Which Countries Have Highest E-commerce Levels?

It’s no secret that e-commerce has grown rapidly in recent years, helped along by global events, such as the Covid-19 pandemic which encouraged more consumers to shop online versus in physical stores.

With access to the internet being easier than ever before, the established global e-commerce network Ubuy wanted to know which are the ‘shopaholic’ countries – those which had seen the highest volume of online purchases.

In a new report analysing worldwide spending data, Ubuy compared the amount spent per country in relation to each country’s average annual income and population. Those that had spent the most money in relation to their annual income were deemed the most ‘shopaholics’.

Ubuy’s research found that, globally, around $3,913,058.90 is recorded in e-commerce spending annually. Using the most recent world population figures (7,888,408,686 people), Ubuy calculated that this is equivalent to $496 spent per capita – approximately 5.7% of an average income ($8,742) on e-commerce alone.

In first place was Lebanon, recording an annual e-commerce revenue of $3,269. While this may not seem like a large number, this is equal to $585 per capita with a population of 5,592,631 people. The average household income for Lebanese people is $$4,323 per year, making the amount spent on e-commerce equate to around 13.5% – a significant amount.

In contrast, China recorded a massive $1,240,968 per year in e-commerce revenue. This was equivalent to $879 per capita for China’s population of 1,412,360,000 people. In terms of household income, the average income was around $7,572 per year, with e-commerce spending equating to 11.6% of their income annually.

The research found that, overall, the majority of countries had recorded relatively large volumes of e-commerce revenue – a testament to how much e-commerce has grown in recent years.

Commenting on the research, Faizan Khan at Ubuy said: “Our research revealed which countries have recorded the highest proportional volume of e-commerce revenue annually, in relation to the average household income for each country.

“It’s interesting to see that many countries actually spend more of their annual income on e-commerce than the global average, highlighting how prominent this spending platform is in many people’s lives.

“As a well-established e-commerce platform ourselves, we’ve seen first-hand that online spending has grown massively in popularity in recent years, particularly following the pandemic. However, it was interesting to break down the global data and see just how these spending trends have emerged in different countries.

“Most notably, our research also revealed that many of the countries that had the highest volume of ‘shopaholics’ were located in South Asia and the MENA region.”

Broken down by country, the top 10 ‘shopaholic’ countries were:

  • Lebanon – $3,269 per year, 13.5% of average income
  • China – $1,240,968 per year, 11.6% of average income
  • Iran – $15.878 per year, 10.3% of average income
  • Kyrgyzstan – $531 per year, 9.1% of average income
  • South Korea – $109,842 per year, 8.4% of average income
  • Sudan – $1,406 per year, 8% of average income
  • Moldova – $842 per year, 7.9% of average income
  • Mongolia – $761 per year, 7.5% of average income
  • United Kingdom – $176,444 per year, 7.2% of average income
  • Bhutan – $137 per year, 7.1% of average income

CLICK HERE to access the full research.

Which Countries Have Highest E-commerce Levels?

It’s no secret that e-commerce has grown rapidly in recent years, helped along by global events, such as the Covid-19 pandemic which encouraged more consumers to shop online versus in physical stores.

With access to the internet being easier than ever before, the established global e-commerce network Ubuy wanted to know which are the ‘shopaholic’ countries – those which had seen the highest volume of online purchases.

In a new report analysing worldwide spending data, Ubuy compared the amount spent per country in relation to each country’s average annual income and population. Those that had spent the most money in relation to their annual income were deemed the most ‘shopaholics’.

Ubuy’s research found that, globally, around $3,913,058.90 is recorded in e-commerce spending annually. Using the most recent world population figures (7,888,408,686 people), Ubuy calculated that this is equivalent to $496 spent per capita – approximately 5.7% of an average income ($8,742) on e-commerce alone.

In first place was Lebanon, recording an annual e-commerce revenue of $3,269. While this may not seem like a large number, this is equal to $585 per capita with a population of 5,592,631 people. The average household income for Lebanese people is $$4,323 per year, making the amount spent on e-commerce equate to around 13.5% – a significant amount.

In contrast, China recorded a massive $1,240,968 per year in e-commerce revenue. This was equivalent to $879 per capita for China’s population of 1,412,360,000 people. In terms of household income, the average income was around $7,572 per year, with e-commerce spending equating to 11.6% of their income annually.

The research found that, overall, the majority of countries had recorded relatively large volumes of e-commerce revenue – a testament to how much e-commerce has grown in recent years.

Commenting on the research, Faizan Khan at Ubuy said: “Our research revealed which countries have recorded the highest proportional volume of e-commerce revenue annually, in relation to the average household income for each country.

“It’s interesting to see that many countries actually spend more of their annual income on e-commerce than the global average, highlighting how prominent this spending platform is in many people’s lives.

“As a well-established e-commerce platform ourselves, we’ve seen first-hand that online spending has grown massively in popularity in recent years, particularly following the pandemic. However, it was interesting to break down the global data and see just how these spending trends have emerged in different countries.

“Most notably, our research also revealed that many of the countries that had the highest volume of ‘shopaholics’ were located in South Asia and the MENA region.”

Broken down by country, the top 10 ‘shopaholic’ countries were:

  • Lebanon – $3,269 per year, 13.5% of average income
  • China – $1,240,968 per year, 11.6% of average income
  • Iran – $15.878 per year, 10.3% of average income
  • Kyrgyzstan – $531 per year, 9.1% of average income
  • South Korea – $109,842 per year, 8.4% of average income
  • Sudan – $1,406 per year, 8% of average income
  • Moldova – $842 per year, 7.9% of average income
  • Mongolia – $761 per year, 7.5% of average income
  • United Kingdom – $176,444 per year, 7.2% of average income
  • Bhutan – $137 per year, 7.1% of average income

CLICK HERE to access the full research.

Banking Collapses: UK Businesses Urged to Collaborate

With recent events at Silicon Valley Bank and Credit Suisse rocking international finance systems, the experts at global supply chain risk management solution Resilinc are urging UK businesses to collaborate with suppliers to reduce uncertainty.

This instability at major international banking institutions comes on the back of an already turbulent time for businesses. Resilinc’s EventWatchAI risk monitoring platform reported a 271% year-on-year increase between 2021 and 2022 in bankruptcies, plus a 46% increase in corporate restructuring and 77% increase in leadership changes during the same time period.

Resilinc is outlining five strategies businesses can employ to mitigate financial risk across their supply chain.

1. Map it out

The first step to collaborate and work with your suppliers is to know who your suppliers are. Mapping down to the subtier level offers complete visibility into your supply chain. Start by focussing on suppliers with the most value or whose loss would impact the company most severely. Mapping needs to go beyond just a ‘tier one’ approach. A smaller supplier in size and value could be providing a vital component of your product or service, without which the financial disruption to your own business could be considerable.

2. Assess the risk

With a full multi-tier map of your supplier network, it’s crucial to carry out risk assessments. Launch risk surveys to individual suppliers to assess financial status and highlight any weaknesses. Take a collaborative approach and offer to help suppliers implement strategies to reduce risk, identifying which suppliers are most in need and prioritizing which to work with first. By undertaking a shared course of action together with suppliers, rather than instructing that improvements are needed, trust will be strengthened at the same time.

3. Be flexible

There are many progressive financial arrangements organisations can offer their suppliers including placing advance orders, paying upfront, or even loaning funds to suppliers facing cashflow challenges. Supporting a smaller supplier essential to your business creates loyalty between you and your supplier, as well as builds a transparent, open relationship which both parties benefit. Oftentimes, it can also result in preferential treatment, early notifications about looming supply chain issues, and larger discounts.

4. Size up support

For suppliers that account for a large amount of expenditure, consider placing orders now for far in advance to account for, and secure, future demand. This could even be up to a few years ahead. Placing orders ahead might also be prudent for suppliers with whom you have a medium spend, or alternatively paying them upfront or on delivery. For suppliers where there is a smaller expenditure, paying in advance may also work, or in the case of small and medium-sized enterprises, extending a loan or relaxing service-level agreements that may be expensive for the supplier to fulfil could be possibilities. Some organisations might also consider taking an equity stake in SME suppliers.

5. Monitor the situation

Mapping out your supplier network through multi-tiers and establishing actions to minimise financial risk is the first stage in building a robust supply chain. However, truly resilient supply chains also include 24/7 monitoring of potential threats. Risk monitoring provides real-time insight into potentially threatening events, enabling businesses to act immediately. Fortunately, it’s possible to access solutions which use AI and other cutting edge technologies to not only identify but predict supply chain disruptions against a number of possible risk events, including financial risks.

Commenting on the importance of supply chain collaboration, Bindiya Vakil, founder and CEO of Resilinc, explains: “After the Silicon Valley Bank announcement, which impacted 3,000 UK businesses, many of our customers began outreach to their SME suppliers offering assistance and support to head off the crisis. We saw procurement leaders offering to help innovative, start-up suppliers, which often provide valuable components, giving options such as reduced payment terms, upfront payment, and orders ahead of demands.

“Not only was this a heart-warming display of good corporate citizenship, it’s actually high class procurement leadership in action, grounded in commercial common sense. Ultimately, it’s far more cost-effective to support existing suppliers than source new ones unexpectedly. Long term supply chain resilience is built on a foundation of supplier transparency, trust and collaboration.”

 

Banking Collapses: UK Businesses Urged to Collaborate

With recent events at Silicon Valley Bank and Credit Suisse rocking international finance systems, the experts at global supply chain risk management solution Resilinc are urging UK businesses to collaborate with suppliers to reduce uncertainty.

This instability at major international banking institutions comes on the back of an already turbulent time for businesses. Resilinc’s EventWatchAI risk monitoring platform reported a 271% year-on-year increase between 2021 and 2022 in bankruptcies, plus a 46% increase in corporate restructuring and 77% increase in leadership changes during the same time period.

Resilinc is outlining five strategies businesses can employ to mitigate financial risk across their supply chain.

1. Map it out

The first step to collaborate and work with your suppliers is to know who your suppliers are. Mapping down to the subtier level offers complete visibility into your supply chain. Start by focussing on suppliers with the most value or whose loss would impact the company most severely. Mapping needs to go beyond just a ‘tier one’ approach. A smaller supplier in size and value could be providing a vital component of your product or service, without which the financial disruption to your own business could be considerable.

2. Assess the risk

With a full multi-tier map of your supplier network, it’s crucial to carry out risk assessments. Launch risk surveys to individual suppliers to assess financial status and highlight any weaknesses. Take a collaborative approach and offer to help suppliers implement strategies to reduce risk, identifying which suppliers are most in need and prioritizing which to work with first. By undertaking a shared course of action together with suppliers, rather than instructing that improvements are needed, trust will be strengthened at the same time.

3. Be flexible

There are many progressive financial arrangements organisations can offer their suppliers including placing advance orders, paying upfront, or even loaning funds to suppliers facing cashflow challenges. Supporting a smaller supplier essential to your business creates loyalty between you and your supplier, as well as builds a transparent, open relationship which both parties benefit. Oftentimes, it can also result in preferential treatment, early notifications about looming supply chain issues, and larger discounts.

4. Size up support

For suppliers that account for a large amount of expenditure, consider placing orders now for far in advance to account for, and secure, future demand. This could even be up to a few years ahead. Placing orders ahead might also be prudent for suppliers with whom you have a medium spend, or alternatively paying them upfront or on delivery. For suppliers where there is a smaller expenditure, paying in advance may also work, or in the case of small and medium-sized enterprises, extending a loan or relaxing service-level agreements that may be expensive for the supplier to fulfil could be possibilities. Some organisations might also consider taking an equity stake in SME suppliers.

5. Monitor the situation

Mapping out your supplier network through multi-tiers and establishing actions to minimise financial risk is the first stage in building a robust supply chain. However, truly resilient supply chains also include 24/7 monitoring of potential threats. Risk monitoring provides real-time insight into potentially threatening events, enabling businesses to act immediately. Fortunately, it’s possible to access solutions which use AI and other cutting edge technologies to not only identify but predict supply chain disruptions against a number of possible risk events, including financial risks.

Commenting on the importance of supply chain collaboration, Bindiya Vakil, founder and CEO of Resilinc, explains: “After the Silicon Valley Bank announcement, which impacted 3,000 UK businesses, many of our customers began outreach to their SME suppliers offering assistance and support to head off the crisis. We saw procurement leaders offering to help innovative, start-up suppliers, which often provide valuable components, giving options such as reduced payment terms, upfront payment, and orders ahead of demands.

“Not only was this a heart-warming display of good corporate citizenship, it’s actually high class procurement leadership in action, grounded in commercial common sense. Ultimately, it’s far more cost-effective to support existing suppliers than source new ones unexpectedly. Long term supply chain resilience is built on a foundation of supplier transparency, trust and collaboration.”

 

Trade Groups Come Together Over Safety

The coming together of five organisations with shared visions for the safety and security of global trade will take advantage of unified information and data sources to bring greater awareness and understanding of issues with the goal of producing preventative output.

A Memorandum of Understanding (MOU) was signed on 16 March 2023 by representatives of the five organisations:

  • Cargo Incident Notification System (CINS)
  • Confidential Human Factors Incident Reporting Programme (CHIRP)
  • Container Owners Association (COA)
  • International Cargo Handling Coordination Association (ICHCA)
  • Ship Message Design Group (SMDG)

The participants have a commonality of purpose to create a framework for cooperation that enables each group to benefit from each other’s activities in respect of their strategies in areas of joint interest. These will, in the immediate future concentrate on improved safety during the global transport and handling of goods that have the potential to cause injury to the workforce and/or damage to the environment and the goods themselves.

John Beckett, Chair of ICHCA, commented: “This unique grouping of industry leaders has the potential to coordinate data, research and best practices across the broad spectrum of the international movement of cargo. A key goal is to create an awareness throughout the freight industry, amongst operators, regulators and policy makers as to practical and effective measures to improve safety.”

A fundamental part of the group’s output will be publications, an aim that is close to the heart of Deputy Chair of CINS, Dirk Van de Velde: “As an example of where immediate attention is required, container ship fires are high on the list,” he said. “The combined knowledge, experience and database resource of the signatories to this MOU, managed in a coordinated manner, have massive potential to leverage change in safety processes. We will be publishing guidance on the treatment of lithium-ion batteries, among other cargoes, in the near future.”

In search of practical changes that will alleviate such dangers, the MOU calls for coordinated efforts both on regional and international issues of common concern and engagement with relevant regulatory bodies including the IMO and other appropriate United Nations agencies.

Other stated aims include working together to initiate innovative worldwide surveys and studies that can assist with the furtherance of these organisations on behalf of their members and associates. There will also be sharing of research findings and publications to strengthen information exchange, while avoiding duplication of effort by pooling resources.

“CHIRP Maritime is delighted to be part of the MOU,” added CHIRP’s David Watkins. “CHIRP Maritime will work with our partners to collect information on operational cargo-related accidents and incidents and share learning with the wider maritime community to promote best practices in the supply chain and reduce the number of cargo incidents on board ships and terminals

Caption: Adam Parnell – Chirp, Dirk Van de Velde – CINS, John Beckett – ICHCA, Mark Lefebvre – CINS, Patrick Hicks – COA

 

 

Trade Groups Come Together Over Safety

The coming together of five organisations with shared visions for the safety and security of global trade will take advantage of unified information and data sources to bring greater awareness and understanding of issues with the goal of producing preventative output.

A Memorandum of Understanding (MOU) was signed on 16 March 2023 by representatives of the five organisations:

  • Cargo Incident Notification System (CINS)
  • Confidential Human Factors Incident Reporting Programme (CHIRP)
  • Container Owners Association (COA)
  • International Cargo Handling Coordination Association (ICHCA)
  • Ship Message Design Group (SMDG)

The participants have a commonality of purpose to create a framework for cooperation that enables each group to benefit from each other’s activities in respect of their strategies in areas of joint interest. These will, in the immediate future concentrate on improved safety during the global transport and handling of goods that have the potential to cause injury to the workforce and/or damage to the environment and the goods themselves.

John Beckett, Chair of ICHCA, commented: “This unique grouping of industry leaders has the potential to coordinate data, research and best practices across the broad spectrum of the international movement of cargo. A key goal is to create an awareness throughout the freight industry, amongst operators, regulators and policy makers as to practical and effective measures to improve safety.”

A fundamental part of the group’s output will be publications, an aim that is close to the heart of Deputy Chair of CINS, Dirk Van de Velde: “As an example of where immediate attention is required, container ship fires are high on the list,” he said. “The combined knowledge, experience and database resource of the signatories to this MOU, managed in a coordinated manner, have massive potential to leverage change in safety processes. We will be publishing guidance on the treatment of lithium-ion batteries, among other cargoes, in the near future.”

In search of practical changes that will alleviate such dangers, the MOU calls for coordinated efforts both on regional and international issues of common concern and engagement with relevant regulatory bodies including the IMO and other appropriate United Nations agencies.

Other stated aims include working together to initiate innovative worldwide surveys and studies that can assist with the furtherance of these organisations on behalf of their members and associates. There will also be sharing of research findings and publications to strengthen information exchange, while avoiding duplication of effort by pooling resources.

“CHIRP Maritime is delighted to be part of the MOU,” added CHIRP’s David Watkins. “CHIRP Maritime will work with our partners to collect information on operational cargo-related accidents and incidents and share learning with the wider maritime community to promote best practices in the supply chain and reduce the number of cargo incidents on board ships and terminals

Caption: Adam Parnell – Chirp, Dirk Van de Velde – CINS, John Beckett – ICHCA, Mark Lefebvre – CINS, Patrick Hicks – COA

 

 

Logistics Terminal Opened in Tyrol

Gebrüder Weiss has opened a logistics terminal in the Kreckelmoos industrial estate in Reutte. The location is specifically designed to meet the requirements of locally-based businesses in Tyrol, Austria. This will make the trips for the collection and delivery of import and export goods shorter and more flexible. They reach Reutte directly, are cross-decked and stored there, and delivered via short routes, including as express shipments.

Customs clearance as well as air and sea freight services complete the on-site portfolio. The logistics company has invested around €8m in the new building, which was completed in less than a year. The location complements the existing Gebrüder Weiss branches in Innsbruck, Wörgl and Hall in Tyrol as well as the Bavarian ones in Memmingen, Waldkraiburg, Passau and Nuremberg.

Günter Schmarl, Branch Manager Tyrol at Gebrüder Weiss, explains what positive effects this has: “We reduce trips over the busy Fernpass road between Tyrol and Bavaria and provide relief for regional traffic because we bundle storage capacities scattered across the district close to the shippers and recipients of goods. Not only is this more efficient for everyone involved, it is also in keeping with the sustainability and climate strategy of the state of Tyrol, which aims to have regional distribution centres for the collection and delivery of goods.”

Thirty employees are to be employed in Reutte in the mid-term, and there are also plans to train apprentices here. The terminal obtains most of its energy requirements from a 600 sq m photovoltaic system installed on the roof of the hall. This system saves eleven tonnes of CO2 per year and generates clean electricity for a heat pump that is used to control the ambient climate of the logistics centre. Gebrüder Weiss aims to operate all of its logistics facilities around the world in a climate-neutral way by 2030, with the company increasingly relying on electricity from renewable sources to this end.

  • Gebrüder Weiss Reutte at a glance

  • Investments: €8 million
  • Total plot area: 11,800 sq m
  • Logistics warehouse: 2,160 sq m
  • Cross-docking area: 400 sq m
  • Picking area: 400 sq m
  • Office building: 600 sq m
  • Number of charging options for e-vans (3.5 tons): 4
  • Heat generation: Heat pump
  • Photovoltaic system – collector surface area: 600 sq m
  • Photovoltaic system – kilowatt hours of electricity per year: 140 kWp
  • Photovoltaic system – CO2 saved per year: 11 tonnes

Logistics Terminal Opened in Tyrol

Gebrüder Weiss has opened a logistics terminal in the Kreckelmoos industrial estate in Reutte. The location is specifically designed to meet the requirements of locally-based businesses in Tyrol, Austria. This will make the trips for the collection and delivery of import and export goods shorter and more flexible. They reach Reutte directly, are cross-decked and stored there, and delivered via short routes, including as express shipments.

Customs clearance as well as air and sea freight services complete the on-site portfolio. The logistics company has invested around €8m in the new building, which was completed in less than a year. The location complements the existing Gebrüder Weiss branches in Innsbruck, Wörgl and Hall in Tyrol as well as the Bavarian ones in Memmingen, Waldkraiburg, Passau and Nuremberg.

Günter Schmarl, Branch Manager Tyrol at Gebrüder Weiss, explains what positive effects this has: “We reduce trips over the busy Fernpass road between Tyrol and Bavaria and provide relief for regional traffic because we bundle storage capacities scattered across the district close to the shippers and recipients of goods. Not only is this more efficient for everyone involved, it is also in keeping with the sustainability and climate strategy of the state of Tyrol, which aims to have regional distribution centres for the collection and delivery of goods.”

Thirty employees are to be employed in Reutte in the mid-term, and there are also plans to train apprentices here. The terminal obtains most of its energy requirements from a 600 sq m photovoltaic system installed on the roof of the hall. This system saves eleven tonnes of CO2 per year and generates clean electricity for a heat pump that is used to control the ambient climate of the logistics centre. Gebrüder Weiss aims to operate all of its logistics facilities around the world in a climate-neutral way by 2030, with the company increasingly relying on electricity from renewable sources to this end.

  • Gebrüder Weiss Reutte at a glance

  • Investments: €8 million
  • Total plot area: 11,800 sq m
  • Logistics warehouse: 2,160 sq m
  • Cross-docking area: 400 sq m
  • Picking area: 400 sq m
  • Office building: 600 sq m
  • Number of charging options for e-vans (3.5 tons): 4
  • Heat generation: Heat pump
  • Photovoltaic system – collector surface area: 600 sq m
  • Photovoltaic system – kilowatt hours of electricity per year: 140 kWp
  • Photovoltaic system – CO2 saved per year: 11 tonnes

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