When I started my air freight operation eight years ago, I thought the biggest challenges would be plane breakdowns or customs delays. Today, those issues feel minor compared to the headwinds we face daily as a small air freight supplier. Post-pandemic, the industry is still reeling from capacity crunches, fluctuating fuel costs, and a growing demand for sustainable shipping—all while customers expect faster, more transparent services without sacrificing affordability. For someone on the ground, not in a boardroom, these aren’t just industry trends; they’re problems that affect how we show up for businesses that rely on us to move their goods cross-border. Over time, I’ve learned that overcoming these challenges isn’t about chasing the latest tech or cutting costs to the bone. It’s about building flexible, customer-centric systems and leaning into partnerships that make the whole supply chain stronger. Air Freight
One of the most persistent hurdles we’ve navigated is capacity volatility. A few years back, when global air travel slowed during the pandemic, we leased a small fleet of cargo planes at a fixed rate to keep our clients’ perishable goods—like fresh produce and medical supplies—moving. Once travel picked up, commercial passenger jets (which carry 50% of global air cargo) resumed flying, and suddenly cargo capacity was tight. Airlines jacked up rates, and small suppliers like us were squeezed between clients who refused to pay premium prices and carriers that prioritized big international freight firms. Instead of scaling back, we renegotiated partnerships with regional airlines that fly underused routes between smaller hubs, rather than just the major international gates. These carriers offer more consistent space because they’re not competing for the same high-volume, high-cost routes, and their prices are more predictable. We also set aside a small portion of our capacity for short-notice, time-sensitive shipments—like urgent industrial parts for manufacturing clients—because knowing we can rely on that space builds trust. That shift took time; it meant turning down a few high-margin contracts early on, but now 70% of our capacity is locked in for 90-day periods, which lets us quote stable rates and avoid the chaos of last-minute rate hikes.
Fuel costs are another challenge that hits air freight harder than any other shipping mode. Fuel makes up 20-30% of our operating expenses, so when oil prices spike—like they did after the 2022 Ukraine conflict—we can’t absorb those costs without raising rates, something we hate doing for our small business clients. The solution, for us, wasn’t just hedging fuel prices (which is a big corporate play we can’t afford) but investing in operational tweaks that cut fuel waste. We started routing shipments to minimize empty backhauls: for example, if we’re flying a shipment from Miami to Bogotá, we’ll book a small return load of Colombian coffee for another client instead of flying empty. That cuts our fuel per shipment by 12%, because we’re not burning fuel on half-full planes. We also worked with our pilots to optimize altitudes and speeds for each route; even small adjustments, like flying at a 500-foot higher altitude where jet streams are stronger, can save 3-5% on fuel per flight. These changes have a cumulative impact, and they let us keep rates competitive without sacrificing service quality. We’ve also started advising clients on how to reduce their own fuel footprint, like consolidating small shipments into one larger cargo unit instead of sending multiple small packages. That collaborative approach turns us from just a shipping provider into a logistics partner, which builds longer-term loyalty.
Transparency is a big pain point for clients too. Many air freight operations still rely on outdated tracking systems that only update once a day, leaving clients in the dark about where their goods are or when they’ll arrive. For example, a furniture maker we worked with last year missed a retail window because their shipment was diverted for a medical emergency, and no one notified them until it was too late. That’s why we invested in a custom tracking tool that updates every 15 minutes, linking our in-house operations, airline partners, and even ground handlers at destination hubs. But tracking data only matters if it’s easy to understand, so we share updates via email and a simple dashboard, not just a clunky API that only logistics teams can navigate. We also assign a dedicated account manager to every client, not a generic support team member. These managers know each client’s business—like which of their shipments are time-sensitive, which are fragile, which need special customs documentation—and they flag issues before they become problems. Last quarter, our account manager for a tech client noticed a customs hold in Singapore for a batch of circuit boards and was able to reach out to a local customs broker we partner with to resolve it in 24 hours, instead of waiting three days for a client to call and report the delay. That level of personal attention makes a huge difference; our repeat client rate is 85%, which is way above the industry average of 60% for small air freight suppliers.
Sustainability is another challenge that’s shifted from a “nice-to-have” to a non-negotiable. More and more clients, especially e-commerce and retail brands, are being held accountable for their carbon footprints by consumers and regulators. Big air freight firms are investing in sustainable aviation fuel (SAF), but it’s 2-3 times more expensive than traditional fuel, and as a small supplier, that cost would get passed on to clients. Instead of just buying a small amount of SAF, we’ve focused on measurable, verifiable sustainability steps that don’t break the bank. We partnered with a carbon offset program that funds reforestation projects, but not the generic offsets that some companies use. We chose projects in regions where our clients’ shipments travel, so we can tell a brand that their shipment from China to Germany is offset by a forest restoration project in Southeast Asia, which reduces local air pollution too. We also started using electric ground vehicles at our hubs, which cut our ground operations’ carbon emissions by 40%, and we work with clients to reduce packaging waste—like advising them to use lightweight, recyclable crates instead of heavy wooden ones, which cuts both fuel use and material waste. These steps are documented in a public sustainability report we share with clients, and it’s helped us land contracts with two major retail brands that had previously used much larger freight providers. The key here is that sustainability isn’t just about marketing; it’s about tangible steps that align with our clients’ values, not just a trend to chase.
Of course, no strategy is perfect. We still face occasional customs delays, especially with cross-border shipments that require special documentation, like perishable goods or hazardous materials. Last month, a shipment of fresh salmon from Norway to Tokyo was held up because the Japanese customs form was missing a specific health certificate. To fix that, we updated our documentation checklist and created a digital portal where clients can upload required certificates in advance, so our customs team can review them before the flight departs. We also built a network of local customs brokers in 12 key countries, so if there is a hold, we have someone on the ground who can resolve it quickly, instead of waiting days for a remote team to respond. We’ve also had to adapt to the growth of e-commerce, which means more small, frequent shipments instead of bulk cargo. To meet that demand, we added smaller cargo units—like 100kg and 500kg slots—that are priced lower than full container loads, so small e-commerce businesses don’t have to pay for space they don’t need. That’s been a big win; our e-commerce client base has grown 40% in the last year, which offsets the loss of a few large bulk contracts we had to turn down during capacity crunches.
At the end of the day, the air freight industry is still built on relationships, not just planes and rates. The challenges we face—capacity volatility, fuel costs, transparency, sustainability—aren’t unique, but how we solve them has to be tailored to our size and our clients’ needs. As a small supplier, we can’t compete with the big firms on global scale, but we can compete on agility, personalization, and reliability. We don’t cut corners on service, and we don’t overpromise what we can deliver. For businesses that need to get their goods where they need to go, on time, without hidden costs or headaches, that’s the value we offer. If you’re looking for an air freight partner that understands the unique challenges of your business and is committed to working with you to overcome them, we’re here to help. Reach out to our team to discuss your shipping needs and how we can support your supply chain goals.
Sea Freight References
- International Air Transport Association (IATA). (2023). Air Cargo Market Analysis Report.
- World Bank. (2022). Global Supply Chain Resilience: Challenges and Opportunities.
- Airforwarders Association. (2023). Small and Medium Freight Providers: Navigating Post-Pandemic Industry Shifts.
- Sustainable Aviation Fuel Users Group (SAFUG). (2022). Cost-Benefit Analysis of Small-Scale SAF Adoption for Regional Freight Providers.
Shenzhen Senghor Sea & Air Logistics Co., Ltd.
As an experienced international freight forwarding company in China, we are committed to providing high quality air freight service with low price. If you’re going to know more about cheap air freight service, welcome to contact us for the quotation.
Address: Room 1407, Vanke Cloud Center, No.85 Longcheng Avenue, Longgang District, Shenzhen, Guangdong, China
E-mail: marketing01@senghorlogistics.com
WebSite: https://www.senghorlogistics.com/
