Navigating the Digital Crossroads of Air Cargo in Hong Kong

According to a recent discussion at the TIACA Executive Summit 2025 in Hong Kong, the air cargo sector is lagging behind in its digital transformation. Instead of celebrating advancements, industry experts highlighted a troubling reality: many processes remain outdated and fragmented, with a notable reluctance to embrace change.

the panel, led by kai Domscheit from CHI Deutschland Cargo Handling GmbH, included key figures like Andress Lam from cathay Cargo, moritz Claussen of cargo.one,David Linford from CHAMP Cargosystems,and simon Ng from Global Logistics System (HK) Co., Ltd. Their conversation revealed not triumphs in technology but rather an honest assessment of stagnation and resistance within the industry.

the gap between potential and practice

Despite numerous calls for modernization over the years, air cargo still grapples with outdated methods. David Linford bluntly stated that “we’re still heavily reliant on paperwork,” pointing out issues like excessive duplication and inefficiency. He emphasized that true digitization goes beyond merely digitizing existing paper processes.

Moritz Claussen shared similar sentiments: “Having digital tools doesn’t equate to being truly digital.” He stressed that simply using PDFs or spreadsheets doesn’t mean an organization has embraced modern practices.

For Andress Lam, the real hurdle lies in achieving integration across various systems. “Every airline is on its own unique path toward digitization,” he explained. “What we really need is seamless dialog between these systems.”

Simon Ng was candid about the industry’s fragmentation: “We must unify our processes; otherwise, each partner ends up creating isolated silos.” A common thread throughout their discussion was that cultural resistance often hinders progress more then technological limitations do.

Citing Claussen’s perspective: “The issue isn’t technology; it’s decision-making.” He elaborated that many organizations aren’t ready for digital transformation because they lack internal alignment—“Digitalization should be viewed as a basic shift in business strategy rather than just an IT initiative.”

Lam pointed out organizational inertia as another barrier to change: “Sometimes peopel resist change due to fear of disruption or failure,” he noted. “However, failing to adapt poses an even greater risk.”

This sentiment resonated with Simon Ng who humorously remarked on internal contradictions within companies striving for digital advancement while still relying on Excel files for communication.

Linford added that even well-intentioned initiatives can falter without proper governance structures in place: “Standards are crucial; without them you end up with multiple platforms all performing poorly.”

The necessity of interoperability

The dialogue shifted towards solutions where interoperability emerged as a critical theme. Claussen warned against complacency: “If we fail to create interoperable systems now, we’ll find ourselves left behind.”

“True interoperability requires commercial alignment,” he continued. “Currently our incentives are misaligned.”

Additions from Lam emphasized Cathay’s commitment to open standards but underscored the need for collective action across the industry: “Without collaboration at all levels we won’t make notable progress.”

Ng suggested regulators could play a pivotal role by encouraging cooperation since voluntary efforts often fall short.

A deeper concern revolves around data control—Linford expressed worries about how sharing facts might lead companies to feel they lose authority over their own data.

Claussen criticized this protective mindset stating that hoarding information ultimately harms everyone involved—“The true value lies in utilizing data effectively rather than merely possessing it,” he argued.

Lam added transparency must be built upon trust frameworks—not just technological solutions but also sound governance practices.

Ng concurred yet pointed out current challenges regarding poor quality data which undermines trust-building efforts—“First things first—we need solid foundations before anything else can happen.”

Ultimately this panel conveyed one clear message: embracing digital transformation isn’t solely about tech—it’s fundamentally about leadership dynamics too! It involves fostering collaboration among teams while having courage during transitions.

As Claussen aptly summarized it all together : ”To truly succeed , we must stop pretending mere software makes us ‘digital’ .We have rethink how work gets done—not just what tools are used.”