e-commerce now accounts for almost a third of global air cargo volumes, but the rules, routes, and expectations are shifting fast. Menzies Aviation is moving to capture this market with the appointment of Lawrence Tse as its first-ever head of e-commerce, tasked with developing a joint strategy with subsidiary Air Menzies International (AMI).
“e-commerce is a core pillar in Menzies’ growth strategy for the cargo business,” says Tse, who joined from CEVA Logistics, where he led global key account management in the e-commerce division. “We’re evolving beyond traditional ground handling to provide integrated solutions tailored to this fast-moving vertical.”
His remit covers building a unified Menzies–AMI e-commerce proposition that combines ground handling, capacity procurement, technology, and tracking into a single global product — a deliberate shift away from the fragmented model that dominates much of the industry.
Regulation reshaping flows
Tse takes on the role as regulatory shifts start to reshape e-commerce cargo patterns. One of the most immediate impacts has come from the US rollback of “de minimis” exemptions, which allowed low-value imports to enter without duties.
“Since early May 2025, volumes on some Asia–US routes dropped over 10 percent year-on-year, and low-value parcel tonnage declined by over 40 percent in a single month,” he notes. “It reflects how sensitive the industry is to policy shifts. You can’t build a resilient model if you ignore the regulatory horizon.”
The policy changes are forcing operators to re-map capacity, with some flows now re-routing through alternative gateways or shifting towards markets with more favourable import regimes. For Menzies and AMI, that means using their combined network reach to flex capacity where it’s most effective.
Tse cites IATA data showing that while Asia–North America remains a major lane, intra-Asia and Europe–Asia routes are expanding faster. “Europe–Asia e-commerce cargo volumes grew 10.3 percent year-on-year, while Asia–North America saw an 8 percent increase in 2024,” he says. “Secondary markets and non-traditional gateways, such as Southeast Asia, Eastern Europe, and North Africa, are also becoming increasingly important. Being able to provide localised capacity and handling in underserved markets becomes a strategic differentiator.”
At the core of the new Menzies–AMI strategy is eliminating the inefficiencies caused by multiple handoffs between forwarders, handlers, and carriers. “Instead of siloed handoffs, we’re building a unified model,” Tse explains. “It gives customers greater speed, visibility, and cost-efficiency, with fewer touchpoints and better service consistency across key trade lanes.”
To support that, Menzies is expanding its infrastructure and technology investment. Tse confirms that dedicated e-commerce handling hubs are in development at key gateways in Europe and the Middle East. These facilities will feature bonded storage, integrated customs zones, smart sorting systems, and priority handling lanes — all designed to shorten time on the ground.
The technology backbone is MACH, Menzies’ cloud-based cargo management system. “MACH provides real-time access from any device and location, ensuring consistent, accurate data through a unified platform,” says Tse. “It integrates seamlessly with other systems, simplifies workflows, and standardises processes across our global cargo ecosystem.”
Operationally, Menzies is also targeting e-commerce’s biggest pain points: seasonal capacity volatility, limited shipment visibility, slow airport turnarounds, and customs delays. Tse outlines measures including enhanced customs clearance models, real-time data-sharing platforms, and embedding Menzies’ systems deeper into airline networks to enable more predictable SLAs.
Balancing the speed e-commerce requires with the realities of ground handling remains a constant challenge. “Our response is twofold: lean process design and flexible resourcing,” Tse says. “We’ve introduced fast-lane processing for premium parcels, cross-trained multi-role teams, and built in redundancy for high-volume periods. Our Lean Six Sigma methodology helps ensure that process stability and speed aren’t at odds with one another, even during seasonal peaks or irregular operations.”
Partnerships in e-commerce logistics are also shifting from transactional to strategic. “We are evolving beyond transactional relationships with airlines and tech vendors to build joint value propositions that include digital API sharing, co-location of resources, and integrated performance dashboards,” says Tse.
Sustainability is a growing competitive filter for customers. “Buyers are increasingly selecting logistics partners based on ESG performance,” he says. Menzies’ e-commerce strategy includes supporting the adoption of Sustainable Aviation Fuel, fuel-efficient routing, and emissions profiling tools so shippers can track carbon footprints per parcel. The company is also looking at ways to cut packaging waste in cooperation with clients.
Moving beyond commoditised handling
Tse’s experience at CEVA Logistics informs his vision for Menzies’ role in the e-commerce supply chain. “At CEVA, I gained a deep understanding of the importance of integrated networks and warehouse-led distribution models,” he says. “CEVA’s acquisition of Borusan Tedarik’s warehousing footprint in Turkey was a powerful case of how physical infrastructure, when placed strategically, can transform an end-to-end proposition. Those lessons are now informing how we scale the Menzies–AMI e-commerce product: we aim to move from being a handling supplier to a true logistics enabler.”
That includes developing specialised services for high-value or sensitive verticals such as fashion, electronics, and pharmaceuticals. “These products require tighter SLAs, sometimes temperature control, and always stronger security protocols,” Tse explains. “Our new service offerings will address these needs via differentiated handling, priority uplift, and end-to-end monitoring. These niche verticals also tend to yield higher margins, making them strategically important.”
Tse is clear on how he will measure success: five KPIs — time-in-gate, customs clearance success rate, on-time departure, customer visibility score, and cost-per-parcel. For him, the future of e-commerce cargo is as much about data as it is about aircraft capacity.
“Customer expectations are moving fast,” he says. “The expectation is shifting from a five to seven day delivery window to two to three days globally. Shippers are choosing logistics partners based on digital performance and SLA consistency, not just price.”
