全球電子商務(wù)挑戰(zhàn)市場調(diào)研和分析報告（英文版）-2024年1月上傳培訓(xùn)課件

DIGITAL

&TRENDSE-commerce

challengesATrend

report

on

barriers

andopportunities

inthee-commerce

industryOnline

selling

at

the

crux

of

a

changing

economyWhatare

the

mainchallenges

for

the

e-commerce

industry?Between

tech

and

retail,

the

e-commerce

industryischallenged

to

provide

thebestof

bothworlds

–all

while

minimizing

potential

pitfalls

–atatime

when

theglobaleconomy

is

undergoing

significantchanges.mile

delivery

isresponsible

forasignificantamountof

carbon

dioxide

emissions(page16)

andrequires

greener

solutions:

afulltransitiontoelectric

vehicletransportation

andout-of-home

delivery

networks.External

shocks

like

the

COVID-19

pandemic,Russia’s

invasion

ofUkraine,

orrampantinflationare

notjustaseries

ofunfortunateevents.

They

represent

criticaljuncturesforasector

operating

inanincreasingly

volatile

macroeconomiclandscape.

E-commerce

involves

awide

rangeof

providers

from

differentindustries,from

manufacturingand

logistics

to

distribution

and

softwaretechnologies.

Critical

changesand

growth

opportunities

inthese

sectors

influencethe

customer

experience

and,

ultimately,thesuccess

ofe-commerce

businesses.?

Finally,theincreasing

prevalence

ofArtificial

Intelligence

(AI)inthe

retaillandscapepresents

anadditionalchallengefor

e-commerce

retailers

tomeetconsumer

expectations

interms

of

personalization,

automation,

and

cybersecurity.

WhileAI-powered

toolspresent

growth

opportunities

forbusinesses,notallinnovations

havemade

market

gains;forexample,

widespread

shoppingon

the

metaverse

hasnotgained

inpopularity,as

only

asmall

numberofusershavetakenupthe

trend

(see

page28).?

Thereport

beginsbysheddinglightontheimpactof

the

global

recession

thatThereport

assesses

barriers

and

opportunities

inthe

e-commerce

industryinthefollowing

macro

areas:

market,

planet,and

technology,

three

essential

coordinatesstarted

in2022.

Inflationarypressures

led

tohighertransportation

costsandtighterconsumer

spending,which

havestrainede-commerce

profitmarginsand

fortheindustryin

theyears

to

come.forced

many

playersintheindustryto

downsize

(page10)

or

exit

the

market.?

Inaddition,the

climate

emergency

putsfurtherstrain

onanindustrysellinghome

delivery

asone

ofthemost

attractiveservices

to

online

consumers.

Last-301Market

and

workforce?

E-commerce

salesgrowth?

Inflationine-commerce?

Impacton

onlinespending?

VCinvestment?

E-commerce

layoffs?

Workers

unionsE-commerce

in

times

of

stagflationPost-pandemic

recession

putaspokeinthewheels

of

anindustrythatthrived

off

the

COVID-19

crisisIn2022,

globalmarkets

were

inupheaval,andthe

e-commerce

industrywas

atacrossroads.

Whereas

thepandemic

sparked

investor

enthusiasmfore-commercestartupsand

funding

surged

amidarise

inconsumer

demandforonline

shopping,the

post-pandemic

recession

hasdonequite

theopposite.sideof

the

equation

were

furthercompounded

bysupply-sidetroubles.

There

wasasignificantdecrease

inventure

capitalinvestment

in2022,

which

persisted

wellinto

2023,

asanti-inflationary

monetary

policies

caused

interest

ratehikesandinvestment

innew

startupsslowed

dramatically

asaresult.

Thedecrease

infunding,

combined

with

adecrease

inconsumer

demand,led

manycompanies

toresort

to

mass

layoffstocutcosts

(page10).E-commerce

companies

thatexperienced

tremendous

double-digit

growth

duringthe

pandemic

had

tore-evaluate

their

businessstrategies,

andmanywere

eitheracquired

bycompetitors

or

forced

to

downsize.

Along

winter

of

techande-commerce

layoffsensued

amid

the

global

economic

slowdown.Finally,e-commerce

companies

hadtoaddressthe

implications

oftheiremployeesbecoming

more

aware

ofandspeaking

up

fortheirlaborrights.

Thisresulted

inunionorganizations

involving

riders

andwarehouse

workers

raising

theirvoicesaboutthe

unpleasantsideof

fastdelivery

andorder

fulfillment.Challenges

relatedtoworkforce

management

arefurtherexplored

on

page11.Thischapterconsiders

the

mainchallenges

thate-commerce

companiesexperienced

amidthisperiod

of

stagflation.Dataoninflationintheonlineretailspace(page7)

shows

the

industrythattraditionallyactedasaninflationdeceleratorwas

not

spared

the

recent

inflationarycrisis.

Sincee-commerce

relies

primarily

onlast-mile

delivery

fororder

fulfillment,the

increase

intransportation

and

deliverycostsparticularly

impacted

theindustry,and

e-commerce

merchants

had

toincrease

theirprices

or

reduce

theirprofit

marginsasaresult.Inresponse

torisingprices

andinflationarypressures,

datasuggeststhate-shoppers

adjustedtheirpurchasingbehavior

byeither

waiting

foritems

to

come

onsaleor

foregoing

thepurchaseentirely

(page8).

These

challenges

fromthedemand5Pandemic-fueled

e-commerce

boom

finally

stabilizesGrowth

inretail

e-commerce

salesfrom

2019

to2022,

with

aforecast

until

2027Aseconomies

shuttered

to

combat

thecoronavirus

pandemic,onlineshoppingboomed,

and

global

retail

e-commercesales

grew

bynearly

26

percent

in2020.Double-digit

growth

was

alsoregisteredinthe

following

year,

reaching

17Salesgrowth0.3025.7%0.2520.5%percent.

However,

with

Russia’sinvasionof

Ukrainein2022,

supplychain0.200.150.100.050.0017.0%disruptions,and

inflationary

pressuresalready

underway

dueto

theCOVID-19crisis,

the

economic

declineballoonedinto

afull-fledged

recession.9.4%20248.9%20238.6%20258.6%20267.6%2027Growth

inretail

e-commerce

salesdippedtoapproximately

6.5

percent

in2022,

putting

anend

to

thisperiod

ofaccelerated

growth

inonline

retail.6.5%20222019202020216Notes:Worldwide;

2019

to

2027Sources:

eMarketer;

InsiderIntelligence;

ID:288487Inflation

catches

up

with

e-commercePrices

foressentials

soar

bothonlineandoffline,andthee-commerce

arena

isnot

spared

therepercussions

of

thecost-of-living

crisisPercentage

changeof

online

grocery

pricesintheUnited

States,

from

2020to2022Y-o-Yprice

change15%In2022,

upwardpressure

on

prices

finallycaughtupwiththeonlineretail

space,with

double-digit

online

priceincreases

across

categories

inthe

UnitedStatesandEurope.

Onlinegrocery

prices

intheU.S.increased

by14.3

percent

year-over-yearinSeptember

2022,

while

onlineprices

foralcoholic

beverages

inEurope

increasedbyanestimated

11.4

percent

thatyear.10%5%However,

e-commerce

inflationappearsto

beslowing

down

in2023,

with

onlinegrocery

prices

inthe

U.S.

increasing

byonly

7.55

percent

and

many

discretionarycategories

likeconsumer

electronics

experiencing

price

decreases

asof

June2023.0%-5%Jan

Mar

May

Jul

Sep

Nov

Jan

Mar

May

Jul

Sep

Nov

Jan

Mar

May

Jul

Sep

Nov'20

'20

'20

'20

'20

'20

'21

'21

'21

'21

'21

'21

'22

'22

'22

'22

'22

'22Estimated

online

pricechangeofalcoholic

beveragesinEurope,from

2019

to2025Year-over-year

onlineprice

changeinselectproductcategories

intheUnitedStates

inJune

2023Y-o-Yprice

changeComputersElectronics15%10%5%11.44%6.46%2021Appliances4.37%20244.20%20253.91%2023HomeandgardenApparel-1.09%20190%Grocery-5%-10%-8.23%2020Allcategories2022-20%-15%-10%-5%0%5%10%7Sources:

(1)

Adobe;

ID:1332830;

(2)estimates;ID:1399546;

(3)

Adobe;

ID:1407242Impact

on

online

consumer

spending

and

purchasesLeadingconcernfor

globalconsumerswhileshopping

onlinein

2023How

did

consumersrespondtothisconcern?Inflationary

pressures

areboundtoalterconsumer

behaviorandspendingpatterns.

In2023,

halfofglobal

consumersreported

experiencing

adecrease

indisposableincome

asthecost-of-living

crisis

took

itstoll

on

theirbudgets.Rising

prices

forhousehold

goods

became

the

leading

concern

forglobalconsumers

while

shoppingonline,

and

theirpurchasingbehavior

was

adjusted

accordingly.

More

thanathird

of

globalconsumers

reported

making

changesto

theirbuyingbehavior

inresponse

torising

prices.

Approximately

35

percent

saidtheywaited

foritemstobediscounted

ononline

salesdays(e.g.,Black

Friday),and

around

athirdwere

either

switching

tocheaper

brandsor

completely

doingwithout

thepurchase.Comparedpricesonlineor36%in-store59%Waitedforitemstocomeonsale/orsalesdays35%34%33%33%(e.g.AmazonPrimeDay)BoughtalternativecheaperbrandsShoppedatabudget/cheaperstoreOnlineretailers

seem

to

already

beresponding

to

thistrend,with

manyoffering

discountson

theironline

offerings.

WhilePrime

Dayusually

happensonce

ayearinJuly,Amazonannounced,forthe

very

first

time,thatanother

roundof

PrimeDay

offers

and

dealswould

betakingplaceinOctober.Rising

pricesforhouseholdgoodsJustdonewithout8Notes:(1)

Worldwide;

February2023;

9,180

respondents;

18

years

and

older;have

shopped

online

at

leastonce

in

the

previous

yearSources:

(1)

PwC;

ID:1325770;

(2)

YouGov;ID:1401115;

Text:Pwc;AmazonAfter

the

pandemic

high

comes

a

stagflationary

hangover2022

sawadramatic

decline

infunding

across

industrieswithVC

investment

halvinggloballyValue

ofventurecapital

investmentworldwide,

byquarter(inbillionU.S.

dollars)Aftersteadily

increasing

duringthepandemic,venture

capitalinvestment

peaked

at218

billionU.S.dollarsinthefourthquarterof

2021.

Thatyear,

morethan

750

new

unicornswere

born

globally,andfunding

fortech

and

e-commerce

startupsreachedunprecedented

levels.VC

investment

inbillion

U.S.dollars25021819719420015010050188173However,

Russia’s

invasion

ofUkraine

inearly

2022broughtwith

itturmoil

forglobal

markets.

Supplychaindisruptionsand

alooming

recession

broughtthe

funding

frenzy

to

agrindinghalt.Asglobaleconomies

battledrising

prices

foressentials

likefuel

and

food,growth

prospects

waned,

andthemacroeconomic

outlook

became

grim.146109107999592938381787870By

the

fourth

quarterof2022,

venture

capitalinvestment

globally

had

more

than

halved,anddatasuggeststhatthisfunding

droughthaspersisted,

asinvestment

levels

remain

below

pre-pandemic

levelsasof

Q3

2023.0Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q32019

2019

2020

2020

2020

2020

2021

2021

2021

2021

2022

2022

2022

2022

2023

2023

20239Notes:Worldwide;

Q2

2019

toQ2

2023Sources:

Dealroom.co;

ID:1422267;

Text:Dealroom.fyiPost-pandemic

comedown:

tech

and

e-commerce

layoffsBiggest

techande-commerce

startup

layoffsworldwide,

as

ofJanuary2023Thearrival

of

stagflationusuallymeans

two

things:soaring

pricesandsoaring

unemployment.AmazonMeta18,000In2022,

recession

fears

sent

shareprices

oftech

ande-commercecompanies

tumbling,andfalling

consumer

demand

forced

apainful

reckoning:

theaccelerated

growth

thate-commercestartupswitnessed

atthe

heightof

the

pandemicwas

long

over.Thisrealization,

combined

with

asuddenshortfall

ininvestorfunding,

led

companies

toreverse

theirpandemic-era

hiringsprees.11,00010,000MicrosoftSalesforceUber8,0006,000JOBSBCisco4,3754,100E-commerce

bulwark

Amazon

hadthe

highest

headcountreduction,

with18,000

layoffs.

Othertech

giantslikeMeta

andMicrosoft

alsohadtheirshareof

mass

layoffs:11,000

and10,000,respectively.Twitter3,7003,0002,5002,2001,2501,000750BCarvanaGopuffMany

ofthese

companies

were

alsogrowth

companies–beneficiaries

of

large

amountsof

funding

duringthe

pandemic.Thismeans

theywere

ableto

operate

atalossand

continuegrowing

andhiringpeople.

However,

investor

appetiteforunprofitableventures

waned,

and

they

closed

the

funding

tap.DoorDashShopifyReef10

Notes:Worldwide;

2023Sources:

Layoffs.fyi;

ID:1324842;

ID:1127080;

Text:Financial

TimesE-commerce

workers

ask

for

better

working

conditions

and

labor

relationsThepandemic

shift

made

work

indelivery

centers

hecticandunmanageableforemployees

and

contractors,

initiating

independent

union

actionsNetherlandsIn2017,

food

delivery

company

Deliverooredesignated

theirdrivers

from

employed

to

self-employed,

leaving

hundredsoutof

the

collective

laboragreement.

With

the

support

oftheFederation

ofDutchTradeUnions(FNV),Deliveroo’s

riders

createdthe

Riders

Union

and

eventually

won

thecourt

caseagainstDeliveroo.Staten

Island,UnitedStatesUnitedStatesBetween

2020

and

2021,

theStatenIslandfacilityreported

worrying

injuryrates;

asaresult,activistChris

Smallfounded

the

Amazon

LaborUnion

(ALU),the

only

unionorganization

ofAmazon

inthe

United

States,to

improve

wages,benefits,andworking

conditions.UPSaverted

a10-day

strikeaction

bytheirworkers

thanksto

adealsecuring

a5-year

wage

increase.

Thestrike

would

havecaused

majordisruptionsto

thee-commercesector

inthecountry.20172020202120222023NewYork,UnitedStatesGidy,FranceInacitywith

over

65,000

delivery

workers,

thecollective

Los

Deliveristas

Unidos(LDU)

workstoensure

basicrightssuchas

regulatedpayments,useof

restaurant

bathrooms,

andhigherminimum

pay.44

Amazon

employees

went

on

striketoimprove

theirwages

inMarch2023,

onlytobesued

bytheiremployer

foralleged

‘illegal’

abuseof

theirrightto

strike.

AFrench

court

eventuallyissued

averdict

infavor

oftheworkers,

rejectingthe

e-commerce

giant’sclaimtosanctionthem.11Sources:

FNV

RidersUnion;

FranceBleu;Lutte

Ouvrière;NYC

FoodPolicy

Center;

Staten

Island

Advance;

Workers

Justice

Project02Planet

and

supply

chain?

Science

Based

Target

initiative(SBTi)?

Last-mile

delivery?

Onlinereturns?

E-commerce

packagingA

million

ways

to

achieve

zero-emissions

e-commerceOnlineretailers

aredoing

more

than

ever

before

toreduce

carbon

emissions,

but

theirclimate

action

mightnotbeenoughMany

retailers

aretaking

climate

changeseriously

and

havealreadybegun

reducing

metropolitan

areasandrequire

the

lowest

numberof

commercial

vehicles

inonethe

carbon

footprintof

theirsupplychain.However,

onlysome

follow

theofficialguidelines

adoptedby

theUnitedNations(UN)

to

avoid

global

warming

exceeding1.5

degrees

Celsius.

Aligned

withclimate

goalsset

inthe

Paris

Agreement,

theUNdrafted

aframework

forenvironmental

action

entitledthe

Science

BasedTargetinitiative(SBTi),

towhich

allbusinesses

canaspire.

However,

some

bigpolluters

–suchasAmazon

andAlibaba

–arenotablyabsent(see

page15).2026

forecast.

Also,bigcompanies

aregraduallyswitching

toelectric

vehicles

(EVs),andinvestors’

attention

to

autonomous

delivery

technology

isgrowing.

Bothoptionsareideal

fordense

urbanareasandwould

significantlycutcarbonemissions.Onlinereturnsremain

oneof

the

biggest

painpointsof

the

e-commerce

supplychain,producing24

million

metric

tonsof

carbon

dioxideintheUnitedStatesalone.

Itdoes

notcome

asasurprise

thatsome

retailers

havestarted

chargingshoppers

forreturned

purchases.

Theretailandenvironmental

cost

ofonlinereturnschallenges

e-commerce

companies

toimprove

boththeirreturnmanagement

systems

andconsumer

experience.Regardless

of

howclimateaction

ismeasured,

companies

must

reduce

theirScope3emissions

released

throughout

the

entire

valuechainto

meet

climategoals.Scope

3emissions

aredefined

asindirect,as

theyincludedownstream

emissionsreleased

inoperations

withretailers’

distributorsand

suppliers.

Also,asignificantpartof

e-commerce

emissions

lies

inthefinaldelivery

toconsumers.

By

2030,couriers

responsible

forlast-mile

logisticsmightuseover

seven

million

vehicles

andrelease

up

to25

million

metric

tonsofcarbon

dioxide

into

the

atmosphere

(seepage16).Frommanufacturingsitestoconsumers’

doors

andback,packagingensuresproductsafety

throughout

acomplex

supplychainwhile

alsobeingrecyclable

andeco-friendly.

Packagingusedforone

singleorder

delivery

canbereused

byretailers,

but

thisoption

isonly

trulyeco-friendly

when

packagingcleaning

andprocessing

facilities

arecloser

to

order

fulfillmentcenters.

To

achieve

this,e-commerce

playersinvesting

inreusable

packagingsystems

mightneed

to

rethinktheirlogistics

and

valuechains.E-commerce

organizationscandoalot

to

offset

last-mile

emissions.

More

efficientuseof

parcel

lockers

would

satisfy

the

delivery

demandexpected

inbig13Sources:

BBC;CNBC;

Science

BasedTargetsinitiativeScience

Based

Target

initiative

(SBTi):

a

common

framework

forclimate

actionOverview

of

corporate

actionsto

keep

global

rising

temperatures

ator

below

1.5

degrees

CelsiusWHATHOWWHENCompaniesadopting

net-zerotargetsmustreduceallscopes

ofemissions.Scopes1and2areusuallyeasiertocutdown,ascompanies’facilitiesrepresentthe

maindirect

sources.

Inturn,

Scope3isthe

bigger

hurdleasitinvolves

indirectemissions

andproductmanufacturing.Companiesarerequired

toreducetheircarbonfootprint

throughout

theentirevaluechain.

Residualemissionsmustbecapturedandstoredtopreventtheirreleaseintotheatmosphere.SCOPE

1:EMISSIONS

FROMDIRECT

OPERATIONSCONTROLLED

BYTHECOMPANYNEAR-TERMACTIONREDUCING

AND

NEUTRALIZINGNET-ZEROEMISSIONS(NZE)SCOPE

2:EMISSIONS

FROMPURCHASED

ELECTRICITY,HEAT,

ORSTEAMSCENARIOBEYOND

VALUECHAINMITIGATION(BVCM)LONG-TERMACTIONSCOPE

3:INDIRECT

EMISSIONS

FROMTHIRD-PARTYSUPPLIERS,

CORPORATE

PURCHASES,

PACKAGINGFormostretailers,Scope3reductiontargets

must

accountforatleast

two-thirdsofthe

overalltarget

mixset

forthe

nearterm.Thevaluewillthenincreaseinthe

long-term

targetsetting.Actionsandinvestmentsoutsideofcompanies’valuechainswillmitigateresidualcarbonemissions

release.BVCM

projectsincludeconservationandmanagementofforestsandenergyefficiency

actions.Emissions

reductionhasaninitialdeadlineoffiveor10

yearsfromthe

startofthe

commitment.Afterthat,

anewnear-term

target

can

becalculated.

Thelatest

long-termdeadlineisset

for205014Sources:

Science

BasedTargetsinitiativeBiggest

e-tailers

are

out

of

the

United

Nation’s

programProgress

madebyretailers

tomake

theirbusinesses

more

sustainableasofMay

2023Climate

targets

validated

as

science

basedbytheSBTiScope

1Scope

2Scope

3Long-term

commitmenttonet-zero

targetCommitted,

butnear-termtargets

have

notbeenvalidatedbyemissionsemissionsemissions80%

reductionby2025

from2017

baseyearReduceemissionsfromprivatelabelproductsby40%permillioneurosofgrossprofit

by2025

from2018baseyearZalando100%

useofrenewableenergy

by2025SBTi62%

reductionby2030AppleTarget100%

useofrenewableenergy

by203030%

reductionby2030

from2017

baseyear80%

ofsuppliersembracingSBTiAlibabaAmazon80%

reductionby2025

from2019

baseyear35%

reductionperunitofvaluedaddedfromprivatelabelproductsby2025

from2019

baseyearAsdaGroupMAboutYou100%

useofrenewableenergy

by2025Tesco60%

reductionby2025

from2015

baseyear65%

reductionby2030

from2015

baseyear50%

reductionby203017%

reductionby203017%

reductionby2030TheHomeDepotWalmartSainsbury30%

reductionby2030

froma2019

baseyearMercado

Libre15

Notes:Selected

retailers

with

e-commerceoperationsSources:

Science

BasedTargetsinitiativeWhat

last-mile

delivery

is

costing

the

planetEstimated

last-mile

emissionsofleadingcouriercompaniesworldwide

in2021Emissions

inthousandCO2

metrictonsEnvironmental

impact

of

e-commerce

logisticsworldwide

in2019

andforecast

in2030Last-mile

delivery

is

the

finaldistributionof

parcels

toconsumers’

doorsteps

or

pick-upanddrop-off

(PUDO)locations.

Atthefinal

stageof

order

fulfillment,couriercompanies

release

significantamountsofCO2emissions,

with

global

playersUPSandFedEx

topping20192030UPS1,300the

ranking

ofemitters.5.37.2DeliveryvehiclesFedExAmazonLogisticsDPD1,200Withthee-commerce

industryexpanding,last-miledelivery

isforecast

tohaveacarbon

footprint

of25million

metric

tonsof

carbon

dioxideby2030.

TheWorld

Economic

Forum

warned

thatahighernumberof

vehicles

will

congest

cities,

resulting

inlongercommuting

times

inthe

biggest

urbanareasworldwide.millionvehiclesmillionvehicles1,10019

million25

millionEmissionsCO

metricCO

metric22tonstons430eKart240Avg.

commutetime

includinglast-mile53

minutes64

minutesdeliveriesDHLeCommerceSolutions22016

Notes:(1)

Worldwide;

based

oncompanies'

reportsfrom2021;

(2)

Worldwide;

top

100

cities

globally

onlySources:

(1)

CMC;

Stand.

earth;

ID:1402330;

(2)

WorldEconomic

Forum;ID:1248537Pick-up

networks

can

de-congest

cities

but

are

not

that

popular

yetEstimated

impactof

last-mile

delivery

models

onvehicle

demandandconsumers’

attitude

towards

smart

lockersSmart

parcel

lockersnetworksreducetraffic

from

last-mile

delivery

themostNotallmodelsoflast-miledeliveryshowthesamepollution.Withon-demandservicessuch

asfooddelivery,avehicletransportsoneorderinasingletrip.Thisisthe

leastsustainablemodel,asthe

required

numberofvehicles

wouldincrease

multipletimestosatisfytheconsumerdemandexpectedby2026.

Ifarranged

efficiently,delivery-to-parcelnetworkswouldbemore

eco-friendly.Lockerswithbuilt-insmarttechnologiesallow

24/7

pick-upandwouldlowerthedemandfor

vehicles.Number

oftimes

transport

vehicles

wouldincrease

tosatisfy

delivery

demand

inLondonandBeijing

between2020and2026,

by

delivery

modelClosed

parcellocker

networkOpen

parcelparcel

networkSmartbox

opennetworkDoor-to-doorOn

demandLondonBeijing1.5x2.1x1.5x1.1x1.9x2.6x5.6x8x0.5x0.7xOut-of-home

delivery

tosmart

lockersfaces

shoppers’reluctancy

tousethemShareofconsumers

notwillingtouse

smart

lockers

forout-of-home

(OOH)delivery

in2022,bycountry80%However,

recent

surveyfindings

indicatethatout-of-homedeliveryhasnotbeatenthe

comfortofhomedeliveryjustyet.Onlineretailersandcouriersneedtoprovideincentives

forshopperstousesmartlockersmore.58%54%52%60%40%20%0%47%46%42%40%35%29%NetherlandsBelgiumFranceAustriaGermanyUnitedKingdomSpainUnitedStatesItaly17

Notes:(1)

Estimates

consider

the

delivery

demand

basedone-commercegrowthbetween

2020

and

2026;

(2)

Worldwide;

9,004

online

shoppers

who

orderedatleast

one

product

online

inthe

past

threemonths.Sources:

(1)

Accenture;

ID:1381448;

(2)

Nielsen;

SendCloud;

ID:1384312Innovate

to

decarbonize:

electric

fleets

and

autonomous

delivery

systemsNumber

ofelectric

vehicles

beingused

bye-commerce

giantsin

2022

andcompanies‘

earnings

callsmentioning

autonomous

delivery

systems

asof

Q3

2022Investmentsof

leading

marketplaces

inelectricfleetsin2022Inadditionto

optimized

logistics

networks,

e-commerce

players

greatly

rely

onelectricvehicles

to

offset

carbon

emissions

of

last-miledelivery.

Onlineretail

giantssuchasAmazonor

Mercado

Libre

boosted

investments

inelectric

vehicles

(EV),althoughthese

stilldonotaccount

fortheirentire

transportationfleet.AmazonMercado

LibreWalmart9,000

electricvehicles(upfrom3,000

in2021)797

electricvehicles(upfrom548

in2021)

andupto

200

chargingstations4,500

electricvanspurchasedfromstartup

CanooDrones

and

robots

arethealternative

toelectric

vehicles.

Inearly

2019,

Amazonintroduced

theautonomous

delivery

robotAmazon

Scout.

Sincethen,aplethora

ofstartupsand

delivery

providers

havelaunchedelectric

delivery

robots,efficiently

e