The air cargo industry knows many of the challenges it faces. The question now is what we are prepared to do about them.

The air cargo industry is not short of important conversations. We are talking about AI and digitalization, changing trade patterns, resilience, sustainability, customer expectations, workforce development and the many other forces reshaping how our industry operates.

These are not new discussions, although the pace of change has certainly made many of them more urgent. Across conferences, industry meetings, working groups and everyday business conversations, we continue to examine the challenges ahead, share perspectives and explore what the future might look like.

And those conversations matter. They help us understand where change is happening, identify challenges we may not see from our own part of the supply chain and recognize opportunities that might otherwise be overlooked.

But understanding a challenge and doing something about it are two very different things. We can agree that greater collaboration is needed, that technology must deliver better results or that the industry needs to attract new talent. The harder question is what happens after that agreement.

Because progress is not measured by how often we discuss an issue. It is measured by what changes as a result.

We Know More Than We Sometimes Act On

There is no shortage of knowledge or experience within the air cargo industry. Airlines understand the pressures on capacity and networks. Airports see the challenges of infrastructure and changing cargo flows. Ground handlers know where operational inefficiencies create delays. Freight forwarders understand the expectations of customers and the realities of moving shipments across borders. Technology providers see opportunities to connect systems and improve visibility, while shippers experience firsthand what works and what does not.

Each part of the supply chain holds information that could help another part operate more effectively. Yet too often, that knowledge remains within individual organizations or industry sectors.

We discuss the need for greater visibility, but information is still not always shared effectively. We recognize the potential of digitalization, but many processes remain disconnected. We acknowledge the importance of sustainability, but turning ambition into practical, commercially viable solutions continues to be a challenge.

This is not because the industry lacks commitment or ideas. In many cases, the challenge is that meaningful change requires more than one organization to act. It requires alignment, investment, trust and a willingness to work beyond traditional boundaries.

That is where conversation needs to become collaboration.

Collaboration Has to Lead Somewhere

Collaboration is one of the most frequently used words in our industry, and for good reason. Air cargo depends on it. No airline, airport, freight forwarder, ground handler or technology provider can move a shipment from origin to destination entirely on its own.

But there is a difference between recognizing the importance of collaboration and actually changing how we work together.

Real collaboration requires organizations to move beyond discussing shared challenges and begin identifying what they can realistically address together. It means understanding where responsibilities overlap, where information needs to flow more effectively and where individual business decisions can create wider benefits across the supply chain.

Consider digitalization. The industry has spent years discussing the need for better data quality, improved connectivity and more efficient processes. Technology has advanced considerably, and many organizations have made meaningful investments. Yet the full value of those investments is often limited when systems cannot communicate or when information stops at organizational boundaries.

The next step is not simply another conversation about why digitalization matters. It is identifying where greater alignment is possible, agreeing on practical improvements and working together to implement them.

The same applies to sustainability, operational efficiency, security and customer experience. Progress does not always require an industry-wide solution from the beginning. Sometimes it starts with two or three organizations agreeing to address one specific problem and demonstrating that a better approach is possible.

Those smaller steps can create momentum, particularly when the lessons are shared and others are encouraged to build on them.

Technology Is Only Part of the Answer

AI and digitalization are among the most significant opportunities facing air cargo, and the potential benefits are substantial. Better forecasting, improved resource planning, greater shipment visibility and more informed decision-making could all help businesses operate more effectively.

But technology alone does not guarantee progress.

Before investing in another system or exploring another application of AI, businesses need to be clear about the problem they are trying to solve. Is the objective to reduce delays, improve customer communication, make better use of capacity or remove unnecessary manual processes? What would success look like, and how would it be measured?

These questions may sound straightforward, but they are essential. The value of innovation comes from what it enables an organization to do differently, not simply from adopting the latest technology.

There is also a wider industry consideration. A solution that improves one company’s performance may not necessarily improve the movement of cargo across the entire supply chain. If we want technology to deliver broader benefits, we need to think about how individual improvements connect and where greater cooperation could create value for everyone involved.

The opportunity is not simply to make our individual businesses smarter. It is to explore how we can make the supply chain work better as a whole.

Resilience Requires Decisions, Not Just Plans

Recent years have reinforced how quickly the operating environment can change. Geopolitical developments, shifting trade policies, weather events, capacity constraints and changing customer demand have all demonstrated the importance of being able to adapt.

The industry has become very good at discussing resilience, and many organizations have strengthened their contingency planning. But resilience cannot remain something we prepare for only when disruption appears likely.

It needs to influence the decisions businesses make every day, from network planning and supplier relationships to technology investment, workforce development and operational flexibility.

That may mean questioning whether a highly efficient process has become too dependent on one system or partner. It may mean investing in stronger relationships across alternative gateways or ensuring teams have the authority and information needed to respond quickly when circumstances change.

These decisions are not always easy. They involve balancing cost, efficiency, flexibility and long-term business needs. But they are precisely the kinds of decisions that turn resilience from a discussion into a practical business capability.

We cannot control every disruption that affects global trade. We can, however, make choices that leave us better prepared to respond.

The Customer Should Be Part of the Conversation

As an industry, we spend considerable time discussing how to improve our own operations. We talk about capacity, technology, infrastructure, efficiency and cost, all of which are important. But we also need to keep asking whether the changes we are making are delivering what customers actually need.

Shippers and beneficial cargo owners are dealing with their own pressures. They need reliability, visibility, flexibility and confidence that their logistics partners understand the demands of their businesses. Their expectations continue to evolve, particularly as supply chains become more complex and the consequences of delays or uncertainty become more significant.

If we want to improve the air cargo product, we need to make sure customer perspectives are influencing the decisions we make.

That requires more than asking customers what they want. It means listening carefully, understanding the challenges behind their expectations and being prepared to adjust how we operate.

Sometimes the improvements customers value most may not be the most technologically advanced or the most visible. They may be clearer communication, more accurate information, greater consistency or a faster response when something goes wrong.

Turning customer feedback into action is one of the most direct ways to demonstrate that industry progress is creating real business value.

People Will Determine How Much Progress We Make

We cannot talk about the future of air cargo without talking about the people who will make that future possible.

Workforce development, attracting new talent and preparing employees for changing roles have become increasingly important industry priorities. As technology changes how businesses operate, the skills required across the supply chain are changing as well.

But recognizing a skills gap is only the beginning. The real question is what organizations are doing to address it.

Are we creating opportunities for young people to understand the range of careers available in air cargo? Are we investing in training that prepares existing employees for new technologies and responsibilities? Are we developing leaders who can manage change, encourage collaboration and give their teams the confidence to make decisions?

These are practical questions that require practical responses.

The future workforce will need technical knowledge, but it will also need problem-solving skills, adaptability and the ability to work across organizational boundaries. Those capabilities cannot be developed through industry discussion alone. They require investment, mentoring, education and a willingness to create opportunities for people to grow.

If we want the next generation to see air cargo as an industry worth joining, we need to show them not only where the industry is going, but also how they can help shape it.

Not Every Challenge Needs a Perfect Solution

One of the difficulties with industry-wide change is that the scale of the challenge can sometimes make progress feel overwhelming.

We may agree on the need for better data sharing, more sustainable operations or greater supply chain efficiency, but finding a solution that works for every organization, every market and every operating environment is rarely straightforward.

That should not prevent us from moving forward.

Not every improvement needs to begin as a major transformation project. Sometimes the most useful starting point is a specific operational problem, a willing group of partners and a clear understanding of what success would look like.

A small improvement that can be implemented, measured and expanded may create more value than an ambitious initiative that never moves beyond the planning stage.

This does not mean lowering our expectations. It means recognizing that meaningful progress is often built through a series of practical decisions rather than one dramatic breakthrough.

The important thing is to begin, learn from the experience and keep improving.

Making the Most of the Opportunity in Miami

In just a few days, the global air cargo community will come together at Air Cargo Forum 2026 in Miami. Thousands of professionals from across the supply chain will have the opportunity to hear different perspectives, explore new ideas, meet potential partners and discuss the issues influencing their businesses.

There is tremendous value in bringing that experience and expertise together. A conference session can challenge an assumption or introduce a different way of thinking. A conversation on the exhibition floor can reveal a solution that was not previously considered. A meeting between organizations that do not normally work together can uncover opportunities to address a shared problem.

But the greatest value of those four days will depend on what happens afterward.

As we prepare to gather in Miami, perhaps we should challenge ourselves to approach the event with more than a list of sessions to attend and people to meet. We should also be thinking about the questions we want answered, the challenges we want to explore and the opportunities we might be able to pursue with others.

What is one thing we could do differently when we return to our businesses? Is there a partnership worth developing further? An idea that deserves a closer look? A process we could improve? A commitment we are prepared to make?

The answers will be different for every organization, and that is exactly the point. Progress does not depend on everyone leaving Miami with the same priorities. It depends on people taking what they have learned and turning it into something useful.

The conversations we have at ACF can be the starting point, but they should not be the end of the process.

What Happens Next Is Up to Us

The air cargo industry has never lacked the ability to respond to change. We have seen organizations adapt to extraordinary circumstances, find new ways of working and build solutions when the situation demands it.

The opportunity now is to bring that same determination to the challenges and opportunities we can already see ahead.

We know that digitalization needs to deliver practical results. We know that sustainability requires cooperation and commercially workable solutions. We know that resilience depends on preparation, that customer expectations are evolving and that the future of our workforce needs attention today.

We also know that no single organization can address all of these issues alone.

What matters now is how we use that understanding. We need to keep asking difficult questions, sharing perspectives and learning from one another, but we also need to be prepared to make decisions, build partnerships and follow through on the ideas that have the potential to make a difference.

As the industry prepares to gather in Miami, we have an opportunity to do more than discuss what the future might look like. We can begin identifying what each of us is prepared to do to help shape it.

Because the future of air cargo will not be shaped by what we talk about. It will be shaped by what we do next.