In an exclusive interview, Glyn Hughes, Director General of The International Air Cargo Association (TIACA), shares his perspective on the future of air cargo ahead of Air Cargo Forum (ACF) 2026 in Miami. He discusses the need to accelerate digitalisation, overcome supply chain fragmentation, strengthen resilience against disruptions, and turn innovation into measurable progress. His message to the industry is clear: the time to act is now.
Q: Is air cargo innovating fast enough?The industry has spoken about digitalisation, data sharing, and operational efficiency for years. Where is air cargo still falling short, and what must change to turn long-standing ambitions into measurable progress?
A: A great question, and one could argue that we spend too much time talking and too little time doing. Firstly, we need to recognize that there is no shortage of great technology out there, that aspect of the industry has moved on significantly over the last 5 years. Where we still see challenges is overall supply chain complexity, whereby partner and border management compatibility and compliance often don’t synchronize. And an overall low level of investment. Many industries invest much greater sums in terms of percentage of top line revenue, whereas the air cargo industry operates on lower levels of margin which don’t facilitate the higher level of investment that is actually required. So companies are often chasing technology innovation rather than adopting leading edge solutions.
Q: Who is responsible for fixing fragmentation?
Air cargo involves airlines, freight forwarders, ground handlers, airports, customs authorities, and technology providers. Why does coordination remain so challenging, and what would it take to create a genuinely connected cargo supply chain?
A:This is very much linked to the previous question. The entire industry has built global supply chains that combine the expertise of many partners, and each time cargo crosses a border it has new sets of rules to comply with. Sometimes these rules are not aligned which is where the complexity starts. We also have different operational processes which require data as the equalizing force, if that data is slow or incorrect or is manually captured when the cargo arrives then that throws additional obstacles holding back optimal efficiency. However, the integrated model shows what is possible when you align a customer centric vision to a single point of data capture and multiple points of data sharing with aligned processes. We still have quite some way to go for the entire industry to replicate. AI tools actually offer the greatest opportunity to address non alignment of traditional systems and data gathering.
Q: How should air cargo prepare for the next disruption?
Given shifting trade patterns, geopolitical uncertainty, and changing capacity availability, what should companies do now to make their networks more resilient instead of reacting only after disruptions occur?
A: Since its inception, over 110 years ago, the air cargo industry has demonstrated time and time again that during periods of disruption, it still finds a way to get the job done. Whether that is avoidance of conflict zones, urgent changes to border compliance, poor reliability with other rectors, shortage of capacity, threats of safety or security, rising fuel prices and global pandemics, the air cargo community kept cargo moving. the key factor in preparing for the next shock is knowing that it will happen, so always be prepared.
Q: The theme for this year in Miami calls on the industry to act faster, move smarter, and lead louder. What specific actions do you believe the air cargo industry can no longer afford to postpone?
A: Adoption of enhanced digital solutions and the establishment of trusted networks where parties will openly share data with upstream and downstream partners. We have to focus on the benefits the tools bring rather than getting caught up with how they work. Billions of people use social media to share data in their private life but how many of us truly know how that technology works? We don’t, as we simply focus on the benefits of that data assuring, so we need to adopt a similar mindset at work.
Q: What would success look like for ACF 2026 beyond visitor numbers, exhibition space, and business meetings?
A: Events are about the attendees and moving their business forward so success is measured in the exhibitor and attendee experience and outcome. Did they learn one new technique that will enable greater operational performance? Did they hear one great idea that they can implement? Did they meet new suppliers? Did they meet with existing business partners? Did they forge new business partnerships, did exhibiters showcase their solutions to a new audience? did they have fun. That is how we measure success.
Q: If delegates take away just one idea from ACF 2026 and implement it within their own organisations, what would you hope that idea is?
A: Urgency to act. We move the worlds most expensive, precious and time critical cargo and yet sometimes we do so with tools and systems that were around when I joined this industry 40 years ago. We have to acknowledge that new problems and new opportunities require new thinking and new solutions. We should not get hung up with the past, but rather look ahead, look far ahead.
