As part of its €500m (US$569m) investment in its life sciences and healthcare (LSHC) infrastructure in the Asia Pacific region, DHL Supply Chain has opened a dedicated pharmaceutical logistics facility in Singapore.
The €10m (US$11.3m) Pharma Hub at 8 Jurong Pier in Singapore features specialized temperature-controlled zones including ambient (15-25°C) and cold room (2-8°C), ensuring precise storage conditions for sensitive healthcare products.
It is good manufacturing practice compliant with advanced cold chain infrastructure, including airtight loading docks and dedicated anterooms, ensuring uninterrupted temperature stability throughout the logistics process. Plans are in place to enable pharma-related value-added services including redressing activities.
“At DHL Supply Chain, we are committed to supporting the rapidly growing LSHC sector in Asia Pacific where there is a growing demand for transformative healthcare solutions due to longer lifespans, personalized treatments and rising consumer expectations,” explained Javier Bilbao, CEO, DHL Supply Chain Asia Pacific.
“By 2030, the region’s medical market is projected to reach US$138bn, reflecting the critical need for resilient and efficient supply chains. As part of DHL Group’s Strategy 2030, we have invested ahead to strengthen our infrastructure and capabilities, ensuring we can meet the evolving and increasingly complex needs of our customers.
“Our investment goes beyond building warehouses or expanding networks. It is about building a foundation across all our business units that enables faster, more reliable delivery of life-saving medicines and healthcare products,” Bilbao continued.
“In a region where healthcare demand is surging, we enable our customers to focus on innovation and patient care. At the same time, we handle the complexities of supply chain management across all logistics touchpoints – from storage, order fulfillment and distribution to global shipping and last-mile delivery. This is how we deliver real value: by turning challenges into opportunities and ensuring that every link in the healthcare supply chain works seamlessly.”
Globally, DHL Group has announced an investment of €2bn (US$2.2bn) by 2030 to boost integrated healthcare solutions. It also recently acquired Cryopdp, a specialty courier providing end-to-end temperature-controlled solutions and white-glove services designed for the LSHC industry.
Author Credits- HAZEL KING, Parcel and postal technology INTERNATIONAL
PostNord has announced it will invest SEK1.1bn (US$112m) in a new state-of-the-art, sustainably built terminal for parcel and pallet handling in Vaggeryd, Jönköping County, Sweden.
The terminal is scheduled to open in 2028 and is the company’s largest construction project ever, with a handling capacity of 25,000 parcels per hour – the highest capacity in Sweden, according to PostNord.
“We see a trend where parcel volumes are growing and we need to expand our terminal network in Sweden,” explained Peter Gisel Ekdahl, CEO of PostNord Sweden. “We have established new terminals in Växjö, Örebro, Helsingborg and, most recently, in Norrköping over a number of years. We see an expanding e-commerce market and the establishment in Vaggeryd will create good conditions for us to continue to be the leading player in parcels and logistics in Sweden.”
The new terminal will have a high-tech sorting machine with over 1,000 sorting directions to enable productive and faster handling of goods flows from all over the country. The roof is being prepared for solar panels with possible associated battery storage, and the site will also be equipped with charging infrastructure to contribute to PostNord’s goal of having a fossil-free vehicle fleet by 2030. The building is designed to enable a higher degree of automation than any previous terminal.
“This is more than just a new terminal – it’s an investment in smarter, more sustainable and futureproof logistics. We are not only building for today’s needs but also for the future,” commented Bengt Viktorsson, principal project manager for the construction project.
The terminal will be certified according to BREEAM Very Good or Miljöbyggnad Silver, which ensures that the building meets high standards of energy performance, indoor environment and sustainability. The property company Infrahubs has been commissioned to build the terminal.
“Infrahubs is very proud to be working with PostNord to develop and build this modern and sustainable parcel terminal in a very good strategic location. The collaboration with PostNord confirms that Infrahubs has a leading position and an attractive offer for the logistics and distribution of the future,” said Andreas Ekberg, co-owner of Infrahubs.
Author Credits- HAZEL KING, Parcel and postal technology INTERNATIONAL
Walmart has signed a deal for a second office space in the southern Indian city of Chennai, which is fast emerging as a major technology center after being known for years as a manufacturing hub.
Global companies are increasingly, opens new tab setting up local hubs in India to support their daily operations, research and development and cybersecurity, which has benefitted commercial real estate developers in cities such as Bengaluru, Hyderabad and Pune.
Chennai, traditionally known for being a manufacturing hub, is now seeing global corporate interest in setting up tech hubs, from major companies such as AstraZeneca, opens new tab, UPS, and Pfizer.
Walmart has leased an area of over 465,000 square feet – roughly the size of eight football fields – for an initial period of five years, starting this November, according to a document seen by Reuters on Wednesday.
Although Walmart does not run supermarkets in India yet, it has tech offices in cities such as Chennai and Bengaluru. The Bengaluru office, which employs 8,000 workers, is its biggest tech hub globally.
Walmart did not immediately respond to Reuters’ requests for comment.
The service is live in NCR, Bangalore, and Mumbai, with plans to expand to 5 more cities, including Chennai, and 120 marketplaces and brands in the coming quarters, the release said
Quick commerce logistics start-up Zippee has launched Blaze, its new 60-minute delivery service for online marketplaces across India.
The inaugural cohort of marketplace partners includes Vaaree, Supertails, Haldiram, Mondelez India, and Clinikally, reflecting growing consumer demand for quick commerce and a broadening of faster fulfillment beyond grocery essentials, says a release.
The service is live in NCR, Bangalore, and Mumbai, with plans to expand to 5 more cities, including Chennai, and 120 marketplaces and brands in the coming quarters, the release said.
Founded in 2021, the Gurgaon-based start-up integrates with brands and e-commerce platforms, enabling direct deliveries to customers through their own channels. It uses a network of dark stores and last-mile fleets across 13 cities to power same-day, 2-hour, and now 60-minute deliveries for eligible SKUs.
Zippee has raised $8.5 million funding to date from a consortium of investors, including South Asia Technology Partners, FMCG giant Haldiram Snacks, and notable angel investors such as Kunal Shah, Peyush Bansal, Ashneer Grover, Paramdeep Singh, Tanmay Bhat, Arjun Vaidya, and Raj Shamani, the release said.
LVMH shares sank 7.8% a day after the group reported a 2% drop in Q1 sales to 20.3b euros
French group Hermes overtook LVMH as the world’s most valuable luxury company on Tuesday after shares in the Louis Vuitton maker tumbled following weaker-than-expected quarterly sales.
The market capitalisation of Hermes reached 248.6 billion euros ($280.5 billion) at the close of trading in Paris, topping LVMH’s 244.4 billion euros.
LVMH shares sank 7.8 per cent a day after the group owned by Europe’s wealthiest man, Bernard Arnault, reported a two per cent drop in first quarter sales to 20.3 billion euros.
The producer of Louis Vuitton bags reported a slight decline in US sales, where it generates a quarter of its revenue.
The disappointing performance came before President Donald Trump’s April 2 “Liberation Day”, which included 10 per cent tariffs on global imports.
The increase aligns with significant growth in the Kingdom’s payment systems, with non-cash electronic payment transactions reaching 12.6 billion in 2024, compared to 10.8 billion in the previous year
RIYADH — Electronic payments accounted for 79% of total retail payments in Saudi Arabia in 2024, up from 70% in 2023, according to the Saudi Central Bank (SAMA). The milestone reflects one of the key objectives of the Financial Sector Development Program under Saudi Vision 2030.
The increase aligns with significant growth in the Kingdom’s payment systems, with non-cash electronic payment transactions reaching 12.6 billion in 2024, compared to 10.8 billion in the previous year.
Saudi Arabia has seen rapid adoption of digital payment methods in recent years, driven by strategic initiatives launched by SAMA in collaboration with the financial sector.
These efforts aim to strengthen the payments ecosystem and broaden the use of innovative digital solutions across the country.
SAMA reaffirmed its commitment to continuing the development of national payment systems infrastructure, expanding payment options, and promoting digital payment adoption.
The central bank said it will work with partners to support economic activity and further reduce reliance on cash transactions.
Ananya Birla’s Birla Cosmetics Pvt Ltd’s (BCPL) has expanded its beauty portfolio with the launch of premium colour cosmetics brand ‘Lovetc’.
Entrepreneur and daughter of Indian billionaire Kumar Mangalam Birla, Ananya made her debut in the beauty and cosmetics market last year with Birla Cosmetics.
The launch of Lovetc is part of the company’s plan to release numerous brands in Indian stores this calendar year. It includes advanced lipsticks, long-wear eyeliners, and volumizing mascaras among others.
Commenting on the launch, Ananya Birla, founder chairperson, Birla Cosmetics in a statement said, “The launch of Lovetc reiterates our constant belief that price is not what defines luxury, the quality of the product does. Better quality at a better cost, Lovetc offers a fresh new take on beauty, by offering world-class, high-performance colour cosmetics where luxury comes as a promise of a better future.”
“With a strategic and consumer-first approach, we are poised to capture a 5-8 percent share of India’s rapidly expanding cosmetics market, leveraging our expertise to drive meaningful impact and long-term growth,” she added.
Lovetc will initially retail through its direct-to-consumer and on Nykaa’s online platform. The brand’s offline retail expansion includes opening 200 stores in the top 20 cities in India.
Under Armour announced on Tuesday the appointment of Dawn Fitzpatrick, Eugene Smith, and Robert Sweeney to the U.S. sportswear firm’s board of directors.
For the last eight years, Fitzpatrick has served as chief executive officer and chief investment officer of Soros Fund Management, privately held investment management firm. Before joining Soros in 2017, the executive spent 25 years at UBS and its predecessor organizations, where she most recently served as head of Investments for UBS Asset Management and was a member of the UBS Asset Management Executive Committee.
Earlier in her career, she held several positions at the UBS O’Connor hedge fund business, including chief executive officer and chief investment officer. Fitzpatrick currently serves as a non-executive director of Barclays plc and serves on its Remuneration, Risk, and Sustainability Committees. Additionally, she serves on the Federal Reserve Bank of Dallas Financial Sector Advisory Council, where she is Chair, the Advisory Council of The Bretton Woods Committee, and the Bloomberg New Economy Advisory Board.
A sporting leadership expert, Smith most recently served as senior vice president and athletic director at Ohio State University from 2005 to 2024. Throughout his tenure, he co-chaired the NCAA’s Federal-State Legislative Working Group, which advised the NCAA on name, image, and likeness issues, chaired the 2011 NCAA Men’s Basketball Committee and was a member of the College Football Playoff Selection Committee. Additionally, he participated in the NCAA’s Management Council, the Committee on Infractions, the Executive Committee, the Football Rules Committee, and the President’s Commission Liaison Committee.
Smith was the first Black president of the National Association of Collegiate Directors of Athletics (NACDA) and a former president of the Division I-A Athletics Directors Association, as well as being the director of athletics at Arizona State from 2000 to 2005, at Iowa State from 1993 to 2000 and at Eastern Michigan from 1986 to 1993.
Since 2019, Sweeney has served as the president of Sycamore Partners, a private equity firm focused on consumer, distribution, and retail-related investments. Before that, the executive spent 22 years at Goldman Sachs, most recently as a partner and global head of the consumer/retail investment banking group.
During his tenure, he provided advisory support to Under Armour on various matters, including the company’s initial public offering in 2005. Sweeney also served as an officer in the U.S. Navy’s Submarine Force from 1989 to 1995, holding various roles aboard the USS Annapolis and at the Submarine Officer Advanced Course training command.
“Dawn and Rob’s extensive financial and operational expertise, combined with Gene’s deep knowledge of intercollegiate sports management, makes them exceptional additions to our board,” said Mohamed El-Erian, chair of the board at Under Armour.
“As we pursue our strategy to create greater value for Under Armour’s athletes, customers, shareholders, and teammates, their unique talents, insights, and passion for the brand will be invaluable for navigating our next chapter.”
In February, Under Armour raised its annual profit forecast again after topping quarterly results, as the sportswear maker reaps the benefits of dialing down on discounts and a recovery in demand.
Revenue fell 5.7% to $1.40 billion in the quarter ended Dec. 31, compared with analysts’ estimates of $1.34 billion, as per data compiled by LSEG.
Adjusted earnings per share of 8 cents, beat estimates of 4 cents.
Author Credits- Benjamin Fitzgerald, FASHION NETWORK
The challenges of dealing with returns are huge for e-commerce retailers and logistics operators alike, as returns continue to increase despite best efforts to reduce them. In December 2024, a report from the National Retail Federation showed that retailers in the US estimated that 16.9% (US$890bn) of their annual sales were returned last year. In the UK, online returns hit £27bn (US$34bn) in 2024, according to a recent report from Retail Economics.
Investment in managing this problem is high. Fortune Business Insights has previously estimated that the global reverse logistics market will grow from US$768.59bn in 2023 to US$1.17tn in 2032. The huge growth in less than a decade shows that logistics operators are serious about helping retailers better manage the problem – and investment in technology is key to their ability to do so.
Understanding the returns challenge
There are many reasons for returns, including customers being dissatisfied with what they have ordered, ordering multiple sizes of clothing with the intention to return (known as bracketing), abusing returns policies, or simply changing their minds about what they have ordered.
Retailers and their logistics partners need to quickly understand which of these returns reasons are being used (and whether they are truthful), identify whether products are fit for resale and then route them into the supply chain as quickly as possible for resale or disposal by other means to maximize their worth.
The costs incurred during this process are crippling retail businesses. “For retailers, the cost of returns is about far more than the price of sending a parcel back,” explains Marko Kiers, chief commercial officer at ReBound. “The hidden costs, such as time spent managing carriers, handling customer service queries and warehouse space for the piles of returned items, all add up. The value of items can also come down in the time it takes for a product to be returned to stock and sold to another customer.”
Tech investments
Technology can of course help streamline returns management. Tony Sciarrotta, executive director of the Reverse Logistics Association (RLA), explains, “Artificial intelligence is being used to analyze return reasons, assess product conditions and determine whether an item should be resold, refurbished or recycled, while smart return labels and QR codes provide visibility into tracking and processing returned goods.”
Kraig Foreman, president of e-commerce at DHL Supply Chain, believes that technology plays a crucial role in the returns process because it affects almost every area of the reverse supply chain. “Key areas include providing visibility to initiation and inbound transportation data, improving operational productivity through automation, enhancing the speed and accuracy of credit back to customers and performing advanced analytics to deliver actionable insights. These insights can maximize value recovery, optimize inventory, drive continuous improvement and even reduce returns,” he reports.
The need to monitor where returns are in the process is crucial and has led to the emergence of returns management platforms. “Integrated with warehouse and order management systems, returns management platforms are central to this transformation, enabling real-time tracking of items as they move through the returns pipeline,” confirms Jerrad Hampson, managing director at Liberty Jai, which is working with returns management platform supplier At Last.
Finding new partners
Many logistics suppliers are investing in third-party suppliers that already have the tech they require. “There is a growing recognition of the value that challenger brands and startups bring to the table,” continues Hampson. “These smaller, agile players are often better equipped to innovate and respond quickly to the specific needs of retailers. Unlike legacy providers, challenger companies focus on bespoke solutions and cutting-edge technology. This combination allows them to address unique retailer pain points and align with long-term goals such as sustainability and advanced data integration.”
Logistics giants are realizing such value. UPS is a year into its integration of Happy Returns, and in January 2025, DHL Supply Chain announced it had strengthened its returns offer with the acquisition of Inmar Supply Chain Solutions. According to DHL, the deal made it the largest returns processing provider in North America.
“The acquisition brings a wealth of experience, technology and returns-specific services to DHL Supply Chain that enhance our portfolio of capabilities,” explains DHL’s Foreman. “These include a team of knowledgeable returns experts, a national network of multiclient returns centers, a proprietary returns management software platform that processes more than 500 million items annually and many specialized reverse logistics services including recall management, product remarketing and regulatory compliance capabilities.
“Because moving returned products quickly back out into the market to optimize value is critical, we plan to integrate all these capabilities with DHL’s fulfillment services to create a new standard in the reverse logistics industry.”
Consumer habits
The need to improve the efficiency of the returns process isn’t just important to maximize resale value and reduce costs – it’s also a key factor in a customer’s choice of retailer in the first place.
“Our data shows that 67% of customers check a returns policy before completing a purchase,” says ReBound’s Kiers. “Features shoppers look for include an easy way to initiate returns, such as user-friendly return portals, convenient options to send items back and quick refunds. Customers are used to real-time tracking of deliveries and expect the same clarity for return status too.”
For a long time, this process has been free to customers – despite the immense cost to retailers. But this is now changing as retailers – for economic and environmental reasons – introduce paid online returns. This is particularly evident in the fashion industry, where returns are highest and retailers aim to discourage over-purchasing. They are also rerouting items to stores where returns remain free, meaning goods can be processed and refunds given more quickly.
In the UK, Zara was among the first to introduce paid-for online returns in 2022. By 2024, the Which? consumer organization reported that of the top 20 biggest UK online fashion retailers, more than half no longer offered free postal returns.
The expansion of paid returns
Paid-for returns are an emotive subject. According to the NRF report, more than three-quarters (76%) of consumers said that free returns are a key factor when deciding where to shop. More than two-thirds (67%) said a negative returns experience would discourage them from shopping with a retailer again.
Linda Ellett, head of consumer, retail and leisure for KPMG UK, argues that returns abuse by some customers means it’s no surprise that some retailers are responding by withdrawing non-store free returns, but it’s a big step in a market where some competitors aren’t following suit.
She believes that technology investment can help deliver an alternative to ending a free postal returns service: “One where customer data is better utilized to categorize customers into those making genuine returns choices versus the unprofitable serial returner cohort – who are costing the business through the scale and regularity of their returns,” she says.
This will be important for future loyalty. “As tech evolves, including AI, the ability to target those taking advantage of free returns policies will improve and will help retailers reduce the risk of losing those who could become a lifetime shopper and are just gradually becoming accustomed to the brand’s sizing and fit. Tech will also help assess seasonal and demographic analysis of returns data, making it more predictive and thus managing stock levels to allow for returns,” she adds.
Smooth returns and fast refunds
In the meantime, for those retailers that have decided to end free online returns, investment in technology to enable an improved returns process is even more important. “A smooth returns process with a fast refund is crucial to helping customers adjust to the end of free returns,” comments Stijn Meeus, managing director of marketing at FedEx Europe.
Careful explanation also helps, according to RLA’s Sciarrotta. “Returns policies that set up-front expectations and highlight the benefits of a paid return system can help facilitate consumer acceptance,” he says.
Reducing friction is key. According to the NRF report, 84% of consumers are more likely to shop with retailers that offer no-box/no-label returns and immediate refunds. DHL’s Foreman believes the popularity of package-free drop-off options is no surprise as it’s a win-win for all. “The consumer gets their refund faster without printing labels or wrestling with packaging, and the retailer can consolidate shipments to reduce transportation costs,” he explains.
UPS’s 2024 purchase of reverse logistics specialist Happy Returns from PayPal was driven in part by the company’s return bar locations in the US, where customers can drop off their returns without a label or box. Refunds or exchanges are approved instantly and the goods are shipped to where they need to go.
According to UPS CEO Carol B Tomé, “By combining Happy Returns’ easy digital experience and established drop-off points with UPS’s small package network and footprint of close to 5,200 The UPS Store locations, box-free, label-free returns will soon be available at more than 12,000 convenient locations in the US.”
Data-driven collaboration
The NRF report shows how much of a priority returns investment is for retailers, with more than two-thirds (68%) prioritizing upgrading their returns capability this year. For many retailers, it’s about working closely with logistics partners to manage the reverse logistics process and understand the returns data it generates.
“Data from reverse logistics software is essential for both retailers and logistics operators,” says FedEx’s Meeus. “For retailers, return data provides valuable insights into product quality, pricing, customer expectations and even website accuracy – helping them refine product offerings and prevent future returns. For logistics operators, it enables better volume forecasting and operational efficiency. Real-time tracking, proactive problem-solving and clear communication all play a role in managing returns smoothly.
“By leveraging these insights, retailers can improve the overall customer experience, while logistics partners can optimize workflows to handle returns more effectively.”
And, as mentioned previously, customers can be turned off by retailers that haven’t got their reverse logistics options in good shape to make returns as seamless and convenient as possible. “They want flexible options – digital labels, easy drop-off locations, package-free returns and even at-home pickups – all designed to simplify the process and speed up refunds or replacements,” adds Meeus. “Transparency is also key. Automated notifications and real-time tracking keep customers informed and build trust. In today’s e-commerce-driven world, convenience, flexibility and clear communication aren’t just perks – they’re expectations that drive loyalty and repeat sales.”
Educating the customer
Data can also be used to educate customers, which may lead to reduced returns, according to ReBound’s Kiers: “Logistics partners can help by educating customers on sustainable returns and responsible shopping behaviors that can foster a cultural shift toward more intentional purchasing and returning habits.”
Meeus believes collaboration between retailers and logistics partners is essential to drive consumer change around returns. “Retailers, being on the front lines, can gather valuable, real-time feedback on evolving customer expectations,” he explains. “By working together to aggregate this insight, they can co-create innovative return solutions that meet emerging demands – whether that’s faster processing, more drop-off options or label-free returns. Leveraging real-time data effectively is key, but accuracy and consistency across systems are crucial. With the right technology and seamless data integration, logistics partners can help retailers implement smarter, faster and more convenient return experiences that align with consumer needs.”
All this means that the reverse logistics process has changed for good, according to Liberty Jai’s Hampson: “Reverse logistics is no longer just about getting products back into the supply chain – it’s about adding value at every stage of the process,” he concludes.
Spotting return fraud
As well as improving the returns process, investment in technology and automation can help retailers spot and manage return fraud. According to the 2024 Consumer Returns in the Retail Industry report by Appriss Retail and Deloitte, US retailers face a US$103bn loss due to fraudulent returns and claims, which accounted for 15% of all returns in 2024.
Return fraud can take a number of guises, including customers shipping back different goods as they try to fool the system. “We’ve seen extreme cases where incorrect items such as bottled water or old books have been returned in place of brand-new shoes,” explains ReBound’s Marko Kiers.
Tony Sciarrotta of the Reverse Logistics Association argues that technology tools such as AI, automation and tracking can enable retailers to implement stricter validation measures while still maintaining a smooth customer experience. “Technology can help identify return patterns and flag suspicious activity, such as high-frequency returners, returns of used or counterfeit items, or refund requests without product returns,” he asserts. “Serialized tracking allows retailers to confirm a returned product was purchased from the retailer and not a counterfeit or a stolen item, while smart return labels and QR codes also help authenticate returns by linking them directly to the customer’s purchase history.”
A combination of technology, such as digital returns data, and human interaction, such as physical checks at local returns hubs, can also help combat fraud and enable fast refunds without genuine customers being made to feel like criminals.
At DHL Supply Chain, Kraig Foreman explains that for products such as apparel, the company’s returns management software displays photos of the expected item, which the returns processor can compare with the actual item received, alongside instructions on how to identify certain characteristics to ensure it’s not a fake. “For high-value luxury goods, high-resolution scanning technology can be used to compare the item received against a photo that was taken of the item before it was sold. Tech devices are powered up and plugged in to diagnostic testing equipment that can read serial numbers and consult manufacturer databases in real time to validate authenticity and chain of custody,” Foreman notes.
“Return fraud is a growing challenge, and technology will play a crucial role in addressing it,” asserts Stijn Meeus at FedEx Europe. “There is so much data out there that highlights the sheer scale of the issue. AI and other advanced analytics tools will likely help retailers detect patterns of fraudulent behavior, from wardrobing [buying a garment to wear once and then return] to receipt fraud. As return policies evolve, leveraging tech to spot and prevent abuse will be key to protecting both retailers and honest customers.”
Royal Mail transforms e-commerce returns with Stamp Free
In February, digital shipping company Stamp Free announced a new partnership with Royal Mail in the UK to offer a seamless, efficient and user-friendly returns experience using the company’s AppFree platform.
Royal Mail customers can now send their e-commerce returns quickly and easily using WhatsApp. Shoppers simply initiate the return by sending a message on WhatsApp or scanning a QR code that launches WhatsApp. They then log their return details via WhatsApp, receiving either a QR code for in-person drop-off or a printable label for their parcel.
Royal Mail processes the returns through drop-off points or doorstep collection – with all tracking updates still self-contained in WhatsApp, giving transparency and peace of mind during the return journey.
“We’re thrilled to partner with Royal Mail to bring this innovative returns solution to the market,” said Hugh Craigie Halkett, CEO and founder at Stamp Free. “By leveraging the power of WhatsApp, we’re making returns as effortless as sending a message to a friend. Together, Stamp Free and Royal Mail are redefining the way e-commerce retailers approach returns, offering a service that is not only efficient but also customer friendly.”
Stamp Free is currently developing integration capabilities with other universally adopted messaging apps such as iMessage and Facebook Messenger.
Author Credits- Hazel King, Parcel and postal technology INTERNATIONAL
Nordic postal service provider Posti has announced it will serve as a logistics partner in the Nordic and Baltic markets for Product as a Service (PaaS) provider Black Winch. The company will also provide solutions for in-house product maintenance and related services.
According to Posti, a PaaS model is truly viable only when equipment can be used by multiple users over its lifecycle, with the ability to maintain and rotate assets efficiently among customers the foundation of profitability. This makes logistics not just a support function, but a critical success factor for the entire business model.
“We’re excited to join forces with Black Winch to accelerate PaaS adoption. By combining their hands-on approach with our advanced logistics and fulfillment network, we’re helping businesses unlock new revenue streams while improving efficiency and sustainability,” explained Peter Ervasalo, who oversees Posti’s fulfillment and logistics services in Sweden.
The two companies will work together to offer companies in the Nordics and Baltics a clear roadmap, seamless logistics solutions and end-to-end support for the execution of the PaaS business model.
“Our customers want practical solutions to move from selling products to selling an outcome,” said Yann Toutant, CEO of Black Winch. “With Posti on board, we’re making that shift seamless, profitable and scalable.”
Author Credits- Hazel King, Parcel and postal technology INTERNATIONAL
