CARGOCONNECT-OCTOBER2024 - Flipbook - Page 57
started around a decade ago with the adaptation of digitisation and automation through
e-AWBs and real-time shipment tracking.
The industry eventually also embraced
robotics in warehousing and operations.
Today, we depend on AI, ML, data
analytics, and Blockchain technology for
e昀케cient processes and data management.
Moreover, industry players are widely adopting sustainable technologies and practices
to comply with global goals and ful昀椀l their
duty to the environment.
With global air cargo markets showing
solidity, as evidenced by a 13.6% increase
in CTKs in July 2024, marking the eighth
consecutive month of double-digit growth,
what are ACAAI’s strategic next steps
to leverage this momentum for the
fraternity?
At ACAAI, we applaud the industry’s e昀昀orts
that led to this unprecedented growth.
While we marvel at this phenomenon, we
must not lose sight of the challenges that
can hinder this momentum.
A few challenges are at the top of our
priority list. First is compliance with increasingly complex domestic and international
regulations despite the challenges it poses
to maintaining operational efficiencies.
Next, we believe that representing cargo
agents and conveying their needs and
interests to the authorities is essential
for maintaining a growth momentum.
That’s why advocating favourable policies
and practices and addressing issues like
tax regulations, customs procedures, and
security requirements have always been
ACAAI’s priority. Moreover, no industry can
truly grow without sturdy infrastructure.
ACAAI takes overcoming infrastructural
barriers very seriously, and we engage in
regular brainstorming sessions to highlight
them to the concerned authorities.
While we strive to grow, we cannot and
must not forget to do our part for the environment. That’s why sustainability is also
among our top priorities.
To sustain and build on our current
growth, it’s crucial to have the right people
leading the way. Retaining skilled personnel,
especially for specialised roles, is an ongoing
challenge for the air cargo industry. We
urgently need to bridge the skill gap to
counter the shortage of skilled personnel.
Another challenge we have all seen
is demand volatility due to economic
downturns and geopolitical tensions. This
often disrupts cargo volumes and revenue
streams. As an industry, we need to ensure
our preparedness and ability to adapt quickly
to market dynamics and technological
As ACAAI President, my focus
has been on addressing the most
pressing issues our industry
faces, including embracing digital
transformation, advocating policies
that benefit the industry, infrastructural advancement, promoting
sustainable practices, enhancing
skill development initiatives and
member support.
advancements. This is crucial for survival
and indispensable for growth. That’s why
at ACAAI, we focus on innovative strategic leadership, uninterrupted learning, and
collaboration with industry stakeholders
to drive growth.
As President of ACAAI and as a
freight forwarder, what are the most
pressing issues you identify from both
perspectives? How do you seek e昀昀ective
resolutions and address these challenges?
What significant changes have you
implemented over the past year?
As the President of ACAAI, I believe a blend
of strategic initiatives, operational e昀케ciency
and member engagement is paramount
for the association’s steady growth and
smooth functioning. Heading an organisation
that represents key members of the Indian
air cargo fraternity and being a freight
forwarder myself, I deeply understand the
areas that need our urgent attention.
Keeping this in mind, I supervised the
implementation of various initiatives over
the past year. Here are some examples.
Digital Transformation
* Online Member Portal: ACAAI introduced a digital portal for members to
access resources, receive updates, and
facilitate smooth communication with
the association.
* Shift to Virtual Meetings: We shifted
to virtual platforms for meetings, conferences, and training sessions, thus
enabling broader participation and
reducing costs.
* Data-Driven Decision-Making: We
implemented AI and data analytics to
monitor and analyse industry trends,
member feedback, and operational performance, which enabled informed
decision-making.
Policy Advocacy and Representation
* Stronger Government Relations: We
established closer ties with the government bodies to strengthen the
association’s say in policy making and
ensure that members’ concerns are well
communicated and addressed.
* Customs and Regulatory Reforms: We
strived to simplify customs processes
and reduce bureaucratic hurdles, thus
amplifying our members’ operational
competence.
Infrastructure Development
* Industry Partnerships: We collaborated
with airport authorities and logistics
hubs to improve cargo handling facilities
and streamline processes.
* Sustainability Initiatives: We launched
a programme to promote eco-friendly
practices within the industry, aligning
with global sustainability goals.
Skill Development and Training
* Training Programmes: We rolled out
comprehensive training programmes for
member organisations and their employees, focussing on the latest industry
practices, technological advancements,
and regulatory compliance.
* Leadership Development: We established
a leadership development initiative
to groom future leaders within the
association and the air cargo community.
Member Engagement and Support
* Member Outreach: We fuelled member
engagement through regular surveys, feedback sessions, and regional
visits to address their needs and concerns.
* New Services: We introduced new
services for members, such as legal
advisory, financial consulting, and
market intelligence, thus adding more
value to their membership.
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