The most significant challenge this year has been managing heightened volatility – whether in yields, regulatory changes, or broader trade flows, United Cargo president Jan Krems tells CAAS
How would you characterise the development of the main air freight markets and verticals this year? What have been the biggest challenges and opportunities, and how has United Cargo adapted?
2025 has been marked by shifting demand patterns and solid growth across several of our key verticals, as the return of global passenger capacity has expanded customer choice and intensified competition. The most significant challenge has been managing heightened volatility – whether in yields, regulatory changes, or broader trade flows. Yet, this volatility has also created opportunities to deploy capacity more strategically. United’s broad network, strong hub infrastructure and balanced mix of widebody and narrowbody aircraft have enabled us to respond quickly and place lift where it creates the most value. Continued investment in digital tools and real-time decision support have further strengthened our ability to stay agile and maintain reliability in fast-changing market conditions.
What other dynamics and industry forces are shaping your core air cargo business this year?
The business continues to be influenced by rapidly accelerating digital adoption, as customers increasingly expect real-time visibility, automated pricing and instant booking capabilities. Sustainability commitments, particularly SAF, are becoming more deeply embedded in annual planning cycles. Demand for specialised products such as pharma and high-tech continues to grow, while shippers place renewed emphasis on predictable, stable supply chains. Together, these forces underscore the rising importance of speed, transparency, and operational precision; areas where United Cargo continues to invest heavily.
How have customers’ expectations evolved in 2025, and how is United Cargo responding?
Customer expectations have become more streamlined and digitally driven. They are seeking faster booking experiences with fewer manual steps, more reliable schedules, flexible capacity options, clear sustainability pathways, and more proactive, data-led communication. To meet these needs, United Cargo is expanding its digital ecosystem by enhancing the Booking Tool, deepening partnerships with platforms such as CargoAi and cargo.one, and improving real-time milestone accuracy across the network. We are also refining our product portfolio, and expanding sustainability solutions through the Eco-Skies Alliance to help customers progress toward their environmental goals.
What factors are influencing your development plans and investment decisions for 2025 and beyond?
Our forward strategy is guided by several priorities: expanding access to sustainable aviation fuel and integrating sustainability more deeply into the business; advancing digital transformation across both customer-facing platforms and internal processes; leveraging network growth through new passenger routes and optimised widebody deployment; strengthening product clarity and differentiation; and investing in employee development through training, modern tools and more efficient workflows. These priorities collectively position United Cargo for long-term competitiveness and stronger customer value creation.
Are there any other current priorities or initiatives you would like to highlight?
Several initiatives are central to our focus this year. We are advancing our brand to bring more clarity and consistency to our product portfolio. We are also elevating the customer experience across digital and operational touchpoints, ensuring more intuitive navigation, clearer communication, and stronger service delivery. Additionally, we continue to expand our speciality product capabilities to meet the needs of high-value and time-sensitive verticals. Altogether, 2025 is about building a more agile, digitally enabled, and customer-centric cargo business positioned for dynamic markets and sustained growth.
