The last-mile market - France (2024)

1.2 Global market

The global last-mile delivery market was valued at $***.* billion in **** and is expected to reach around $*** billion by ****, growing at a compound annual growth rate of **% during the forecast period from **** to ****.

Last-mile market sales trends World, **** - ****, in billions of dollars Source: ****

The graph below shows the breakdown of the transport market for last-mile deliveries by region in ****. North America dominates, accounting for **.**% of the total share, thanks to its well-developed transport infrastructure, including road networks, highways, airports and distribution centers that facilitate efficient delivery operations. The presence of modern logistics centers enables logistics providers to streamline delivery processes and meet customer expectations for speed and cost-effectiveness.

Europe follows with **.**% market share, while Asia-Pacific stands at **.**%. Although Asia-Pacific will have a smaller market share in ****, it is growing rapidly. Increased urbanization in this region, combined with a growing urban population and expanding middle class, is driving demand for last-mile delivery services, particularly in large cities where convenience is valued.

Regional market share in the global last-mile market World, ****, in Source: ****

In ****, the two-wheeler segment dominated the transport market for last-mile deliveries. Two-wheelers, such as motorcycles, scooters and bicycles, offer superior agility and maneuverability compared to larger vehicles such as cars ...

1.3 Domestic market

Between **** and ****, the last-mile transport market in France will see sustained growth in sales. In ****, this sector accounted for *.* billion euros, a figure that has risen to *.* billion euros by ****. The momentum continues, with a forecast of *.* billion euros by ****. This growth reflects growing demand for delivery services, fueled by the development of e-commerce and consumers' new expectations in terms of delivery speed and flexibility.

Sales growth in the last-mile transport market France, **** - ****, in billions of euros Source: ****

The graph below shows the perceived impact of last-mile delivery on retailers' objectives. The majority of respondents (***) consider this impact to be positive. On the other hand, **% consider it negative. A further **% consider last-mile delivery to have no impact, or don't know. These data indicate a positive trend in the role of the last mile in retailer performance.

The impact of last-mile delivery on achieving corporate objectives France, ****, in Source: ****

1.4 The evolution of e-commerce in France

E-commerce sales showed positive growth in ****. Sales reached ***.* billion euros, an increase of **.*% in one year. Similarly, the number of transactions carried out over the Internet rose by *.*% to *.** billion.

Evolution of e-commerce sales France, ****, in billions of euros Source: ****

Number of online transactions France, **** - ****, in billions of transactions Source: ****

2.1 The French and delivery

In February ****, **% of French people used delivery services for their personal purchases, but mostly on an occasional basis. The majority use these services "sometimes" (***).

Interestingly, among those who use delivery, **% use a single service for all their purchases, while **% prefer to use each store's own delivery service.

Use of delivery France, ****, in Source: ****

Type of delivery service used by the French France, ****, in Source: ****

Among the French, **% say they might consider doing without delivery services for good, while **% feel dependent on this service in their daily lives.

The importance of delivery France, ****, in Source: ****

In ****, delivery services in France are used first and foremost because **% of French people feel there is more choice and products on offer. **% of French people, including **% of CSP-, use them because they find "it's financially interesting". Finally, **% use delivery services because they live far from shops (***).

Reasons for using delivery services France, ****, in Source: ****

The use of delivery for food shopping remains limited, while it is much more widespread for clothing, footwear and sporting goods, with **% of French people using delivery for this type of purchase. Cultural products and household equipment come second and third. it should be noted that one in three delivery users uses ...

2.2 The French experience of delivery

French people have different experiences of the delivery service. Indeed, **% say that delivery is a moment they look forward to, while **% say they are stressed by missing their delivery or the deliveryman's call. This stress is quite justified, as more than half of French people (***) have already had a problem with delivery, and **% have had a problem with the parcel. In fact, **% claim that their parcel ended up in a relay point because the deliveryman declared them absent when they were actually at home, and **% have already received a damaged parcel or one with broken contents.

Emotions aroused by a delivery France, ****, in Source: ****

French people's worst delivery failures France, ****, in Source: ****

2.3 French expectations of delivery services

When choosing delivery services, the French look first at price (***). These two criteria are widely favored. Next comes product care, with only **% of French people choosing this service. However,**% of users of these services would like delivery charges to be lower, and **% would like packaging to be more environmentally friendly.

Criteria for selecting a delivery service France, ****, in Source: ****

Ideas for improving current delivery services France, ****, in % Source: ****

2.4 Co-transport

In ****, when asked who they would trust more to deliver their parcels/orders, **% naturally chose a professional delivery service, while **% said they would trust a private individual like their neighbor more.

Trust in delivery service providers France, ****, in Source: ****

In a survey conducted by BVA Xsight, **% of survey participants (***) said they knew what cotransport or collaborative delivery was, and **% said they could potentially use such a service.

Spontaneous knowledge of cotransport France, ****, in Source: ****

Demonstrated interest in collaborative delivery France, ****, in Source: ****

According to the French, the primary beneficiary of a scheme like collaborative delivery would be the environment, thanks to reduced transport (***). Last but not least, **% believe that the scheme would strengthen relationships within their neighborhoods.

Co-transport beneficiaries according to the French France, ****, in Source: ****

The majority of French people would be open to the idea of becoming a cotransporter. In fact, **% would accept to be a cotransporter without hesitation, and **% would become one under certain conditions (***)

Propensity to become a co-transporter France, ****, in Source: ****

3.1 The value chain

The last-mile value chain is as follows:

Order management: Order management is the first stage in the last-mile logistics process. It includes receiving and processing orders from a variety of sources, such as online retailers and supermarkets. Once the orders have been registered, delivery planning becomes essential, integrating route optimization and time slot management to guarantee fast, efficient service.

Order sorting and picking:order sorting and preparation involves organizing and grouping parcels according to destination and delivery priority. This step speeds up distribution by structuring deliveries in a logical way. In some cases, specific packaging is required, particularly for perishable products, which require adapted packaging to maintain their quality during transport.

Transport and delivery: This is the final stage, and relies on fleet management optimized for urban environments. This fleet includes bicycles, electric scooters and vans, chosen according to the specificities of delivery zones and ecological constraints. Optimized routes reduce costs and lead times, while real-time tracking ensures that customers can follow the progress of their orders, increasing transparency and satisfaction.

3.2 Resources allocated to last-mile delivery

In ****, **% of companies will use fewer than ** carriers for their last-mile deliveries, with a predominance of those using fewer than ** (***) have their own fleet of vehicles for certain deliveries.

The number of carriers used by companies for last-mile deliveries France, ****, in Source: ****

Do you have your own fleet for certain deliveries? France, ****, in Source: ****

3.3 The challenges of the last-mile market

The chart below shows the main challenges associated with last-mile delivery, as perceived by companies for the year ****. The most cited challenge is optimizing delivery costs, mentioned by **% of respondents, with an increase of * points on the previous year. Customer satisfaction came second with **%, followed by choosing the right transport partners (***) and the environmental impact of deliveries, a lower priority at **%.

Last-mile delivery challenges France, ****, in Source: ****

4.1 The cost of the last mile

The cost of the last mile is the total expenditure incurred during the final phase of the delivery process, often referred to as the "last mile". This is the most expensive stage of the supply chain, accounting for between **% and **% of the total cost of a delivery, according to industry experts. This cost is influenced by two interconnected dimensions:

Geographical space: the dispersion of delivery points. Time: the need to meet tight deadlines.

To make fast deliveries, even in remote areas, logistics companies have to adapt and organize themselves accordingly.

On the equipment side, delivery requires a fleet of appropriate vehicles, generally consisting of vans and pick-ups, to transport goods from the warehouse to the final delivery point. In addition to purchasing these vehicles, the company must also provide for their maintenance and offer specialized training to drivers.

Another major factor increasing the cost of the last mile is the need for flexibility and speed in deliveries. To meet consumer expectations regarding delivery times and the diversity of delivery points, logisticians need to mobilize a large workforce. Organizing routes, particularly in densely populated and traffic-restricted areas, requires the use of digital tools, such as specific software, as well as the hiring ...

4.2 Optimizing the customer experience

Delivery companies are constantly working to diversify the delivery options they offer their customers. Home or workplace delivery is the most widespread, with **% of companies offering it. This is followed by relay point delivery (***) complete the list. These figures indicate a strong interest in fast, flexible delivery solutions.

Delivery options offered by companies France, ****, in Source: ****

The first area to come to the fore is the choice of timed delivery, which continues to occupy first place, while continuing to rise since ****, according to the **** barometer, confirming its role as an underlying trend on which retailers have been working for several years. This year, deferred delivery makes remarkable progress, up ** points. A new aspect also enters the ranking, directly reaching fourth position: the use of a locker network.

Areas where companies plan to work to improve the customer experience France, ****, in Source: ****

4.3 Environmental impact

By ****, **% of companies were measuring the carbon impact of their last-mile deliveries, and **% felt they had made progress in reducing it compared with the previous year, an increase of ** points on ****. To continue this upward trend, companies are planning to use, first and foremost, the management of grouped deliveries, but also delivery from the point of sale, as well as the use of technologies optimizing vehicle filling and the use of electric vehicles.

Does your company measure the carbon impact of its last-mile deliveries? France, ****, in % Source: ****

Progress in reducing the environmental impact of last-mile deliveries compared with the previous year France, ****, in Source: ****

Solutions companies have used / plan to use to reduce the environmental impact of their deliveries France, ****, in % Source: ****

4.4 Delivery and technology

According to the **** last-mile delivery barometer, more than **% of retailers are still not using technological solutions to manage the last mile. However, **% of companies believe that delivery flows from stores and warehouses should be supported by the same technology, but **% consider that this would require potential adaptations.

Use of technological solutions for last-mile management France, ****, in Source: ****

In your opinion, should delivery flows from warehouses be managed by the same technology? France, ****, in Source: ****

4.5 Startups in the last-mile market

Here are four start-ups that stand out for their inventive approach in this field:

Bump

Bump specializes in electric mobility solutions to support the ecological transition. In response to climate challenges, this company offers turnkey charging station installation services for individuals and businesses. With a fundraising of *** million euros in September ****, Bump plans to deploy **,*** charging stations, aiming to become a major player in the reduction of CO₂ emissions in mobility.

Opopop

To limit the impact of single-use packaging from e-commerce, Opopop has developed reusable parcels. Its model is simple: when ordering online, the user can opt for a reusable parcel. Once the product has been received, the customer returns the empty package free of charge. Opopop then takes charge of cleaning and preparing the parcel for another cycle of use, thus integrating a circular approach.

Yper

Based in Roubaix, France, Yper is a key player in last-mile logistics thanks to its collaborative platform. With over ***,*** registered deliverers, Yper provides nationwide coverage, enabling it to meet the needs of a wide range of customers, from small businesses to major retailers. Drawing on a dynamic community, Yper optimizes deliveries and maintains direct interaction with customers.

Woop

Woop is a technology platform designed ...

5.1 Regulations

Seller's obligations

Delivery information: Sellers must provide clear and comprehensible information on the conditions and date of delivery before the contract is concluded. If no date is specified, delivery must take place within a maximum of ** days of the order. Responsibility for delivery : The seller is responsible for the proper execution of the order, even if delivery is made by a carrier. In the event of non-delivery or late delivery, the consumer may demand a new delivery or cancel the order. Delivery price the cost of delivery must be communicated at the time of purchase. If this information is not provided, the professional cannot demand these costs. Non-conforming products : If the delivered product is defective or non-conforming, the consumer has the right to ask for a new conforming delivery or to exercise a legal guarantee of conformity, allowing repair or replacement.

Deadlines and refunds

In the event of cancellation of an order due to late delivery, the seller must reimburse the consumer within a maximum of ** days, with possible surcharges in the event of late reimbursement.

The amounts refunded may be increased if the refund is made more than ** days after cancellation, reaching up to **% if the refund is made after ...

6.1 Player segmentation

• E.Leclerc
• Rakuten
• Cogepart
• DHL International Express France
• Écolotrans
• FedEx
• Lifelines
• Getir
• Gorillas
• Mail Boxes etc
• Ouidrop