Last Mile Delivery Market by Type (On-demand, Scheduled), Service Type (B2B, B2C, C2C), Technology, Use Cases, Industry, Customer Type - Global Forecast 2025-2032
Description
The Last Mile Delivery Market was valued at USD 159.97 billion in 2024 and is projected to grow to USD 174.40 billion in 2025, with a CAGR of 9.52%, reaching USD 331.26 billion by 2032.
A concise orientation to how rising customer expectations, operational constraints, and technology adoption are reshaping last mile delivery across sectors
The last mile delivery landscape is undergoing a phase of rapid transformation driven by changing consumer expectations, heightened regulatory scrutiny, and accelerating technological capability. Customers now expect faster, more transparent, and more reliable deliveries across a wider set of goods, while enterprises confront rising input costs, constrained labor markets, and complex procurement decisions. These intersecting pressures are reshaping how carriers, retailers, logistics providers, and technology vendors prioritize investments and measure operational performance.
In addition, the shift in end-customer behavior toward on-demand fulfillment models and the proliferation of digital marketplaces have elevated the strategic importance of last mile capabilities within the broader supply chain. Organizations that once treated last mile as a cost center are increasingly recognizing it as a differentiator for customer retention and brand reputation. Consequently, investments are being directed toward route optimization, modular fulfillment nodes, dynamic capacity allocation, and data-driven customer communications to create seamless delivery experiences.
This summary synthesizes critical shifts, tariff-era implications, segmentation-driven implications, regional nuances, competitive dynamics, and pragmatic recommendations so decision-makers can act with clarity. It highlights where operational redesign, technology deployment, and strategic partnerships can most effectively reduce friction, protect margins, and unlock service differentiation in an environment defined by accelerating expectations and external economic headwinds.
How converging consumer expectations, automation advances, and resilience priorities are fundamentally reconfiguring last mile operations and value creation
The last mile delivery landscape is being reshaped by a set of transformative shifts that alter both how services are delivered and how value is created. One major driver is the convergence of on-demand consumer habits with enterprise expectations for predictability; this convergence is forcing providers to design systems that can flex between immediate fulfillment and scheduled, consolidated runs. Concurrently, advances in automation and vehicle autonomy are changing the calculus for labor, asset utilization, and network topology, enabling more frequent, lower-cost drop-offs in dense urban corridors while also expanding reach in lower-density markets when paired with hub-and-spoke strategies.
Another important shift is the growing emphasis on platform-based orchestration where digital marketplaces and aggregation layers coordinate capacity across multiple providers, improving utilization and offering customers choice. Sustainability and regulatory pressures are also accelerating modal shifts to lower-emission fleets, electrified vehicles, and micro-fulfillment centers, which in turn requires new capital allocation and operational skill sets. Finally, resilience-focused sourcing, including nearshoring and diversified supplier bases, is emerging as a strategic priority after recent supply chain disruptions, prompting firms to redesign inventory placement and contingency routing to preserve service continuity under stress.
The cascading operational and procurement consequences of 2025 tariff pressures on fleet procurement, sourcing strategies, and service-level economics
The tariff environment in 2025 has layered additional complexity onto last mile delivery economics and sourcing decisions, creating ripple effects that extend from procurement to customer pricing and route planning. Tariffs influence upstream costs for vehicles, spare parts, sensors, and specialized equipment, which in turn affect fleet renewal cycles and capital investment decisions. As capital-intensive assets become costlier to procure, fleet managers and procurement teams are reassessing total cost of ownership, emphasizing modular retrofits, remanufactured components, and service contracts that can mitigate near-term cash outflows.
Moreover, tariff-induced cost pressure is prompting shifts in supplier selection and inventory strategies, with firms exploring alternative sourcing geographies, local manufacturing partnerships, and increased use of aftermarket parts to preserve service levels. The operational response often includes reprioritizing preventive maintenance, extending asset lifecycles where safe and feasible, and accelerating trials of automation options that can reduce labor cost exposure. For service design, higher input costs may push carriers to optimize consolidation opportunities and refine service-level segmentation so that higher-cost fulfillment modes are reserved for premium, time-sensitive deliveries while lower-cost scheduled options serve less time-critical demand.
How distinct demand profiles, technology readiness levels, use-case constraints, and industry verticals determine differentiated last mile strategies and investment priorities
Segmentation insights reveal how heterogeneous demand and technology readiness shape competitive positioning and investment priorities across the last mile ecosystem. The distinction between on-demand and scheduled fulfillment drives core operational design: on-demand models require flexible capacity, rapid dispatching, and high-quality real-time visibility, whereas scheduled services enable route density and predictable resource allocation, which supports cost control and environmental optimization. Service-type segmentation between business-to-business, business-to-consumer, and consumer-to-consumer flows affects parcel density, delivery frequency, and liability frameworks; B2B deliveries often require larger payloads, appointment coordination, and regulatory adherence, while B2C and C2C flows emphasize convenience, tracking, and returns handling.
Technology segmentation into autonomous and non-autonomous solutions highlights phased adoption paths and hybrid operating models. Autonomous capabilities can reduce reliance on manual drivers in certain geographies and use cases, but they introduce new needs for control systems, digital twins, and safety validation. Use-case segmentation across equipment and automotive parts delivery, grocery and meal delivery, legal documents, pesticide delivery, prescription delivery, and relief supply delivery underscores the divergent regulatory, payload, handling, and timing requirements that determine the suitable delivery architecture. Industry segmentation across automotive, construction, courier and postal services, emergency services and government, food and beverages, furniture and appliances, healthcare and pharmaceutical, retail and e-commerce, and utilities and energy reveals distinct operating rhythms, compliance regimes, and service expectations that shape partnership models and technology investments. Finally, customer type segmentation between enterprises and individuals influences commercial models, contractual obligations, and customer experience design; enterprise customers demand SLAs and integration with procurement systems, while individual consumers prioritize convenience and clear communication.
Regional operational realities, regulatory environments, and urban form variations that require tailored last mile network design and localized execution strategies
Regional nuances are central to designing effective last mile strategies, as regulatory regimes, urban form, labor markets, and consumer behaviors vary significantly across the globe. In the Americas, dense urban centers coexist with vast rural regions, requiring providers to balance high-frequency urban micro-fulfillment and last-mile consolidation with longer-haul rural routing and community drop points. Policy discussions around emissions and congestion are informing investments in electrified fleets and low-emission zones, while labor availability continues to influence automation prioritization and the adoption of flexible workforce models.
Europe, Middle East & Africa presents a patchwork of regulatory frameworks and urban densities where historic city cores, cross-border trade, and diverse consumer expectations create both complexity and opportunity. Compliance with stringent safety and environmental regulations in many European markets accelerates electrification and modal shift strategies, while emerging urbanization patterns in parts of the region favor micro-fulfillment and locker networks. In Asia-Pacific, rapid urbanization, high population density in megacities, and advanced digital payment ecosystems support a proliferation of on-demand and hyper-fast delivery offerings, coupled with intense competitive pressures that drive continuous operational efficiency improvements. Across all regions, local partnerships, hub location strategy, and tailored service-level designs are essential to reconcile global playbooks with regional realities.
How asset operators, platform orchestrators, and specialized service providers are forging differentiated positions through partnerships, integration, and niche capabilities
Competitive dynamics in the last mile market are defined by the interplay of asset operators, technology providers, marketplaces, and service integrators that deliver end-to-end solutions. Leading players differentiate through proprietary routing algorithms, dense fulfillment footprints, and deep integrations with retail and enterprise platforms, while a growing cohort of specialists competes on niche capabilities such as refrigerated short-haul delivery, medical logistics, and heavy or bulky delivery handling. Partnerships and ecosystem plays are increasingly common, with logistics operators partnering with technology vendors and local carriers to extend service coverage and accelerate product-market fit for autonomous or electrified platforms.
Investment patterns reveal that companies focusing on interoperability, open APIs, and modular solution stacks are better positioned to work with enterprise customers who demand systems integration, visibility, and service-level compliance. Additionally, providers that demonstrate robust safety management systems, regulatory engagement, and pilot-to-scale pathways for new technologies tend to gain trust among enterprise and government customers when compared to purely experimental entrants. Collaboration between traditional carriers and platform-based orchestrators is reshaping competitive boundaries, as marketplace models allow smaller operators to access demand while larger orchestration layers provide optimization and customer experience capabilities.
Practical strategic moves that balance resilience, cost control, and phased automation adoption to protect margins and elevate delivery experience
Industry leaders should act decisively to balance short-term resilience with long-term differentiation by pursuing a portfolio approach to last mile capability building. First, companies must segment their service offering to align cost structures with customer willingness to pay, reserving premium, expedited modes for time-sensitive or high-value deliveries while steering less urgent flows toward scheduled consolidation. Concurrently, revising procurement strategies to include multi-sourcing, local manufacturing partnerships, and service-based contracts can reduce exposure to tariff-induced price volatility and shorten lead times for critical spares and equipment.
Second, organizations should adopt a phased approach to automation that pairs targeted pilots in controlled geographies with robust safety and regulatory engagement, enabling iterative learning without disrupting service continuity. This includes investing in integration layers, standardized APIs, and data governance to ensure interoperability across autonomous systems, telematics, and enterprise platforms. Third, operational redesign focused on hub placement, route density optimization, and predictive maintenance will improve asset utilization and lower per-delivery costs. Finally, leaders should cultivate cross-functional capabilities-combining procurement, operations, legal, and customer experience-so that technology adoption and network redesign are aligned with commercial objectives and regulatory obligations.
A mixed-methods research framework blending stakeholder interviews, operational assessments, and secondary synthesis to produce defensible and actionable insights
The research underpinning this analysis employed a mixed-methods approach combining primary stakeholder interviews, targeted operational case studies, and comprehensive secondary literature review to triangulate findings and ensure robust, actionable insights. Primary research engaged senior decision-makers across carriers, retailers, technology vendors, and regulatory bodies to capture operational realities, pain points, and implementation roadmaps. These interviews were complemented by on-site and virtual operational assessments that examined route planning practices, fleet management policies, and technology integration challenges in representative urban and peri-urban environments.
Secondary analysis synthesized publicly available regulatory documents, patent filings, technical white papers, and academic literature to map technology maturity curves, safety frameworks, and policy trends. Findings were validated through cross-checks with multiple sources and stress-tested via scenario analysis to identify plausible operational responses to tariff pressures, labor constraints, and technology adoption pathways. Limitations include variability in regional data granularity and the dynamic nature of regulatory developments; nevertheless, transparent assumptions and an emphasis on traceability ensure that the conclusions are defensible and practical for strategic decision-making.
Summative implications for strategic decision-makers emphasizing modular network design, procurement flexibility, and disciplined automation scaling
In conclusion, last mile delivery is at an inflection point where customer expectations, regulatory pressure, and technological capability converge to create both risk and opportunity. Organizations that proactively redesign service segmentation, optimize network topology, and pursue pragmatic automation pilots will be better able to protect margins, improve service reliability, and capture customer loyalty. Tariff dynamics in 2025 add urgency to procurement flexibility and local sourcing strategies, reinforcing the case for diverse supplier relationships and life-cycle cost management for fleet and equipment assets.
Regional differentiation matters: a single global playbook will not suffice. Instead, a modular operating model that combines centralized orchestration with locally tailored execution will deliver the resilience and responsiveness required across disparate regulatory and urban contexts. Finally, successful transformation depends on governance, cross-functional collaboration, and disciplined scaling of pilots into production to avoid fragmented deployments and to ensure safety, compliance, and customer trust.
Note: PDF & Excel + Online Access - 1 Year
A concise orientation to how rising customer expectations, operational constraints, and technology adoption are reshaping last mile delivery across sectors
The last mile delivery landscape is undergoing a phase of rapid transformation driven by changing consumer expectations, heightened regulatory scrutiny, and accelerating technological capability. Customers now expect faster, more transparent, and more reliable deliveries across a wider set of goods, while enterprises confront rising input costs, constrained labor markets, and complex procurement decisions. These intersecting pressures are reshaping how carriers, retailers, logistics providers, and technology vendors prioritize investments and measure operational performance.
In addition, the shift in end-customer behavior toward on-demand fulfillment models and the proliferation of digital marketplaces have elevated the strategic importance of last mile capabilities within the broader supply chain. Organizations that once treated last mile as a cost center are increasingly recognizing it as a differentiator for customer retention and brand reputation. Consequently, investments are being directed toward route optimization, modular fulfillment nodes, dynamic capacity allocation, and data-driven customer communications to create seamless delivery experiences.
This summary synthesizes critical shifts, tariff-era implications, segmentation-driven implications, regional nuances, competitive dynamics, and pragmatic recommendations so decision-makers can act with clarity. It highlights where operational redesign, technology deployment, and strategic partnerships can most effectively reduce friction, protect margins, and unlock service differentiation in an environment defined by accelerating expectations and external economic headwinds.
How converging consumer expectations, automation advances, and resilience priorities are fundamentally reconfiguring last mile operations and value creation
The last mile delivery landscape is being reshaped by a set of transformative shifts that alter both how services are delivered and how value is created. One major driver is the convergence of on-demand consumer habits with enterprise expectations for predictability; this convergence is forcing providers to design systems that can flex between immediate fulfillment and scheduled, consolidated runs. Concurrently, advances in automation and vehicle autonomy are changing the calculus for labor, asset utilization, and network topology, enabling more frequent, lower-cost drop-offs in dense urban corridors while also expanding reach in lower-density markets when paired with hub-and-spoke strategies.
Another important shift is the growing emphasis on platform-based orchestration where digital marketplaces and aggregation layers coordinate capacity across multiple providers, improving utilization and offering customers choice. Sustainability and regulatory pressures are also accelerating modal shifts to lower-emission fleets, electrified vehicles, and micro-fulfillment centers, which in turn requires new capital allocation and operational skill sets. Finally, resilience-focused sourcing, including nearshoring and diversified supplier bases, is emerging as a strategic priority after recent supply chain disruptions, prompting firms to redesign inventory placement and contingency routing to preserve service continuity under stress.
The cascading operational and procurement consequences of 2025 tariff pressures on fleet procurement, sourcing strategies, and service-level economics
The tariff environment in 2025 has layered additional complexity onto last mile delivery economics and sourcing decisions, creating ripple effects that extend from procurement to customer pricing and route planning. Tariffs influence upstream costs for vehicles, spare parts, sensors, and specialized equipment, which in turn affect fleet renewal cycles and capital investment decisions. As capital-intensive assets become costlier to procure, fleet managers and procurement teams are reassessing total cost of ownership, emphasizing modular retrofits, remanufactured components, and service contracts that can mitigate near-term cash outflows.
Moreover, tariff-induced cost pressure is prompting shifts in supplier selection and inventory strategies, with firms exploring alternative sourcing geographies, local manufacturing partnerships, and increased use of aftermarket parts to preserve service levels. The operational response often includes reprioritizing preventive maintenance, extending asset lifecycles where safe and feasible, and accelerating trials of automation options that can reduce labor cost exposure. For service design, higher input costs may push carriers to optimize consolidation opportunities and refine service-level segmentation so that higher-cost fulfillment modes are reserved for premium, time-sensitive deliveries while lower-cost scheduled options serve less time-critical demand.
How distinct demand profiles, technology readiness levels, use-case constraints, and industry verticals determine differentiated last mile strategies and investment priorities
Segmentation insights reveal how heterogeneous demand and technology readiness shape competitive positioning and investment priorities across the last mile ecosystem. The distinction between on-demand and scheduled fulfillment drives core operational design: on-demand models require flexible capacity, rapid dispatching, and high-quality real-time visibility, whereas scheduled services enable route density and predictable resource allocation, which supports cost control and environmental optimization. Service-type segmentation between business-to-business, business-to-consumer, and consumer-to-consumer flows affects parcel density, delivery frequency, and liability frameworks; B2B deliveries often require larger payloads, appointment coordination, and regulatory adherence, while B2C and C2C flows emphasize convenience, tracking, and returns handling.
Technology segmentation into autonomous and non-autonomous solutions highlights phased adoption paths and hybrid operating models. Autonomous capabilities can reduce reliance on manual drivers in certain geographies and use cases, but they introduce new needs for control systems, digital twins, and safety validation. Use-case segmentation across equipment and automotive parts delivery, grocery and meal delivery, legal documents, pesticide delivery, prescription delivery, and relief supply delivery underscores the divergent regulatory, payload, handling, and timing requirements that determine the suitable delivery architecture. Industry segmentation across automotive, construction, courier and postal services, emergency services and government, food and beverages, furniture and appliances, healthcare and pharmaceutical, retail and e-commerce, and utilities and energy reveals distinct operating rhythms, compliance regimes, and service expectations that shape partnership models and technology investments. Finally, customer type segmentation between enterprises and individuals influences commercial models, contractual obligations, and customer experience design; enterprise customers demand SLAs and integration with procurement systems, while individual consumers prioritize convenience and clear communication.
Regional operational realities, regulatory environments, and urban form variations that require tailored last mile network design and localized execution strategies
Regional nuances are central to designing effective last mile strategies, as regulatory regimes, urban form, labor markets, and consumer behaviors vary significantly across the globe. In the Americas, dense urban centers coexist with vast rural regions, requiring providers to balance high-frequency urban micro-fulfillment and last-mile consolidation with longer-haul rural routing and community drop points. Policy discussions around emissions and congestion are informing investments in electrified fleets and low-emission zones, while labor availability continues to influence automation prioritization and the adoption of flexible workforce models.
Europe, Middle East & Africa presents a patchwork of regulatory frameworks and urban densities where historic city cores, cross-border trade, and diverse consumer expectations create both complexity and opportunity. Compliance with stringent safety and environmental regulations in many European markets accelerates electrification and modal shift strategies, while emerging urbanization patterns in parts of the region favor micro-fulfillment and locker networks. In Asia-Pacific, rapid urbanization, high population density in megacities, and advanced digital payment ecosystems support a proliferation of on-demand and hyper-fast delivery offerings, coupled with intense competitive pressures that drive continuous operational efficiency improvements. Across all regions, local partnerships, hub location strategy, and tailored service-level designs are essential to reconcile global playbooks with regional realities.
How asset operators, platform orchestrators, and specialized service providers are forging differentiated positions through partnerships, integration, and niche capabilities
Competitive dynamics in the last mile market are defined by the interplay of asset operators, technology providers, marketplaces, and service integrators that deliver end-to-end solutions. Leading players differentiate through proprietary routing algorithms, dense fulfillment footprints, and deep integrations with retail and enterprise platforms, while a growing cohort of specialists competes on niche capabilities such as refrigerated short-haul delivery, medical logistics, and heavy or bulky delivery handling. Partnerships and ecosystem plays are increasingly common, with logistics operators partnering with technology vendors and local carriers to extend service coverage and accelerate product-market fit for autonomous or electrified platforms.
Investment patterns reveal that companies focusing on interoperability, open APIs, and modular solution stacks are better positioned to work with enterprise customers who demand systems integration, visibility, and service-level compliance. Additionally, providers that demonstrate robust safety management systems, regulatory engagement, and pilot-to-scale pathways for new technologies tend to gain trust among enterprise and government customers when compared to purely experimental entrants. Collaboration between traditional carriers and platform-based orchestrators is reshaping competitive boundaries, as marketplace models allow smaller operators to access demand while larger orchestration layers provide optimization and customer experience capabilities.
Practical strategic moves that balance resilience, cost control, and phased automation adoption to protect margins and elevate delivery experience
Industry leaders should act decisively to balance short-term resilience with long-term differentiation by pursuing a portfolio approach to last mile capability building. First, companies must segment their service offering to align cost structures with customer willingness to pay, reserving premium, expedited modes for time-sensitive or high-value deliveries while steering less urgent flows toward scheduled consolidation. Concurrently, revising procurement strategies to include multi-sourcing, local manufacturing partnerships, and service-based contracts can reduce exposure to tariff-induced price volatility and shorten lead times for critical spares and equipment.
Second, organizations should adopt a phased approach to automation that pairs targeted pilots in controlled geographies with robust safety and regulatory engagement, enabling iterative learning without disrupting service continuity. This includes investing in integration layers, standardized APIs, and data governance to ensure interoperability across autonomous systems, telematics, and enterprise platforms. Third, operational redesign focused on hub placement, route density optimization, and predictive maintenance will improve asset utilization and lower per-delivery costs. Finally, leaders should cultivate cross-functional capabilities-combining procurement, operations, legal, and customer experience-so that technology adoption and network redesign are aligned with commercial objectives and regulatory obligations.
A mixed-methods research framework blending stakeholder interviews, operational assessments, and secondary synthesis to produce defensible and actionable insights
The research underpinning this analysis employed a mixed-methods approach combining primary stakeholder interviews, targeted operational case studies, and comprehensive secondary literature review to triangulate findings and ensure robust, actionable insights. Primary research engaged senior decision-makers across carriers, retailers, technology vendors, and regulatory bodies to capture operational realities, pain points, and implementation roadmaps. These interviews were complemented by on-site and virtual operational assessments that examined route planning practices, fleet management policies, and technology integration challenges in representative urban and peri-urban environments.
Secondary analysis synthesized publicly available regulatory documents, patent filings, technical white papers, and academic literature to map technology maturity curves, safety frameworks, and policy trends. Findings were validated through cross-checks with multiple sources and stress-tested via scenario analysis to identify plausible operational responses to tariff pressures, labor constraints, and technology adoption pathways. Limitations include variability in regional data granularity and the dynamic nature of regulatory developments; nevertheless, transparent assumptions and an emphasis on traceability ensure that the conclusions are defensible and practical for strategic decision-making.
Summative implications for strategic decision-makers emphasizing modular network design, procurement flexibility, and disciplined automation scaling
In conclusion, last mile delivery is at an inflection point where customer expectations, regulatory pressure, and technological capability converge to create both risk and opportunity. Organizations that proactively redesign service segmentation, optimize network topology, and pursue pragmatic automation pilots will be better able to protect margins, improve service reliability, and capture customer loyalty. Tariff dynamics in 2025 add urgency to procurement flexibility and local sourcing strategies, reinforcing the case for diverse supplier relationships and life-cycle cost management for fleet and equipment assets.
Regional differentiation matters: a single global playbook will not suffice. Instead, a modular operating model that combines centralized orchestration with locally tailored execution will deliver the resilience and responsiveness required across disparate regulatory and urban contexts. Finally, successful transformation depends on governance, cross-functional collaboration, and disciplined scaling of pilots into production to avoid fragmented deployments and to ensure safety, compliance, and customer trust.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
182 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Retailers adopting modular micro-fulfillment hubs to accelerate same-day deliveries
- 5.2. Major carriers integrating electric cargo bikes and scooters into urban deliveries
- 5.3. Retailers leveraging predictive analytics to dynamically reroute final mile shipments
- 5.4. Emerging regulations and incentives driving adoption of zero emission delivery fleets
- 5.5. AI-powered route optimization reducing fuel consumption and delivery time variability
- 5.6. Growth of dark store networks enabling sub-hour delivery in densely populated markets
- 5.7. Consumer demand for real-time tracking pushing investment in 5G enabled delivery IoT
- 5.8. Growing pilot programs for autonomous delivery robots on sidewalks to address driver shortages
- 5.9. Strategic partnerships between e-commerce giants and hyperlocal startups for instant neighborhood deliveries
- 5.10. Expansion of dynamic delivery time windows driven by real-time customer location tracking capabilities
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Last Mile Delivery Market, by Type
- 8.1. On-demand
- 8.2. Scheduled
- 9. Last Mile Delivery Market, by Service Type
- 9.1. B2B
- 9.2. B2C
- 9.3. C2C
- 10. Last Mile Delivery Market, by Technology
- 10.1. Autonomous
- 10.2. Non-Autonomous
- 11. Last Mile Delivery Market, by Use Cases
- 11.1. Equipments/ Automotive Parts Delivery
- 11.2. Grocery & Meal Delivery
- 11.3. Legal Documents
- 11.4. Pesticide Delivery
- 11.5. Prescription Delivery
- 11.6. Relief Supply Delivery
- 12. Last Mile Delivery Market, by Industry
- 12.1. Automotive
- 12.2. Construction
- 12.3. Courier & Postal Services
- 12.4. Emergency Services & Government
- 12.5. Food & Beverages
- 12.6. Furniture & Appliances
- 12.7. Healthcare & Pharmaceutical
- 12.8. Retail & E-Commerce
- 12.9. Utilities and Energy
- 13. Last Mile Delivery Market, by Customer Type
- 13.1. Enterprises
- 13.2. Individuals
- 14. Last Mile Delivery Market, by Region
- 14.1. Americas
- 14.1.1. North America
- 14.1.2. Latin America
- 14.2. Europe, Middle East & Africa
- 14.2.1. Europe
- 14.2.2. Middle East
- 14.2.3. Africa
- 14.3. Asia-Pacific
- 15. Last Mile Delivery Market, by Group
- 15.1. ASEAN
- 15.2. GCC
- 15.3. European Union
- 15.4. BRICS
- 15.5. G7
- 15.6. NATO
- 16. Last Mile Delivery Market, by Country
- 16.1. United States
- 16.2. Canada
- 16.3. Mexico
- 16.4. Brazil
- 16.5. United Kingdom
- 16.6. Germany
- 16.7. France
- 16.8. Russia
- 16.9. Italy
- 16.10. Spain
- 16.11. China
- 16.12. India
- 16.13. Japan
- 16.14. Australia
- 16.15. South Korea
- 17. Competitive Landscape
- 17.1. Market Share Analysis, 2024
- 17.2. FPNV Positioning Matrix, 2024
- 17.3. Competitive Analysis
- 17.3.1. A.P. Møller - Mærsk A/S
- 17.3.2. Amazon.com, Inc.
- 17.3.3. Aramex Group
- 17.3.4. C.H. Robinson Worldwide, Inc.
- 17.3.5. Delhivery Limited
- 17.3.6. DHL Group
- 17.3.7. DoorDash, Inc.
- 17.3.8. Drone Delivery Canada
- 17.3.9. Dropoff, Inc.
- 17.3.10. DSV A/S
- 17.3.11. FedEx Corporation
- 17.3.12. Flytrex Inc.
- 17.3.13. Geodis
- 17.3.14. GeoPost
- 17.3.15. GoBolt (Bolt Technologies Incorporated)
- 17.3.16. HelloFresh SE
- 17.3.17. Hermes Group
- 17.3.18. Japan Post Holdings Co., Ltd.
- 17.3.19. Jet Delivery, Inc.
- 17.3.20. Meituan
- 17.3.21. Nippon Express Co., Ltd.
- 17.3.22. Onfleet, Inc.
- 17.3.23. OnTrac
- 17.3.24. Postmates by Uber Technologies, Inc.
- 17.3.25. Power Link Expedite
- 17.3.26. Royal Mail Group
- 17.3.27. SkyDrop (Formerly Flirtey)
- 17.3.28. United Parcel Service, Inc.
- 17.3.29. United States Postal Service
- 17.3.30. XPO, Inc.
- 17.3.31. Yamaha Motor Co., Ltd.
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