Research on the Development Strategy of SF Airlines' Air Logistics

Abstract

Against the backdrop of global supply chain restructuring, the rapid growth of cross-border e-commerce, and the elevation of the low-altitude economy to a national strategic emerging industry, China's air logistics industry is currently at a critical stage of specialization and globalization transformation. Private courier-affiliated aviation enterprises, as the core entities driving the market-oriented development of the domestic air logistics industry, have significant influence on the quality improvement and upgrading of the industry through strategic adaptability adjustments. However, existing research still has obvious gaps in the specialized analysis of corporate strategic planning following the operation of professional cargo hubs. Therefore, this study focuses on the following core research question: In the new landscape following the full operation of Ezhou Huahu cargo hub, how should SF Airlines systematically design a development strategy system to achieve a leap in global competitiveness? Around this core question, four sub-questions are further broken down: What is the current internal and external development environment facing SF Airlines? What is the level of its core competitiveness and where are the gaps relative to its strategic goals? How should a strategic framework suitable for the new development landscape be constructed? What paths and safeguard mechanisms should be adopted for strategic implementation?

This study integrates multidisciplinary theories such as aviation transport economics and corporate strategic management, using literature research, case analysis, and comparative research methods to build an air logistics enterprise core competitiveness assessment model consisting of four dimensions: resource endowment, operational capability, market advantage, and development potential. Taking SF Airlines as the research sample, the study systematically diagnoses its development environment, quantitatively assesses the level of core competitiveness, evaluates the existing strategic gaps, and then designs a development strategy system covering five strategic modules: optimization of an axial hub network, full-chain digital collaborative upgrading, hierarchical global market layout, green low-carbon transformation, and multi-business scenario synergistic value enhancement. It also clarifies phased implementation rhythms, core safeguard systems, and risk control mechanisms.

The results indicate that SF Airlines already has differentiated competitive advantages in the domestic market and operational capabilities, but still shows significant shortcomings in terms of wide-body cargo aircraft proportion, penetration depth in the European and American markets, and green transformation capabilities. Through systematic promotion of the designed strategy system, it can narrow the gap with international giants and ultimately enter the first tier of global air logistics. The research findings provide practical strategic guidance for SF Airlines and serve as a reference model for the strategic transformation of similar private air logistics enterprises,