Logistics tech startup Package.ai has raised $14 million in funding for technology that it says unifies last-mile delivery operations and customer engagement on a single, comprehensive AI-powered SaaS platform.
The “series A” round was led by Susquehanna Growth Equity (SGE), and marks the first institutional fundraise for Package.ai, which has been mostly bootstrapped since inception.
According to the firm, its funding round comes amid a unique paradigm shift for the broader retail sector underpinned by the advent of AI-enabled tools that are driving industry-wide modernization and customer standards, as retailers across the globe increasingly seek ways to create a platform that combines an ‘Amazon-like’ customer engagement experience with an ‘Uber-like’ delivery experience.
Package.ai says it can deliver that goal combining Gen-AI technology, last-mile intelligence, and customer engagement data, allowing users to avoid placing logistics and customer service in separate silos across their business.
Founded in 2017 in Tel Aviv, Package.ai says it plans to use the new backing to expand its evolving base of retail customers across North America. The company currently serves hundreds of partner brands globally, and says it is positioning itself to be an industry standard for furniture and appliance retailers.
The pandemic drove a huge shift in consumer buying behavior that continues to shape the last-mile delivery market today. Consumers across all demographics became far more comfortable with e-commerce and soon began buying anything and everything online, from meals to exercise equipment to furniture, appliances, and electronics.
Entering 2025, that demand has been satiated for some products—in-home exercise equipment, for example. Yet consumers who flocked online are not going back to stores. If anything, they’ve embraced e-commerce more fully, becoming more sophisticated, discerning, and vocal in the services they want and the experience they expect. That’s especially true in the so-called “big and bulky” space, where goods like appliances, electronics, and furniture are delivered, assembled, and set up by a team of driver/installers in the home.
“What we are hearing from customers is that while price is always a factor, more and more discussions are happening around the delivery experience provided, the data flow, [and] the information and communication around that,” notes Brian Bourke, global chief commercial officer for Seko Logistics, a major player in the last-mile delivery space. “This is quickly becoming a mobile-first, digital brand experience, especially when it comes to scheduling and notifications,” he says.
He quips that, “It’s nice to know that the six pairs of socks you ordered are on the way.” But when it’s a big and bulky purchase, like a 60-inch TV or a couch, “people plan their day around that delivery … it’s now a game of who is on time and provides and maintains the best delivery experience,” he says.
Consumers want an Uber-like experience, where they can see their goods on the way in real time. “You are engaging the consumer as an extension of your client’s brand,” Bourke says. “Your job is to provide a great experience with that delivery, and then give the client immediate feedback into how that experience went and what can be improved.”
And while the pandemic supercharged e-commerce, it continues to reset consumer expectations—and the demands and challenges last-mile delivery providers must meet and overcome.
“People click ‘purchase’ based on the promise date. That date is critical,” adds Bourke. “It’s not enough to just provide a date and time. They want the transaction and the delivery to be simple, painless, and on time, with options to adjust in real time if their circumstances change. We are now in the customer experience business.”
A SENSE OF URGENCY
Guy Bloch, chief executive officer of e-commerce and last-mile delivery technology developer Bringg, says retailers now understand the imperative of having a solid platform for e-commerce and online operations. It’s not a “nice to have” side business. It has become front and center. “You need to move now,” he emphasizes to the CEOs, CTOs, and supply chain heads he speaks with.
Bringg’s software platform and tools are utilized today by some 800 retailers and online brands, who use them for both package and bulky goods deliveries, he says. “You are digitizing and connecting a physical world, and you are orchestrating people, products, plans, facilities, delivery assets and drivers, and consumers.” All that takes time, and waiting just puts a business further behind the curve, he observes, adding that customers typically look for last-mile solutions that are able to automate about 90% of deliveries.
In his view, Bringg’s role is about unlocking value. To get there, “you have to have an urgency, a priority to do this—to adopt a product platform [and] do the process re-engineering, training, and change management. We ask the client, ‘What is the goal for the business, what problems are we trying to solve?’” he says. “Once we boil it down, figure out the business priority, and set the metrics, we can apply a solution, and you see a major shift in the business from before.”
He notes that in 2023, online purchases represented about 23% of retail. By 2030, Bringg expects that to grow to 29%, and represent half of retail sales by 2040.
Bloch adds that retailers also should understand another sobering point: the impact of Walmart and Amazon. According to industry reports, Walmart is expected to grow its online business by 22% this year. Amazon is expected to grow by 10%. However, the overall online market is expected to grow by only 8.8%.
Playing out that trendline, Bloch estimates that by 2027, “60% of online retail will be owned by Walmart and Amazon, with the other 40% shared in the market. That has got to be a disturbing statistic for any CEO,” he adds.
For retailers and online brands, the big questions, Bloch says, are: “How do I compete? How do I get the customer to come and search for the product from me? How do I keep them engaged, and how do I keep them coming back?”
Therein lies the challenge. According to studies Bringg has reviewed, 72% of consumers abandon their online shopping carts before checkout because the delivery is too expensive. Some 61% of consumers leave their shopping cart because the wait time for the delivery is too long. “It’s about the customer experience with the delivery,” Bloch stresses. “Look at all the ways they can receive [their purchase]. All the options need to be personalized to that person on that site at that moment in time. You want to be in control [of] the customer experience. If you don’t do that well, they will leave and go somewhere else.”
MATCHING THE SHOWROOM EXPERIENCE
Even with online sales expanding for big and bulky items, there is still value to the experience a consumer has visiting a showroom and engaging with the actual product onsite. Since most big and bulky items are a major purchase, it’s not uncommon for consumers to do research online and then visit a showroom before making a final decision.
“What we see is customers asking to match the showroom experience” and have the home delivery and install live up to their expectations of the product they saw in the store, says Joel Eigege, vice president of Ryder Last Mile. That’s one area where Eigege believes that good delivery providers can excel—across the network. “Customers want consistency in that experience,” regardless of where the end-consumer is, he says. “It’s not good enough to be strong in Chicago, Atlanta, and Dallas. You have to be just as good in the mid-sized to smaller cities you serve. And that takes a well-designed and well-resourced a network.” In Ryder’s case, that delivery network includes 135 last-mile warehouses, of which about 50 are dedicated customer sites. The company made roughly 2.1 million deliveries within the last 12 months.
The service mix also is changing. In some cases, last-mile teams are pre-assembling products prior to delivery. They’re providing full installation services for the flat-screen TVs they deliver—unpacking and mounting them, booting up the software, and giving the consumer a tutorial on the TV’s use. They’re providing plumbing services to support appliance installations. For connected fitness equipment, the installer literally is drilling into a wall to mount an interactive video fitness screen.
Another item high on the demand list, says Eigege, is integration capability coupled with real-time visibility and immediate customer feedback post-delivery. “They want us to be fully integrated into their supply chain,” which Eigege says Ryder does through its RyderView platform, which provides visibility and self-scheduling tools.
He adds that customers also place a premium on being able to flex up capacity for peak demand periods. “Flex capacity for promotional periods or seasonal sales windows is critical,” he says. “The customer comes to us with a two-week product promotion or a holiday sales window. We have to be able to scale up 20%, 30%, even 100% in some cases to meet that.”
Last-mile planning and execution technologies have to support “what gives convenience to the consumer, [provides] visibility and cost management for the retailer, and enables an over-the-threshold delivery and install experience that delights the customer,” Eigege says. They also have to be able to create operating plans and determine optimized delivery schedules for each delivery team and truck—which in many cases is an independent contractor. That involves planning the optimal loads to go on that truck as well as the best routes and delivery schedules to maximize those assets and people—and support a top-notch customer engagement. And it all has to happen on a smartphone.
A MATTER OF TRUST
John Vargo, senior vice president of final-mile services for trucker J.B. Hunt, has seen any number of shifts in the business over his 25 years at the carrier. The rise of e-commerce and its impact on the last-mile big and bulky market has reinforced, in Vargo’s view, several enduring priorities: to provide safe, reliable assets and people; to optimize assets and operations to eliminate waste in the overall transportation process (last mile can make up 50% of that overall cost); to protect the customer’s brand through well-trained, exceptional people delivering a superior experience; and to build and maintain a reputation as a service provider you can trust.
“One of our foundational values is [using] people you can trust,” he notes. “We have a responsibility every time we go into a home to ensure that we [send] people that the consumer can trust, and who demonstrate that trust in how they provide the service.”
J.B. Hunt Final Mile Services is focused on the big and bulky market and participates in what Vargo describes as all three segments of the delivery process: “First mile, where we pick up at a manufacturer’s or retailer’s site. Middle mile, where we deliver it to a forward stocking site or DC for staging into last mile. And then last mile, which is delivering to the consumer’s home.” He notes that J.B. Hunt handles the first and middle miles through its specialized less-than-truckload unit, which is designed for shipments that require careful handling and secure transportation to ensure product integrity while in transit.
J.B. Hunt also “embeds” its own employees and expert staff within a customer’s facility and manages the delivery process for that customer directly on site. “So if the client has a market where it makes sense to have a facility, we’ll staff and operate it, whether as a local DC or a back-of-store [operation].”
Among the biggest challenges Vargo sees for the industry is recruiting and keeping qualified, dedicated delivery personnel, which in many cases for last mile are independent contractors. “These are difficult jobs, and finding the right skilled labor that can support this need and fulfill these roles is a key challenge—and an opportunity for us,” he notes.
“It takes a certain type of person. We have a great team that does recruitment, our “people” team. We do extensive background checks to make sure our personnel are vetted and qualified. We provide training. Then once we onboard, we focus on support, communication, and retention. Trust matters,” he says.
Even with its challenges, Vargo believes the future is bright for the big and bulky last-mile market. “As consumers buy more and more [large items] online that need delivery and setup, it will be a huge opportunity.” Currently, J.B. Hunt Final Mile Services completes more than 4.6 million last-mile deliveries a year.
INTEGRATING THE WAREHOUSE AND THE LAST MILE
The rising cost of operating big and bulky last-mile delivery services is causing retailers and online brands to look at different models. One is purely doing the last-mile piece themselves. Increasingly, however, businesses are looking to providers who can provide both a dedicated (or multiclient) warehouse footprint, on a national or regional basis, where fast-moving SKUs (stock-keeping units) can be forward stocked; and a last-mile delivery network, fleet, and drivers. And the management technology that brings it all together.
“Retailers are seeking both,” notes Sandeep Pisipati, president of RXO Last Mile, which deploys 76 RXO-owned and -operated last-mile hubs and executes 10 million last-mile deliveries each year. He says there is a case to be made for last mile to be able to leverage the same platform to submit, execute, track, and trace orders across the entire supply chain. “It’s the ability to position inventory in high-demand markets, then expedite deliveries without having to integrate across multiple platforms,” he notes, adding that RXO can leverage real estate it already has to help customers expand their reach and position product closer to the end-consumer. Customers also are seeking “self-service” platforms “that are easy to use, provide accurate information, and are cyber-secure,” he notes.
Capacity remains an issue. “Everyone is looking for capacity to support their volume,” Pisipati says. “Aside from that, clients are looking for ways to leverage different modes of transportation from the same provider to help drive down costs.”
In terms of growth, he sees opportunity “from the variety of outlets that consumers can purchase from today—whether it be in-store, e-commerce, or other avenues that have not been fully explored. We have to stay flexible.”
Looking ahead, Pisipati shares a challenge that’s becoming an increasing concern for last-mile operators: a dwindling carrier workforce. “It’s a special skill set to be able to handle heavy appliances and commercial driving while having the customer service mindset to enter people’s homes. As more people with this skill set retire, it will only be harder [to rebuild the workforce],” he says.
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.
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Parcel express market confronts a shifting landscape
Parcel express market confronts a shifting landscape
Having survived the demand surge of the pandemic and its aftermath, the parcel express market is undergoing an evolution of unprecedented proportions as the nation’s largest express carriers struggle to address multiple challenges—from a growing cast of new competitors, to rationalizing their networks and reining in surging costs, to dealing with flattening e-commerce volumes and a stubborn weakness in U.S. manufacturing and industrial output that’s putting a damper on parcel growth.
Shippers have serious issues with the high cost of parcel service, exacerbated by a flurry of surcharges and changes implemented for this peak season, says Bart De Muynck, principal at strategic supply chain consulting firm Bart De Muynck LLC. “If you are doing high volumes in peak season, those increases mean tens of millions of dollars in extra parcel shipping costs,” he says.
In response, shippers are diversifying their carrier bases and continuing to adjust and adapt their supply chain operating strategies, with a hard focus on how and when parcel shipments are delivered and by whom.
“They’re looking at more regional providers for better rates and service,” De Muynck observes. “With new players coming into the market, especially in the last mile, that has created a lot more options for shippers.” That in itself is making parcel planning and management a much more difficult and complex endeavor, he adds. “And that means you need more technology to manage multiple providers effectively.”
TURBULENT TIMES
The parcel shipping market is undergoing an evolution that is fundamentally changing the structural foundation of the business, observes Satish Jindel, principal at ShipMatrix, a consulting firm that provides parcel data and analytics.
“We are in the most turbulent time people have seen in the last 40 years,” he says. “The competition [that the major parcel carriers] are facing is unlike anything they have faced before. So they’re struggling to figure out who the competitors are, how [those competitors] will affect them, and how they need to respond.”
Among the competitive challenges: the surging growth of Amazon’s own parcel and small-package delivery business, and competition from big retailers like Walmart, Costco, Home Depot, and Target, which have launched their own last-mile delivery services, fulfilling e-commerce orders directly from retail stores for delivery to local customers.
Then there are crowdsourced last-mile delivery services like DoorDash and Roadie, which contract with drivers in their own vehicles to make local same-day deliveries for a wide range of businesses. And not to be forgotten are the regional parcel carriers like OnTrac (formerly LaserShip), which operate off lower cost bases and are expanding their coverage, as well as hyperlocal delivery firms that focus exclusively on an individual metro area.
All these developments come in response to the demands of consumers who continue to fuel modest growth in retail spending—a consistent share of that, roughly 16%, represented by e-commerce sales—and the reality that short-distance home delivery of just about anything is here to stay. And that growth opportunity is enticing more players to jump into the BtoC last-mile market.
TRADING DOWN
Shippers and third-party logistics service providers (3PLs) are employing a laundry list of strategies and tactics as they try to rein in rising parcel shipping costs. At the same time, they are reworking the menu of e-commerce shipping options they offer to consumers, who are increasingly forgoing next-day delivery in favor of slower, deferred service if it will save them money—and help the environment.
Micheal McDonagh is president of parcel services at 3PL AFS Logistics. He, for one, wonders how long the big parcel carriers can keep raising prices (and surcharges) before it becomes untenable and begins eroding their customer base.
“The biggest thing for me with UPS and FedEx is how do they expect to keep customers, with the increases [and surcharges] they are [imposing]?” he says. “Their price increases are forcing shippers to look at other alternatives. Plus, they are generally less flexible about when they will take your parcels. They are more rigid with their cutoff times, and [their deadlines] are typically earlier than what some regional carriers will offer.”
McDonagh estimates that with the large parcel carriers, parcel transport costs have increased 33% in the past five years.
Such rate jumps are increasingly difficult for shippers to absorb, McDonagh says, especially when shippers typically set their budgets at the start of the year, only to get hit “in the last quarter [by] a raft of surcharges and zone changes they didn’t plan for.”
That’s driving two trends among shippers and the 3PLs like AFS who manage freight and parcel transportation for their customers.
“We are telling our customers to look at the U.S. Postal Service as an option,” McDonagh says. While the Postal Service may not be as quick, “[it is] cheaper,” he notes, adding that shippers are making that tradeoff to save money. He believes that the USPS is the nation’s largest parcel carrier, handling an estimated 6.6 billion packages annually. By his accounting, UPS handles 4.6 billion and FedEx 3.9 billion.
The other trend is shippers “trading down” in service selection. “Shippers are reacting to the high cost of premium services and moving freight into the lower-cost … deferred ground services,” he notes. In addition, many retailers have curtailed the practice of offering free shipping for every e-commerce order, instead setting minimum order levels to qualify for free shipping or only offering free shipping for deferred two- or three-day service so the package can go via ground. For parcel carriers, this trend means that shipments moving via premium next-day service—which provide more revenue and higher margins—are being replaced with lower-revenue shipments.
Shippers are also reimagining their shipping practices—instead of shipping small lots every day, they’re consolidating shipments and dropping them with carriers once or twice a week. That tactic helps the shipper negotiate lower rates with the carriers, who are not making as many stops to pick up parcels.
“If you can mode-shift to slower services like the Postal Service or economy ground, you will save money,” says McDonagh.
He also cites opportunities for shippers to reduce costs by examining how they package and box orders. Parcel shipments often arrive in a box that’s larger than necessary and contains excessive amounts of filler material. “How much are you paying to ship air, and what’s the cost of that unused space?” McDonagh asks. Among other things, the need to eliminate wasted space has led to the growth of automated packaging systems that will scan the product as it comes down the line and then custom build a box to that product’s dimensions.
OFFERING CHOICES
Chris Kina, senior director and analyst, logistics, customer fulfillment, and network design for the consulting and advisory firm Gartner, has spent 30 years as a logistics practitioner, working for Gillette, Procter & Gamble, and KB Toys before joining Gartner three years ago. In his conversations with logistics executives, Kina has detected a shift in strategies in response to today’s market. “We are seeing clients begin to look more and more at segmentation of their last-mile provider networks ... by region, by state, by metro area,” he says. “The question they are asking is, ‘Who can meet my service expectations at the lowest cost?’”
It’s a trend driven by increasingly powerful, sophisticated, and capable technology platforms. These systems are designed to handle everything from order management and inventory visibility, to shipment and delivery route optimization, to shipment enroute visibility on the delivery side, to customer feedback. And virtually all communications between the shipper, delivery driver, and customer take place via smartphone.
“These advanced technologies [and the real-time nature of their functionality] are the key to making it all work in this new environment,” he says.
Bart De Muynck agrees with Kina’s observation, sharing one example of a new technology that’s rising to the challenge of a more complex and fragmented parcel market. De Muynck points to Shipium, a company launched by Amazon alum Jason Murray. According to De Muynck, Murray is building an Amazon-like platform for parcel optimization and carrier management—and is targeting as customers businesses that ship dozens to thousands of parcels a day from many locations.
“It’s parcel optimization that provides for the most efficient allocation of freight from many locations across multiple carriers,” by examining the requirements of a shipment, then looking at the broader carrier network to find the best combination of service and price, he says.
The platform also allows the shipper to model its parcel volumes against its carrier network to develop an optimized price/service tactical plan for shipping. “It is reducing [parcel shipping costs] by as much as 20%,” De Muynck adds.
Gartner’s Kina also emphasizes how parcel shippers and managed transportation providers are deploying various tactical and strategic developments that add flexibility and options as shippers figure out the best delivery models for their business.
Those include the use of small electric vans or bicycles for inner-city deliveries; locker systems at convenient retail sites, which serve as consolidated dropoff locations and customer pickup points, versus a truck making a residential stop; and cloud-based route optimization models and other tools, all of which “maximize the ability to select, manage, and deploy multiple forms of sources for delivery carriers,” Kina notes.
Where is the market headed? In Kina’s view, “five years from now, the U.S. market will have more of a European flavor …. [It will be] much more fragmented around regional and local carriers, crowdsourcing [services], and technology solutions that help make deliveries of BtoB and BtoC shipments more efficient.”
Another rising trend: Consumers, concerned about cost and sustainability, are seeking more choices, opting for deferred deliveries and consolidating their e-commerce purchases into a single large delivery on a designated day of the week—which Amazon is already doing.
“Assuming everyone wants their shipment the next day is not a viable business strategy for any shipper,” Kina says. “Consumers will typically accept delivery in three days as long as you … are consistent with it. If they want expedited, they will [specify] that and often pay for it.”
PLAYING THE LONG GAME
Many sources interviewed for this story shared their intentions to move away from putting all their parcels in one or two big carrier buckets, instead seeking to diversify their carrier base to improve service, gain flexibility, and better control rising costs.
Yet that’s not a strategy for everyone.
“We play the long game,” says John Janson, vice president of global logistics at SanMar, the nation’s largest provider of branded promotional apparel. “We set a carefully crafted strategy and stick with it. We don’t put out a bid and change it from one year to the next. We develop and nurture strategic relationships with our core carriers, and we lean on those,” he says.
SanMar, which ships almost exclusively to businesses, deploys a supply chain featuring 13 distribution centers across the U.S., which, during this year’s peak season, will ship over 100,000 packages nightly. UPS is SanMar’s principal parcel carrier.
For Janson, one philosophy he’s never wavered from is being a shipper of choice. “I believe there is still currency around being a desired shipper, making our freight as attractive as possible to the carrier,” he emphasizes. “It’s easy when times are bad, but it pays dividends [when capacity is tight]. It’s an investment in our carrier partners and [in] ensuring we get the quality of service our customers demand.”
He agrees with Jindel and others that in the parcel industry, “there is more dynamic change happening right now than at any time in recent history.” And the BtoC last-mile home delivery market—as opposed to the BtoB arena, where SanMar generally plays—is seeing the most significant change, he adds, noting that “there are some really interesting developments on the horizon.”
He points to how Walmart has teamed up with The Home Depot on its “GoLocal” delivery-as-a-service business, giving Home Depot customers (and others) another option for same-day or next-day last-mile delivery. And as more retailers take Walmart up on its offer, that will help build more density in that network, reducing per-package costs and providing more revenue opportunity for the network’s delivery drivers.
Then there is Amazon, which Janson notes is also offering third parties access to its logistics services and parcel delivery network.
Essentially, Amazon’s pitch is “Let us deliver all your packages,” not just those generated as an Amazon reseller, he says. And while the pitch may sound enticing, Janson offers a word of caution. “Do you want Amazon to have access to all your final-mile delivery customers? And if you are using Amazon as a reseller and a logistics provider, how deep [do you really want that relationship to go]? I think it’s a risk.”
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Transcript
About this week's guest
Dennis Moon is chief operating officer of Roadie. He has served in executive management positions in both public and privately held companies over the past 15 years, including as executive vice president for Medovex Corp., a medical device and technology company, and chief operations officer for JCS, where he assisted in the sale of the company to a private equity fund and remained COO of the JCS Division for Correctional Healthcare Companies. As COO, his responsibilities included supervising the day-to-day operations and maintenance of over 50,000 monthly clients, over 200 city, county and state contracts, 70 physical office locations, more than 400 employees and over 1.8 million financial transactions per year.
Prior to his career in executive management, Moon served in the U.S. Army as an intelligence analyst and combat engineer with TS/SCI Clearance. He holds a bachelor’s degree from the University of Central Florida.
David Maloney, Editorial Director, DC Velocity 00:01
Delivering Halloween. Forecasting technology trends. And is pallet handling the next robotic frontier?
Pull up a chair and join us, as the editors of
DC Velocity discuss these stories, as well as news and supply chain trends, on this week's Logistics Matters podcast.
Hi, I'm Dave Maloney. I'm the group editorial director at
DC Velocity. Welcome.
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As usual, our
DC Velocity senior editors Ben Ames and Victoria Kickham will be alone to provide their insights into the top stories of this week.
But to begin today, Halloween is just a few days away. The holiday has grown over the years to be the second or third most popular holiday, depending on which survey you trust. So, it's basically right up there with Christmas and Thanksgiving. Making sure that deliveries of all the decorations and treats get to their destinations on time is a big task, and to find out what's involved in all of that, here's Victoria with today's guest.
Victoria.
Victoria Kickham, Senior Editor, DC Velocity 01:35
Thanks, Dave. Our guest today is Dennis Moon, chiefoperating officer for crowdsourced delivery platform Roadie. Welcome Dennis.
Dennis Moon, Chief Operating Officer, Roadie 01:43
Thank you.
Victoria Kickham, Senior Editor, DC Velocity 01:45
Yeah, thanks for joining us today. I think most of our listeners are familiar with Roadie, but can you just give us a quick overview of the company and its role in the supply chain?
Dennis Moon, Chief Operating Officer, Roadie 01:54
Absolutely. We've been around since 2014. Roadie is a logistics-management and crowdsource delivery platform. We're also a UPS company, and our role in the supply chain is to offer businesses fast, flexible, and asset-light logistics solutions in the last mile.
Victoria Kickham, Senior Editor, DC Velocity 02:10
Terrific. So, as Dave said, supply chains are gearing up for this Halloween season. Retailers are busy getting orders out to people. How does demand for all those costumes, decorations, and candy affect supply chains?
Dennis Moon, Chief Operating Officer, Roadie 02:24
It really kicks off the peak season for us, and as we've been doing this for a while, it gets a little bit different every year, but what we're seeing is a lot of retailers are kicking off their peak season at the same time as Halloween. So, as we can see, and you probably have noticed, more and more sales events and promotions are kicking off earlier and earlier into the season, so I think it's really good, because we're able to take the momentum that we start for Halloween, continue it on to delivering for people right into peak, and it also really helps with that last-minute Halloween rush that a lot of people have. I would just say the other thing is that, you know, consumers, and us as consumers, we're just really getting used to following the promotions more than we are following the event, so we've been seeing that over the last couple of years.
Victoria Kickham, Senior Editor, DC Velocity 03:08
Great. Thank you. Along with all of that, so Roadie has a partnership with Spirit Halloween, which is a retailer that's certainly at the forefront of dealing with these particular peak-season challenges that are happening right now. Can you describe the partnership and how it works?
Dennis Moon, Chief Operating Officer, Roadie 03:23
Yeah, I'm really excited about this one. Spirit Halloween is North America's leading Halloween retailer, and we provide same-day delivery from spirit Halloween's online stores across the United States. So same-day's available in more than 800 Spirit Halloween retail locations, allowing their customers to receive their items quickly and conveniently, just like they would with any other delivery. But Halloween fans have access to hundreds, if not thousands of SKUs in that same-day marketplace, and we're just really excited, as I said earlier, to be able to start propelling ourselves as we enter into a really big peak season.
Victoria Kickham, Senior Editor, DC Velocity 03:59
And I think you said — how many stores are you doing this in?
Dennis Moon, Chief Operating Officer, Roadie 04:02
Eight hundred Spirit Halloween retail locations, and this is the first time they've offered it. So, it's new to them and it's new to us, so we're just really excited about the opportunity.
Victoria Kickham, Senior Editor, DC Velocity 04:09
Yeah, I'm very familiar with the store, and that sounds new to me, so... .Is Roadie working with otherretailers on similar solutions designed to help manage this Halloween demand?
Dennis Moon, Chief Operating Officer, Roadie 04:19
Yeah, you know, one of our most notable specialty retailers, and one of the bigger customers during Halloween, is the Home Depots of this world. And as everybody knows, they've got a really, really good selection of Halloween decorations that I see in my neighborhood every day, and being able to deliver some of those really big yard decorations has been super cool for us, and we've been doing a lot of it this Halloween season.
Victoria Kickham, Senior Editor, DC Velocity 04:46
So, what trends are you seeing in same-day delivery service in general? How are technology advances, for example, things like AI, affecting the industry?
Dennis Moon, Chief Operating Officer, Roadie 04:56
Yeah, you know, [I've] been doing this for a while, and just, every year, more and more retailers create or have same-day as just standard expectation for online shopping. It's pretty surprising. Going back 10 years, no one did, not many people did, and they just really didn't have it on its radar. So, the adoption rate is accelerating. Everyone feels that they must have same-day delivery to compete, and retailers have really found that just the same-day model gives them that competitive edge. It increases revenue, and it's good for them, it's good for their customers. We did a survey recently where we conducted, it found 80% of companies reported an increased revenue with same-day delivery, so it really is starting to prove itself. To answer your question about AI's impact. It's helping optimize delivery routes for us. It balances delivery capacity. We're using it all over the place, from customer support all the way to helping drivers make decisions on what's the most economical route for them, what's the best route, what's the best offer that they should make — so, just giving them all the information. And making sure that we're as transparent as possible, utilizing all the AI technology that we can behind the scenes so that drivers can make a good decision. It enables our retailers to anticipate demand. So, as we think about, we've got a bit of demand going into the Halloween season, but it's going to get really, really hectic with a compressed peak as people who follow UPS know, it came out yesterday, you know, Carol Tomé talked about it: 17 business days between Thanksgiving and Christmas. So we haven't seen that compressed of a peak since 2019, which means all of the supply chain is just going to have to really, really work well together to get things to people right before the holiday. And AI is going to be a big part of it as we implement it more and more in different facets of our business.
Victoria Kickham, Senior Editor, DC Velocity 06:47
Looking ahead to the holiday peak — we've touched on that throughout this conversation — how large a role will this crowdsource delivery model play in helping businesses manage all those last-minute holiday deliveries? Just sort of a general perspective on that?
Dennis Moon, Chief Operating Officer, Roadie 07:02
Yeah, it's a great question, and every year, we become a bigger and bigger part of it. Consumers are looking for same-day, fast deliveries,crowdsource platforms like Roadie, we play a really big part, and part of that is probably because we're seeing more and more retailers, the big retailers, need to move product closer to customers. So, there's a sense of forward distribution coming out of the brick-and-mortar stores, where, in years past, everything would come out of a distribution center somewhere else. So they've got to have the product in the store, and we've got to get it to their customers fast, which is just really, really growing every single year, especially in some of the biggest retailers that everybody knows that have the best deals when it comes to Black Friday, Cyber Monday. A vast majority of that volume is coming from the stores now, where it used to come out of their distribution centers.
Victoria Kickham, Senior Editor, DC Velocity 07:51
Dennis, anything else on this topic you want to mention as we gear up for Halloween next week, and looking further ahead to holiday peak?
Dennis Moon, Chief Operating Officer, Roadie 08:00
I would reiterate that it's going to be a short, compact, and hectic peak. As I said before, it was 27 days between Thanksgiving and Christmas, 17 business days, which we haven't seen in quite some time, and this year, more more than ever, fast delivery is going to be critical. It's going to making sure people have it in hand, they have it wrapped, they have it ready, because we don't want to leave people wondering, will my package arrive on Christmas Eve or Christmas morning? But the other thing, as I mentioned earlier, is to combat this, we're seeing a lot of retailers pull forward. We're seeing a lot of events take place prior to Black Friday, whereas it used to be Black Friday Cyber Monday, were the big Super Bowls of our year. Some things are kicking off early in November. Some things are going to have really, really good sales and events that go on all the way through the month of November and into early December, so I think the retailers are smart. They're trying to identify, they can't get everything done in that very, very condensed window, so let's go ahead and spread it out over a longer period of time. And the consumers are smart too, because they're just looking for, you know, really good deals on what they need to purchase for this peak season. So, the last thing I'll just say is that a lot of it will take place online. More and more and more of Black Friday, Cyber Monday is becoming an online event, and according to International Trade Administration, e-commerce in the U.S. is growing an annual rate of 11.22%, and the global marketplace is expected to reach 5.5 trillion by 2027, so it's just showing us the data to support that we're in the right space, and people are utilizing e-comm more and more every single year.
Victoria Kickham, Senior Editor, DC Velocity 09:35
That's certainly true. We see that, in, I think, in our work and in our lives here, so... . Thank you, Dennis, very much for joining us today. We appreciate your insight.
Dennis Moon, Chief Operating Officer, Roadie 09:45
Thank you guys for having me. Have a great day.
Victoria Kickham, Senior Editor, DC Velocity 09:47
Thank you. We've been talking with Dennis Moon of Roadie. Back to you, Dave.
David Maloney, Editorial Director, DC Velocity 09:51
Thank you, Dennis and Victoria. Now let's take a look at some of the other supply chain news from the week, and Ben, you wrote this week about a forecast for technology trends. What can you tell us?
Ben Ames, Senior News Editor, DC Velocity 10:05
That's right. You know, as we near the end of the year, many experts throughout the logistics sector take this chance to make some forecasts and predictions for 2025 that may seem like a long way away, but we're halfway through the fourth quarter already, so now's the time to plan, and one of the first ones that I saw came this week from Forrester, the technology analyst group. Forrester pointed out that 2024, to no surprise, has been a particularly challenging year for companies, especially in asset-intensive industries like manufacturing and transportation. That's because those asset-intensive industries and businesses quickly feel the pain when energy prices rise, when raw materials become harder to access, or when borrowing money for capital projects becomes more expensive. And all of those conditions arose in 2024, so that forced some of those leaders — again in manufacturing and transportation — to focus even more than usual, on managing the costs and improving efficiency, to find that balance point. All this was According to researcher Paul Miller, who's vice president and principal analyst at Forrester.
David Maloney, Editorial Director, DC Velocity 11:16
Well Ben, there certainly were a lot of supply chain disruptions this past year. Did the report say whether they felt 2025 would be any easier on supply chains?
Ben Ames, Senior News Editor, DC Velocity 11:27
Well, it did say, and unfortunately they are forecasting that it will not be all that much smoother. Forrester's latest forecast doesn't anticipate any dramatic improvement in the global macroeconomic situation for 2025, but it does anticipate several ways that companies will probably adapt. So, for 2025, Forrester predicts that over 25% of the big last-mile service and delivery fleets over in Europe will have become electric across the continent. So, between the different nations, they are analyzing parcel delivery firms, utility companies, even local governments that operate large fleets of small vans over relatively short distances, and so, for all those sorts of applications, electrification is an opportunity both to manage costs and to lower carbon emissions. In a second analysis of what we were likely to see, they said that probably less than 5% of the robots that we see in factories and warehouses will be walking. We might have seen a lot of recent headlines — I've written some of them myself — about some rise in two-legged robots that are now able to be designed. Forrester says that the compelling use cases for two-legged robots are less obvious than supporters suggest. Specifically, they said that those kind of robots, they might have a wow factor, but they probably don't have the best form factor for addressing the industry's dull, dirty, and dangerous tasks, which, that's a frequent way of describing the type of assignments that go to robots. And finally, that the third look forward at 2025, Forrester said that car makers, automakers are going to make significant cuts to their digital divisions, sort of admitting defeat after having invested billions of dollars industrywide to try to build the capability to design all those connected platforms and digital features that we see in modern vehicles. Instead, the future of mobility will be underpinned by sort of ecosystems of various technology providers. So, it won't — a vehicle won't necessarily be reliant on the same large automaker that made the car itself to also make the digital platforms on the inside of it.
David Maloney, Editorial Director, DC Velocity 13:53
But those really do look like some interesting trends. I guess we'll see how it all plays out in the coming year.
Ben Ames, Senior News Editor, DC Velocity 13:59
Yeah, absolutely I hadn't thought of the car one. I think we all touch base with that, probably daily, and it's interesting to try to figure out who's making the stuff.
David Maloney, Editorial Director, DC Velocity 14:09
Certainly is. Thank you. Ben.
Ben Ames, Senior News Editor, DC Velocity 14:11
Glad to.
David Maloney, Editorial Director, DC Velocity 14:12
And Victoria, as robots continue to make inroads into our distribution centers, there's one area that's just now getting a little bit of love from those robots. Can you give us the details?
Victoria Kickham, Senior Editor, DC Velocity 14:23
Absolutely, yes. So, I recently wrote about the continuing trend toward implementing warehouse robotics and discovered that there's a bit of a shift happening in where many warehouses are applying the latest technologies. A lot of companies have been focused on applying robotics to picking tasks as a way to handle accelerating e-commerce orders.We saw this trend really gain steam leading up to 2020, and then, of course, during the pandemic years. Many of those early automation gains are bearing fruit, so some companies are shifting their automation focus behind those picking lines, so to speak, and applying robotics to bulk handling, particularly pallets. I spoke to a handful of robotics vendors recently about the reasons behind this trendand what they are seeing in terms of how warehouses are using pallet-handling robots.
David Maloney, Editorial Director, DC Velocity 15:09
Victoria, what's driving that shift to moving towards more bulk handling?
Victoria Kickham, Senior Editor, DC Velocity 15:14
Well, one reason is that this is a labor-intensive process. Bulk items like pallets are moved by people with human-operated equipment, for the most part, and there are a lot of different movements of pallets throughout the warehouse. Workers are often moving them up and down, side to side, from receiving to storage, from storage to shipping, and so forth. So it's an area that's ripe for automation in many ways. But it's difficult to automate all of those pallet moves within a warehouse, so the trick is finding the processes within your facility that make the most sense to automate. Some facilities may benefit from using AGVs or AMRs to transport pallets between destinations; others could apply forklift AGVs to move pallets in and out of storage; and there are also robotic pallet shuttles, which can move pallets into and out of dense storage racking as part of a larger system. Now, all of these productshave been around for a while, but there's much research and development going on, making them better, smarter, more effective, and also in developing pallet-handling robotics that work in concert as a system. Really, what I learned is that this is very much about relieving pressure on labor and keeping goods flowing through the warehouse.
David Maloney, Editorial Director, DC Velocity 16:24
Yeah, because of those labor needs — and I think that's going to be still a growing problem — we will see more robots plying their trade and handling those heavy loads. It just makes a lot of sense.
Victoria Kickham, Senior Editor, DC Velocity 16:33
It certainly does.
David Maloney, Editorial Director, DC Velocity 16:35
Thank you, Victoria,
Victoria Kickham, Senior Editor, DC Velocity 16:36
You're welcome.
David Maloney, Editorial Director, DC Velocity 16:38
We encourage listeners to go to dcvelocity.com for more on these and other supply chain stories. Also check out the podcast Notes section for some direct links to read more about the topics that we discussed today.
And we'd like to thank our guest, Dennis Moon of Roadie, for being with us today. We welcome your comments on this topic and our other stories. You can email us at
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More than half of home deliveries to U.S. online shoppers arrive either late, damaged, or at the wrong address, totaling 53% of orders with one of those issues, according to a study from e-commerce software vendor HubBox.
Specifically, almost one in three (27%) home delivery packages are currently delivered late, while almost one in six (15%) online orders are delivered to the wrong address. The results come from Atlanta-based HubBox, which works with networks and carriers to provide retailers with pickup access to over 400,000 locations worldwide.
Furthermore, the survey of more than 1,000 U.S. shoppers revealed consumers’ top five home delivery pain-points: 1. Orders delivered to the wrong house or block (37%), 2. Packages left with neighbors they don’t like or don’t speak to (30%), 3. Item arriving damaged (28%), 4. Delivery is late (27%), and 5. Having to wait at home for deliveries (25%).
According to HubBox, those frustrations have pushed nearly half (49%) of shoppers to consider out-of-home delivery collection points to overcome poor delivery service.
“Shoppers expect seamless experiences throughout their buying journey – and nowhere more so than in delivery and the last mile where shoppers’ anticipation of receiving their order is highest,” HubBox CEO Sam Jarvis said in a release. “Retailers that offer flexible and convenient delivery experiences, such as pickup points or BOPIS, (Buy Online Pick Up in Store) stand a better chance, and, if they can’t meet these expectations, they risk significant lost sales and future loyalty.”
In addition, more shoppers now expect compensation for late deliveries; over half (53%) expect money off their next order if a delivery is delayed, while 63% expect delivery charges to be waived and another 54% expect a free delivery code for their next order.
“Late deliveries don’t just erode hard-won customer loyalty. Increasingly, as retailers are having to compensate customers for delayed orders, they eat away at already slim margins – and this at a time when the cost of fulfilment is rising and some carriers are charging additional fees for home deliveries,” Jarvis said. “By diversifying fulfilment options, such as adding local pickup, retailers can ensure demand can be met across their network even during peak trading periods such as Black Friday and the Christmas holidays while ensuring consumer experience is maintained.”