![]() The other half of the equation is the need for software solutions and strategic processes built to manage a partially externalized, multi-source driver fleet. Consequently, mobilizing more drivers is only half the battle for meeting last-mile delivery needs. Unlike an internal delivery fleet, where driver management is centralized alongside all other organizational operations, external sources of manpower can result in a management headache (i.e., conflicting availability, asynchronous contracts and payroll concerns, lack of visibility into driver availability and more). ![]() The ability to leverage outsourced and independent drivers offers a lifeline to retailers who are struggling to keep their heads above water via last-mile delivery demands. Hope for a fully functional delivery future may be found in the steady growth of the gig economy-an economic trend supported, in the case of delivery, by independent contractors and non-professional or part-time drivers. Delivery Management Platforms Have Entered The Building Accordingly, businesses are seeking innovative ways to engage third-party contractors and mobilize networks of independent drivers-whether professionals or not.Īmazon’s Delivery Service Partner Program (DSP) and Walmart’s Spark Driver program make it clear that even the retail giants are not exempt from the need to supplement their home delivery capabilities. Many businesses are starting to realize that in order to keep goods moving and customers happy, a combination of internal fleets, delivery service providers and driver networks is critical. Because the complex delivery landscape requires retailers to support more than merely enough drivers-costs must also support logistics platforms, micro fulfillment centers, omnichannel delivery capabilities and more-the economic feasibility of such fleets is becoming more and more uncertain. ![]() Another issue exacerbating the driver challenge is that many companies have reached their capacities for hosting an internal delivery fleet. ![]()
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