Abstract
International air cargo hubbing broadly involves two types of operations. Firstly, goods may be brought to a hub in one aircraft to be transhipped onto another aircraft bound for the destination with little storage involved. In the second case, goods which are brought in are stored as inventories in warehouses at the hub and are sent to the markets when the need arises. Over the past two decades, these hubbing activities have evolved with new developments in logistics management by the manufacturing firms, freight forwarders and airlines. This paper examines the intricacies involved in international air cargo hubbing, using Singapore as a case study. It is shown that the rapid growth in air cargo traffic handled in Singapore has come about largely due to careful planning on the part of aviation authorities in terms of identifying and responding to these developments in logistics management. The paper concludes with a discussion of the opportunities and challenges facing Singapore in its attempts to sustain its position as a major air hub in the Asia‐Pacific region.
Published Version
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