With geopolitical turbulence reshaping trade lanes and technology shifting operational norms, the 2025 TIACA Executive Summit arrives at a moment of redefinition for the global cargo industry. This year’s location, Hong Kong, was not chosen for convenience. It was selected for its geopolitical relevance, access to Asia’s trade corridors, and symbolic weight as a pivot point between legacy and new growth.

For Steven Polmans, Chair of TIACA, the goal isn’t to produce one more conference of polished slides and polite agreement. It’s to confront complexity and mobilise for change, without waiting for consensus or crisis.

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“Our events prioritise networking, knowledge sharing, and reinforcing long-term engagement with our members,” Polmans explains.

“These gatherings are a unique opportunity to connect with the broader industry, align our strategic direction with stakeholder expectations, and ensure TIACA remains globally relevant. That’s why we host events in different regions — to reflect the international nature of our membership and capture diverse industry perspectives. We aim not for grand commitments, but for genuine engagement and shared purpose that drive long-term progress.”

Pressure points: trade, risk and adaptation

The pressures facing air cargo are more than cyclical. From tariff wars to shifting sourcing models, realignment is underway—though how deep or lasting it will be remains open.

“There is broad concern across the industry about escalating geopolitical tensions. Air cargo thrives on global trade and stability. Trade disputes like the US-China tensions don’t just affect bilateral flows — they ripple globally, shifting trade lanes, reshaping capacity demand, and prompting companies to explore new sourcing strategies,” Polmans says.

Yet he is cautious about declaring a full pivot. “We do see signs of change, but it’s premature to call them structural shifts. Many of these developments are opportunistic, triggered by short-term disruptions rather than long-term strategy. Rapid change is often followed by equally rapid reversal, leading companies to pause, observe, and avoid overreacting. That said, alternative trade corridors are gaining traction, and we may soon see more lasting adjustments depending on how geopolitical trends evolve.”

Polmans doesn’t dismiss the durability of China’s role but frames diversification as additive. “Change is the only constant in our industry. Logistics is shaped by production, consumer markets, infrastructure, and trade policy — not the other way around. China will remain a major air cargo player in the foreseeable future, but diversification is inevitable. Manufacturing continues to shift — to Southeast Asia, Central America, and other regions.”

“Rather than blind spots, I’d say there is still plenty of opportunities. Many players are aware of the shifts but hesitate to act until the picture is clearer. Asia still offers immense potential, with a growing middle class and expanding intra-regional trade. It’s not about replacing China, but complementing it with emerging markets.”

Against this backdrop, Polmans underscores the difference between reaction and resilience. “Agility must be embedded into strategy, not something triggered only during a crisis. The pace of geopolitical change today makes reactive planning almost obsolete.”
He points to divergent realities across the chain. “Airports, being asset-heavy and fixed in location, face limits to how quickly they can adjust. However, those with diversified cargo strategies and strong financial positions tend to weather disruption better.”

“Cargo handlers, often operating with slim margins and high fixed costs, are more vulnerable to sudden shifts in volume. Yet they are arguably the most agile part of the chain — used to volatile peaks and troughs, agility is built into their operations. While the level of preparedness varies, the best-positioned players are those who plan for uncertainty, not just react to it.”

Fragmented ambitions and hard realities

Asked about the barriers to collaboration, Polmans offers a nuanced counterpoint.

“I disagree with the notion that we work in silos. Ours is a highly collaborative but fragmented industry. The challenge isn’t a lack of cooperation, but that collaboration happens probably in too isolated pockets and in different associations or regions. Perhaps we even have too much fragmented collaboration, stopping us from seeing the overall bigger picture. What matters to a multinational airline may not be as relevant to a regional ground handler or equipment provider.”

“Standardisation and collaboration require broad alignment, which takes time given the diversity of players. The first step is recognising this diversity, not fighting it. Progress depends on inclusive initiatives that bring value across the board, not just to the largest or loudest voices.”

He doesn’t mince words about what’s holding the industry back.

“Legacy messaging systems. Air cargo led the way in digital communication decades ago, but today we’re stuck with outdated formats that no longer serve us well. It’s like using a fax machine in the age of cloud computing.”
Why the inertia? “Fragmentation, lack of regulatory push, missing industry leadership from a body able to enforce change and vested interests from service providers profiting from the status quo.”

Sustainability efforts face similar asymmetries. “We prefer to approach sustainability holistically, in line with the UN’s broader definition. Decarbonisation is critical — especially for airlines — but it is only one piece of a much larger puzzle.”
“Our members are making tangible progress. For example, several have invested in electric ground support equipment, implemented waste-reduction programmes, and optimised flight operations to reduce fuel burn. We also highlight innovations through our Sustainability Awards, which promote measurable impact rather than just offset-based claims.”

Still, he warns of uneven momentum. “This isn’t just an aviation issue — it’s a global development challenge. We can’t expect every region to progress at the same speed. That’s why those with the means should lead by example, investing in sustainable practices and sharing best practices openly. Sustainability is not a luxury. It’s a necessity for long-term competitiveness. Carriers that embrace it will be better prepared for future regulatory and market demands.”

Labour, too, is a pressure point too often seen through a one-dimensional lens.

“Skills shortages vary by geography and by business model. Even within one country, two handlers at the same airport may experience vastly different outcomes based on culture, leadership, or recruitment strategy. So also company culture plays a vital role. Rather than generalise, we must understand local dynamics and tailor solutions accordingly. One-size-fits-all doesn’t work in such a diverse industry.”

Digitalisation remains an industry mantra, but Polmans urges realism and resolve.

“Digitalisation is often viewed through the lens of major, sweeping change — but in reality, it’s a series of incremental improvements. The real progress we’ve seen in recent years — integrations, APIs, automation — isn’t always headline-grabbing, but it’s meaningful.”
“Our role is to support, promote, and showcase what works. We’re not a regulator, but we can serve as a catalyst. And we must ask: do we wait for laggards or move with the innovators? The industry can’t afford to be held back by those unwilling to adapt. These are also the companies that, if they do not change, will be out of business at some point.”

Polmans is pragmatic about state intervention and policy bias. “State influence in aviation is not new. For some countries, aviation is still strategic, not purely economic. Cargo operates in a world shaped by bilateral agreements, subsidies, and policy preferences. While this may seem like a threat to neutrality, it’s also a reflection of how globalised our sector is.”

“Instead of lamenting intervention, we should work to ensure that global frameworks like the WTO or ICAO foster fair competition. But let’s not pretend this is unique to air cargo, it’s a feature of many global industries.”

And what’s the industry’s real blind spot? Polmans doesn’t hesitate.

“The elephant… ? Sometimes I feel it looks more like a zoo. But if I have to pick one: it’s excuses. As an industry, we are often quick to explain why we can’t do something — regulation, fragmentation, dependency on others. Yet when external pressure mounts, we find ways to deliver.”

“Imagine if we stopped waiting for pressure and started leading with purpose. The potential is enormous, but we must move beyond reactive behaviour and commit to proactive transformation.

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