The growth of e-commerce has prompted a fundamental change in the operations that take place within logistics facilities, compared to the operations which feed brick and mortar outlets. ‘Global e-commerce Logistics 2017 ’, offers readers valuable insight into the development and future prospects of this market.
The report takes a top-down approach and presents this analysis first from a broad, industry-wide perspective, and then delves further to examine the supply chains of major e-retailers and the logistics providers which support them.
In addition, as well as Ti's bespoke market size and forecasts at a global, regional and country level, Ti is offering, for the first time, the data and analysis of e-commerce logistics costs as a % of sales for 20 online retailers.
What will you learn about e-commerce logistics market sizing and cost structures?
- e-commerce logistics market sizes for the world, six regions and 27 countries
- 2016 growth rates and forecasts to 2020 for all these markets
- Data showing the e-commerce logistics costs as a % of sales for 20 online retailers between 2011 and 2015
- Analysis of the differences in e-commerce logistics cost structures by vertical sector (general goods, fashion, grocery, luxury goods), retail channels (traditional online retailer, multi/omni channel, online marketplaces) and geography (labour costs vs logistics efficiency)
- Analysis of how logistics costs are divided between fulfilment and last-mile costs. Evidence from six companies.
What will you learn about the effects of e-commerce on the warehousing industry?
- This report examines how warehouses and the networks they sit within have developed and what changes may be seen in the future
- LSPs and retailers operating e-fulfilment centres must drive economies of scale if they are to run profitable operations.
- Warehousing features, locations and supporting technologies have come under strain as a result of changing consumer expectations, particularly within the last mile. Ti has examined the changes and provides examples of retailers' various e-fulfilment options.
- Retailers' planning software has been optimised over the years for a single distribution channel: brick and mortar. Ti has examined the tech which has supported the industry so far and the tech which could disrupt it.
Inside this report:
e-commerce warehousing and logistics networks
- How has the growth of e-commerce impacted warehouse development?
- What are the most significant features of warehousing in e-commerce?
- How do logistics networks vary to support the industry?
- How have logistics networks developed to support changes in consumer expectations for the last-mile?
- What can B2C learn from B2B?
- Which providers are utilising alternative delivery networks, and why?
e-commerce logistics costs structures, market sizes and forecasts
- Which regions are forecast to grow the most between 2016 and 2020?
- What are the e-commerce logistics costs as a % of sales for 20 online retailers?
- How are logistics costs divided between fulfilment and last-mile costs?
e-commerce logistics strategies
- What do traditional and e-retailers expect for the future of e-commerce?
- How are retailers adapting to changing consumer demand?
- How do retailer supply chains compare to one another?
Logistics provider profiles
- How have LSPs responded to the growth of e-commerce?
- Where are LSPs focussing investments?
- Ti estimates that the global e-commerce logistics market grew by 18.1% in 2016, and has forecast a 2016-2020 compound annual growth rate (CAGR) of 15.6%. Low, expected and high forecast scenarios have been presented.
- Asia Pacific, the largest e-commerce region in the world, remains the main driver of global e-commerce sales growth, with the bulk of sales coming from China.
- Online retail sales growth in 2016 exceeded 10% in most markets, even developed e-commerce markets such as the US, the UK and Germany. In emerging markets, online retail sales growth was considerably higher.
- Even though it is the smallest e-commerce and e-commerce logistics market, Africa is expected to grow faster than any other region to 2020.
- B2B e-commerce is colossal, though the extent to which it offers new opportunities for LSPs is questionable.
- Cross-border e-commerce sales accounted for 20% of global e-commerce sales in 2015. Per item, it should be expected that e-commerce logistics costs for cross-border shipments are on average higher compared to domestic shipments. It is unclear however whether cross-border shipments are associated with higher logistics costs as a proportion of sales than domestic shipments.
- Amazon and Alibaba are manoeuvring to establish themselves as players in the transportation of cross-border freight. Through further incremental actions, these companies will become increasingly influential.
- Artificial Intelligence is becoming increasingly pervasive within various points in the supply chain, though as of yet, the technology is limited by the availability of data.
- 3D Printing is unlikely to ‘disrupt' e-commerce, though it will have a significant role in the customisation of products.
- e-commerce logistics costs structures of online retailers are fundamentally affected by the type of goods they sell, the retail channels through which they sell, the geographies they operate in and other factors. Logistics costs structures of online retailers have been benchmarked to provide insight on how e-commerce logistics costs as a % of sales vary by vertical, retail channel and geography.
- Varying retail channels can drive large relative differences in e-commerce logistics costs across countries, though these differences should narrow as omni-channel becomes more important.
- Emerging markets appear to be associated with lower e-commerce logistics costs as a % of sales compared to developed markets. This is largely driven by lower labour costs.
- The division of warehousing and last-mile costs has been benchmarked for several online retailers and they are broadly consistent across companies.
- Store-based retailers have lower logistics costs as a percentage of sales compared to multi-/omni-channel retailers and pure plays. Costs have been benchmarked by vertical sector.
About the authors
Having obtained a Masters in Economics David is now Ti's resident Economist. David manages one of Ti's core strengths, that of quantitative analysis of a range of logistics markets, including sizing and forecasting.
David contributes to the GSCi portal, Ti Reports and consultancy projects. He also is author of many briefs for Ti's Logistics Briefing service. His key interests are the economics of the logistics sector, emerging markets and statistical modelling.
Lilith is Head of Ti's Research Department. She joined the company as a Researcher working primarily on the providers' area of the GSCi portal and quickly brought improvements to the organisation of the department.
Lilith took on responsibility for managing Ti Reports and now manages the full team of researchers and analysts. Lilith's focus is on quality and her goal is to ensure that Ti research products continue to lead the market.
Alex Le Roy
As a graduate in International Relations, Alex brings a variety of knowledge and interest to his role as an Analyst at Ti.
Alex's drive to constantly provide quality analysis for the logistics industry has led him to increase his area of responsibilities to include investigating the potential for new products, training new recruits, and scanning the horizon for the next big thing.
Violeta is a research analyst with vast experience in the design, implementation and analysis of electronic and person- to-person surveys.
Violeta is a research analyst with vast experience in the design, implementation and analysis of electronic and person-to-person surveys. Having worked across a number of sectors, including retail, luxury goods and FMCG, Violeta is experienced in gaining valuable insights across brand perception, voice of customer and strategic re- positioning intelligence campaigns for B-to-B and B-to-C clients.
As a member of the Market Research Society, Violeta brings best practice in research, insight and analytics across Ti.
Table of Contents
- 1.1. Executive Summary
- 1.2. Key findings
- 1.3. What is e-commerce?
- 1.4. Recent developments in e-commerce
- 1.4.1. Africa
- 1.4.2. Asia Pacific
- 1.4.3. Europe
- 1.4.4. Middle East
- 1.4.5. North America
- 1.4.6. South America
2.0. e-commerce warehousing and logistics networks
- 2.1. The effects of e-commerce on the warehousing industry
- 2.2. Warehousing requirements
- 2.3. Fulfilment network options
- 2.3.1. Low volumes
- 2.3.2. Volume growth
- 2.3.3. Dedicated facilities
- 2.3.4. Networked fulfilment
- 2.3.5. Hub stores
- 2.4. Inventories
- 2.4.1. US retail inventory to sales ratio
- 2.4.2. Inventory management
3.0. The last-mile
- 3.1. Progression of the last-mile
- 3.2. The scale and importance of the B2B e-commerce sector
- 3.3. The blurring of B2B and B2C
- 3.4. Last-mile networks
- 3.5. The cross-border e-commerce opportunity
- 3.5.1. Case Study: Cross-border e-commerce in the Americas
- 3.5.2. Case Study: Australian cross-border e-commerce market
- 3.6. Alternative delivery networks
- 3.7. Last-mile operations
- 3.8. Returns
4.0. Technology and the future of e-commerce
- 4.1. Introduction
- 4.2. Technology push
- 4.2.1. AI
- 126.96.36.199. Delivery flexibility
- 188.8.131.52. IoT
- 184.108.40.206. Autonomous vehicles
- 220.127.116.11. Warehouse automation
- 4.2.2. 3D Printing
- 4.3. Market pull
- 4.3.1. Cross-border e-commerce
- 4.3.2. Returns
5.0. e-commerce logistics costs structures, market sizes and forecasts
- 5.1. Definition of e-commerce logistics costs
- 5.2. Summary of logistics costs structures in e-commerce
- 5.3. e-commerce logistics costs as a % of sales for selected retailers
- 5.4. Differences in e-commerce logistics cost structures
- 5.4.1. Vertical sectors
- 5.4.2. Retail channels
- 5.4.3. Warehousing/fulfilment costs vs Last-mile/outbound shipping costs
- 5.4.4. Geographies
- 5.4.5. Other considerations
- 5.4.6. Differences in e-commerce logistics cost structures: Store-based vs e-commerce
- 5.5. e-commerce logistics market sizing methodology
- 5.6. Global e-commerce logistics market size and forecast
- 5.6.1. Global e-commerce logistics market size and forecast region
- 5.7. Africa e-commerce logistics market size and forecast
- 5.7.1. Africa e-commerce logistics market size and forecast country
- 5.8. Asia Pacific e-commerce logistics market size and forecast
- 5.8.1. Asia Pacific e-commerce logistics market size and forecast by country
- 5.9. Europe e-commerce logistics market size and forecast
- 5.9.1. Central & Eastern Europe and CIS e-commerce logistics market size and forecast
- 18.104.22.168. Central & Eastern Europe and CIS e-commerce logistics market size and forecast by country
- 5.9.2. Western Europe e-commerce logistics market size and forecast
- 22.214.171.124. Western Europe e-commerce logistics market size and forecast by country
- 5.10. Middle East e-commerce logistics market size and forecast
- 5.10.1. Middle East e-commerce logistics market size and forecast by country
- 5.11. North America e-commerce logistics market size and forecast
- 5.11.1. North America e-commerce logistics market size and forecast by country
- 5.12. South America e-commerce logistics market size and forecast
6.0. e-commerce logistics strategies
- 6.1. The role and development of accessibility
- 6.2. Big data and its effect on retail supply chain
- 6.3. Alibaba
- 6.4. Amazon
- 6.5. Argos
- 6.6. ASOS
- 6.7. eBay
- 6.8. JD.com
- 6.9. John Lewis
- 6.10. Macy's
- 6.11. Newegg
- 6.12. Otto Group
- 6.13. Rakuten
- 6.14. Tesco
- 6.15. Walmart
7.0. Logistics provider profiles
- 7.1. Aramex
- 7.2. Australia Post
- 7.3. Clipper Logistics
- 7.4. DHL Express
- 7.5. Post - eCommerce - Parcel
- 7.6. FedEx
- 7.7. Hermes
- 7.8. iForce
- 7.9. Japan Post
- 7.10. La Poste
- 7.11. S.F. Express
- 7.12. SEKO Logistics
- 7.13. Singapore Post
- 7.14. UPS
- 7.15. USPS
- 7.16. XPO Logistics
- 7.17. Yamato
- 8.1. e-commerce logistics market size
- 8.2. e-commerce logistics market size forecast scenarios
- 8.3. Other retail sales data