When consumers are informed about the carbon cost of shipping and the environmental impact of their choices, they are empowered to make decisions that align with their values.

Jey Yokeley, vice president sales with TransImpact, details the way that technology — especially in the form of artificial intelligence and machine learning — is aiding how both parcel carriers and shippers make key decisions in an increasingly complex industry.

Parcel customers are moving away from a sole focus on speed of delivery to a concern about price, and carriers must respond by controlling their costs, says Dave Loonam, senior vice president of sales with DHL eCommerce.

The new national study found that 69% of workers surveyed stayed home without pay to recover, including 34% who did so three or more times.

UPS cut its annual adjusted operating margin to between 10.8% and 11.3%, down from the previous forecast of 11.8%.

Parcel shippers need to strike a delicate balance between loyalty to carriers and the desire to diversifying their service providers, says Oscar Gladman, director of parcel carrier development with Geodis.

The addition of new channels opens a world of new opportunities for manufacturers, while also exposing them to potential barriers to growth. 

One might think that online sales have dipped post-pandemic, but that's not the case, says Vijay Ramachandran, vice president of go-to-market enablement and experience with Pitney Bowes.

If businesses fail to get rid of their supplies, they will be forced to refinance all their debt at much higher interest rates. 

The parcel and freight market has seen big changes in the dynamic between shippers and carriers over the past 12 months. Jason Smith, assistant vice president with U.S. Bank, explains.