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Month: September 2021

BIFA seeks to inspire next generation

Posted on by David Priestman

The British International Freight Association (BIFA), the trade association that represents the UK’s freight forwarding and logistics sector is launching a campaign to encourage its members to work with schools to promote careers in logistics, forwarding and the supply chain, and encourage students to consider them.

With schools returning for a new academic year, BIFA is equipping its members with materials to help them promote careers within the freight and logistics sector to students.

During September, BIFA members will be receiving copies of literature (pictured below) that is full of ideas of how to promote their business and the industry as a career option to the next generation.

This promotional material is the first part of a wider industry inspiration programme that will help members to highlight to students the available routes when making career choices, identify the core values and behaviours required when applying for jobs, and provide advice that may encourage young people to broaden their horizons.

Carl Hobbis, executive director and training development manager, says: “Industry promotion is one of BIFA’s key roles and part of that is encouraging logistics as a career path. We see career guidance via school events as being key to that.”

Whilst the trade association has its own plans to have more proactive engagement with schools, it hopes that the literature that is being distributed will inspire members around the country to do something locally.

BIFA believes that schools need employer engagement and apart from the blue-chip organisations, many members generally don’t know where to start or who to approach, so it is encouraging those members to reverse this and reach out to schools in their vicinity.

Hobbis adds: “Since the Brexit vote and the onset of the Covid pandemic, global supply chains have been in the news more than ever, so what a great time to encourage someone to consider a career in international freight sector that manages those supply chains.

“Apprenticeships are certainly something that a lot of students are considering, rather than taking on the debt associated with a degree, and we are reminding members that there is a specific apprenticeship standard for International Freight Forwarding, that BIFA was instrumental in establishing.

“Many of our members are doing some fantastic things already, but we, as a trade association need to do more. This literature is just the start and provides a framework to support members, and help them to attract the next generation to the freight forwarding and logistics industry.”

Retailers: how to survive and thrive through a ‘pingdemic’

Posted on by David Priestman

Retailers have had it rough, to say the least. With Brexit and the pandemic causing a wave of uncertainty, brands saw themselves facing never before seen challenges. As a result, customer service teams and operational agility were pushed to their limits, picking up the pieces with frustrated customers due to supply chain and workforce shortages.

With thousands of front-line workers ‘pinged’ to self-isolate, the same problems of empty supermarket shelves, delayed deliveries, and stretched customer service teams we saw in the peak of March 2020, appeared once again. What first seemed like a viable solution to make people safer, soon had a damaging effect on the supply chain.

Now, with changes to the app made, the number of people ‘pinged’ has thankfully fallen, and policy updates mean that those double jabbed, no longer need to self-isolate. Despite this, the battle is far from won and retailers still need to emerge from these challenges in a more robust and agile position.

With brands setting the bar higher than ever before, COVID, Brexit and the ‘pingdemic’ are no longer excuses for a bad delivery experience. But what steps can retailers make to mitigate risk and protect the experience for their customers?

Step 1: automated tracking

Royal Mail recently reported disruption to deliveries in 12 different postcodes across the UK after a wave of staff were forced to self-isolate. With many other companies following suit, there was also another kind of wave – that being a surge of angry customers, without any knowledge of where their deliveries could be.

Ultimately, leading them to pick up the phone and ask ‘where is my order?’ to customer teams. If a customer’s delivery is going to be late, they want to know about it ahead of time rather than being the one to chase for updates – and this is where automated tracking can save the day.

Similar to fast Wi-Fi or running tap water, branded tracking should be basic hygiene. Yet in a recent study conducted by sorted.com, it was found that only 36% of retailers have branded tracking on their app or website, while 18% of retailers do not offer any tracking at all. With disruption always on the horizon, automated tracking is now crucial, especially when it comes to staying one step ahead of the customer.

With automated tracking, retailers can keep customers informed at every point of the delivery journey, meaning they know where their delivery or return is before they even need to ask. This is already doing wonders for some brands. MusicMagpie, for example, successfully slashed their “where is my order” contact enquiries by 63% after they incorporated automated tracking. In turn, this reduced the pressure on contact centres, all while protecting customer loyalty and confidence.

Step 2: ready for the unexpected

If retailers have less staff on the ground, those who can work need all the help they can get with automation. To drive the most efficient operations, brands need to be more informed with access to data. After all, a more informed business means a more successful one. Better informed CX teams leads to better support for customers, so accurate insights are vital for quick crisis management.

While the pandemic has been a case of unprecedented disruption, other unexpected factors (such as weather and traffic disruptions) are inevitable. No two days are ever the same in logistics. From a snowstorm to blocked motorways, anything can crop up so having the insight to act fast and make changes is critical.

This is why retailers must stay ahead of the game and be prepared to deal with any sudden issues to protect brand reputation and customer loyalty. To do so, delivery performance reporting can be incorporated to keep teams up to date with any problems or issues that can appear across multiple carriers. To be as proactive as possible, teams can set-up escalation management, such as alerts and warnings, to be notified of any missing or late parcels. With 1 out of 5 of customers less likely to shop with a retailer online again following a bad delivery experience, proactivity is therefore crucial to brand loyalty and customer satisfaction.

Step 3: better insight

No matter how prepared you may be, disruption is often inevitable, so customer service representatives must be ready to deal with any unpredictable issues. As such, it’s crucial for teams to be fully informed with access to any necessary data insights all in one place to offer quick solutions. For instance, with an interactive dashboard, teams can highlight any issues by severity, so prioritisation is clear. It’s bad enough for customers to be left in the dark, but for teams to be clueless about the status of a delivery or return too, will be self-destructive for a brand.

Even better, today’s digital age means customers can look up information on their own with ‘self-serve’. Rather than getting in touch with contact centres, customers can access the specific information they need, wherever they are in their post-purchase journey. This eases the pressure of customer service teams, allowing them to focus on more complex issues. With 73% of customers saying that valuing their time is the most important thing a company can do to provide them with good online customer service – self-serve provides an answer to your teams’ prayers.

The bottom line: be proactive

The past year has been a challenging time for retailers, but the ‘pingdemic’ won’t be the last of their problems. To be more prepared, brands must now adopt the right tech and be equipped with actionable insights to reduce the pressure on teams and deliver the best service possible.

Retailers: how to survive and thrive through a ‘pingdemic’

Posted on by Keith McKinley

Retailers have had it rough, to say the least. With Brexit and the pandemic causing a wave of uncertainty, brands saw themselves facing never before seen challenges. As a result, customer service teams and operational agility were pushed to their limits, picking up the pieces with frustrated customers due to supply chain and workforce shortages.

With thousands of front-line workers ‘pinged’ to self-isolate, the same problems of empty supermarket shelves, delayed deliveries, and stretched customer service teams we saw in the peak of March 2020, appeared once again. What first seemed like a viable solution to make people safer, soon had a damaging effect on the supply chain.

Now, with changes to the app made, the number of people ‘pinged’ has thankfully fallen, and policy updates mean that those double jabbed, no longer need to self-isolate. Despite this, the battle is far from won and retailers still need to emerge from these challenges in a more robust and agile position.

With brands setting the bar higher than ever before, COVID, Brexit and the ‘pingdemic’ are no longer excuses for a bad delivery experience. But what steps can retailers make to mitigate risk and protect the experience for their customers?

Step 1: automated tracking

Royal Mail recently reported disruption to deliveries in 12 different postcodes across the UK after a wave of staff were forced to self-isolate. With many other companies following suit, there was also another kind of wave – that being a surge of angry customers, without any knowledge of where their deliveries could be.

Ultimately, leading them to pick up the phone and ask ‘where is my order?’ to customer teams. If a customer’s delivery is going to be late, they want to know about it ahead of time rather than being the one to chase for updates – and this is where automated tracking can save the day.

Similar to fast Wi-Fi or running tap water, branded tracking should be basic hygiene. Yet in a recent study conducted by sorted.com, it was found that only 36% of retailers have branded tracking on their app or website, while 18% of retailers do not offer any tracking at all. With disruption always on the horizon, automated tracking is now crucial, especially when it comes to staying one step ahead of the customer.

With automated tracking, retailers can keep customers informed at every point of the delivery journey, meaning they know where their delivery or return is before they even need to ask. This is already doing wonders for some brands. MusicMagpie, for example, successfully slashed their “where is my order” contact enquiries by 63% after they incorporated automated tracking. In turn, this reduced the pressure on contact centres, all while protecting customer loyalty and confidence.

Step 2: ready for the unexpected

If retailers have less staff on the ground, those who can work need all the help they can get with automation. To drive the most efficient operations, brands need to be more informed with access to data. After all, a more informed business means a more successful one. Better informed CX teams leads to better support for customers, so accurate insights are vital for quick crisis management.

While the pandemic has been a case of unprecedented disruption, other unexpected factors (such as weather and traffic disruptions) are inevitable. No two days are ever the same in logistics. From a snowstorm to blocked motorways, anything can crop up so having the insight to act fast and make changes is critical.

This is why retailers must stay ahead of the game and be prepared to deal with any sudden issues to protect brand reputation and customer loyalty. To do so, delivery performance reporting can be incorporated to keep teams up to date with any problems or issues that can appear across multiple carriers. To be as proactive as possible, teams can set-up escalation management, such as alerts and warnings, to be notified of any missing or late parcels. With 1 out of 5 of customers less likely to shop with a retailer online again following a bad delivery experience, proactivity is therefore crucial to brand loyalty and customer satisfaction.

Step 3: better insight

No matter how prepared you may be, disruption is often inevitable, so customer service representatives must be ready to deal with any unpredictable issues. As such, it’s crucial for teams to be fully informed with access to any necessary data insights all in one place to offer quick solutions. For instance, with an interactive dashboard, teams can highlight any issues by severity, so prioritisation is clear. It’s bad enough for customers to be left in the dark, but for teams to be clueless about the status of a delivery or return too, will be self-destructive for a brand.

Even better, today’s digital age means customers can look up information on their own with ‘self-serve’. Rather than getting in touch with contact centres, customers can access the specific information they need, wherever they are in their post-purchase journey. This eases the pressure of customer service teams, allowing them to focus on more complex issues. With 73% of customers saying that valuing their time is the most important thing a company can do to provide them with good online customer service – self-serve provides an answer to your teams’ prayers.

The bottom line: be proactive

The past year has been a challenging time for retailers, but the ‘pingdemic’ won’t be the last of their problems. To be more prepared, brands must now adopt the right tech and be equipped with actionable insights to reduce the pressure on teams and deliver the best service possible.

XPO Logistics sponsors Birmingham Pride

Posted on by David Priestman

XPO Logistics, a leading global provider of freight transportation services, is continuing to demonstrate its commitment to diversity, equity and inclusion by sponsoring the Birmingham Pride Festival on 25th–26th September 2021 in the West Midlands. The theme of the event, “Stronger Together”, also signals XPO’s support of LGBTQ+ employees and allies.

XPO sponsors LGBTQ+ events that reflect the geographic diversity of its operations, as well as the individualism of its team members. The company recently supported the Tamworth Pride Festival in Staffordshire and has sponsored the New York City Pride, the Mid-South Pride Fest, the Tri-State LGBTQ+ Unity Summit and the Lesbians Who Tech Virtual Summit in the US.

Dan Myers, managing director – UK and Ireland, XPO Logistics, said: “We want everyone to feel welcome and valued as members of the XPO team. A diverse team makes us a stronger business and helps us to recruit and retain the very best people. Our support for Pride events like Birmingham and Tamworth is an important demonstration of our commitment to an inclusive workplace.”

XPO provides technology-enabled freight transportation services for customers across a range of supply chains in Europe, including food and beverage, e-commerce, industrial and consumer goods, as well as the Tour de France and other world-class events. Following success in recruiting from within the LGBTQ+ community, XPO is applying its best practices to other areas of diversity hiring, development and promotion.

XPO Logistics sponsors Birmingham Pride

Posted on by David Priestman

XPO Logistics, a leading global provider of freight transportation services, is continuing to demonstrate its commitment to diversity, equity and inclusion by sponsoring the Birmingham Pride Festival on 25th–26th September 2021 in the West Midlands. The theme of the event, “Stronger Together”, also signals XPO’s support of LGBTQ+ employees and allies.

XPO sponsors LGBTQ+ events that reflect the geographic diversity of its operations, as well as the individualism of its team members. The company recently supported the Tamworth Pride Festival in Staffordshire and has sponsored the New York City Pride, the Mid-South Pride Fest, the Tri-State LGBTQ+ Unity Summit and the Lesbians Who Tech Virtual Summit in the US.

Dan Myers, managing director – UK and Ireland, XPO Logistics, said: “We want everyone to feel welcome and valued as members of the XPO team. A diverse team makes us a stronger business and helps us to recruit and retain the very best people. Our support for Pride events like Birmingham and Tamworth is an important demonstration of our commitment to an inclusive workplace.”

XPO provides technology-enabled freight transportation services for customers across a range of supply chains in Europe, including food and beverage, e-commerce, industrial and consumer goods, as well as the Tour de France and other world-class events. Following success in recruiting from within the LGBTQ+ community, XPO is applying its best practices to other areas of diversity hiring, development and promotion.

DSV inaugurates largest logistics centre in Africa

Posted on by Keith McKinley

DSV has inaugurated its new Gauteng HQ in South Africa, DSV Park Gauteng, which is Africa’s largest integrated logistics centre. With this centralised facility DSV will be able to provide more seamless service to customers which is an integral part of creating a strengthened and more efficient logistics network in South Africa.

DSV has consolidated its Gauteng operations in South Africa into a new, centralised facility which is the largest of its kind in Africa. It is situated near O.R. Tambo International Airport between Johannesburg and Pretoria and with easy access to the East and West Rand. The logistics centre consists of approx. 130,000 sq m of buildings and covers supply chain solutions from first to last mile controlled and managed under one roof, by DSV.

The investment in DSV Park Gauteng is a testament to DSV’s commitment to South Africa and to continuing to strengthen the logistics infrastructure in the country to the benefit of DSV customers and the South African society.

The new DSV logistics centre was officially inaugurated at a virtual ceremony. The ceremony host and CEO of DSV Africa, Keith Pienaar, says: “The inauguration of DSV Park Gauteng once again underlines DSV’s strong commitment to South Africa and our will to grow the business in the region. DSV Park Gauteng consolidates several smaller offices and warehouses around Johannesburg into one large, modern logistics centre.

“The foundation of our values and culture is to promote an inclusive workforce and sustainable business practices. One consolidated facility will enhance collaboration and offer truly integrated supply chain solutions for our clients and customers.

“The sprawling complex houses a logistics warehouse of 79,000 sq m, a cross-dock facility of 41,000 sq m and office space of 10,000 sq m. DSV’s divisions Air & Sea, Road, Solutions as well as the Shared Services function will be inhabiting the new logistics centre while other specific units such as Healthcare and parts of Mounties and Solutions will continue out of their current specialised facilities.

“With DSV Park Gauteng, DSV has developed a large-scale modern logistics centre which captures the essence of our consolidation strategy to create larger and more efficient facilities, enabling us to have many of our business units together under one single roof.”

Brian Almind Winther, EVP and Head of Group Property, DSV, says: “We have packed the new DSV facility with solutions such as an innovative sorter that can handle 13,000 packages every single hour. Throughout the whole building process, we have also utilised our global experience to construct buildings where sustainability and resource optimisation have been fundamental in all processes.”

To further improve the infrastructure nationally in South Africa, DSV is also building a consolidating logistics centre in the Western Cape called DSV Park Cape Town. This site will be located near the Cape Town International Airport, and close to the harbour and industrial and commercial hubs.

Synergy takes over Maersk’s technical management business

Posted on by Keith McKinley

Synergy Marine Pte. Ltd., a subsidiary of Synergy Group, has signed an agreement to take over Maersk Tankers’ technical management business. This will strengthen Synergy Group’s position within technical management, and Maersk Tankers will become a service company focused on commercial management.

“Maersk Tankers has been transformed from a traditional tanker company into a service company over the past few years,” says Christian M. Ingerslev, CEO of Maersk Tankers. “The agreement with Synergy Group marks the next big step on our strategic course, offering both the technical and commercial businesses optimum conditions in which to thrive. Maersk Tankers will become a service company focused on the commercial management market, delivering financially and environmentally viable solutions for shipowners.”

The technical management business, which has been part of Maersk Tankers since 1928, maintains vessels to ensure their safe, efficient and cost-competitive operation. It employs close to 3,300 people, of which 140 work onshore. Synergy Group, a leading ship manager founded in 2006 and with 14,000 seafarers and more than 1,000 shore-based employees, has been carefully chosen as the new owner to grow and develop the technical management business.

“At Synergy, we have always strived to provide high-quality services to our ship-owning partners,” says Captain Rajesh Unni, founder and CEO of Synergy Group. “Being considered the right owner of Maersk Tankers’ technical management business is testament to our beliefs and philosophy of working towards creating a platform for high-quality and technically adept services. The crew’s well-being is paramount, and we are committed to providing sustainably responsible services.”

Under the agreement, Synergy Group will take over the entire technical management business of Maersk Tankers. This includes customer and supplier contracts, as well as the technical management of 82 vessels, including the vessels in Maersk Product Tankers. More vessels mean access to more data, which Synergy Group will use to optimise vessel performance and reduce the environmental impact of shipping.

The vast majority of the employees in Maersk Tankers’ technical management business will become part of the Synergy Group, which will strengthen the company’s presence in Denmark, Singapore and India.

Following the takeover, the two companies will work together on the management of the vessels in Maersk Product Tankers.

The takeover of the technical management business is expected to be completed during November 2021.

Synergy takes over Maersk’s technical management business

Posted on by David Priestman

Synergy Marine Pte. Ltd., a subsidiary of Synergy Group, has signed an agreement to take over Maersk Tankers’ technical management business. This will strengthen Synergy Group’s position within technical management, and Maersk Tankers will become a service company focused on commercial management.

“Maersk Tankers has been transformed from a traditional tanker company into a service company over the past few years,” says Christian M. Ingerslev, CEO of Maersk Tankers. “The agreement with Synergy Group marks the next big step on our strategic course, offering both the technical and commercial businesses optimum conditions in which to thrive. Maersk Tankers will become a service company focused on the commercial management market, delivering financially and environmentally viable solutions for shipowners.”

The technical management business, which has been part of Maersk Tankers since 1928, maintains vessels to ensure their safe, efficient and cost-competitive operation. It employs close to 3,300 people, of which 140 work onshore. Synergy Group, a leading ship manager founded in 2006 and with 14,000 seafarers and more than 1,000 shore-based employees, has been carefully chosen as the new owner to grow and develop the technical management business.

“At Synergy, we have always strived to provide high-quality services to our ship-owning partners,” says Captain Rajesh Unni, founder and CEO of Synergy Group. “Being considered the right owner of Maersk Tankers’ technical management business is testament to our beliefs and philosophy of working towards creating a platform for high-quality and technically adept services. The crew’s well-being is paramount, and we are committed to providing sustainably responsible services.”

Under the agreement, Synergy Group will take over the entire technical management business of Maersk Tankers. This includes customer and supplier contracts, as well as the technical management of 82 vessels, including the vessels in Maersk Product Tankers. More vessels mean access to more data, which Synergy Group will use to optimise vessel performance and reduce the environmental impact of shipping.

The vast majority of the employees in Maersk Tankers’ technical management business will become part of the Synergy Group, which will strengthen the company’s presence in Denmark, Singapore and India.

Following the takeover, the two companies will work together on the management of the vessels in Maersk Product Tankers.

The takeover of the technical management business is expected to be completed during November 2021.

Descartes’ research highlights impact of delivery experience

Posted on by David Priestman

Descartes Systems Group, a global leader in uniting logistics-intensive businesses in commerce, has published the findings of its Consumer Online Delivery Research, which set out to assess consumers’ online purchasing experiences across Europe.

Undertaken by SAPIO Research during July 2021, the interviews with consumers across Europe highlighted that quality of the delivery service is undermining overall customer perception of both delivery companies and retailers – leading to lost sales. The research concludes that retailers need to take ownership of the end-to-end experience, in order to address consumer expectations regarding tracking and communication; safe delivery and ease of return; and, increasingly, environmental considerations.

Key findings include:

  • The quality of the experience has been far from perfect: just 16% of UK consumers are satisfied with the delivery service every time.
  • Over two thirds (68%) have had an issue with delivery in the last three months – and, as a result, 24% lost trust in a delivery company and 24% lost trust in the retailer.
  • Over a third (37%) of consumers also share their perception of both delivery company and retailer with friends and family – creating a ripple effect that rapidly undermines consumer perception.
  • 71% of European consumers consider the environment when making an online order.
  • Almost a third are interested in bulking all orders to one weekly delivery.

Since the beginning of the COVID-19 pandemic, the proportion of purchases made online has grown from an average of 32% to 43% and is expected to remain at 41% for the foreseeable future. More than half (51%) of consumers have increased the number of purchases they make online, and 51% now make an online purchase at least once a fortnight – almost double the number (28%) pre-pandemic.

Despite these statistics, the research findings underline the fact that deliveries are failing to achieve complete customer satisfaction, with nearly nine in ten (87%) customers not always satisfied with the delivery services received. With satisfaction rates even lower for consumers who have reduced their online buying behaviour during the COVID-19 pandemic, the implications of inadequate delivery experiences cannot be overlooked.

Timing is the biggest issue for home deliveries – with two in three (68%) UK consumers reporting a delivery problem in the last three months. Delivery problems radically affect customer perception – and not just of the delivery company. While almost a quarter (24%) lost trust in the delivery company, 24% also lost trust in the retailer and 23% did not buy from that retailer again.

Given that many consumers were a captive audience during COVID-19 pandemic lockdowns, these delivery problems should raise serious alarm bells for retailers. With just 16% of UK consumers confirming they are totally satisfied with the delivery service, a company’s ability to meet its delivery promises will become increasingly important to reinforce the quality of customer experience and maximise the chances of customer retention.

Questions retailers should, therefore, be seriously considering, include:

  • How proactively is the retailer tracking delivery performance?
  • What is the strategy for managing spiralling delivery costs and optimising driver time?
  • What is the strategy for meeting customers’ environmental expectations? Can the delivery model support bulk orders and green scheduling? Are the right vehicles being automatically assigned to deliver in Clean Air Zones?

Pol Sweeney, VP Sales and Business Manager UK, Descartes, comments: “Consumers will not return to pre-pandemic shopping habits; having become used to the convenience of ecommerce, online purchasing will continue to dominate. Individuals have become far more confident and sophisticated online over the past 18 months and expectations have risen, leading retailers to enhance the online experience, but as this research reveals, the quality of the delivery service is undermining the overall customer perception and leading to lost sales.

“Retailers that take ownership of the entire end-to-end experience and truly optimise the delivery process have the opportunity to transform customer perceptions, drive additional sales and, critically, entice customers from poorer performing competitors.”

Descartes’ research highlights impact of delivery experience

Posted on by David Priestman

Descartes Systems Group, a global leader in uniting logistics-intensive businesses in commerce, has published the findings of its Consumer Online Delivery Research, which set out to assess consumers’ online purchasing experiences across Europe.

Undertaken by SAPIO Research during July 2021, the interviews with consumers across Europe highlighted that quality of the delivery service is undermining overall customer perception of both delivery companies and retailers – leading to lost sales. The research concludes that retailers need to take ownership of the end-to-end experience, in order to address consumer expectations regarding tracking and communication; safe delivery and ease of return; and, increasingly, environmental considerations.

Key findings include:

  • The quality of the experience has been far from perfect: just 16% of UK consumers are satisfied with the delivery service every time.
  • Over two thirds (68%) have had an issue with delivery in the last three months – and, as a result, 24% lost trust in a delivery company and 24% lost trust in the retailer.
  • Over a third (37%) of consumers also share their perception of both delivery company and retailer with friends and family – creating a ripple effect that rapidly undermines consumer perception.
  • 71% of European consumers consider the environment when making an online order.
  • Almost a third are interested in bulking all orders to one weekly delivery.

Since the beginning of the COVID-19 pandemic, the proportion of purchases made online has grown from an average of 32% to 43% and is expected to remain at 41% for the foreseeable future. More than half (51%) of consumers have increased the number of purchases they make online, and 51% now make an online purchase at least once a fortnight – almost double the number (28%) pre-pandemic.

Despite these statistics, the research findings underline the fact that deliveries are failing to achieve complete customer satisfaction, with nearly nine in ten (87%) customers not always satisfied with the delivery services received. With satisfaction rates even lower for consumers who have reduced their online buying behaviour during the COVID-19 pandemic, the implications of inadequate delivery experiences cannot be overlooked.

Timing is the biggest issue for home deliveries – with two in three (68%) UK consumers reporting a delivery problem in the last three months. Delivery problems radically affect customer perception – and not just of the delivery company. While almost a quarter (24%) lost trust in the delivery company, 24% also lost trust in the retailer and 23% did not buy from that retailer again.

Given that many consumers were a captive audience during COVID-19 pandemic lockdowns, these delivery problems should raise serious alarm bells for retailers. With just 16% of UK consumers confirming they are totally satisfied with the delivery service, a company’s ability to meet its delivery promises will become increasingly important to reinforce the quality of customer experience and maximise the chances of customer retention.

Questions retailers should, therefore, be seriously considering, include:

  • How proactively is the retailer tracking delivery performance?
  • What is the strategy for managing spiralling delivery costs and optimising driver time?
  • What is the strategy for meeting customers’ environmental expectations? Can the delivery model support bulk orders and green scheduling? Are the right vehicles being automatically assigned to deliver in Clean Air Zones?

Pol Sweeney, VP Sales and Business Manager UK, Descartes, comments: “Consumers will not return to pre-pandemic shopping habits; having become used to the convenience of ecommerce, online purchasing will continue to dominate. Individuals have become far more confident and sophisticated online over the past 18 months and expectations have risen, leading retailers to enhance the online experience, but as this research reveals, the quality of the delivery service is undermining the overall customer perception and leading to lost sales.

“Retailers that take ownership of the entire end-to-end experience and truly optimise the delivery process have the opportunity to transform customer perceptions, drive additional sales and, critically, entice customers from poorer performing competitors.”

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