RIYADH: Saudi Arabia’s e-commerce sales using Mada cards increased by 57 percent in April compared to the same month last year, hitting SR23.27 billion ($6.2 billion).

Data by the Saudi Central Bank, also known as SAMA, shows online transactions through Mada exceeded 132 million for the month, up 40.75 percent year on year, reflecting a substantial increase in consumers shopping via websites and mobile apps.

These figures include purchases made online using linked debit cards and e-wallets, but they do not account for credit card transactions processed through international networks such as Visa or Mastercard.

Mada, formerly known as Saudi Payment Network, is the Kingdom’s national electronic payment system, connecting all ATMs and point-of-sale terminals to a central payments switch.

It enables debit and prepaid card services for millions of Saudis, allowing them to pay both in stores and online using funds directly from bank accounts. Importantly, Mada transactions utilize near-field communication technology for secure, contactless payments, meaning shoppers can simply tap their card or smartphone at terminals for instant checkout.

This system has become a cornerstone of Saudi Arabia’s push toward a cashless economy, ensuring fast and secure transactions at physical retail locations and on e-commerce platforms. The accelerating uptake of Mada-enabled digital payments highlights growing consumer trust in online shopping and the success of national efforts to modernize the payments ecosystem.

In-store sales plateau as online spending soars

Despite the e-commerce boom, in-store point-of-sale transactions showed contrasting trends in April. The total value of POS purchases at physical retail outlets slipped to SR52.22 billion, marking a 1.38 percent decline year on year according to SAMA data.

This slight drop in sales comes even as the number of POS transactions climbed by around 11.6 percent to 891.5 million over the same period. In other words, Saudi consumers made significantly more card payments in person than a year ago, but were spending slightly less per transaction on average.

SAMA’s figures indicate over 2 million POS terminals are now deployed nationwide to facilitate card payments — a network 16.37 percent larger than a year ago, reflecting the Kingdom’s drive to expand electronic payment acceptance among businesses large and small.

This divergence — higher transaction counts but lower total POS value — suggests a behavioral shift as digital payments become frequent for everyday purchases. With contactless “tap-and-go” cards and mobile wallets now the norm, consumers are using cards for smaller, frequent buys like groceries or coffee.

This has driven up transaction volumes while curbing the average ticket size of each sale. Indeed, nearly all card swipes are now contactless; about 94 percent of in-store card transactions in Saudi Arabia are made via NFC, whether through a physical card, smartphone, or smartwatch, according to SAMA.

The convenience of tap-to-pay has encouraged people to rely less on cash even for low-value items, contributing to the surge in POS transaction counts.

Another factor influencing the year-on-year comparison is the timing of Ramadan and Eid shopping. In 2024, the holy month of Ramadan and the Eid Al-Fitr festival fell largely in April, boosting retail spending in that period.

In contrast, Ramadan in 2025 fell mainly in March, pushing POS sales to about SR66 billion that month. As a result, April 2025 didn’t see the same holiday-related boost, which likely played a role in the softer in-store sales figures, even though the overall trend in electronic transactions continues to grow.

Categories like food & beverages and dining — which according to SAMA data were the top two POS spending sectors in April at around SR7.7 billion each — continue to dominate physical sale, but their growth may have been tempered without the late-Ramadan rush present a year ago.

Fintech innovation

The growth is also being fueled by new services and partnerships. In April, SAMA signed an agreement with Google to launch Google Pay in Saudi Arabia using Mada’s payment infrastructure.

Expected to roll out later in 2025, this integration will allow users to add their Mada-linked debit cards to Google Wallet for seamless tap-to-phone payments and online purchases, further expanding the mobile payment options available to consumers.

This follows earlier introductions of Apple Pay and local mobile wallets, meaning Saudi shoppers will soon have a full suite of global and domestic smartphone payment apps at their disposal.

Such developments not only offer greater convenience but also help normalize cashless spending across all demographics — including younger, tech-savvy consumers who favor using their phones and wearables to pay.

Author Credits- DAYAN ABOU TINE
ARAB NEWS

Online shopping in South Africa is surging, with Temu and Shein dominating the market. According to a recent DM News story, these platforms have reinvented the concept of convenience.

Their “instant gratification infrastructure” has turned shopping into a tempting cycle where patrons are fascinated. They simply scroll, tap, buy, and they have the product they want. They avoid many of the problems faced by regional competitors like Woolworths and Pick n Pay, thanks to AI-driven marketing, highly integrated supply chains, and a network of global shippers.

Their digital advertising resources exceed those of regional products, attracting South Africa’s social media-expert consumers. Even with some challenges, such as inferior quality or poor customer service, younger buyers are principally drawn to the affordability and the visual appeal.

Can local retailers pivot?

The supremacy of Shein and Temu is driving homegrown sellers to face hard realities involving dexterity and value. While the latest regulatory modifications, like the July 2024 move to enforce full import taxes on these platforms, have facilitated levelling the playing field, it’s not enough to recover lost ground.

What could have made the difference? A combination of global competence with local distinction. New South African markets and bazaars are coming out and evolving, fixated on purposely-selected, culturally-relevant products with reliable delivery and clear-cut procedures. Legacy stores still have an advantage in areas such as returns, customer service, and physical infrastructure, if they lean into them while espousing digital conversion.

Beyond price and toward trust

South Africa’s retail future is more than just about price wars. Buyers have become more cognizant of ethical issues, about sustainability, and how products and processes impact local communities and the environment. This provides a chance for local retailers to grab customers’ hearts by highlighting accountability and responsible sourcing, ethical labour practices, and transparent guidelines.

Amazon’s 2024 South African promotion provides a convincing counter-model. More than 60% of its catalogue came from local retailers, allowing for quicker distribution and tighter customer response circles. It’s a cue that scale doesn’t have to mean foreign. In truth, “embeddedness” might become South Africa retail’s next great catalyst.

The rise of Shein and Temu may appear like an enormous threat, especially to local retailers, but it’s also a wake-up call. South African sellers still have a huge chance of adapting, innovating, and reclaiming consumers’ confidence and trust. However, the clock is ticking.

NEW YORK – Pharmacy chain Walgreens and reality star turned entrepreneur Kourtney Kardashian are among those picking over the remaining assets in Rite Aid’s bankruptcy, according to two people familiar with the matter.

In addition to Walgreens (WBA.O), brand management companies Authentic Brands Group (AUTH.N), WHP Global and Marquee Brands have been evaluating Rite Aid’s intellectual property and potentially its loyalty program, according to the people who asked not to be named because the process is private.

All three brand management companies have bought the IP of other retailers out of bankruptcy.

Authentic Brands, which owns Reebok and is a Saks Fifth Avenue investor, bought the IP of fast-fashion chain Forever 21 and luxury seller Barneys out of bankruptcy. WHP Global resurrected Toys “R” Us following its 2017 bankruptcy, while Marquee acquired fashion retailer BCBG Max Azria Group out of bankruptcy.

Kardashian, co-founder of gummy vitamin maker Lemme and owner of wellness and lifestyle website Poosh, has expressed interest in Rite Aid’s ice cream brand Thrifty, the people said.

Rite Aid, which operates about 1,200 stores and has around 8 million customers, filed for bankruptcy in May for the second time in two years.

U.S. Bankruptcy Judge Michael Kaplan already approved store closures and a sale of customer prescription files to 13 buyers including CVS Health (CVS.N), opens new tab and Walgreens.

Brand management firms like Authentic, Marquee and WHP typically buy a brand’s IP and then license it to operating partners which have the manufacturing, design and sales responsibilities.

The pharmacy chain’s Thrifty ice cream brand is sold by the scoop at counters in certain Rite Aid locations or by the carton at Rite Aid and other retailers nationwide. Thrifty launched in 1940 at a small factory in West Hollywood and counts several celebrities as customers, including Kardashian, who could buy the brand by herself or with a partner, the people said.

Some consumer-focused private equity firms are also eyeing Thrifty, the sources said.

Rite Aid, Walgreens, Authentic Brands, and WHP declined to comment. Marquee Brands and representatives for Kardashian did not respond to requests for comment.

The current bid deadline for the remaining assets is June 18 at 5 p.m. ET (2100 GMT).
Pennsylvania-based Rite Aid has struggled under a high debt load, inflationary pressures and increased competition.

Author Credits- Abigail Summerville
Reuters

Evri is planning to hire 5,000 couriers in a fresh recruitment drive as the parcel giant takes on rivals after entering the business letter market.

The Yorkshire-based firm recently announced it was joining forces with DHL’s UK ecommerce arm to form one of the country’s biggest delivery firms.

It said the new roles would bring its total self-employed courier network to 33,000, its highest number.

The roles will be available throughout the UK, with a focus on regions including Plymouth, Bury, Hastings, Dover and Scarborough.

About 1,000 of the new jobs will be permanent, while the rest are set to be flexible positions to cater to the typically busy summer months and other peak periods for deliveries.

Couriers who commit to working five or more days a week, including Saturday and Sunday, are also given the chance to opt in to its revamped “Evri Plus” scheme, which includes paid holiday and automatic enrolment into a pension scheme.

Evri, which was previously part of the Hermes parcel group, was bought by US private equity firm Apollo for around £2.7 billion last year.

It announced plans last month to merge with rival DHL’s UK ecommerce business to create a combined company set to deliver more than one billion parcels and one billion letters each year.

Evri, which was previously part of the Hermes parcel group, was bought by US private equity firm Apollo for around £2.7 billion last year.

It announced plans last month to merge with rival DHL’s UK ecommerce business to create a combined company set to deliver more than one billion parcels and one billion letters each year.

The deal means Evri will enter the UK business letter market for the first time, bolstering its competition to Royal Mail.

Evri has spent £32 million on improving its customer service offering and has seen an improvement in its ratings over recent years, but has said there is “more to do” to improve with customers continuing to report delivery issues.

Chief executive Martijn de Lange said: “We know that service, reliability and quality are critical factors for our clients and consumers, and so by expanding our self-employed network further, we remain focused on delivering in each of those areas.”

Couriers typically earn about £20.90 an hour on average, according to Evri.

Author Credits- Anna Wise
msn

Emirates Logistics is expanding its services into Kenya with the construction of a state-of-the-art facility at Tatu City Special Economic Zone (SEZ), located 30 minutes from Nairobi, that will support the growth of the company’s clients across Sub-Saharan Africa.

Construction is set to begin this year and will join Emirates Logistics’ global network of owned warehousing, offices and transportation fleets spanning 15 countries in the Middle East, Africa and Asia.

“We are proud to strengthen our presence in Kenya with our expansion to Tatu City, reinforcing Emirates Logistics’ global footprint of comprehensive logistics capabilities,” said Steven van der Vliet, chief commercial officer, Emirates Logistics. “This new strategic facility is part of our broader commitment to offering world-class infrastructure in key growth markets.

“Being located at the heart of Kenya’s economic engine allows us to deliver flexible, seamless and tailor-made logistics solutions that empower both our existing and new customers to thrive.”

Tatu City is a 5,000-acre new city with homes, schools, offices, a shopping district, medical clinics, nature areas, a sport and entertainment complex and manufacturing area for more than 250,000 residents and tens of thousands of day visitors. Tatu City is Kenya’s first operational Special Economic Zone, providing reduced corporate taxes, zero-rated VAT and import duty exemptions, among other benefits.

Author Credits- HAZEL KING
Parcel and postal technology INTERNATIONAL

Procter & Gamble announced on Monday the appointment of Craig Arnold to its board of directors, effective June 9.

A former chairman and chief executive officer of Eaton Corporation, Arnold led the company from 2016 to May 2025, incorporating renewable energy solutions and digital technologies into Eaton’s portfolio, as well as driving significant revenue and margin expansion.

Prior to being CEO, he served as the company’s president and chief operating officer, overseeing strategy and operation, and from 2009 to 2015, he served as vice chairman and chief operating officer of Eaton’s Industrial Sector.

Arnold began his career at General Electric, where he held roles across the appliances, plastics and lighting businesses, and in territories such as Asia, Europe, the Middle East and North America.

In addition to P&G, ​Arnold currently serves as the lead independent board director for Medtronic, and is on the board of the United Way of Greater Cleveland and the Salvation Army of Greater Cleveland.

“Craig’s depth of global experience, expertise managing diversified portfolios, and proven track record in innovation management and operational excellence will contribute valuable perspective to our efforts to better serve consumers and customers and grow markets,” said Jon Moeller, P&G’s chairman of the board, president, and chief executive officer.

​Earlier this mont, the U.S. consumer goods giant said it plans to cut 7,000 jobs over the next two years, as it battles an uncertain spending environment, hurt in part by U.S. tariffs.

The company said it also plans to exit some product categories and brands in certain markets, including some potential divestitures, as part of the broader two-year restructuring plan.

Author Credits- Benjamin Fitzgerald
FASHION NETWORK

PARIS/LONDON  – L’Oreal (OREP.PA), has agreed to acquire a majority stake in British skincare brand Medik8, boosting the French cosmetics giant’s position in the fast-growing dermatological skincare market.

Neither L’Oreal nor UK-based private equity firm Inflexion, which is selling the stake, disclosed the terms of the deal in separate statements on Monday.

A person with knowledge of the situation said the deal puts Medik8’s enterprise value at around 1 billion euros.

“This acquisition further strengthens L’Oreal’s luxe portfolio, adding a premium science-backed skincare brand with a proven track record of success, with strong potential for global growth,” L’Oreal said in its statement.

Sales growth at L’Oreal’s luxury division, its second largest which houses MiuMiu perfume, Lancome skincare and Aesop cleansers, slowed to 2.7% last year as higher inflation prompted shoppers to opt for less expensive brands.

That was the lowest growth of all of L’Oreal’s segments, but outpaced the beauty division of luxury rival LVMH.

Inflexion will retain a minority shareholding in Medik8, which focuses on vitamin A-based anti-ageing creams and serums, although L’Oreal has secured rights to buy out minority shareholders in full.

News Credits- Reuters

BRISBANE — Teys Investments Pty Ltd and Cargill announced that a wholly owned subsidiary of Cargill has agreed to purchase all of the issued share capital of Teys Investments from the Teys family shareholders. As a result, Cargill will increase its ownership stake to 100% of Teys Australia and Teys USA (Teys), two of the primary operating companies which are currently jointly owned by Teys and Cargill.

With a diversified family shareholder base, the Teys family has decided it is the appropriate time to transfer the family’s interest to Cargill, a partner shareholder for the past 14 years and global leader in the food and protein industries.

The transfer of ownership provides continuity for Teys’ people, partners and producers, and will ensure that it continues to serve as a leading provider of healthy, high-quality Australian beef products and a buyer of Australian livestock destined for local and international customers.

“My grandfather started this business more than 75 years ago with his brothers, and the family values of integrity, quality and honesty have stayed constant as we’ve evolved into the global food brand we are today,” said Teys Executive Chairman Brad Teys.

“The Teys family is immensely proud to have grown our business into a premier provider of beef to our customers and Australian families. Cargill has been instrumental in our transformation into a world-class food company. We are confident they are the best owner to grow the business into the future.”

“As family-owned businesses, both Cargill and Teys share the same commitment to nourishing Australia and the rest of the world in a safe, responsible and sustainable way,” said Jon Nash, Executive Vice President and Leader of Cargill’s Food Enterprise.

“We are grateful to the Teys family for this opportunity to continue working alongside Australian livestock producers, who are pivotal to the agricultural supply chain, and to assure the delivery of high-quality and nutritious beef to family dinner tables across the country and globe.”

Completion of the change of ownership is subject to certain customary conditions precedent, including applicable regulatory approvals, and is expected to complete in the second half of 2025.

Cargill will name a new CEO of Teys in due course and work closely with Brad Teys to ensure a seamless transition.

About Cargill

Cargill is committed to providing food, ingredients, agricultural solutions, and industrial products to nourish the world in a safe, responsible, and sustainable way. Sitting at the heart of the supply chain, we partner with farmers and customers to source, make and deliver products that are vital for living.

Our approximately 160,000 employees innovate with purpose, providing customers with life’s essentials so businesses can grow, communities prosper, and consumers live well. With 160 years of experience as a family company, we look ahead while remaining true to our values. We put people first. We reach higher. We do the right thing—today and for generations to come.

About Teys
Since 1946, Teys has been delivering the best Aussie beef to our customers in Australia and around the world. Today, we offer a wide range of fresh beef, multi protein and value added product solutions for retail, foodservice or manufacturing. For more information, visit Au.teysgroup.com.

News Credits- Perishable News.com

Fashion retailer Shein and partner Reliance Retail plan to rapidly expand their Indian supplier base and start international sales of India-made Shein-branded clothes within six to 12 months, said two people with knowledge of the matter.

The China-founded, Singapore-headquartered Shein has been discussing plans with the Indian retailer since before the U.S. imposed tariffs on Chinese imports that intensified the need to diversify sourcing, the people said. The aim is to raise Indian suppliers to 1,000 from 150 within a year, they said.

In a statement to Reuters, Shein said its partnership with Reliance was limited to the licensing of its brand to Reliance Retail for Indian domestic consumption only. Reliance did not respond to queries.

Shein sells low-priced apparel such as $5 dresses and $10 jeans shipped directly from 7,000 suppliers in China to customers in around 150 countries. Its biggest market is the U.S. where it is adjusting to tariffs on low-value e-commerce packages from China which could previously be imported duty free.

The retailer launched in India in 2018 but its app was banned in 2020 as part of government action against China-linked firms amid border tension with its northeastern neighbour.

It returned in February under a licensing deal with the Reliance Industries unit which launched SheinIndia.in selling Shein-branded clothes produced in local factories. In contrast, Shein’s other websites mainly list goods from China.

Reliance, controlled by Asia’s richest person, Mukesh Ambani, has contracted 150 garment manufacturers and is in discussion with 400 more, said the two people, declining to be identified due to confidentiality concerns.

The goal is 1,000 Indian factories making Shein-branded clothes within a year for both the Indian market and to service some of Shein’s global websites, the people said.

Shein initially wants to list India-made clothes on its U.S. and British websites, one of the people said. Discussions have been ongoing for months and the launch time of six to 12 months could change depending on supplier numbers, the person said.

The scale of supplier expansion and export time frame is being reported for the first time.

Shein has licensed its brand for domestic use to Reliance which “is responsible for manufacturing, supply chain, sales and operations in the Indian market alone,” Shein said in a statement.

In December, Minister of Commerce and Industry Piyush Goyal told parliament that the Shein-Reliance partnership aimed to create a network of Indian suppliers of Shein-branded clothes for sale “domestically and globally”.

ON-DEMAND MANUFACTURING

Shein is a fast-fashion behemoth earning annual revenue of more than $30 billion through low prices and aggressive marketing. Most of its products are from China with some made in countries such as Turkey and Brazil.

Its expansion in India mirrors interest in the country from the likes of Walmart and others throughout the global fashion and retail industries, particularly those looking for suppliers outside China due to the U.S.-China trade war.

The Shein India app has been downloaded 2.7 million times across Apple and Google Play stores, averaging 120% on-month growth since its launch, data from market intelligence firm Sensor Tower showed.

Offerings during its first four months have reached 12,000 designs, a fraction of the 600,000 products on Shein’s U.S. site. In the women’s dresses category, its cheapest item was priced at 349 Indian rupees ($4) compared to $3.39 on the U.S. site as of June 9.

Shein’s Indian partner Reliance, which operates the app, is working with suppliers to assess whether they can replicate Shein’s global best-sellers at lower cost, the two people said.

Reliance aims to emulate Shein’s on-demand manufacturing model, asking suppliers to make as few as 100 pieces per design before increasing production of those that sell well, they said.

Executives from Reliance recently visited China to understand Shein’s “innovative” supply chain operations, “data driven” design processes and “disruptive” digital marketing, Manish Aziz, assistant vice president Shein India at Reliance Retail, said in a LinkedIn post in which he called Shein’s scale and speed “truly incredible”.

The partnership is one of dozens Reliance has with fashion brands, such as Brooks Brothers and Marks and Spencer. The firm also runs e-commerce site Ajio and its retail network competes with Amazon and Walmart’s Flipkart as well as value retailers such as Tata’s Zudio.

Reliance plans to work with new suppliers to source fabric – especially fabric made using synthetic fibres where India lacks expertise – and import required machinery, the people said. The firm will invest in suppliers and help them grow which in turn will help the Shein-Reliance partnership go global, they said.

Author Credits- Dhwani Pandya
ZAWYA BY LSEG

US retailer Walmart has extended its drone delivery service with Wing, in what the companies are calling the “world’s largest drone delivery expansion ever”.

From next year, Walmart customers will be able to access drone delivery services at an additional 100 stores across several major US metros, including Atlanta, Charlotte, Houston, Orlando and Tampa. The service will also be expanded to additional stores in Dallas-Fort Worth (DFW), where Wing and Walmart already serve customers from 18 Supercenters.

“The popularity of drone delivery in DFW is a testament not just to its convenience, but to the way this technology quickly becomes a part of everyday life,” commented Wing CEO Adam Woodworth. “Walmart has been a strong partner that shares our commitment to innovation and is equally eager to bring this new type of service to many more households.”

According to Walmart, it already has the largest drone delivery footprint of any US retailer. Greg Cathey, SVP, Walmart US transformation and innovation, confirmed, “As we look ahead, drone delivery will remain a key part of our commitment to redefining retail. We’re pushing the boundaries of convenience to better serve our customers, making shopping faster and easier than ever before.

“This expansion of our drone delivery service marks a significant milestone in that journey. As the first retailer to scale drone delivery, Walmart is once again demonstrating its commitment to leveraging technology to enhance our delivery offerings with a focus on speed.”

This expansion comes 18 months after Wing and Walmart launched their first location together in the autumn of 2023. Since then, they’ve expanded around the Dallas-Fort Worth area, covering a population area of nearly two million people.

Wing and Walmart are completing thousands of weekly deliveries, with an average fulfillment time of less than 19 minutes.

“This is real drone delivery at scale,” Woodworth said. “People all around the Dallas-Fort Worth Metroplex have made drone delivery part of their normal shopping habits over the past year. Now we’re excited to share this ultra-fast delivery experience with millions more people across many more US cities.”

Author Credits- HAZEL KING
Parcel and postal technology INTERNATIONAL