CARGOCONNECT-APRIL2025 - Flipbook - Page 53
Moreover, we are also involved in global business, including
areas a昀昀ected by war zones or regions that are otherwise
inaccessible. In such cases, we can leverage multi-modal
solutions to penetrate and deliver e昀昀ectively.
Looking forward to tomorrow, we expect to see even
more growth. We aim to invigorate our teams and infuse
them with the right skillset through extensive training in
speci昀椀c areas and focus on shaping versatile, open-minded
individuals. Our goal is to create a workforce that’s adaptable
and capable of embracing change, solving complex problems,
and contributing to innovative, mixed solutions.
In terms of global footprint, where are your current
o昀케ce locations, and where do you plan to expand in the
near future? Additionally, which regions or countries
are you currently moving the most cargo to and from?
Currently, we’re focussed on the Middle East, with plans to
expand into neighbouring countries. The Far East is also
a key area of interest for us, and we’re particularly excited
about exploring opportunities in Europe. We’re analysing
the proximity of key regions to determine the most e昀케cient
transit routes for our operations.
Globally, we have a strong presence within the GCC
network, and moving forward, we’ll be focussing more on
the northern part of Asia and key hubs in Europe. We have
been registering signi昀椀cant tra昀케c coming from Europe,
particularly in the segments we serve.
We also handle substantial volumes from the Far East and
China, which are processed and redistributed to the US, Europe,
the Middle East, and increasingly to the southern regions.
In terms of exports, we’re placing a strategic focus on
expanding into South American markets as well.
At the same time, we’re closely evaluating bilateral
agreements between countries, as these play a critical role
in facilitating smoother in-and-out business operations
between regions.
Looking ahead, how do you anticipate client expectations
and demands will evolve, and how do you plan to stay
adaptable to meet these dynamic changes?
I believe the passenger side of the industry has already
fully embraced digitalisation—it’s nearly 100% digitalised
at this point.
On the cargo side, from the perspective of liners and
airlines, most are also on digital platforms. Bookings, API
integrations—everything is in place. While paper is still
occasionally required, it’s becoming less frequent.
As for operators like terminal operators and customs, a
large portion of these functions has been digitalised as well.
However, there are still some areas we are looking to enhance,
especially with initiatives like Viksit Bharat, which will likely
drive further digital transformation in the coming year.
Overall, digitalisation is boosting efficiency across
all sectors—liners, airlines, authorities, vendors—and it’s
contributing to our shared goal of sustainable development.
We understand how the global economy drives this change,
and for us, it’s a welcome shift. We have a dedicated team
that is always striving to push higher in this area, and we’re
focussed on expanding our digital capabilities for even
greater e昀케ciency and service delivery.
The demand from customers is constant and will never
fade. To put it in perspective, this is something we learned
in economics: while there are
always infinite demands, the
options to meet those demands
are limited. But it’s precisely
these limits that push us to innovate and 昀椀nd creative solutions.
That’s what drives us forward.
As a master loader, our
focus has always been on
the sub-agency business. It’s
been our core strength and
the foundation upon which
we've built our growth.
This strategy has allowed
us to expand globally, and
it continues to play a key
role in our success. Moving
forward, this approach
will remain central to
strengthening our base.
Given that challenges are
inevitable and even the best
service providers have to
face setbacks at times, how
do you plan to continuously
recalibrate your capabilities
so as to enhance service
delivery and meet evolving
market expectations and
customer aspirations?
I believe that communication
is crucial in every aspect of
life—whether personal, professional, or in the workplace. It’s the foundation for satisfying
customer needs and building lasting relationships.
Alongside communication, consistency plays a key role, and
that consistency is reinforced through regular training. While
everyone is initially trained for their roles, periodic refreshers
ensure that we’re always up-to-date and ready to deliver.
We’re always transparent with our customers, communicating challenges directly, which builds trust and
con昀椀dence. If we make a mistake, we own it and make it
right—because if we do something wrong, we believe it's
our responsibility to tell you, not someone else.
This mutual understanding creates a partnership of
like-minded individuals, fostering better collaboration.
Proactively communicating with customers is a signi昀椀cant
part of our approach. It helps us stay connected and aligned
with their needs, while also ensuring they understand our
service capabilities.
At the same time, regular training and refreshers help
keep our team motivated and engaged in their work. Of
course, there are times when we fall short on consistency,
and that’s when we use KAPPA (Corrective and Preventive
Action) to address any issues.
In summary, these three pillars—communication, consistency, and transparency—are at the heart of our success.
We ensure that our practices are uniformly followed and
properly documented when necessary.
CARGOCONNECT APRIL 2025 | 53
