FedEx has signed a memorandum of understanding (MoU) with South Korean health and beauty retailer CJ Olive Young to provide enhanced logistics support for the company’s growing e-commerce operations between South Korea and the USA.
As part of the MoU, FedEx will provide fast and reliable deliveries for US-based consumers shopping at Olive Young, including through its e-commerce platform. The collaboration will leverage FedEx’s global network, particularly its ground operations in the US, and offer comprehensive e-commerce solutions to enhance customer experience and satisfaction. These solutions include advanced tracking, customized delivery options and picture proof of delivery, all accessible via FedEx Delivery Manager.
“We have been working with Olive Young to provide various logistics solutions to support their cross-border operations, and we are excited to advance our collaboration with this leading K-beauty company to the next level through this agreement,” said Wonbin Park, managing director of FedEx Korea. “We look forward to expanding our strategic collaborations with more Korean companies to support the growth of K-brands as they venture into the global market.”
Author Credits- HAZEL KING Parcel and postal technology INTERNATIONAL
The Delhi High Court has directed e-commerce giants Amazon and Flipkart to take down products that infringe upon the trademarks of Reliance Industries and its subsidiary Jio. Justice Saurabh Banerjee, in an order dated July 10, issued a dynamic injunction prohibiting the listing and sale of goods falsely using the “Reliance” or “Jio” branding
The Delhi High Court has issued a directive to e-commerce giants Amazon and Flipkart to delist products that infringe on ‘Reliance’ and ‘Jio’ trademarks. This order, passed by Justice Saurabh Banerjee on July 10, restrains sellers from using these trademarks without authorisation, Bar & Bench reported. The move comes after Reliance Industries Limited (RIL) filed a suit alleging that several sellers were infringing its trademarks on online platforms.
Justice Banerjee’s dynamic injunction aims to curb the unauthorized use of Reliance’s trademarks, which RIL claims could mislead consumers into believing these products originate from the company. The court recognised that such misrepresentation could result in consumer safety risks due to confusion about the products’ origin. This ruling follows RIL’s assertion that it is active in the fast-moving consumer goods (FMCG) sector, dealing in fresh produce and other groceries through various channels.
The court underscored the importance of protecting brand names and logos, particularly in online marketplaces where consumers rely heavily on these identifiers. The potential for consumer confusion was cited as a significant concern. “Moreover, the products of defendant nos.1 to 21 are sold through online e-commerce platforms where consumers rely on brand name and logos to identify the origin of goods, in such circumstances, if any confusion between such products, if allowed to continue, could risk consumer safety. Therefore, in such circumstances, this Court has to adopt a more cautious and stringent approach for judging the likelihood of confusion and to exercise greater care,” the court stated.
RIL’s legal representation was handled by Advocates Ankit Sahni and Kritika Sahni, alongside their associates from Ajay Sahni & Associates. The legal proceedings have involved various defendants represented by different legal firms, all addressing the allegations of trademark infringement. This courtroom decision highlights the critical nature of maintaining brand integrity in the competitive e-commerce landscape.
Customers can explore the full range of Subway items by visiting the Bolt-Subway page within the Swiggy app
Swiggy has announced a strategic partnership between Bolt by Swiggy, its quick food delivery service and Subway, the globally loved quick-service restaurant brand known for its fresh and customizable subs. Customers across the country can now enjoy Subway’s complete menu, including all signature products like Hot and Cheesy Subs, Sub Cravers value range and Breakfast Specials, delivered in 10 minutes through Swiggy Bolt’s seamless ordering experience. The partnership is live across 125 cities in the country.
The partnership covers the majority of Subway outlets across India. With this integration, customers have access to Subway’s popular offerings, ranging from signature subs, salads, and wraps to sides and beverages, delivered in 10 minutes. Customers can explore the full range of Subway items by visiting the Bolt-Subway page within the Swiggy app.
Subway features prominently within the Bolt section of the app, with a dedicated Bolt tag inside the menu, allowing customers to easily browse and order their favorites with minimal wait time. With a focus on ready-to-pack and low-preparation-time items, Bolt ensures a hassle-free checkout, real-time tracking, and reliable speed, making it the ideal platform for quick-service partners like Subway. It helps in catering to the consumer’s needs as per their requirement from early morning breakfast to meals, snacks and late night cravings.
Sidharth Bhakoo, Chief Business Officer, Swiggy Food Marketplace, said, “Bolt by Swiggy continues to redefine food delivery with speed and convenience at its core. We are thrilled to welcome Subway to the Bolt family, enabling customers across India to enjoy their favourite subs fresh, delivered to their doorstep in 10 minutes. This collaboration underscores our ongoing efforts to partner with iconic brands and enhance customer experience through innovation and operational excellence.”
Tarun Bhasin, CEO, Culinary Brands, said, “As a QSR brand committed to freshness and taste, the emergence of quick commerce has been both timely and transformative. With Bolt, we’re now able to deliver on our core promise of fresh and delicious subs made just the way customers like it, with the added benefit of speed. This partnership with Swiggy has helped us not only improve delivery timelines but also raise the bar on freshness and customer satisfaction. At Subway, we remain committed to delighting customers with innovative products and exceptional experiences.”
With this new investment, WFS can provide a host of value-added services for freight forwarders moving import and export cargo and e-commerce shipments through Copenhagen Airport.
Worldwide Flight Services (WFS), a SATS company, has opened a fourth warehouse facility at Copenhagen Airport to support the expansion of its specialised E-Commerce & Freight Forwarder Handling (EFFH) services in Scandinavia.
The new EFFH building covers an area of 4,800m² and takes WFS’ cargo handling footprint at the airport to over 21,500m², also including its dedicated temperaturecontrolled pharma facility in Copenhagen. With this new investment, WFS can provide a host of value-added services for freight forwarders moving import and export cargo and e-commerce shipments through Copenhagen Airport.
“This is the latest expansion of our presence at Copenhagen Airport to support its growing cargo volumes and thriving freight forwarding community. We know from WFS’ experience at other major cargo gateways that forwarders are increasingly seeing value in outsourcing more of the physical handling aspects of their business to trusted partners like WFS,” said Inge Briand de Crevecoeur, Managing Director Copenhagen at WFS.
WFS’ EFFH service makes freight Ready-for-Carriage, captures weight and cargo measurements, provides security screening, consolidation, and transportation to and from handling agents. It also covers deconsolidation, sorting, and preparing shipments for customs clearance, and onward transportation by road, plus shipment labelling, repacking, crating, and customised screening services.
WFS e-commerce solutions deliver a 1-day total time reduction for international shipments to reach Scandinavian e-commerce customers through fast import sorting & scanning service to expedite customs clearance.
“Our expansion in Copenhagen aligns perfectly with our strategy to grow our e-commerce and freight forwarder handling product across our network,” says Marc Claesen, SVP Northern Europe & Africa at WFS. “We are diversifying our services in an increasingly challenging environment, where speed of handling and real-time information sharing are critical. Copenhagen joins our dedicated E-Commerce & Freight Forwarder Handling facilities in key European gateways such as Belgium, France, the Netherlands, Germany, Spain, and Sweden and we will continue to seek new opportunities.”
Jahez Group will acquire the Qatari e-commerce and delivery company Snoonu in the Saudi company’s first venture into the country and as part of its regional expansion.
Jahez, which is based in Riyadh and listed on the Saudi Exchange, will acquire 76.56 percent of the Qatari company for $245 million.
It will give Snoonu a valuation of QAR1.17 billion ($320 million) and make it the first Qatari startup to cross the QAR1 billion mark.
Shares in Jahez have risen by more than 3 percent since the news was announced on Wednesday.
“This partnership is a win-win for all stakeholders as we expand our presence in the region,” said Jahez CEO Ghassab Al-Mandeel in a press release to the Saudi Exchange.
“Snoonu’s impressive growth journey will be further fuelled by Jahez’s infrastructure and scale, while we gain access to Snoonu’s cutting-edge product engine, talent and high-performance platform across its portfolio.”
Jahez Group already manages a number of e-commerce and delivery platforms, including quick commerce company PIK, ticketing platform Blu and its flagship food-delivery service Jahez. It reported record comprehensive income in 2024 of nearly $50 million, an increase of 47 percent year on year.
Snoonu, which was founded in 2019, delivers food, groceries, and retail products and offers logistics services for third parties.
“This partnership also reaffirms our unwavering commitment to Qatar, a thriving and dynamic market with immense potential,” its CEO Hamad Al Hajri said in the same press release.
Under the terms of the deal, Al Hajri will stay on as chief executive and take a minority stake of 23.44 percent.
Jahez, which was founded in 2016, accounts for around 32 percent of e-commerce deliveries in Saudi Arabia, according to comments made by its chief financial officer Heni Jallouli in March to local media.
It began expanding internationally in late 2021, when it launched in Bahrain, and the following year, when it began operations in Kuwait.
According to Jallouli, its international business accounts for 11 percent of total order values, up from 5 percent in 2023.
The acquisition of Snoonu is subject to approval by the relevant authorities and is expected to close in the second half of this year.
LONDON – A year after Josh Schulman became Burberry’s (BRBY.L) CEO with a mandate to turn the British luxury brand around, investors say they’re pleased with early signs of recovery even though sales are still falling.
Burberry, known for its trademark trench coats and check pattern scarves, is in the early stages of a reboot as Schulman tries to reverse the group’s years of underperformance and return sales and profit to growth.
Analysts expect the group to report on Friday that comparable retail sales fell 3% in the April-June quarter from a year earlier, according to a consensus provided by Burberry. That would mark an improvement from a 6% fall in the January-March period.
Burberry issued a string of profit warnings under previous CEO Jonathan Akeroyd, and Schulman after taking over said the brand had lost its focus on outerwear and recognisable British references, and had strayed too far into a “niche aesthetic”.
Its shares are up around 63% since Schulman took the helm, outperforming luxury peers, and analysts have grown more upbeat in recent weeks, with HSBC saying Burberry has the opportunity to gain market share from rivals.
“We are seeing the improvement in terms of the product range, pricing, marketing, and there are early signs that is leading to a pickup in sales – but it’s early days still,” said Dan Carter, a member of the investment team at Phoenix Asset Management Partners in London.
Burberry’s marketing under Schulman has drawn on its association with British heritage, but in a way that is also contemporary, Carter added.
Burberry typically makes more of its revenue in the autumn/winter season. However, it has been trying to tap into key events of the British summertime, with its most recent “Burberry Festival” campaign timed to coincide with Glastonbury music festival.
The campaign featured hip-hop artist Loyle Carner and music producer Goldie, as well as model Cara Delevingne sitting in a pit of mud in Burberry rain boots, in a nod to Glastonbury’s unpredictable weather.
“They’re a brand that is focusing on outerwear and protection against the weather… so to try and stretch that through the year makes sense,” said Carter.
As part of its turnaround, Burberry announced in May it would cut a fifth of its global workforce, a radical cost-cutting move that investors have welcomed.
LESS EXPENSIVE BAGS, MORE HIGH-END TRENCHES
The brand has moved away from high-priced bags and brought in more affordable models like its recently launched Cotswold range, priced at 1,490 pounds to 1,890 pounds ($2,012.99 to $2,553.39), and the 850-pound Horseshoe crossbody bag – driving its average bag price down by 9% since the start of October last year, according to pricing analysis by Luxurynsight.
“They’re kind of trying to thread the needle of being luxury while shifting the assortment down a little bit,” said Brett Sharoni, senior analyst at Pzena Investment Management in New York, which owns shares in Burberry.
“We had been engaging with Burberry for over a year before we ended up buying – and one of our big pieces of feedback to them was, you know, you don’t really have a right to sell handbags for $3,000,” he said.
Burberry has, though, brought in some higher-priced outerwear products such as a 115,000 yuan ($16,044.65) corduroy trench coat in China, Luxurynsight found, and has broadened its range of outerwear products by 22% since the start of October last year.
Yumi Shin, chief merchandising officer at New York department store Bergdorf Goodman, said she supports the emphasis on the brand’s trademark products, like the classic trench coat and winter accessories.
“We’re continuing to feel optimistic about Burberry’s transformation under Josh’s leadership,” said Shin. “Josh has a merchant’s mindset and understands the necessity to balance fashion and function on the shop floor.”
Hair care giant Schwarzkopf has appointed actress Lindsay Lohan as its newest brand ambassador, joining the likes of celebrity faces Sofia Vergara and Dove Cameron.
The new partnership is an extension of Lohan’s relationship with celebrity colorist, Tracey Cunningham, a Schwarzkopf Professional who has been coloring the “Mean Girls” the actress’s hair for over two decades.
“Tracey is more than my colorist—she’s a trusted creative partner,” said Lohan. “Whether I’m in a new movie or walking a red carpet – there’s only one shot to get my hair color right and it’s often a really tight turnaround. Tracey is the ultimate collaborator, and I love that she takes the time to explain what products she uses and why. I learned about Schwarzkopf through Tracey because the result is so incredible every time and it’s now the only brand I trust in the salon.”
Lohan’s new blonde, unveiled in March this year, is a new variation by Cunningham called “Soft Gloss Blonde”, with the German-owned hair care brand and the colorist unveiling the secret behind the star’s blonde shade.
“Lindsay and I have grown together over the years, and it’s always the most fun having her in my chair,” said Cunningham, who was appointed Schwarzkopf Professional’s U.S. creative director of color & technique, in October last year.
“To take her lighter, Schwarzkopf Professional’s Igora Vibrance and BlondMe were absolute essentials. These formulas allowed me to lift her hair color while maintaining its integrity and shine. It’s imperative that I trust the products I’m using on all my clients. There is zero room for error when working with an A-List celebrity or musician undergoing a color transformation for a film or TV role, a red carpet or a musical performance. I know that I can always count on Schwarzkopf Professional products to deliver.”
Lohan’s new blonde look arrives just in time for the launch of her new film, “Freakier Friday”, which makes its U.S. debut on August.
Meesho is India’s leading online marketplace that empowers small businesses and individual entrepreneurs to thrive in the e-commerce space.
SoftBank-backed Meesho has secured the approval of the National Company Law Tribunal for the redomiciling of Meesho Inc. from the US (i.e., Delaware-incorporated entity) to India by way of a merger of Meesho Inc. into and with Meesho.
Khaitan & Co advised Softbank Vision Fund in relation to this reverse flip. The role of firm included advising on the regulatory aspects in relation to redomiciling to India; review, negotiation and finalization of the composite scheme of merger and demerger; review, negotiation and finalisation of the transaction documents (including but not limited to the shareholders’ agreement for the India entity) in relation to redomiciling; and assisting with execution and closing of the transaction.
The transaction team consisted of BharatAnand (Senior Partner), NidhiKillawala (Partner), Ishaan Chopra (Senior Associate) and Sakshi Garg (Associate).
PranjalPrateek (Partner) advised on the competition law aspects of the transaction.
Bharat Anand and Nidhi Killawala
CMSINDUSLAW advised Elevation Capital and Peak XV Partners in relation to this reverse flip.
The transaction team advising Elevation Capital consisted of StutiAgarwal (Partner), Nishihi Shah (Principal Associate) and Associates – Aparimita Choudhary and Akrama Javed.
The transaction team advising Peak XV Partners consisted of SiddharthManchanda (Partner) and Riya Gupta (Senior Associate).
Stuti Agarwal, Siddharth Manchanda
Meesho is India’s leading online marketplace that empowers small businesses and individual entrepreneurs to thrive in the e-commerce space. Founded with the vision to enable small businesses, Meesho operates primarily as a resale platform, allowing users to start their own online stores without any upfront investment.
Last August, Woolworths launched Australia’s first digital supermarket trolley, allowing customers to scan and bag items and track their spend as they shop in 10 NSW stores. Following a successful trial, Scan&Go Trolleys will be launching in an additional 25 new stores in New South Wales and for the first time, VIC and QLD.
Scan&Go Trolley is the next evolution of Scan&Go, and eliminates the need for customers to use their own mobile device to scan. Using their Everyday Rewards card, customers unlock a tablet style device from the charging wall at the front of the store and attach it to their trolley to start shopping. The Scan&Go Trolley allows customers to control their budget by tracking their spend in real time on the device screen and saving time by scanning and bagging as they go.
Managing Director for Woolworths360, Rob McCartney said “After the initial roll out to ten stores across New South Wales, customers have told us using the Scan&Go Trolley has resulted in a faster and more convenient shopping experience.
“We have noticed that over seventy percent of Scan&Go Trolley users are repeat customers, which supports our expansion into Victoria and Queensland respectively. To add, young families in particular have told us Scan&Go Trolley is helping them balance their budget, as they can track their spending in real time.
“Scan&Go Trolleys are just another way for customers to shop their way and we’re pleased to add another convenient option, alongside our offering of traditional shopping in-stores, being served by a friendly team member, Direct to boot, using self service, Pick up or online delivery.”
The first Scan&Go Trolley launched last year and was developed in-house by Woolworths Group digital teams in close collaboration with supermarket operations to create a seamless in-store and digital shopping experience.
How it Works:
Unlock a device: Scan your Everyday Rewards card to unlock a device and pop it on your trolley.
Scan your items: Scan your items using the built-in scanner, and pack your groceries as you go.
Pay and go: Once you’re ready to check out, head to the self-serve checkout to pay for your shop.
Benefits of Scan&Go Trolley:
Budget Control: Track your spend as you shop, helping you stay within your budget and identify total savings from purchasing products on special.
Save Time: Scan and bag as you shop, eliminating the need to scan items at a checkout.
Enhanced Shopping Experience: Offers a modern and innovative way to shop for groceries.
Scan&Go Trolleys are available in the following stores:
NSW: Erina, Green Hills, Hornsby, Kellyville, Kellyville Grove, Kellyville North, Kotara, Lane Cove, Menai, Mortdale, Neutral Bay Village, North Parramatta, Oran Park, Revesby, Richmond, Rutherford, Schofields Town Centre, The Ponds, Warringah Mall, Windsor.
VIC: Chirnside Park, Malvern, Moonee Ponds (September), Mornington East, Rye, St Helena, Thrift Park.
In the fast-paced world of e-commerce fulfillment, having the right partner and the right technology can make all the difference for retailers looking to offer the quickest and smoothest delivery experience. Liz Morrell investigates
The speed of delivery has long been an intense battleground for e-commerce retailers, and same-day and faster shipping options continue to be important differentiators for enhancing customer satisfaction and loyalty – particularly with expectations set by Amazon.
A new E-commerce Trends Report from DHL, published on June 4, 2025, shows that when asked about improvements they want to see, more than half (52%) of online buyers cited faster delivery, alongside free delivery, free returns, better product descriptions, customer reviews and images. “If delivery is neither fast nor free, we can expect frustrated customers,” says Ryan Hunter, chief commercial officer at DHL eCommerce.
Bo Chen, head of warehouse automation, logistics technology at Cainiao Group, believes the growing importance of delivery speed is a fundamental change. “Delivery speed has evolved from a ‘nice-to-have’ to a key driver of consumer choice,” he explains. “In e-commerce, logistics is no longer just a support function – it’s part of the product.” He points out that a package that arrives more quickly and smoothly creates trust, drives better reviews and increases the likelihood of repeat purchases.
According to Retail Economics’ Ecommerce Delivery Benchmark Report 2025, although fast, flexible delivery is crucial, it also needs to be affordable for both retailer and consumer. This means that efficiency through upgraded fulfillment systems is crucial, which can be both challenging and expensive – especially for small and medium-sized online retailers who might not be able to afford the sophisticated infrastructure they need.
Thus, 3PLs and other logistics partners such as posts are increasingly stepping in to manage the process. It’s big business – a new report, Global e-commerce logistics & e-fulfilment 2025 from TI Insight, says that the global e-commerce logistics market grew 13.6% year-on-year in 2024 to €521.9bn (US$587.3bn).
Enabling faster fulfillment
Advances in logistics technology and more efficient fulfillment processes mean that faster delivery is becoming increasingly feasible for e-commerce retailers. But it also requires such businesses to adapt their supply chains and leverage local warehouses or fulfillment centers to meet the growing demand.
Distributing and storing products across a network of warehouses and fulfillment centers means that retailers’ orders can be routed through the facility closest to the customer.
“By pre-positioning the goods right from their country of origin into local warehouses and fulfillment centers, we can significantly cut down on processes that typically take a long time, such as international transit and customs procedures,” comments Gan Heng, head of commercial at Singapore Post (SingPost).
“Having these local warehouses is a game-changer because it dramatically reduces the travel distance, and all the necessary customs clearance paperwork would have already been sorted out by the time orders arrive. What is left is to fulfill orders and get them out the door at lightning speed. This direct proximity and streamlined processing are what make those super-fast delivery goals, like same-day or next-day service, genuinely achievable and cost-effective,” he adds.
At Cainiao, Chen explains that centers such as these enable retailers to deliver next day to international customers. “For example, we work with a leading cross-border merchant in the bedding sector, but with Cainiao’s smart warehouse and localized warehouse capabilities, local customers can receive their orders as quickly as the next day,” he says.
DHL eCommerce’s Hunter believes such microdepots are even more powerful when aligned with the right data. “When combined with a digital and dynamic inventory management system that is linked to buying patterns and real-time data from your online shop, this can provide substantial benefits,” he asserts.
The role of automation
In addition to better distribution of product, automation is now a must-have to improve delivery efficiencies and speed. AI-powered route planning and smart order allocation systems are also important in the drive to reduce the time to deliver, according to Chen. “From robotic sorting in our hubs to algorithm-driven warehouse distribution, every second we save is a win for both merchants and consumers,” he says.
AI will play an increasingly central role in e-commerce fulfillment efficiency, Chen continues: “We see great opportunity in harnessing AI and data to redefine how e-commerce logistics operates. For example, in our warehouses AI helps to automate sorting, optimize inventory placement and even predict equipment maintenance needs. Image recognition technology is also improving how we classify and handle packages with greater precision.”
AI is helping to drive warehouse management efficiency too: “We’re also using AI to dynamically optimize warehouse layout and machine learning to forecast demand and restock precisely, reducing both out-of-stock risks and excess inventory.”
Alternative delivery options
Alternative out-of-home delivery options such as PUDO and lockers are also helping to accelerate the speed of e-commerce fulfillment, especially in urban and high-density areas where traditional home delivery can be challenging. They also overcome the risk of failed deliveries that can delay an order’s arrival.
“Lockers and parcel shops are very important for delivery economics and consumer convenience, and are highly utilized in countries such as China, and regions such as Eastern Europe and Scandinavia,” says Paul Chapman of TI Insight.
“These networks empower people with the flexibility to retrieve their packages at their convenience, even outside of traditional delivery hours, making the entire delivery process much more efficient and faster overall,” adds SingPost’s Heng.
In Hong Kong, Cainiao has one of the city’s largest last-mile networks. It comprises more than 1,000 self-pickup points and lockers, meaning the company has effectively created 300m pickup zones in which customers are only a few minutes away from collecting or dropping off a package. “This brings true convenience and freedom,” Chen reports. “Customers can send and receive parcels with greater flexibility, often faster than traditional home delivery.”
Francesco Tribuni, sales manager and locker specialist at Bloq.it, describes PUDO and lockers as “like delivery drivers, always on the field waiting for parcels to be delivered or collected”. He believes that as well as convenience, locker networks drive down operational costs. “They can decrease the shipping cost to a few cents per parcel,” he says. “This can lead to discounts of 50-60% versus standard home delivery prices. It’s like email versus fax 25 years ago – we know how that ended.”
Retailers are also making more use of their stores as fulfillment centers. “For retailers with physical outlets, a store-pick option can be an efficient and streamlined solution,” comments DHL’s Hunter. “In addition to the BOPIS [buy online, pick up in store] option, we are observing a growing number of retailers opting for this fulfillment method with us as their logistics partner. We pick up orders from the retailers’ outlets, feed them into our network and deliver them according to the shopper’s preferences.”
Alternative delivery options such as parcel lockers can be more cost-effective than at-home delivery. Credit: Vinted Go
Collaboration and outsourcing
3PLs and OOH delivery providers are working hard with retailers to provide the fulfillment speed the end customer really wants, with many retailers outsourcing e-commerce fulfillment altogether.
Hunter says this is a growing trend. “Our sister division, DHL Supply Chain, has developed significant capabilities, assets and expertise in this area,” he explains. This includes its dedicated global fulfillment network, which covers the entire order handling process – from order acceptance to end delivery and returns management. “This provides customers with scale advantages, as they don’t have to invest in these assets and expertise themselves,” Hunter adds.
SingPost has built a suite of warehousing and fulfillment services to complement its last-mile deliveries and meet the needs of retailers who don’t have the scale to invest in their own warehousing and fulfillment networks. “Our unique proposition of letterbox deliveries enhances our delivery options, including express services, scheduled deliveries, convenient letterbox drops, PUDO services and secure parcel locker networks,” Heng says. “This focus on infrastructure flexibility and customer convenience directly translates into a faster and more efficient end-to-end fulfillment experience.”
Heng adds that further investment will enhance SingPost’s e-commerce fulfillment services. “In our Regional eCommerce Logistics Hub, we’re investing S$30m [US$23m] in new sorting equipment that will triple our current sorting capacity from 100,000 small parcels a day to 300,000,” he explains. “We’re also building up our data capabilities, investing in both the tools and the people who can look at multiple aspects of logistics operations to drive efficiency and provide our customers with valuable insights.”
It’s this continuous drive for innovation that will help logistics partners continue to meet retailers’ needs, allowing them to deliver at the increased speeds that their customers are demanding.
Driving delivery speed expectations
Marketplaces are driving a change in delivery expectations. According to the Retail Economics report, nearly half (48%) of shoppers are planning to shop more often on marketplaces in 2025, where fast fulfillment options such as same- and next-day delivery are often favored.
Naturally, Amazon is one of the biggest drivers of expectations around delivery speed. Its Multi-Channel Fulfillment 3PL division, for example, automatically distributes the inventory of sellers across Amazon’s fulfillment network. This enables stock to be located close to customers, ensuring such inventory is easily accessible and enabling fast delivery.
Stock is distributed by Amazon based on its machine-learning software center, which analyzes sales data, demand forecasts and retailers’ business plans and priorities. It’s the type of best practice that other logistics companies are trying to emulate, according to Bloq.it’s Francesco Tribuni. “If you have an Amazon Prime subscription, you will take speed for granted,” he says.
“Amazon has made clear that it is possible to order until late evening and have your product delivered the next day – or in a few hours, where same day is available – because of its end-to-end model. This has taught us what it means to be smart and always customer-obsessed,” he adds.
This strategy is delivering results. Amazon says it hit its fastest speeds ever for Prime members in the UK in 2024, with more than one billion items arriving the same or next day, and same-day delivery now available for 81 towns and cities across the country.
The company is also accelerating delivery speed using drones. It has delivered thousands of packages to customers in the US in under 60 minutes since launching its drone capability in 2022. Amazon’s first drone deliveries in the UK will be from its Darlington fulfillment center once the relevant permissions are in place.
Meanwhile, Bloq.it has worked with marketplace Vinted to speed up the company’s e-commerce logistics fulfillment. “We supported the setup of Vinted Go in France when they chose to build their own logistics arm, now expanding into Benelux, Spain and Portugal,” confirms Tribuni.
Changing the customer experience through innovation
“Ten years ago, most e-commerce packages came with multicopy paper labels, and sorting was done entirely by hand. It was slow, error-prone and impossible to scale,” says Cainiao Group’s Bo Chen. He claims that Cainiao helped change this by introducing e-waybills in China, digitalizing parcels and enabling real-time tracking and optimized delivery routes powered by big data.
“We also began investing early in warehouse automation – exploring robotics as early as 2015,” he continues. “Today, our automation and digitalization capabilities have been widely recognized by global partners across e-commerce, retail and logistics. These capabilities have become exportable and communalized products. We’ve formed global tech partnerships to support end-to-end warehouse and distribution automation upgrades in Europe, Asia and the Americas, providing everything from warehouse design to on-site execution.”
But there are more powerful innovations to come. “One of our most exciting breakthroughs is our fleet of L4 autonomous delivery vehicles,” Chen adds. “These self-driving vans are already operating at scale across pickup points in China and have proved their reliability, especially during peak seasons. They reduce cost, improve delivery efficiency and offer a powerful glimpse into the future of urban last-mile logistics.”
Author Credits- LIZ MORRELL Parcel and postal technology INTERNATIONAL
Changing the customer experience through innovation