used the platform to unveil several strategic initiatives aimed at fostering long-term innovation and collaboration:
TIACA and HAUS61 MoU to drive innovation and support air cargo start-ups
The International Air Cargo Association (TIACA) and HAUS61 GmbH have signed a Memorandum of Understanding (MoU) to strengthen cooperation and promote innovation, entrepreneurship, and start-up development within the global air cargo and logistics industry.
This partnership underscores TIACA’s ongoing commitment to fostering innovation and supporting emerging businesses that are reshaping the future of air cargo. By partnering with HAUS61, TIACA aims to create new opportunities for collaboration between established industry leaders and innovative start-ups.
“At TIACA, we believe that innovation is essential to the continued growth and sustainability of the air cargo industry,” said Roos Bakker, Chair TIACA. “Our partnership with HAUS61 will help bridge the gap between start-ups with fresh ideas and the industry stakeholders who can bring those ideas to life.”
Executive Summit 2026 Announced for Warsaw
TIACA confirmed that its Executive Summit 2026 will take place in Warsaw, Poland, from 1st-3rd June, hosted by LOT Polish Airlines. The event will gather 350+ industry leaders to explore issues ranging from digitalisation and sustainability to the evolution of trade corridors in Central and Eastern Europe.
ACF 2026 Returns to Miami
Following the success of previous editions, ACF 2026 will be held in Miami Beach from 26th-29th October, continuing the association’s mission to unite the global airfreight community through action-oriented dialogue and strategic collaboration.
Etihad Cargo unveils Hybrid VTOL drone partnership with LODD Autonomous
One of the most forward-looking announcements at ACF 2025 came from Etihad Cargo, which revealed a new partnership with LODD Autonomous to trial the integration of ‘Hili’ hybrid VTOL aircraft into UAE logistics operations.
The Hili aircraft offers a 250kg payload and 700km range, capable of point-to-point transfers without runways—ideal for high-value, time-sensitive cargo. The aircraft’s autonomous design also supports reduced emissions and decentralised logistics models.
“Together with LODD Autonomous, we hope to open up new possibilities for air cargo—creating smarter, faster, and more sustainable ways to move goods across the country,” said Stanislas Brun, Etihad Cargo’s Chief Cargo Officer.
Astral Aviation appoints TAM Group as GSSA for Hong Kong and Macau
In another ACF 2025 announcement, Astral Aviation named TAM Group as its exclusive General Sales and Service Agent (GSSA) for Hong Kong and Macau from November 2025 to October 2027.
The partnership aims to expand Astral’s presence in East Asia, targeting general freight, e-commerce, and high-value cargo, while strengthening trade lanes between Africa and Asia.
“This partnership brings China and Africa closer together,” said Sanjeev Gadhia, CEO of Astral Aviation. “TAM’s regional footprint gives us the opportunity to reach underutilised markets beyond traditional gateways.”
Strong conference themes
The ACF 2025 conference agenda was broad in scope and sharp in focus. Key themes included:
Digitalisation: With speakers from IBS Software, Awery Aviation Software, and Freightos, the sessions highlighted how the air cargo industry is moving toward full integration of AI, automation, and smart platforms.
Sustainability: Discussions on aviation’s journey to net zero by 2050 explored SAF deployment, emissions tracking, and collaboration across the value chain.
Workforce Development: From upskilling to attracting new talent, panellists from Emirates SkyCargo, Aviation NOW, and others addressed the critical need to close the talent gap.
Regional Growth: With the Middle East expanding its infrastructure footprint, speakers from Saudi Cargo, NAFL, and Etihad outlined how regional players are building competitive advantages in connectivity and cargo resilience.
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Author: Edward Hardy
Behind every safe flight, every scheduled departure, and every cargo delivery, there’s a silent yet vital economy in motion — the aircraft parts market. It’s a world where a single component can ground an aircraft, delay an operation, or cost tens of thousands of dollars to replace. And it’s not just engines or flight computers we’re talking about. Even the most unassuming part, such as pressure sensor, a fuel pump, or a bolt, can trigger a cascade of additional costs if it’s not readily available or properly priced.
One operator’s surplus is another’s AOG nightmare. The older the plane, the deeper the hole.
But what determines the cost of an aircraft part? And why does the same component sometimes vary so drastically in price, depending on condition, region, or operator? Is it just about the brand and part number — or are there deeper forces at play, such as global supply chains, aircraft age, or regulatory pressure? In recent years, freight forwarders of all sizes have realised the benefits of digital procurement and sales. Expanding networks and investment in more agile services give forwarders the edge to quote faster, win more business, and scale globally. In a co-ordinated push, carriers, forwarders, and digital booking platforms are collaborating to unlock further growth with digital tools.
As digital bookings in many markets already exceed offline bookings, the industry is looking at strategies to further accelerate adoption, and partnerships like that of United Cargo and cargo.one are leading the charge.
By using digital marketplaces for their pricing, quoting and booking, forwarders can reach new benchmarks for efficiency, responsiveness, and growth.
Over the past year, United Cargo and cargo.one have grown bookings together, particularly in EMEA and North America. The growth was accelerated by the integration of cargo.one into the in-house operations tools of many of the world’s largest forwarders, powering their digital workflows.
The hidden costs of keeping aircraft in the sky
When most people think of aviation costs, they picture fuel prices, pilot salaries, or maybe airport fees. But the real complexity (and a major share of operational expenditure) lies beneath the surface: in the tens of thousands of components that make up an aircraft.
From commercial airliners and business jets to helicopters and cargo planes, every flight depends on the reliability and availability of parts that are sourced, installed, and replaced on a constant basis. A single narrow-body aircraft may contain close to a million individual parts, ranging from fasteners worth mere cents to avionics modules that cost more than a luxury car.
And with aircraft ageing and fleets diversifying, the challenge of managing these costs has grown more intense than ever. Understanding what these parts actually cost — whether they’re new, used, or overhauled — has become critical not just for procurement teams, but also for maintenance planners, asset managers, and CFOs trying to make data-driven decisions.
The marketplace behind every flight
Aviation runs on parts, and parts run on supply chains. Yet those supply chains are anything but straightforward. Aircraft parts are not produced at scale like consumer electronics; instead, they are made in controlled quantities under rigorous certification standards.
They’re tracked from birth to retirement, logged in serialised systems, and governed by regulatory frameworks that span continents. All of this adds complexity — and cost. For example, a component that costs US$540 to manufacture might sell for US$5,400 due to its critical role, certification requirements, and limited availability. And that’s just the beginning. Aircraft parts pricing is influenced by a dizzying array of factors: the platform they’re designed for, the fleet age, whether the OEM still supports the part, recent ADs (Airworthiness Directives), seasonal AOG surges, and more. It’s a supply-and-demand model with serious real-world consequences.
Why the same part can cost different prices
It’s one of the most frustrating realities in aviation logistics: two buyers can purchase the same part, and one might pay 50 percent more. Why? Because in aviation, price is not just about the part. It is also about its condition, traceability, origin, availability, and delivery timeline. A brand-new OEM part shipped directly from the manufacturer carries the highest premium, especially if it’s in short supply.
But that same part, if it’s available used in serviceable condition or freshly overhauled with FAA/EASA dual release, might cost significantly less, and still meet all regulatory requirements. The price also fluctuates based on whether the part is covered by warranty, its time since overhaul (TSO) or cycles remaining, and whether it’s accompanied by a full trace.
Then there’s urgency. A component sourced for scheduled maintenance months in advance might be priced modestly, while the same part ordered AOG with same-day shipping could come at a steep markup. The differences aren’t arbitrary. They reflect real economic and logistical pressures. That’s why a part that theoretically costs US$3000 can fetch anything from US$1,500 to US$6,600, depending on context.
Three tiers of cost, three layers of risk
In the aircraft parts world, the condition of a part is not just a technical detail—it’s a core pricing determinant. At the top of the pyramid sit brand-new, OEM-supplied components: the gold standard in terms of documentation, reliability, and manufacturer support. These come with full traceability, warranty, and often a steep price. For high-value systems, like avionics modules or hydraulic actuators, buying new can mean paying double compared to an overhauled unit. But new isn’t always better, especially when timing and budget come into play.
That’s where repaired and used serviceable parts enter the equation. A part that’s been removed, inspected, and certified as serviceable might be priced 30 percent to 60 percent lower than new, depending on how much life remains. Overhauled parts, meanwhile, typically sit in the middle — refurbished to near-new condition and recertified by licensed repair stations. Many operators strategically combine these options, sourcing new parts for critical systems while relying on rotables and repaired components for less sensitive areas. It’s not just a question of cost, but of balancing airworthiness requirements, availability, and time sensitivity.
Small but mighty: Fasteners and fittings
It’s tempting to overlook the value of the small stuff. After all, how much can a bolt cost? In aviation, quite a bit. Take the case of high-strength titanium fasteners used in pressurised structures: they may look like common hardware-store screws but are priced anywhere from US$10 to US$100 each, depending on their material, tolerance, and traceability.
Multiply that by the thousands of fasteners on each aircraft, and suddenly this category becomes a significant budget line. Fittings, bushings, rivets, clamps — all are manufactured under rigorous aerospace standards and often come with serialised trace documentation. And when these parts are ordered on an AOG basis, expedited handling can double the price.
Electrical systems and their price tags
Electrical components might not have the visual impact of engines or control surfaces, but they’re just as critical to flight operations. Generators, converters, wiring harnesses, relays, and circuit breakers — each is essential, and each comes with a cost tied to both engineering complexity and service criticality. For instance, an auxiliary power unit (APU) starter-generator might cost US$8,000 in overhauled condition or more than US$20,000 brand new. Battery control units, transformers, and even aircraft batteries themselves carry similar premiums.
Aging fleets often need more frequent electrical replacements, and as aircraft systems become more digital, the parts themselves become more specialised and expensive. The added challenge is that many of these parts have short replacement cycles or are subject to high wear, making them a regular feature in MRO operations. Pricing transparency in this category is essential for budgeting, especially for low-cost carriers where margins depend on tight control over maintenance expenses.
Hydraulics and flight control systems
Flight controls, such as flaps, rudders, and elevators, don’t move themselves. Behind the scenes, a complex system of hydraulic pumps, actuators, control valves, and reservoirs translates cockpit inputs into physical movements. These systems are complicated, powerful, and, unsurprisingly, expensive. A single elevator actuator for a narrow-body aircraft like the Boeing 737 NG can cost over US$100,000 when new, while refurbished options may bring the cost down to around US$40,000–US$60,000.
Hydraulic systems also require regular inspection and flushing, with parts like pumps and accumulators needing replacement or overhaul during scheduled maintenance intervals. Costs add up fast, especially when dealing with older aircraft where newer parts may not be supported by OEMs, and aftermarket options are scarce. Locatory.com users frequently search for flight control and hydraulic components not only based on cost, but also based on remaining service life, previous repair records, and shipping proximity — all factors that affect how soon that aircraft can return to the sky.
The cabin economy
Passenger comfort might not be the first thing that comes to mind when you think about aircraft maintenance costs, but the interior can represent a surprisingly large part of a parts budget. Take economy seats, for instance. Basic models cost around US$3,000–US$6,000 each when new, while lie-flat business class seats can range from US$30,000 to US$75,000 per unit. Add in-flight entertainment systems, window panels, sidewall linings, galleys, and lavatories, and the cabin becomes a highly customised, modular system where every component has a price.
What’s more, interior parts often need replacement due to wear and tear, regulatory changes, or branding updates. Airlines doing cabin retrofits must budget accordingly — and find suppliers who can meet both volume and aesthetic requirements. On Locatory.com, interior parts are among the fastest-moving categories, especially from airlines that are sunsetting older fleets and selling off surplus parts to newer operators or refurb shops.
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Author: Edward Hardy
