DHL and GoodShipping establish decarbonisation programme for container shipping
DHL Global Forwarding and GoodShipping Programme have joined forced to establish an initiative to decarbonise the global container shipping industry.
The duo has signed a Memorandum of Understanding to change marine fuel mix, and collaborate in making ocean freight transports more environmentally friendly.
DHL Global Forwarding is to offer its customers the opportunity to select next generation marine biofuels rather than fossil fuels for their transports by sea.
“The partnership with the GoodShipping Programme is a unique opportunity to drive change within the ocean freight industry and to contribute to DHL’s environmental target of zero emissions by 2050,” said Kathrin Brost, Global Head Customer Intelligence & GoGreen, DHL Global Forwarding
“Our joint advanced biofuel service is designed as a supplement to our GoGreen Climate Neutral services or as an alternative, giving our customers even more opportunity to reduce their carbon footprint.”
Deutsche Post DHL Group has been exploring renewable fuels to minimise ocean freights’ impact on the environment.
Key criteria are that they are produced sustainably and do not compete for example with food production for land use.
Following strict sustainability standards, the waste-based biofuels must meet the requirements to be qualified as the cleanest biofuels currently available on the market.
Based on a like to like approach, the current container fleet can bunker and burn advanced marine biofuel without any technical modifications.
“DHL’s mission to reach zero emission logistics by 2050 made them a perfect partner for a strategic and mutually beneficial long-term cooperation. Together with DHL, we provide global access to every single cargo owner that wants to help us clean up the marine fuel mix,” said Astrid Sonneveld, Programme Director at GoodShipping.
The service is to made available to DHL customers from early 2018.
FedEx is Reshaping Last Mile with Autonomous Vehicles
FedEx is embarking on an expanded test of autonomous, driver-less delivery vehicles to develop its last-mile logistics.
The US logistics firm piloted autonomous vehicles from Nuro in April this year, and the pair will now explore that further in a multi-year partnership. Cosimo Leipold, Nuro’s head of partnerships, said the collaboration "will enable innovative, industry-first product offerings that will better everyday life and help make communities safer and greener".
FedEx will explore a variety of on-road use cases for the autonomous fleet, including multi-stop and appointment-based deliveries, going beyond more traditional applications of the technology in single-route movement of goods from A-B. Exponential growth in ecommerce is spurring its broader experimentation in new autonomy solutions, Fed-Ex says, both in-warehouse and on-road.
“FedEx was built on innovation, and it continues to be an integral part of our culture and business strategy,” said Rebecca Yeung, Vice President, Advanced Technology and Innovation, FedEx Corporation. “We are excited to collaborate with an industry leader like Nuro as we continue to explore the use of autonomous technologies within our operations.”
The changing role of couriers
Unlike structured delivery networks, operating under long-term partnerships and contracts, agility is where couriers deliver true value - and their ability to deftly solve last-mile fulfilment has most acutely been felt during the pandemic. For the billions of people around the world forced to stay at home to protect themselves and their communities from the spreading COVID-19 virus, couriers have been a constant. They may have been the only knock at the door some people experienced for weeks or months at a time.
But the last-mile has been uprooted by a boom in ecommerce, a shift that has been most apparent in the UK, US, China and Japan, according to the Global Parcel Delivery Market Insight Report 2021 by Apex Insight. These are markets with dominant economies and populations used to running their lives with a tap of a screen or double-click of a mouse.
“Getting last mile delivery right has long been a challenge for retailers,” says Kees Jacobs, Vice President, Consumer Goods and Retail at Capgemini. “In 2019, 97% of retail organisations felt their last-mile delivery models were not sustainable for full-scale implementation across all locations. Despite increasing demand from customers, companies were struggling to make the last mile profitable and efficient.”
Jacobs says that the pandemic alleviated some of these stresses in the short term. With no other option, consumers were understanding and tolerant, if not entirely happy, with longer delivery times and less transparent tracking. “But, as extremely high delivery demand continues to be normal, customers will expect brands to contract their delivery times,” he adds.
Last mile's role in ESG
Demand and volume weren’t the only things that have changed during the pandemic - businesses looked closer to home and as a result became more sustainable. Bricks and mortar stores were transformed from mini-showrooms to quasi-fulfilment centres. Online retailers and other businesses sought local solutions to ship more faster. In densely populated London, UK alone, Accenture found that delivery van emissions dropped by 17%, while Chicago, USA and Sydney, Australia saw similar emissions savings.