Indian cargo market presents challenges, such as fragmented demand, infrastructure bottlenecks, pricing, undercutting hamper efficiency. Building strong Airline–GSSAs partnerships into long-term collaborations, with shared risks and rewards, are best positioned to survive in this dynamic landscape.
Ritika Arora Bhola
When it comes to air cargo, airlines and their General Sales and Service Agents (GSSAs) are like two wheels on the same cart — neither can move forward without the other. For airlines, those entering, or expanding in a particular market, GSSAs act as their local eyes, ears, and hands. They have all the market knowledge, customer connections, and operational support that airlines may find difficult to get on their own. On the other hand, airlines give GSSAs an opportunity to be a part of a global network.
The magic happens when this relationship goes beyond a transactional one and turns into a long-term partnership built on trust, transparency, and a shared commitment to growth. Building strong airline–GSSA partnerships in India requires a balance of trust, transparency, and adaptability, underpinned by a shared vision for long-term growth. Success depends on the ability of GSSAs and airlines to leverage each other’s strengths. Airlines bring in brand reputation, global network, and service quality expectations, while GSSAs contribute detailed market knowledge, customer relationships, and cost-effective sales expertise.
Clear communication, defined responsibilities, and a performance-driven approach are fundamental to avoiding overlaps and conflicts. Airlines that view GSSAs as strategic partners rather than sales contractors benefit from stronger yield management, market penetration in tier II and III cities, and improved customer service delivery.
Tech adoption crucial
Technology integration is a critical factor, as real-time data sharing on capacity, pricing, and customer demand help both parties optimise decision-making and enhance transparency. Investments in training and skill development ensure that GSSAs are aligned with airline service standards and regulatory requirements, thereby maintaining consistency in customer experience. Mutual trust built between the airlines and GSSAs through consistent performance reviews, incentives tied to KPIs, and joint marketing initiatives strengthen long-term collaborations. While these factors can create a robust framework for success, the operational environment in India presents challenges that airlines and GSSAs must navigate.
Operational challenges
The air cargo market is highly fragmented; diverse demand patterns across regions lead to complexities in distribution and pricing. Stiff competition among GSSAs often results in aggressive pricing and undercutting, which can dilute service quality and affect airline profit margins. Regulatory compliance in conformation with DGCA rules, customs processes, and airport security protocols, requires constant vigilance and increases operational overheads. Infrastructure constraints such as congested airports, limited cargo handling facilities, and inadequate cold chain capabilities in many regions hamper efficiency and reliability.
Also, the dominance of e-commerce and express shipments has shifted market expectations toward timely deliveries. This pressurises GSSAs to deliver with speed and reliability, despite systemic bottlenecks. Airlines often face challenges in ensuring that their GSSA partners can balance cost efficiency with premium service delivery in a dynamic environment.
Another hurdle is the uneven adoption of digital platforms. While some GSSAs
are investing in AI-driven booking and tracking systems, others continue to rely on manual processes, thereby creating inconsistency in operational performance.
Skilled workforce shortage is another concern. Trained cargo experts with specialised knowledge of global documentation, DG handling, and multimodal logistics, are exceedingly rare. Financial risks such as delayed payments from freight forwarders, and currency fluctuations also add pressure to the relationship.
GSSA-airline partnerships
The success of airline–GSSA partnerships depend on contractual pacts and on the ability to jointly innovate, invest in digitalisation, and respond to evolving market dynamics. Airlines empowering GSSAs with technological tools, flexible pricing models, and adequate marketing support are likely to secure their loyalty and performance, while GSSAs focusing on transparent reporting, customer-centric solutions, and operational excellence will earn the trust of their airline partners.
Variations in customs can delay cargo clearance
Praveen Narayanan, Vice President, Asia Pacific, Group Concorde
GSSAs need systems in sync with airline platforms for real-time data exchange, enhancing supply chain visibility, streamlining booking, and tracking processes. Mutual trust and aligned incentives, such as revenue-sharing models, ensuring GSSAs prioritise yield optimisation, and foster a shared purpose that maximises returns. In markets, such as India, Southeast Asia, and Africa, GSSAs face complex regulatory issues, infra gaps, and intense competition. Variations in customs processes, inconsistent policies, and regulatory changes create delay in cargo clearance. Inadequate airport infra complicates efficient operations.”
GSSAs are an extension of brand of airlines
Abhishek Goyal, Executive Director and CEO, Aeroprime Group
Airlines expect their GSSA partners to go beyond sales and revenue and to act as an extension of their brand. This requires consistency in service delivery, market representation, and customer engagement. Airlines demand visibility in sales performance and route profitability. GSSAs must be innovative and step away from the mundane way of working to offer airlines fresh approaches to generate revenue. A GSSA must combine local expertise with digital capabilities and proactive relationship management to help airlines scale faster. In India, taxation, licensing, and evolving aviation policies can be challenging.”
Airlines look for partners who know local markets
Jalpa H Vithalani, Group Managing Director, Global Aviation Services
The airline–GSSA partnership is about trust, transparency, and performance. Airlines expect more than sales — they look for partners who understand local markets, build forwarder relationships, and deliver measurable results aligned with their global strategy. In high-growth markets, such as India, Southeast Asia, and Africa, opportunities are immense: For GSSAs, the mandate is clear — deliver market intelligence, compliance strength, and strong forwarder networks. The success of the GSSA model lies in
its ability to represent airlines as true partners, driving air cargo growth sustainably and reliably.”
Fairness in revenue sharing gives confidence
Biplob Barik, CEO & Co-founder, Citrus Freight
Trust, communication, and shared goals are critical to building a strong partnership between an airline and its GSSAs. Transparency in pricing, reporting, and market information makes relations stronger. Fairness in revenue sharing and respecting agreements gives confidence, and acts as a boost to the relationship. Infra is a major issue, as most airports lack reliable handling and ground services. Regulatory frameworks are complex. Frequent policy changes and licensing requirements add to costs. Bureaucracy slows down permits, while corruption increases compliance risks for GSSAs.”
GSSAs assist airlines to tap into potential markets
Aytekin Saray CEO, Global GSA Group
Emerging markets such as India, Southeast Asia, and Africa offer growth potential, each with unique dynamics. India is establishing itself as a ‘China+1’ hub, attracting global supply chains and driving demand. Southeast Asia continues to benefit from booming e-commerce and diversified trade flows. Africa, with its expanding trade corridors and growing logistics infra, is increasingly positioned as a gateway to global commerce. By combining digital agility with expertise, the GSSAs enable their airline partners to tap into these high-potential markets confidently and sustainably.”
