U&I Air Freight: Solving the End-to-End Air Freight Equation

A VLR reporter spoke with Mr. Pham Duc Hung – Head of the Air Freight Business Unit at U&I Logistics Corporation – about the company’s distinctive strengths, its 2026 development roadmap and the long-term vision of U&I Air in the air cargo supply chain.

– In your opinion, what are the most outstanding strengths of U&I Logistics in its current Air Freight services?

Mr. Pham Duc Hung: The greatest strength of U&I Logistics lies in our air-freight infrastructure and our ability to control capacity and service quality. At present, we have more than 40 formal contracts with airlines and GSAs of various sizes around the world, and a network of agents operating across all continents. Thanks to this, U&I Air is not dependent on just a few airlines or a handful of specific routes. We can flexibly choose the optimal option and solution for each shipment and each cargo flow, tailored to its specific characteristics.

In addition, we maintain stable BSA and allotment volumes with key airlines such as Turkish Airlines, Qatar Airways and others. This is the “key” that allows us to secure hard space even during peak seasons, guaranteeing flight slots for customers when demand suddenly surges. When the market is volatile, these volume commitments help U&I stay proactive, rather than being caught off guard by capacity shortages or unexpected price spikes.

Another strength is our strong international agent network, which covers almost all major import–export markets and is built on two-way, mutually supportive relationships. With this experienced network, U&I can deliver truly door-to-door services, not just “door-to-airport” as many other providers do. From pick-up and procedures at origin to final delivery at destination, there is always U&I staff or trusted partners directly in charge.

In terms of value-added services, U&I is oriented towards end-to-end solutions. We handle almost all steps for customers: customs clearance, quarantine, certificates of origin (C/O), document processing, coordination of handling at airports and advising on the most suitable flight options for each type of cargo. Customers can focus on their core business while U&I Air takes care of the rest.

Finally, our capacity to handle complex and sensitive cargo categories is a clear competitive advantage. Our teams are professionally trained and have many years of experience with shipments that many other providers are often reluctant to accept, including:

A deep understanding of the regulations, safety standards and specific requirements of each cargo group helps U&I minimise risk and significantly shorten processing time for customers.

– How is U&I Logistics helping customers solve their pain points when they choose Air Freight?

Mr. Pham Duc Hung: When they turn to air-freight services, customers often face three challenges at once: timelines, costs and regulatory compliance. Many businesses do not have a dedicated logistics department and are unfamiliar with aviation regulations, which makes it easy to run into missing documents, incorrect declarations or poorly chosen routes that generate unplanned costs.

The role of U&I Air is to sit down with customers and solve an optimisation problem – not just quote a freight rate. We always start by listening carefully to their real needs: how quickly they need the cargo to be delivered; any special requirements for storage and handling; preferences on schedules; whether they can accept transhipment or only point-to-point services; and what their budget constraints are. Based on that, our experts propose multiple options in terms of routes, carriers, transit times and service levels for the customer to choose from.

In terms of service scope, U&I can provide a complete end-to-end package:

• Consulting and assistance with certifications and inspections for specialised cargo (food, pharmaceuticals, dangerous goods and so on)
• Customs clearance, quarantine procedures, C/O, registration for specialised inspections, ensuring that compliance documents are correct from the outset
• Door-to-door services in most countries through our global agent network, so customers do not have to work with multiple intermediaries

In short, U&I Air strives to turn customers’ pain points into technical challenges for our own teams – and then deliver the most comprehensive and optimised solutions within real-world constraints.

– In what ways does U&I’s Air Freight operating model differ from competitors on the market?

Mr. Pham Duc Hung: The biggest differentiator of U&I Air lies in its flexibility and high level of operational autonomy in responding to market changes. Because we hold multiple direct contracts with airlines and manage stable cargo flows and routes, we can proactively handle ad hoc shipments that arise during the day – even when the requirement is “ship now, no delay allowed”.

In practice, there are many situations where customers only notify their export needs a few hours in advance. If they have to go through several layers of intermediaries, it becomes very difficult to secure flight slots in time. With U&I, our sales and operations teams work closely together and can liaise directly with airlines to reserve space, confirm schedules, complete documentation and make declarations within the same day, instead of pushing the risk to the next day.

For complex cargo or documentation, the professionalism and hands-on experience of our staff become even more important. From DG, live animals and pharmaceuticals to vaccines, cosmetics, frozen seafood and human remains, U&I has developed detailed procedures, required-document lists, safety checklists and realistic timelines. As a result, many special shipments can still be fully processed within the day, provided that customers supply the necessary information in time.

In short, instead of merely selling air-freight rates, U&I Air is operating as a kind of mini “control tower” for customers in the air segment, where information, decisions and workflows are coordinated centrally.

– How has U&I built its core air routes and airline partnerships?

Mr. Pham Duc Hung: U&I’s strategy is to be a leader in Air Freight, so from the outset we have built our airline network with the aim of “covering the map and going deep on each lane”. We now have contracts with almost all of the key airlines serving Vietnam’s import–export market.

In terms of route coverage, U&I Air operates on a global scale, including:

• Southeast Asia and Northeast Asia – serving intra-Asian trade flows and supply chains for components, electronics, agricultural and seafood products, and fruits
• The Middle East – a crucial gateway connecting to Europe and Africa
• The EU, North America, South America and Australia – Vietnam’s major export destinations, especially for seafood, fruits, textiles and garments, electronics and more

Our customer portfolio is also very diverse. Alongside direct customers such as factories and exporters, around 50% of U&I’s volume is sold to other forwarders. This is a very demanding customer group; they compare services, prices and flight frequencies day by day and week by week.

To serve the forwarder market well, U&I must consistently maintain three elements: competitive pricing, reliable service and stable flight frequencies on multiple routes. That effectively means every airline we work with is a key partner, not just a few “star” carriers. If we are weak on any given lane, we will quickly lose our advantage in the forwarder segment on that route.

In terms of cargo structure, perishable goods and shipments from factories currently account for the largest share. However, U&I Air still regards forwarders as a strategic pillar, because they provide a stable base volume that strengthens our position when negotiating allotments, BSA and better rates with airlines – benefits that we can then pass on to our direct customers as well.

– What are U&I’s development priorities for the Air Freight segment towards 2026?

Mr. Pham Duc Hung: Up to 2026, U&I Air is focusing on selective growth rather than chasing volume at all costs. In terms of routes, we prioritise:

• Continuing to develop perishable cargo – especially fruits, seafood and processed food – which are among Viet Nam’s natural strengths, in order to maximise value across the entire chain
• Focusing on lanes to Northeast Asia, the Middle East, the EU and Canada, where demand is growing strongly and service requirements are high – a good match with U&I’s strengths in quality and reliability
• Expanding our presence in more demanding markets such as the United States by increasing allotments and BSA and deepening strategic partnerships with airlines that have strong networks there

One of our key goals is to “solve the end-to-end equation” for perishable cargo: from harvest, preliminary processing and inspection to documentation and certification, cold-chain transportation and final delivery at destination markets. Once we can manage this value chain from end to end, U&I Air will no longer be just a transport provider but a solutions partner for agricultural and seafood exporters.

In parallel, we are investing more in IT systems, real-time tracing platforms and shipment management dashboards, and in connecting data with airlines and agents in order to enhance the customer experience, shorten response times and improve incident handling.

– What is the long-term vision for U&I Air Freight?

Mr. Pham Duc Hung: In the long term, U&I Air aims to be recognised as the “end-to-end door-to-door problem solver” for customers in the air segment. In practical terms, this means that when customers think of U&I, they do not just think of an air-freight rate, but of a comprehensive logistics solution that helps them bring products to market faster, more safely and more cost-effectively.

Our overarching orientation is to grow both broadly and solidly. “Broadly” refers to route networks, markets and cargo types; “solidly” refers to service quality, financial strength, human resources and compliance. We do not want to be seen merely as a “rate seller”. Even though U&I has strong bargaining power on freight rates, the core of our strategy is to sell services and added value – building highly connected service packages that link air, sea and land transport and integrate warehousing, distribution and customs procedures.

Going forward, U&I Air will continue to:

• Invest in specialised teams for specific cargo groups, markets and airlines
• Upgrade digital systems so that customers can book space, track shipments and receive comprehensive reports on a unified platform
• Strengthen internal linkages between Air Freight and Sea Freight, Contract Logistics, warehousing and distribution units to create seamless, end-to-end service chains

Our ultimate goal is to help customers reduce the number of “touch points” in their logistics chains so that they can entrust their shipments to a single partner from pick-up to final delivery. When we can achieve that at scale, U&I Air Freight will not only break through in the domestic market but also stand a real chance of becoming a strategic partner of multinational corporations across global supply chains.

– Thank you very much for this insightful discussion.