Smooth operator
Two years ago, Swiss WorldCargo reorganised its management structure (see page 6 of ITJ 17-18 / 2017). ITJ airfreight editor Andreas Haug learnt how well it is currently faring from Christian Wyss, in charge of Swiss WorldCargo’s operational activities. Swiss aviation expert Wyss began his training with Swissair in 1992. He has worked in the freight division of the airline’s successor carrier since 2002.
Mr Wyss, how has Swiss WorldCargo developed in recent years?
We’ve observed greater organic growth recently, because Swiss replaced ten of its 15 Airbus A340s with Boeing B777s, which have 25% more freight capacity. We’ve mastered this disproportionate increase quite well, even though we don’t only serve those destinations with this type of aircraft that are actually particularly interesting for us – such as Hong Kong, Bangkok or cities on the US west coast. We’ve also done rather well in Brazil of late.
How is the Swiss network coming along?
We’ve ordered two B777s; they’re not set to join the fleet as replacements, however, but as additions. We’re also looking forward to flying to a new destination next year – it’s been a while since we last added a station to our network after all, hasn’t it?
If you had a free wish, which city would you choose to add to the network?
Asia is one of our primary foci. The precise destination there is not the key aspect. The name of the new landing place will probably be communicated in a few weeks.
How have markets developed for Swiss and what prospects do you see for 2019?
2018 was an exceptional year. I never tire of repeating this, because it puts the slightly weaker 2019 back into its proper context. The beginning of this year was difficult for a number of reasons, but there’s still hope. I’ve become a little more cautious again of late, also because of developments over the last two months. Hope springs eternal; but there’s no denying that certain markets are simply in decline.
Where do you get your optimism from?
The market for special requirements is going quite well. That’s actually a segment we focus strongly on, which is why we’re always in a position to outperform the market. We’re not exactly immune, I must admit, but we’re robust enough to parry the heaviest impact.
Immune – there’s a key word. How are things going in pharmaceutical logistics?
Very well. 2018’s Iata CEIV Pharma certification process for our entire organisation prompted us to simultaneously review our internal processes to ensure their greater sustainability. At the same time we’re trying to expand the network, together with our partners. The last element of this scheme was the GDP certification in March of our warehouse at New York JFK, which we operate together with WFS.
What is your role in Swiss WorldCargo?
As the person in charge of operations I have to ensure that day-to-day business runs smoothly, thanks to the judicious allocation of resources and the ongoing improvement of our services.
Thanks to our flexible organisational structure we can continue to maintain proxi- mity to our customers and simultaneously respond to their special needs. We receive plenty of praise from our clients on this count. Quality features right at the top of our list of priorities. My role probably corresponds to that of head of operations at any other airline.
What is your approach to digitalisation?
Digitalising our system is our biggest investment and most important current task. As we operate in a very fragile market, we have to perform a permanent balancing act whilst simultaneously responding to a wide variety of technical requirements – from typewriter to blockchain.
How good is the overall degree of cooperation throughout the Lufthansa Group?
One of the first major projects we’re working on with Lufthansa Cargo is a joint CRM system that responds to specific client requirements. In principle, we’ll continue to operate two independent brands in the market, each of whose added value we clearly believe in.
