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6 Minute Read
If you had a crystal ball that could tell you exactly what customers were going to order, how expensive fuel was going to be, what would happen to interest rates, and where the next big supply chain disaster would strike—well, you might be better off playing the lottery. But for the rest of us, grappling with the current economy means dealing with a lot of unknowns. Delivery organizations increasingly need to manage rising expectations, rising costs, and rising uncertainty—and they need a way to succeed in spite of those challenges.
At the end of the day, there’s no magic bullet for grappling with the challenges that come with a volatile economic picture. At the same time, many of the most successful delivery organizations have weathered worse storms than this and are truly built to last. The question is how to find a path forward that keeps you agile in the face of changing circumstances while creating enough resiliency to help you power through any disruptions.
A rising tide is supposed to lift all boats, but what happens when the tide goes out? Often, it reveals processes that may not be working the way you think, or that might not be as sustainable as you hoped.
Take delivery management as a representative example: both large retailers catering to consumers and distributors making regular delivery runs to other businesses have had to adapt to changing customer expectations in the past several years. The largest of the retailers have gotten into the habit of essentially sparing no expense when it comes to getting the right goods to the right place at the right time, leaning into the idea that fulfillment is at least as important as price or quality in the eyes of the customer.
In an economy like the one we saw under covid, virtually any investment in last mile delivery was likely to pay off—especially when delivery felt like the only safe means of getting groceries, furniture, and thousands of other things. Businesses that couldn’t leverage national or international transportation networks suffered, and those that could often found themselves gaining a greater share of their markets.
This is obviously a totally different set of delivery challenges than those that come up when economic headwinds change. When things are booming, your top last mile concerns might involve:
When you can’t count on the same levels of demand, whether it's because of tariffs or other factors, these concerns begin to evolve into different ones:
The differences here are meaningful, and they’re a response to factors like rising fuel costs and less predictable demand.
Efficiency and optimization aren’t always the most pressing concerns for businesses that are trying to scale up rapidly to meet demand—but when you’re in it for the long haul (no pun intended), you have to examine your processes with an eye towards scalable, future-proof ways of doing things that will enable you to adapt to your circumstances. Here are a few ways to do that:
It’s totally understandable if you’re thinking that all of the best practices above seem easier said than done. We’re not gonna lie, what we’re describing requires you to have the right technology, tools, and processes in place across your operation. But when you can make that happen, you can grapple with economic conditions much worse than the ones we’re seeing now—you can minimize fuel costs, boost customer retention, and create new sources of efficiency that will help your bottom line.
How do you make that happen in practice? Here are a few steps:
Many of these steps will ultimately come down to your choice of technology provider—but they also reflect something more fundamental. Speed, strategic visibility, AI, and connectivity/integration are operational priorities that point you towards smarter, more efficient, more future-proof processes—which is exactly what you want when economic volatility is looming.
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