United Cargo is the heavyweight among US passenger airlines for airfreight in the Americas, especially via belly-holds and widebodies. United Cargo utilises the cargo capacity on its widebody passenger aircraft – especially the 777‑300ER – to carry freight efficiently. This allows them to rank ahead of American and Delta in cargo volumes without operating a freighter fleet. A spokesperson answers our questions on its cargo operations in the America.
ACW: What are United Cargo’s key strategic priorities in the Americas over the next 3 to 5 years?
United Cargo is focused on three core priorities in the Americas: firstly, strengthening our network in high-demand corridors, particularly between North and South America; secondly, supporting strategic verticals like healthcare, perishables and e-commerce, and thirdly, supporting our customer with our world class sales team while also accelerating digital transformation to enhance booking and tracking capabilities for customers. We’re also investing in infrastructure and technology to support greater shipment visibility, improved transit reliability, and increased operational efficiency. Additionally, we’re aligning closely with our passenger network planning to ensure cargo demand is integrated into route decisions and new market entries. These priorities are underpinned by our commitment to delivering customer-centric solutions and staying competitive in an evolving logistics landscape.
ACW: How is United Cargo preparing for projected growth in cross-border e-commerce between North and South America?
We are investing in scalable digital booking tools, expanding our express and small package handling capabilities, and working with customers to ensure we can meet their needs. We’re also increasing capacity and frequency on key trade lanes, especially between the US, Mexico, Brazil and Colombia. Our focus is on streamlining operations providers for faster handoffs. Our focus is on streamlining operations at our origin and destination airport warehouse to provide faster handoffs for our customers. In addition, we’re exploring leveraging automation in our hubs to keep pace with the speed and scale of e-commerce growth.
ACW: With the rise in nearshoring in Mexico and Central America, how is United Cargo adapting its network and services to support this shift in supply chains?
United is actively growing its presence in markets like Mexico, where we already have a strong passenger and cargo network. We’re optimising belly capacity, adding cargo handling infrastructure at key gateways, and closely collaborating with forwarders and manufacturers to align on service needs and transit times. Nearshoring is creating new trade flows and trucking lanes as well as operational priorities accordingly. We’re also seeing increased demand for cross-border services, so we’re enhancing connectivity through hubs like IAH and LAX, which serve as key transit points for intra-Americas cargo.
We upgrade aircraft / capacity in key markets throughout the region to support higher tonnage and cargo flows during peak seasons (usually December to February).
ACW: Which emerging markets in Latin America are currently under evaluation for potential cargo expansion or new service offerings?
We’re evaluating opportunities in secondary cities in Colombia, Peru and Chile, as well as underserved areas in Central America where nearshoring and fresh produce exports are creating new demand. Market potential, customer feedback and regulatory feasibility guide our expansion considerations. We’re also analysing seasonal patterns, such as peak produce harvests and export windows, to time our capacity deployments. In parallel, we’re engaging with regional authorities and local ground handlers to ensure infrastructure readiness and compliance for future service rollouts.
One possibility of an emerging market in Latin, is the Oil and Gas sector in Argentina, this will drive a demand for transportation of drilling equipment and other related products.
We are also seeing growth in the following sectors textile/fashion (maquila), (Peru, Guatemala, Honduras), high tech microchips (Costa Rica / El Salvador), medical devices (Costa Rica / Puerto Rico) car wiring harness (Honduras).
ACW: How does United Cargo foresee the evolution of regulatory or customs frameworks in the Americas affecting freight flows, particularly in South and Central America?
We anticipate incremental improvements in customs modernisation and digitisation, particularly through single-window systems and pre-clearance programs. However, regulatory complexity remains a barrier in certain countries. We expect greater standardisation of documentation and digital submission processes, which will enhance speed and transparency. At the same time, we advocate for harmonisation across borders and actively participate in industry groups to shape regulatory reform in the region.
One example for 2025 is Chile. The implementation of single-window system to facilitate foreign trade procedures. SICEX (Integrated Foreign Trade System) project seeks to integrate the various public services involved in the export and import chains, based on international practices to improve efficiency, and simplify processes for users.
ACW: Are there specific countries or regions in the Americas where United Cargo currently does not operate? If so, what are the barriers or considerations limiting service to those areas?
United Cargo focuses on demand-driven service. In some smaller markets or politically complex regions, low volumes, infrastructure limitations or bilateral aviation agreements may restrict expansion. We continually assess viability and are open to launching service when volume, profitability, and operational feasibility align. In the meantime, we may use interline partners or trucking to indirectly support customers with business in those areas.
ACW: How does United Cargo prioritise route expansion or reactivation in under-served or non-served markets within the Americas?
We assess route development through a combination of demand modelling, customer feedback, strategic alignment with passenger services and competitive benchmarking. Cargo potential is a key part of new route business cases, especially in emerging manufacturing and export hubs. We also take into account the availability of local handling partners, transit time advantages, and intermodal opportunities. Sustainability, economic growth outlook, and security considerations are layered into our evaluations to ensure long-term viability.
ACW: To what extent does United Cargo rely on interline partnerships or ground logistics providers to serve destinations in the Americas where it has no direct presence?
Interline partnerships and ground trucking solutions are critical for our extended reach. They enable us to provide seamless end-to-end solutions in markets where direct air service isn’t viable. These relationships help us maintain service continuity and customer trust in areas where we have no footprint. We monitor and audit these partnerships to ensure service levels and cargo integrity meet United’s operational standards.
ACW: What kinds of cargo products or industries such as pharmaceuticals, perishables, aerospace are driving demand in the Americas, and how is United Cargo evolving its offerings to support them?
Pharma, perishables (fruits, flowers, seafood), and industrial goods (including aerospace components) are key demand drivers. United Cargo continues to invest in temperature-controlled handling (TempControl), express products, and vertical-specific solutions like LifeGuard for medical shipments. We’re also enhancing training and SOPs at key stations to ensure product integrity, especially for time- and temperature-sensitive cargo. As sectors evolve, we remain agile in launching new service tiers and certification programs that address specific compliance needs.
ACW: Are there any strategic partnerships with Latin American or regional carriers that United Cargo is exploring to expand its footprint or streamline operations?
We continuously evaluate strategic collaborations with regional carriers and ground handlers to complement our network. These partnerships can enhance capacity, improve transit times, and offer access to underserved markets while maintaining quality and compliance standards. In addition, we’re exploring shared warehousing and joint interline solutions with regional players to streamline connectivity and reduce transit bottlenecks. We aim to create mutually beneficial relationships that support regional resilience and growth.
ACW: How is United leveraging digital platforms and cargo tracking technologies to improve customer experience and operational visibility across the Americas?
We’ve launched a redesigned cargo booking tool and integrated real-time tracking capabilities using APIs and IoT solutions. Our goal is to provide full shipment transparency, proactive alerts, and self-service tools that meet the expectations of modern cargo customers. This is especially valuable in complex geographies like Latin America, where multi-leg journeys and intermodal moves are common. We continue to invest in predictive analytics and mobile-enabled solutions to give customers more control and insight throughout the shipment lifecycle.
ACW: How is United Cargo addressing the growing demand for sustainable shipping solutions in the Americas, particularly for large enterprise customers with ESG mandates?
United Cargo offers sustainable aviation fuel (SAF) purchase options for customers and has incorporated sustainability as a pillar in our go-forward strategy. We’re also evaluating greener ground handling practices and providing ESG-aligned reporting for our enterprise partners. In addition, we’re actively involved in industry efforts to standardise carbon accounting for air freight and are committed to IATA’s sustainability frameworks. Our aim is to provide practical, transparent tools that help customers meet their climate goals without compromising on reliability.
ACW: What impact are regional climate events, such as hurricanes, wildfires and so on having on cargo reliability and contingency planning in the Americas?
Extreme weather events impact routing and ground handling. We’ve enhanced our contingency protocols, diversified our routing options, and improved communication with customers to maintain reliability. Our network planning includes seasonal forecasting and risk assessments to proactively reposition capacity or reroute shipments as needed. Climate resilience is now a core consideration in both infrastructure investment and partner selection across the Americas.
Our Latin America high altitude airports (BOG/UIO) are heavily impacted by weather conditions, mainly due to reduced air density. During summers, high temperatures intensify this effect, restricting even more our cargo payload.
ACW: How does cargo revenue performance in the Americas compare to United Cargo’s global performance, and what are the most profitable routes or hubs in this region?
The Americas is a strong-performing region for United Cargo, particularly US-Mexico and US-Brazil lanes. Hubs like Houston (IAH) and Chicago (ORD) play a crucial role in connecting North and South America and have been consistent contributors to cargo revenue. While transpacific lanes remain high-yield globally, Latin America presents stable growth potential and diversification benefits. We continue to monitor performance by lane to optimise capacity and maximise profitability.
ACW: Are there any infrastructure investments or hub enhancements underway in key US or Latin American airports to support cargo operations or volume growth?
Yes, we are investing in cargo infrastructure enhancements at key US hubs such as IAH and ORD to support automation, handling efficiency, and cold-chain capabilities. In Latin America, we work closely with airport authorities and partners to ensure capacity and compliance as demand grows. We’re upgrading IT systems, dock processes, and warehouse designs to future-proof our operations. These investments are aimed at improving throughput, reducing dwell times, and better supporting specialised cargo handling. This include ongoing GRU Airport Cargo (São Paulo/Guarulhos International Airport, Brazil) enhancements, focused on expanding and improving cargo warehouse to enhance capacity and efficiency. LIM Airport (Jorge Chávez International Airport, Lima) – our GHA Talma invested over $30 million to enhance and modernise their ramp and cargo operations at Lima’s new airport. This includes a new Cargo platform for freighters, new Cargo transit area to meet the demands of the new airport, and new equipment (motorised, non-motorised and technology).
