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Vol. 25 No. 18	Monday April 13, 2026

     At the end, when all was said and done, we were all invited to the Italian Night, where Mauro Da Ros, President of the Fedespedi’s Organizing Committee, gave a short and effective speech highlighting – were it necessary – the opportunities offered by the congress in Milan.      Fedespedi was congratulated for the quality of the reception, which was remarkably good. This was the auspicious end for this year’s HQ session and I mean auspicious because everyone is expected to gather again in Milan at the beginning of October to celebrate the centennial from FIATA’s foundation, which took place on May 31st 1926, precisely one hundred years ago.
Thomas Sim, Mauro Da Ros      The HQ sessions had reached its finishing tones with the fire chat between Thomas Sim, as President and Stéphane Graber, as DG of FIATA. During the conversation, which was centered on discovering the new President’s personality, a human, caring aspect of Thomas’s personality came to the fore and there was a good understanding of where this man, who became FIATA President in 2025, was coming from, indeed a perspective quite far from the podium and the limelight. Thomas described himself as a family person, a person who loves reading. Logistics was not something he chose from the very beginning, Thomas’s initial career was that of a fighter jet pilot (for eight years), a really different career from what he had thought of whilst at school. “Flying a fighter jet is about discipline and precision, you cannot make mistakes, much depends on these qualities.” There is also much study about avionics and human performance, etc. all elements that were very important in his formation. An almost bewildered Stéphane Graber underlined that Thomas was his fourth president, and observed his predecessors had underlined how this task was a heavy one. Thomas, who surely did not take this question as an opportunity to magnify his duties, explained his understanding on serving as President at the base of which stands the trust that members have placed in the President. “My role is to serve and bring the voices together for FIATA to remain relevant and meaningful. Listen carefully, act factually, and look forward to consistently positive results, were in good summary the elements of Thomas’s recipe to a successful tenure in FIATA, an association with a worldwide coverage in excess of 40,000 logistics enterprises and national associations and federations.
Thomas Sim      Thomas had actually been omnipresent through the 3+ days of business in Geneva and was clearly engaged at all possible levels. Nonetheless Thomas spared some of his precious time to have a private conversation with me on behalf of the FlyingTypers. Thomas and I have been walking side by side for so many years . . .
     Here is what Thomas told us in private, just after the end of day 1 of the HQ.
     I started by observing that the morning session at the opening was as balanced as one could wish in a period when certainties vanish day and day out. What would Thomas Sim’s message be for the forwarding community that is struggling to adjust to this new situation?
     This was Thomas Sim’s reaction: “We must accept that uncertainty is no longer a phase: it is the operating environment. In such times, resilience is built not on reacting faster, but on acting with clarity, discipline, and collaboration. Freight forwarders must continue to anchor themselves in professionalism, strengthen partnerships across the supply chain, and uphold trust as the foundation of every transaction. At the same time, we must adapt with purpose: embracing digitalization, enhancing visibility, and aligning with evolving regulatory and sustainability expectations. FIATA will continue to stand alongside the global forwarding community to provide guidance, to advocate and to ensure that our industry remains not only relevant, but essential in navigating this new reality.
     The rules of global trade are shifting, and those who succeed will be those who are adaptable, credible and connected. This means investing in digital capabilities, strengthening compliance and operational discipline, and working closely with trusted partners. Most importantly, we must move forward as a collective industry. Through FIATA, we have a platform to shape standards, influence policy, and support each other through this transition. Uncertainty will remain, but so will opportunity for those prepared to lead. Uncertainty is no longer temporary: it is structural.
     For freight forwarders, the response is clear: stay credible, stay connected, and stay adaptable. Those who uphold standards, embrace change, and collaborate across the ecosystem will not only withstand this period, but emerge stronger. FIATA will continue to support the industry in navigating this shift with clarity and purpose.
     In the various conversations – understandably, geopolitics was everywhere at the FIATA gathering – it was highlighted that Africa might be in a position to gain relevance in logistics, in particular West Africa. I asked Thomas whether he agreed on this as a possible development of the present situation and, in case, what kind of timeline would he expect for this change to come into effect.
     Thomas was in agreement with this line of thinking: “Yes, I do believe that Africa—particularly West Africa—is positioned to gain increasing relevance in global logistics. This is not a speculative development, but a structural shift already in motion. Several underlying factors support this trajectory:
     • Demographic growth and urbanization, driving consumption and intra-African trade
     • The implementation of the African Continental Free Trade Area, which is progressively reshaping regional trade flows
     • Increasing investment in port infrastructure and logistics corridors, particularly along the West African coastline
     • A gradual rebalancing of global supply chains, where diversification beyond traditional hubs is becoming a strategic priority.

President Sim continued, observing that “the pace of this development will not be uniform. In my view, we can expect: in the short term, groundwork to continue with policy alignment, infrastructure development, and strengthening of regulatory frameworks; in the medium term, noticeable growth in regional trade volumes, improved connectivity, and stronger positioning of key West African gateways, whilst in the Long term, Africa, including West Africa, becoming a more integrated and influential node within global supply chains.
However, this evolution will depend critically on governance, infrastructure execution, digital adoption, and capacity building. This is precisely where organizations like FIATA—and engagement from the global forwarding community—can play a meaningful role. By supporting standards, training, digital frameworks and professionalization, we can help ensure that this growth is not only realized, but is sustainable, structured and globally integrated. So yes, the opportunity is real, but it will require collective effort, disciplined development and time to fully materialize.

     Thomas is a logistics professional with such a complete view of international logistics, in the various modes and different services, also from an academic point of view, that I also wanted to explore his perception with regard to this aspect of our work. I asked Thomas whether airfreight would stand to gain on other modes after the disruptions, or would multimodal transport through corridors emerge as preferred option.
     Thomas contended: “This is not an ‘either-or’ outcome: both airfreight and multimodal transport will play increasingly important, but distinct, roles. Airfreight will continue to gain relevance where speed, reliability, and cargo value are critical. In periods of disruption, we consistently see a shift towards air as businesses prioritize continuity over cost. This is particularly evident for high-value, time-sensitive, and critical supply chains such as pharmaceuticals, electronics, and spare parts. However, what is structurally changing is the growing importance of multimodal transport and alternative corridors. As global supply chains adapt to geopolitical uncertainty and recurring disruptions, companies are actively diversifying their logistics strategies. This includes: developing land–sea corridors and regional trade routes, reducing over-reliance on single gateways or chokepoints, and optimizing cost, transit time and risk through integrated transport solutions. In this context, multimodal transport is not just an alternative: it is becoming a strategic design principle for more resilient supply chains. From a FIATA perspective, this reinforces the importance of standardization, interoperability and digitalization, particularly through instruments such as the electronic FIATA Multimodal Bill of Lading, which enables seamless coordination across different modes of transport.
     Looking ahead, Airfreight will remain indispensable for speed and resilience in critical moments, Multimodal corridors will grow steadily as the preferred model for balancing cost, flexibility, and risk, ultimately, the future is not about choosing one mode over another: it is about orchestrating multiple modes intelligently.” I could not resist observing that this is precisely the freight forwarders’ specialty, but Thomas was quicker: “Freight forwarders who can design and manage these integrated solutions will be best positioned to lead in this new environment.”
     Just before leaving to another of his myriad tasks at the HQ, Thomas Sim closed this short interview with this thoughtful statement: “In today’s environment, the real challenge is not disruption itself, but the lack of alignment across systems, standards and stakeholders. This is precisely where FIATA plays a critical role. As a global federation, FIATA provides the neutral platform that brings together industry, regulators and international organizations to ensure that, even in times of uncertainty, there is consistency, trust and interoperability in how global trade operates. Without this alignment, fragmentation increases—and with it, cost, risk and inefficiency across supply chains. In a time where global trade is becoming more complex and multipolar, no single player can navigate it alone.
     I would encourage all stakeholders—forwarders, platforms, regulators, and partners—to engage more actively with FIATA, not only as members, but as contributors. Because FIATA is not just an organization: it is a collective voice and shared responsibility to shape a more resilient, efficient, and sustainable logistics ecosystem. FIATA ensures that, even in a fragmented world, global trade continues to move with structure, trust and common purpose.”
     Thomas, this is no longer part of our interview, but my sincere tribute to a person who has successfully combined personal success in his career as entrepreneur, together with the success of the various endeavors undertaken on behalf of FIATA, in “vocational training” as the term was in those years, then with the FIATA Foundation’s initiatives and now within the Presidency at the helm of FIATA. You are a relentless worker, who is bound to succeed and I am sure the daunting role as FIATA President will be just another of your duties, which are always performed with perfect focus and enviable strength of character.
     Looking forward to meeting you and all in Milan in October to celebrate the unique achievement of being 100 years at the head of logistics at the service of international trade, with thanks to all those who made 2026 FIATA HQ so unforgettable!
Marco L. Sorgetti

     The landscape of South Asian air logistics just underwent a seismic shift.      Following the successful grant of its aerodrome license by India’s aviation regulator, the Noida International Airport (NIA) in Jewar (70-80 km away from Delhi’s Indira Gandhi International Airport) was officially inaugurated on March 28, 2026 by Prime Minister Narendra Modi.
     For the international air cargo community, NIA represents far more than a secondary gateway for the National Capital Region (NCR). It is a purpose-built logistics disruptor designed to decongest Delhi’s Indira Gandhi International (IGI) Airport and anchor a new multi-modal "Logistics Corridor" across Northern India.

A Multimodal Powerhouse
     While the airport will debut with a passenger capacity of 12 million annually, its strategic "DNA" is rooted in freight. Developed in partnership with Air India SATS Airport Services (AISATS is a joint venture between Tata Group-owned Air India and Singapore's SATS Ltd.), the integrated cargo terminal launches with an initial capacity of 250,000 tonnes.
     The cargo terminal plan goes way beyond the most basic elements; it includes a modular expansion to increase the handling capacity to 2 million tonnes annually which could make NIA one of the top aviation hubs in Asia.      The 87-acre cargo zone has a dedicated Coolport for temperature-sensitive pharmaceuticals and perishables. Besides that, it also has a Trucking Centre and zones for fast loading and unloading of goods. In addition, it links directly to India’s Eastern and Western Dedicated Freight Corridors through the nearby Dadri hub, which is a major improvement in the logistics flow.
Ramanathan Rajamani, Vaibhav Vohra      Most recently on February 26, Air India SATS Airport Services Private Limited (AISATS) signed a strategic MoU with Continental Carriers PVT LTD to enable transfer of export cargo to Noida International Airport. Under the agreement, customs-cleared cargo from Continental's Kapashera air freight station will be transported via bonded trucking to AISATS' integrated cargo terminal at Jewar for onward international dispatch.
     Officials said the move aims to strengthen air cargo logistics in northern India, and will facilitate secure and customs-compliant transfer of export transshipment cargo.
     The process includes coordinated handling, adherence to regulatory and customs protocols, and timely handover to designated airlines for onward international dispatch. The collaboration will provide exporters with a cost-effective and streamlined gateway to the new airport while accelerating cargo movement by airlines operating from Jewar. The model is expected to lower logistics costs by improving first-mile consolidation and terminal handling efficiencies.
     What really makes Jewar special is its proximity to the manufacturing centers of Western Uttar Pradesh, Rajasthan, and Haryana. By offering a direct international exit point, NIA helps bypass the common last-mile trucking delays caused by New Delhi’s congested roads.
     Several sectors stand to benefit from this setup:
     Pharmaceuticals, for example, will gain from the nearby medical device parks linked to a reliable, temperature-controlled supply chain.
     Ready-Made Garments exporters in Uttar Pradesh’s textile clusters can expect to hit tighter fast-fashion deadlines with lower drayage costs.      Meanwhile, electronics and e-commerce firms—especially along the Noida-Greater Noida corridor, a growing tech manufacturing center—will find NIA useful for maintaining Just-in-Time inventory models thanks to its proximity and dependability.
     Experts see NIA and IGI Airport not as rivals but as partners. While IGI continues to handle most long-haul belly cargo and established global carriers, NIA seems tailored for:
     Express and integrator services, making good use of its extensive land for sorting centers.
     Regional exports, particularly those originating east of the Yamuna River.
     Dedicated freighters, benefiting from faster turnarounds and updated ground support.
     With the opening of this facility, we’re witnessing more than just an airport—it’s the start of a sprawling Aerotropolis. Government planners imagine an integrated setup where the airport acts as the core, surrounded by logistics parks, manufacturing hubs, and smart industrial townships working in sync.
     As India’s air cargo market continues its double-digit growth trajectory—driven by a surge in e-commerce and a global "China Plus One" manufacturing shift—the Noida International Airport arrives as a critical release valve. For global freight forwarders and cargo carriers, Jewar is no longer a project on a map; as of March 28, it is an open gateway to one of the world’s most dynamic economic zones.
Tirthankar Ghosh

  SAS Scandinavian Airlines just unveiled a refreshed livery, and it’s not just a paint job. It’s a birthday card in flight form, marking 80 years since the airline landed in USA with flights in the post–World War II era.
And when you think about SAS at its boldest, it’s hard not to picture that early leap across the Atlantic into New York—when international air travel still felt like a high-stakes expedition.
  Back in September of 1946, SAS launched a pioneering Stockholm-New York service with a DC-4 called Dan Viking. That inaugural flight didn’t arrive at JFK, because JFK didn’t exist yet. Instead, it landed at LaGuardia’s Marine Air Terminal, a distinctive landmark building that still handles flights at LGA. The Marine Air Terminal, or MAT, was originally built for Pan Am’s grand flying-boat era and opened in 1940.
  MAT is one of those rare aviation spaces where the architecture still feels like it remembers everything.
  What’s remarkable is that MAT has had more than one close call.
  It was saved once in 1980, when we as a publication made a major push that helped secure landmark status. And then, decades later, it faced another existential threat. In 2025, the Port Authority, LaGuardia’s operator—considered a renovation that would have changed the terminal so drastically that its historic identity would have been nearly erased.
  The pushback this time gained serious momentum when we contacted Edward Trippe, the son of Pan Am founder Juan Trippe.
  Mr. Trippe ultimately drove the issue into the public spotlight with an article in The New York Times, and the Port Authority backed off—for now—saying it had all been a misunderstanding.
  However you label it, the outcome mattered: the Marine Air Terminal stayed standing as itself.

  If you picture that 1946 SAS arrival at MAT, it’s striking how composed it all looks in hindsight—guests stepping off “Dan Viking” SAS DC-4 as if it were just another day.
  But the trip was anything but casual. The journey from Bromma Airport in Stockholm took about 25 hours.
  And it wasn’t a nonstop dash; it was a carefully staged crossing with stops along the way—Copenhagen’s Kastrup, Prestwick in Scotland, and Gander in Newfoundland before finally reaching New York.
  And SAS didn’t treat this route like a one-time publicity stunt.
  In 1946, the airline was already flying to New York twice a week from Scandinavia, including departures tied to Copenhagen and Oslo. By 1947, the route became a daily operation. It’s worth pausing on that: daily transatlantic service—before Idlewild Airport, the facility we now call JFK International, not even open until 1948.
  Fast-forward through the decades and you can see how New York-area strategy evolved. SAS shifted its New York/New Jersey operations to Newark in 1989, working in partnership with Continental Airlines.   Then, much later, SAS returned to JFK in 2023—and today the airline operates from both JFK and Newark, reflecting a modern approach to serving a complex metro region.
  Right now in 2026, SAS connects to roughly 10 to 11 cities across North America, in both the United States and Canada. That footprint is very different from the early days, but the theme is similar: building reliable bridges between Scandinavia and the other side of the Atlantic, and doing it with consistency.
  Now, since it happens to be baseball season, there’s another SAS story that fits the moment—one that has nothing to do with uniforms on the outside of an airplane, and everything to do with leadership behind the scenes.
Jerry Trimboli   For air cargo in USA, SAS had a standout figure: Jerome “Jerry” Trimboli. He was once described as a “slugger without a bat,” which is a pretty good way to say he didn’t need spectacle to make an impact. He just delivered results—year after year.
  Trimboli wasn’t simply holding a job title. He treated air cargo as a craft and a profession that could be built, improved, and shared. Guiding SAS Cargo for over more than 30 years he became a heavyweight presence—someone who pushed for better standards, stronger cooperation, and a more capable industry.
  If you’re looking for a modern comparison, think of the kind of figure who’s always advocating for collaboration and professional growth across the sector, not just inside one company.
  As far back as 1971, Trimboli talked about “professionalization” in a way that still sounds current. To him, the real route forward blended experience, knowledge, relationships, and reputation.
  He argued that becoming truly professional wasn’t all that different for airlines and freight forwarders—and he pointed out that in many places overseas, the process started with serious internships and deliberate training rather than learning everything the hard way.
  What made Jerry especially influential was his instinct to learn, then share what he learned. He helped spread stronger logistics practices broadly, raising the level of the whole community.
  And he didn’t limit his contribution to SAS alone. He supported industry groups and networks—helping clubs form, backing Cargo Network Services efforts, and nudging air cargo toward a more educated, disciplined, and modern set of procedures. In other words, he didn’t just move freight; he helped shape the environment that made moving freight smarter and more reliable.
  So when you look at that new SAS livery celebrating 80 years, it’s easy to focus on the visual. But the real anniversary story is bigger: a daring 1946 crossing into a Marine Air Terminal that has fought to remain itself; a long arc of New York operations from LaGuardia to Newark to JFK, and a cargo leader who helped professionalize an industry that keeps global trade alive.
  That’s what eight decades really look like: not one moment, but a chain of them—each one building the next.
Geoffrey Arend

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Vol. 25 No. 15 FIATA At 100 Meets In Geneva Chuckles for March 30, 2026 As Global As You Can PayCargo	Vol. 25 No. 16 FIATA Meets As War Continues	Vol. 25 No. 17 Flying Blind At FIATA

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