Amazon Air: the “internal service” turned air carrier that is shaking up global logistics

Just a few years ago, Amazon never really talked about “air transport.” The group mentioned an internal organization, a useful fleet to absorb its peaks and keep its promises of ultra-fast delivery. Nothing more. And yet, in silence, this fleet has grown, become structured, and now Amazon Air finds itself in a position that no one would have imagined so quickly: that of an air carrier to be reckoned with.

For a little over a year, the service has no longer been reserved for in-house needs. Manufacturers, distributors, and logistics companies are now booking space on board. According to several user feedback, satisfaction is approaching surprising levels for such a young service — a sign that Amazon applies the same logic to freight as it does to online commerce: respond quickly, correct quickly, move quickly.

The transition from “internal service” to “commercial offering” is not insignificant. Amazon has made a promise that many shippers have long awaited: outside customers’ pallets are not relegated or unloaded at the last minute to make room for Amazon’s volumes. This guaranty, almost banal in appearance, hit the mark with those who have suffered from it in other networks. The group also offered a refundable trial period to reduce the risk of switching and reassure the first customers.

On the fleet side, the group is stepping up its game. The long-haul A330 cargo aircraft allow Amazon to spread its wings beyond American routes. Some observers see it as the first step in a global network; others think the group is methodically testing routes where e-commerce demand remains the most robust. Nothing is official, but no one doubts that Amazon is looking far ahead.

The other disruption is digital. Capacity booking is more like an e-commerce journey than a traditional logistics quote. Displayed options, instant comparison, detailed tracking, real-time dashboard: users easily recognize the Amazon touch, where the interface is sometimes as decisive as the plane.

Opinions remain divided within the profession. Some freight forwarders see Amazon Air as a reliable partner for fast and repetitive flows, particularly around Asia and electronics. Others fear a scissors effect: collaborate today, compete tomorrow. We have seen it in other sectors: Amazon observes, learns, standardizes, and then offers its own solution.

Whether we rejoice or distrust it, one fact stands out: the arrival of a player capable of combining data, technology, and air fleet into a single model disrupts the market balance. Logistics companies no longer wonder if they should work with this type of platform, but how to do it without diluting their role, their value, and especially the relationship with their clients.

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