As e-commerce growth continues to fuel Asia-Pacific’s dominance in global air cargo, the industry faces a pressing challenge: a looming talent crisis. With rising demand, fragmented shipments, and tighter turnaround times, employees are under increasing strain — and many are questioning their future in the sector. In this Q&A, Radesh Menon, Head of Product – Cargo & Logistics at IBS Software, shares insights from the company’s latest research and explains how digital platforms like iCargo can ease workforce pressures, boost efficiency, and create a more sustainable foundation for growth.
Payload Asia (PA): From your perspective, why is the talent crisis particularly pressing in the Asia-Pacific compared to other regions?
Radesh Menon (RM): Asia-Pacific is now the growth leader in global air cargo. In July alone, airlines in the region posted 11.1% year-on-year demand growth, well above the global average of 5.5%. The region accounts for 34% of worldwide cargo traffic, so when volumes climb at this pace, the strain on people becomes acute. Added to this, Intra-Asia trade has now grown for 21 consecutive months, and Europe–Asia flows expanded by 13.5% in July. But behind that success is a workforce under pressure.
Our own research shows 59% of air cargo employees have considered leaving the industry. When volumes rise and the workforce is shrinking or disengaged, the cracks show quickly. APAC’s scale makes those cracks more visible, and the stakes for the global supply chain higher
PA: What are the main reasons air cargo professionals are considering leaving the industry, and how does this affect carriers and handlers in APAC?
RM: Two frustrations stand out. First is technology. 42% of staff told us outdated systems were a daily source of stress. This is mainly due to inefficient usage of technology or lack of synchronisation between various supply chain partners that results in multiple iterations of manual validations, paper-driven, archaic business processes, repeated steps due to errors and handling customer complaints. Second is well-being. This is a follow-through of the first point, and the case in point is that more than a quarter said they had thought about leaving because of burnout.
For APAC carriers, these issues are magnified by sheer volume. Intra-Asia trade grew by more than 10.3% in July. In the midst of this growth, if the industry has to deal with employee churn and the resultant need to source and reskill new personnel just as demand surges, the region risks operational bottlenecks that affect the entire global network for cargo.
PA: IBS Software’s research shows that a shortage of digitally skilled staff is a top concern. How does this gap impact day-to-day cargo operations?
RM: As per IBS Software’s latest survey of air cargo employees, 39% identified digital skill shortages as one of their company’s biggest operational challenges. In practice, this means time wasted on manual reconciliations, shipments delayed by data errors, and visibility lost when systems don’t connect.
When demand is rising as fast as it is in APAC, inefficiencies compound. A single missed connection can ripple through a network already under strain. Even when carriers invest in modern platforms, if staff aren’t equipped to use them effectively, the benefits remain out of reach. That gap between potential and reality is one of the most pressing operational risks today.
PA: How can platforms like iCargo help address workforce burnout and frustration with outdated systems?
RM: Burnout is not just about long hours. It’s about repetitive, low-value tasks that drain energy. 42% of employees told us they feel held back by legacy tools and repeating process steps that can easily be automated or optimised through better process or system design. iCargo addresses that directly.
Traditionally, IT systems were built around individual business functions such as sales, revenue management, operations, and accounting. While this structure ensured each function worked well on its own, it also created silos. As data moved between functions, for instance, from sales to operations to accounting, errors and inconsistencies accumulated, leading to extra work, correction loops, and inefficiencies.
iCargo eliminates these silos by integrating sales, operations, handling, and revenue accounting into a single seamless workflow. Data is entered once and flows through the system without duplication, supported by built-in checks and balances designed for the entire shipment lifecycle from quote to bill. Bookings can be confirmed instantly with real-time visibility into capacity and yield. Shipments scanned once move smoothly through the chain, with rule-based engines handling most checks and corrections automatically.
The result is transformative: staff no longer spend time re-entering data or fixing errors. Instead, they are freed to focus on exceptions, customer service, and meaningful problem-solving, turning firefighting into value creation
PA: With e-commerce volumes continuing to surge, how is this amplifying the talent and skills challenge across APAC’s cargo hubs?
RM: E-commerce is both the driver of growth and the amplifier of pressure. In July, cargo flows within Asia grew 10.3% year-on-year, much of it e-commerce. These shipments are smaller, more fragmented, and demand fast turnaround. For employees, that means heavier workloads and tighter deadlines.
Without automation and digital skills, staff end up overwhelmed. It’s telling that 26% of employees cite burnout as a reason for wanting to leave. E-commerce is accelerating that trend. Unless the workforce is supported with tools that automate repetitive processes and training that builds digital confidence, the growth story could quickly become a retention crisis.
PA: Can you share examples of how iCargo has enabled carriers or handlers to improve efficiency, visibility, and scalability while also easing operational pressures on staff?
RM: One example is our iCargo Cargo Terminal Operations module, which uses mobile devices and digital workflows to orchestrate processes seamlessly. The principle is simple: capture data once, at the point of occurrence. In many cargo facilities, customer service has long been a bottleneck – staff re-enter shipment details manually to mark freight as “Ready for carriage,” creating long queues, traffic congestion, and frustration for customers and employees alike. By shifting much of this data capture online and introducing electronic check-in kiosks, iCargo streamlines the process, reduces congestion, and relieves pressure on terminal staff. The result is smoother operations, happier employees, and stress-free customer service.
Another example is iPartner Handling, which provides airlines and ground handlers with a shared digital platform instead of relying on calls and emails to align processes. This is particularly valuable for special shipments such as pharmaceuticals, which require strict quality steps beyond the limits of standard industry messaging. With iPartner Handling, ground handling staff gain clarity in their work, avoid the hassle of juggling multiple airline systems, and improve adherence to Service Level Agreements (SLAs). Airlines, in turn, benefit from greater transparency across their global networks, whether shipments are handled in their own warehouses or by third-party partners. Customers have reported not only efficiency gains but also improved morale, as outdated workflows and paper-based documentation give way to streamlined digital processes.
PA: Beyond efficiency, how can digitisation improve the employee experience — making roles in air cargo more attractive and sustainable?
RM: Digitisation doesn’t just save time; it changes the nature of the job. Employees want to feel that their work matters. When systems are outdated, 42% of staff say they feel held back. When digital platforms give them real-time visibility and decision-making power, their sense of ownership grows. A modern, mobile-first environment also appeals to younger generations who won’t accept paper-heavy, fragmented processes. Nearly half (49%) of the people we surveyed said they were drawn to the sector out of passion for aviation and transport. Digitisation can protect that passion by ensuring the work is engaging rather than draining.
PA: What steps should the industry take to build a future-ready workforce in APAC, and how do you see digital platforms playing a role in training or upskilling?
RM: Workforce investment has to go beyond recruitment. 22% of staff told us they feel their careers aren’t progressing, and that’s a red flag. Training and upskilling are critical, but so is showing employees where those skills can take them. Digital platforms like iCargo help because they are modular and intuitive, so staff can build confidence step by step. When training is embedded in the tools people use every day, adoption is smoother. Combine that with clear pathways for growth and recognition, and you transform the employee value proposition in APAC. That is the only way to keep pace with the demand growth of 11.1% or more.
PA: How do you see the balance between investing in people versus investing in technology evolving in the next 3–5 years for APAC cargo players?
RM: The research tells us clearly: 59% of employees have considered leaving. That is the warning sign. Technology investment alone will not solve it. People need training, recognition, and growth opportunities to stay motivated. At the same time, without modern systems, staff will continue to feel frustrated and undervalued. In the next five years, I expect APAC operators to bring these investments closer together. Digital platforms will become the enablers of workforce development, not just operational tools. The companies that align people and technology will be the ones that sustain both growth and loyalty in the years ahead.
PA: What’s your outlook for APAC air cargo over the next few years, and how is IBS Software positioning iCargo to support both growth and the people who power the industry?
RM: APAC is driving the future of air cargo. With demand the strongest worldwide and e-commerce fuelling intra-Asia flows, the region continues to hold up global traffic and performance even amid uncertainties from tariff-induced trade imbalances. The challenge, however, is scaling without exhausting the people who keep the system running.
At IBS Software, we see iCargo as both a growth engine and a workforce enabler. Airlines like China Airlines and Air India are deploying the platform to modernise operations end-to-end, whilst our work with Singapore Airlines on digital shipment records shows how collaboration can reshape data flows across the ecosystem.
For staff, iCargo reduces the daily friction of outdated systems. It automates repetitive tasks, integrates sales through to handling, and delivers real-time visibility. That means fewer manual workarounds, less burnout, and more confidence.
This story was first published in the September-October 2025 issue of Payload Asia.
