ITL Corporation - ITL Expert - MS. MERINDA CHANRYNET - Cargo Manager ITL Cambodia Aviation

03/21

ITL Expert - MS. MERINDA CHANRYNET - Cargo Manager ITL Cambodia Aviation

“As a Head of Cambodia AVS team, I do set the strong commitment to secure and grow business out of Cambodia as efficiency and sustainability. We believe there will be new opportunities to come after N-covid and we are staying as good team to take those opportunities.”

As a Cargo Manager of ITL Cambodia Aviation, can you please share about the impacts of the Covid-19 pandemic on Cambodia air cargo market and how did those impacts cause difficulties for ITL Cambodia Aviation?

The overall Cambodia air export was sharply dropping by 26% for 2020 due to the fact of worldwide demand decreasing especially the side impact by less consuming from EU and US during Covid pandemic.

The worldwide flight operation network is cut-down very immediately because of Passenger restrictions which highly impact to overall cargo capacity; hence, the airfreight yield is sharply increased with limited capacity.

The garment demand in Cambodia is reduced but still there; However, the space ex PNH and beyond is very limited with high yield due to the worldwide demand of PPE with greater yield and more priority.

More than that, ITL has facing big wave because of all offline carriers are freeze during N-covid and need to standby for network resumes back to normal for AF, HA, 3X etc. Also a change in our online GSA (General Sales Agent) sales since Sep 2019 also had impact on our dropped capacity.

How could ITL Cambodia Aviation team adapt to the situation and what were the solutions for ITL Cambodia team to overcome the difficulties and achieve the business goal?

During this big wave and storm, while all other offline GSAs are hibernating, as a head of AVS team in Cambodia, I had driven the ship into other direction, that we has to adapt into new business concept model, so called “Master Consolidation”. This new model is a hybrid between GSA concept and CSA (Cargo Sales Agent) concept, in which ITL AVS in PNH is a consolidator who offers proper solutions on our partnered airlines to freight forwarder customers in the market.

This business concept has overcome the difficulties of AVS in Cambodia during this tough situation which all AVS team need to base on our sales credit (in Cambodia Market) via trust/reliable, and relationship, and the healthy finance and cash flow of our company, we have adapted this business model very immediately and successfully.

Could you please share about the business strategy of ITL Cambodia Aviation in the upcoming period to continue its growth and contribute to the "long runway" ahead of ITL Corporation in general and Aviation division in particular?

During Covid Pandemic, the situation is very unforeseen and every moment can be changed and swift out of anyone control.

However, as a Head of Cambodia AVS team, I do set the strong commitment to secure and grow business out of Cambodia as efficiency and sustainability based on below:

Our team experience in GSA, and aviation industries
Our Company and team reputation, and credit performance in the market
Our customer service centric by providing solutions to our customers, build trust and relationship with all business partners
Looking new business and secure new customers account
Save cost and not relevant expense to contribute into long runways
Motivate to team to grow multi skill and work more independently

We believe there will be new opportunities to come after N-covid and we are staying as good team to take those opportunities.