Digital transformation in the unit load device (ULD) sector is accelerating, as demand for real-time visibility, operational efficiency, and data-driven logistics grows across the global airfreight industry. ULD providers are increasingly turning to advanced technologies such as IoT, AI, and integrated data systems to meet evolving airline and cargo handler needs.
“The use of cargo ULDs equipped with digital tracking devices has been a topic of interest for some time, aiming to enhance visibility within the air logistics chain,” Ross Marino, chief executive officer (CEO) of Unilode Aviation Solutions, explained. “Companies specialising in ULD pooling and fleet management, like ours, have dedicated significant resources to outfitting their extensive fleets with these tracking technologies, and installing reader units at cargo handling facilities.”
With more than 900 readers and 130,000 tagged ULDs already in circulation—set to grow to over 200,000 within a year—Unilode is reporting tangible benefits.
“This is already providing significant visibility and efficiency, with up to an 80 percent reduction in unreported and lost units,” Marino outlined.
Beyond improved visibility, the technology is reshaping long-standing manual processes. The in-house developed eULD app and customer portal are ushering in automation across the supply chain, including automated stock control messages (SCMs), load unit control (LUCs), and repair status updates.
“This also provides an opportunity to review mainly manual logistical processes that have been in place in our industry for decades,” he added. “These enhancements for carriers and cargo handlers will also start to integrate digital ULD management with their cargo management systems.”
Tags to transformation
Unilode’s digital strategy is structured around three core value areas. The first involves deployment of tracking tags and readers across customer fleets, immediately reducing losses. “The first area involves rolling out tags and readers into the customers’ fleet, delivering immediate value through eliminating 60 to 80 percent of unreported and lost units,” Marino revealed.
The second phase focuses on streamlining logistics, particularly waste in ULD management, enabling faster turnaround and higher utilisation rates—ultimately allowing airlines to reduce their fleet size.
The third value pillar centres on delivering added services like cargo monitoring and audit trails, backed by sensor data. Unilode’s eULD mobile app and enterprise data warehouse are instrumental in supporting these functions.
“The eULD mobile app supports staff on the ground with real-time actionable insights like searching a ULD, creating an LUC-out or custody transfer, or performing a damage check,” Marino added.
Machine learning now powers the app’s optical character recognition (OCR) capabilities, enabling mobile users to build pallet stacks that are digitally recorded and transmitted to drivers. Meanwhile, the enterprise data warehouse consolidates planning, repair, and mobile data, feeding it to the business analytics team.
“Such data will enable us to better predict through AI analysing historical usage and damage data to predict when a ULD is likely to fail or require maintenance,” Marino expressed. “Also, AI models will help optimise the distribution of ULDs across an airline’s network by predicting demand at each station.”
Seamless integration
For ULD digitisation to succeed at scale, integration with disparate airline and airport systems is crucial. Unilode is tackling this on two fronts: system integration and data standardisation.
“The first step is the integration with the cargo management systems of the customers,” Marino declared. “This means we can supply more accurate inventory information into the CMS of the customers, and get accurate information from customers on the airway bill to enable cargo track and trace.”
Unilode has begun integration projects with two major CMS providers and plans to implement ULD messaging via IATA’s One Record in Q4 2025. “Unilode has an advanced message integration hub where we connect our customers for traditional IATA messaging,” he continued. “We want to extend the use of One Record and combine it with cargo track and trace to support our customers with 100 percent automated messaging along the shipment journey.”
Outsourcing versus in-house
Airlines are increasingly opting to outsource ULD fleet management, influenced by post-pandemic strategic reviews. According to Marino, the shift is substantial and growing:
“There has been a mindset change post-Covid-19, with airlines clearly looking to redefine and enhance their passenger and cargo products.”
Unilode recently signed ULD management contracts with American Airlines, Magma Aviation, and TCE in early 2025. In 2024, similar agreements were finalised with Air India, Air New Zealand, TAAG, and EgyptAir Cargo.
“All these outsourcing opportunities have meant that our scale, size, and network reach continue to provide greater asset availability across 550 airports worldwide,” Marino stated.
Future-ready solutions
Sustainability is now embedded in ULD manufacturing and management. While demand for lighter ULDs hasn’t surged, Unilode is proactively shifting to sustainable practices.
“We’re on track to achieve 100 percent renewable electricity across our global stations, and are working with the Climate Impact Label group to help airlines choose sustainable ULDs.”
Repair capabilities are also making a measurable impact, with over 8 million tonnes of CO2 emissions cut in just three months. “By digitising our ULD management, we’ve minimised unreported ULDs, leading to improved efficiency and reduced carbon footprint,” Marino highlighted.
Resilience in uncertain times
The pandemic and ongoing geopolitical conflicts have challenged global supply chains, but Unilode’s decentralised, data-driven pool model has proven resilient.
“Despite the ever-changing global and political landscape, Unilode remains persistent in our commitment to our sustainability strategy and goals,” Marino laid out.
The company’s approach blends agility with ethics, ensuring that operational flexibility is underpinned by strong values and a global vision.“We are confident that our decisions will always include and reflect the current and future needs,” Marino concluded, “while continuously being innovative, and contributing positively to the world—something we take great pride in.”
