India’s ambition to emerge as a global air cargo hub is driven by increasing exports, e-commerce, and complex global supply chains. Stakeholders believe this is dependent on one decisive factor: The scale and strength of the country’s freighter fleet.
Ritika Arora Bhola
India’s air cargo story is entering a decisive phase. As exports rise, e-comm expands, and supply chains demand speed and reliability, India’s ambition to become a global cargo hub is gaining pace. Yet, behind the momentum lies a vital question: does India have the capacity and infra to support this growth?
Industry leaders believe the answer depends largely on one factor — freighters. While belly-hold capacity in passenger aircraft continues to carry the bulk of cargo today, it is the expansion of dedicated freighter fleets, supported by efficient policies and robust infrastructure, that will determine whether the country can compete with established global cargo hubs such as Dubai, Singapore, and Hong Kong.
Beyond aircraft availability, the ecosystem needs parallel upgrades. Modern cargo terminals, seamless multimodal connectivity, and digitised documentation processes are essential to cut dwell times and improve efficiency. Faster customs clearances and policy stability will enhance India’s attractiveness as a cargo destination. Investments in cold chain logistics and specialised handling facilities can unlock high-value segments such as pharma, perishables, and electronics. Strengthening regional linkage can bring untapped cargo volumes from tier II and III cities into the national network.
India stands at a pivotal moment with coordinated efforts between govt, airports, and airlines. The right blend of capacity, policy support, and infra can position India as a resilient air cargo hub.
Dedicated freighters
Keku Bomi Gazder, CEO and Managing Director, Aviapro Logistic Services, said freighters are ‘mission-critical’ to the country’s cargo ambitions, highlighting their role in providing predictable capacity, routing control, and operational resilience. Without a strong freighter fleet, India will remain dependent on foreign carriers, which constrains its ability to scale and respond dynamically to international trade demands.
Samir J Shah, President, The Air Cargo Agents Association of India (ACAAI), also reinforced this view. The defining factor in air cargo is cargo volumes and freighters, which by design can carry higher cargo loads per flight than passenger aircraft, Shah pointed out. According to the ACAAI President, this makes the strong freighters fleet a game changer in enabling the country to handle larger cargo volumes efficiently.
Arun Chandra, Vice President, Aviation Business, BIAL, adding an international perspective, asserted that freighters are the backbone of long-haul and specialised air cargo operations. Chandra added that thea strong freighter fleet are critical for high-value and time-sensitive shipments such as pharmaceuticals, electronics, timne-sensitive products and perishables, which are central to export growth strategy of the country.
Balagopal Balachandran, National Head, Air Freight, FEI Cargo, argued that without a strong freighter backbone, the country risks remaining the proverbial ‘spoke’ in the international logistics network rather than evolving into a true international cargo hub. About 80 per cent of air cargo moves in belly–hold space, which may be constrained by passenger schedules and network priorities.
Vipin Vohra, Chairman, Continental Carriers, emphasised that freighters are indispensable for handling oversized cargo, supporting transshipment activities, and reducing dependence on foreign capacity.
Multimodal linkage
A recurring theme across industry voices is the need for India to learn lessons from global cargo leaders, such as Hong Kong and Dubai. These hubs have not achieved dominance by chance, rather, they have built integrated ecosystems where infrastructure, policy, and operations work in tandem.
Gazder pointed out the importance of multimodal linkage, fast and predictable customs processes, and 24×7 operations. Shah highlighted the need for a trust-based regulatory framework that is simple to comply with, reduce friction for operators, and encourage growth.
Chandra noted leading hubs combine cargo-centric infrastructure with digital single-window systems and round-the-clock customs clearance. These measures not only reduce dwell times but also improve efficiency, making them attractive to global carriers and logistics players.
Balachandran describes these hubs as ‘cargo-first’ environments, built around integrated terminals and strong hub-and-spoke networks — areas where India still has a significant ground to cover, particularly beyond metro airports.
Abhishek Goyal, CEO & Executive Director, Aeroprime Group, highlighted that the lessons are not just about infrastructure, but also about execution. He said while India has the geographic advantage, manufacturing base, and trade volumes, it must match these strengths with intent and flawless implementation.
Air cargo future
Despite the growing importance of freighters, experts agree that India’s air cargo landscape will evolve into a hybrid model where the freighters as well as belly capacity play complementary roles.
Gazder believed that belly capacity will continue to dominate in terms of overall volumes, driven by expanding passenger networks and cost efficiency. However, freighters will become important for ensuring reliability, especially during peak demand periods and for high-value shipments. Echoing this sentiment, Shah said the perception of air cargo as an expensive option is gradually shifting. As supply chains prioritise speed, convenience, and availability, air cargo is becoming a more of an attractive option — even for shipments that are traditionally moved by sea.
Chandra projects India’s massive aircraft orders — by IndiGo and Air India — could unlock an additional 2 to 3 million tonnes of cargo capacity by 2030 through belly-hold space. However, he cautioned that this ‘opportunistic capacity’ cannot replace the reliability and flexibility offered by dedicated freighters.
Prithviraj Chug, CEO, Group Concorde, reinforced a balanced mix will be essential for maintaining supply chain resilience. Over the next decade, a hybrid model will dominate. Belly capacity will continue to grow alongside pax traffic, but dedicated freighters will remain indispensable for supporting e-commerce, pharma, perishables, and charter demands. Currently, India does face a relative under-capacity in freighters compared to its trade ambitions. As manufacturing and exports scale, this gap will become more evident.
Afzal Malbarwala, Founder and MD, Galaxy Freight, said while belly capacity will handle a lion’s share of cargo, freighters are indispensable for long-haul routes, peak seasons, and specialised cargo segments, such as pharmaceuticals and e-commerce.
Capacity gap
The undercapacity in freighters is arguably the single most significant bottleneck in India’s ambition to become a global air cargo hub. Chandra highlights India currently operates 18 to 20 freighters — a number that falls way below its ambitions and creates a bottleneck in the cargo ecosystem.
Balachandran said established markets handle 50–55 per cent of cargo through freighters, while India remains below 20 per cent. This imbalance limits capacity and contributes to volatility in freight rates. Malbarwala said this shortage leads to a reliance on foreign carriers for air cargo movements. This dependence reduces India’s control over pricing, routing, and service reliability. Goyal warned the gap between demand and capacity is widening rapidly, with air cargo volumes projected to grow at 11 per cent CAGR and reach 9.5 million tonnes by 2033.
CK Govil, Chairman and MD, Activair Airfreight, said limited freighter fleet restricts the movement of outsized and time-sensitive cargo, further constraining India’s ability to compete globally.
Policy, infra & execution
Industry leaders emphasise the need for a coordinated approach that aligns policy, infrastructure, and operational framework. Vohra called for regulatory reforms, including the 25-year age limit on freighter induction, to facilitate faster capacity expansion. He highlighted the importance of enabling hub-and-spoke operations to improve aircraft utilisation.
Chandra said there is a need for investment in cargo infra, digitalisation, and optimisation, while offering incentives for freighter operations. Initiatives such as cargo-city developments and improved multimodal linkage can enhance efficiency and scalability. Govil stresses the importance of consistency, terminal upgrades, and digital systems to improve India’s competitiveness. Shah noted efforts are underway to coordinate among stakeholders, such as Customs, BCAS, and DGCA, a positive measure for creating an efficient ecosystem.
Decisive action
India has the demand, geography, and economic momentum to become a global air cargo hub. Achieving this vision will depend on its ability to scale freighter capacity, modernise infrastructure, and implement business-friendly policies. The transition from a spoke market to a true hub will require decisive action.
