As we head towards the crucial Golden Quarter in retail, logistics experts predict a scramble for air cargo space come September. Ecommerce retailers with international customers should act now to beat the rush and secure the best prices.

According to Air Cargo News: “The ecommerce boom, disruptions in ocean freight due to conflict in the Red Sea, and general improvements in global manufacturers’ activities have been largely responsible for higher air cargo spot rates. Demand in the fourth quarter could result in massively inflated prices.”

More demand and less capacity in the air freight market could cause headaches, particularly for companies hoping to move shipments out of Asia Pacific. Not only could inventory be held up on the way to retail stores and ecommerce warehouses, but brands with cross-border customers could see their parcel deliveries jeopardised if space in aircraft holds becomes scarce, and prices jump prohibitively high.Demand in June, measured in chargeable weight, was up 13% year on year, continuing the upward trend seen throughout the first half of 2024. In contrast, air cargo supply grew at its slowest pace in 2024, edging up only 3% year on year, Xeneta has reported.

Plan early for overseas peak parcel delivery
To avoid cross-border delivery disasters at Christmas, a robust peak strategy is essential. Online businesses must plan with their logistics partners well in advance, to cope with longer distances for overseas parcel deliveries. There are higher risks of transit delays and customs bottlenecks during this unpredictable, and frenetically busy season. As ‘middle-men’, dealing directly with the airlines, e-commerce parcel shipping specialists are getting ready for a big challenge this year.

At Asendia, we’re urging retail clients to plan for peak even earlier than usual, so we can secure the necessary air freight space on their behalf.

For 3PLs, it pays to adopt a proactive approach that involves the early arrangement of bulk service agreements with retail clients. More than a mere transaction, these agreements lay the foundation for a powerful partnership based on transparency, shared objectives, and meticulous preparation. 

We encourage our retail and brand clients to share forecasts and marketing strategies in late summer to early autumn, so that we can tailor to their seasonal needs. We then produce a tailor-made “peak pack” for each client, ensuring strategic alignment that not only smooths operations but also provides a competitive edge in an unpredictable market.

Starting early not only optimises costs but ensures timely air freight, meeting the high demand for swift cross-border e-commerce parcel deliveries during the festive season.

Efficient clearances at customs
Capacity shortages aside, customs congestion can also wreck the peak parcel delivery process, as we have all seen in previous years. It is possible to avoid congestion by ensuring all necessary documentation is in order well in advance. Service-oriented logistics partners will advise on customs processes and pinch-points throughout the season. They will also have contingency plans in place, and ideally be set up with Memorandum of Understanding (MoU) accreditation from HM Revenue & Customs, which will speed up and streamline export operations.

Be flexible and data-driven
Understanding demand patterns and market trends is crucial for successful peak season logistics. We encourage our retail clients to share historical data and market insights, laying the groundwork for meticulous data analysis. By employing advanced analytics tools, it’s possible to identify patterns, seasonal fluctuations, and emerging consumer preferences. This data-driven approach allows for the creation of accurate forecasts, enabling businesses to anticipate peak periods with more and more precision.

This foresight not only facilitates better resource allocation by the retailer, it also ensures that the 3PL’s warehouse operations and negotiations with airlines are aligned with the anticipated surge in demand.

Real-time visibility
While forecasting sets the stage for peak season preparedness, real-time monitoring is crucial for addressing unforeseen challenges once peak is in full swing.

Proactive 3PLs will support retailers with advanced tracking systems that offer real-time visibility into the cross-border supply chain. This allows for the swift identification of potential disruptions, such as transit delays, customs clearance issues, or unexpected demand spikes. The ability to resolve issues as they arise ensures a proactive response, minimising delivery delays. For instance, if Dallas airport has a problem, switching to New York is a helpful alternative.

Time will tell if the prediction of high air freight prices and a lack of cargo space is correct or not.  But for certain, placing data at the forefront of peak season strategy can put retail brands in a strong position, providing accurate forecasting, immediate troubleshooting, and continuous improvement year after year. 

In an industry where agility and adaptability are key, strong relationships with 3 PLs, boosted by data insights, will enable the industry to navigate the complexities of peak season logistics with confidence and precision.

Marie Barrance, sales director at Asendia UK

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AO originally purchased 10 CNG tractor units in 2022 and the Bolton-based company has now brought 10 more into its fleet. The switch will enable a reduction of up to 85% in CO2 emissions, compared to the existing diesel fleet.

To couple with the tractor units, AO has also acquired 20 longer moving deck double deck semi-trailers (LSTs) from Cheshire business Tiger Trailers.

The LSTs are 2.05 metres longer than the standard trailers used by AO, allowing for a 10% increase in capacity, as appliances can be double stacked on both lower and upper decks, as well as loaded four products wide if desired.

David Ashwell, group logistics director at AO, said: “We are proud to be continuing our move to a more sustainable future that will hopefully see 90% of our fleet running on CNG by 2030.

“These tractor units and the new LSTs allow us to reduce our carbon footprint and save on costs. Crucially it significantly increases our capacity, which enables us to deliver even better service to our customers.”

At the end of 2022, AO acquired 130 new home delivery vans after it turned to drivers for recommendations on how to upgrade its fleet. It currently operates from 18 local depots, delivering to 98% of UK postcodes every day of the week.

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The parcel delivery company stressed that transporting more mail by road instead of air will improve reliability for customers, as road vehicles are less likely to be delayed by bad weather and road fleets are less capacity-constrained, enabling Royal Mail to transport more during busy periods.

A total of 18 domestic flights are being discontinued. The removal of these flights is a significant step yet for Royal Mail towards achieving its target of being Net-Zero by 2040, and part of the company’s wider modernisation and transformation programme.

The first wave of 11 flights made their final journeys in June, with an additional three flights stopping on 20 July and a further four early next year. The only domestic flights that will remain are those that are essential for Royal Mail to fulfil its Universal Service Obligation.

The capability to divert mail from air to road has been unlocked by changes Royal Mail has made to its operation, including later start times at delivery offices across the country, making it possible to accommodate longer journey times.

Alistair Cochrane, chief operating officer at Royal Mail, said: “Moving letters and parcel by air has played a significant role in Royal Mail’s history, enabling us to fulfil our commitment to provide a next day delivery service to every address in the UK. However, we are continually modernising and these changes to our network mean that we can reduce our reliance on air which is good for our customers and the environment.”

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As part of its second-quarter 2024 results, which saw Levi’s celebrate 8% growth in revenue, the brand reported DTC growth of 12% in the US, and a 7% increase in Europe. Revenues from ecommerce grew 19%.

With this focus on DTC, Levi’s will move from a primarily owned-and-operated distribution model to a 20-year partnership with GXO.

Harmit Singh, chief financial and growth officer at Levi Strauss & Co, explained: “As we continue our pivot to a DTC-first company, our distribution networks need investment including upgrading existing capacity with omnichannel capabilities.

“A new strategy allows us to secure these investments in a capital-efficient manner by leveraging third-party capital while freeing up our own resources to invest in growing the direct-to-consumer channel.

“This will also enable us to reduce our fulfilment costs per unit compared to running the facilities ourselves, while immediately delivering a cash infusion of over US$90 million this year, primarily as a reimbursement of the capital spent to build a new distribution centre in Germany.”

The fully-automated centre opened in June, featuring state-of-the-art shuttle and miniload systems, as well as automatic carton opening, closing and labelling.

Learn more about Levi’s DTC transformation and the innovation it is implementing in an exclusive case study, authored by Paul Skeldon, in the Europe Fashion Report.

The profile looks at the denim giant’s use of AI generated models, in a bid to boost diversity and elevate the customer experience.

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To accommodate the millions of spectators and thousands of athletes and their teams, many changes are currently underway to Paris’s infrastructure and roadways in the way of new facilities, detours, routes and more. Even though hosting the global athletic competition has many benefits, it may pose a few challenges for the transportation industry if it fails to prepare accordingly.

Philipp Pfister, chief customer experience officer at Transporeon, explores how the event will impact transportation and logistics within the UK and France, and how companies can successfully navigate the quadrennial athletics competition in Paris this year.

The Effects On Transportation
As France prepares for the event, logistics firms are adapting to move both people and goods throughout the country for several months before and after the event. Further, no schedule has been established for when temporary construction and diverted traffic will be removed, and the assembly process for local infrastructure is still ongoing.

With that in mind, it’s clear that three of the most important elements of any successful logistics operation are planning, communication and flexibility. 

One of the foremost challenges that many may not consider is the increased strain on transportation networks as a result of increased population and construction. And with 35 venues around 185 km of Paris’s roads exclusively reserved for athletes, officials, and journalists, navigating the city’s large and crowded streets will pose a challenge to traffic and route planning. In addition to congestion and delays associated with more pedestrians crowding streets and roads, local transportation systems are expected to be overwhelmed due to increased pedestrian traffic.

The Value of  using a Transportation Management Platform
Assuming that the international sporting event will only impact movement in and around Paris during the weeks they are taking place is unrealistic. In fact, the athletic competition will be held in 58% of existing venues and 38% of temporary venues, meaning the setup and dismantling periods of those temporary venues will adversely affect logistics businesses for months before and after the event. 

To mitigate these challenges, shippers and carriers must now be looking to navigate the disruptions brought on not just by the international sports festival, but in general. 

Technology that guides and manoeuvres drivers through complex routes while also accounting for changing road conditions is vital. 

One way for transport and logistics companies to do this is to switch to an innovative Transportation Management Platform, which can optimise businesses route planning, in real time by accommodating road closures, construction and increased levels of traffic in a bid to reduce delays. As well as this, a smart platform can reduce downtime for businesses by aiding resource management of personnel and vehicles. This is completed through distributing transportation loads evenly across available routes and times, which avoid heavily congested areas.  

Enhanced visibility is achieved through real-time tracking and monitoring of shipments and vehicles, providing greater visibility and allowing for proactive management of any issues, along with performance metrics that help firms identify areas for improvement and optimise their operations.

Conclusion
It is possible for logistics firms to navigate the complexities surrounding the global athletic competition in Paris more effectively if they use a Transportation Management Platform, thereby ensuring that goods are transported smoothly and efficiently. While the world is set to stop to enjoy the sporting events this summer, the logistics sector is gearing up to navigate the challenges that will inevitably follow it. So, by preparing early businesses will give themselves the best chance of avoiding delays and ultimately continuing their success in the coming months.

Philipp Pfister, chief customer experience officer at Transporeon

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The funding, from Barclays Sustainable Impact Capital, Mercia Ventures, the Midlands Engine Investment Fund (MEIF) and Green Angel Syndicate, will also be used to enhance its technology and expand its teams of riders, sales and customer care staff. Zedify expects to create 80 new jobs, including 20 in the new Midlands hub, and to triple its turnover in the year ahead.

This latest funding round follows a £5mn investment from Barclays, Mercia and Green Angel in March 2023.

“The transition to net zero emission for many sectors is not as simple as swapping from high-emitting fuels to renewables, and this is particularly true of the logistics industry,” noted Gavin Chapman, co-head of principal investments at Barclays.  

“Zedify has identified that hyper-local delivery models are needed, in combination with low-carbon transport, in order to decarbonise the industry, reducing pollution within the UK’s cities.”

Since then, the company has almost doubled the size of its team from 113 to 209 and signed up national brands including HelloFresh, Selfridges and Veja. 

Currently delivering in Brighton, Bristol, Cambridge, Edinburgh, Glasgow, London, Manchester, Norwich and Plymouth, it plans to operate in 51 UK towns and cities within the next five years.

Rob King, co-founder and CEO of Zedify, commented: “We are seeing a real appetite from leading retail brands and UK-wide businesses looking to transform their last mile logistics and invest in more sustainable delivery models, which is why we have ambitious plans to triple in size this year. This investment will be paramount to that growth, helping us scale to meet the needs of our rapidly expanding customer base.”

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Although shoppers might be moving away from the concept of fast fashion the habit of wanting it fast and free is less difficult to shed. 

Customers are almost unanimous in the importance of fast delivery for fashion, footwear and accessories. More than a third (37.3%) rate it as very important and more than half (54.4%) say that it is somewhat important to them. 

Willingness to pay for fast delivery, such as next day, varies, however. Only 19% pay extra all or most of the time and 42% pay extra some of the time. Customers, unsurprisingly, still want free delivery where they can.

Alternative delivery options
This means retailers serving the UK fashion market are doing all that they can to help consumers better manage delivery costs. Ship from store continues to be a popular option for retailers that will have more variances in stock than other retail sectors, such as size, fit and colour.

More sustainable delivery options other than delivery to home are also being introduced. Recent research suggests that more than half of UK consumers are now using delivery lockers for online purchases of which fashion will make up a large proportion. The numbers rise for younger consumers. 

Retailers are also fighting to get customers back to store. Here click and collect can be a good option to help offer the opportunity of upselling and cross-selling when a customer comes to collect their online orders. 

Primark announced in April 2023 that it would expand its click-and-collect service to all 184 stores by the end of 2025, following an 18-month trial that had begun in 25 stores in North West England, North Wales and Yorkshire in November 2022.

The challenge of returns
Retailers are also trying to get shoppers to head to store to better manage their online returns since it is where processing costs can quickly inflate. Directing shoppers instore also helps retailers to upsell more easily, as well as providing shoppers with alternatives immediately, especially where style, colour or fit might be an issue.

The challenges of style, colour or fit inevitably make clothing, footwear and accessories more likely to be returned. Bracketing, where customers over-order to accommodate this and add sizes either side of their normal measurements, for example, is rife in online fashion purchasing. 

Returns behaviour underestimated
Yet it seems that consumers might be somewhat in denial of this habit, with only 16.5% claiming that they sometimes deliberately order more items than they want to keep. This suggests that they see such shopping habits as simply a consequence of ordering fashion online, rather than a more planned behaviour.

 But an easy returns process is essential for fashion and accessories shoppers buying online, especially when they might be looking to return such items and get their money back when they have overordered for size. 

Our research shows that, in total, 88% of fashion shoppers rate easy returns as important. More than half of them (46%) say this is very important. Retailers are working hard to reduce returns by tackling the reasons for them, such as incorrect sizing and fit or product quality. 

According to research from The British Fashion Council, 23mn returned garments were either sent to landfill or incinerated in the UK in 2022. The figure accounted for 75% of the 3% of returns that can’t be resold.

This is one feature in the brand new RetailX UK Fashion 2024 report, it also looks at how customers are buying both online and instore, with the share of offline purchasing continuing to increase as the offline/online balance has normalised after the pandemic.

The report also covers the growth in social commerce, with consumers not only influenced by social media as to what to buy, but more than half buying fashion through Facebook. TikTok isn’t far behind.

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Packaging tends to be another key differentiator between the channels. B2B shipments tend to be designed for efficiency and cost-effectiveness, whereas DTC orders are often branded, personalised, and in more eco-friendly packaging materials. 

However the lines between the two are blurring, writes Lee Thompson, chief executive officer at fulfilmentcrowd.

B2B buyers increasingly expect the same level of personalisation and customer experience that direct consumer customers receive. Wholesale customers are pushing for the same levels of speed and convenience seen in the DTC space. 

This adds an extra layer of complexity for retail brands, especially as B2B shipments tend to have more requirements, more paperwork, and more pain points. Achieving this balance may seem a daunting prospect, but tackling it head on brings new opportunities.  

 A unified logistics strategy
One approach is to consolidate all B2B and DTC fulfilment operations using one single third-party logistics (3PL) provider. There are several benefits to this approach, including maximising efficiency and minimising overheads. It adds simplicity to previously complex logistics operations. 

A unified logistics strategy streamlines management and oversight, freeing retail brands to focus on core business activities instead of worrying about logistical issues. Managing multiple 3PL partners at once adds to the workload of these brands, whereas working with one partner across all channels helps to mitigate risks, ensuring accountability across the supply chain for a consistent and reliable process. It also minimises costs, consolidating resources whilst optimising processes.   

With one single 3PL provider, retail brands have more freedom to scale and expand when it suits them. Without the burden of infrastructure investments and operational constraints, they can benefit from the ability to adjust capacity, resources, and capabilities. This is especially helpful during peak seasons or new markets, when flexibility is key. 

Crucially, a streamlined approach to managing B2B and DTC can enhance customer satisfaction, too. All customers want the same outcome: accurate orders, delivered safely and on time. With full oversight of the brand and business objectives, an individual 3PL can help deliver exceptional service and customer experiences, no matter the channel. 

Choosing the right partner
Choosing the 3PL partner is key. Any chosen partner should have expertise that extends beyond logistics, including regulatory compliance, technology integration, and industry-specific solutions.

Flexibility and agility are needed to balance B2B and DTC fulfilment operations. For example, implementing order batching and picking strategies for B2B shipments, whilst also supporting individual order processing and packaging for DTC orders. The ability to adapt to the retail brand’s requirements, including working with customisable packaging options provided by the brand to ensure order continuity, the efficient packing of bulk orders, and personalised packaging for individual consumers, is also essential.  

Scalability is another necessary consideration. For example, at fulfilmentcrowd we have a model of utilising redundant warehouse space instead of constructing new buildings. This gives us infinite capacity to meet our customers’ scaling demands.

To consolidate B2B and DTC needs for a seamless service, a 3PL partner must utilise the latest technology. This includes an integrated inventory management system that provides real-time visibility into stock levels, tracks inventory across multiple locations, and supports demand forecasting. 

Getting the balance right between B2B and DTC is crucial to the long term success of any retail brand. Blending fulfilment operations is possible through a unified logistics strategy. 

There are numerous benefits, including streamlined management, risk mitigation, cost efficiencies, scalability, and improved customer satisfaction. 

Lee Thompson, chief executive officer at fulfilmentcrowd

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While progress has been made in recent years to level out this imbalance, there’s still more that can be done to not only encourage more female applicants to roles, but better support women already in the industry so they are in the best possible position to thrive in their careers.

Samantha Holden, chief commercial officer at Yodel, asks: What does it take for women to thrive in a male dominated industry like logistics?

Prioritise Early Exposure
The value of early exposure to a range of career paths from a young age is extremely important. If young girls do not have adequate exposure to the variety of roles out there – including those in logistics and transport – it’s hard to fuel the early interest that ladders up to actual career choices. You don’t know what you don’t know!

Introducing logistics roles and sparking interest in them will require a collaborative approach from schools and industry leaders alike. This could include career fairs, workshops, mentorship programmes, talks from female leaders in the space, or logistics-focused competitions and challenges to myth bust what a career in logistics may look like. This will not only help reshape how people view the industry and who can hold such roles, but will shed light on the diverse range of roles on offer – from drivers to planners, engineers, customer service representatives, and other office-based roles.

Tackle Stereotypes in Recruitment and Retention
The first step involves hiring managers looking at their recruitment tactics to ensure they take diversity, equity, and inclusion into account, and encourage fair and unbiased hiring processes.

It’s important to reiterate the value of soft skills. The logistics and transport industry requires diverse skillsets to thrive; hard skills and technical ability alone simply won’t cut it. Analytical skills, customer-facing capabilities, strategic thinking, organisation, communication, and problem solving are just a handful of the soft skills the industry requires.

But it doesn’t stop at the recruitment stage – retention is even more critical in the long term. You need to foster a culture of respect where all colleagues feel confident to voice their opinions and feel like a valued member of the team.

Establishing an environment where women can thrive is also important. While there are many ways to do this, promoting flexible work offerings will be an attractive selling point, while encouraging women internally to put themselves up for promotion and pursue additional training and qualifications will encourage both retention and progression. At Yodel, we’ve partnered with educational establishments to provide Level 3 and Level 5 NVQs to enhance colleagues’ management skills and have seen hundreds of colleagues take advantage of these programmes.  

Offer Networking and Mentorship
Mentorship programmes, employee networks, and industry events can also create a safe space where fellow women in logistics can connect with their peers. Not only does this create a network to lean upon for advice and support, but shining a spotlight on women in leadership roles gives other women who may be earlier in their careers a role model to look up to, too. But remember, men in the industry can also act as valuable allies to advocate for their female colleagues. Personally, I have felt incredibly supported by my male colleagues at Yodel over the years. Such individuals have made sure to share their knowledge with me to help me upskill and develop, and have always had my best interests at heart, thereby helping me succeed.

Championing and celebrating the success of women in the industry through awards and accolades also helps bring more mainstream attention to success stories, while giving women the recognition they deserve. Logistics, as a result, will appear more accessible as a sector, and gives other women in the industry something to strive towards in their own careers. A memorable personal achievement in recent years was being awarded Northern Businesswoman of the Year at the National Businesswomen’s Awards. I hope accomplishments like this will inspire more women to consider entering the sector, and appreciate the career opportunities it has to offer. 

The Takeaways
Giant strides have already been made in making a career in logistics appealing to woman of all ages and backgrounds. But there is still more to be done to frame a career in logistics as aspirational. If we treat gender diversity as a collective responsibility, we can build on the good efforts already made in overturning the industry’s gender imbalance.

Samantha Holden, chief commercial officer at Yodel

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In today’s market, we know that brands are using an average of six last-mile carriers. A diverse carrier portfolio provides greater flexibility and reach, particularly during peak periods, but creates complexities in building a unified experience for the customer and can carry a pricing premium. So, how do you choose the right carrier?

Carrier selection goes far beyond pure SLA and delivery metrics. After all, carrier SLAs are not how your customers measure your success (spoiler alert: they care much more about the promise made to them at checkout). It’s about ensuring you have the right carrier services to underpin the delivery methods required to meet your customer proposition and can provide a competitive and consistent experience that meets your shopper’s needs. Each delivery should be a chance to improve customer loyalty and satisfaction and ultimately encourage repeat business.

Unraveling the Delivery Dilemma: The Last-Mile Challenge
Customer emotions are running at an all-time high in anticipation of receiving their newly purchased products. Yet the fulfilment of an order is a shared journey, requiring the brand, warehousing, fulfillment partners, and the final mile logistics carrier to work like clockwork. There is no margin for error – yet the brand has almost no hands-on control. Despite carriers’ best efforts, a quarter of businesses report a 10% rate of failed first delivery attempts; so close, yet so far. YouGov’s findings underscore the delivery experience’s pivotal role, with 48% of consumers acknowledging that a negative shipping or delivery incident significantly impacts their perception of a retailer. Such is its influence that 23% of customers would outright decline future engagements with a retailer following a subpar delivery experience.

The delivery experience, including the shopper’s experience understanding the progress of their order, and proactive management of customer expectations based on any potential issues, is a linchpin in today’s ecommerce experiences. An effortless experience is often the difference between acquiring an expensive one-off transaction and cultivating a loyal and profitable customer base. 

With so much hanging in the balance, investing in the right carrier partners for your business is essential. While many retailers operate in a multi-carrier ecosystem, providing customer choice, efficient carriage, and business flexibility, it can be hard to truly understand carrier performance and therefore which delivery methods and carrier services will make for the happiest customers. Being empowered in carrier selection involves the meticulous collection and analysis of comprehensive delivery data including, but not limited to, first-time delivery rate, attainment against SLA, attainment against customer promise, end-to-end lead times, and crucially the customer sentiment regarding the delivery experience with that particular order and carrier. 

Fine-Tuning Carrier Selection: Strategic Foundations
Curating a selection of carriers and carrier services puts retailers in a solid position to meet their customer’s expectations. A multi-carrier landscape provides brands with multiple carriers and carrier services that can meet the delivery and fulfilment methods available to their customers. This ensures the shopper has maximum choice and convenience, impacting the bottom line and ultimately keeping the board and C-Suite happy. The depth of carriers not only equips retailers to provide their customers with a choice but also empowers them to weather the difficulties created by industrial action or other types of disruption like carrier networks being overwhelmed during peak periods. During peak season, it is not uncommon for entire networks to come to a brief – but catastrophic – standstill. A second or third carrier service to distribute volume reduces the overall risk and provides contingency at the flick of a switch.

Engaging with multiple carriers can also afford retailers greater negotiating leverage, potentially resulting in more favourable terms and enhanced performance. However, the productivity of collaboration with carriers relies on brands having a deep and clear understanding of their delivery performance and the specific drivers affecting performance gaps. This level of visibility may not be immediately clear in basic monthly performance reporting and typically varies from carrier to carrier. Retailers who can consume carrier data themselves or with a trusted technology partner, normalize the reporting and visualization across their carrier portfolio, and then draw performance conclusions can make informed decisions with strategic business impact.  

Crafting the Post-Purchase Experience: Elevating the Experience
Building a fulfilment machine is crucial, but going beyond the pure operations is what separates the A-Players from the rest. Having the right systems, fulfilment partners, and carriers in place is the heavy lifting. But while carriers are world-class at securely and swiftly shipping products, the ultimate brand-customer relationship belongs to the retailer.

So, what makes for a best-in-class experience? At the very moment an order is placed, it begins a long and complex journey to the customer. At each stage, different systems (digital and physical) are creating, logging, and sharing data on the order’s progress. But customers don’t care about complex systems; they want simple, easy experiences. Bringing together data from Order Management Systems (OMS), Warehouse Management Systems (WMS), Carrier Management Systems (CMS), and ultimately directly from the carrier themselves (via EDI or API) to create visibility and communication about one simple order journey is crucial for an effortless customer experience. Each carrier provides its data slightly differently: event codes indicating the logistics event that has occurred and metadata explaining when, where, and in what context an event is taking place. 

Bringing together and harmonising all these elements and communicating them in a simple and customer-centric way elevates the experience beyond simply a strong operational experience but creates one with visibility and proactivity at its core. This not only enhances satisfaction but also positions brands for sustained and profitable growth in the competitive retail landscape.

Angus Knights, product vision & strategy at parcelLab

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