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.

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.

Having been acquired by HIG Capital two years ago, DX Group (formerly listed on the London AIM market) has the resources and new leadership to drive change and growth as it now becomes DX Logistics. Truesdale, who joined last July, forecasts double-digit revenue growth this year to reach the £600m mark. “It’s a good company, with a strong customer base,” he tells me. “We’re profitable, but with the potential to grow – organically, via further acquisitions and by expanding into new vertical markets such as pharmaceuticals, healthcare, defence and temperature-controlled storage and distribution.”

DX has approximately 5300 staff, 2300 vehicles and 105 depots and hubs. Having acquired HBC Logistics in Biggleswade, Bedfordshire, the company has gained pallet freight capacity. Truesdale (pictured, below) expects there to be some consolidation in the British pallet freight networks as there is over-capacity in haulage. His substantial prior experience with Unipart, Kuehne + Nagel, CEVA, Exel and Accenture was what attracted him to HIG to lead this specific challenge.

Physical Presence

The company can now offer integrated logistics services and dedicated solutions. From multi-user DCs to a hybrid of B2C and B2B delivering, direct or via the DX network, a multi-channel approach is being developed. “Many 3PLs don’t have last mile capacity,” Truesdale says. “DX can integrate that into our general suite of services and be a one-stop-shop – end-to-end on the demand side.” This means transporting everything from passports and letters to pallets and bulky items. 93 million items were delivered by the company last year.

Partnerships are another means to broadening the business and its range of expertise. DX has just paired with Rhenus to undertake two-person home delivery of bulky items, white goods and furniture in the UK and Ireland. “There’ll be more of these deals,” Truesdale states. “It was an open conversation with Rhenus, which is a competitor, about what was best for their customers. Instead of withdrawing from this part of the market they chose us.”

Service is key

DX is focused on mid-market SME logistics contract wins, to add to its roster of the likes of B&Q, Viking, H Samuels, Toolstation, Screwfix and Euronics. “We can deliver to both their retail stores, wholesalers and consumers,” Truesdale emphasises.

I asked Truesdale about the company’s ecommerce and fulfilment capabilities. “We’re already 40-50% B2C, so we can call that ecommerce. Some young, independent fulfilment firms have had mixed success. We are identifying which of our customers are already doing ecommerce, or beginning to, or outsourcing it, and we’ll look to win some business there.”

Other challenges have got the CEO’s attention as well, ranging from automation and AI to service performance. I finished by asking Truesdale about the problematic issue of driver recruitment and retention. “Costs have risen,” he tells me. “We’re paying more to retain and to attract (for 7.5t and 18t lorry drivers). We need people in the business that enjoy physical work. We did a staff engagement survey when I arrived as a means of further improving the culture and working environment.” DX is also busy electrifying its commercial vehicle fleet, with HVO already widely used by line-haul trucks.

April will see the launch of an international parcel offering and in May for international freight, especially less-than-truck loads (LTL). These will be time-defined services using international partners – freight forwarders and shippers. Customers will be able to use the DX portal to book and get rates, with DX collecting items from them. Watch this space.

The post From Express to Integrated Logistics for DX appeared first on Logistics Business.

This short list covers the some of the best fulfilment services and describes a few companies that brands commonly consider when scaling order volume across multiple sales channels.

How to pick the right fulfilment partner

When comparing fulfilment companies, prioritize:
– Multiple fulfilment centres close to your customers (shorter delivery times, lower costs)
– Real-time visibility into stock and managing inventory
– Efficient order processing and reliable order fulfilment
– Returns workflows (reverse logistics / returns management)
– Transparent pricing and measurable performance (customer satisfaction, delivery speed)
– Smooth onboarding and seamless integration with your store and major ecommerce platforms

Fulfilment companies

WAPI: Europe, UK and Mexico coverage; flexible proprietary AI software for visibility; warehouse footprint of 16 facilities with a flexible tech layer; Cash-on-Delivery (COD) is supported; live inventory, order status, and delivery performance tracking.

Brands expanding into multiple European markets need predictable delivery and clear communication. Some merchants rely on COD to match local buyer preferences. Teams want a transparent, local-first fulfilment provider. WAPI is also an option for supplement and cosmetics fulfilment, where consistent handling, batch/expiry awareness, and reliable returns workflows matter — especially when scaling across several countries.

ShipBob: Scalable operations and broad platform support, a popular option for ecommerce brands that want automated fulfilment and straightforward workflows. It is often chosen as an outsourcing fulfilment partner due to predictable processes and wide integrations across sales channels.

Flexport: Strong for supply chain-led ecommerce operations, it can be a fit when fulfilment is tightly linked to freight and end-to-end logistics operations. It is frequently evaluated by larger ecommerce brands that need centralized visibility, especially for international shipping and multi-node distribution.

NextSmartShip: Good for fast-moving DTC and campaign spikes, often considered by online retailers with variable demand and rapid ecommerce growth. It can work well for brands that need flexible order fulfilment services across multiple sales channels.

Omnipack: Typically positioned as a reliable order fulfilment option for European coverage, it can suit companies that value operational stability, clear communication, and consistent customer experience over global expansion.

Fulfillment Box is commonly shortlisted by ecommerce businesses that want a straightforward third-party logistics approach, accessible onboarding, and coverage that supports business growth without enterprise-level complexity.

Final take

There is no single ‘best’ solution for everyone — the best fulfilment company depends on your geography, sales channels, and service requirements.

The post The Best Ecommerce Fulfilment Services appeared first on Logistics Business.

The MoU outlines a roadmap for cooperation across logistics services, seller support, and potential expansion to additional European markets, supporting domestic and cross-border fulfillment.

The cooperation supports local sellers using Temu’s platform. Sellers will be able to manage shipments and returns through Temu’s Seller Portal, using Magyar Posta’s national logistics network to reach customers in Hungary and other European markets. The framework is intended to support coordination between logistics operations and capacity planning as operations expand.

Under the MoU, Magyar Posta, through its Magyar Posta Logisztika (MPL) brand, will provide postal and logistics services supporting Temu’s operations in Hungary and other European markets. These services include cash on delivery, prepaid parcel delivery, local-to-local delivery, and out-of-home delivery options.

In addition, the two parties will explore ways to improve logistics services, coverage, and connectivity in Hungary, with the aim of enabling broader participation in the digital economy by consumers and businesses alike.

Postal Operator

“This cooperation supports our efforts to expand logistics services for e-commerce in Hungary and other European markets,” said Zoltán Menyhárt, Director of Sales and Business Development at Magyar Posta. “By working with Temu, we are extending the reach of our delivery and fulfillment network to support sellers and consumer deliveries.”

Temu opened its marketplace to local sellers across Europe in 2024, with Hungary joining the programme in early 2025, offering a cost-effective channel to reach new customers and grow their businesses. Looking ahead, the platform expects local sellers and local fulfilment to account for up to 80% of its European sales.

“Temu’s goal is to make quality products accessible to all consumers,” said a Temu spokesperson. “By integrating our marketplace ecosystem with Magyar Posta’s network in Hungary and beyond, we aim to better serve consumers and sellers across Europe.”

The post Logistics Cooperation for Hungary appeared first on Logistics Business.

Much of the retail industry’s attention is focused on peak periods surrounding Black Friday, Cyber Week, and Christmas. And for good reason. During these weeks, order volumes reach their highest, margins are under pressure, and operational teams are pushed to their limit. Success or failure is highly visible, and the planning, staffing, and logistics required are extensive.

Yet, in my experience supporting high-volume e-commerce brands through peak and into Q1, it’s often the weeks after peak that separate the truly successful brands from the rest. This period may appear deceptively quiet as the flurry of orders slows, warehouses clear, and businesses exhale, but for operations teams, this is far from a reprieve. The challenges differ from peak, but they are equally critical and mishandling them can damage cashflow, customer experience, and next year’s peak readiness.

1: Returns and refunds at scale

Returns are predictable, yet often underestimated. While most brands plan for surging orders during peak, fewer anticipate the volume of returns that follows. Processing returns efficiently – checking items, restocking, and issuing refunds – can strain labour, storage, and cashflow. Returns are also a direct customer touchpoint, and a poor experience can erode trust and reduce repeat purchase likelihood.
The most successful retailers treat returns as a revenue-protection strategy. Clear processes, proactive communication, and automation where possible make returns manageable and can even strengthen customer loyalty. Tracking returns trends also helps brands identify product issues, adjust forecasts, and plan clearance or promotional sales strategically.

2: Excess and overstocked inventory

Unsold seasonal stock isn’t just a financial hit, it occupies warehouse space and ties up working capital. Many brands fail to recognize how quickly these costs escalate, particularly when storage capacity is limited.

Effective post-peak inventory management goes beyond moving stock quickly. Brands should use post-peak data to understand what sold, what didn’t, and why. These insights inform smarter purchasing, more accurate demand forecasting, and more profitable Q1 promotions. Addressing excess stock now avoids bottlenecks later, reduces pressure on warehouse teams, and frees resources for the next sales cycle.

3: Stockouts on bestsellers

Peak forecasting is never perfect. Misjudged demand can leave popular products out of stock, creating backorders and frustrating customers. Post-peak operations must not only clear excess inventory but also identify products that require urgent replenishment and ensure supply chains respond rapidly.

This is not just an operational concern, it’s a customer experience issue. Clear communication, realistic delivery estimates, and efficient backorder management can transform potential frustration into an opportunity to showcase reliability and service excellence.

4: Customer experience fallout

Late deliveries, delayed returns, and exchanges can sour relationships if mishandled. Brands often assume customer pressure diminishes once peak is over, but in reality, complaints often surface in these quieter weeks.

Investing in customer service, proactive communication, and smooth returns processes ensures your brand retains trust, encourages repeat business, and sets the stage for a strong Q1.

5: Data overload vs. insight

Retailers can be overwhelmed by post-peak data: order volumes, returns patterns, inventory shifts, and shipping performance. Without a strategy, this data can feel like noise rather than insight. The key is translating it into actionable intelligence – identifying understocked SKUs, understanding return drivers, and reviewing logistics performance.

Brands that learn from this data can forecast demand more accurately, allocate resources efficiently, and optimise operations. Ignoring it risks repeating mistakes and compounding operational pressure in future peaks.

Turning post-peak into advantage

Returns, inventory management, stock replenishment, customer experience, and data insight all converge to determine whether a company emerges stronger or weaker from the holiday season. Treating this period as an opportunity for reflection, learning, and optimisation can turn temporary pressure into long-term advantage.

At Fidelity Fulfilment, we see it every year: brands that excel post-peak are the ones that don’t just survive the frenzy, they learn from it and transform operational strain into competitive advantage. The post-peak period may lack the drama of peak, but its impact on profitability, customer loyalty, and next-year readiness is just as significant.

The post Post Peak Pressures in Ecommerce appeared first on Logistics Business.

The new facility is powered by 240 autonomous Libiao robots operating across 1,180 square metres, and is capable of sorting up to 9,000 parcels per hour, increasing the site’s previous capacity three-fold. Designed primarily for small and medium-sized e-commerce parcels up to 5kg, the system handles the bulk of both domestic and international parcel flows.

At the heart of the project is the Libiao T-Sort Sorting System, which combines artificial intelligence, advanced sensors and dynamic routing algorithms to deliver high-speed, high-accuracy sortation. Parcels are inducted via 13 workstations, scanned using barcode or QR code recognition, and then transported by Libiao’s distinctive and tried-and-tested ‘mini yellow’ robots to 130 destination chutes, serving 60 destinations across the Buenos Aires metropolitan area and 70 locations nationwide.

“This project demonstrates how intelligent robotics can transform postal and parcel operations, even in large, geographically diverse countries,” said Libiao’s Global Head of Sales Ronan Shen. “We are proud to support Correo Argentino in building a future-ready network that is faster, more accurate and scalable for continued e-commerce growth.”

Speed, Accuracy and Scalability

The Libiao T-Sort Sorting System is specifically engineered for high-throughput parcel and e-commerce environments. Unlike conventional fixed conveyor sorters, the modular robotic design allows customers to scale capacity simply by adding more robots or destinations, without major structural changes. Key benefits include:

• High throughput in compact footprints – ideal for space-constrained urban hubs
• Flexible destination configuration – easy to reassign outputs as networks evolve
• High sorting accuracy – reducing mis-sorts and rehandling
• Rapid deployment – significantly shorter installation times compared to traditional systems
• Lower total cost of ownership (TCO) – fewer mechanical components and simplified maintenance

For Correo Argentino, the installation supports its wider transformation programme, following a strong financial turnaround and continued investment in automation. A second sorter for larger parcels up to 30kg is already planned for 2026, alongside the introduction of RFID tracking, automated weighing and robotic container handling.

Growing Presence

Libiao Robotics is a leading global provider of robotic sorting, picking and material handling solutions for the logistics, e-commerce, post & parcel, retail and manufacturing sectors. The company’s portfolio includes the T-Sort Sorting System, the AirRob Bin-to-Person System, goods-to-person systems, and integrated warehouse control software.

Libiao has delivered hundreds of projects worldwide for major postal operators, 3PLs and retailers, and continues to expand its presence across Europe, the Middle East and the Americas, supporting customers with local project delivery, service and technical expertise.

“European logistics operators are facing the same challenges as their counterparts worldwide: rising labour costs, peak volatility and relentless e-commerce growth,” added Ronan Shen. “Robotic sortation offers a proven, future-proof route to higher productivity and operational resilience.”

The post First Fully Robotic Parcel Hub in Argentina appeared first on Logistics Business.

With more than 400 locations across 14 provinces, NGR’s scale demands consistency, speed, and reliability, and the move to a unified orchestration engine sets a new baseline for how the group manages last-mile fulfillment across Latin America.

Through a streamlined implementation, LogiNext has helped NGR bring uniformity to delivery operations that were previously managed store by store. The new, consolidated platform enables faster dispatching, end-to-end visibility, and standardized last-mile execution across all brands. It also marks a structural shift: from manual and reactive processes to an AI-led model capable of automated order assignment, intelligent routing, multi-brand consolidation, exception handling, and real-time communication with customers.

This transition has helped NGR scale its delivery operations with consistency while ensuring each brand retains its unique service identity.

“Delivery defines our brands, and LogiNext has helped us scale that promise across Latin America with consistency and precision. Live in minutes, configured in days, and adopted by 1,000+ teams within a month, its AI-led routing and assignments now give us a faster, more reliable nationwide delivery network,” said Nikitza Ivankovich, Director of Operations at NGR.

One of the most consequential outcomes of the rollout is NGR’s ability to operate a unified, multi-brand delivery network. A single driver can now reliably deliver across all six brands within a zone, improving fleet productivity and reducing cost per delivery. Automated batching and optimized route planning have trimmed unnecessary detours and reduced the number of single-order trips, lowering fuel consumption while directly increasing driver earning potential. The added structure, through clearer routing, predictable schedules, and organized workflows, has strengthened motivation and loyalty among delivery partners, creating a healthier, more efficient, and more dependable delivery ecosystem.

“The biggest shift is operational predictability. Drivers now deliver faster and more accurately across all six brands, with lower cost per delivery. Multi-brand consolidation, real-time exception management, and analytics have completely transformed how we plan and execute deliveries,” said Roberto Gonzales, Central Delivery Manager at NGR.

Today, NGR’s delivery network operates on a single AI-orchestrated backbone, allowing the organization to manage high-volume demand with far greater control and predictability. Automated decisioning replaces manual interventions, improving handoffs between stores, controllers, and fleet partners while tightening SLAs across zones. The resulting operational discipline, faster order flow, cleaner exception handling, and more efficient route utilization have contributed to measurable reductions in wasteful mileage, idle time, and overall delivery costs, while strengthening the consistency of service that customers experience nationwide.

“NGR is setting a benchmark for what modern QSR delivery should look like,” said Dhruvil Sanghvi, Founder & CEO of LogiNext. “Their ability to unify six brands under a single AI-powered platform shows how the right orchestration of technology can transform speed, accuracy, and customer experience at scale. At LogiNext, our focus continues to be building intelligent, automation-led systems that help enterprises make smarter decisions in real time and achieve measurable operational efficiency.”

The post Last Mile Platform Automates Delivery Network appeared first on Logistics Business.

Advanced Supply Chain and ReBound by Reconomy surveyed 900 retail supply chain decision makers* to find out what will influence customer returns processing and management next year. The research identified four trends:

1) Making returns customer centric. Supply chain professionals (22%) ranked improvements in customer service as their top returns priority for 2026. Goals include making returns faster (19%), reducing the costs of returns for shoppers (17%) and shortening lead times for customer refunds (16%).

2) Streamlining salvaging. Retailers and brands want to increase the salvage rates (19%) of goods being sent back. A third of businesses (33%) plan to outsource returns processing to help optimise repair and restoration process in 2026, as they aim to boost sustainability and compliance, and develop recommerce models. 18% referenced Extended Producer Responsibility (EPR) schemes as a key driver for optimising returns processing and strengthening salvage rates, while 27% are prioritising recommerce as part of their 2026 returns strategies. 32% are focusing on improving the rerouting of ‘beyond-repair’ returns to recycling.

3) Localising returns. The growing success of marketplace retail models is making international growth accessible and affordable for a wide range of brands. Attention is now switching to localising returns management to manage costs and reduce supply chain mileage. 35% of supply chain professionals have made local returns consolidation a top-ranking priority for next year. 18% are actively focusing on improving the returns management of goods sent back via marketplaces, with 16% keen to enhance the visibility of customer returns.

4) Monetising returns. 2026 will see the continued trend of retailers and brands prioritising the productivity and profitability of returns processing and management. 18% are adapting strategies to generate more revenue from returns, with emphasis on duty drawback from cross-border returns (20%), decreasing back-to-stock time (16%) and reducing losses caused by returns fraud (14%).

Alexandra Romantseva (pictured, above), Head of Marketing at ReBound and Advanced Supply Chain, said: “Growing consumer preferences for marketplaces, recommerce and sustainability can increase the complexities of goods being sent back by shoppers. There’s a risk of reverse logistics processes becoming longer and more fragmented, and this occurring at a time when legislation and consumers increasingly require supply chains to be more resourceful. Businesses are embracing this as an opportunity to rethink returns strategies.

“Emphasis is being placed on treating returns as a strategic driver for supporting sales, customer satisfaction, sustainable practices and cost management. Sophisticated tech is enabling this and it’s why, for example, we see around a third of professionals (31%) prioritising portals for e-commerce returns, and technical capabilities ranking highly during the outsourcing of returns.”

Stuart Greenfield (below), UK and European Sales Director at Advanced Supply Chain, added: “Forward-thinking businesses view returns as a supply chain hot spot for advancing circularity. Clearly defined salvage rates and robust quality inspections, backed up by returns management software and systems that enable connectivity and enrich supply chain data, can minimise waste and errors. This is why there’s such a strong focus on salvaging and localising returns – trends that are likely to grow alongside the popularity of marketplaces and recommerce.”

*About the research: Censuswide carried out online surveys of 901 senior supply chain decisions makers working throughout the e-commerce sectors in the UK, USA, Italy, France, Germany and Spain. Research was completed in October 2025.

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