- Raoul Sreenivasan is expanding his Amazon Air responsibilities to include Amazon Transportation Services, taking on a broader leadership role covering the company’s middle-mile transportation operations.
- His expanded remit brings Amazon Air, North American surface transportation, trucking and sortation centre operations under a more integrated network structure, linking air cargo with the ground infrastructure that moves packages towards delivery stations.
- The move comes as Amazon continues to build its logistics business beyond its own e-commerce operation, including the expansion of Amazon Supply Chain Services, which offers freight, air, fulfilment, distribution and parcel-shipping capabilities to external businesses.
Amazon Air leadership expands as e-commerce giant integrates middle-mile network
Amazon is bringing a broader section of its transportation infrastructure under the leadership of Raoul Sreenivasan, expanding the Amazon Air executive’s remit to include the company’s middle-mile operations.
Sreenivasan will take on responsibility within Amazon Transportation Services, the organisation responsible for moving packages and freight through the critical stage between fulfilment centres and delivery stations.
The expanded role brings air and surface transportation closer together within a single operational structure, reflecting Amazon’s continuing effort to integrate the different modes and facilities that underpin its vast fulfilment and delivery network.
According to Sreenivasan’s professional profile, his responsibilities now extend across Amazon’s global aviation network, North American surface transportation, trucking operations and sortation centre activities.
The change represents a significant broadening of his role at a time when Amazon is increasingly positioning its logistics infrastructure not simply as an internal support function, but as a technology-enabled transportation network capable of serving external customers.
Bringing air, road and sortation under one network
The middle mile is a crucial component of Amazon’s logistics architecture.
After an order is processed at a fulfilment centre, goods must move through a sequence of transportation and sorting operations before reaching the local delivery network. That journey can involve trucks, aircraft, intermodal transport and sortation centres, depending on the shipment’s origin, destination and delivery requirements.
Amazon has spent more than a decade building this infrastructure around its own e-commerce requirements.
Sreenivasan’s expanded role is intended to bring those individual components into a more connected operating structure.
In a social-media post announcing the change, Sreenivasan said Amazon was bringing its air operation together with ground transportation and sortation teams under one connected network. He argued that integrating the operations should support faster decision-making, more coordinated planning and a smoother journey for packages moving through the system.
The significance is particularly clear for Amazon Air.
Air transport provides speed across longer distances, but its effectiveness depends on what happens before and after an aircraft flight. Aircraft need cargo to arrive at the right time, sortation centres must process shipments efficiently, and ground transportation must connect those facilities with fulfilment and delivery stations.
By placing these activities within a more unified organisational structure, Amazon can seek to coordinate capacity and routing decisions across modes rather than treating air and surface transportation as separate operational functions.
Amazon Air becomes part of a broader transportation platform
Amazon’s air cargo operation has grown substantially from its original role as an internal transportation solution for Amazon packages.
Today, Amazon’s official air cargo offering says its network comprises more than 100 aircraft and 250 daily flights, operating seven days a week. The company offers ad hoc, charter and blocked-space services for time-sensitive and specialised cargo.
The air network operates alongside a large surface transportation infrastructure.
Amazon Freight currently lists more than 80,000 trailers and more than 24,000 intermodal containers, providing full-truckload, less-than-truckload and intermodal services.
The scale of the combined network makes coordination increasingly important.
An aircraft can accelerate the movement of a package or shipment between regions, but the overall delivery timeline depends on the performance of the entire chain. A delay at a fulfilment centre, missed connection at a sortation facility or shortage of trucking capacity can undermine the speed advantage provided by air.
Integrating the operational planning of these different assets therefore has the potential to improve network responsiveness.
Sortation centres provide the critical link
Sortation centres are particularly important within this model.
They sit between fulfilment operations and the final delivery network, consolidating and directing packages according to destination. Their position within the network means that transportation decisions and sortation capacity are closely interconnected.
Bringing sortation operations into the same broader organisational remit as aviation and surface transportation could allow Amazon to make more coordinated decisions about where shipments should move and which transportation mode should carry them.
For an e-commerce network operating at Amazon’s scale, even relatively small improvements in network coordination can potentially translate into significant changes in throughput, utilisation and delivery performance.
Amazon’s logistics ambitions extend beyond its own packages
Sreenivasan’s expanded responsibilities also arrive during a broader transformation of Amazon’s logistics business.
In May 2026, Amazon launched Amazon Supply Chain Services (ASCS), opening parts of the infrastructure and technology developed for its own supply chain to other businesses, regardless of whether they sell through Amazon.
The offering spans several areas, including freight, air transportation, fulfilment, distribution and parcel shipping.
Amazon describes the service as a way for businesses to use individual logistics capabilities or combine them into an integrated end-to-end supply chain. Its official platform highlights services ranging from ground freight and air freight to warehousing, fulfilment and shipping.
That expansion changes the strategic significance of Amazon’s transportation assets.
Infrastructure originally built primarily to support Amazon’s retail operation is increasingly becoming a commercial logistics proposition in its own right.
A transportation network built for scale
Amazon says it has built its logistics network over more than 20 years, developing infrastructure designed around speed, reliability, flexibility and technology.
Its current supply-chain platform describes a network handling billions of items annually and encompassing fulfilment centres, trailers, containers and aircraft.
The company’s freight operation has also continued to expand. Amazon Freight announced in March that its North American fleet had reached 80,000 dry-van trailers, up from 70,000 a year earlier.
That growth demonstrates the scale of the surface network that now sits alongside Amazon Air.
For Amazon, the strategic opportunity is to use those assets collectively rather than as isolated transportation businesses.
Air cargo’s role in the middle mile
Amazon Air occupies a distinctive position in this structure.
Unlike conventional cargo airlines that primarily serve airport-to-airport freight markets, Amazon Air was developed around the specific requirements of an integrated e-commerce network.
Its flights connect Amazon fulfilment centres and delivery infrastructure, helping move packages rapidly between geographic regions.
The airline therefore operates as one component of a much larger logistics system.
With Sreenivasan taking on a broader transportation remit, that relationship becomes even more explicit. The role places aviation within a wider middle-mile strategy encompassing aircraft, trucks, trailers, containers and sortation facilities.
The move could allow Amazon to coordinate transportation choices more dynamically, using different modes according to shipment urgency, network capacity and destination.
External logistics services add another dimension
The expansion of ASCS makes this integration commercially significant as well.
Amazon’s official supply-chain platform now offers businesses access to air freight for time-sensitive and specialised shipments, alongside ground freight, fulfilment and parcel services. Its air cargo proposition includes support for pharmaceutical, temperature-sensitive and dangerous goods shipments.
The company is therefore moving towards a model in which logistics services developed for Amazon can be offered independently to other businesses.
That creates potential new revenue opportunities while increasing the importance of efficient network management.
As more external freight enters the system, Amazon will need to balance the requirements of its own e-commerce network with those of third-party customers seeking reliable transportation capacity.
Technology becomes the connective layer
Technology is central to Amazon’s approach.
The company’s freight operations use GPS tracking, digital booking and real-time shipment information, while its broader supply-chain proposition emphasises visibility, technology-enabled routing and network optimisation.
This technology layer becomes particularly important when multiple transportation modes are managed as one network.
A shipment can be tracked through fulfilment, surface transportation, sortation, air transportation and final delivery, allowing operational teams to adjust routing or capacity decisions as conditions change.
For Amazon, the objective is not simply to own more transportation assets. It is to make those assets work as a connected system.
The next phase of Amazon’s logistics expansion
Sreenivasan’s expanded role is therefore taking place against a much broader evolution of Amazon’s transportation strategy.
The company has built one of the world’s largest private logistics networks to support its e-commerce business. It is now increasingly opening that infrastructure to outside businesses through Amazon Supply Chain Services and related transportation offerings.
The integration of Amazon Air with ground transportation and sortation operations could become an important part of that strategy.
For air cargo, the development highlights a wider industry trend: the value of an aircraft increasingly depends on how effectively it connects with the logistics network around it.
Amazon’s model is built around that principle. Aircraft provide speed, trucks provide flexible surface connectivity, sortation centres organise flows and technology coordinates the movement between them.
Sreenivasan’s expanded responsibilities bring those elements closer together at the leadership level.
As Amazon continues to commercialise its logistics capabilities, the next challenge will be turning the sheer scale of its transportation infrastructure into a consistently integrated service for both its own operations and external customers.
The result could further blur the traditional boundaries between e-commerce, airline operations, trucking, fulfilment and third-party logistics — with Amazon increasingly positioning itself as an end-to-end transportation and supply-chain provider rather than simply a retailer with a large delivery network.
