The future role of the GSSA

The traditional GSSA model is evolving from sales representation towards broader strategic outsourcing partnerships. As airlines gain more direct market access and digital tools reduce the need for transactional support, GSSAs must add value through commercial expertise, technology, specialist services and total cargo management capabilities. Digitalisation is reshaping the role of cargo service providers by shifting employees towards higher-value activities rather than replacing them. Companies such as AERION are investing in technology, training and new capabilities to support functions including revenue management, flight supervision and specialist cargo services. Scale, diversification and network resilience are becoming critical competitive advantages in a volatile air cargo market. By expanding beyond traditional GSSA activities and building broader service portfolios across regions such as Asia-Pacific, providers can better manage disruption, capture new opportunities and remain relevant to airline partners. The traditional GSSA model is changing as airlines gain greater access to markets, technology reduces the need for transactional support, and outsourcing expectations become increasingly sophisticated. Rather than competing solely on sales representation, the next generation of cargo service providers will need to combine commercial expertise, digital capability and operational knowledge to remain strategically relevant. By integrating commercial services, technology platforms, specialist expertise and total cargo management capabilities, the opportunity is to create broader outsourcing partnerships that deliver measurable value to airlines. “The scope of the GSSA will reduce progressively because airlines have more and more capacity to have access to the market compared to a few years back. You need to absolutely change, modify or grow the GSA activity so that it brings added value to an airline. We can only exist if we bring added value compared to their own organisation,” Adrien Thominet, Chairman & Founder of AERION, stated. Beyond the traditional model The pressure facing GSSAs is not driven solely by competition, but by the changing economics of airline operations. As digital platforms improve market access, visibility and commercial decision-making, some traditional activities are becoming less dependent on local representation. The implication is that GSSAs must evolve from transactional providers into strategic partners capable of supporting wider operational requirements. Digitalisation is central to this transition. While automation is often viewed as a threat to traditional business models, technology should instead enable organisations to redeploy expertise towards higher-value functions. The strategic opportunity lies in using digital tools to improve productivity while strengthening employee capabilities. “Digital is an opportunity where you are shifting some of the activities, but protecting our staff is protecting our biggest asset anyway. We are training and requalifying our staff so they can move from bookings into revenue management, flight supervision and other functions. I see digital transformation as a booster from a labour cost point of view and from a social point of view, rather than a risk of disruption,” he explained. Operational capabilities Fragmentation has historically been a challenge across the GSSA sector, with different specialist services often operating independently. The emergence of broader commercial holdings reflects an attempt to address this by bringing together multiple capabilities under a single structure, allowing airlines to access individual services or combined solutions depending on their operational requirements. This approach provides greater flexibility because airlines can select specific capabilities while retaining the option of a wider partnership. The shift is less about replacing the existing GSSA model and more about expanding its relevance through additional expertise in areas such as technology, pharmaceuticals, e-commerce and total cargo management. “Initially, we wanted AERION to be more like a consultant to our airlines, advising them on diversification of outsourcing solutions. We realised that AERION is much more a commercial holding of everything we have created under our group. It gives more substance because we can discuss and deal with different activities within one corporate relationship,” Thominet said. However, creating these capabilities requires significant investment, something that has traditionally been difficult within a sector where airline contracts can be terminated within relatively short timeframes. Developing digital platforms and new services requires confidence that the long-term value will outweigh the immediate financial commitment. “One weakness of our business model could be that an airline can decide to terminate your contract in one day, and you lose it after a short period. It is complicated for