The International Air Cargo Association (Tiaca) exuded a galvanized air at its Executive Summit 2019, unveiling a range of plans set to help the air cargo industry move into the modern era.
Training was revealed as a key area of focus for the organisation, which is setting up a partnership with consultancy Strategic Aviation Solution International (SASI), in order to educate and attract new people to the industry.
“Tiaca crosses all the boundaries of the supply chain,” said Stan Wraight, president of SASI. “So we have to make it relevant.
“In our training, we have had multidisciplinary audiences, which we mix on purpose, so they get appreciation of other people’s problems. It’s about knowledge sharing.”
One facet of this new partnership will be a telephone consultation service for members, which will “not be like a typical consultancy,” according to Wraight. “It would be for specific problems companies need help with.”
Another idea introduced was the implementation of workshops of use to members, including blockchain, big data and freighter revenue management.
In addition, the association’s ‘air cargo professional development programme’ has been certified by the Chartered Institute of Logistics and Transport (CILT), and its cargo training seminars have been signed off in a memorandum of understanding with the International Civil Aviation Organization (ICAO).
During an open discussion, members were asked to highlight any issues they felt were important – with a frequent concern being the ability, or indeed the inability, to convince young people to join the industry.
One suggestion which drew widespread approval was for each company to bring a young – under 30 – member of staff along to the event, who would be admitted free of charge.
Wraight also made sure to emphasise the importance of Tiaca losing its image as a solely North American organisation, which could be achieved by having regional meetings and focusing on key local issues. This would also encourage young people to move into the industry, he said.
Another suggestion was for Tiaca to ensure the number of initiatives it worked on was kept to a minimum – perhaps two or three – so that they may actually be achieved.
One member spoke up to say: “I have been critical of Tiaca – but it is looking like the association is willing to change.”
Steve Polmans, chairman of the association, stressed that he was happy to lead, but that all members also had a responsibility to contribute and work for change.
