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1、Out of homedeliveryin Europe 2023PUDOs and automatedparcel machinesJune 2023Partner:CONTENTS Executive summary Introduction Authors,Partner and Contributors Background to the report OOH PUDOs and APMs Country analysis OOH density analysis Green Last Mile Re-commerce Conclusions03070111011
2、4ExecutiveSummaryPartner:EXECUTIVE SUMMARY4EXECUTIVE SUMMARY E-commerce in Europe has been steadily developing since the mid-90s,but it experienced a significant acceleration during the Covid-19 pandemic.2021 witnessed a rapid increase in e-commerce,which further heightened the demand for efficient
3、last-mile solutions.Subsequently,the impact on consumer uncertainty caused by the war in Ukraine coupled with a return to the high street led to a dip in the market,with 2022 revenue dropping to USD596 billion.However,the market is expected to recover from this disruption in 2023,partly because Euro
4、pe records some of the highest rates of e-commerce user penetration,with Norway,the UK and Germany boasting the three largest user penetration rates worldwide in 2022,at 82.8%,82.7%and 80.6%,respectively(source:Statista).OOH delivery and e-commerce are mutually supportive,with OOH making e-commerce
5、more financially and operationally viable and e-commerce driving the growth of OOH.2021 and 2022 were transition years between the old and the new normal,which increased pressure on the supply chain and available infrastructure to adapt to this dynamic shift in the logistics industry and an associat
6、ed growth,especially in APM locations.Breaking through e-commerce market saturation and returning to steady growth will be one of the main challenges for European B2C online sales.Moreover,while B2C e-commerce boomed in 2020,online platforms have struggled to turn this opportunity into steady growth
7、 in parcel volumes.In fact,the European CEP market is believed to have experienced a 9.1%decline in volume in 2022 when compared to 2021.This decline is expected to result in around 16.5 billion parcels,down from 18,1 billion in 2021.(source:Effigy).EXECUTIVE SUMMARY5EXECUTIVE SUMMARY Consumers have
8、 been turning to consumer to consumer(C2C)second-hand resale platforms such as Vinted,OLX or eBay,which report relatively high sales growth.70%of regular e-shoppers in the above survey reported using a C2C platform as a buyer,seller or both(source:DPD Group).Low price and sustainability appear to be
9、 the main factors behind this,and most consumers indicate that inflation is a key motivator to buy pre-owned goods.This trend is supported on the supply side by more brands moving into re-commerce;several retailers have launched take-back schemes,in which customers can trade in old apparel in return
10、 for a voucher to spend in-store or a donation to a worthy cause.In 2021,the European re-commerce market was already valued at some EUR75 billion(USD82 billion)but the market is expected to grow to EUR120 billion(USD131 billion)by 2025(+60%)and its share of e-commerce will grow from 10%to 14%.This w
11、ill arguably make re-commerce a new power in the last mile due to the incremental parcels it will bring.Sustainability within the European e-commerce space is not just limited to the goods bought by consumers:in fact it impacts all aspects of the logistics chain,including environmentally friendly an
12、d OOH delivery alternatives.Indeed,more and more studies confirm that the green last mile is not just a fad,but a real challenge and also opportunity,faced by retailers and logistics operators.Last-mile operators that wish to be competitive and customer centric need to pay attention not only to the
13、economic aspects of transport and distribution,but also to the increasingly important requirement for sustainable transport,which should be low-emission,human and environmentally friendly.While the evolution of e-commerce sales and parcel volumes has been disappointing in some respects,it is crucial
14、 to recognise the varying levels of resilience and growth across European markets.The presence of more-resilient markets creates a diverse landscape,emphasising the need for tailored last-mile strategies and collaborative approaches to unlock the full potential of the parcel industry in Europe.What
15、is important in unlocking this potential is a business model and strategy which addresses the complex relationship between OOH network density and further e-commerce take-up,new segments such as C2C and changes in consumer priorities driving delivery preferences.Having a denser OOH network can signi
16、ficantly support the post-pandemic resilience of a countrys parcel industry;here many people look to Poland,noteworthy for its extremely dense network of 39 OOH options per 10,000 inhabitants.In conclusion,while the post-pandemic resilience of the parcel industry varies by country,the density of OOH
17、 delivery networks will play a critical role in its future growth.EXECUTIVE SUMMARY6In this years report we noted 120,390 unique APMs,which is 51%up on 2021 and the total number of PUDO points grew by 7%year on year.Key unique PUDO markets:Germany 51,090 France 49,200 Italy 47,740 UK 45,340 Poland 2
18、9,520 Key unique APM markets:Poland 28,880 UK 15,460 Germany 13,450 France 8,750 Czech Republic 7,480Key OOH carriers are:Deutsche Post/DHL with 100,300 PUDOs,23,930 APMs,124,230 OOH points in total*DPD(GeoPost)group with 66,860 PUDOs,14,040 APMs,80,890 OOH points in total*GLS with 52,090 PUDOs,5,80
19、0 APMs,57,890 OOH points in total*InPost with 24,420 PUDOs,28,240 APMs,52,660 OOH points in total*UPS with 41,910 PUDOs,5,700 APMs,47,610 OOH points in total*Including partners and shared points.Analysis by Analysys Mason has shown that the effectiveness of an OOH network is largely dependent on the
20、 deployment strategy of the operator.Operators that take a strategic approach when choosing the location of access points are able to maximise the number of potential customers while minimising the risk of excessive deployment costs,and thus improve the overall effectiveness of the network.Although
21、deployment strategy is particularly applicable to parcel locker networks,which have more flexibility to position collection points,the metrics are also relevant to PUDO operators.As OOH develops,and the availability of space becomes more limited,the deployment strategies employed by OOH operators wi
22、ll be a critical factor in determining their success.EXECUTIVE SUMMARY IntroductionPartner:INTRODUCTION8ABOUT THIS REPORTAccording to Effigy Consulting data,the European CEP(Courier,Express and Parcel)market is projected to have experienced a 9.1%decline in volume in 2022 when compared to 2021.This
23、decline is expected to result in around 16.5 billion parcels,down from 18.1 billion in 2021.The previous rapid growth of the CEP industry,driven by increased e-commerce volumes during the Covid-19 pandemic,has abruptly halted due to inflation and general uncertainty caused by the Russian-Ukraine war
24、,though Europes CEP market remains larger than before Covid.In addition,there is a possibility of a general business slowdown and potential economic crisis in 2023 that could have an impact on the growth of the European parcel market,although the extent of the effect remains uncertain as it would de
25、pend on various factors.Over the past few years,there have been significant shifts in market shares of parcel types,particularly between B2C(business to consumer)and B2B(business to business)as well as in first-or last-mile delivery channels,including P2P(point to point)and D2D(door to door).OOH(Out
26、 of home)delivery,including PUDOs(pick-up and drop-off points)and APMs(automatic parcel machines),is playing an increasingly important role.Our updated and improved report covers market structure,countries,players,growth and key trends.In this report we seek to understand what is behind the OOH deli
27、very trends and to assess what future impact this will have on the various stakeholders.What can you find in this report?The report covers all key players in the European market for OOH operations.We define the OOH market as encompassing PUDOs and APM parcels.These mainly include B2C and C2X(consume
28、r to anybody)parcels and cover the P2D(point to door),D2P(door to point)and P2P channels.OOH can be used in the first and last mile.We analyse the evolution of B2C parcel volumes before,during and after the pandemic so as to bring the right market insights on 27 EU countries plus the UK.Who will ben
29、efit from our report?The report is intended for:Owners and operators of OOH networks.CEP companies.Online retailers.Investors in these businesses.Market regulators and policy makers.Journalists and editors of newspapers and magazines.Analysts,consultants and other stakeholders.Background to the repo
30、rtINTRODUCTION9ABOUT THIS REPORTThe market is served by a combination of carriers,ranging from the national postal operators to parcel locker operators and indeed CEP players.The report also covers new types of OOH delivery providers.There are a number of new OOH factors and players which have becom
31、e more relevant in recent years,such as a growing understanding that PUDO and parcel locker networks are not complementary but in fact necessary for any optimised OOH model.LME has in-depth knowledge of this market and has made various studies on OOH delivery in Europe and elsewhere.Our team has a s
32、trong entrepreneurial background,including the creation of DPD Polska(formerly Masterlink Express,a leading player in the Polish CEP market)and the integration of companies as was the case with UPS Poland.Our consulting work involves providing advice and guidance to numerous companies,including e-co
33、mmerce businesses and carriers,on the establishment or enhancement of nationwide PUDO/locker models and the implementation of supporting IDM tools.What are the sources?The main sources for the report are:Extensive desk research on the OOH market and its operators covering company press releases,webs
34、ites and other sources.Analysys Mason internal research and data.UPIDO AG internet search algorithm outcomes to estimate B2C parcel volume growth in 27 EU countries plus the UK.Published information on key market drivers such as economic data and estimates of home shopping levels and practices.Inter
35、views with CEOs,senior-level CEP and e-commerce executives,experts and retailers to develop our core database.LMEs own in-depth,expert knowledge.Important notes:Despite our best efforts,we have not yet been able to accurately reflect the number of APM cells or the theoretical capacity of PUDO points
36、 in this report.There are various reasons for this,including a lack of source data,issues with interfaces,and even operators reluctance to provide the necessary data.As a result,this years report focuses on the number of PUDO locations and APMs as a benchmark for size and network density,rather than
37、 the capacity of each specific location.The analysis of PUDO points and APMs contained in this report reflects the situation as of the end of December 2022.We can produce tailor-made,more detailed country reports if needed.If this is of interest,please contact for more information.INTRODUCTION10METH
38、ODOLOGYOOH is not a new parcel delivery solution,but it is still developing fast.To ensure that the collected information*is up to date,we have conducted:Extensive desk research on PUDO and APM networks in Europe,using company accounts,websites,press reports and other sources.Several interviews with
39、 CEOs,other senior-level management,experts on the CEP industry and PUDOs,APM operators and retailers.Evaluation and analysis of 28 countries(EU plus the UK)and 276 networks(network by network for each country in scope).Where actual or published data was not available,estimations have been made base
40、d on our market knowledge.In comparison to last years report,we have excluded integrators/brokers which lacked their own PUDO points or APMs,resulting in the removal of some networks.Conversely,in certain countries,new players have emerged either as brand-new operators or through the expansion of th
41、eir existing coverage.Moreover,we have partnered with UPIDO AG,a company which has created several proprietary algorithms that enable it to exploit internet search data in order to monitor and predict the evolution of e-commerce and B2C parcel volumes.*It is not possible to state the exact numbers o
42、f PUDOs or APMs for all companies.Many companies do not provide figures at all or provide outdated figures.INTRODUCTION11TERMS&DEFINITIONSDefinitions and abbreviations used in the report.APM Automated Parcel Machine BOPIL Buy Online Pick up In Locker BOPIS Buy Online Pick up In Store B2B Business to
43、 Business B2C Business to Consumer C2C Consumer to Consumer C2X Consumer to Anybody CEE Central and Eastern Europe CSEE Central,Southern and Eastern Europe CX Consumer Experience D2D Door to Door D2P Door to Point DD Due Diligence DIY Do It Yourself ERP Enterprise Resource Planning EV Electric Vehic
44、le FTD First-Time Delivery GSA General Service Agent IDM Interactive Delivery Management LAST MILE Leg of a journey comprising the movement of goods from a distribution centre to a final destination LME Last Mile Experts OOH Out Of Home P2D Point to Door P2P Point to Point Paczkomaty Reserved name f
45、or InPost parcel locker PUDO Pick-Up and Drop-Off location ROS Return On Sales RPL Residential Parcel Locker SB Supervisory Board SLA Service-Level Agreement USO Universal Service ObligationINTRODUCTION12COMMENT“The convenience of online shopping has become an integral part of customers expectations
46、 when buying products.Not only do they want fast and free delivery,but they also want the flexibility to choose when and where delivery takes place.This trend has led to increased demand for OOH delivery.Effective OOH is a customer-centric solution that allows customers to collect their parcel at a
47、convenient time and place,usually on their way to work,within a few days of ordering.OOH delivery also eliminates the inconvenience of missing a delivery due to customers being away from their home.Rather than having a parcel sent back to the warehouse or left unattended on the doorstep,customers ca
48、n collect it at a convenient time,avoiding any delays or delivery problems.OOH significantly reduces costs and delivery times,providing an efficient and cost-effective delivery option.It is also environmentally friendly as it consolidates last-mile deliveries,reducing the carbon footprint,by optimis
49、ing resources and streamlining processes such as courier vehicles and stops.This LME report shows that the number of OOH points is increasing year on year,particularly the number of APMs.Interestingly,the largest number of OOH delivery points(both APMs and PUDOs)is in Poland.This is due to the very
50、high popularity of this form of delivery(especially to parcel lockers)with more than half of Polish shipments already going to such points.”Prof.Arkadiusz Kawa Managing Director of ukasiewicz Poznan Institute of TechnologyAuthors,Partners andContributorsPartner:AUTHORS,PARTNER AND CONTRIBUTORS14CO-A
51、UTHOR-LAST MILE EXPERTS MANAGING PARTNERMAREK RYCKIExperience in courier industry Financial Controller-DHL Express Poland Financial Controller-DHL Express Poland 1990 Founder,Masterlink Express(now DPD Polska)1991 Turnaround CEO Masterlink Express 1999-2004 CEO CEE,DPD 2004-2006 CEO CSEE DPD 2006-20
52、13 VP Amazon Logistics Europe 2014-2015 Deal Advisor SB Member Pekaes SA 2015-2017 Deal Advisor SB Member Advent InPost S.A 2016-2017 Deal Advisor SB Advisor Urgent Cargus S.A.2017-2019 Board Advisor Trendyol Turkey 2020 2022 Board Advisor eMAG/Sameday Romania 2020-Board Advisor Nova Poshta Ukraine
53、2022-Achievements Created leading domestic CEP carrier in Poland(DPD Polska)Successful turnaround of 10+BUs Developed the most homogenous road based parcel network in CSEE Tripled DPD CSEE revenue from 2006-2013,with industry beating ROS Conceived and implemented IT4EM(ERP for several DPD markets)Pa
54、rt of start up team for Amazon Flex,Fresh and Prime Now Participated in creating the successful post acquisition restructuring plan for InPost Supported implementation of OOH strategy for Trendyol(TR)and eMAG/Sameday(RO,HU,BG),PostNord(SE,DK)and Nova Poshta(UA)Selected Projects Complete nationwide P
55、UDO/locker implementation plan in CEE Restructuring of some 10 CEP businesses Launch of fuel surcharge throughout DPD CSEE Launch of PUDOs throughout CSEE IT4EM/IDM capability at DPD CSEE Helped acquire or sell over 10 CEP businessesSummary Entrepreneurial ex-regional CEOwith multicultural experienc
56、e;a courier express parcel,restructuring and last milee-commerce background.A team builder with a strongindustry network who hasoperated in various CEP markets,especially Poland,with a proventrack record of success even invery challenging circumstances.AUTHORS,PARTNER AND CONTRIBUTORS15Selected Proj
57、ects Cofounder of Polish Express Carriers Forum GSE contracts with Airborne Express,FedEx and Aramex UPS Polska integration with M.S.Stolica and complete distribution network redesign Launching UPS intercontinental flights via Warsaw airport First stage of Kiala B2C/PUDO business merge with UPS netw
58、ork Renegotiations of Polish UPS Outside Service Providers service agreements with new SLA implementation UPS Poland feeder&hubs network redesign BREXIT operational set up redesign for UPS Poland Subject matter expert during few DDs in CEE CEP marketExperience in courier industry Operations Supervis
59、or,Oversea Courier Services 1992-1996 International Operations Manager,M.S.Stolica 1996-2003(GSA for Airborne Express,FedEx,Aramex/GDA,Net Express)Founder,COO of MACS brokerage&freight forv.1998-2004 Key Account Manager,Frans Maas Polska 2004 International Operations Manager,M.S.Stolica 2004-2005 In
60、dustrial Engineering Manager,UPS Polska 2005-2010 PM,UPS NE District 2010-2011 Industrial Engineering Manager,UPS EMEA Region 2011-2013 Outside Service Providers Manager,UPS Polska 2013-2014 PM,Central Hub construction,UPS Polska 2014-2015 COO,UPS Polska 2015-2019 PRO Partner Last Mile Experts,CEP c
61、onsultant 2020-2021 Partner,Vice President Last Mile Experts 2021-Operational advisor(external)for Nova Post Polska 2022-Achievements OCS,Airborne Express,FedEx and Aramex(GDA)next day international services implementation across the Poland Full operational and IT integration of UPS and acquired M.S
62、.Stolica UPS Nordics HQ and Stockholm package centre relocation UPS stage one integration with acquired Kiala B2C company UPS Poland central hub construction and distribution network redesign UPS Poland best operational performance worldwideCO-AUTHOR LAST MILE EXPERTS VP PARTNERMIREK GRALSummaryMore
63、 than 30 years of experience in CEP industry supported by co-operation with the largest players in the international market.Leader and team player withorganisational and planning skillsas well as experience of work abroad on multinational/multicultural environment and time-critical projects.AUTHORS,
64、PARTNER AND CONTRIBUTORS16WHAT WE DO AT LAST MILE EXPERTSAt Last Mile Experts we support our clients to develop,deliver and sustain competitive advantage across a number of critical business areas,with a particular focus on CEP and e-commerce last mile:Business operating models including cross-borde
65、r.General or specific operations solutions.Hardware and software selection and contract negotiation.People and organisational development.Research and benchmarking.Support in negotiating the best SLAs and commercial terms.Strategic and operational pricing,as well as product portfolio management.Merg
66、ers&Acquisitionsincluding market reviews,pre-deal due diligence and post-deal advisoryE-commerce/Amazon and the last mile Out of Home delivery options including APMs and hubs(lockers)and PUDOs(access points)Strategic planning and commercial propositionInterim/turnaround managementAUTHORS,PARTNER AND
67、 CONTRIBUTORS17PARTNER“Analysys Mason is pleased to work with Last Mile Experts as strategic partners for regulatory,strategy and due diligence advice in the CEP and related digital infrastructure space”Chris Stanford-Beale,Managing Partner,Analysys MasonAnalysys Mason is the worlds leading manageme
68、nt consultancy focused on telecoms,media and technology(TMT),the critical enablers of economic,environmental and social transformation.We have been advising telecoms,media and technology clients for more than 35 years,and for more than 12 years we have assisted postal and courier sector policy maker
69、s and regulatory authorities on market reform and regulation.We bring together unparalleled commercial and technical understanding to deliver bespoke consultancy on strategy,transaction support,transformation,regulation and policy,further strengthened by globally respected research.Clients value our
70、 advice,which combines deep domain knowledge with global reach and local insight into markets to help them achieve meaningful business results.Our postal,courier and related e-commerce experience covers a wide range of regulatory topics,including costing,pricing,wholesale access,efficiency,quality o
71、f service,mail statistics and sector strategy,as well as commercial due diligence on e-commerce/e-grocery.Analysys Mason received a 2021 Queens Award for Enterprise for International Trade(the highest official UK awards for British businesses).AUTHORS,PARTNER AND CONTRIBUTORS18PARTNERPostal sector s
72、trategy and reform Review of postal,courier and logistics sector in a South-East Asian country.Reforming the postal and courier sector in Kenya.Developing a regulatory framework for postal services in Oman.Encouraging development of postal services in Namibia.Preparing the foundations for postal reg
73、ulation in Qatar.Mail measurement and quality of service Review of real mail sampling,revenue-derived volumes and operational volume measurement in Ireland.Audit of the design,implementation and interpretation of a quality of service measurement system in the UK(from 2014 to 2028).Cost,pricing and r
74、egulatory accounting analysis Review of courier service pricing and sector development in Malaysia.Cost/price forecasting in an Asian countrys postal and parcel sector.Product and service costing and pricing support in the UK.Detailed cost transparency work in the UK.Compliance of the costing system
75、 and its weighting factors in the UK and Ireland.Accounting separation,transfer pricing and trial accounts in the UK.Analysis of postal operator cashflow and financing scenarios in the UK.Review of USO net cost scenarios and model for Belgiums regulator.Analysys Mason has provided a wide range of po
76、licy,regulatory and technical costing advisory work in the postal,parcel and courier sector,including in Europe,Africa,Asia and the Middle East.For more information on Analysys Masons expertise,please contact Ian Streule,Partner().AUTHORS,PARTNER AND CONTRIBUTORS19PARTNERIan Streule,Partner at Analy
77、sys MasonIan Streule,Head of Postal and Courier Practice at Analysys Mason,has over 25 years experience at the company,during which time he has delivered,managed and directed a wide range of consulting regulatory,policy and strategy projects in the communications sector.He leads Analysys Masons work
78、 in the postal and courier sector,and has directed the development of postal and courier sector regulatory strategies for national authorities in the Middle East,Africa and South-East Asia.In the courier sector,Ian has advised on topics including licensing,competition,pricing and long-term options f
79、or the nationwide deployment of parcel lockers.In addition,he has provided regulatory support to the postal regulators of the UK,Ireland and Belgium,on costing,pricing,network modelling,quality-of-service monitoring and universal service issues.Ian is a recognised expert regulatory adviser to operat
80、ors and regulators,and has delivered many projects in large and small markets around the world.His areas of expertise include:regulatory strategy and design,wholesale access,regulatory accounting,long-run incremental costing,predatory pricing,market analysis and remedies on dominant operators,and ex
81、pert witness support.Analysys Mason key facts and figuresOur advice on mergers and acquisitions has helped shape the industryOur exclusive focus on communications,media and technology sectors sets our company apartOur consultancy has been shaping telecoms regulation since 1985,and postal regulation
82、since 2010Our approach to every project is customised to the clients requirementWe help clients improve performance and maximise profit,even in difficult market conditionsClients see us as trusted advisers and partners who deliver honest,independent advice 1000+CLIENTS THAT HAVE BENEFITED FROM OUR E
83、XPERTISE IN THE LAST 5 YEARS450+EMPLOYEESWORLDWIDE140+COUNTRIESWE HAVEWORKED IN17OFFICESAUTHORS,PARTNER AND CONTRIBUTORS20CONTRIBUTORJos Anson,Founder of UPIDOJos Anson is founder of UPIDO(Unlimited Parcel Intelligence&Data Orchestration).He holds a PhD in economics from the University of Lausanne(S
84、witzerland)and made a career as an economist in international organisations including the World Bank,the World Trade Organization and the United Nations.He currently leads economic and big-data research at the Universal Postal Union.He is known for having developed the methodology for the Integrated
85、 Index For Postal Development which ranks the best postal services in the world every year.Jos is the author of numerous scientific publications in peer-reviewed economic journals on the areas of international trade,development economics and postal economics,and his research is extensively cited by
86、other economists.UPIDO provides delivery intelligence-as-a-service which is used to continually monitor e-commerce and CEP industry developments in more than 100 countries.Thanks to proprietary machine learning algorithms,it has produced highly reliable B2C parcel volumes,predictions and forecasts,e
87、nabling parcel and postal companies to anticipate better in the new delivery normal resulting from the Covid-19 crisis.UPIDO predictions have been used to prevent delivery failures,improve planning for the holiday season,anticipate major shifts in online consumer behaviour,and design the next-genera
88、tion delivery services with artificial intelligence.Thanks to its accurate prediction of demand from online shoppers,UPIDO brings timely insights to unleash greater lifetime value creation for all e-commerce ecosystem players.UPIDO also strongly supports postal and parcel companies to leverage their
89、 unique data assets and better serve customers,both in their own country and worldwide.AUTHORS,PARTNER AND CONTRIBUTORS21CONTRIBUTORMathilde Carlier,Transportation and Logistics research expert,StatistaMathilde Carlier is a research expert at Statista,specialising in vehicles and road traffic worldw
90、ide as well as sustainable transport and logistics.Having authored various Statista reports on topics such as the postal service market and electric vehicles worldwide,Mathilde mainly focuses on new energy vehicles,green trucking,and startup brands,and has a particular interest in how these will res
91、hape the transport and logistics sector.Her research pairs industry insights with in-depth contextual analysis and structure.The transportation and logistics research team is a part of Statistas Editorial Research Intelligence department.As a team,their focus is on providing insights on dynamic mark
92、et changes and developments in the transport industry,including maritime shipping,vehicles and road traffic,active mobility,metal manufacturing,and sustainable transportation.With more than 1 million statistics,Statista is one of the worlds leading data platforms for strategic market analysis,statis
93、tics,editorial research and data storytelling.S is a hub for data,insights and trends on 80,000 topics and 170 industries,composed of proprietary surveys,exclusive secondary sources and aggregated data from over 22,500 sources.Since 2007,Statista has grown to more than 1,200 employees at 14 location
94、s worldwide and provides its more than 2.5 million registered users from business,science and the public sector with access to high-quality and reliable data and statistics.Statista also supports other companies with this expertise:Statista Q carries out analyses and studies for clients,while the Co
95、ntent and Information Design team conceives,realises and graphically edits topics for specific target groups.Backgroundto the ReportPartner:BACKGROUND TO THE REPORT23THE GLOBAL LAST MILEThe rise of e-commerce amid the Covid-19 pandemic accelerated growth in the global volume of parcel shipping,which
96、 reached over 159 billion in 2021,a 21%increase from 2020.The 2021 figure equates to around 436 million parcels per day being shipped across the globe*.Pitney Bowes has forecast that the annual volume will increase steadily,reaching between 216 and 300 billion parcels by 2027.According to data from
97、the Universal Postal Union,the largest share of parcel dispatches and deliveries took place domestically in 2022,while cross-border international services were less popular.The prevalence of domestic parcel deliveries explains the varying growth rates for regional CEP markets(see chart below).For ex
98、ample,AsiaPacific has recorded steep growth in the market compared to that in Europe and North America,partly due to Chinas heavy reliance on e-commerce.As a result,last-mile networks are also developing locally,with further stimulation from startups generating investment in the sector.*Source:Pitne
99、y BowesCEP market volume in selected regions(in millions of pieces)Figure 1.CEP market volumeSource:Effigy Consulting 020,00040,00060,00080,000100,000120,000140,0002000202021Millions of piecesAsiaPacificNorth AmericaEuropeBACKGROUND TO THE REPORT24THE GLOBAL LAST MILEThere are
100、regional variations in the research and development carried out by these last-mile startups,as well as the resulting innovations that they are introducing to the market.North American start-ups are primarily focusing on crowdsourced delivery,autonomous fleet manufacturing,and e-commerce fulfillment,
101、while European companies are investing in crowdsourced delivery,green fleets,and OOH networks.Sustainability is an ongoing challenge for the last-mile logistics sector,particularly as e-commerce is rapidly gaining popularity.As governments are setting zero-emission targets and introducing more rigor
102、ous emission standards for vehicles,it becomes increasingly important for fleet operators to switch to greener vehicles.This has resulted in an increased commitment to fleet electrification in both Europe and the USA.In December 2022,the US Postal Service announced that it would be investing USD9.6
103、billion over the next five years to promote the transition to an electric delivery fleet.Similarly,in countries like Italy,have been showcasing a similar commitment to reducing delivery emissions,by investing in electric vans as well as cargo bikes and other non-motorised means of cargo transport.Th
104、e European cargo bike market expanded during 2022,with industry manufacturers and operators estimating that the number of commercial bicycles has more than quadrupled since 2019(source:cyclelogistics.eu).This commitment to a greener last mile also extends to private fleet operators:For example,Amazo
105、n invested in Rivian electric vans in the USA in 2022,while Gorillas added 1,200 new e-bikes to its German fleet in 2021.BACKGROUND TO THE REPORT25EUROPEAN E-COMMERCEE-commerce in Europe has been steadily developing since the mid-90s but it experienced a significant acceleration during the Covid-19
106、pandemic.2021 saw a rapid increase in e-commerce,boosting the need for last-mile solutions for online shops wishing to improve their delivery service offers.Subsequently,the impact of the war in Ukraine led to a dip in the market,with 2022 revenue dropping to USD595.97 billion(see chart below).Howev
107、er,the market is expected to recover quickly from this disruption in 2023.This rebound is partly because Europe records some of the highest rates of e-commerce user penetration,with Norway,the UK,and Germany boasting the three largest user penetration rates worldwide in 2022,at 82.8%,82.7%,and 80.6%
108、,respectively(source:Statista).“Quick commerce”a relatively fast-growing segment in Europe also depends on last-mile logistics for its operations.It first emerged in the food delivery market but is now expanding rapidly,with online platforms offering consumers expedited delivery across a wide variet
109、y of goods.It relies on some of the same solutions as other e-commerce platforms to provide its services,with a primary focus on express goods delivery.E-commerce on-demand and instant delivery became sought-after logistics services during the pandemic,although they grew less quickly than e-commerce
110、 last-mile services overall.In 2022,the value of European quick commerce was forecast to amount to USD7.55 billion,after spiking in 2021(source:Statista),which represents a shift in last-mile logistics towards faster-paced delivery.Forecast e-commerce revenue in Europe from 2017 to 2027Figure 2.Fore
111、cast e-commerce revenue in EuropeNotes:Data shown is using current exchange rates and reflects market impacts of the RussiaUkraine war.Source:Statista,February 2023BACKGROUND TO THE REPORT26EUROPEAN E-COMMERCEE-commerce represents an increasing share of global retail sales.B2C sales were a particula
112、r driver of this market throughout 2021 and 2022 and contributed to a rapid increase in parcels dispatched across the globe.At the centre of a B2C transaction,consumers intrinsically influence how sellers interact with their service providers.Despite the rise in quick commerce,express shipping was n
113、ot the preferred delivery method for European respondents to the fourth edition of the 2022 Statista Global Consumer Survey.Around a third of participants from the UK preferred express shipping services,representing the largest share among the six European countries studied(see the table below).The
114、balance between the urgency of purchase and the cost of express shipping plays a part in this mixed popularity,coupled with various other factors which influence consumers shipping preferences.An increasing number of retailers and brands have also only recently started to offer faster deliveries in
115、response to the growing volume of online sales.Home delivery remained the most common delivery location for cross-border online purchases.However,over a quarter of such parcels were delivered using OOH delivery methods,according to the International Post Corporations October 2021 survey of 33,179 re
116、spondents.This share included 6%of packages picked up at postal service points and 5%at parcel lockers(source:International Post Corporation).This rising interest in OOH delivery is contributing to expansion of the e-commerce market.Share of respondents who prefer express shipping in selected Europe
117、an countriesFigure 3.Who prefers express shipping?Original survey question:Which of these statements about online shopping do you agree with?(multi-pick)Source:Statista,February 202333%16%31%11%25%27%When I order an item,I prefer express shippingSurvey datesRespondentsShare of respondents who agree0
118、6 January 2022 to13 December 202212,195France06 January 2022 to18 December 202236,171Germany07 January 2022 to12 December 202212,181Italy10 January 2022 to15 December 202212,175Netherlands06 January 2022 to12 December 202212,191Spain06 January 2022 to14 December 202224,191UKBACKGROUND TO THE REPORT2
119、7MARKET DISRUPTIONSThe Covid-19 pandemic has changed the way logistics services operate,accelerating the shift to online shopping,digital services,and the demand for last-mile e-commerce,e-fulfillment,and instant delivery instead of traditional in-store distribution.However,while consumers and retai
120、lers are embracing these changes,they have become a challenge for the logistics sector.2021 and 2022 were transition years between the old and the new normal,which increased pressure on the supply chain and available infrastructure to adapt to this dynamic shift in the logistics industry.These press
121、ures were exacerbated by geopolitical and macroeconomic tensions resulting from high inflation rates and European cost-of-living crises.In addition,Russias war on Ukraine has had a major impact on goods prices and key parts of the supply chain.This could result in lower inventory and higher producti
122、on costs for suppliers,leading to fewer,more expensive offers in the market.Lockdowns in China in 2022 due to a new wave of Covid-19 also constrained the supply chain and slowed down consumption in the country,which recorded the highest e-commerce revenue that year.In 2022,about 27.2%of all retail s
123、ales in China were made online,up from 24.5%in 2021.Chinas share of e-commerce retail revenue has more than doubled since 2016,and China remained the largest online retail market worldwide in 2022(source:Statista).E-commerce revenue by country in 2022(in USD billion)Figure 4.E-commerce revenue by co
124、untrySource:Statista,February 2023BACKGROUND TO THE REPORT28MARKET DISRUPTIONSEuropean e-commerce was still emerging in 2022.The UK and Germany were among the top five European countries in terms of e-commerce that year,but respectively generated nine and twelve times less revenue than China.Breakin
125、g through this e-commerce market saturation will be one of the main challenges for European B2C online sales.Another such issue is maintaining sustainable growth.While B2C e-commerce boomed in 2020,online platforms have struggled to turn this opportunity into steady growth in parcel volumes.Some Eur
126、opean countries even recorded a slowdown in parcel growth rates between 2020 and 2021.European e-commerce companies have sought to tap into their growing consumer bases to tackle these macroeconomic challenges.According to a Geopost survey carried out between May 30 and July 26,2022,77%of its 23,974
127、 European respondents were e-shoppers.As inflation rates have risen,some of these consumers have also been turning to C2C second-hand resale platforms,such as Vinted,OLX or eBay,which report relatively high sales growth.70%of regular e-shoppers in the above survey reported using a C2C platform as a
128、buyer,seller or both(source:DPD Group),highlighting future opportunities for the second-hand market in the European e-commerce space.Sustainability within the European e-commerce space is not just limited to the goods bought by consumers but,in fact impacts all aspects of the logistics chain,includi
129、ng environmentally friendly and OOH delivery alternatives.This increased focus on green logistics in the last few years has created new challenges and opportunities for Europes last-mile logistics sector.BACKGROUND TO THE REPORT29NEW TECHNOLOGIESLocal fulfilment centres are a critical component in t
130、he process of creating a more sustainable logistics sector,with Accenture estimating in 2021 that these centres could help to reduce last-mile emissions by between 17%and 26%by 2025.Service providers are increasingly adopting environmental measures as they make their fleets and buildings more sustai
131、nable.One potential hurdle is the reported lack of a definition of an“environmentally sustainable”postal service in EU countries,as reported by 30 national regulatory authorities in a European Regulators Group for Postal Services survey.Many postal legal frameworks,including those in Europe,predate
132、the recent changes related to sustainability,and very few new governmental guidelines have been put into place to promote green postal services.This lack of provision puts part of the responsibility on European operators and service providers to create new sustainability initiatives,and direct inves
133、tments towards areas such as green logistics to adapt to dynamic and positive changes in the market.Unfortunately,as seen in LMEs 2023 Green Last Mile Europe report,there is still significant occurrence of“greenwashing”,especially amongst US players.New technologies are also becoming increasingly at
134、tractive for companies,with 31%of 305 executives in the logistics supply chain planning to use collaboration tools in the next 24 months,according to a PwC November 2022 survey.In addition,respondents reported that scanning,intelligent data capture,artificial intelligence applications and machine le
135、arning are popular paths for digitising the delivery process.Commercial drone deliveries are also seen as having the potential to disrupt the last-mile space,with around 482,000 deliveries in 2021(source:McKinsey).Drones are projected to become a cost-competitive and low-emission alternative for las
136、t-mile delivery,despite their high labour costs related to operating regulations.LME is more cautious and doesnt see drones operating at scale until technology allows for higher payloads,limited human assistance and high numbers of drones operating simultaneously and safely.By offering a more sustai
137、nable alternative to existing home delivery options,these new technologies directly compete with OOH options such as PUDO locations and parcel lockers,yet these spaces currently provide the highest cost and convenience advantage for consumers.BACKGROUND TO THE REPORT30CEP INDUSTRY CHANGESIn the late
138、 1990s,the mail and parcels market started to grow worldwide,fuelled largely by growing e-commerce related volumes.The incumbent players were forced to look for new,more efficient and economic solutions.Originally there were three main OOH shipping streams:Business mail and parcels.B2C mail and parc
139、els as a result of distance shopping.Field engineering service delivery.Since the start of Russias war in Ukraine,increased input costs have forced carriers to seek cost reduction,while inflation has made customers look for economies such as those offered by re-commerce.Both favour OOH development.I
140、n line with fast market developmentand the growing popularity of theinternet,e-commerce has becomeincreasingly important,Amazon,inparticular,has played a key role inchanging the face of last-mile deliveryin Europe over the last decade.BACKGROUND TO THE REPORT31The long-term forecasts for parcel volu
141、mes in the EU and the UK encompass three scenarios:The red curve predicts a continuous increase in volumes,assuming the growth rate observed during the 2020 pandemic peak is sustained.The green curve represents a more moderate post-pandemic growth rate,factoring in potential changes in online shoppi
142、ng behaviours.Lastly,the blue curve anticipates expected volumes if parcel growth reverts to pre-pandemic rates.Contrasted with these forecasts,the estimated parcel volumes for 2022 are more closely aligned with the pre-pandemic trend.In fact,in 2022,parcel volume growth appeared to significantly de
143、celerate,as consumer preference for online shopping waned from its peak during the Covid-19 pandemic.As we entered early 2023,the trend of declining parcel volumes due to a decreased preference for online shopping persisted.While consumers were not completely transitioning to in-person shopping,thei
144、r enthusiasm for online purchases declined compared to the peak of the pandemic.This shift in consumer preferences led to a persistent deceleration in the growth of parcel volumes throughout Europe.Figure 5.B2C parcel volumeSource:UPIDO RECENT EUROPEAN PARCEL MARKET EVOLUTION:LATEST TRENDSB2C parcel
145、 volumes in the EU and the UK:201929 forecastsBACKGROUND TO THE REPORT32The prevailing economic conditions,including inflationary pressures resulting from geopolitical tensions and other factors such as rising interest rates,had a further impact on consumer spending habits and their attitudes toward
146、s non-essential and online shopping.As a result,parcel volumes in early 2023 remained below the levels that would have been expected with the continued influence of the pandemic and the subsequent shift in consumer behaviour.To see a significant rebound in online shopping and a resurgence in parcel
147、volumes there may need to be a more substantial recovery in consumer confidence,along with potential shifts in market dynamics.It will be important to monitor how consumer preferences evolve in the coming months and how the overall economic and geopolitical landscape stabilises,as these factors will
148、 likely play a crucial role in shaping the future trajectory of parcel volumes.Despite the disappointing evolution of European e-commerce sales and parcel volumes,it is worth noting that there is significant variability in parcel market development among individual country markets in Europe.Some cou
149、ntries have demonstrated more resilience in terms of parcel volume growth,contributing to diversification of the overall landscape.Our analysis will show that one factor which is critical for effective ecommerce and indeed re-commerce is an efficient and proximate OOH network.Within Europe,certain m
150、arkets have been able to adapt more effectively to the changing dynamics of online shopping,resulting in a more robust growth in parcel volumes.These countries have implemented strategies to facilitate seamless logistics operations,improve last-mile delivery networks(especially in the area of OOH)an
151、d enhance customer satisfaction.As a result,they have experienced a stronger performance in parcel volumes compared to other markets.While some countries may still be grappling with slower growth and reduced demand for online shopping,others are forging ahead with innovative solutions,technological
152、advancements and favourable market conditions that continue to drive parcel volume expansion.This divergence in performance presents both challenges and opportunities for the European parcel industry.It calls for a nuanced understanding of the specific market dynamics in each country and the adoptio
153、n of tailored strategies to optimise the growth potential.Parcel service providers and e-commerce companies need to closely analyse and adapt to the unique characteristics of each market,taking into account factors such as consumer preferences,infrastructure capabilities and regulatory frameworks.Mo
154、reover,this heterogeneity in parcel market development highlights the importance of collaboration and knowledge sharing among industry stakeholders.By exchanging best practices and lessons learned,countries with slower growth can benefit from the experiences of more resilient markets and explore ave
155、nues for improvement.This collective effort can contribute to a more balanced and sustainable growth trajectory for the European parcel industry as a whole.In summary,while the evolution of e-commerce sales and parcel volumes has been disappointing in some respects,it is crucial to recognise the var
156、ying levels of resilience and growth across European markets.The presence of more-resilient markets creates a diverse landscape,emphasising the need for tailored last-mile strategies and collaborative approaches to unlock the full potential of the parcel industry in Europe.BACKGROUND TO THE REPORT33
157、MEASURING POST-PANDEMIC PARCEL MARKET RESILIENCE ACROSS EUROPEThe growth rates of parcel volumes between Q1 2019 and Q1 2023(shown in the chart above)reflect varying degrees of resilience in the parcel industry across EU countries and the UK.While some countries exhibited weak or moderate resilience
158、,12 out of 28 markets demonstrated significant resilience,achieving high single-digit or double-digit growth rates despite the economic uncertainties triggered by the war in Ukraine.Based on the abovementioned growth rates,the CAGR of parcel volumes from Q1 2019 to Q1 2023 across various EU countrie
159、s and the UK has been estimated.In the context of this analysis,resilience of the parcel market is gauged by a countrys ability to achieve a high single-digit or double-digit CAGR,especially in light of the economic uncertainties prompted by Russias invasion of Ukraine in early 2022.Countries have b
160、een clustered into three groups based on their CAGR performance as a measure of their resilience:the red group demonstrating weak resilience,the orange group indicating intermediate resilience,and the green group representing the strongest resilience.Figure 6.Pre-pandemic vs.post-pandemic parcel vol
161、umesSource:UPIDO Pre-pandemic vs.post-pandemic parcel volumes:growth rate between Q1 2019 and Q1 2023BACKGROUND TO THE REPORT34Weak resilience(red group)The red group includes Bulgaria(BG),Finland(FI),the Netherlands(NL),Cyprus(CY),Slovakia(SK),Portugal(PT),Romania(RO)and Croatia(HR).These countries
162、 reported CAGRs below 3.93%,implying weak resilience in their parcel industries amid the geopolitical instability.The reported CAGRs indicate that these countries have struggled to maintain growth in parcel volumes during the post-pandemic period.These markets have most likely reverted to their pre-
163、pandemic growth trends and will find it challenging to reach the“new normal”volume increases that were initially expected because of the pandemic(as shown in Figure 6 above).Intermediate resilience(orange group)The orange group,signifying intermediate resilience,ranges from Belgiums 3.93%CAGR to jus
164、t below Estonias 6.52%.This group includes Belgium(BE),Slovenia(SI),Spain(ES),Czech Republic(CZ),France(FR),Sweden(SE),Austria(AT)and Latvia(LV).Despite facing geopolitical and economic challenges,these countries demonstrated a moderate level of resilience by sustaining growth in their parcel volume
165、s.However,they are anticipated to face difficulties in keeping up with the projected growth rates of the“new normal”during the post-pandemic period.Strongest resilience(green group)The green group encompasses countries with CAGRs of 6.52%and above,demonstrating the strongest resilience.Countries in
166、this group include Estonia(EE),Germany(DE),Lithuania(LT),Poland(PL),the United Kingdom(UK),Luxembourg(LU),Denmark(DK),Hungary(HU),Italy(IT),Greece(GR),Ireland(IE)*and Malta(MT).*Their CAGRs,ranging from 6.52%(EE)to an exceptional 20.03%(MT),indicate that they have successfully maintained strong grow
167、th in parcel volumes despite the geopolitical challenges,which demonstrates a high level of resilience.They are expected to keep pace with the post-pandemic“new normal”growth rate for the rest of the decade.*Both Malta and Ireland are quite distinctive,the former being very small and tourist driven
168、while the latter will have been affected by post-Brexit trade flows.BACKGROUND TO THE REPORT35E-COMMERCE NEEDS BETTER SOLUTIONS AND CXE-commerce needs,above all:Capacity Quality/first-time delivery(FTD)Choice Where?How?When?For how much?“We have observed a strong increase in the number of installati
169、ons of parcel lockers in Europe in the year 2022,and an even higher growth rate than in 2021.We also observed the start of a consolidation of the market leading to a healthy situation where supply meets demand.All in all,the parcel locker business looks very promising for 2023.”Cesar Lapuerta,MSSale
170、s Director,Western and Southern EuropeLogistics Automation,KEBA Handover Automation GmbHBACKGROUND TO THE REPORT36DELIVERY PREFERENCES ACROSS EUROPE While we do not have any accurate and quantitive assessment of the ranking of main delivery places,both parcel shops and especially parcel lockers are
171、clearly increasing in importance.This is due to the increasing proximity of points and more APMs(with high CX)as well as the fact that re-commerce delivery is only commercially viable at scale with OOH.We anticipate that only the most developed OOH Nordic markets are unlikely to experience an increa
172、se in OOH delivery as opposed to D2D.“The popularity of second-hand marketplaces is driven by their low-cost products.However,delivery costs can heavily impact the benefits of these services.Optimised last-mile delivery is crucial to their success.Parcel lockers are emerging as the most effective so
173、lution to this issue,allowing for sender serviced drop-off and collection,reducing failed deliveries,and enabling asynchronous deliveries.These factors are especially important for second-hand products,which play a vital role in promoting sustainability.Parcel lockers also help courier companies red
174、uce CO2 emissions,making them an essential component of second-life business models.At Bloq.it,we recognise this need and are working with Lithuanian Unicorn Vinted,a leading platform for second-hand fashion,to develop the first project using smart parcel lockers.We are excited about this opportunit
175、y to revolutionise the way second-hand products are handled and to contribute to a more sustainable future.”Miha Jagodic,Founder and CEO of Bloq.itBACKGROUND TO THE REPORT37GROWING CUSTOMER EXPECTATIONSCustomers are increasingly demanding in terms of deliveries.They want transparency,flexibility and
176、 greater influence over their delivery logistics.More and more customers value the fact that online shopping offers a variety of delivery options.Whats more,if delivery is free of charge,consumers are willing to wait.Customers may even decide to abandon a purchase if the delivery option they want is
177、 not available.Given this,and the fact that the trend observed for years has been growth in CEP(B2C and C2X)volumes,it is essential to offer OOH deliveries.Customers expect features such as:Same day or even same hour!Time-slot delivery.Alternative delivery options.parcel lockers/PUDOs.safe drop/leav
178、e with neighbour(UK).In-flight redirection or time-slot changes.Consolidation of deliveries.According to“An eCommerce Merchant Survey 2022”(published by Doddle),a steadily increasing percentage of retailers offer OOH delivery to their customers.The highest percentages are in:Spain(94%of all online s
179、ellers).Italy(84%).France(83%).Germany(72%).UK(54%).In addition,based on our review of many surveys and studies of consumer behaviour over a number of years and especially in times of high inflation customers cite cost of delivery as the most important element in their purchase decision.The publicat
180、ions we analysed show that,in 2022,25%to 40%of consumers(depending on the country)put the price of shipping as the most single important element in terms of the delivery of goods.BACKGROUND TO THE REPORT38MERCHANTS ONLY HAVE ONE CHANCE TO MAKE A FIRST IMPRESSIONConsumers want to have a choice,so var
181、ious delivery options at checkout are a must.Offering a range of delivery options increases the probability of closing a basket,which in turn leads to more revenue.A positive delivery experience increases the probability of repeated orders,and thus more revenue.Above all,successful first-time delive
182、ry means a closed sale and less chance of a return.Empirical data shows that a failed first-time delivery increases the chance of a service failure severalfold.Consumers purchasing for the first time will only return if the CX is good!BACKGROUND TO THE REPORT39LAST MILE THE MAJOR CHALLENGEOOH using
183、PUDOs and APMs is currently the best solution to the last-mile capacity problem.It helps sustain B2C(and C2C)parcel volumes and the demand from vendors and consignees for ever more consumer-centric and flexible last-mile services.OOH can be up to 5 times more efficient per route,and provides high qu
184、ality and customer choice,which are so very important.Locker routes can serve over 1300*parcels vs.an absolute ceiling of around 200 for a dense D2D urban courier route.OOH AS A SOLUTION TO THE LAST-MILE PROBLEM*Based upon actual urban deliveries for InPost in Poland.Online shopping,as opposed to tr
185、aditional trade,involves delivery to the final customer,a process that is complicated and costly.According to Eurostat in 2022,91%of people aged 16 to 74 in the EU had used the internet,75%of whom had bought or ordered goods or services for private use.The proportion of e-shoppers rose from 55%in 20
186、12 to 75%in 2022,an increase of 20 percentage points.The highest shares of internet users who bought or ordered goods or services over the internet in 2022 were recorded in the Netherlands(92%),Denmark(90%)and Ireland(89%).In contrast,fewer than 50%had shopped online in Bulgaria(49%).Between 2012 an
187、d 2022,growth in online shoppers was particularly significant in Estonia(+47 pp),Hungary(+43 pp),the Czech Republic and Romania(+41 pp).The last mile is a critical point in the entire supply chain and one that is often still mis-managed.As such,it represents the biggest challenge for operators,espec
188、ially in light of the ever-growing expectations created by e-commerce.It is important to note that transport at the last-mile stage is responsible for between 40%and 60%of all transport costs generated between the producer of the good and the consumer.OOHPUDOs&APMsPartner:OOH PUDOs&APMs41OOH deliver
189、y consists of delivering a shipment to a point or machine located in a convenient place for the customer.They can pick up a parcel on their commuting route at a convenient time,within a timeframe of a few days.OOH most commonly takes one of two forms:APM and PUDO.A PUDO point is a place where parcel
190、s can be collected or dropped off,such as a small(convenience)store,larger market,parcel shop or a urban depot/micro depot.An APM is a machine located inside or outside a building,from where packages can be collected or shipped without interacting with another person.OOH allows the consolidation of
191、shipments,which increases delivery and pickup efficiency and can reduce delivery costs.It reduces the use of resources(cars,couriers)and increases the efficiency of delivery processes(as dropping off more parcels at the same location means fewer stops are required and eliminates unsuccessful deliver
192、ies where recipients are unavailable).OOH delivery involves the customer in the last-mile process.Customers must do some of the work that the courier would otherwise do,as they must go to the OOH point and pick up parcels for themselves.OOH facilities have to be easily accessible to everyone.In bpos
193、ts words,they must be“slipper distance”from the customers residence,workplace or another place that they regularly visit or pass by.If a consignment cannot be delivered to the door,it should be redirected as close as possible to the delivery address specified in the order,so as to minimise operation
194、al costs and any negative effect on customer experience.DEFINITIONS/CHARACTERISTICS OF OOHOOH PUDOs&APMs42OOH PROVIDERSOOH are provided by various players:National postal operators which historically had the largest last-mile infrastructure,usually with a mixture of traditional postal outlets,third-
195、party agency/PUDO points and,increasingly,lockers.CEP companies such as DPDgroup,DHL,InPost/Mondial Relay,UPS,Evri/Hermes,GLS or FedEx and local heroes such as Zsilkovna,Matkahuolto,Sameday or Colis Priv have their own PUDO.E-commerce-Amazon and AliExpress as well as local heroes such as eMAG or All
196、egro as OOH providers.Re-commerce players,notably Vinted,have become increasingly involved in OOH.Retail point owners such as 7-Eleven,abka,Orlen,Lidl and PayPoint.Infrastructure owners such as public transport,rail companies,local or city authorities or,more recently,private(parking)infrastructure
197、owners/operators.IT platforms/consolidators The evolution of courier brokers such as Apaczka,Asendia,Auctane or Seven Senders involves the adoption of IT solutions that integrate various forms of delivery and the establishment of physical PUDO points.OOH PUDOs&APMs43ADVANTAGES OF OOH OOH offers ever
198、 more consumer-centric and flexible last-mile services.Almost 100%first-time delivery.Proximity to customers(best-in-class urban networks are 350m away)so they can pick up their package“on the way”,e.g.when shopping or coming back from work.Convenient 24/7(outside APMs)or extended PUDO opening times
199、.Contactless(APMs).Cheap and easy returns.More flexibility;long period of storage(5+days in most PUDOs).Operationally and financially efficient.Ecologically superior where the PUDO or locker is proximate to customer homes.Fast and relatively cheap means of increasing capacity*.*Where operating at re
200、asonable capacity.OOH PUDOs&APMs44REASONS/DRIVERS FOR OOH DEVELOPMENT The Covid-19 pandemic and recent economic crises further accelerated the popularity of OOH.The lack of available labour and an increase in fixed costs can be expected to reduce the significance of D2D courier services,which will b
201、ecome more expensive and evolve into a premium alternative.Economy delivery services and subscription models will further drive the demand for OOH capability,which will be the only way to achieve acceptable cost levels.Re-commerce(second-hand)trends and new entrants such as Vinted,OLX and Zalando ar
202、e further increasing the demand for C2X services,which is ideally suited to OOH networks due to the low cost of both the first and last mile(only to/from the access point,with the customer/consignee doing the rest).The reasons for OOH success are:More choices for the customer.High first-time deliver
203、y rates.Ease of locating and accessing by couriers.Highly efficient delivery method which can increase last-mile capacity severalfold.Significant cost benefits vs.D2D.Significantly less traffic congestion.Some 60%fewer carbon emissions in urban areas and even less in rural ones*.*Reduction in carbon
204、 emissions due to a higher delivery success rate.“APMs have been revolutionising the last-mile delivery landscape in 2022,as lockers become a more cost-effective,convenient and sustainable mode of last-mile delivery.SwipBox has proven to be at the forefront of this transformation with our“Infinity”l
205、ean locker solution.In 2022 we have seen a significant growing interest in lean APMs,especially coming from European markets with limited out of home presence.”Kasper Cort Pedersen,CCO,SwipBoxOOH PUDOs&APMs45OPEN/AGNOSTIC VS.CLOSED NETWORKSDiscussion of open(carrier-agnostic)or closed OOH networks h
206、as become increasingly topical as e-commerce has driven this area of the last mile forward and created a need for new ways of approaching it.Traditionally,incumbent OOH networks(usually postal operators due to their legacy infrastructure)have been unwilling to allow others to use their networks,as t
207、hey consider them to be part of their competitive advantage.However,this is beginning to change as players become more knowledgeable in this space and as governments and local authorities push for a shared last mile,due to environmental concerns.While most networks are still closed,the emergence of
208、an open model began in China,where the largest network in the world,HiveBox,operates under an open model.Open networks offer advantages in four key areas:efficiency,proximity,speed of development and sharing benefits.In general,open networks will be the most efficient,and in our view they should be
209、the“go to”model.In the end it is arguably the customer,and possibly local government,who will push for fewer but larger and more proximate OOH networks.Fully open networks in Europe include Myflexbox(DE,AT)Smartmile(FI,NL),Quadient(UK).$MORE EFFICIENTSHARING BENEFITSFASTER DEVELOPMENTMORE POINTS/PRO
210、XIMITYOpen NetworkOpen NetworkMany carriers and postal operators dont understand the value of an open(agnostic)network heres why they make sense.OOH PUDOs&APMs46PREFERENCES BY GROUPOOH offers benefits to all major user groups:For consumers(consignees),the key is to have a choice of delivery options.
211、Not only carrier brands,but also various types of services that best match their current shopping needs.For merchants,the key is to have a sufficient variety of delivery methods that will increase the basket closing indicator and ensure high scores for both first-time delivery and the all-important
212、CX.For carriers,the key is the ability to offer last-mile capacity and good customer service efficiently and effectively.OOH is a key element,without which it is unlikely that subscription models can be operated profitably.OOH PUDOs&APMs47CONSUMER VIEWD2D is theoretically the most convenient(if the
213、consignee is home),but parcel lockers create the best overall customer experiencePARCEL LOCKERS“COLLECTION ATMY CONVENIENCE”PUDO“PARCEL SAFELY DELIVERED”CARRIER HOME DELIVERY“THERES NO PLACE LIKE HOME?”Convenience:Convenience and flexibility access 24/7*Located“on my way”,with easy access and parkin
214、g Physical proximityConvenience:“Its on my way”,in my shop or petrol station,etc.Physical proximity it is nearby but not generally 24/7(unlike lockers)Convenience:Location comfort unlimited geographical coverage Delivery comfort it comes to my doorstep as long as Im at homeCustomer centric:Customer
215、has more choice Ease of use one click to open the locker Fast and easy remote access&reducing queuesCustomer centric:Customer has more choice Extended time to pick up vs.APMs(usually a few more days)Easier for(older)non-tech savvy customers,who prefer non-standardised“human interfaceCustomer Centric
216、:Ease of delivery I dont have to leave my home!Efficient:Low/attractive delivery price for fast delivery(typically next day)No more missed deliveries high success rate for first delivery attemptEfficient:Low/attractive delivery price for 2-to 3-day delivery No more missed deliveries high success rat
217、e for first delivery attemptEfficient:Operationally the least efficient Fast delivery(typically next day)Delivery to the doorstep but at a higher price *In the vast majority of cases“I strongly believe in agnostic networks.As sustainability has become not a differentiator but a necessity,one big APM
218、 for several carriers is more environmentally friendly than several of them for different operators.Local governments will encourage this idea.E-com players without physical delivery points can benefit strongly from open networks.Lockers for logistics will still be prevalent in the market.When it co
219、mes to parcel lockers in retail,I believe that the biggest DIY stores will offer BOPIL very very soon.See the examples of Kingfishers Castorama,Leroy,or Bauhaus.”Roman Melnychuk,Product Marketing Manager,Modern-Expo GroupOOH PUDOs&APMs48MERCHANT VIEWCARRIER VIEWCapacity,high first-time delivery and
220、good customer experiencemake OOH an important delivery channelHome delivery is the legacyoption,but labour and fuel costsfavour OOHPARCEL LOCKERSPUDO/STORE PICK-UPCARRIER HOME DELIVERYDelivery Safe place for parcels reduces the level of damages High success rate for first-time delivery vs.D2D Good C
221、XDelivery Safe place for parcels Intermediate level of damages High success rate for first-time delivery vs.D2D Generally good CXDelivery Highest level of damages Relatively low first-time delivery success rate High chance of service failure if first attempt is missedCustomer experience:Simple retur
222、ns available at no/low costCustomer experience:Consumer returns generally easy and available Less standardised experience than from a machineCustomer experience:Few players can achieve good CX Consumer returns are costly and challengingVolume/capacity management Flexible to sudden volume changes,unt
223、il capacity is reachedVolume/capacity management Flexible to sudden volume changes,up to a pointVolume/capacity management Intermediate sensitivity to sudden volume changes*LOCKER NETWORKPUDO NETWORKCARRIER HOME DELIVERYLocation Urban areas,ideally located in“bedroom”districts“close to home”APM acce
224、ss is generally 24/7 Need accessible and dense network(can be supported by PUDOs)Location Urban areas(or rural centres)with higher traffic Indoor access with limited opening hours/daysLocation Mainly residential,with some business Unlimited geographical coverageDelivery service Most efficient,with h
225、ighest number of parcels per stop*Automated process Delivery success at the first attemptDelivery service Better than D2D,with several parcels per stop Manual process Delivery success at the first attemptDelivery service Most expensive and least efficient for carriers(1 parcel per stop)Relatively lo
226、w FTD success(especially without IDM)Leave safe optionsCustomer experience No direct contact with consumer High possibility to manage on-time delivery to meet SLA,and generally best CXCustomer experience No direct contact with consumer(unless PUDO points are owned by carrier)High possibility to mana
227、ge on-time delivery to meet SLA,and generally good CXCustomer experience Full personal contact with each consumer but can be damaged by poor courier behaviour Moderate possibility to manage on-time delivery to meet SLA,and variable CX*Except for large PUDO/micro depot alternatives*Especially where l
228、ast-mile delivery is outsourced/subcontracted by the carrier.OOH PUDOs&APMs49OOH SOFTWARE THE“SECRET SAUCE”IN THE OOH LAST MILEA great customer experience is important for OOH deliveriesWith OOH growing rapidly within the last-mile delivery industry,its important to ensure that customers have a grea
229、t experience when using these options.OOH has proved itself to be a better model for last-mile delivery,and good customer experience is a key way of increasing the adoption of OOH options instead of traditional home deliveries.Good software is the key to customer experienceSoftware effectively dicta
230、tes the user experience because,ultimately,it is software which defines how intuitive and easy the OOH process will be.What the final customer interacts with typically depends on the software used by the company making the deliveries.If the software on the user interface or operational processes are
231、 unreliable or unintuitive/difficult to use,the customer experience will suffer.In contrast,if the software is operationally strong,simple to use and functional,the customer will have a good experience.OOH PUDOs&APMs50Better software in PUDOsPUDOs will be a key part of OOH for the foreseeable future
232、 and are an important complement to APMs.A good PUDO experience will likely be more dependent on in-store operational software than on human to customer interfaces.The process should be extremely simple for the final consignee.It should be as easy as presenting some form of valid authentication(such
233、 as a QR code or a PIN code)or confirming a notification in an app,following a geocode check.However,the tools to manage the PUDO shop for the operator should be reliable,allowing them to easily communicate statuses or service issues to the delivery company,and authenticate the customer who is tryin
234、g to collect a package.PUDO software which will make the user experience much closer to that in lockers is an area that requires investment and is a key focus for LME.Better software in smart lockersIn contrast,when the final consignee chooses an APM as an OOH option,they have to interact with a mac
235、hine-based customer interface at the APM itself.As a result,it is imperative that the APM is simple to interact with and allows for an easy pick-up or drop-off process.Increasingly,APMs also make use of external interfaces,such as mobile or web apps.Besides the customer experience aspect of APMs,an
236、even more important element is how they are able to communicate with all the other operational components in the process.Good APM software enables efficient operations,simple and integrated flows,data collection for continuous improvement,and avoids a lot of the problems typically associated with AP
237、Ms(such as overbooking).Since APMs are autonomous machines,it is also important to ensure that they are cost-efficient to maintain here software can play a crucial role through preventive maintenance,remote monitoring and troubleshooting.OOH PUDOs&APMs51Software as a tool to close OOH gapsOOH can in
238、volve multiple elements,from PUDO points and APMs to newer solutions such as PUDO locations equipped with smart locks(both personal and communal).Also,applications can serve different flows such as first-mile,last-mile and,increasingly,C2C operations.These systems should ideally be interconnected,to
239、 ensure that customers have a similar and uniform experience when interacting with each of them.Moreover,operationally,it is important for the delivery company to have different systems and operation types aligned and communicating with each other inside the same system,in order to avoid extra flows
240、 and disconnected solutions that will increase the operational complexity and risk of error.IDM as a tool to improve the user experience and drive OOH adoptionIDM is one of the key drivers in optimising the last-mile user experience,for both home and OOH deliveries.Almost like“Uber for parcels”,it n
241、ot only gives the customer a sense of control,by allowing them to track the progress of an order,but also enables them to change delivery option after the purchase has been made.As well as being convenient for the final customer,this is also operationally efficient for the delivery company.It allows
242、 the consignee to warn the delivery company in advance about a potential missed delivery and give them an alternative delivery option in time.IDM as a catalyst for OOH adoptionIDM can convert customers into OOH delivery users.For example,if a consumer requests home delivery when they make a purchase
243、,but then realises they wont be available to receive it,if they have access to a customer-centric IDM tool they could easily use this to switch to an OOH option instead.If that change leads to a successful delivery,the customer will be more likely to select OOH delivery in the future.Concluding thou
244、ghtsAlthough hardware and other physical infrastructure are important in the last mile,software is the“secret sauce”that makes everything work.For this reason,companies like ours are increasingly focused on creating software tools that will help to develop the new last mile.OOH PUDOs&APMs52EVERYONE
245、IS A WINNERWhile each user group(consumers,merchants and carriers)benefits from a different value proposition,lockers and PUDOs are key to each of them and can be expected to become more important over time.OOH is a“must have”if e-commerce is to achieve the capacity that it needs today and that we p
246、redict for tomorrow.OOH PUDOs&APMs53LOCAL BROKERS FOR OOHParcel brokers or consolidators provide access to large players and“local heroes”with one interface but are mainly geared towards SMEs or even private individuals.A few examples include“Apaczka”,which is integrated with Poczta Polska,InPost,RU
247、CH,DPD,UPS and FedEx OOH points.Brokers exist in most EU countries and some leading examples include:PL -apaczka/sendit.pl,furgonetka.pl IT -spedire.it,sendabox.it ES -packlink.es UK -,parcelmonkey.co.uk, DE - EU-wide -Source:ApaczkaCountryAnalysisPartner:COUNTRY ANALYSIS55OOH DELIVERY NETWORK DENSI
248、TY Recent OOH delivery development and parcel market resilience in the EU and the UKThis segment of the analysis connects to previous analysis from page 33 with the density of their OOH delivery options.OOH delivery network density has been categorised into three levels:dense(10 or more OOH options
249、per 10,000 inhabitants),intermediate(5 to 9.9 OOH options)and low(fewer than 5 OOH options).The density of the OOH delivery network plays a pivotal role,as the adoption of OOH delivery reportedly begins growing exponentially when the network reaches a dense level of 10 OOH delivery options per 10,00
250、0 inhabitants.Figure 1.Number of OOH delivery optionsSource:UPIDONote:All calculations take into account the total number of OOH points accessible to the customer,reflecting a customer-centric perspective in this analysis.Number of OOH delivery options per 10,000 inhabitants in the EU and the UK(202
251、2)COUNTRY ANALYSIS56Red group(weak post-pandemic resilience of parcel market)Countries in the red group,indicating weak post-pandemic resilience,generally have low to intermediate OOH network density.However,the Netherlands(NL)falls into the intermediate category with 9.48 OOH options per 10,000 inh
252、abitants,and Finland(FI)stands out with a dense OOH network which provides 29.42 OOH options per 10,000 inhabitants.This suggests that despite a weak post-pandemic resilience in parcel volume growth,some countries in this group might be able to strengthen their parcel industry through already dense
253、OOH networks.Orange group(intermediate post-pandemic resilience of parcel market)Countries in the orange group,signifying intermediate post-pandemic resilience,all display a high number of OOH delivery options per 10,000 inhabitants.For instance,Spain(ES)and France(FR)exceed the threshold for a dens
254、e network with 15.15 and 10.60 OOH options per 10,000 inhabitants,respectively.This implies that a dense OOH network might be associated with better post-pandemic resilience.Green group(strongest post-pandemic resilience of parcel market)All but one country in the green group(exhibiting the stronges
255、t post-pandemic resilience)have intermediate to high OOH network densities.Estonia(EE),Germany(DE)and Ireland(IE)sit within the intermediate level of OOH network density,while the United Kingdom(UK),Italy(IT)and Poland(PL)provide a dense OOH network.Poland is particularly noteworthy,with an extremel
256、y dense network of 38.72 options per 10,000 inhabitants.This suggests that a more dense OOH network can significantly support the post-pandemic resilience of a countrys parcel industry.In conclusion,while the post-pandemic resilience of the parcel industry varies by country,the density of OOH delive
257、ry networks seems to play a critical role.However,each countrys unique market conditions,shopping behaviours and strategic responses to economic uncertainties also have a crucial impact on this resilience.A dense OOH network can contribute positively to post-pandemic resilience,but it needs to be pa
258、rt of a broader strategic approach if it is to effectively bolster the parcel industry in the face of post-pandemic economic challenges.Malta(MT)is an exception in these analyses.Despite having the highest CAGR for parcel volumes among all the countries studied(20.03%,indicating strong post-pandemic
259、 resilience),the density of Maltas OOH delivery network is surprisingly low.With just 2.28 OOH delivery options per 10,000 inhabitants,it falls into the“low density”category.This suggests that although Maltas parcel volume growth rate has been impressive in the post-pandemic period,its OOH delivery
260、network has not kept pace.Despite the weak OOH network density,Malta appears to have sustained a strong resilience in its parcel industry after the pandemic.This disparity implies that the density of the OOH delivery network is not the only factor which influences the post-pandemic resilience of a c
261、ountrys parcel industry.Other factors,such as Maltas unique geographical characteristics,market conditions,or potentially efficient alternative delivery methods,might be contributing to its high resilience.Maltas example highlights the complexity of parcel industry resilience and suggests that a one
262、-size-fits-all strategy might not be effective.Each country may need to identify and leverage its own unique strengths and opportunities to enhance the resilience of its parcel industry in the post-pandemic era.COUNTRY ANALYSIS57RECENT PARCEL LOCKER DELIVERY DEVELOPMENT AND PARCEL MARKET RESILIENCE
263、IN THE EU AND THE UKNumber of APM delivery options per 10,000 inhabitants in the EU and the UK(2022)Figure 2.Number of APM delivery optionsSource:UPIDONote:All calculations take into account the total number of OOH points accessible to the customer,reflecting a customer-centric perspective in this a
264、nalysis.In this part of the analysis we turn our attention to the contribution of parcel lockers,also known as APMs,to the overall density of OOH delivery options.The number of APMs per 10,000 inhabitants serves as a specific indicator of the role that parcel lockers play in the broader context of O
265、OH delivery network development.COUNTRY ANALYSIS58Red group(weak post-pandemic resilience of parcel market)In the red group,APM density generally varies from low to intermediate.Bulgaria(BG),Portugal(PT),the Netherlands(NL),Croatia(HR)and Romana(RO)have both a weak APM presence and weak post-pandemi
266、c resilience in parcel volume growth.In contrast,Finland(FI)exhibits the highest APM density within the red group,with 11.20 per 10,000 inhabitants,which suggests that strong focus on the development of parcel lockers was insufficient to achieve higher levels of post-pandemic resilience in the Finni
267、sh parcel market.Orange group(intermediate post-pandemic resilience of parcel market)Countries in the orange group display varying densities of APMs.Latvia(LV)has 5.91 APMs per 10,000 inhabitants,while Austria(AT)has 3.01.Spain(ES),however,surpasses these numbers with 6.69 APMs per 10,000 inhabitant
268、s,indicating a stronger preference for this type of OOH delivery method.Overall,there seems to be no clear positive relationship between parcel locker density and higher levels of parcel market resilience in this group.Green group(strongest post-pandemic resilience of parcel market)Countries in the
269、green group,exhibiting the strongest post-pandemic resilience,also offer a range of APM densities.Hungary(HU)and the United Kingdom(UK)have intermediate and low APM densities of 4.00 and 2.63 per 10,000 inhabitants respectively.However,Denmark(DK)and Poland(PL)stand out with 13.62 and 7.67 APMs per
270、10,000 inhabitants,respectively.This data indicates that parcel lockers play a substantial role in their dense OOH networks and contribute to the high resilience of their parcel industries.In the case of Malta(MT),despite its strong post-pandemic resilience it only has a low presence of APMs of 0.81
271、 per 10,000 inhabitants,which indicates that its resilience may be driven by factors other than the development of parcel lockers.In conclusion,the density of parcel lockers does not generally seem to align with the post-pandemic resilience of the parcel industry when considered in strict isolation
272、from the development of PUDO networks.Countries with strong resilience do not always have higher APM densities,but the latter can make a decisive contribution to the overall accessibility of an OOH delivery network,through the right combination of parcel lockers and PUDO points.As highlighted by exc
273、eptions like Malta and Finland,parcel market resilience is multifaceted,and individual countries may rely on different strategies to boost their parcel industrys post-pandemic resilience.COUNTRY ANALYSIS59RECENT PUDO DELIVERY DEVELOPMENT AND PARCEL MARKET RESILIENCE IN THE EU AND THE UKNumber of PUD
274、O delivery point options per 10,000 inhabitants in the EU and the UK(2022)Figure 3.Number of PUDO delivery optionsSource:UPIDONote:All calculations take into account the total number of OOH points accessible to the customer,reflecting a customer-centric perspective in this analysis.We now shift our
275、focus to the significance of PUDO points in the broader context of OOH delivery options density.The number of PUDO points per 10,000 inhabitants provides a unique perspective on the utilisation of this particular delivery method in the post-pandemic period.COUNTRY ANALYSIS60Red group(weak post-pande
276、mic resilience of parcel market)Most countries in the red group show a low to intermediate density of PUDO points.Only Finland(FI)stands out,with a very high PUDO density of 18.22 per 10,000 inhabitants,which also indicates a preference for PUDO points over parcel lockers.Most countries with low par
277、cel market resilience have PUDO network densities below or well below the“dense network”threshold of 10 PUDO points per 10,000 inhabitants.This indicates that the limited availability of PUDO delivery options may have hindered post-pandemic parcel volume growth for online shoppers.Orange group(inter
278、mediate post-pandemic resilience of parcel market)Within the orange group,the majority of parcel markets have close to or above 10 PUDO point options per 10,000 inhabitants.Even the lowest performer,Latvia(LV),shows an intermediate PUDO density,with 5.23 points per 10,000 inhabitants,trailing behind
279、 Austria(AT)with 7.41.Spain(ES),with 8.46 PUDO points per 10,000 inhabitants,continues to exhibit a balanced OOH network with a significant presence of both parcel lockers and PUDO points.The analysis indicates a positive correlation between the development of PUDO accessibility and parcel market re
280、silience within this group.Green group(strongest post-pandemic resilience of parcel market)The green group presents a varied picture of PUDO densities.Lithuania(LT)maintains a low PUDO density with only 1.61 points per 10,000 inhabitants.The UK has a significantly higher density of 12.62 PUDOs per 1
281、0,000 inhabitants,which underlines the role of PUDO points in the countrys resilient post-pandemic parcel industry.Notably,Poland(PL)has the highest PUDO density(31.05 per 10,000 inhabitants),which reinforces its commitment to a dense OOH delivery network and strong resilience.It is worth highlighti
282、ng that large resilient parcel markets such as Poland,Italy and the UK have the densest PUDO delivery networks in Europe.Malta(MT),a small-size parcel market,has a low PUDO density of 1.48 points per 10,000 inhabitants despite its recent positive parcel market development and resilience.This suggest
283、s that Maltas high resilience is possibly influenced by factors other than the widespread availability of PUDO points.In summary,while PUDO point density generally seems to correlate with post-pandemic resilience in many countries,some countries,like Malta and Finland,deviate from this pattern.This
284、reiterates the multifaceted nature of post-pandemic resilience and the importance of recognising and accommodating unique country contexts when formulating delivery network strategies.COUNTRY ANALYSIS61COMPARATIVE PERFORMANCE ANALYSIS OF PARCEL LOCKER VS.PUDO DELIVERY DEVELOPMENT AND PARCEL MARKET R
285、ESILIENCE IN THE EU AND THE UKIn order to evaluate the impact of parcel lockers(APMs)and PUDO points on the resilience of post-pandemic parcel volumes,we now compare their densities within each country.Parcel lockers versus PUDOs in the context of post-pandemic resilienceWhen looking at the stronges
286、t post-pandemic resilience group(green),we see varied preferences in terms of OOH delivery methods.Poland(PL)is an excellent example of a balanced OOH delivery network.Despite having lower APM density(7.67 per 10,000 inhabitants)than PUDO density(31.05 per 10,000 inhabitants),the country still maint
287、ains a high combined density of both,contributing to its strong resilience.The United Kingdom(UK),however,leans towards PUDO points(12.62 per 10,000 inhabitants)rather than parcel lockers(2.63 per 10,000 inhabitants),showing the possibility of resilience even with a lower density of parcel lockers.I
288、n the intermediate resilience group(orange),Spain(ES)and Austria(AT)have similar densities of APMs and PUDO points,indicating a balanced approach to OOH delivery methods which could contribute to their resilience.In the weak post-pandemic resilience group(red),the Netherlands(NL)has a higher density
289、 of PUDOs compared to APMs.Despite its lower resilience,this country maintains a strong focus on the development of OOH delivery point options.It is notable that Finland(FI)exhibits high densities of both APMs and PUDO points,indicating that even with a diverse OOH delivery network,other factors cou
290、ld influence post-pandemic resilience.Malta(MT),despite its strong post-pandemic resilience,shows low densities of both APMs and PUDO points,suggesting that its resilience is attributable to other factors outside the scope of the OOH delivery network.In conclusion,it is clear that having a balanced
291、higher density of both parcel lockers and PUDO points can contribute to higher post-pandemic resilience.However,as seen in countries like Malta and Finland,OOH delivery options are not the only factor which determines resilience.Therefore,a holistic approach,considering multiple influencing factors,
292、is necessary when developing strategies for enhancing post-pandemic resilience in the parcel industry.COUNTRY ANALYSIS62AN OOH ANALYSIS OF UNIQUE DELIVERY POINTS ACROSS THE EU AND THE UKUnique OOH delivery points per 10,000 inhabitants in the EU and the UK(2022)Figure 4.Unique OOH delivery pointsSou
293、rce:UPIDO Considering unique OOH delivery points per 10,000 inhabitants(whether or not these OOH facilities are shared across different networks)provides an adjusted view of the density of the OOH delivery network in these countries.Below we present analysis of unique OOH delivery points in relation
294、 to post-pandemic resilience.Unique OOH delivery options and post-pandemic resilienceIn the strongest post-pandemic resilience group(green),the density of unique OOH delivery options is generally high.Poland(PL),with the third-highest OOH density in this group(15.51 per 10,000 inhabitants)and Denmar
295、k(DK)with the highest,continue to demonstrate their resilience.However,Malta(MT)stands out as an exception.Despite having the lowest unique OOH density(2.28 per 10,000 inhabitants),it still shows strong post-pandemic resilience,suggesting that factors other than OOH density may be at play in Malta.C
296、OUNTRY ANALYSIS63In the intermediate post-pandemic resilience group(orange),the densities of unique OOH delivery options vary significantly.The Czech Republic(CZ),Sweden(SE),France(FR)and Latvia(LV),with relatively high densities,could potentially leverage this to enhance their resilience.Conversely
297、,Austria(AT),with one of the lowest densities on Figure 4,may face challenges in enhancing its resilience through OOH delivery options alone.In the weak post-pandemic resilience group(red),Portugal(PT)and Cyprus(CY)have the lowest densities per 10,000 inhabitants.They could further accelerate the de
298、velopment of their OOH delivery networks to achieve higher levels of parcel market resilience.As with the prior analyses,it is evident that having a high density of unique OOH delivery options can contribute to greater post-pandemic resilience.However,this isnt the only determining factor.As shown b
299、y Malta,as well as Greece,other influencing factors outside the scope of OOH delivery options play a crucial role in the industrys post-pandemic resilience.As such,a comprehensive approach is vital when developing strategies to enhance resilience in the parcel sector.The analysis of unique OOH deliv
300、ery points per 10,000 inhabitants versus all OOH delivery points highlights the impact of collaboration between delivery and logistics providers in expanding access to OOH delivery points.When examining all OOH delivery options,the analysis takes into account the shared OOH delivery points available
301、 across different networks.This approach effectively expands the number of potential delivery points that customers can access,thereby enhancing the convenience and accessibility of parcel delivery and collection.It allows customers to make multiple pick-ups from different carriers in one location,t
302、hus streamlining the process and contributing to improved customer satisfaction.Additionally,this integration of OOH delivery points facilitates a more efficient logistics process,benefiting both customers and the overall supply chain.In contrast,the analysis of unique OOH delivery points presents a
303、 more direct comparison of the core networks of each provider.However,it may not reflect the same level of customer accessibility and convenience as the total OOH delivery points options,especially in regions where collaboration between providers is common and thus shared access significantly expand
304、s the network.Therefore the difference in number between all OOH delivery point options and the unique ones illustrates the value of such collaborations.They not only enhance the customer experience by providing more convenient and accessible delivery options,but they can also contribute to higher p
305、ost-pandemic resilience.By pooling resources,logistics providers can increase their coverage and capacity without the need for significant individual infrastructural investment.However,it is crucial to manage these collaborations effectively.Shared networks need to provide seamless operations,transp
306、arent and efficient sharing of resources,and consistent service quality.As suggested at a number of points throughout our analyses,collaboration in sharing OOH points is just one of many strategies for building post-pandemic resilience in parcel markets across the EU and the UK.Other factors such as
307、 market dynamics,local infrastructure,regulatory environment and the specific circumstances and needs of customers also play a significant role.COUNTRY ANALYSIS64OVERVIEW OF ALL COUNTRIESImportant notes relating to OOH data in this report:As several carriers often use the same OOH network,the number
308、 of points available for customers is not equal to the number of unique points.In many cases a single PUDO point,or parcel locker,serves multiple carriers and operators.In this situation the locations(total OOH points)are counted multiple times.We have removed from our database the so-called“click&c
309、ollect”points of retail chains that are only available to their own customers.We have also removed all integrators/brokers,which in most cases incorrectly listed their partners points as their own locations.We have standardised the methodology so that PUDO points are classified as unique when data i
310、s not provided by the network owners/management.Although Amazon is included in the country analysis,due to difficulties in obtaining accurate data on its OOH locations this year,the figures should be treated as indicative only.We have taken all reasonable steps to ensure that the data presented refl
311、ects the actual market situation.However,due to rapid developments the number of OOH points reported here may differ from what is currently available across Europe.We invite all interested parties to contact us to participate in the next edition of the report,so we can work together to ensure that w
312、e present the very highest-quality data.COUNTRY ANALYSIS65OVERVIEW OF ALL COUNTRIES Key markets for unique PUDOs:Germany 51,090 France 49,200 Italy 47,740 UK 45,340 Poland 29,520 Key unique APM markets:Poland 28,880 UK 15,460 Germany 13,450 France 8,750 Czech Republic 7,480120,390 unique APMs,which
313、is 51%up on 2021.Total number of PUDO points grew by 7%year on year.Numbers presented in the first section below reflect unique points and this is followed by the number of available delivery points across all operators covered by this report.Values are rounded to the nearest ten.In many cases,a sin
314、gle PUDO point or parcel locker can serve multiple carriers and operators.As a result,the tables include networks with some duplicate locations,as consumers may collect parcels from multiple carriers at the same location,which is also advantageous from a sustainability perspective.Germany is the lea
315、der on PUDOs,just ahead of France,with over 51,000 locations.Meanwhile,with almost 30,000 parcel locker locations(double that of the UK or Germany),Poland can be described as“Lockerland”.OOH locations offered by key multinational carriers in countries analysed:*Including partners and shared points.D
316、eutsche Post/DHL100,300 PUDOs23,930 APMs 124,230 OOH points in total*DPDgroup66,860 PUDOs14,040 APMs80,890 OOH points in total*GLS52,090 PUDOs5,800 APMs57,890 OOH points in total*InPost24,420 PUDOs28,240 APMs52,660 OOH points in total*UPS41,910 PUDOs5,700 APMs47,610 OOH points in total*COUNTRY ANALY
317、SIS66AUSTRIA Unique number of points found:3,762 PUDOs.1,300 APMs.In total 5,062 OOH points.*sterreichische Post(Austrian Post)is still the largest operator offering its own points to other carriers such as DHL or Evri.MYFLEXBOX is the largest open network in Austria.OperatorPUDOsAPMsCommentA1 PAKET
318、 STATION66Open network for DPD and GLS AMAZON 300Closed networkDHL1,726524Partnership with sterreichische PostDPD1,892442DPDgroup,APM partnership with A1 Paket Station and MYFLEXBOXGLS613437International Distributions Services plc(formerly Royal Mail Group)subsidiary.APM partnerships with A1 and MYF
319、LEXBOXMYFLEXBOX370Open network for DPD,DHL and UPS.Direct integrations of MTH Retail Group.Recent investment by Star Capital.Plans to install up to 1,000 lockers by the end of 2025STERREICHISCHE POST(AUSTRIAN POST)1,726524National postal operatorSTOREBOX65Core business in warehousing and storageTAMB
320、URI 30Open network for Amazon,DHL,DPD,GLS,sterreichische Post,UPS and othersUPS604Including MBE locationsVARIOCUBE40Solution for residential and commercial buildings OOH in totalTOTAL6,6562,7039,359NETWORK*Including partners and shared points.*Customer view,duplicated numbers,as a single point may s
321、erve various carriers.CHARACTERISTICSCOUNTRY ANALYSIS67BELGIUMOperatorPUDOsAPMsCommentBPOST2,065692National postal operator.Partnership with DHL,GLS,PostNL and VintedCOLIS PRIV1,653Part of Hopps Group(with historical 25%Amazon share),partnership with Mondial RelayDHL2,650Deutsche Post subsidiaryDPD1
322、,077DPDgroupFEDEX1,500Partnership with agnostic network.Including LuxembourgGLS567587International Distributions Services plc(formerly Royal Mail Group)subsidiary.Partnership with open networksHOMERR600Including crowdsourced neighbourhood pointsINSTABEE500Former BudbeeMONDIAL RELAY 1,653InPost subsi
323、diaryPOSTNL1,350Partnership with Evri(Hermes)UPS1,433VIATIM 120Individuals sign up to offer pick-up point services at their home.Partnership with DPD and GLSOOH in totalTOTAL14,6681,77916,447 Unique number of points found:6,595 PUDOs.870 APMs.In total 7,465 OOH points.*bpost continues to lead.It is
324、one of the most innovative postal companies in Europe.New challengers include Instabee which is only just behind the national carrier in terms of APM numbers.*Including partners and shared points.CHARACTERISTICSNETWORK*Customer view,duplicated numbers,as a single point may serve various carriers.COU
325、NTRY ANALYSIS68BULGARIAOperatorPUDOsAPMsCommentACS3Leading Greek CEP operatorBALGARSKI POSHTI(BULGARIAN POST)3,036National postal operatorECONT63435Leading independent local carrierEMAG/SAMEDAY135New entrantEVROPAT54EXPRESS ONE BULGARIA 48sterreichische Post subsidiaryG.TACHYDROMIKI 12Greek CEP oper
326、atorIN TIME 44Partnership with UPSINTERLOGISTICA95Partnership with GLSLEO EXPRESS40SPEEDY(DPD)42785DPDgroup.RAPIDO(DHL partner)has merged with Speedy TIP-TOP COURIER33TRANSPRESS13Partnership with DascherUPS35OOH in totalTOTAL4,4742554,729 Unique number of points found:3,999 PUDOs.255 APMs.In total 4
327、,254 OOH points.*Balgarski Poshti(Bulgarian Post)is the biggest player in terms of numbers of points.Econt is the largest quality player,closely followed by Speedy(DPD).Speedy(DPD)and its main rival Econt were the only players offering APMs,but they are now being challenged by an important new entra
328、nt,Sameday eMAG,which already has the largest APM network in Bulgaria.*Including partners and shared points.CHARACTERISTICSNETWORK*Customer view,duplicated numbers,as a single point may serve various carriers.COUNTRY ANALYSIS69CROATIAOperatorPUDOsAPMsCommentDIRECT4.ME131Partnership with DPD.Plans to
329、 install up to 200 new lockers by the end of 2023DPD81531DPDgroup.Uses Direct4.me APMsGLS9499International Distributions Services plc(formerly Royal Mail Group)subsidiary.Partnership with open networksHRVATSKA POTA(CROATIAN POST)1,016240Partnership with DHLOVERSEAS EXPRESS850sterreichische Post subs
330、idiary.Locations include the Tisak kiosks networkTISAK590Network of kiosks.Partnership with Overseas ExpressOOH in totalTOTAL3,3655013,866 Unique number of points found:1,866 PUDOs.402 APMs.In total 2,268 OOH points.*Hrvatska pota(Croatian Post)is the biggest player and has Chinese lockers supplied
331、by Omniva(Estonian Post).Overseas Express(sterreichische Post)is the second player in PUDOs,just ahead of DPD.DPD is pushing for fast APM development.Direct4.me offers the largest open APM network.Tisak is the largest kiosk retail chain with a network of just under 600 points of sale throughout Croa
332、tia.*Including partners and shared points.CHARACTERISTICSNETWORK*Customer view,duplicated numbers,as a single point may serve various carriers.COUNTRY ANALYSIS70CYPRUSOperatorPUDOsAPMsCommentACS47Partnership with DHLCYPRUS POST6013National postal operator,including post office PUDOs.Partnership with
333、 DHLDHL8Deutsche PostG.TACHYDROMIKI 4GAP AKIS EXPRESS100Partnership with UPS KRONOS EXPRESS60PUDOs include post offices.Partnership with Eshopwedrop OOH in totalTOTAL27913292 Unique number of points found:219 PUDOs.13 APMs.In total 232 OOH points.GAP AKIS Express is the biggest PUDO operator.Cyprus Post is the second largest player and the only operator of APMs,although there are rumours that a co