《DHL：物流趨勢雷達（第六版）（英文版）（151頁）.pdf》由會員分享，可在線閱讀，更多相關《DHL：物流趨勢雷達（第六版）（英文版）（151頁）.pdf（151頁珍藏版）》請在三個皮匠報告上搜索。

1、Delivering insight today,creating value tomorrow.6.0Page 1/152Powered byDHL Trend ResearchContentsWHY CONFORM?WHY NOT DO THINGS DIFFERENTLY?WE ARE A LOGISTICS COMPANY THAT DOES JUST THATALWAYS CONNECTING WITH VISIONARIESALWAYS DISCOVERING NEW WAYS TO DELIVER OUT OF THE BOX THINKINGJOINTLY CREATING T

2、ANGIBLE,REAL-WORLD INNOVATIONTHAT CAN ONLY COME FROM ZIGGING WHEN OTHERS ZAGSHOWCASING SUCH FORWARD THINKINGTHROUGH OUR INNOVATION CENTERS AROUND THE GLOBEPage 2/152ContentsContact usCONTENTSPREFACE 4INTRODUCTION 5BEYOND POTENTIAL 6THE DHL INNOVATION CENTER NETWORK 7OUR PHILOSOPHY 8DEVELOPING THE RA

3、DAR 10NAVIGATING THE RADAR 12AT A GLANCE:THE LOGISTICS TREND RADAR 6.0 14WHATS NEW 15SOCIAL&BUSINESS TRENDS 20-76TECHNOLOGY TRENDS 77-146INTERVIEW SPECIAL 10 YEAR ANNIVERSARY OF THE RADAR 147THE TEAM 151Page 3/152ContentsContact usKATJA BUSCHCHIEF COMMERCIAL OFFICER DHL&HEAD OF DHL CUSTOMER SOLUTION

4、S&INNOVATIONThe Era of Logistics is here.Never has the importance of supply chains been more widely acknowledged by societies in connecting people and improving lives.On an unprecedented level,we are seeing businesses transform logistics from a quiet,back-end operation into a strategic asset and val

5、ue driver.At the same time,more technology visionaries than ever before are beginning to understand the vast,ripening opportunities in the logistics industry to develop and apply their innovative solutions around the world.At DHL,we believe that success in this new era requires innovation:inspiratio

6、n,open exchange,and deep collaboration.By sharing The Logistics Trend Radar 6.0,we invite you our customers,colleagues,and partners to connect with us and jointly shape the Era of Logistics.Page 4/152ContentsContact usIn introducing the very first version of The Logistics Trend Radar,we stated:“The

7、logistics industry is busy reshaping itself,and potentially disruptive innovation is coming into focus.”Today,nearly 10 years later,the transformation of logistics and supply chains is undisputed,and,maybe even more than expected,innovation is taking center stage to enable this revolution.In recent

8、years,we have seen the growing importance of 4 megatrends globalization,digitalization,e-commerce,and sustainability and we have witnessed numerous macro forces,such as the Covid-19 pandemic,accelerating the speed of transformation.Many technologies outlined in the first edition of The Logistics Tre

9、nd Radar,including those in the fields of robotics,artificial intelligence(AI),and the Internet of Things(IoT),have since matured and can be seen today in many solutions scaled across supply chain networks,inspiring future innovation.Additionally,many social and business trends,such as demographic c

10、hange,environmentalism,and social justice,have since gained traction to influence and change business practices within the logistics industry,impacting the workforce,partner organizations,and consumers.Believing in a customer-centric innovation approach,we at DHL have also identified a significant c

11、hange in customer expectations.Customer requirements are no longer one-or two-dimensional.Instead,todays customer has a broad and complex set of sometimes competing needs and values,including speed,quality,personalization,environmental sustainability,convenience,reliability,visibility,flexibility,an

12、d cost efficiency,among others.Until this point,the dominant supply chain narrative has been efficiency and operational excellence.Now this is complemented by an understanding that the supply chain is the essential driver of tangible value creation,literally delivering the customer promise and exper

13、ience in a sustainable way.Against this background,the future of logistics is unfolding at a spectacular new pace.Logistics leaders will need to identify,understand,embrace,and harness the power of trends.They must also foster collaborative environments across value chains to fully realize the oppor

14、tunities that lie ahead and to actively shape the industry.Since the introduction of The Logistics Trend Radar in 2013,we have showcased a decades worth of innovation insights,and our objective remains the same.We aim to bring a valuable resource to you our customers,colleagues,and partners with key

15、 insights into the trends,both near and far,that impact the supply chain.With this sixth edition,we remain committed to providing a tool for the global logistics community and beyond that helps reflect the direction of businesses,societies,and technologies.The spirit of what we continue to call part

16、icipatory knowledge lives on with our philosophy of staying close to customers,close to technology,and close to operations.This is the engine that powers DHLs Trend Radar,a dynamic tool and recognized benchmark for strategy,innovation,and education.We hope this latest edition invigorates your own jo

17、urney,galvanizes collaboration and exchange across ecosystems,and fosters our joint success in the Era of Logistics.Please enjoy the discovery and inspiration of the latest trends influencing the logistics industry.We welcome you to connect with the open DHL innovation ecosystem,and we look forward

18、to creating impact together through true innovation beyond potential.INTRODUCTION DR.KLAUS DOHRMANNVICE PRESIDENT,HEAD OF INNOVATION EUROPE&TREND RESEARCHPROJECT DIRECTOR&CO-AUTHORPage 5/152Page 5/141ContentsContact usBEYOND POTENTIALDELIVERING EXCELLENCE THROUGH TRUE INNOVATIONDiscover,inspire,conn

19、ect,create.These four pillars make up DHLs platform to spearhead the future of logistics and drive customer-centric innovation across the world.We are driven by our core belief in an open innovation ecosystem based on collaboration and sharing,as well as our ambition to create impact with real-world

20、 innovative solutions.Coupled with our research-based approach and customer proximity,these values empower us to deliver excellence and go beyond potential.Page 6/152Page 6/141Contact usContentsEUROPECOLOGNE,GERMANYAMERICASCHICAGO,USAMIDDLE EAST&AFRICADUBAI,UAEASIA-PACIFICSINGAPORETHE DHL INNOVATION

21、 CENTER NETWORKWith our four DHL Innovation Centers located in Germany,Singapore,the US,and the UAE,we spearhead the future of logistics and drive customer-centric innovation around the world.This global network enables us to consider regional socio-economic differences and actively participate in l

22、ocal innovation ecosystems.Every year,we welcome tens of thousands of customers,partners,and other innovative thinkers and visionaries to engage with DHL experts and each other.Through these creative hubs,we facilitate and lead workshops,innovation center tours,events,and joint innovation projects t

23、o better understand customer needs and identify actions to solve key supply chain challenges.We also take a focused,user-centric,and systematic thought leadership approach to discovering impending developments,emerging best practices,potential industry applications,and the implications of these tren

24、ds on logistics.Leveraging customer insights and research findings,we test,create,customize,commercialize,and scale innovative solutions for the benefit of our customers and our colleagues.I am impressed by the outcome of our workshop at the Innovation Center,which not only described a possible futu

25、re vision,but also milestones and first concrete steps to get into action mode.”HEAD OF LOGISTICS,GLOBAL RETAIL CUSTOMERPage 7/152Page 7/141Contact usContentsOUR PHILOSOPHYIt is our core belief that delivering meaningful innovation can only be achieved by staying close to customers,close to technolo

26、gy,and close to operations:Close to CustomersWe cultivate honest conversations and engagement with our customers about business strategies,future needs,and pain points in order to validate ideas,develop use cases,and leverage technologies and expertise.We achieve success through strong customer buy-

27、in and close collaboration.Close to TechnologyWe connect the logistics and the digital worlds,tracking and engaging visionary developers and providers of all kinds and staying at the forefront of emerging technology and supply chain innovation.This enables us to identify and co-create new solutions

28、beneficial to our customers.Close to OperationsWe leverage our own global DHL logistics operations to improve logistics efficiency,quality,and safety.The significant time we spend on site with facility managers and workers to visualize and implement solutions benefits both our customer and colleague

29、s.Page 8/152Page 8/141Contact usContentsThe Logistics Trend Radar has enabled our business to have important conversations both internally and with customers on future collaboration,ensuring our ability to deliver for them and their priorities moving forward.”ERETAIL&FASHION CUSTOMER DRIVING INNOVAT

30、IONOur end-to-end innovation project approach starts with customer engagements,technology scouting,and research,which helps us understand social and business trends,as well as technological breakthroughs.This forms the basis of our Logistics Trends Radar and additional thought leadership trend repor

31、ts.With a finger on the pulse of the relevant trends,we run proof of concept projects in real-world supply chain settings with our customers and within the DHL network of operations to fully understand the benefits and challenges of applications.Successful projects open up opportunities for producti

32、zation and scaling,so that these solutions are available internally across DHL operations and commercially to customers.Page 9/152Page 9/141Contact usContentsMegatrendsMajor movements and patterns namely globalization,e-commerce,digitalization,and sustainability have gradually transformed the logist

33、ics industry over the past decades and will continue to do so in the future.We inspect how these megatrends further shape the needs of societies and industries and the supply chains that serve them.Macro ForcesAs drivers of change extending beyond whole industries,macro forces influence the accelera

34、tion and importance of trends and their placement on our Trend Radar.We evaluate the growth and decline of macro forces over the last two years,as well as how they compound or conflict with one another.They are numerous,but some examples are societal values,demographics,climate change,the Covid-19 p

35、andemic,urbanization,consumer behavior,geopolitical events,and labor shortages,among many others.InnovatorsResearchers,inventors,developers,visionaries,and providers of technologies play a crucial role in the advancements that revolutionize the logistics industry.By collaborating with such innovator

36、s early on,we here at DHL derive invaluable insights into sophisticated technological breakthroughs and new possibilities on the horizon.DEVELOPING THE RADARWe update The Logistics Trend Radar every two years to reflect how we at DHL view the key social,business,and technology trends within the logi

37、stics industry.Our unique and integrated customer-centric innovation approach empowers us to harness the most relevant perspectives for logistics transformation directly from our valued customers and colleagues engaged in daily operations.We complement these insights using classic research methodolo

38、gies,and incorporate the work of multiple experts,including key opinion leaders from influential think tanks,renowned consultancy firms,and top-tier academia from around the world.Page 10/152Page 10/141Contact usContentsCONSIDERATIONSTrend PositioningOur Trend Radar reflects 40 trends intersecting t

39、he logistics industry on a global level.We understand that trends develop or influence world regions at varying degrees and points in time,impacting supply chains differently in,say,Scandinavia than the way they would in Southeast Asia.Therefore,we aim to balance regional expertise and outlooks acro

40、ss the world to produce a guiding tool useful for all players in the logistics industry.Trend Composition&NamingAcross all editions of The Logistics Trend Radar,it is our goal to make the trends as clear as possible to our customers,colleagues,and partners to drive fruitful conversation and innovati

41、ve collaboration.We recognize that many trends have some components that overlap robots and bionic enhancements often rely on AI or IoT devices to operate,for example.However,at the core of each trend is an important idea that we name using common terms understood within the industry.We also provide

42、 definitions to help clarify each trends name and defining characteristics.Trend MovementMegatrends and macro forces are constantly fluctuating,accelerating the development of trends or slowing down their adoption.Our Trend Radar is a snapshot of these changes produced biennially,and much can happen

43、 between editions.While trends may appear static on our Trend Radar,in reality,they are quite dynamic.This should be noted when using the Trend Radar as a guiding tool.DHLs Trend Radar is very insightful when it comes to providing insights into the technology,as well as social and business,trends th

44、at will potentially transform the Auto-Mobility sector in the near future.”-AUTO-MOBILITY CUSTOMERPage 11/152Page 11/141Contact usContentsNAVIGATING THE RADARThis latest edition of The Logistics Trend Radar provides both developed and new ways to navigate the future of logistics.At the heart of this

45、 publication is a detailed graphic which illustrates the breadth and depth of our research and findings.We hope the following short navigation guide proves useful for first-time and returning readers alike,enabling discovery,insight,and inspiration from the 40 trends.Firstly,the Trend Radar is divid

46、ed into left and right halves.On the left are the Social&Business trends in green,highlighting the top priorities and opportunities for logistics organizations and the communities they strive to serve.These trends reflect the direction of business strategies,new ways of working,and maturing societal

47、 values often brought about by technological advancements.On the right are the Technology trends in blue,showcasing the development and adoption of new materials,tools,and devices relevant to the logistics industry.These trends respond to the more pressing needs of organizations and societies and ar

48、e often shaped and accelerated by them.Secondly,each of the 40 trends is placed between the center and the outer edges of the Trend Radar.The red center dot represents the logistics industry as a whole today.The Realization timeline signifies when a trend is anticipated to become a non-trend,or the

49、standard way of operating,within a 10-year span.Trends in the inner half of the Trend Radar will be realized within 5 years,as they feature more scalable use cases and more applicable implementation opportunities in supply chains today.Meanwhile,trends in the outer half will be realized within 5 to

50、10 years,as integral technologies and business cases are often not yet fully developed and,right now,may be undergoing testing and verification.TYPE OF TRENDREALIZATIONPage 12/152Page 12/141Contact usContentsThirdly,the Trend Radar is divided into 8 slices 4 on the left and 4 on the right.The Impact

51、 scale starts from both ends of the Trend Radar and spans its curvature until meeting at the top.It reflects how much a trend will change both the inner workings and face of supply chains for management,workers,and customers.Trends with High Impact involve applications that are potentially disruptiv

52、e to supply chains.These are in the highest slices.Trend with Low Impact encompass evolutionary changes with incremental improvements.These are in the lowest slices.The 40 trends in this edition of The Logistics Trend Radar are further grouped into different categories to help structure and facilita

53、te forward-thinking conversations and innovative collaboration.In total,there are 3 perspectives,each reflecting different ways in which the world and its trends are organized and perceived.Each perspective consists of 6 lenses that further refine and classify a particular outlook.In turn,each lens

54、highlights the trends that are at the core and pertinent to the category.Perspectives 1.The Focus Areas perspective frames trends on both sides of The Logistics Trend Radar using lenses that reflect various strategic goals and opportunities in logistics and supply chains.2.The Trend Clusters perspec

55、tive filters the social and business trends and technology trends with lenses that represent different technology groups.3.The Sectors perspective highlights trends across the Trend Radar using lenses that correspond to different industrial sectors with substantial and distinct supply chains.To expe

56、rience all these interactive perspectives and lenses,please visit the Trend Radar online.IMPACTPERSPECTIVES&LENSESPage 13/152Page 13/141Contact usContentsAlternative Energy SolutionsOutdoor AutonomousVehiclesDronesBlockchainsBig Data AnalyticsQuantumComputingNext-GenerationPackagingBio-Based Materia

57、lsExoskeletonsNext-Generation WirelessExtended Reality3D PrintingSmart LabelsComputer VisionDigital TwinsInteractive AIEdge ComputingIndoor Mobile RobotsStationary RoboticsCloud&APIsWearable SensorsTube SystemsMetaversesSpace EconomyQuickCommerceDiversity,Equity,Inclusion,BelongingRemote Work&Teleop

58、erationDecarbonizationPhysical InternetMassPersonalizationSilver EconomyEverything AsA ServiceSharingEconomyEnvironmentalStewardshipOmnichannelCybersecurity 2.0SmartificationCircularitySupply ChainDiversificationDigitalMarketplacesAlternative Energy SolutionsOutdoor AutonomousVehiclesDronesBlockchai

59、nsBig Data AnalyticsQuantumComputingNext-GenerationPackagingBio-Based MaterialsExoskeletonsNext-Generation WirelessExtended Reality3D PrintingSmart LabelsComputer VisionDigital TwinsInteractive AIEdge ComputingIndoor Mobile RobotsStationary RoboticsCloud&APIsWearable SensorsTube SystemsMetaversesSpa

60、ce EconomyQuickCommerceDiversity,Equity,Inclusion,BelongingRemote Work&TeleoperationDecarbonizationPhysical InternetMassPersonalizationSilver EconomyEverything AsA ServiceSharingEconomyEnvironmentalStewardshipOmnichannelCybersecurity 2.0SmartificationCircularitySupply ChainDiversificationDigitalMark

61、etplacesREALIZATION 5-10 YEARSREALIZATION 5 YEARSREALIZATION 5 YEARSREALIZATION 5-10 YEARSHIGH IMPACTLOW IMPACTLOW IMPACTSOCIAL&BUSINESS TRENDSTECHNOLOGY TRENDSAT A GLANCE:THE LOGISTICS TREND RADARHigh ImpactRevolutionary applications that are potentially disruptive.Low ImpactEvolutionary changes wi

62、th incremental improvements.RealizationThe normal way of operating and doing business in the logistics industry.Page 14/152ContentsContact usPage 15/152WHATS NEWThe DHL Trend Research team has been closely monitoring the various social,business,and technology trends over the past two years.Since the

63、 launch of the previous edition of The Logistics Trend Radar,we have witnessed several interesting developments that have influenced trends realization and impact on the logistics industry.Additionally,through conversations with customers,colleagues,and partners,we have identified ways to improve th

64、e user experience of the Trend Radar to drive deeper discussions and more innovation collaboration.Overall,this has led to several changes in the design,approach,and composition of Trend Radar 6.0,of which the most noteworthy are categorized here.New&Returning TrendsAs technologies develop and commu

65、nity values change,new trends emerge and their relevance begin to intersect with the logistics industry.Meanwhile,other trends have appeared in past editions but have been removed as macro forces push them outside of the Trend Radars 10-year realization scope.For Trend Radar 6.0,we welcome completel

66、y new trends,as well as reintroduce returning trends from previous editions,as elements of these trends become relevant to supply chains within the coming decade.Decarbon-izationOutdoor Autonomous VehiclesAlternative Energy SolutionsQuantumn ComputingTube SystemsBio-Based MaterialsRemote Work&Teleop

67、erationExoskeletonsMetaversesWearable SensorsInteractive AIComputer VisionIndoor Mobile RoboticsStationary RoboticsSmartificationCircularityEnvironmental StewardshipDiversity,Equity,Inclusion,BelongingNew TrendsExisting TrendsReturning TrendBlockchainsDrones3D PrintngCloud&APIsExtended RealityNext-G

68、eneration WirelessEdge ComputingBig Data AnalyticsSmart LabelsNext-Generation PackagingQuick CommerceSpace EconomySupply Chain DiversificationDigital MarketplacesOmnichannelPhysical InternetSharing EconomyEverything As A ServiceSilver EconomyMass Personal-izationCybersecurity 2.0Digital TwinsContent

69、sContact usPage 16/152Refocused TrendsCollecting feedback,we learned from users of the previous Trend Radar that the trends sometimes seemed unbalanced that some trends were too broad in scope,while others were at an appropriate level to drive innovation-centered strategy and conversations.To rectif

70、y this,we have refocused the broader developments,retiring them and uplifting many of their components onto the trend level.In doing so,users can now see these previously hidden topics showcased directly on the Trend Radar.TREND RADAR 5.0Artificial IntelligenceInternet of ThingsSelf-Driving Vehicles

71、Robotics&AutomationFuture of WorkSustainableLogisticsBionic EnhancementComputer VisionInteractive AISmart LabelsOutdoor Autonomous VehiclesIndoor Mobile RobotsStationary RoboticsDiversity,Equity,Inclusion,BelongingEnvironmental StewardshipCircularityAlternative Energy SolutionsExoskeletonsExtended R

72、ealityWearable SolutionsDecarbonizationBio-Based MaterialsRemote Work&TeleoperationSmartificationTREND RADAR 6.0ContentsContact usPage 17/152Remodeled TrendsAs part of the process,we re-evaluate all trends and their composition of logistics-related concepts.For some,we have added new opportunities a

73、nd use cases that have recently developed,while for others,we have subtracted components that have lost relevancy to supply chains.For these trends,we have provided new names to better represent their recomposition.Simultaneously,some trends,while remaining consistent in their relevance and content,

74、have been renamed to reflect more commonly-used terminology.TREND RADAR 6.0TREND RADAR 5.0Next-Generation SecurityCybersecurity 2.0Supergrid LogisticsPhysical InternetServitizationEverything As A ServiceSpace LogisticsSpace EconomyAugmented&Virtual RealityExtended RealityLogistics MarketplacesDigita

75、l MarketplacesFresh ChainQuick CommerceUnmanned Aerial VehiclesDronesOmnichannel LogisticsOmnichannelMultisourcingSupply Chain DiversificationNew Perspectives&LensesWe believe that innovation discussions regarding the 40 trends on the Trend Radar should be framed in more ways than just by industry s

76、ector.Therefore,we have introduced two new perspectives(Focus Areas and Trend Clusters)to accompany Sectors for users to approach and engage with the Trend Radar.Each of these perspectives has six lenses that group trends according to their respective themes.For an interactive experience with the pe

77、rspectives and lenses,please visit The Logistics Trend Radar online.Focus Area PerspectiveTrend Cluster PerspectiveSector PerspectiveAutomation&EfficiencyArtificial IntelligenceAuto-MobilityCustomer ExperienceBionic EnhancementsEngineering&ManufacturingEnvironmental SustainabilityDigital BackboneTec

78、hnologyHealth,Safety&Future of WorkInternet of ThingsEnergyPhysical&Digital SecurityPackaging&ContainersLife Sciences&HealthcareVisibility&Resilience RoboticsE-Retail&FashionsContentsContact usPage 18/152Bionic EnhancementsBionic EnhancementsDigital BackboneDigital BackboneInternet of ThingsInternet

79、 of ThingsPackaging&ContainersPackaging&ContainersRoboticsRoboticsArtificial IntelligenceArtificial IntelligenceThe Logistics Trend Radar provides a useful platform to reflect on technologies,ultimately impacting on where investment should go.”-ERETAIL&FASHION CUSTOMERSOCIAL&BUSINESS TRENDSCirculari

80、ty Cybersecurity 2.0 Decarbonization Environmental Stewardship Everything As A Service Mass Personalization Remote Work&Teleoperation Smartification TECHNOLOGY TRENDSBig Data Analytics Bio-Based Materials Blockchains Cloud&APIs Computer Vision Digital Twins Drones Edge Computing Exoskeletons Extende

81、d Reality Indoor Mobile Robots Interactive AI Next-Generation Packaging Next-Generation Wireless Outdoor Autonomous Vehicles Physical Internet Quantum Computing Smart Labels Stationary Robotics Wearable Sensors New Perspective:Trend ClustersContentsContact usPage 19/152Customer ExperienceCustomer Ex

82、perienceEnvironmental SustainabilityEnvironmental SustainabilityHealth,Safety&Future of WorkHealth,Safety&Future of WorkPhysical&Digital SecurityPhysical&Digital SecurityVisibility&ResilienceVisibility&ResilienceSOCIAL&BUSINESS TRENDSCircularity Cybersecurity 2.0 Decarbonization Digital Marketplaces

83、 Diversity,Equity,Inclusion,Belonging Environmental Stewardship Everything As A Service Mass Personalization Metaverses Omnichannel Quick Commerce Remote Work&Teleoperation Sharing Economy Silver Economy Smartification Space Economy Supply Chain Diversification TECHNOLOGY TRENDS3D Printing Alternati

84、ve Energy Solutions Big Data Analytics Bio-Based Materials Blockchains Cloud&APIs Computer Vision Digital Twins Drones Edge Computing Exoskeletons Extended Reality Indoor Mobile Robots Interactive AI Next-Generation Packaging Next-Generation Wireless Outdoor Autonomous Vehicles Physical Internet Qua

85、ntum Computing Smart Labels Stationary Robotics Tube Systems Wearable Sensors Automation&EfficiencyAutomation&EfficiencyNew Perspective:Focus AreasContentsContact usFigure 13SOCIAL&BUSINESS TRENDSSection Contents21 Circularity24 Cybersecurity 2.027 Decarbonization30 Digital Marketplaces33 Diversity,

86、Equity,Inclusion,Belonging36 Environmental Stewardship39 Everything As A Service42 Mass Personalization45 Metaverses49 Omnichannel51 Physical Internet54 Quick Commerce57 Remote Work&Teleoperation60 Sharing Economy63 Silver Economy67 Smartification71 Space Economy74 Supply Chain DiversificationIN DEP

87、THPage 20/152ContentsContact usPage 21/152CIRCULARITYThe trend of Circularity aims to eliminate waste and pollution by considering the full product life cycle beforehand and designing and utilizing each item and its constituent parts to be returned in the supply chain.This trend seeks to reuse,repai

88、r,remanufacture,and recycle products as much as possible and,when these processes are no longer achievable,products are broken down into reusable components and raw materials and ultimately biodegraded.Although sustainability is a high societal priority,only 8.5%of the 100+billion metric tons of mat

89、erial consumed annually worldwide are recycled into the economy.As described in the DHL white paper Delivering on Circularity,the transition to a circular economy requires a shared,concerted effort from 4 major stakeholder groups businesses,customers,governments,and logistics players.In the past 2 y

90、ears,recognizing the business opportunities,major brands have committed to circularity and made significant progress with buyback and resell programs and reusable packaging.However,as supply chains transform from a straight one-directional line into a regenerative circle,it is the logistics industry

91、 that is truly the backbone of Circularity.As the concept of circularity requires dramatic transformation of the processes of product design,production,and recycling,supply chains are a key enabler in transporting raw resources,goods,and waste among a new network of users in a sustainable manner.Cir

92、cularity as a trend is therefore anticipated to significantly impact the logistics industry,with logistics players becoming essential sources of knowledge for the transfer of best practice across sectors.Despite the growing number of industry verticals developing circularity use cases and applicatio

93、ns,many companies in logistics are only trialing these models.It will take some time for Circularity to reach maturity and become mainstream.Trend OverviewTrend Clusters:Impact:Realization:Packaging&ContainersFocus Areas:Customer ExperienceEnvironmental SustainabilitySectors:Auto-MobilityEngineering

94、&ManufacturingLife Sciences&HealthcareTechnologyE-Retail&Fashion5-10 YearsHIGHContentsContact usRadarRadarPage 22/152Rise of RecommerceIndustrial sectors,especially retail,are witnessing the rise of recommerce(also known as reverse commerce),in which previously owned products,new or used,are sold an

95、d shipped to buyers who then repair,reuse,recycle,and/or resell them,extending the life span of the product.Currently,it is estimated that the recommerce and resell market is growing 11 times faster than traditional retail and that,by 2030,recommerce and resell will reach a market size of 84 billion

96、 USD,double the size of fast fashion.The rise of recommerce has implications for those in logistics,especially as more retail giants join in.Instead of traditional return logistics,including costly cross-border returns,recommerce supply chains typically forward return shipments to in-country repair,

97、recycle,and/or resell channels,alleviating the original retailers freight and storage costs and related requirements.With recommerce,supply chains will overall see greater supply chain localization,particularly after the first purchase of a product.This means that supply chains can facilitate sustai

98、nability efforts not only by extending the life of a product but also by avoiding the emissions that would have resulted from manufacturing a comparable new product including the associated logistics costs.Relevance to the Future of LogisticsZero Waste in LogisticsThe aim of zero waste programs is t

99、o protect the environment and human heath by preventing any waste from entering the soil,water,or air.This is often seen as a key component for a fully sustainable future.There are many opportunities for the logistics industry to support companies to work towards a zero-waste goal through the lens o

100、f Circularity.In the realm of packaging,an initiative called The Loop Alliance showcases coordination between large manufacturers,retailers,service providers,and non-governmental organizations to redesign packaging and synchronize the required supply chains to produce,clean,return,and refill contain

101、ers for both in-store and e-commerce channels.Regarding transportation,ongoing improvement in carbon capture technology is enabling emissions to be filtered out more effectively from vehicle tailpipes.The collected carbon dioxide can then be sold to greenhouses,carbonated water producers,and other b

102、usinesses for use as raw material.But also,for example,the electrification of ground operations,the investment in carbon neutral buildings as well as the conversion of warehouse operations to avoid waste are measures that logistics companies have to take in order to integrate a holistic zero waste a

103、pproach into their operations.As supply chain organizations pursue zero waste using Circularity principles,they can achieve significant waste reduction and,at the same time,minimize direct and indirect costs associated with waste.Circular Supply ChainsAs more companies around the world join the circ

104、ular economy to reduce waste and save costs,they will be reexamining and redesigning their supply chains to conform with Circularity principals.For organizations in logistics,from those handling storage to those delivering in the last mile,this can mean sizeable shifts in operations.To clarify,wareh

105、ouses and transport vehicles will still exist,but logistics providers may see increased demand for value-adding services for products and materials they currently do not carry.For example,last-mile courier vans may integrate more in the broader returns market,not only dropping off e-commerce package

106、s,but also picking up depleted toner cartridges,batteries and gas cylinders from homes to then deliver to refill sites.Warehouses may see a greater throughput of secondary raw materials like fabric scrap or reprocessed lubricants and may need to reconfigure facility floorspace and operations to unlo

107、ad,store,and load more of these products.Additionally,in the electronics industry,57.4 million metric tons of e-waste were produced in 2021,with only about 20%of e-waste recycled through formal channels.This means there is a huge opportunity for better hardware return logistics especially with the g

108、rowing use of sensors,robots,and other technologies and more parts repair,reuse,and recycling.Overall,the logistics industry needs to anticipate and prepare for the global and local supply chain changes and value-adding opportunities that circularity will bring.Virgin materialsRecycled materialsRefu

109、rbishedReused100100757045453025Virgin materialsRecycled materialsRefurbishedReusedTYPICAL GARMENTFirst lifeSecond lifeTYPICAL SMARTPHONEFirst lifeSecond lifen Production n Retail&distribution n Use n End of lifeSource:DHLSecond-life garments and smartphones produce 55-75%less emissions than new item

110、s made from virgin materials.ContentsContact usRadarRadarPage 23/152DHL ResourcesOutlookThe logistics industry is the backbone of Circularity.While it will require the coordination of thousands of players and many years for all supply chains in all industries to conform to the trends principles,indi

111、vidual companies,especially those in the fashion and consumer electronics market,are pursuing Circularity goals using visibility and recycling technologies.This gradual development gives logistics organizations the opportunity to adapt and shift operations accordingly to meet the sustainability need

112、s of customers while also reducing costs and waste in their own processes.This trend should be ACTIVELY monitored,with some use cases applicable today.Related TrendsSharing EconomyEnvironmental StewardshipDecarbonizationBio-Based MaterialsSources Circle Economy(2022):The Circularity Gap Report.DHL(2

113、022):Delivering on Circularity.TriplePundit(2020):10 Brands That Embraced the Circular Economy in 2020.Shopify(2022):The Rise of Recommerce:All About Buyback,Trade-In,and Upcycling in Retail.World Economic Forum(WEF)(2021):This years e-waste to outweigh Great Wall of China.Multidisciplinary Digital

114、Publishing Institute(MDPI)(2022):A Review on Global E-Waste Management:Urban Mining towards a Sustainable Future and Circular Economy.Most products are not currently designed for reuse and recycling,limiting their ability to achieve circularity principles.The inhibition threshold for end customers t

115、o change their own lifestyle and actively participate in circularity is high.Coordinated visibility and transparency of products and their components is crucial for redirecting waste as raw materials,but data is currently severely limited,hampering attempts to close loops across supply chains.Techno

116、logies to capture waste products and recycle materials are advancing but are still technically immature.Smart,affordable,and convenient return solutions are not available everywhere,so recycling can be more expensive than using primary raw materials.ChallengesDHL-Whitepaper:Delivering on Circularity

117、DHL-Integrated solutions service logisticsDHL-EV battery aftermarket solutionContentsContact usRadarRadarPage 24/152CYBERSECURITY 2.0 The trend of Cybersecurity 2.0 encompasses the next generation of solutions,processes,and standard operating rules and regulations that leverage artificial intelligen

118、ce(AI)and other advanced technologies and ways of working to protect critical systems,sensitive information,and devices against cyberthreats.It involves protection,detection,and response tools that not only prevent attacks but also actively predict and autonomously detect threats and respond to atta

119、cks.Significant developments in collaborative online platforms,the rising number of Internet of Things(IoT)devices,and acceleration towards digitalized operations using cloud-based servers and digital processes have led to an increase in cyberattacks.As this type of crime grows in volume and sophist

120、ication,companies have increased their security budgets and adopted more advanced systems of defense.However,keeping up with the number and severity of threats continues to be a challenge.Studies show in 2021 the average number of cyberattacks and data breaches on 1,200 organizations across 13 indus

121、tries and public sectors increased by 15.1%from the previous year.A quarter of all respondents additionally conveyed that the merging of digital and physical systems,as seen in IoT devices,increases their risk of threat.Reflectively,a Fortune Business Insights report shows the projected market value

122、 increase in cybersecurity reaching 376.32 billion USD by 2029,from 139.77 billion USD in 2021 at a CAGR of 13.4%.In the logistics industry,publicly known cybercrime assaults used to occur only every few years.More recently,it seems one or two are happening every month.In May 2021,a cyberattack succ

123、essfully shut down the largest pipeline system for refined oil products in the US,the Colonial Pipeline,disrupting the supply of energy to approximately half of the US east coast for about a week,costing the corporation upwards of 50 million USD.With such an increase in incidents,paired with the neg

124、ative impact of cyberattacks on global supply chains,this trend requires new levels of resilience and more focus and prioritization to ensure proactive defenses as the digital backbone of the organization.Trend OverviewTrend Clusters:Impact:Realization:5 YEARSDigital BackboneFocus Areas:Physical&Dig

125、ital SecurityVisibility&ResilienceSectors:Auto-MobilityEngineering&ManufacturingEnergyLife Sciences&HealthcareTechnologyE-Retail&FashionMODERATEContentsContact usRadarPage 25/152Rise of Cybercrime in LogisticsThe logistics industry has been identified among the top 10 impacted sectors worldwide,as i

126、t is one of the worlds largest revenue-generating industries and is increasingly targeted by hacker attacks via phishing emails,ransomware,and more.While digitalization brings advantages,the dynamic transformation of systems can leave some security factors unconsidered.Outdated servers,unpatched sys

127、tems,and knowledge gaps between employees equate to cracks in the IT infrastructure which provide loopholes for cyberattack.As this applies to all aspects of the industry,including maritime,rail,trucking,supply chain,and last-mile delivery,the potential expense of this risk is high and can disrupt g

128、lobal supplies,while also introducing additional liabilities like the theft of sensitive customer data during a cyberattack.Massive losses are incurred by owners when ransomware cyberattacks compromise system access.In 2020,the average cost of a security breach was 3.86 million USD.With a projected

129、increase by 2025 to 10.5 trillion USD,this trend is clearly on the rise.Cybersecurity 2.0 solutions,processes,rules,and regulations will help companies protect themselves from such losses,while also protecting their brand and customer base.Relevance to the Future of LogisticsDigital Security in Oper

130、ationsAs intelligent security expands in operations through the adoption of technologies such as computer vision,IoT devices,and AI-powered autonomous surveillance systems,so too does the possibility for cyberattack,and the level of risk increases when these technologies are deployed in cloud-based

131、solutions which capture data on employees in logistics operations as well as data on customers.Privacy protection has therefore become one of the most pressing issues for supply chain organizations;the importance of safeguarding employee and customer data can occasionally outweigh the importance of

132、the shipments themselves.Implementing new cybersecurity solutions and increasing the robustness of existing solutions using blockchain technology can add layers of security to combat potential threats.Failure to do this would risk major disturbance and disruption in the global supply chain network.P

133、hysical operational security can also be enabled through computer vision technologies to identify in-facility threats so long as the organization takes adequate cybersecurity steps to protect sensitive operational information from hackers.Anticipation&Resilience While digitalization and new technolo

134、gy create business efficiencies,the growth of e-commerce platforms,as well as the masses of data being stored in the cloud,drives an increasing need for cybersecurity.Anticipating cyberattacks on these platforms not only secures suppliers but also the private data of their customers.Although logisti

135、cs and the supply chain continue to operate in a very hands-on manner through the physical movement of products,this requires a significant volume of data processing and information sharing along the supply chain.The typically disparate network of parties involved in the supply chain creates more wa

136、ys for would-be attackers to identify weak links in cybersecurity.It is vitally important for logistics companies to increase cybercrime resilience by implementing digital backbones and staying up to date with the cyberthreat landscape.The impact of IT system vulnerabilities on business processes,pr

137、oducts,employees,and customers alike must be constantly monitored in order to preserve the value chain,keep the global supply chain moving,and ensure a position of cyber resilience.27%Malicious links5%Targeted fraud33%Phishing35%Malicious attachmentsTypes of attack on the logistics industry.Source:H

138、ornet Security ContentsContact usRadarPage 26/152DHL ResourcesOutlookThe logistics industry has been cautiously advancing towards widespread adoption of newly emerging technologies,as any logistics or supply chain disruption or network outage can have global impact.Robust and collaboratively tested

139、technologies that do not cause vulnerabilities to the IT infrastructure and network are incorporated and implemented to improve operations and efficiency.However,cybersecurity must remain at the forefront of strategic decision making to ensure each organization maintains high safety standards across

140、 the logistics industry.This trend should be ACTIVELY monitored,with imminent developments and applications.Related TrendsComputer VisionEdge ComputingBlockchainsCloud&APIsSources Forbes(2022):Alarming cyber statistics for mid-year 2022 that you need to know.ResearchGate(2022):Cyber security in the

141、logistics industry.American Global Logistics(2022):Cybersecurity breaches stand to disrupt supply chain operations in 2022.Cyber Protection Magazine(2022):Cyber resilience for transport and logistic supply chain.Legacy infrastructures in logistics operations may be relatively unsophisticated which p

142、revents integration of the latest cybersecurity features;the organization must allocate sufficient budget to ensure robust operation and cyber resilience.Only as strong as its weakest link,the organization must dedicate resources to proactively train and inform employees about cybercrime and how to

143、remain alert to potential threats;special exercises may be necessary,for example sporadically imitating phishing attempts.ChallengesDHL ResourcesDHL-Cybersecurity:Why password1 is asking for troubleContentsContact usRadarPage 27/152DECARBONIZATION The trend of Decarbonization is the movement towards

144、 reducing the amount of carbon dioxide(CO2)and carbon dioxide equivalents(CO2e)in the atmosphere.This involves burning less and burning clean to reach carbon neutrality,as well as actively removing existing CO2e in the environment to become carbon negative.International concern about climate change

145、and its effects on the planet has put environmental sustainability,and particularly decarbonization,into the spotlight for businesses,governments,and consumers.This is particularly true for logistics supply chains generate around 60%of all carbon emissions globally,and about 90%of a products emissio

146、ns derive from its supply chains.As more B2B and B2C customers demand sustainable products and services,and as transparency legislation comes into force,like the EUs Sustainable Finance Disclosure Regulation(SFDR)in 2023,logistics organizations must act to properly account for emissions and decarbon

147、ize their supply chains to stay competitive and relevant in an environmentally conscious world.The Decarbonization trend has high impact as practically all segments of the supply chain will be altered to eliminate CO2e emissions from operations.However,while pressure to decarbonize has reached the t

148、op of the agenda for B2B and B2C customers and many more companies have set zero emissions targets,tangible action has started but will need to further increase for the goal of decarbonized supply chains to be achieved.Here at DHL we see this trend accelerating once regulations require disclosure of

149、 the carbon footprint of products and services.This will create another point of comparison and competition between organizations.Trend OverviewTrend Clusters:Impact:Realization:Packaging&ContainersFocus Areas:Environmental SustainabilitySectors:Auto-MobilityEngineering&ManufacturingEnergyLife Scien

150、ces&HealthcareTechnologyE-Retail&Fashion5-10 YearsHIGHContentsContact usRadarRadarPage 28/152Carbon Accounting&TrackingToday,comprehensive accounting of Scope 1,2 and 3 product emissions(direct,indirect,upstream and downstream,respectively)remains a challenge.Many businesses,including logistics orga

151、nizations,do not account for these emissions at all.The ones that do may rely on various secondary sources of carbon calculation with generalized values and assumptions,and often fail to factor in emissions by second-tier and third-tier players.This makes it difficult for B2B and B2C customers to ac

152、curately compare and choose suppliers and service providers that meet their environmental standards,especially when evaluating on a product-level basis.However,steps are being taken to address this customer need.For organizations that currently struggle with carbon accounting,we here at DHL offer ca

153、rbon calculators,estimates,and externally verified reports.This enables companies to account for Scope 3 emissions from a single shipment across all trade lanes,including data from our third-party service providers.In future,more granular data will be obtained.As sensor technology rapidly permeates

154、the supply chain,it will be possible to accurately calculate and track at shipment level and even product level how much CO2e a truck or airplane emitted,as well as how much total energy was used to move a shipment through a facility.With this sensor data,logistics providers will not only provide co

155、mpanies with more accurate carbon footprint figures but also identify areas along the supply chain for decarbonization improvements.Relevance to the Future of LogisticsCarbon CaptureWhether offsetting CO2e emissions elsewhere through insetting or making the supply chain carbon negative,carbon captur

156、e technology helps logistics organizations meet sustainability goals.While today much attention is on newly constructed experimental facilities specifically designed to absorb CO2 from the air,logistics professionals can apply several existing and upcoming practical solutions to the supply chain.Ame

157、rican startup Remora,for example,has developed a truck tailpipe filter that is able to capture up to 80%of CO2 emitted,while Aramco is looking into adapting its own car-based carbon capture solution to ocean freighters.Solutions such as these often deliver a favorable return on investment(ROI)for in

158、terested logistics organizations as both the collected CO2 and the associated carbon credits are commodities that can be sold to recoup costs.In this way,carbon capture technology can provide lower-cost solutions for decarbonizing supply chains.Optimizing OperationsEnvironmentally friendly solutions

159、 may be overlooked or rejected because of higher initial costs than more wasteful alternatives.Although many logistics organizations may want to replace whole truck fleets with electric models or cover an entire warehouse rooftop with solar panels,moves like this represent a significant investment.H

160、owever,with customer demand for greater sustainability in the supply chain and with CO2e emissions becoming more commoditized and framed as operating costs,logistics players are finding ways to simultaneously reduce expenditure and waste.For example,last-mile service providers can use German startup

161、 Greenplans route optimization software to reduce the distance vehicles travel.In doing so,they save on time,fuel,wear and tear,and maintenance costs,plus they achieve a reduction in CO2 emissions that is almost proportional to the travel saved.Similar principles can be applied when upgrading machin

162、ery to more efficient models a unit of resource(electricity,gas,paper,etc.)is utilized more fully and with fewer emissions when manufacturing and using the new model.Vehicle ElectrificationBefore COVID-19,freight transportation accounted for almost 10%of all global carbon emissions.While this stalle

163、d a bit during the pandemic due to travel restrictions,carbon emissions from freight transportation are projected to climb as the global economy recovers and e-commerce booms.To play an active part in the trend of Decarbonization,logistics organizations must focus on reducing emissions from vehicles

164、 in first-,middle-,and last-mile operations.Electrification is an effective go-to solution across all transportation modes.In 2021,DHL Express ordered 12 electric airplanes from Israeli company Eviation to achieve emissions-free regional flights.In that same year,truck manufacturer Continental Autom

165、otive broke a world record with its electric delivery truck travelling almost 1,100 km(682 mi)on a single charge,while in early 2022,Ford released its E-Transit courier vans with a range of about 200 km(126 mi),70%more than the average daily service range needed for such vehicles in the US.Furthermo

166、re,electric bicycles,tricycles,and scooters have been scaled in delivery operations around the world.Although electrifying fleets is a powerful way for logistics industry players to reduce the carbon footprint,each transportation mode has different time horizons for viable electric alternatives.This

167、 means that for some modes,especially those carrying heavier loads and covering greater distances,it may make more sense for logistics leaders to investigate alternative fuels as near-term solutions to reduce,but not eliminate,carbon emissions in their supply chains.These can range from traditional

168、biofuels like ethanol to renewable diesel,as well as sustainable aviation fuels(SAF)that act as drop-in fuels to be mixed with traditional fossil jet fuel.ContentsContact usRadarRadarPage 29/152CO2CH4N2OHFCsPFCsSF6NF3SCOPE 3INDIRECTSCOPE 3INDIRECTSCOPE 2INDIRECTSCOPE 1DIRECTUpstream activitiesReport

169、ing companyDownstream activitiesPurchased goods and servicesProcessing of sold productsUse of sold productsTransportation and distributionCapital goodsEmployee commutingLeased assetsCompany facilitiesCompany vehiclesFuel and energy related activitiesBusiness travelTransportation and distributionWast

170、e generated in operationsPurchased electricity,steam,heating and cooling for own useEnd-of-life treatment of sold productsInvestmentsFranchisesLeased assetsRelated TrendsDHL ResourcesOutlookThe pressure to be carbon neutral or even carbon negative in the logistics industry is stronger today than eve

171、r before.Given that supply chains lie at the heart of decarbonization conversations and agendas,it is imperative that logistics organizations make the necessary moves early.They should adapt to the changes to come,ensuring they deliver in an era of sustainability.This trend should be PASSIVELY monit

172、ored,with applications still mostly being developed or explored.SourcesAccenture(2022):How sustainable supply chains can unlock net zero emissions.Harvard Business Review(2022):Digital ecosystems:a data-driven approach to decarbonizing supply chains.Our World in Data(2020):Cars,planes,trains:where d

173、o co2 emissions from transport come from?Ford(2022):2022 e-transit.Electrified alternatives are not yet available for every vehicle and device so,until these gradually come to market,other carbon-reducing steps are needed.A supportive ecosystem is essential for electrification and this can be costly

174、;electric vehicles need chargers,different repair equipment,and perhaps staff retraining,along with sufficient space and infrastructure in the supply chain.Data to calculate product carbon footprints(PCFs)and logistics emissions is often inconsistent,generalized,decentralized,and opaque across suppl

175、y chains;this makes it difficult to assess and compare values.Decarbonization solutions often require heavy upfront investment and potential implementation downtime.As logistics providers invest in decarbonization solutions to meet demand,customers may see higher prices for products and services.Cha

176、llengesDHL-DHLs 2050 emissions commitmentDHL-DHL Express roadmap to decarbonizationDHL-Decarbonization levers:the far-distant future is hereCircularityEnvironmental StewardshipAlternative Energy SolutionsBio-Based MaterialsScope 1,2,and 3 emissions,as according to the GHG Protocol corporate standard

177、s.They encompass all activities upstream and downstream of a reporting company.Source:Greenhouse Gas ProtocolContentsContact usRadarRadarPage 30/152DIGITAL MARKETPLACES The trend of Digital Marketplaces incorporates digital brokerage platforms that match demand for products and services with availab

178、le supply.These platforms give suppliers and customers access to a greater market while also offering them comprehensive transparency and additional services.Customers value the ease of comparing shipping options and pricing in a digital logistics marketplace.Due to growing demand for online logisti

179、cs marketplaces,logistics providers have expanded their offerings in recent years and new,specialized marketplaces have emerged.For example,companies can now access available logistics labor during peak seasons.Many of these digital platforms are becoming more versatile thanks to increased usage and

180、 deeper data analysis,increasing transparency and creating a better customer experience.Digital marketplaces are having a significant impact on the logistics industry,especially because of increasingly complex supply chain networks and countless options of logistics services and providers.These mark

181、etplaces take transparency to a new level.However,there is a shortage of scalable solutions in some areas,like in the matching of available workforces and logistics providers.This means it will take another 3 to 4 years before logistics marketplaces achieve market maturity at scale.Trend OverviewTre

182、nd Clusters:Impact:Realization:5 YEARSFocus Areas:Customer ExperienceVisibility&ResilienceAutomation&EfficiencySectors:Auto-MobilityEngineering&ManufacturingLife Sciences&HealthcareTechnologyE-Retail&FashionHIGHNoneContentsContact usRadarRadarPage 31/152Transparent Freight ForwardingIn todays highly

183、 competitive and fragmented freight forwarding market,it is difficult for shippers to get a comprehensive overview of the variety of logistics providers,their services,and related costs.The transparency of digital freight forwarding marketplaces is therefore a big attraction for companies.Another im

184、portant feature of digital freight marketplaces,which also distinguishes them from traditional freight exchanges,is that they are deeply rooted in all process steps of freight allocation,including booking,tracking,and invoicing.Digital freight marketplaces can access everything from the transport re

185、quest through to invoicing data and can crunch this information using smart algorithms to obtain critical insights.For example,Saloodo!,DHLs digital freight platform,is operating in over 55 countries across 4 continents and uses this big data to optimize truck return runs.The need to seamlessly conn

186、ect road freight networks in different markets and across national borders using digital freight platforms will become increasingly important for companies operating on a global scale.Relevance to the Future of LogisticsLabor Gap AlleviationAs detailed in DHLs recent Future of Work in Logistics Tren

187、d Report,the aging workforce and greater labor shortages are having a major impact on the global logistics industry,especially in warehouse operations and truck driving.For instance,the American Trucking Associations(ATA)has projected a shortage of 175,000 truck drivers by 2026.Establishing workforc

188、e marketplaces that connect logistics providers with available workforces for a short period of time can help these organizations optimize personnel resources and address the volatility of workforce demands across regions and seasons.Czech company Liftago,as one example,offers an emergency network o

189、f local drivers to help logistics companies meet acute delivery demands during peak seasons.With labor shortages forecasted for the next few years,these marketplaces for labor solutions can help logistics organizations avoid headcount deficiencies,better manage volatility,and keep up with customer d

190、emand.On-Demand WarehousingOn the one hand,warehousing and storage providers are not fully utilizing space in facilities,with vacancy often reaching 25%while waiting for long-term,high-volume contracts.On the other hand,to meet customer demand it is increasingly important for manufacturers and retai

191、lers to be flexible and agile in times of market volatility,from predictable demand fluctuations to unexpected geopolitical events.On-demand warehousing,delivered via a digital marketplace,benefits both sides.Companies like Warehouse Exchange in the US and SpaceFill in France link retailers with war

192、ehouse providers under agreements more fluid in terms of timeframes and volumes than is normally expected with warehouse rentals.With these on-demand warehousing and fulfillment solutions,retailers and manufacturers can rapidly respond to disruptions and dynamic market demands,shifting goods quickly

193、 from one warehouse to another.Meanwhile,logistics companies can make more use of each facility,reach out to a much wider pool of potential customers,and realize higher margins from short-term or low-volume commitments.Source:McKinsey&Company B2B buyers are planning to purchase on digital marketplac

194、es.Suppliers have built,are planning to build,or are considering building a marketplace.of B2B buyers are planning to purchase on digital marketplaces.of suppliers have built,are planning to build,or are considering building a marketplace.60%79%ContentsContact usRadarRadarPage 32/152DHL ResourcesOut

195、lookDigital marketplaces are already having a major impact on the logistics industry.In the future,platform providers will be able to use big data and smart algorithms to even better forecast and match supply and demand as well as tailor the best possible solutions for customers.This trend should be

196、 ACTIVELY monitored,with imminent developments and applications.DHL-Launch of Saloodo!in South Africa promises better road freight optimizationSaloodo!s freight forwarding platformRelated TrendsPhysical InternetSupply Chain DiversificationBig Data AnalyticsSharing EconomySources Here(2020):Waste not

197、 want not:SpaceFill helps you turn warehouse space into profit.Datex(2021):2021 supply chain labor shortages and the role of technology.Forbes(2022):Supply chain predictions for the coming year.In logistics,digital marketplaces must guarantee that sensitive customer data is kept confidential.Digital

198、 marketplaces require a minimum level of demand and supply to operate successfully and this can prove difficult to attain,especially in remote locations and for specialized logistics solutions.A strong application programming interface(API)is required to integrate every single supplier and customer

199、on a platform and provide a seamless,transparent user experience.ChallengesContentsContact usRadarRadarPage 33/152DIVERSITY,EQUITY,INCLUSION&BELONGING The trend of Diversity,Equity,Inclusion&Belonging,otherwise known as DEIB,refers to four concepts that work jointly to bolster the effectiveness,prod

200、uctivity,dynamics,and creativity of an organization while ensuring individuals have equal opportunities and feel valued.Guided by mutual respect,trust,openness,and honesty,this trends focus both encompasses and extends beyond the borders of gender,race,religion,age,different ability,sexual orientati

201、on,national origin,and other characteristics protected by law.One of the most rapidly developing social and business trends in the last two years,DEIB has evolved from Diversity&Inclusion to now also recognize individuals as being a long-term and integral part of the organization.This is the frame i

202、n which employment seekers consider potential employers.Companies shift towards including DEIB as part of corporate culture in order to attract talent and retain employees.Here at DHL we additionally see this trend developing from the individual level to the organizational level,recognizing that com

203、panies now choose to interact with and support businesses owned by minority groups and businesses that break stereotypical bounds of how certain industries were once run in the past.The relatively imminent realization of this trend shows people and companies understand the importance of increasing D

204、EIB awareness.Within logistics and the supply chain realms that were previously predominantly male we here at DHL are seeing a movement towards greater inclusivity of women not only in leadership but also in operations.This alters the ways in which team members interact within the workplace.Employee

205、 engagement increases as inclusion is realized and,in turn,this increases the need to belong.Ultimately,inclusion and belonging lead to better results.Belonging in the workplace is a powerful addition to the dimensions of diversity,equity,and inclusion.It can be seen on the one hand as“longing to be

206、”and on the other hand as“being for long.”This introduces an affective and sequential dimension,bringing a shift towards psychological safety and real inclusion.When the individual recognizes the HR department prioritizes DEIB,especially the belonging dimension,they are less likely to leave.A 2021 s

207、tudy found 40%of respondents with a strong sense of belonging rarely think about looking for a job in another company,versus 5%of respondents with a low sense of belonging.Trend OverviewTrend Clusters:Impact:Realization:5 YEARSFocus Areas:Health,Safety&Future of WorkSectors:Auto-MobilityEngineering&

208、ManufacturingEnergyLife Sciences&HealthcareTechnologyE-Retail&FashionMILDNoneContentsContact usRadarRadarPage 34/152Diversity in LeadershipDiversity in leadership enables greater depth and breadth of experience,perspective,and knowledge,which equips leaders to better relate to employees,customers,an

209、d prospective customers.This,in turn,helps the business to grow.In order for companies to retain market position within their sectors,the ability to share experience and relate is what facilitates change and innovation.Having women in leadership for example,in predominantly male-dominant industries

210、such as logistics and the supply chain positively changes the perspective of potential female employees.Similarly,by diversifying leadership roles to enable growth and development for members of minority groups from the perspective of race,sexual orientation,and different ability,companies encourage

211、s employees in those groups to bring their skills and talent to the workplace.Seeing diversity in a leadership team acts as a catalyst that empowers and enables the entire team.According to a McKinsey study,64%of millennials say they will not work for companies that perform poorly on corporate socia

212、l responsibility;diversity is one of the focus topics of CSR.In unprecedented times of challenges or uncertainty,leadership teams come together to make collective decisions on the way forward.When that team can leverage diversity in such a situation the rich kaleidoscope of perspectives,different va

213、ntage points,and a diverse range of experiences the conversations can be more candid and decisions more innovative.Diversity in Vendor SelectionIn recent years,there has been a significant rise in companies preferring to trade and do business with diverse companies.Vendor selection and the process o

214、f auditing a potential supplier now focus more keenly on social responsibility and enabling minority-owned businesses to thrive.Companies use supplier diversity programs to unlock new value;for example,to drive vendor competition,enhance brand perception,encourage innovation,positively impact the lo

215、cal economy,and improve the bottom line.These programs also help promote diversity across each companys ecosystem.Research suggests industry-leading companies globally are aware of this,as they have committed more than 50 billion USD to partner with minority and women-owned business enterprises(MWBE

216、s)in the next decade.Further boosting the economy,MWBEs are 67%more likely to employ minority talent and develop these people into higher positions.Per McKinsey,if spending with certified MWBEs doubled,so 2 trillion USD rather than the current 1 trillion USD,this could generate 280 billion USD in ad

217、ditional income and 4 million jobs for minority populations and women.Corporations have the potential to add value and help boost the global economy by prioritizing MWBE vendor selection,evidenced by the tech giant Google pledging to spend 2.5 billion USD with diverse suppliers in 2022.Vendor divers

218、ity benefits everyone.Companies gain new value and minority-run businesses gain opportunities.Relevance to the Future of LogisticsTalent Inclusion Through TechnologyTraditionally,many industries are male dominated at all levels of seniority,including logistics.Today this is changing and often thanks

219、 to technology.For example,by using exoskeletons in a warehouse,people with less physical strength than the average man can now lift heavy objects with relative ease,broadening the pool of potential candidates for that warehouse role.Similarly,robotics that automate operations within a distribution

220、hub can easily be supervised by differently abled people to ensure workflows run smoothly.The talent pool expands exponentially when a company commits to DEIB all can be included and all should belong and technology-enabled innovations inspire positive change across the organization,encouraging more

221、 people to apply for work in logistics and the supply chain.Source:TBC(XXXX)of organizations believe unconscious bias inhibits diversity in the workplace,particularly during recruitment processes or career advancement conversations.of organizations say there is still not enough support from company

222、leadership to expand staff diversity.of employees and employment seekers say they would not apply to a company that lacks employee diversity.41%26%32%20172022increase with title of Director of Diversityincrease with title of Chief Diversity Officerincrease worldwide in all diversity and inclusion ro

223、les between 2017 and 202275%68%71%Source:Glassdoor The number of people globally with the title Head of Diversity more than doubled(107%growth)between 2017 and 2022.ContentsContact usRadarRadarPage 35/152DHL ResourcesOutlookDiversity,equity,inclusion,and belonging go far beyond HR concepts.When succ

224、essfully embedded in the organizations core values,they leverage the collective backgrounds and experiences of everyone in the organization and this inspires new ways of thinking and sparks fresh ideas.When DEIB is at forefront of a job applicants mind and is a priority item on a business agenda,thi

225、s is pivotal to the companys future success.This trend should be ACTIVELY monitored,with imminent developments and applications.Related TrendsSources Academy To Innovation HR(2022):Diversity,Equity,Inclusion and Belonging(DEIB):A 2022 Overview.Forbes(2021):14 important benefits of a more diverse lea

226、dership team.McKinsey&Company(2022):Expand diversity among your suppliers-and add value to your organization.ManpowerGroup(2022):Top challenges to implementing workplace diversity and how to overcome them.Glassdoor(2022):40+stats for companies to keep in mind for 2021.Environmental Stewardship Remot

227、e Work&Teleoperation Supply Chain DiversificationExoskeletons Some company leaders do not fully support team diversification;they may consider other issues have higher priority and may be uncomfortable about changing the status quo.A key challenge in achieving workforce diversity is failure to attra

228、ct a diverse range of talent,a surprising fact since potential employees say DEIB is so important when selecting which company to work for.In order to facilitate change and drive DEIB,organizations need to address underlying unconscious bias and enable open dialog during recruitment and career advan

229、cement conversations.When it comes to human behavioral habits and subconscious responses,change management needs more time.ChallengesDHL-DPDHL brings together people from a wide range of societies and cultural backgroundsHow DHL Express is leveraging the power of D&I to drive the business forwardDHL

230、-DPDHL Group receives awards for diversity,inclusion and equal opportunityContentsContact usRadarRadarPage 36/152ENVIRONMENTAL STEWARDSHIP The trend of Environmental Stewardship refers to major behavioral changes at collective and individual levels across industries,governments,and societies to mini

231、mize environmental degradation and maximize protection.Conscious individual choices and changed daily habits,paired with environmental targets and certified programs,demonstrate the shift towards sustainable living choices and methods of working.After almost a century,the momentum of environmental s

232、tewardship has reached a tipping point.Public and private attitudes are shifting against further climate change,habitat destruction,and biodiversity loss.Individuals as consumers and investors expect sustainable options for products and services(conscious consumerism),and individuals as workers want

233、 employers to demonstrate environmental stewardship.Together,this has pressured businesses and governments to reduce emissions and waste.At the center of this,connecting and contributing these areas of activity,are supply chains which produce about 60%of the worlds total carbon emissions and generat

234、e about 50%of the worlds plastic waste from the process of manufacturing to consumption.Given this central position in the Environmental Stewardship trend,the logistics industry is under pressure to reform operations and transform processes to meet new levels of expectation.But as many logistics pro

235、viders are only just beginning to embrace environmental stewardship,this trend is likely to impact in a few years time and occur in progressive stages,not all at once,slightly buffering the industry from dramatic changes by this trend.Trend OverviewTrend Clusters:Impact:Realization:Packaging&Contain

236、ersFocus Areas:Environmental SustainabilitySectors:Auto-MobilityEngineering&ManufacturingEnergyLife Sciences&HealthcareTechnologyE-Retail&Fashion5-10 YearsMODERATEContentsContact usRadarRadarPage 37/152Green Laws&RegulationsIn politics,increased awareness around climate change has spurred urgency am

237、ong general populations and policy makers.Although government environmental protection measures may increase the cost of living,citizens are more supportive than ever before.Logistics companies should anticipate new regulations and prepare for compliance while also recognizing this as an opportunity

238、 for first-mover advantage.Some regulations,like the EUs upcoming Sustainable Finance Disclosure Regulation(SFDR)and the UKs Green Claims Code,push for transparency in carbon emissions and other environmental metrics that many logistics players currently lack,despite heavy customer demand.Other piec

239、es of legislation incentivize electrification,with some countries even banning the sale of new gas and diesel cars within the next decade commercial trucks are likely to be next.Meanwhile,singular policies can affect whole supply chains,like Californias new law to phase out single-use plastics and C

240、hinas ban on importing all solid wastes in 2021,prompting new ecosystems of buyers and sellers.By foreseeing the implementation of these laws and their gradual spread from region to region,logistics organizations can gain competitive edge and benefit from early compliance.Relevance to the Future of

241、LogisticsAttracting&Retaining TalentWith the growing labor shortage,it is imperative for the logistics industry to do what it can to attract and retain talent.While there are many levers and areas for improvement,logistics organizations should recognize environmental stewardship is becoming a valued

242、 magnet for talent.Recent studies have shown that younger workers are almost 3 times more likely to leave their jobs within 2 years if they are not satisfied with their employers commitment to sustainability,and are equally more likely to stay beyond 5 years if they are satisfied.Many employees are

243、also aware of greenwashing(the act of spending more resources on marketing sustainability credentials than on minimizing environmental impact)and are more wary and suspicious of employer claims than ever before.To be in line with these new employee expectations,logistics organizations should take cl

244、ear positions on environmental topics and provide employees with directional agendas,programs,and training that work towards goals.By sincerely pursuing environmental stewardship,logistics organizations can better attract and retain talent and stay more relevant in a more sustainable world.Rise of B

245、uy LocalThere has been a gradual shift in B2B and B2C customer behavior to supporting local producers and suppliers,service providers,and business owners instead of purchasing good from overseas.This buy local movement is propelled by various needs,primarily reducing the carbon footprint in supply c

246、hains and also encouraging local entrepreneurship and diverse community economies for better resilience in the face of challenging global events.Regardless of the motive,the logistics industry will need to adjust to accommodate the growing localization of supply chains.Global connections will still

247、be essential not all raw materials and products can be harvested or manufactured in a cost-competitive way in every region of the world but to remain relevant,logistics organizations may need to focus more energy in or shift attention to developing local ecosystems.This includes cultivating,partneri

248、ng with,and acquiring local logistics services,as well as better understanding the supply chain needs and routines of smaller local businesses and communities.By doing this,logistics players can provide quality logistics services to buy local participants while also reaping the potential environment

249、al and resilience benefits of the buy local movement.Environmentally Conscious CustomersLogistics players are feeling unprecedented pressure of meeting customers environmental stewardship expectations,with many in the logistics industry beginning to commit to zero-waste pledges,new electric fleets,a

250、nd more to remain competitive.From a B2B customer perspective,logistics providers are crucial in helping drive corporate sustainability agendas,as about 90%of product emissions derive from supply chains.Today,B2B customers frequently ask about carbon footprint accounting procedures and carbon-neutra

251、l operations and transportation modes.Sustainable services are becoming the expectation and not the exception for their end customers,with 85%of consumers shifting purchase behavior in the last 5 years towards more sustainable options.Packaging and last-mile delivery are aspects of the supply chain

252、most visible to B2C customers,and both are scrutinized heavily for environmental friendliness by end users.Logistics providers whose services meet the sustainable stewardship standards of companies and individuals will see business opportunities grow,while those who do not will become less competiti

253、ve.ContentsContact usRadarRadarPage 38/152Related TrendsDHL ResourcesOutlookThe trend of Environmental Stewardship will be a continuous undercurrent to supply chain development globally.As the logistics industry is challenged to meet the extensive sustainability demands of governments,customers,inve

254、stors,and workers,it is in a unique position to drive and enable change.By embracing a leadership role in this,logistics organizations can facilitate a transformation to more sustainable,efficient,cost-effective,and resilient supply chains.This trend should be MODERATELY monitored,with some use case

255、s applicable today.SourcesAccenture(2022):How sustainable supply chains can unlock net zero emissions.Harvard Business Review(2022):Digital ecosystems:a data-driven approach to decarbonizing supply chains.Business Wire(2021):Recent study reveals more than a third of global consumers are willing to p

256、ay more for sustainability as demand grows for environmentally-friendly alternatives.Deloitte(2022):Striving for balance,advocating for change:the Deloitte Global 2022 Gen Z&Millennial Survey.Logistics organizations wanting to become perfect environmental stewards may lack the necessary technologies

257、;these may not yet be scalable or may not even exist for every aspect and segment of the supply chain.The ramifications of policies and regulations can be hard to predict,turning bets on technologies and new markets into potential financial risk.The overhaul required to meet all customer sustainabil

258、ity demands may be too expensive or disruptive for the logistics organization,forcing small-step implementations at a speed and magnitude that fails to match customer expectations.ChallengesNot satisfied at allVery satisfiedn Leave within 2 years n Stay beyond 5 years17%51%48%17%Diversity,Equity,Inc

259、lusion,BelongingAlternative Energy SolutionsBio-Based MaterialsCircularityDHL-Clean operations for climate protectionDHL-A selection of our green logistics solutionsDHL-DPDHL Group invests EUR 7 billion in climate-neutral logistics until 2030Source:Deloitte Millennials satisfaction with their organi

260、zations commitment to sustainability can have a great impact on an organizations retention of talent.ContentsContact usRadarRadarPage 39/152EVERYTHING AS A SERVICE The trend of Everything as a Service,otherwise known as XaaS or Servitization,is the shift away from buying and selling products towards

261、 the vending of services to achieve an outcome.In this economic model,instead of committing to a one-off purchase of a product,the customer would consistently pay on a per-unit basis,like the amount of time utilized,the number of products produced,or the number of tasks fulfilled,for results that me

262、ets their needs.XaaS business models bring a new way of doing business to B2B relationships.For instance in the medical field,we here at DHL see change in how hospitals acquire medical capabilities.While in the past CT scanning equipment had to be purchased,now many hospitals buy the service of that

263、 equipment and only pay per CT scan.Altering the patterns of consumer behavior and the way customers engage with products,individuals and companies alike can opt to pay for equipment usage for a specified period of time or output,and not pay when equipment sits idle or broken.For example,rather than

264、 buying air-conditioning(AC)units,XaaS allows the user to pay for the number of cooled hours.As such,companies with XaaS business models must consider the life cycle of their product offerings,as well as any required maintenance and logistics services.Technology providers now offer robotics,drones,w

265、arehouse management systems(WMSs),and more to the logistics industry as a service.This enables logistics professionals to redirect their focus from acquiring hardware and software to meeting demand and reaching strategic customer engagement goals.While the foreseen impact is not very strong on logis

266、tics and the supply chain,this trend will greatly impact end users.Companies can keep customer experience at the core of their business by choosing everything as a service,building resilience to external disruption and its potential damage to their business.Shifting existing product-based traditiona

267、l business models to everything-as-a-service models is already well underway,however full transition will require further developments foreseen in the next 6 years.Only then will this become a new norm for business operations.Still being in early stages of wider adoption,this business model requires

268、 specialized IT skillsets that are still scarce,as well as strong IT infrastructures for billing processes to flow seamlessly.Trend OverviewTrend Clusters:Impact:Realization:Internet of ThingsFocus Areas:Customer ExperienceEnvironmental SustainabilitySectors:Auto-MobilityEngineering&ManufacturingTec

269、hnology5-10 YearsMILDContentsContact usRadarRadarPage 40/152Co-Located&Distributed Service Logistics FacilitiesAs product ownership and responsibility for uptime remains with the XaaS service provider rather than with the user,the response time for necessary predictive maintenance is a key different

270、iator.One solution to faster response times is co-located and distributed service logistics facilities.Co-located and distributed facilities and spare parts networks,including inventory positioning,must be a strategic building block in support of the business.As such,logistics plays a vital role in

271、this new equation as the seamless supply and delivery of parts is critical to maintaining asset or fleet performance when provided as a service.The need for co-located inventory may be reduced,however,by onsite on-demand 3D printing and there may be no need for a technician to visit if they can inst

272、ead use augmented reality(AR)to provide remote repair and maintenance support.Relevance to the Future of LogisticsService Billing Models&ToolsAs companies transition from selling products to providing them as a service,new service billing models and tools are required.Rather than managing inventory

273、to record the products that have been sold,companies moving to XaaS must enable more complex usage-based invoicing.This is achieved with accounting tallies across multiple users on predetermined bases(per hour,per kilowatt,per kilometer,per use,per pick,etc).Smart contracts using blockchain technolo

274、gy can automate complicated processes in a transparent way,performing steps when pre-agreed conditions are fulfilled.Logistics Services DiversificationCompanies are broadening the lens of business potential to things that can be obtained as a service,and the providers of these services may choose to

275、 outsource operational processes to logistics organizations introducing a new level of diversification.For example,companies may opt to use construction machinery as a service for a certain period of time with the aim of lowering costs and cutting capital outlay.This will require a logistics company

276、 to deliver the machinery to the customers site and bring it back.Multiple assets may be required,which explains the growth of solutions like the Wacker Neuson OnSite Box,which includes a variety of tools and equipment needed during construction.The user accesses the mobile container using a chip.On

277、ce the selected item has been removed from this container,the rental period starts and it terminates when the equipment in returned to the container.The customer is charged only for usage time.In this type of use case,the logistics provider supports the rental equipment company by mobilizing deliver

278、y of its solution.XaaSSource:Acefone XaaS business models redefine asset management across industries and provide a more flexible customer experience.ContentsContact usRadarRadarPage 41/152DHL ResourcesOutlookThe Covid-19 pandemic accelerated digitalization across all industries,particularly in logi

279、stics and the supply chain as demand for goods increased to record breaking highs.In this context,the global XaaS market expanded from 436.82 billion USD in 2021 to 545.35 billion USD in 2022,with a growth projection of 2,378.07 billion USD by 2029 based on a 2022-2029 CAGR of 23.4%.3 This imminent

280、market development means business models are changing B2C and B2B relationships from product-centric to user-centric,altering business interactions globally.This trend should be MODERATELY monitored,with some use cases applicable today.Related TrendsSources Treffpunkt(2019):Wacker Neuson OnSite Box:

281、mehr Flexibilitt auf der Baustelle.Deloitte(2021):Deloitte Survey:Accelerated by Pandemic,Cloud and Everything-as-a-Service(XaaS)Solutions Continue to Transform Enterprise IT.Fortune Business Insights(2022):Deloitte Survey:Accelerated by Pandemic,Cloud and Everything-as-a-Service(XaaS)Solutions Cont

282、inue to Transform Enterprise IT.Acefone(2021):XaaS:The Anything and Everything As a Service Era Is Here.Omnichannel 3D PrintingExtended RealityBlockchains To integrate,deploy,and manage an XaaS platform in what is still an emerging field requires adequate yet scarce IT skills;development will theref

283、ore come with initial high costs.Companies using XaaS seek partnerships with XaaS suppliers supportive of their business challenges,goals,and data security needs yet only 4 in 10 report being“extremely satisfied”with their suppliers performance reliability,IT integration,and utilization optimization

284、.XaaS increases the complexity of the billing model and therefore requires a strong IT infrastructure to ensure resilience.For the XaaS supplier,data analytics capabilities are crucial to business success,providing insights into customer behavior patterns as well as asset maintenance and inventory m

285、anagement.ChallengesThe power of XaaS in manufacturing:New business models boost productivity and generate recurring revenuesDHL-White Paper:The Future of Services Supply ChainContentsContact usRadarRadarPage 42/152MASS PERSONALIZATION The trend of Mass Personalization refers to the creation of high

286、ly personalized commercial experiences for individual customers that are designed to be applied on a mass scale.This trend utilizes advanced analytics of customer data,from geographic region to past customized purchases,to detect patterns at both the individual level and collective level and offer b

287、espoke products and services.Personalization differs from customization,which is when customers can choose from a set of attributes or amenities,like the color of their next sneakers or their seat position on a flight.Rather,personalization is when organizations proactively tailor the customer exper

288、ience based on individual user data and aggregated data such as demographic categories and past customization choices,in attempts to make the user feel more special and valued.This personalization is already apparent in some e-commerce realms,like movie streaming services recommending certain films

289、after analyzing ones selection history and fashion marketplaces suggesting styles based on ones age and gender.As 71%of online shoppers expect companies to deliver personalized interactions,there is a growing need for businesses to incorporate artificial intelligence(AI)and big data analytics to hel

290、p seek patterns and fine tune these personalized journeys on a mass scale,especially as a companys consumer base grows to thousands and millions of interactions.The logistics industry is by no means immune to this B2C consumer expectation,and supply chain leaders are already looking into how their o

291、rganizations can better utilize data to improve the customer experience.Also,logistics players are the enablers of their B2B customers personalization strategies and must anticipate the shifting agendas of these customers to ensure high quality service and cost-efficient offerings.The trend of Mass

292、Personalization has a relatively low impact on the logistics industry.While particularly relevant for B2C logistics engagement,the trend has so far only seen limited application in B2B logistics relationships.Supply chains should be capable of adapting to handle more customized products,and overall

293、operational changes for the logistics provider are not anticipated to be disruptive.However,offering the right logistics services to companies with more complex product portfolios will be crucial to stay relevant for certain customers.The trend of Mass Personalization has a realization of about 5 ye

294、ars significant progress is being made in improving personalization algorithms and further tailoring customer experiences,but it will take time for the logistics industry to adopt this trend and train these algorithms.Trend OverviewTrend Clusters:Artificial IntelligenceImpact:Realization:5 YEARSFocu

295、s Areas:Customer ExperienceAutomation&EfficiencySectors:Life Sciences&HealthcareE-Retail&FashionMILDContentsContact usRadarRadarPage 43/152Tailored Logistics ServicesLogistics providers themselves can be adopters of mass personalization strategies for their own B2B and B2C customers to stay competit

296、ive and earn revenue.In ways,many logistics leaders already do this on a rudimentary level for B2B relationships,offering specific services to companies based on their industry and the products being handled.To quickly illustrate,logistics providers offer specific services to B2B customers in the fa

297、shion industry that are very different to those offered to,say,manufacturers of space satellites.That said,the future of mass personalization will include fine tuning to enable more diverse offerings to B2B customers based on more granular differentiators such as business size,location,agenda,and mo

298、re.On the B2C end,there is a lot more opportunity for logistics organizations to offer personalization,given the greater data pool and varied preferences.Many logistics organizations already have websites where consumers can customize their shipments,like choosing delivery dates and types of packagi

299、ng.However,logistics organizations can use more data and undertake deeper analysis to proactively create a more tailored customer experience.For instance,if a customer has a history of selecting greener options like recycled packaging,the logistics provider can also recommend other environmentally f

300、riendly options like carbon-neutral shipping and delivery by cargo bikes before the customer reaches the payment stage.Additionally,an organization can analyze its supply chain data to evaluate regions based on the incidence of damaged packaging and theft.If a customer selects a shipment destination

301、 in a higher-risk region,the logistics provider could recommend safeguard services like tailored insurance plans and smart locks to this customer.Overall,logistics providers can achieve competitive differentiation by providing more personalized services to B2B and B2C customers.By tailoring offering

302、s based on each customers needs and preferences,players in the logistics industry can increase customer retention while possibly also increasing revenue from value-added services.Relevance to the Future of LogisticsEnabling B2B Customer AgendasMany manufacturers and retailers are exploring and imple

303、menting mass personalization techniques to enhance the customer journey in different channels.Logistics organizations will be expected to collaboratively support these agendas,providing a newer,wider range of offerings to B2B customers.For some logistics providers,this may mean holding an inventory

304、of more products for quick fulfillment.To illustrate,personalized vitamin subscriptions in which dozens of vitamins and supplements are combined in pre-dosed packets and delivered monthly or even daily to customers based on their health needs are becoming popular and are offered by nutritional suppl

305、ement giants GNC and Nature Made and startups like Perelel,Persona,and Ritual.Unlike typical purchases,when products may come from different fulfillment centers and be delivered individually,these subscription service purchases require the logistics organization has the right stock available in larg

306、er volumes at a single fulfillment center.Furthermore,logistics companies may feel increased pressure from B2B customers to offer more sustainable and quicker delivery services.As younger consumers show higher willingness to pay more for sustainable goods,e-commerce retailers are actively seeking gr

307、eener packaging and delivery mode alternatives to include these as personalized recommendations to customers.We here at DHL predict retailers will offer more delivery options to customers based on their needs and demographic data,as many digital marketplaces already do.This can be in the form of dif

308、ferent delivery times,from free 5-day shipping to premium same-day shipping,as well as the ability to drop the shipment off at a neighbors address or a nearby parcel locker.We recognize that,in order to provide these offerings,retailers will be pressuring logistics partners to develop such services;

309、if the partner cannot do this,the retailer will turn to other logistics companies that can meet these requests.Overall,to stay competitive,logistics organizations will need to expand service capabilities,from enabling more efficient and flexible inventory space to ensuring greener varieties of deliv

310、ery options.Repeat purchases for 49%of consumers.Consumers spend up to 80%more.Source:Twilio Segment Personalized shopping experiences can make significant impacts on consumer behavior.ContentsContact usRadarRadarPage 44/152DHL ResourcesOutlookThe trend of Mass Personalization will continue to progr

311、ess as the customer expectation and demand for tailored experiences grows.Logistics organizations can be the enablers of their B2B and B2C customers mass personalization strategies but need to adapt service offerings to these customers in order to also fulfill demand for customized logistics service

312、s including capabilities in AI and big data analytics.This trend should be ACTIVELY monitored,with imminent developments and applications.DHL-Welcome to the world of hyper-personalizationDHL-Personalization in B2B E-commerce:Top tips to boost your conversionsRelated TrendsSources McKinsey&Company(20

313、21):The value of getting personalization rightor wrongis multiplying.Harvard Business Review(2022):Customer experience in the age of AI.Deloitte(2021):A call for accountability and action:the Deloitte global 2021 Millennial and Gen Z survey.Everything As A Service 3D Printing Big Data AnalyticsInter

314、active AI Realizing a mass personalization approach requires comprehensive knowledge of customer preferences and a deep understanding of data analytics.Reacting to changing customer preferences necessitates flexible production lines and supply chains in order to fulfill customer needs on time.Logist

315、ics companies must be able to maintain the same cost-to-serve level for individualized goods and even partially customized goods as for standard products.Data collection and analysis is not enough for mass personalization;logistics organizations must also have varied offerings to suggest and recomme

316、nd to customers to make their experience feel tailored and unique.ChallengesContentsContact usRadarRadarPage 45/152METAVERSESThe trend of Metaverses encompasses virtual worlds that exist in parallel with physical reality in which users adopt avatars to experience and live their digital lives.Metaver

317、ses are 3D models of the internet where users can explore,gain knowledge,enjoy entertainment,interact with each other,and buy,sell,and consume assets and services.First realized in online video games in the early 2000s,the metaverse concept has been positioned as the next stage of social connection

318、and engagement after the internet.The metaverse differs from virtual reality(VR)in that VR primarily occurs in contained digital environments usually for targeted functionalities like employee training and is experienced only via VR headsets.In contrast,a metaverse is typically built on VR technolog

319、y but consists of open,shared,and immersive worlds connected to the wider online ecosystem and it can be accessed with or without a VR headset.Furthermore,mimicking the physical world,metaverses have intricate economies.One major activity in many,but not all,metaverse economies is the trade and sale

320、 of blockchain-supported non-fungible tokens(NFTs).On the front end,NFTs can take many forms,like digital artwork and representations of real-world objects such as clothes and cars;on the back end,they are digital non-interchangeable receipts that act as proofs of ownership of digital or physical as

321、sets.Together,with major brands jumping on board,including Sothebys and Christies auction houses,virtual and physical global metaverse market was valued at 41 billion USD in 2021 and is expected to quadruple to 1.6 trillion USD by 2030.The trend of Metaverses is relatively distant in terms of realiz

322、ation and low in impact for the logistics industry.While metaverses currently exist,it is almost like the beginnings of the internet in the 1990s many corporate leaders in logistics and other industries are unsure how metaverses will impact core business.However,here at DHL,we believe that within 10

323、 years,the trends relevance to logistics and the supply chain will become better understood;the impact of this trend will clarify as metaverses develop further.Trend OverviewTrend Clusters:Impact:Realization:Focus Areas:Customer ExperienceSectors:Auto-MobilityTechnologyE-Retail&Fashion5-10 YearsLOWN

324、oneContentsContact usRadarRadarPage 46/152New Customer ChannelsMetaverses are becoming another legitimate channel for retailers and other organizations to drive more customer engagement and business.The Roblox platform,for example,has 54.7 million active daily users,while Fortnite has 24 million.As

325、more people begin to spend time and money in metaverses,the localized economies of selling and trading virtual products and NFTs of both digital and physical assets is also anticipated to grow,and businesses are looking to see how they can take part.In 2021,Gucci successfully sold a wide range of di

326、gital goods,from virtual sneakers to a 5-minute video,as part of its first virtual product line.Meanwhile,Nike is seemingly committing to a virtual future,filing metaverse-related patents,acquiring startups focusing on virtual fashion,launching a Nikeland metaverse showroom,and starting its own stud

327、io to design virtual products.Other virtual commodities being sold in metaverses include furniture,cars,events,and real estate,the last of which is expected to reach 1 billion USD in sales in 2022 and increase 31%annually through 2028.For logistics organizations,the implications are not so clear.Whi

328、le some NFTs will be of physical assets that can be shipped to a new owner,most transactions will be of digital assets that do not require delivery services as they are imported directly into a users digital wallet.However,logistics companies can use metaverses to open virtual stores and showrooms t

329、o display products and advertise services.Customers in metaverses may be able to purchase NFTs like stamps and packaging and exchange NFTs for products in the real world,having them automatically delivered to an address.Relevance to the Future of LogisticsSupply Chain SimulationsIt can be difficult

330、and costly for supply chain managers and planners to test out changes and explore new ideas that may disrupt their current operations.Metaverses provide an opportunity to assess proposals without reconfiguring the physical world.While no commercially available metaverse currently supports this,it is

331、 speculated that metaverses will act as environments to house and experiment with digital twins exact virtual replicas of physical world assets and systems.Data from sensors measuring characteristics of the physical object will help duplicate a virtual one in the metaverse in real time.For logistics

332、 leaders,these digital twins could be everything from a single conveyor belt system or a whole facility to an entire supply chain or network.Users would be able to enter the metaverse and interact with the digital twin,running different scenarios to evaluate the best solution,whether this is rearran

333、ging a facility floor or adding another distribution center to a network.In this way,metaverses provide a space for logistics managers and planners to visualize,plan,and collaborate on upcoming changes without compromising real-world operations.Warehousing Services for CollectiblesAs metaverses grow,so too will their economies and the exchanging and purchasing of NFTs.Not every NFT will represent