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Santiago Alvarez, Commercial Director of LATAM Cargo, analyzes the group's leadership after mobilizing 1 million tons and details the expansion plans towards Amsterdam and Brussels to 2026.
In a highly competitive environment where international airlines seek to gain ground in South America, LATAM Cargo Group reaffirms its position as the leading operator in the region. After a 2025 high operational intensity, We talked with Santiago Álvarez, Commercial Director of the company, to explain the keys to a business model that managed to move more than one million tons last year.
LATAM Cargo leads in the region
The firm's leadership is no coincidence; relies on a massive infrastructure that combines the capacity of 20 dedicated cargo planes with holds (belly) of over 300 passenger planes. This architecture allows the 60% of cargo is concentrated on freighter planes, Meanwhile he 40% remaining takes advantage of the passenger network to reach destinations where demand is more fragmented.
«We are the largest airline by fleet, by network and by number of tons that we move in the region», Álvarez highlights, emphasizing that this growth has been sustained after going from 9 a 20 freighters in recent years.
This ability has allowed LATAM Cargo dominate the routes between South America and USA, but the real recent challenge has been in the Atlantic. During the last year, The company increased its freight frequencies to Europe by 25%, establishing a solid foundation for the expansion plans that are now materializing in 2026.
The company's operation is intrinsically linked to the primary production of the continent. Unlike other global markets focused on manufacturing, the portfolio of LATAM in the region it is defined by perishable products, which requires extremely rigorous cold chain management. From the 250,000 tons of flowers coming out of Ecuador and Colombia, until 85,000 tons of Chilean salmon and 95,000 tons of fruits Peru and Brazil, Logistics must be impeccable to preserve the useful life of the product.
| Product | Origin | Annual Volume (approx.) |
| Flores | Ecuador and Colombia | 250,000 tons |
| Fruits and Vegetables | Peru and Brazil | 95,000 tons |
| Salmon | Chile | 85,000 tons |
In the opposite direction, the import flow from USA and Europe specializes in high added value sectors. E-commerce, the pharmaceutical industry and auto parts dominate cargo manifests, creating an operational balance that supports the profitability of transatlantic routes.
New horizons: amsterdam, Brussels and the role of Ecuador
For this one 2026, the roadmap is clear. The airline will incorporate new strategic destinations into its European network, highlighting the arrival in Amsterdam and Brussels. Although for now direct flights to Asia or the Middle East are not contemplated, The company meets this demand through interline agreements that allow connecting South American production with the Far East through its global partners..
Regarding local operation, Álvarez points out that the approach to 2026 It will not be about adding more aircraft to the subsidiary, but in optimizing operational efficiency. Ecuador remains a fundamental piece of gear. With a flower export volume that is around 115,000 tons per year, The Ecuadorian market has shown remarkable resilience, growing a 16% towards Europe in the last period. Santiago Álvarez is emphatic when pointing out that, although an immediate increase in the number of aircraft based in the country is not expected, the strategic approach to 2026 will be the operational efficiency. The objective is to maximize the available transportation capacity and consolidate the airline as the indispensable strategic partner for national flower growers., especially in critical seasons of high demand.
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