Subscribe

Tag: logistics

Green light for remote Border Control Post

Posted on by David Priestman

Following a delay of over three months caused by the pandemic, PML’s venture with FreshLinc to operate a remote HMRC / DEFRA approved Border Control Post (BCP) and ERT (bonded warehouse) facility has finally been given the green light and is now up and running.

Completed ahead of Brexit, the global perishable cargo specialist partnered with transport and logistics company FreshLinc to run the operation at Fresh Linc’s Spalding HQ, to enable a speedier movement of product from the ports and therefore delivering an extending shelf life of up to 48 hours.

The BCP which sits on a 70,000 sq ft site, should have been effective from 1st January 2021 and represents a £400,000 investment. The impressive facility includes a purpose-built 10,000 sq ft warehouse with the capacity to store 330 pallets and dedicated inspection areas for customs and DEFRA. Since this is a 24-hour operation, four new staff have been trained to ensure a seamless round-the-clock service.

The Spalding location is ideally placed for freight traffic coming out of Dover and Southampton docks and the move to set up a BCP away from the ports represents a solution to the delays and excessive queues which impede the onward movement of freight. For a company that stakes its reputation on the time efficient transfer of perishable cargo, PML was unwilling to risk the further disruptions anticipated post Brexit and therefore joined forces with Fresh Linc – with whom it shares a long-standing and trusted working relationship – to provide a viable alternative.

PML Sales Director, Nick Finbow, says: “It is unfortunate that the official opening of the facility at Spalding was delayed but of course, we are accepting that we are all working under exceptional circumstances. We are delighted that we can now offer our customers the benefit of a safe and speedy transfer out of the ports which should ultimately deliver a minimum of 24-48 hours additional shelf life on perishable goods with no break in the cold chain.

“As a business PML has always demonstrated forward thinking and is proactive in identifying innovative solutions to any challenge which threatens to impede its ability to deliver the effective, seamless service for which it is renowned.”

 

GBRf signs first rail contract with Maersk

Posted on by Keith McKinley

GB Railfreight (GBRf) has announced a two-year deal with A.P. Moller-Maersk representing the first rail collaboration between the two companies.

The service will operate from Felixstowe to Newell & Wright in Tinsley, and will consist of daily trains, five times a week. The new-built facility at Tinsley will bring new opportunities to the market.

This new agreement sees GBRf operating from a new terminal in Tinsley, but is a continuation of a longstanding relationship with Newell & Wright, with whom GBRf have worked for a long time.

Today’s announcement also allows for the already strong relationship between GBRf and Maersk to flourish over the coming years. Maersk, a global integrator of container logistics company, active in ocean and inland freight transportation and associated services, such as supply chain management and port operation, has been the largest container shipping line and vessel operator in the world since 1996 and is a leading player in the logistics space. This new service will incorporate five new eco-fret 2 wagons which GBRf has recently procured from VTG.

John Smith, Managing Director at GB Railfreight, said: “I am delighted we have agreed this contract with Maersk, one of the world’s most renowned logistics and shipping companies. We are a growing organisation, always looking for the next opportunity and working with Maersk was an excellent opportunity. We hope this is the beginning of a great relationship.

“We are also thrilled to be able to continue to build on our relationship with Newell & Wright, and to be operating from another of their terminals. We look forward to strengthening our ties over the course of the next two years.”

Jeremy Haycock at Maersk said: “Maersk´s ultimate aim is offering our customers reliable options that streamline their supply chains. As a provider of logistic services, rail is key for us to increase supply chain flexibility for our customers. We will continue to strength our reliability in the UK and for that matter, the relationship with GBRf and Newell & Wright has proven to be of paramount importance.”

Crown Couriers rebrands

Posted on by David Priestman

National logistics provider, Crown Couriers, has rebranded to Crown SDS (Service Delivery Solutions).

The rebrand marks a significant milestone in the company’s journey as it approaches its fourth decade in the logistics sector. The change of name and look follows a review of its services and better reflects the last-mile delivery, supply chain solutions and bespoke services the organisation provides to the 3PL sector.

Established in 1990, Crown SDS says it has been leading the way in bespoke same day solutions for over 30 years. In that time, the organisation has diversified its logistical services to ensure it is able to meet head-on the changing needs of the 3PL sector and is committed to investing in technologies at the forefront of the industry.

Steve Rushton, Director and General Manager of Crown SDS, said: “The rebrand to Crown SDS represents the next step in the company’s evolution and demonstrates our active adaption to meet the needs of our clients.

“The requirements of a modern-day logistics operator advances far beyond the standard A to B journey, and our bespoke supply chain solutions have allowed us to continually support our customers.

“With the intensified demand for rapid and reliable delivery services across the UK triggered by the pandemic, Crown has been proud to support businesses to help them pandemic-proof their supply chain solutions. We look towards a promising future.”

Making the evolution from courier to service delivery solutions, the brand has modernised its look with a brand-new logo and website to signify the spectrum of bespoke services that Crown SDS can offer to customers.

Since operations first began, the company has greatly expanded and now supports a grey fleet of over 2,000 nationwide drivers.

Its partnerships within the logistics and distribution sector have been developed through 30 years of industry experience and the ability to create flexible and bespoke solutions across the supply chain, including warehousing, 3PL, distribution and pick and pack.

For intricate solutions within the logistics service, Crown SDS offers an extensive network of vans and a national transportation and warehousing service. Support for 3PL services ranges from ad hoc support, supplying additional vehicles during busy periods and full same-day delivery solutions.

Coupled with a passion for innovation, Crown SDS has successfully developed a service that can be adapted to meet the unique requirements of each customer, and completes over 9,000 jobs a week.

Accumulating a total of £32million in annual sales across 2020, Crown is home to over 90 staff and works with over 2000 drivers, investing in people and technology to ensure a seamless delivery service for its range of clients.

Logistics Hall of Fame deadline approaches

Posted on by Keith McKinley

Proposals for induction into the virtual Logistics Hall of Fame or the TRATON Logistics Leader of the Year can only be submitted until Friday, 14th May, 2021. Anyone who would like to propose a candidate can submit their idea via the internet form at www.logisticshalloffame.net to the organisation. Proposals are free of charge and take only a few minutes.

The next steps are as follows: In the first round of voting, the Logistics Hall of Fame Council nominates up to ten candidates from all the proposals for the final. Who will enter the Logistics Hall of Fame as a new member or be awarded the title TRATON Logistics Leader of the Year will be decided in the second round of voting by the jury, which is made up of more than 60 internationally renowned experts from the field of logistics and supply chain management.

To be inducted into the Logistics Hall of Fame, a candidate must have made a technical, strategic, scientific, business or entrepreneurial achievement that is not only beneficial to an individual company, yet has a positive impact on the entire logistics sector. TRATON Logistics Leader of the Year, on the other hand, are trendsetters and pacemakers in the industry who have currently been particularly successful in promoting their company or have set a trend-setting impulse. The decisive factor here is the benefit for their own company.

Both awards will be presented in December 2021 at the Logistics Hall of Fame Gala, which is expected to take place at the Federal Ministry of Transport in Berlin.

The international Logistics Hall of Fame can be visited free of charge at any time at www.logisticshalloffame.net and offers information about the logistics milestones and their creators. It is supported by politics, associations, media, business and science. The patron is Federal Minister of Transport Andreas Scheuer.

Successfully navigating myriad global logistics challenges

Posted on by Keith McKinley

Events such as the Icelandic volcano eruption in 2011 that grounded thousands of flights and the more recent Suez Canal blockage illustrate that there is an almost infinite number of points at which things can start to go wrong with global logistics, writes Yaseen Khan, Chief Executive Officer NSC Global.

Enterprises that are undertaking IT logistics globally no longer just face the traditional challenges of transport, they must now carefully traverse local customs and cultures, regulatory differences and the impact of digital transformation – making up-to-date and expert knowledge essential.

In our connected and globalised world, there are numerous parties involved to get an item from where it is manufactured to its end destination. Businesses operating in a globalised economy, need to understand that cultural differences can impact how they perform in the local markets. With a sound working knowledge of local cultures, enterprises will benefit from faster transit when transporting goods within a country.

Regulatory differences

Regulatory knowledge is essential to ensure certainty of movement and avoid goods being rendered useless in the destination country. Although speed-to-market is key, don’t let that be a substitute for poor planning. Where possible consolidate loads to ship more effectively and look for flexible services.

Sea-freight may be one-fifth of the cost of airfreight door-to-door, but if you don’t have the correct clearance requests and product-specific licenses/permits, pay the right taxes and duties and meet the varying audit requirements, you risk delaying or even stopping the clearance of goods.

Almost all countries charge taxes on imported goods, but it’s rarely a flat rate even within countries. Having the knowledge to take advantage of tax exemptions or discounts can be extremely economical; equally, so can knowing when not to ship goods, but to purchase them in the country where they’re required.

The impact of digital transformation

Efficiency, optimisation, speed and timing have always been crucial in global logistics. The digitalisation of logistics, can reduce fraud, facilitate seamless transactions, enhance accuracy and will allow for an accurate recording of data. This level of transparency provides absolute clarity on where goods have come from, where and what slows down the supply chain, how it can be made more economical, and where accountability for supply chain failures lies.

The digitally accumulated data can also help to address ethical concerns around child labour, origin of materials and packaging waste while enabling faster action related to changing customer demand, optimum routes, fuel consumption and overall turnaround times.

 

Cloud Computing

The pandemic has accelerated an already existing trend – Cloud Computing. Mandatory stay-at-home orders made remote work a basic requirement for almost all organisations seeing Cloud spending soar 37% in the first quarter of 2020 alone.

Cloud computing now extends far beyond storing data and files off-site. Enterprises could choose to streamline many of their logistics needs meaning for some businesses their entire IT service stored to just one location, raising the question of whether bulky servers and other technology goods will need to be transported in the future.

What is clear is that in order for businesses providing global logistics to continue to thrive in a globalised economy, they must invest the time to address and understand cultural and regulatory differences, and the outstanding growth opportunities and competitive advantages for companies that are willing to embrace these new technologies.

Supply chain costs have a huge impact on a business’ P&L and requires careful management. By retaining some supply chain expertise within your business to oversee your supply chain solutions, and working with a global IT logistics expert that provides an end-to-end service, businesses benefit from the efficiency of single partner with the expert knowledge of local customs and legalities even in complex and unusual locations.

 

Panasonic acquires Blue Yonder

Posted on by David Priestman

 

Panasonic Corporation has agreed to acquire Blue Yonder, a leading end-to-end, digital fulfilment platform provider. Panasonic will purchase the remaining 80% of shares (for USD5.6 billion) of Blue Yonder, adding to the 20% which Panasonic acquired in July 2020.

Including repayment of outstanding debt, the additional investment totals USD7.1 billion, valuing Blue Yonder at USD8.5 billion. An agreement to purchase the remaining shares of Blue Yonder has been reached between Panasonic and the existing shareholders New Mountain Capital and funds managed by Blackstone.

The need for more intelligent, autonomous and edge-aware supply chains has been dramatically heightened by the COVID-19 pandemic, the rise of ecommerce and the proliferation of data. This acquisition strengthens Panasonic’s portfolio and accelerates the companies’ shared Autonomous Supply Chain mission, empowering customers to optimise their supply chains using the combined power of AI/ML and IoT and edge devices.

By unifying supply, demand and commerce solutions with IoT and edge technologies, companies can better utilise predictive business insights to pivot their operations in real-time.

Combining Panasonic’s strength in industrial engineering, IoT and edge technologies with Blue Yonder’s AI/ML-driven supply chain and commerce solutions greatly intensifies the customer value of Blue Yonder’s leading digital fulfilment platform. Together, Panasonic and Blue Yonder will deliver a unique competitive advantage for customers to drive more automation and actionable, real-time business insights that reduce waste and improve operations, while creating a more sustainable world.

Blue Yonder is a supply chain industry leader, providing an end-to-end platform driven by AI/ML that serves as a “system of intelligence” for its global retail, manufacturing and logistics customers. Its cloud-based Luminate platform seamlessly manages all nodes of the supply chain across planning, execution and commerce on one unified platform.

The company counts more than 3,000 global customers including 65 of the top 100 retailers, 48 of the top manufacturers, and 9 of the top 10 global third-party logistics companies. Blue Yonder’s global customers include many of the world’s leading brands including Albertsons, Best Buy, BP, Caterpillar, Coca-Cola, DHL, Diageo, Lowes, Marks & Spencer, Mercedes Benz, PepsiCo, Procter ＆ Gamble, Starbucks, Unilever and Walmart.

With over 100 years of knowledge and expertise gained from the manufacturing industry, Panasonic aims to solve vital societal issues caused by extreme fluctuations in demand and the logistics issues brought on by dynamics such as COVID-19, changing shopping trends, and labour shortages. With Blue Yonder, Panasonic will be better equipped to empower customers to optimize their supply chains using the combined power of AI/ML and IoT and edge devices.

Panasonic CEO Yuki Kusumi stated: “I’m extremely happy to welcome Blue Yonder and its associates to the Panasonic Group. Both companies have the same mission to support customers’ frontline operations and we have a high affinity in our corporate cultures. By merging the two companies, we would like to realise a world where waste is autonomously eliminated from all supply chain operations and the cycle of sustainable improvement continues.

“There are still many such losses and stagnation in supply chain operations, so through the drastic reduction of wasted labour and resources, we would like to provide better ways of working, and contribute to customers’ management reform and also to the realisation of a sustainable society by carefully using limited global resources. I am confident that by combining the power of Blue Yonder and Panasonic, we can create innovation in global supply chains.”

Girish Rishi, CEO of Blue Yonder stated: “This association came about as a result of three years of working together, first with Panasonic as a Blue Yonder customer and thereafter as joint venture partner. We have developed mutual trust and have a shared vision for an Autonomous Supply Chain that delivers a better life and a better world. As the essential platform for essential times, we are relentlessly focused in fulfilling our customers’ potential.”

Xpediator integrates and rebrands UK logistics division

Posted on by David Priestman

Xpediator, a leading provider of freight management services across the UK and Central and Eastern Europe, is to integrate and rebrand its UK logistics division, which currently operates under three different brands, to Delamode International Logistics Limited.

The new division will have over 230 employees and brings together the operating businesses of Delamode Plc (Logistics Division – Braintree, Essex), EMT Logistics (Beckton, E. London) and Import Services Limited (Southampton).

Each business will remain in the same location with the same warehouse and logistics capabilities but will operate under the new Delamode International Logistics brand and critically, will now share centralised resources, including finance, legal, human resource and administration services. Combining under one brand and centralising support services is expected to create significant economies of scale and a much more simplified business model.

As a result of becoming a single business in the UK and centralising a number of key functions, the new company will have additional resource to strengthen key areas, specifically logistics operations and facilities, alongside customer services and account management.

Also, with the Group’s focus on port-centric warehousing and logistics in the UK, the completion of the new purpose-built facility at Southampton’s Container Port (pictured), expected this summer, will increase Delamode International Logistics’ UK warehousing capability by 200,000 sq ft.

The integration and rebranding of the UK logistics division is part of wider integration and re-branding project across the UK freight forwarding division. Already, Anglia Forwarding Limited has become Delamode Anglia Limited and other parts of the UK freight forwarding division will incorporate the Delamode brand in the coming months. Similarly, the freight forwarding division is also centralising functions such as finance and customer services to gain the same advantages.

Robert Ross, CEO of Xpediator, said: “We share the same values and aspirations across the Group and so it makes sense to operate under a single brand, so that our clients easily recognise us and can see the breadth of the services we offer. Unlike many integration and simplification plans this is not about reducing employee numbers instead it is about growth and creating a new simplified structure removing complexity and providing sustainable solutions to our clients.”

Samskip Air opens at Schiphol Airport

Posted on by Keith McKinley

Samskip has established a dedicated air freight business, adding significant new options to a service portfolio that already includes rail, road, shortsea and inland waterway links throughout Europe and global cargo logistics solutions.

On 1st May 2021, Samskip Air opened its doors at new offices at Schiphol Airport, tasked with growing the air freight volumes Samskip already books, establishing new routes and developing opportunities for cooperation with Samskip’s pan-European multimodal network. The ‘one-stop shop’ logistics options already available to Samskip generate 850,000TEU in container traffic each year, as well as sizeable general, breakbulk and project cargo volumes.

Samskip Air will be managed by Hans Blauw, whose 35-year resumé reads like a Who’s Who of air freight, including executive positions with KLM, Hellman Worldwide, FedEx, TNT and ALM (Aircraft Load Management). Joining Samskip as Airfreight Manager after four years of running Fairways Group to support Aeroméxico and DHL Aviation, Blauw reports to Mon Verstegen, General Manager Freight Forwarding, Samskip Logistics.

“As a career logistics professional, the opportunity to help Samskip Air become a force in airfreight logistics was too good to miss, in a market that is currently under-served on quality,” says Blauw. “The group has exceptional skills in temperature-controlled goods, pharmaceuticals, electrical goods and automotive parts, and there is always room for services that offer reliability, cargo handling expertise, security and robust documentation.

“With 47 offices in 35 countries, Samskip has the network, the local staff, the customs know-how and the digital booking systems to flourish in offering airfreight services for high value cargoes, pier-to-pier and door-to-door.”

While Covid-19 brought a dip in 2020 traffic, recent years have seen annual freight volumes handled by Dutch airports stabilise at between 1.6 million and 1.8 million tonnes. Around 93% of this freight is handled at Schiphol, Europe’s no.2 airport for freight.

“Schiphol is a global gateway for air freight business with China, the United States, South America, Russia, the Middle East and Africa, and provides a European gateway to Samskip’s multimodal network of trucks, trains, barges and short sea vessels,” says Martijn Tasma, Director Global Forwarding, Samskip Logistics.

“Hans’s track record speaks for itself and we are delighted to welcome him aboard as the entrepreneurial engine driving Samskip Air. We look forward to consolidating our leading logistics role in Scandinavian fisheries exports and working with our global offices to develop other volumes and links at other airports.

“In the weeks ahead, we will be presenting Samskip Air and explaining how, as a major transport group, Samskip has the negotiating power that works to the advantage of its airfreight customers and the support network to de-risk the air freight supply chain.”

CEVA ready to serve Eastern European market

Posted on by David Priestman

CEVA Logistics is ready to serve the rapidly growing logistics and fulfilment services market in Eastern Europe. This market reveals an unflagging demand for warehousing space, a booming e-commerce market and developing economy require increasingly advanced logistics services.

With strong know-how, a wide range of services, innovations, and an extensive transport and warehousing network, CEVA is fully committed to support the growth of the EE region and meet the demanding market requirements.

Eastern Europe, despite the pandemic, confirms its enormous growth potential and its key role on the logistics map of Europe. The EE region saw the highest growth in demand for logistics space in Europe, in markets like Czech Republic, Hungary, Poland, Romania or Slovakia.

The drivers are logistics operators and the e-commerce industry, as well as manufacturing and distribution companies, all of them using Eastern European based operations, to supply local markets as well as Western Europe via cross-border solution. For example, in Poland, at the end of December 2020, the total supply of modern warehouse space stood at around 20 million sq m, with more than 5 million sq m under lease and more than 2 million sq m under construction, about 6% more than in the same period of 2019.

According to the Global eCommerce 2020 Report, the CEE region recorded about 21.5% growth in eCommerce channel sales, which is the highest rate in the world. Further development of the warehousing market in Eastern Europe will be fostered by the nearshoring trend, i.e. relocation of production and logistics functions from Asia to Western European countries.

As a provider of integrated logistics solutions, including air freight, sea freight, road freight, contract logistics services, customs, IP&ES (Project Cargo) CEVA Logistics is able to meet the highest demands of customers. Particularly when it comes to fulfilment services, which include packaging and repackaging, returns management, value-added services (picking, palletising, labelling, etc.), quality control, and post-warranty services.

All this is based on innovative solutions and systems such as CEVA Matrix WMS, solution design tools, automation and robotisation (RPA).

CEVA, being part of the CMA CGM Group, also has access to a broad base in sea and air freight which fosters creative cross-selling initiatives, like the shortsea LCL solution between EE and the UK based on Containerships LNG-powered vessels, or CEVA EE’s contribution to the newly formed specialised division of CMA CGM Air Cargo, with its own four Airbus A330-200F cargo aircraft.

In the Eastern Europe region, CEVA’s strength is based on an extensive network of branches in Poland, Romania, Czech Republic, Slovakia, Hungary, Latvia and Russia. In total, CEVA Logistics runs operations in more than 40 sites (warehouses or stations) with almost 600,000 sq m of dedicated and multi-user space in the region, employing more than 2,200 people. It works with companies from industrial, automotive, pharmaceutical, technology and e-commerce sectors.

This year CEVA also launched a new sea freight service for less-than-truckload (LTL) cargo between China and Europe, from three major ports in Hong Kong, Shanghai and Ningbo. CEVA’s strong position brought a new win, the contract signed in March of this year with the Polish Ministry of Defence for the handling of air deliveries of general cargo from the USA. The contract is to be executed as part of a consortium of three companies, with CEVA as its leader and main contractor.

Guillaume Sauzedde, CEVA Logistics’ Managing Director Eastern Europe, said: “Eastern Europe is a strategically important market, due to its huge economic potential and the unique position on the European logistics services market. We have ambitious growth plans in this region, including the development of a direct presence into new countries in the years to come.

“Thanks to the resources of the CMA CGM Group, of which we are a part, our extensive logistics network, the know-how and experience of our local teams, combined with innovation and a comprehensive offer of integrated logistics services, we can respond flexibly to the needs of the market and customers from different industries.”

 

The future of retail

Posted on by Keith McKinley

Kate Lester, founder and CEO of bespoke logistics solutions provider Diamond Logistics, offers a fearless opinion on the future of retail.

We can see light at the end of the tunnel. Shops are opening, but the reality is retail habits have changed forever. As a class A shopaholic, I will be first out of the blocks. But shopping habits have undoubtedly changed.

Some people will never go back to shopping the way they used to. The elderly, infirm or very time pressed. There is gold in these markets if you target them in a way that is attractive.

Commodities or specialist goods are perfect for online. Household product sites like www.webother.co.uk makes it very easy to order bulky and cost-effective goods direct to your home. Equally specialist goods – like www.SacredGin.co.uk – are easier to source online as there are very few stockists of this premium product.

It’s the stuff you want to try on, touch, feel or see – like furniture – that will drive retail moving forward.

For example, buying shoes online is very hit and miss, as is buying furniture. The look, feel and weight of shoes is a touch-based experience.

A lot of people like their Saturday food shopping – I can’t see this being eroded entirely – and substitution is annoying. But shopping at Waitrose for a few key products – and getting the bulk on Ocado – is a way of mixing modes of purchase and retaining the best bits for the consumer. And who wants to lug huge bags of shopping when you can get it delivered for £5? And, also, it’s those last-minute things – the capers and anchovies you decide you need for your dinner party – that your local delicatessen will always be strong at supplying.

There’s also a trend for convenience and local.  My grocery preference at the moment is Co-op or Sainsbury’s Local – with a weekend top-up at Waitrose and M&S – spreading the pounds dependant on need.

Big retailers

Retailers have to embrace multi-modal experiences – click & collect, home delivery and retail experiences.

Retail experiences will continue to be a thing, but it will be a big day out so they have to be fun and engaging. You won’t just pop to the shops; there will have to be further motivation. Ikea has this nailed, albeit their delivery items online aren’t great at present. (Ikea, if you need a hand, you know where we are!).

Ikea is a great day out. They not only showcase all their products in enviable showrooms so you can aspire to creating that space in your home, they offer a crèche and canteen – not to mention the inimitable meatballs – all of which make a great trip for the family.

Some key purchases will always be more aligned to a shop purchase. Car, furniture and carpet textiles for example, because the online experience is either slow (if you ask for samples and have to wait for them to be despatched for example). Whereas if you go to John Lewis Home, you can see, touch and feel your purchase on the same day.

There will be more showcasing in retail, whilst ordering will still be online. And customers will seek goods on multiple platforms – sale items on eBay and retailer sites with enhanced search facilities. It still staggers me that when you search for some standard items you can’t find them on Google search. Retailers have to really master their digital marketing to stay ahead.

Small retailers

Small retailers need to build their brand and a local following for a dedicated audience. They are going to have to drive loyalty to win custom.

Use multiple platforms and a united inventory system to enable customers to buy from you and use the power of these platforms’ search engines to drive sales. It’s more likely eBay and Etsy will pip them to the post, rather than their own SEO.

Utilise Google Shopping – it still gobsmacks me that it’s (mostly) cheap importers which have mastered this. Quality products are underrepresented.

Drive traffic through audience building on social – build that loyal base and push offers out which lead to a shop experience for upselling opportunities.

You still have to bat above your average in terms of delivery, shop experience or online (either own site or marketplace).

Experiential retail will drive customers, a day out not a pop to the shops. Other retail will become either a client loyalty-driver – small, boutique, specialist, local – or simply a showcase.

Keep up with consumer demand – driving faster and faster deliveries. Same-day fulfilment is just around the corner and this will be a great step forward on the multi-modal retail revolution.

Subscribe

Get notified about New Episodes of our Podcast, New Magazine Issues and stay updated with our Weekly Newsletter.