UPS Archives

This Week in Logistics News (October 10 – 16)

This Week in News | By Chris Cunnane • 10/16/2015

Cubs win! Cub win! And for the first time in the 100 years the Cubs have been playing at Wrigley Field, they clinched a post-season series at home. As Jason Stark pointed out, this was the 7,907^th game played at Wrigley – and they finally clinched a series at home. This series also marked the first time since 2003 that the Cubs have won a post-season series at all. As a life-long Red Sox fan, I understand the pain of Cubs fans, and the elation they are feeling now. I remember the 2003 post-season clearly, when it looked as though the Sox and Cubs were destined to meet in the World Series, guaranteeing that one curse or the other would end. The only thing that ended was the hopes and dreams of the Sox and Cubs fans when both lost the Championship Series in devastating fashion in 7 games. The Sox got their revenge the next year with a post-season run for the ages. And even now, after 3 last place finishes in 4 years (of course that 4^th year was another World Series win), I can’t really complain too much about the Sox. But I think most of us in Boston are jumping on the Cubs bandwagon, and hoping they bring the World Series trophy to Chicago.

And now, on to the news.

Instacart and Allrecipes have partnered to allow home cooks to add a meal’s ingredients to their grocery list with a click of a button. This move pushes Instacart into unchartered waters – ingredient delivery service. Players like Blue Apron and Hello Fresh have become more popular as customers have a box of ingredients with recipes delivered to their door. While these services are a bit on the expensive side, the Instacart – Allrecipes partnership will appeal to more price-conscious shoppers. And given Allrecipe’s reach – 1.3 billion visit a year – this is a huge growth opportunity for Instacart.

Uber is expanding its UberRush service to Chicago and San Francisco. The service, which has been tested in New York for the last year, is a smartphone enabled courier service. Instead of hailing a ride around town, customers can order a pizza to be delivered. UberRush allows merchants to plug a customer’s order into an online order form. At that point, a courier (on foot, bike, or car) will pick up the order and deliver it to the customer. Uber collects a $5 to $7 delivery fee, which is either passed on to the customer or paid by the merchant. In its expansion, Uber is building what chief executive Travis Kalanick has called an “urban logistics network.” The network includes Uber, UberRush, and UberEats, which was launched last fall to lunch and dinner items from popular restaurants to Uber users in parts of New York City, Chicago, Los Angeles, Toronto, and Barcelona.

UPS announced that it is expanding its UPS Worldwide Express Service by adding 41,000 additional global postal codes. This service provides customers with guaranteed delivery on the next possible business day by 10:30 a.m., 12 noon, or 2 p.m., based on destination. The company says this will result in earlier guaranteed-delivery options for shippers that only previously had end-of-day guarantees. The service will now be available in 65 countries that make up 91 percent of global GDP, with the bulk of the new codes in the Asia Pacific region. It is the single largest one-time expansion of the service ever.

Chinese search engine giant Baidu is entering the e-commerce fresh produce sector. The company is investing $20 million (10% of the latest $200 million in funding) into Womai, a food website owned by China National Cereals, Oils and Foodstuffs Corp (COFCO), a leading supplier of agricultural products. The investment comes as a growing number of Chinese consumers are turning to the Web for fresh produce. The funds will be used to increase the cold-chain logistics infrastructure and for third-party delivery systems.

The American Trucking Associations said that the annualized turnover rate for large truckload carriers, which it defines as truckload fleets with more than $30 million in revenue, increased 3% to an annualized rate of 87% in the second quarter. However, carriers with less than $30 million in revenue saw turnover rates decrease 7%, for an annualized rate of 76%. Even so, that is still a high turnover rate for an industry that is facing a severe driver shortage. Many companies, even with claims of increasing driver training and compensation packages, are having a difficult time figuring out how to fill the empty seats. The lack of drivers has been driving up the cost of rates, and it is showing no signs of slowing.

The price of diesel, which had been trending down for the last few weeks, jumped 8.5 cents across the U.S. to an average price of $2.52 per gallon. The main cause of the price surge is refinery work in the Midwest which caused prices to jump 14.7 cents in that region. Twelve refineries in the Midwest are undergoing work which could last for several more weeks. The most expensive diesel can be found in California at $2.758 per gallon, followed by the Central Atlantic region at $2.652 per gallon. The cheapest diesel in the country can be found in the Gulf Coast region at $2.355 per gallon, followed by the Lower Atlantic region at $2.43 per gallon.

And finally, after a surge to close out September, the number of posted loads on the spot truckload market dropped 11% during the week ending Oct. 10, reports DAT Solutions, which operates the DAT network of load boards. Available capacity increased 3.7% compared to the previous week. The national average truckload van spot market rate slipped 1 cent to $1.73 per mile, with prices lower across the Los Angeles Chicago, Dallas, and Buffalo markets. Van load availability fell 15% while truck capacity jumped 5.6% compared to the previous week. Refrigerated load availability fell 13% while available capacity increased 2.1%. The national reefer load-to-truck ratio fell 15% to 3.9 loads per truck, contributing to a 5-cent drop in the national average reefer rate to $1.96 per mile. Flatbed load availability fell 8.9% and truck posts were down 1.1%, resulting in a 7.9% decline in the flatbed load-to-truck ratio to 10.6 loads per truck. The national average flatbed rate was 2 cents lower at $2.01 per mile.

That’s all for this week. Enjoy the weekend, Tom Brady’s revenge game on the Colts, and the song of the week, Eddie Vedder’s All the Way.

This Week in Logistics News (September 26 – October 2)

This Week in News | By Chris Cunnane • 10/02/2015

Sunday night brought a lunar eclipse. But this wasn’t any ordinary lunar eclipse. This was a total lunar eclipse of a super moon (a super full moon). A rising super full moon looks much larger than a normal full moon as it is closer to the Earth. Total eclipses of super full moons are not exactly common. In fact, the last one occurred in 1982 and the next will not occur until October 8, 2033. The eclipse left the super moon glowing red in the sky, with most people referring to it as a blood moon. It was a spectacular site to see, and I was fortunate enough to enjoy it while sitting around a fire pit with friends. It was a nice way to close out last weekend – along with watching Tom Brady join the 400 touchdown club.

And now, on to the news.

Many large retailers are still working through inventories built up during the first half of the year. This is due to the swelling inventories that resulted from the clearing of backlogs at West Coast ports due to labor disputes. As a result, economists say that a shipping slowdown should occur before the holidays. Many retailers are seeing inventory levels at least 10% higher than this time last year. This is causing margins and profitability to take a hit. Due to these factors, the latest Global Port Tracker report by the National Retail Federation and Hackett Associates LLC projects only modest growth in container imports at U.S. gateways this fall.

FedEx has a headache. The reason? A huge increase in the number of large, bulky shipments that customers expect delivered to their doors. An increase in online shopping has resulted in an increase in large goods that need to be shipped. These were items that were usually left to the customer to figure out how to get them home. This poses problems for a company that was built to move small packages. But now, large items, including everything from trampolines and mattresses to furniture and appliances, are being shipped through FedEx. FedEx allows companies to ship anywhere in the world at a rate that is more affordable than freight. But consumers are about to pay more for the privilege of getting large online purchases sent home. FedEx’s surcharge for parcels it considers over-sized will rise 17 percent to $67.50 on Jan. 4. UPS’s rate is $57.50, the same as FedEx’s current fee. FedEx also is increasing its base package shipping rates by an average 4.9 percent.

Chipotle says carnitas is back on the menu at 90 percent of its restaurants, and that the pork’s return to all U.S. restaurants should be complete by the end of November. The restaurant chain had stopped serving pork at nearly one third of its restaurants after one of its suppliers violated its animal welfare standards. The company says it does not allow its pork suppliers to use gestation crates or antibiotics, and that pigs have to be given access to the outdoors. That makes it difficult to secure enough pork and puts major stress on its supply chain. However, this stance on animal welfare standards is also one of the restaurants biggest differentiating factors in a crowded market.

UPS is asking people to pick up packages themselves. The company is rolling out a new program in 100 cities that requires people in some neighborhoods to pick up packages at nearby locations if they weren’t home to meet a driver. UPS says the service (Access Point), introduced a year ago in New York and Chicago, will trim costs by ending second and third delivery attempts, and can save consumers a trip to a distant customer center. The program targets neighborhoods with a high rate of failed deliveries. Now, instead of attempting to deliver the item three times, it will be sent to a pick-up location after the first try. This could save the company time and money, especially heading into the busy holiday season.

Hours violations and brake issues lead out-of-service orders issued during Roadcheck 2015. Nearly a quarter of the 44,989 trucks hit with a Level I inspection during the Roadcheck 2015 inspection blitz in June were placed out-of-service, according to numbers reported Sept. 28 by the Commercial Vehicle Safety Alliance. CVSA inspected just shy of 70,000 trucks and buses in total. Brake system violations were the leading cause of vehicles being put out-of-service with 27.5 percent of vehicles inspected were found to be in violation. For drivers, the leading out-of-service violation was hours-of-service violations, which resulted in 46 percent of the out-of-service orders handed to drivers.

Clearpath Robotics announced its first self-driving warehouse robot: OTTO. This self-driving robot is capable of hauling one metric ton and a half of payload. That’s about 3300 pounds to you and I. Self-driving robots are nothing new to warehouses. In fact, we’ve written about Amazon’s robots, acquired from Kiva Systems, many times before. The difference is that unlike Amazon, these robots do not require navigation devices (RFID, barcodes, etc.). Instead, they have 20-meter lasers front and back (with an option for 50-meter range), and can localize against an existing basemap with an accuracy of about an inch (according to Clearpath). The new robots are in the midst of five pilot programs, the first being a General Electric facility (GE Ventures is a strategic investor in the project). It will be interesting to see how these robots perform in the field, and what impact they may have on the future of autonomous warehouses.

Diesel prices this week carried their summer-long decline into the fall, dropping 1.7 cents on average during the week ending Sept. 28. The U.S.’ average price of a gallon of on-highway diesel now stands at $2.476. Prices dropped in all regions of the country with the most significant decrease coming in the Rocky Mountain region, where prices came down by 3.6 cents. The nation’s most expensive diesel can be found in California at $2.815 per gallon, followed by the Central Atlantic region at $2.647 per gallon. The cheapest diesel can be found in the Gulf Coast region at $2.323 per gallon, followed by the Midwest region at $2.434 per gallon.

And finally, demand for vans on spot market have edged upward. The number of posted loads slipped 0.6% while available capacity declined 2.7% on the spot truckload market during the week ending Sept. 26, according to DAT Solutions, which operates the DAT network of load boards. Van load availability, however, gained 0.6% while the number of posted vans decreased 3.6% compared to the previous week. As a result, the national average van load-to-truck ratio was up 4.4% to 1.7 loads per truck, meaning there were 1.7 available van loads for every truck posted on the DAT network. The national average van rate was unchanged from the previous week at $1.75 per mile.

That’s it for this week. Enjoy the weekend, and the song of the week, Bad Moon Rising by CCR.

This Week in Logistics News (April 4 – 10)

Just for Fun | By Chris Cunnane • 04/10/2015

Yesterday morning, I had a nice relaxing cup of coffee outside and finally enjoyed some warm weather. That’s because I spent most of the week in Atlanta attending a conference. Well, in reality it was three conferences wrapped up in one: Home Delivery World, Click & Collect Show USA, and ETail Show USA. The three conferences shared a common venue as well as common keynotes, but each had their own respective breakout sessions focused home delivery, in-store fulfillment, and e-commerce trends. I’ll be writing about some of the sessions and key themes from the show(s) in the coming weeks. A big portion of the content was around last mile, and all the challenges that companies are facing. Generally, last mile is the most expensive, least efficient, and most problematic part of the overall delivery process. It puts added strain on the supply chain, from both a planning an execution standpoint. But it was exciting to see all these companies coming together to discuss and debate the best way to improve customer service, lower costs, and decode some of the last mile mysteries that are out there. No one is saying they have it all figured out just yet, but progress is certainly being made. And as more focus is placed in figuring out last mile, it will continue to improve.

And now, on to the news.

FedEx Corp. agreed to buy Dutch package-delivery company TNT Express NV for $4.8 billion. This is a big move for FedEx as the company looks to capitalize on the e-commerce growth in Europe. FedEx does not have a large ground delivery business in Europe, so the acquisition gives FedEx an established ground network in over 40 countries. The all-cash deal still needs to be approved by European Union regulators, who previously stopped a bid from UPS to acquire TNT for $7 billion. Both sides think the deal will not get held up considering there is significantly less overlap between the businesses. If the merger is completed, the company would own about 22% of Europe’s international express-delivery market, making it the third largest carrier behind DHL and UPS.

The Postal Service has been looking for new and innovative ways to improve their business. Well, reality-altering glasses may be part of the answer. Augmented reality users typically wear glasses that display a layer of information. According to the Inspector General, letter carriers would benefit the most from AR glasses. There are three main areas where carriers can become more efficient. The first is the loading of the truck. The AR glasses could display information on where every package should be loaded. This makes the initial loading of the truck quicker and also makes the entire route more efficient. The second area is around vehicle repairs. A digital display instructing postal employees on how to fix their vehicles could save an estimated $39 million annually. The final area where AR glasses can benefit carriers is by displaying direction on the windshield of the truck. This leads to safer and more efficient driving. While it would be a steep initial investment (AR glasses range from $400 to $1,500), the Inspector General said the efficiencies outweigh the price.

Gilt Groupe, the online flash sale retailer, has made a significant shift in its shipping strategy. The online retailer has moved the majority of its ground shipping volume from UPS to Newgistics. The company began looking at ways to diversify its shipping strategy following the disastrous holiday season of 2013. Gilt began working with Newgistics in 2012 to handle product returns. Newgistics carries packages through its ground network and hands them off to the Postal Service for last mile delivery. Rate increases were also a big consideration for Gilt when choosing a new delivery strategy. Delivery will now take a little longer, but Gilt says the savings by using Newgistics rather UPS means the company can offer free shipping on more products and invest more money into promotions.

The vessel backlog that has put a chokehold on containerized trade since January is starting to ease. The Port of Oakland announced that the backlog has eased and there are currently no vessels in San Francisco Bay or outside the Golden Gate awaiting berths. This is the first time that ships have berthed without delay in Oakland in three months. The congestion is still an issue in Southern California as up to ten ships remain anchored at those ports. Officials warn that the logjam in Southern California could impact the Port of Oakland again as vessels will arrive off-schedule and in Oakland in bunches. The good news is that the easing of the backlog has begun and the ports are on their way back to normal operations. In fact, according to the NRF, import cargo volume at the nation’s major retail container ports is expected to rise 8 percent this month over the same time last year.

And finally, cross-border truck freight rose in January. The amount of freight moved between the U.S. and Canada and Mexico totaled $89.3 billion in January, according to U.S. Transportation Department figures, down 1.2% from a year earlier. However, compared to a year earlier, the value of commodities moving by rail in January grew by 4.8%, the largest percentage of any mode. Truck freight increased by 3.6% and air rose by 1.3%. Vessel freight dropped 21.8% and pipeline freight fell 22.5%. Trucks carried 62.3% of U.S.-NAFTA freight and were the most heavily used mode for moving goods to and from both U.S.-NAFTA partners. Trucks accounted for $27.4 billion of the $47.5 billion of imports, or 57.7%, and $28.2 billion of the $41.8 billion of exports or 67.6%

That’s the news for this week. Have a great weekend, and enjoy the song of the week: Keep Your Hands to Yourself by the Georgia Satellites.

E-Commerce Growth Brings Last Mile Headaches

China | By Chris Cunnane • 04/01/2015

During the second half of 2014, Clint Reiser and I worked on an extensive survey examining the omni-channel commerce landscape. One of the key findings from that research was on the growth of e-commerce. According to our research, the lion’s share of revenue is still driven by the store. Brick and mortar locations accounted for approximately 67% of all revenue for our survey respondents. However, when looking at revenue growth, our research tells us a different story. Over the last five years, survey respondents indicated revenue growth of 6% from the brick and mortar channel compared to 47% for e-commerce. Looking ahead, respondents forecasted flat growth for their brick and mortar channel compared to 40% growth for e-commerce. This is a pretty dramatic shift in the retail landscape. It shows that the convergence of channels will be more important as omni-channel operations continue to evolve. It also poses a significant problem for retailers: how to deal with the last mile.

Last mile delivery is the final leg of the supply chain. It is the moment the customer finally receives their order. And it is generally the most expensive, least efficient, and most problematic part of the overall delivery process. In the US, last mile deliveries have their own unique set of challenges. Mostly they come down to cost issues, and a retailer’s desire to control the final moment of the brand interaction. There are a few main categories for last mile deliveries. First, is parcel delivery. UPS, FedEx, and the Postal Service are the three main players in this area. These companies are delivering thousands and thousands of packages daily from retailers around the globe to customers front doors and offices. The shipping rates have gone up recently, and these companies provide very little control over the last mile for retailers.

An alternative to typical parcel deliveries is in use by Amazon. To control the last mile, and to utilize its massive distribution centers, Amazon has rolled out its own private fleet of trucks to make deliveries. For Amazon, it creates more flexibility in delivery timeframes and reduces overall shipping costs (as Amazon is no longer paying UPS, FedEx, or the Postal Service for deliveries). This is not the first time Amazon has looked for creative ways to complete deliveries. As recently noted in Logistics Viewpoints, Amazon is one of a few companies testing drones for deliveries. The company has also experimented with bike messengers in New York City for small deliveries as well as delivery lockers for customers to pick up items at their convenience.

Another alternative to using the big parcel companies that has taken off is the use of crowdsourced delivery services. Deliv, for example, is a crowd sourced delivery option that stretches across multiple retail segments. This company uses a smartphone app to alert pre-qualified drivers of a pending delivery. The driver picks up the merchandise from the retailer and delivers it to the customer. Instacart is another example of crowdsourced delivery. Based in San Francisco, this company connects personal shoppers with customers to deliver local groceries. Both of these companies are proving that the crowdsourced model is growing. And all of these models show that while they may be expensive, they are doing a good job of satisfying the customer during the last mile.

But outside of the US, it is another story. The growth of the e-commerce economy is great for retailers, and allows more people to shop for the goods they want, but it poses significant challenges to the last mile. The world’s two most populated countries, which bring an awful lot of buying power, face significant challenges. In India, for example, Morgan Stanley estimates that Indian online sales will hit $100 billion a year by 2020, up from $3 billion in 2013. The difficult part is figuring out the infrastructure to make home deliveries viable. Trucks have a difficult time navigating the crowded streets and the postal service is notoriously slow. One new option in India is the use of couriers to deliver goods purchased from Flipkart, Snapdeal, and Amazon India. But, in order to actually deliver these products, couriers are turning to smaller modes of transportation. In many places, delivery trucks are simply too big to navigate. Instead, couriers are using motorcycles and scooters to carry giant backpacks filled with 100 pounds+ of merchandise. These drivers navigate narrow streets, potholes, and erratic drivers to deliver everything from soda to laser printers. Most people agree that without the use of couriers to deliver these goods, the e-commerce market as a whole would grind to a halt in India.

China faces its own set of challenges. The e-commerce market is growing exponentially in China and vast improvements have been made to establish more operations centers across the country. These improvements have made it possible for residents in rural China to shop online and receive orders in a timely fashion. But the last mile still remains an issue. One of the biggest roadblocks for Chinese retailers is the government policy banning freight vehicles and gas-fueled and electric tricycles in downtown areas. This poses a number of problems. First, delivery people can be detained, have their vehicles seized, and receive fines for violating regulations due to the pressure of making a delivery timeframe. Secondly, to combat the costs of tickets and seized vehicles, many companies are simply driving up their delivery costs. These costs can certainly be burdensome to the customer, but at the same time, they are necessary if they wish to receive their package. And third, if the last mile problem is not solved, and vehicles are seized or delivery personnel are detained, the packages may never be delivered. According to the operator of one such delivery service, “if the last mile problem is not solved, up to 1 million packages awaiting delivery could be stockpiled in cities around the country.” This shows just how serious the last mile problem, and the associated challenges are in China.

In conclusion, the global e-commerce market is growing. In fact, according to eMarketer, global B2C e-commerce will reach $2.3 trillion by 2017. This explosive growth brings about new opportunities, new customers, and new challenges. One of the biggest challenges will be controlling the last mile. Logistics infrastructure, economic and political regulations, and competition have proven to be roadblocks for many companies. But as the market grows, the solutions will too.

It’s the Final Countdown for UPS, FedEx, and the Postal Service

Just for Fun | By Chris Cunnane • 12/18/2014

With the Christmas holiday just a week away, retailers and shippers are scrambling to make sure that their supply chain networks are firing on all cylinders for seamless deliveries. And if things couldn’t get more hectic, today is Free Shipping Day. To date, nearly 1,200 merchants are participating in the event, from big box retailers to niche consumer goods companies. With the busiest shipping day just around the corner (Monday, December 22), let’s take a quick look at the holiday forecasts from the big 3.

UPS is predicting an 11% increase in the number of packages that it will handle during this year’s holiday season. That equates to 585 million packages delivered between Thanksgiving and Christmas. Additionally, the company is spending a reported $500 million on improvements for the holiday season.

The US Postal Service is predicting a 14% surge in its holiday deliveries this year. That brings its total estimated number of packages delivered to 475 million. With the addition of Sunday deliveries through Christmas, this helps to alleviate some of the pains associated with delivering 475 million packages.

FedEx is forecasting a record breaking year as well, with an 8.8% increase in shipments over the holiday season. That brings the company’s total up to 290 million deliveries. To help get the job done, FedEx is looking to invest $1.2 billion in its ground-shipping network in its current fiscal year.

These numbers are impressive. In fact, between these three companies, an estimated 1.35 billion packages are delivered between Thanksgiving and Christmas. But none of them can touch the true master of Route Optimization Excellence – Santa Claus.

Santa delivers upwards of 4 billion packages* in just one night. Sure, Santa gets to take advantage of time zones to get it done, but it is still 4+ billion deliveries in one night. Now that is a lesson in efficiency. Happy holidays.

*rough estimate based on the number of children he needs to deliver gifts to and the number of gifts each child gets – please contact me for additional information on my math.

Following Holiday Season Delivery Debacle, Amazon Revamps Its U.S. Delivery Network

Private Fleet | By Steve Banker • 03/24/2014

Following the Christmas holiday debacle in delivering packages in a timely manner to customers, it was apparent that Amazon needed to make changes. Amazon Prime was a contributor to the mess, and the fees for Prime have been raised which may help damp down the last minute rush during the next holiday season.

A very good article in DC Velocity outlines other changes that are planned:

UPS, who has been the primary carrier, will be replaced by a network of regional carriers.
“The top 40 markets will be served by a private fleet being built by Amazon to support an expansion of its online grocery business” (Amazon Fresh). This means there will be a big expansion from the three metro areas currently served by Amazon Fresh.
The private fleet network will “comingle groceries with general merchandise.”
“Orders will be routed through Amazon’s 55 fulfillments centers, with deliveries made the same day, the next day or, at most in two days.”

The article makes the point that many of these changes were planned before the Christmas debacle, but clearly delivery failures should give Amazon incentive to move faster.

One way to read the article is that the top 40 markets will solely be served by an Amazon private fleet. I don’t believe that could possibly be correct. I think it more likely that general merchandise will be primarily served by regional carriers with general merchandise opportunistically placed on Amazon Fresh trucks when the trucks are not fully loaded and a grocery/general merchandise route is synergistic.

Further, in my opinion, very few general merchandise orders that are not loaded on the private fleet will be capable of being delivered in the same day.

In a conversation with Ross Merritt, who is in charge of Marketing & Product Strategy at Grand Junction, he pointed out that different types of regional carriers have different capabilities based upon their network design and technological capabilities. Grand Junction provides a SaaS software platform designed for tendering loads to local delivery and courier companies. UPS would rarely be capable of same day deliveries because their vans once loaded at an Amazon distribution center (DC), their vans go back to a UPS sort center, which may be many miles from the Amazon DC, and then sort the orders on to numerous trucks that then make the last mile deliveries.

In short, the distance of the parcel carrier’s sort center from an Amazon DC, the length of time required to sort orders into numerous delivery vans, and the distance of the sort center from a population center, can all work against same day deliveries. If a regional carrier’s network is well aligned with an Amazon DC and a metro area, Amazon might be able to take an order in the morning in that urban area and deliver it at the end of the day.

Couriers would be able to reliably deliver not just in the same day, but even within a few hours. Couriers work in a point-to-point manner where a courier goes to a store, picks up one customer’s goods and goes directly to the customer and delivers them. Even in a big city, this methodology can lead to deliveries within 90 minutes. However, courier deliveries are more expensive and Amazon competes in part on price. It seems unlikely Amazon would extensively use couriers.

Regional parcel carriers are less expensive than a UPS or FedEx, but performance has to be carefully monitored. The Grand Junction solution is capable of tracking the performance of regional carriers.

In conclusion, from a supply chain perspective, Amazon continues to be the most interesting company in the world. But robust same day delivery general merchandise capabilities is not something that Amazon’s competitors need to worry about any time soon.

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