• The future of air cargo operations depends on balancing digital tools with human expertise, arguing that AI and automation can improve efficiency and visibility but cannot replace experienced personnel needed to manage the complexity of individual cargo shipments.
• The company highlighted regional market knowledge as a major competitive advantage for GSAs, with local expertise, regulatory understanding and flexible problem-solving enabling operators to provide tailored routing, interline and capacity solutions that global standardised systems often cannot replicate.
• While digitalisation is improving cargo planning and operational responsiveness, industry leaders warned that the growing number of bespoke IT systems across the GSA sector risks creating fragmentation and interoperability challenges, reinforcing the need for closer integration between technology platforms and human oversight.

Efficiency gains in cargo rely increasingly on digital tools, yet human expertise remains the cornerstone of service delivery. Across markets, technology is being leveraged to streamline operations and improve data visibility, but face-to-face interaction continues to define how complex or urgent shipments are handled. Personal relationships, understanding client needs, and the ability to provide immediate solutions remain critical differentiators.

“It’s a healthy combination between expertise, IT and experience. That’s what we see all over the market. Things are changing, but still, besides the IT and the infrastructure on it, you still need older people like me, with the experience, and that makes the perfect combination. That’s what more and more companies are doing, which I think is the right way to go,” Gerard ter Bruggen, Director of Business Development, Strike Aviation Group, explained.

Digital solutions can accelerate responsiveness and data management, but without skilled personnel interpreting and executing the outputs, the potential of these tools remains limited. Adaptability and judgement are required when every shipment has its own set of parameters, from packaging to routing.

“Solutions help already quite a lot, but we still expect more, and I hope that in the future, this will happen. You can’t just say that AI will replace the people, because every cargo booking is unique. Dimensions, requirements, packaging, and handling all vary, so you need to pay more attention and have qualified people who can inspect, control, and make sure that everything is executed in the correct way,” Andrius Antanaitis, Chief Commercial Officer, Strike Aviation Group, highlighted.

Regional expertise as a strategical asset

Localised knowledge offers GSAs a competitive edge, allowing them to adapt quickly to changes in supply chains and market dynamics. Deep familiarity with regulatory environments, production hubs, and local business cultures allows operators to provide more than generic network access, they can offer tailored solutions that genuinely add value to airlines and shippers.

“At the end of the day, it is. I think what we as Strike Aviation are mostly doing is offering the airlines the best situation in a country, not in an area. We believe that they need the best offers in a country. They don’t want a network. We also concentrate on the local people, the local strength, and the local context, which is immense if you look at an area in our system, like the Baltics. If you look deeply into that, it’s really a very interesting market, and a lot of companies and a lot of airlines are realising that now, and of course, approaching us to get that system running,” ter Bruggen said.

Proactive awareness of market developments, both within and across borders, ensures GSAs can seize opportunities and respond to challenges before they escalate. Teams must think creatively and remain flexible, anticipating customer needs and providing tailored solutions in real time.

“You can’t relax. You have to be ready to think out of the box, react to any changes, and you need to know what’s happening in your own markets, even in neighbouring markets, in order to see opportunities. We want to be one of the first who reacts, who adapts to the new situation, and who can bring new solutions to the market where needed, based on what the customer needs. We have to deliver to them,” Antanaitis stated.

Innovation and strategic adoption

Adoption of new technology in the cargo sector is not about novelty; it’s about enhancing operational effectiveness and opening previously inaccessible network possibilities. Interline arrangements, creative routing, and customised IT solutions enable GSAs to expand capacity and support airlines that may not have a direct presence in certain markets. Innovation is evaluated against operational realities rather than trends.

“You give an example, COPA. We do that with COPA. We have weekly shipments going with other carriers from Europe into the COPA network, delivering a lot of shipments to their final destinations. That is the creativity we as a GSA provide, not only the direct options, but also the indirect options. This gives us a lot of extra capacity opportunities,” ter Bruggen outlined.

Tailoring solutions to market-specific challenges is vital. Each market has unique requirements, destinations, and operational norms, so systems and digital tools must be adapted rather than applied universally. Innovation is not a standardisation exercise but a way to amplify service quality and responsiveness.

“Current, existing IT solutions help us a lot, but we are not yet at the stage where we would like to be. Everything needs to be combined in one tool. All available solutions are improving, but they are still not fully there. It’s a long process, but I have a positive feeling that in the future it will help. Still, it requires the combination of people and IT working together,” Antanaitis explained.

Systems complexity and market differentiation

The proliferation of bespoke IT systems in the GSA sector has created both opportunities and challenges. While tailored tools improve efficiency within a company, the absence of standardisation can make coordination across networks more complex. Striking a balance between innovation and interoperability is crucial for long-term growth.

“Maybe it’s not an optimistic view, but in the GSA industry we see so many systems being developed that the left hand does not know what the right hand is doing. Systems should be unique, but at the moment everybody has their own system. To have a complete overview is going to be quite difficult. If you have the right system in place, it will be beneficial for your own country operation,” ter Bruggen stated.

Effective solutions must be adaptable, reflecting the diversity of markets and business setups. Each system requires customisation to meet operational, regulatory, and client-specific demands. Human oversight and collaboration remain indispensable, ensuring that digital tools enhance service delivery rather than complicate it.

“Every market is different, with different requirements, destinations, and business setups. You can’t just have one basic system that works everywhere. It helps a lot to increase efficiency and speed, and I believe we are getting to the stage where we want to be, but it must be a cooperation between people and IT,” Antanaitis concluded.

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