From a logistics perspective, the data indicates that cross-border shipping to the UK is no longer treated as an unstable or experimental route. Instead, it operates as a predictable flow with measurable return ratios and defined cost structures.

Shipment structure reflects diversified parcel flows

The structure of shipments is distributed across multiple product categories:

Home & Interior – 24.10%
Beauty – 15.14%
Garden – 12.52%
Supplements & Vitamins – 7.82%
Clothing – 5.85%
Toys & Sports – 5.54%
Footwear – 5.09%

The distribution shows that parcel flows are not concentrated in high-return segments such as fashion. A significant share comes from categories typically associated with lower reverse logistics pressure and more predictable fulfilment processes.

Returns are not a barrier to entering the UK market

“There is still a persistent myth surrounding sales to the UK, particularly in the fashion segment, that return risk is high. Our data shows something different. Even in clothing and footwear, we are not talking about levels that could destabilise a business. It is not a barrier to entry. It is a parameter of the category that should be built into the business model.” says Paweł Zakielarz, CEO of Global24 & Shopreturns.
“Even in clothing and footwear we are not seeing levels that could destabilise a business. Returns are not a barrier to entry, they are simply a parameter of the category that should be incorporated into the business model.”

Zakielarz notes that the perception of the UK market has evolved in recent years:

“After Brexit, many sellers paused expansion plans. Today we see a clear shift. Cross-border has become part of long-term international strategy rather than a test market. The relatively low return rate suggests that sellers increasingly understand both customs requirements and the expectations of British consumers.”

Marketplace ecosystems raise the bar

International expansion increasingly takes place within marketplace ecosystems, where return rates influence seller performance indicators. In such environments, returns are not only a logistics cost but also a factor affecting offer visibility and sales performance. Lower return levels may indicate better product-market alignment and more accurate product communication.

Industry observers note that cross-border expansion is no longer limited to large enterprises. Specialised brands in sectors such as home, beauty and supplements are increasingly building international presence through selected marketplaces.

What are the biggest logistical challenges in the area of returns?

Returns in cross-border logistics are among the most operationally complex processes in the entire supply chain. They require coordination of multiple elements simultaneously – from organising reverse transport and handling customs clearance, to managing costs and delivery times, as well as efficient processing of returned goods in warehouses. An additional challenge is the unpredictability of volumes and regulatory differences between markets, which can impact both the time and cost of return handling. As a result, effective reverse logistics management is no longer just an operational issue, but a key factor influencing the profitability of international sales.

In the traditional returns model, the process remains costly, time-consuming, and difficult to control. Returns are often handled via expensive international shipments paid for by the customer, without full tracking capabilities or real-time status verification. There is also a lack of effective quantity and quality control mechanisms, which complicates further inventory management. An additional challenge is the inability to meet the requirements of marketplaces such as Amazon, Zalando, or eBay, where return handling standards are becoming increasingly stringent. Moreover, each individual return generates high CO₂ emissions due to the need for international transportation.

“The Shopreturns model changes this perspective by shifting return handling to the local level. Returns are processed by local couriers, with full tracking and scanning within 24 hours, significantly reducing operational time. Thanks to local return centres, costs are lower and the process becomes more predictable. Each return can undergo quantity and quality control, supported by photo documentation, enabling faster decision-making and improved process control. The solution has been designed in line with the requirements of major marketplaces, facilitating international sales. At the same time, localising returns reduces the need for long-distance transport, resulting in a significant reduction in CO₂ emissions,” adds Zakielarz.

From a logistics industry perspective, the growing importance of returns management indicates a clear shift in the role of operators within the supply chain. Reverse logistics is no longer a supplementary service but is becoming an integral element of cross-border process design – on par with first-mile delivery. Companies that are able to optimise return handling at the local level gain not only a cost advantage, but also greater operational control and compliance with marketplace requirements. In practice, this means that the efficiency of returns logistics is increasingly determining the scalability of the entire international sales model.

The post Poland–UK Logistics Shows Stable Return Ratios appeared first on Logistics Business.

The ‘Charging Ahead’ whitepaper, based on data from Dawsongroup’s EV Readiness Survey of fleet operators across the UK, uncovers a disconnect between perceived readiness and actual implementation.
While 53% of respondents believe their premises are suitable for EV charging infrastructure, only 27% have actually installed chargers on site. Meanwhile, 47% remain either unsure of their suitability or consider their premises unsuitable altogether.

In the report driving range is identified as the most important factor in EV selection for fleet managers (42%). For micro fleets running between one and ten vehicles, a single van falling short on range can throw an entire day’s operations into disarray.

“For smaller fleets, every vehicle is a workhorse. If one can’t deliver the expected range, it disrupts the entire operation,” said Sarah Gray (pictured, below), Head of ZEV Strategy and Development at Dawsongroup vans. Charging speed is also highlighted as a day-to-day challenge. Unlike private EVs, commercial vans run to tight schedules where slow charging translates directly into lost productivity. The whitepaper maintains that faster charging infrastructure is key to keeping vehicles on the road, with drivers able to top up during breaks rather than waiting for a full charge.

The findings show that 59% of drivers take their vehicles home overnight, which can create challenges around charging consistency and cost control.

“When vehicles are dispersed overnight, businesses lose control over charging consistency and cost management. It becomes harder to monitor energy usage and ensure vehicles are ready for the next day,” says Gray.

Despite 41% of fleets parking vehicles at their business premises overnight, on-site charging adoption remains surprisingly low. The whitepaper suggests that many businesses underestimate what installation involves.

“Many businesses underestimate the complexity of installation,” says Simon Ridley, Managing Director at Dawsongroup vans. “From assessing electrical capacity to managing costs and planning for future scalability. It’s not just about buying chargers; it’s about integrating them into the business model.”

The whitepaper recommends a practical, phased approach, starting with temporary or mobile charging solutions, carrying out site assessments to understand power availability, and building an infrastructure that can grow with the fleet.

The experts at Dawsongroup vans encourage businesses to combine real world vehicle trials and telematics to test EV performance against actual route demands, rather than just relying on manufacturer figures.

The post Charging Challenges Stalling Fleet Electrification appeared first on Logistics Business.

The report tracks globalisation on a scale from 0% (no cross-border flows) to 100% (borders and distance have no impact). The world’s level of globalisation was 25% in 2025, in line with the record high set in 2022.

Globalisation is holding its ground – and that alone speaks volumes about its value… From poverty to climate change, the world’s biggest challenges can only be solved through global thinking. The DHL Global Connectedness Report shows that countries and companies are not retreating behind national borders. That is good news. We strengthen global ties by connecting markets, businesses, and people so they can adapt, diversify, and unlock new opportunities – even in uncertain times.

said John Pearson, CEO of DHL Express.

At the same time, today’s globalisation level of 25% underlines how far the world is from being fully globalised. In many areas, international flows could expand further in the absence of policy constraints.

AI boom and race to beat tariff hikes fueled trade in 2025

Global trade grew faster in 2025 than in any year since 2017, excluding the volatile Covid-19 period. U.S. importers accelerated shipments early in the year ahead of tariff increases. U.S. imports later dropped below prior-year levels, but rising Chinese exports to non-U.S. markets helped sustain global trade volumes. Trade in AI-related goods surged as countries and companies raced to build AI infrastructure. AI-related products drove 42% of goods trade growth in the first three quarters of 2025, according to WTO figures.

Trade outlook: growth continues, even with higher tariffs

Looking ahead, recent U.S. tariff increases are expected to modestly slow trade growth in 2026 – but not stop it. Global goods trade is projected to expand by an average of 2.6% per year through 2029, in line with the past decade. One reason trade can keep growing despite U.S. tariff hikes is that most trade does not involve the U.S. In 2025, 13% of imports went to the U.S., and 9% of exports came from the U.S. In addition, many countries are pursuing new trade agreements to secure access to alternative markets.

Information flows face barriers, people flows reach new highs

Beyond trade, the report finds diverging trends across other international flows:

• Capital: There is no broad shift of investment from foreign to domestic markets. Multinational firms still earn near-record shares of sales abroad. While announced greenfield foreign direct investment (FDI) fell in 2025, overall FDI flows rose, and cross-border M&A activity remained resilient.
• Information: Over the past two decades, information flows delivered the largest globalisation gains. Since 2021, growth has slowed and become more volatile. Geopolitical tensions and restrictions on data flows may now be materially limiting the globalisation of information.
• People: After collapsing during the Covid-19 pandemic, people flows have fully recovered. The latest data show international travel, student mobility, and migration all at record highs.

Singapore leads country ranking, Europe tops regions

In the report’s country ranking, Singapore again ranks as the world’s most globalised nation, followed by Luxembourg and the Netherlands.

Europe is the most globalised region, followed by North America and the Middle East & North Africa. The United Kingdom has the most broadly distributed flows worldwide. The United Arab Emirates recorded the largest increase in globalisation since 2001.

U.S.–China tensions affect only small share of global flows

The report also finds that ties between the world’s two largest economies – the U.S. and China – continue to weaken. However, these ties are surprisingly small in a global perspective. For example, trade between the U.S. and China accounted for 3.6% of world trade at its peak in 2015, before falling to 2.7% in 2024 and to only 2.0% during the first three quarters of 2025. The U.S.–China share of international business investment is even smaller – less than 1% in 2025.

No global split into rival blocs

Even as the U.S. and China decouple, most countries continue to engage with their longstanding partners. Over the past decade, only 4–6% of global goods trade, greenfield FDI, and cross-border M&A have shifted away from geopolitical rivals. Of these flows, most have not moved to close allies but to countries with flexible geopolitical positions, such as India and Vietnam. Overall, the world economy remains far from a broad split into rival blocs.

The politics and policy surrounding globalisation are much more volatile than the actual flows between countries… “Global trade patterns changed more in 2025 than they do in a typical year, but less than they did during other recent disruptions such as the early stages of the war in Ukraine. Sound decision-making requires a calibrated view of how much global business ties are really changing. The risks to globalisation are real, but so is the resilience of global flows.

said Prof. Steven A. Altman, Director of the DHL Initiative on Globalisation at NYU Stern’s Centre for the Future of Management.

Traded goods and greenfield FDI reach record distances

Geopolitical tensions and supply chain concerns have led many observers to expect a shift from globalisation to regionalization. In 2025, however, traded goods travelled the longest average distance on record (5,010 kilometres). The average distance for greenfield FDI projects also rose to a new high (6,250 kilometres). Most other international flows are stretching over longer distances as well, and longer distances indicate less regionalization. Predictions of a broad move from global to regional business have not materialized – at least not yet.

Published regularly since 2011, the DHL Global Connectedness Report provides reliable insights on globalisation by analysing 14 types of international trade, capital, information, and people flows. The 2026 edition is based on more than 9 million data points. It ranks the connectedness of 180 countries, accounting for 99.6 percent of global gross domestic product and 99.0 percent of the world’s population. A set of 180 one-page country profiles summarizes each country’s pattern of globalisation.

Read the full report here.

The post Globalisation Holds Firm, US and China Decouple appeared first on Logistics Business.

For InXpress, this challenge became critical as rapid global e-commerce growth fundamentally changed customer expectations – driving demand for same-day delivery, white glove services, and bespoke urgent shipments that traditional franchise networks couldn’t provide.

We were at risk of losing customers who needed same-day delivery, white glove handling, or urgent shipments that our network couldn’t provide… This partnership combines our customer relationships and local presence with TEG’s carrier network and technology. Together, we’re enabling same-day, white-glove and urgent services.

said Jon White, Chief Commercial Officer EMEA at InXpress.

Through TEG’s end-to-end platform, InXpress franchisees across 450 offices in 14 countries gained access to specialist carrier networks without building new infrastructure, enabling them to compete for business previously beyond their reach. The integration provides franchisees with improved service reliability, real-time tracking, and data-driven performance benchmarking.

Through the platform, InXpress franchisees have won contracts with e-commerce businesses and retailers demanding premium services. “The scale InXpress has achieved shows how the right platform gives distributed networks the same capabilities as centralised operations – without the infrastructure costs. Technology removes barriers to scale – enabling distributed networks to compete at any scale without capital investment,” added Sam Wilkinson, Chief Revenue Officer at TEG.

InXpress is now targeting 1,000 franchise locations in key markets as it capitalises on the e-commerce boom, supported by TEG as it accelerates plans to scale operations through 2030.

The post Specialist Deliveries in Franchise Logistics appeared first on Logistics Business.

The companies are collaborating to boost Evri’s nationwide OOH network by installing Bloq.it’s NEXT smart lockers with integrated returns functionality and its new standalone returns solution, drop, in hundreds of locations around the country. The first rollout is scheduled for March 2026, beginning in East of England Co-op locations.

As online shopping and returns volumes continue to grow, reverse logistics have become a major consideration for parcel carriers. The rate of returns more than doubled between 2019 and 2025, and UK consumers returned £4.2 billion in merchandise from ecommerce retailers in 2023 alone – highlighting the need for out-of-home infrastructure that supports faster and more convenient returns.

drop is Bloq.it’s dedicated returns solution, designed to operate either as a modular component within NEXT smart lockers or as a standalone unit in locations with high returns volumes. The locker compartment sizing is optimised for Evri’s parcel volume mix. Each drop device has a built-in label printer, a QR and barcode reader, and the same end-to-end maintenance and servicing support of the NEXT lockers.

Miha Jagodic, CEO of Bloq.it, said, “Our recently launched drop devices bridge the gap between consumers and locations for drop-offs, just as our NEXT lockers do for parcel pick-up. The drop promise is all about the user convenience. A major logistics company like Evri choosing to deploy these devices is an enormous vote of confidence in our technology and is part of our UK market consolidation efforts. Evri understands that dedicated returns infrastructure is essential to a modern and hybrid OOH network, whether as a standalone or part of a larger integrated parcel station. The combination of NEXT and drop is the basis of this network, and we’re proud to provide it.”

Liam Rogan, Head of Out of Home at Evri, said, “We have an ambitious plan to significantly expand our ParcelShop and Locker network, and are committed to offering greater delivery choices for the consumers, retail clients, and businesses that we serve. This major multi-million-pound investment will establish one of the UK’s largest pick-up, drop-off networks in the UK. Our expanding network of locations is shaping the future of parcel delivery in the UK with smart technology and greater accessibility, and Bloq.it is a great partner to help scale it.”

With drop, it takes just seconds to return a parcel, meaning users don’t need to wait in line to hand over return packages for manual processing. Evri couriers can then collect all the return parcels at once, consolidating dozens of pick-ups into a single stop. Bloq.it’s NEXT lockers simplify the other critical process in the parcel lifecycle: its pick-up. Retrieving a package takes fewer than 30 seconds using the touchscreen display and barcode reader. For business owners, this combination significantly declutters the physical pick-up/drop-off space and increases foot traffic while cutting lines.

Not all parcel pick-up and drop-off locations have the same level of foot traffic, parcel volume, and proportion of drop-offs versus pick-ups. This modular approach allows Evri to deploy the right infrastructure for each location, balancing deliveries and returns while scaling efficiently nationwide.

The Evri and Bloq.it partnership increases accessibility by enabling deployment across hundreds of locations previously considered out of reach, while optimising reverse logistics at each site. The rollout supports both companies’ long-term ambition to strengthen the UK’s out-of-home parcel infrastructure as consumer demand continues to grow.

The post Parcel Lockers and Returns Drop Devices Deal appeared first on Logistics Business.

When Steve Jobs stepped onto the stage at the Macworld Expo in August 1997, he wasn’t introducing a groundbreaking new product (he would announce the iPhone at the same event a decade later).

At the time, software was rigid. Systems were siloed. Data arrived late. People worked within the confines of the technology, content to be limited by its many shortcomings. Jobs was casting a vision for his company and the customers who would refuse to settle for the status quo.

It was a rejection of the way people were being forced to work with technology, and a promise and an invitation to think different and change the world. The modern supply chain took shape at the same time, and its software solutions were built around batch planning, static forecasts, and point-in-time data.

These weren’t the ideal solutions. It was simply what the technology could support. For a long time, it worked. Disruptions existed, but they were exceptions, not norms.

Today, global supply chains are more expansive than ever before, operating with more velocity and precision but vulnerable to disruption. As one survey of 1,000 senior supply chain leaders concludes, ‘Supply chain disruptions are no longer rare — they’re the new normal.’

Why Two Decades of Technology Spending Left Supply Chains Brittle

Two decades and $200 billion in supply chain management technologies have left many supply chains reactive and convoluted. This staggering investment has not delivered the expected resilience; global disruptions now cost the average company 8% of its annual revenue. McKinsey & Company estimates that extended supply chain disruptions lasting more than a month now occur every 3.7 years and can cost a business up to 45% of a year’s profit over a decade.

Despite this significant spending, most organizations are still operating on their heels, trapped in a cycle of:

● Making decisions based on fixed time horizons that ignore the fluidity of global trade
● Relying on data that is outdated by the time it reaches the dashboard
● Operating in silos, where teams are neither connected nor informed
● Reacting to crises rather than adapting to trends.

First-wave supply chain management solutions were designed to record and report, not to decide. They rely on fixed time horizons and historical data to inform the future. When disruption, uncertainty, and change are the norm, it’s clear that we need to think differently about our supply chain software.

Transitioning from Reactive Networks to Adaptive Decision Engines

Decision-making itself has become a first-class enterprise capability. It’s why a decision-centric approach is the defining framework of successful, agile enterprises.

Yes, it involves a new technology schema. Yes, it puts data at the centre of everything. It’s also more than that. It’s a new operating model where decisions are explicit, intelligence is continuous and adaptive, execution is connected, and humans and technology collaborate at scale.

Decision-centric organizations are not just focused on data collection, but also on applying this information to drive specific business outcomes. For supply chain entities, this means using available intelligence and analytical tools to become more forward-looking and responsive to market shifts before they become crises. These initiatives are undoubtedly powered by artificial intelligence (AI).

Making Intelligence Operational

AI is ubiquitous in the supply chain sector. A quick Google search reveals countless think pieces on the subject, and executives are eager to talk about how they are deploying the latest to achieve the elusive promise of total visibility.

What it actually does for them is a different story. AI-powered, decision-centric supply chains are defined by three pillars that produce real results.

1: Centralizing Data
Best-in-class supply chain entities are centralizing their data into a single, unified platform. AI-powered supply chain optimization doesn’t work if data silos and disparate teams are running the show. Integrate and unify data so AI models can train on a complete, vertical, end-to-end picture of the operation, rather than on conflicting or incomplete datasets.

2: Intelligent Responses
Decision-centric companies turn insights into action. They rely on clean, centralized information to identify problem root causes and respond in real time. Even better, generative AI solutions make information searchable, allowing decision-makers to query data to derive actionable insights, and machine learning helps teams arrive at complex, data-driven decisions.

3: Predictive Sales and Operations Planning
AI-driven demand sensing turns real-time data from the external world into insights that anticipate and understand subtle shifts in customer behaviour, market trends, and potential disruptions before they impact the bottom line.

Rather than relying on last year’s information, supply chain entities can use this technology to adapt to real-time, even unprecedented, circumstances, responding with robust solutions that clarify uncertainty and create opportunities from disruption.

For instance, 76% of fashion executives believe tariffs and trade volatility will be the defining issues of 2026, requiring this heightened level of agility. Generative AI-powered digital twins can help retailers understand the financial or operational implications of any given decision or scenario.

This AI-first approach connects planning, execution, and analytics in real time to deliver speed, resilience, and measurable business impact. When implemented effectively, it changes how supply chains work, converting reactive networks into adaptive decision engines.

A New Era of Strategic Advantage

When Steve Jobs challenged Apple and its audience to ‘think different’ he was redefining the relationship between creators and their tools, businesses and their processes and potential. It was a response to a status quo that desperately needed updating.

The logistics and supply chain sector is ready for a similar revolution. Specifically, the modern supply chain must be built to be actively anti-fragile. The transition to a decision-centric enterprise marks the end of an era defined by reactive management.

For decades, we required supply chain professionals to serve the limitations of their software. We’ve left expert planners firefighting exceptions in spreadsheets, while reaching the company’s strategic goals have remained elusive.

Adopting a decision-centric model changes this dynamic. It empowers people and their teams to think differently. They can be different, operating with a level of specificity and agility that meets this disruptive moment.

The post Broken Supply Chain? appeared first on Logistics Business.

“Life sciences and healthcare companies expect cold chain solutions that are reliable, compliant, and transparent from end to end — and those expectations are rising fast,” said Oscar de Bok, CEO of DHL Global Forwarding, Freight. “At the same time, they’re looking for ways to simplify supply chains and reduce costs. Our expanded network brings together DHL Aviation’s global air connectivity, our GDP-compliant station network, and our major investments in modern, temperature-controlled facilities. The result is a more resilient, more efficient logistics backbone for customers who depend on flawless quality to deliver critical therapies to patients.”

By reducing reliance on third-party carriers and commercial airlines, DHL improves product integrity and temperature control throughout the journey while increasing supply chain resilience amid geopolitical tensions, capacity shortages, and growing regulatory complexity. The expansion adds capacity for temperature-sensitive pharmaceutical and medical shipments and connects key markets through more than 30 GDP-compliant aviation hubs and gateways.

The network will first connect major DHL hubs, including Brussels (BRU) – Cincinnati (CVG), with additional routes in Europe, the Middle East, Asia, and Latin America to follow. The BRU-CVG corridor connects the U.S. Midwest, home to leading pharma companies, directly to one of Europe’s most advanced life sciences ecosystems. By avoiding coastal congestion, the lane provides a seamless, temperature-controlled pathway for high-value biologics and time-critical cell and gene therapies. At the Brussels end, the route is supported by 45,000 square metres of pharma-only zones at BRUcargo, delivering clinical-grade integrity end to end. Together, this infrastructure establishes a resilient connection between two of the world’s most important healthcare markets.

Countries prioritized for further expansion of the Airfreight Cold Chain Network include India, Singapore, Japan, South Korea, Brazil, the United States, Germany, and Ireland. These routes are designed to meet strict regulatory requirements and maintain product quality throughout the supply chain.

The expanded network supports DHL’s mission to strengthen global health logistics and meet rising demand for fast, reliable, temperature-controlled transport of pharmaceutical products and medical supplies. Patient safety remains central to the service. Combined with significant investments in temperature-controlled infrastructure, the network reduces reliance on heavy, costly packaging and refrigerated air freight containers, offering an economical service focused on quality and minimizing temperature excursions.

To support the expanded network, DHL has introduced a dedicated Boeing 777 freighter operating between Brussels and Cincinnati. The aircraft, which features the new ‘DHL Health Logistics’ livery, serves as a visible marker of the company’s strategic focus on healthcare logistics. More importantly, its dedicated routing provides consistent, controllable capacity on one of the most critical pharma lanes, reinforcing the reliability and temperature management standards required for sensitive shipments. While the branding highlights the sector’s importance, the aircraft’s operational role strengthens the backbone of DHL’s growing health logistics network.

The post Pharma Airfreight Cold-Chain Network Grows appeared first on Logistics Business.

Representing BIFA and its members, Jarza highlighted several critical issues impacting the industry. Central to the discussion was the ongoing challenge of attracting and retaining talent within the sector, ensuring the industry remains equipped with the skilled workforce needed to support UK trade and economic growth.

Jarza also raised concerns around freight forwarders’ access to finance, particularly for small and medium-sized enterprises navigating an increasingly complex economic landscape. Ensuring that logistics businesses can secure appropriate funding is vital to maintaining resilience, investment, and competitiveness across the supply chain.

In addition, the meeting addressed the importance of continued improvements to border processes. Efficient, transparent, and streamlined border operations are essential to facilitating trade and minimising disruption for businesses and consumers alike.

The discussion further underscored the need for greater clarity around the road to Net Zero, with BIFA calling for clear, practical guidance to help the industry plan and invest with confidence in sustainable solutions.

BIFA’s points were positively received by all participants. The Chancellor acknowledged the significant contribution the freight forwarding and logistics sector makes to national economic growth, recognising its essential role in keeping UK trade moving.

Commenting on the meeting, Jarza said:

We welcomed the opportunity to engage directly with the Chancellor and Rachel Taylor MP on some of the issues that really matter to our members. Freight forwarders play a critical role in supporting UK businesses and international trade. By addressing challenges around skills, finance, border efficiency, and Net Zero clarity, we can ensure the sector continues to drive economic growth and remain globally competitive.

BIFA looks forward to continuing its constructive engagement with government to help shape policies that support a thriving, efficient, and sustainable freight forwarding and logistics industry.

The post BIFA meets UK Chancellor Rachel Reeves to champion logistics priorities appeared first on Logistics Business.

The meeting covered investment, efficiency, and future growth. Official details are limited – but the talks form part of Reeves’ wider outreach on regional economic strategy. Industry priorities include cost certainty, regulatory clarity, and greener logistics solutions.

The session is part of a bigger government push – Chancellor Reeves emphasizes no region locked out of investment. This was reinforced at the Regional Investment Summit in Birmingham. In the West Midlands, a £2.4bn transport boost aims to expand trams, improve infrastructure, and unlock private investment. Multi-billion-pound local transport packages target better connectivity, economic growth, and new jobs.

Industry reaction is cautious but positive. Haulage firms welcome the dialogue but stress that challenges remain. Fuel costs, post-Brexit adjustments, and global competition continue to pressure the sector. Businesses are calling for strategic support – infrastructure, tax incentives, and investment in green technologies.

Looking ahead, Reeves’ Plan for Change focuses on boosting private and public investment across UK regions. Businesses will watch closely – will these high-level discussions translate into real action? Midlands logistics hubs could be a key test of the government’s regional growth strategy.

The post Chancellor Rachel Reeves Meets Midlands Haulage Leaders appeared first on Logistics Business.

Courier and provider of out-of-home delivery service, InPost, has recently expanded its network by partnering with big retailers like ASOS, while Evri is now available at over has over 10,000 lockers and ParcelShops. It’s clear there is a demand for mass adoption and a need to embed these options as a standard.

Demand is being driven by converging pressures – rising expectations for quality services and accelerated by the need for ultimate convenience.

Operational risks

To understand why people are opting for out-of-home over doorstep deliveries, we must explore the key issues faced in recent years. Recent research conducted by Citizens Advice highlights consumer issues like rising security concerns and failed deliveries. Around a quarter of Brits are either receiving them late, not in the safe place they requested, or being left without them altogether.

Meanwhile, couriers face multiple challenges in the last mile. Soaring operating costs can prove to be the most expensive part of the supply chain, and operational inefficiencies coupled with time pressures and increased volume can inevitably lead to unhappy customers and damaged reputations. Additionally, where speed was once the primary requirement, modern lifestyle and working habits mean that being at home for delivery is far less predictable, resulting in a need for efficiency and flexibility.

OOH as network infrastructure

Out-of-home delivery is no longer a ‘backup option’, but a strategic lever for improving customer experience and efficiency. It’s the convenient option that gives consumers a sense of control. In fact, over a quarter of shoppers are making purchase decisions based on the availability of OOH options. Many prefer those with 24/7 access and are willing to travel up to 1km to pick up their package. As e-commerce continues to grow in popularity and consumers face issues with the last mile, it’s a strategic imperative to ease cost pressures and operational efficiencies by offering a solution that consolidates delivery and reduces issues such as ‘porch piracy’. This inevitably leads to happier customers, and a better reputation, which attracts new business.

Operationalising OOH at Scale

According to Bryony Joyce, Operations Manager at Mailboxes Etc., there are three practical steps couriers can take to embed OOH effectively:

1. Redesign routes around density, not dispersion. Consolidate drop points to increase stop density, reduce vehicle emissions, and reduce time spent on repeated visits.
2. Integrate lockers into first-time delivery plans. Don’t think of it as a solution that absorbs failed deliveries. Embed lockers and ParcelShops into primary routing to improve predictability, reduce redelivery costs, and strengthen service reliability.
3. Use data to drive network expansion. Research demand for lockers by postcode, commuter flows, and retail footfall. Smarter positioning will drive higher adoption and better ROI. The last mile is no longer defined by the doorstep. For couriers, out-of-home networks represent not just an addition to their service, but a structural shift in how delivery capacity is built, scaled, and optimised. Those who embed it into core network strategy – rather than treating it as an accessory – will define the next phase of parcel logistics.

The post Redefining the Last Mile with OOH Network appeared first on Logistics Business.