Jeroen Leenders (CBM): Today, we are looking back at a massive transformation. Over the last twenty-five years, the global logistics and supply chain sector has evolved from a paper-heavy, localized industry into a hyper-connected, tech-driven ecosystem.

Few organizations embody this shift better than Spring GDS, which is celebrating its 25th anniversary this year, and has successfully reinvented itself from the traditional mail divisions of TNT and PostNL into a premier international e-commerce specialist.

Joining us today are regional leaders and commercial directors from Spring GDS Italy and Spain to share their journey. Let’s start at the beginning.

Jeroen Leenders (CBM): What did the industry look like when you first stepped into it?

Spring GDS Spain (José Ángel Daza Martinez): When I entered the industry twenty-five years ago, international logistics was primarily a "mail business." We operated in a framework that relied heavily on physical sorting and the sprawling infrastructure of traditional networks like TNT. In countries like Spain and Italy, operations were completely decentralized. We had localized offices across regions like Madrid, Barcelona, Valencia, and the Canary Islands just to handle physical letters and documents. There was no real-time data; an item arrived when it arrived.

Jeroen Leenders (CBM): That sounds like a completely different world. When did the turning point occur?

Spring GDS Italy (Gabriele Bavera): The real paradigm shift happened about fifteen years ago. The structural decline of paper mail coincided with an unprecedented boom in online shopping, forcing a complete overhaul of our corporate DNA. We can actually break this historical transition down into three distinct phases:

1. The Traditional Postal Era: Characterized by physical paper mail, a total absence of IT tracking, and procurement conversations held at a low operational level.
2. The Transition Period: The rise of basic scanning technologies, the shift from letters to small packets, and rapidly changing client profiles.
3. The Modern E-Commerce Era: Our current landscape, driven by hyper-connected API integrations, real-time data streams, artificial intelligence (AI), and strategic consultation at the executive level.

Moving into this modern era required a massive technological leap. We had to build complex IT infrastructures capable of handling real-time track and trace and direct API integrations with storefronts like PrestaShop or Magento.

Jeroen Leenders (CBM): Making that shift couldn't have been easy for the workforce or your clients. How did you manage that transition?

Spring GDS Spain (José Ángel Daza Martinez): It was an intense internal and external challenge. Logistical teams accustomed to scanning bags of mail suddenly had to understand web integrations and digital checkout ecosystems. It took months of bi-monthly training sessions to elevate our staff's competencies.

Commercially, the landscape shifted entirely. In the postal era, our sales reps negotiated with low-level procurement assistants looking for the cheapest per-kilo rate for letters. Today, logistics is a core pillar of a retailer's business strategy. Suddenly, we were consulting directly with corporate founders and CEOs, because a failure in shipping meant a direct failure in customer retention. We transformed from a simple vendor into a strategic growth consultant.

Jeroen Leenders (CBM):  It’s well known that the pace of digitalization varied across Europe. How did regional differences impact this journey?

Spring GDS Italy (Gabriele Bavera): Smaller, densely populated countries like the Netherlands and highly structured markets like Germany were early adopters of advanced domestic e-commerce networks. Southern European markets like Italy and Spain faced unique geographic and infrastructural hurdles during the early digital wave. We had to deal with extended delivery times and complex regional address systems. However, the rapid expansion of international e-commerce triggered an impressive convergence.

Jeroen Leenders (CBM):  Looking at this, the shift from raw speed to predictability is fascinating. Can you tell us more about the evolution of the so-called "Amazon Effect"?

Spring GDS Spain (José Ángel Daza Martinez): During the initial e-commerce boom, consumer expectations were hyper-focused on raw speed. The rapid rise of Amazon Prime conditioned the public to expect purchases instantly. Sellers believed that if they couldn't deliver across borders within 24 to 48 hours, they would lose the sale to domestic competitors.

We challenged this assumption by offering transparent, reliable cross-border options that took three to four days but cost up to 50% less than express couriers. That completely changed the mindset of merchants and consumers. Today, predictability dominates. Modern online shoppers value knowing exactly when a package will arrive. If a delivery is guaranteed to arrive in exactly four days, consumers will choose that option, especially since it represents an economical and sustainable choice.

Jeroen Leenders (CBM):  Let’s talk about geopolitical disruption. How did Spring GDS handle major regulatory shifts, like Brexit?

Spring GDS Spain (José Ángel Daza Martinez): When the UK voted for Brexit, it sent shockwaves through the industry. For many European logistics firms, the reintroduction of hard borders, complex customs declarations, and tax adjustments felt like an existential threat. Many carriers scaled back or suspended their UK operations.

We viewed Brexit as an ideal opportunity to demonstrate the value of an asset-light, agile business model. By investing heavily in automated customs solutions and tax compliance software, we kept the UK market completely open for European merchants while others pulled back. Today, despite the friction of operating outside the EU single market, the UK remains one of our most profitable and high-volume trade lanes. It proved that mastering regulatory complexity is a powerful differentiator.

Jeroen Leenders (CBM):  To make these complex cross-border solutions work efficiently, you can’t just target anyone. What does Spring GDS’s Ideal Customer Profile (ICP) look like today?

Spring GDS Italy (Gabriele Bavera): We have moved entirely away from one-size-fits-all shipping. Our network is designed around a highly specific ICP. First, we look for market maturity—merchants who have been operating for at least four to five years and understand digital integrations. Second, we look for international ambition—retailers who view domestic sales as a saturated commodity and look to cross-border markets for true growth.

Finally, from an operational standpoint, we thrive on parcel density. The ideal retail profile ships compact, high-density products, such as cosmetics, apparel, fashion accessories, and small consumer electronics, generally weighing sub-1kg to 2kg maximum. When thousands of these small parcels are consolidated into our large pallet boxes, it maximizes spatial efficiency across our long-haul networks. This allows us to lower per-unit shipping costs and pass those savings directly back to the merchant.

Jeroen Leenders (CBM):  An operation like this requires incredible dedication. One thing that stands out about Spring GDS is the long-term retention of its team. In a high-stress industry, how do you maintain this?

Spring GDS Spain (José Ángel Daza Martinez): It comes down to corporate culture. Traditional corporate structures, particularly historical frameworks in Southern Europe, were often rigid and slow to reward talent. Adopting a flat, modern corporate culture—pioneered by our Dutch parent organization, PostNL—served as a massive competitive advantage.

We heavily encourage internal mobility. Personally, I started my career in billing, transitioned into finance, moved to commercial pricing, stepped into active sales, and eventually assumed a regional leadership role. This multi-disciplinary background ensures that our leadership team intimately understands every single moving part within the supply chain.

Jeroen Leenders (CBM):  How does that culture translate into customer value?

Spring GDS Italy (Gabriele Bavera): A culture built on direct communication and operational transparency fosters rapid innovation. When employees are given the freedom to voice strategic opinions openly, the organization adapts to market disruptions far more effectively than a traditional, top-down hierarchy. Our clients interact with highly motivated, knowledgeable logisticians who view their role as a long-term consultancy rather than a transactional job.

Jeroen Leenders (CBM):  Looking ahead, what do the next five years promise for the logistics landscape?

Spring GDS Spain (José Ángel Daza Martinez): The industry is currently facing a massive convergence of consumer pressure, regulatory mandates, and technological breakthroughs. The most significant operational shift underway is the rapid transition from home delivery to Out-of-Home (OOH) networks, such as automated parcel lockers and local retail pick-up points.

Home delivery is notoriously inefficient; failed first-delivery attempts increase carbon emissions and strain carrier profitability. By consolidating hundreds of deliveries into a single automated locker location, we drastically lower operational costs, and consumers get the ultimate flexibility to pick up their packages whenever it suits them. Within the next three years, OOH delivery will become the standard baseline option for cross-border e-commerce. Traditional home delivery will morph into a premium, high-cost luxury service.

Jeroen Leenders (CBM): What about the changes happening behind the scenes, inside the fulfillment centers?

Spring GDS Italy (Gabriele Bavera): The integration of advanced robotics, autonomous sorting systems, and artificial intelligence is no longer optional. As regulatory frameworks like the EU's Import One-Stop Shop (IOSS) continue to evolve, our networks must process massive amounts of customs data instantly. AI-driven routing algorithms will optimize long-haul transportation lanes in real-time, factoring in border congestion and fuel efficiency.

Furthermore, the very definition of "cross-border" is changing. To meet sustainability targets and minimize carbon footprints, the industry is shifting toward a decentralized fulfillment model. Driven by advanced data analytics, merchants will strategically position their inventory in localized fulfillment hubs across various destination countries before the consumer even places an order. The future of cross-border logistics is not about moving individual packages over thousands of miles at the last minute; it is about utilizing data to predict demand, moving inventory in bulk sustainably, and executing the final delivery over the shortest possible distance.

Jeroen Leenders (CBM):  Fascinating insights. To conclude, it seems the era of simply selling a shipping rate per kilogram is officially over. Success belongs to logistics providers who operate as true strategic partners. Thank you both for your time and for sharing the incredible journey of Spring GDS. 

The post The Evolution of Cross-Border E-Commerce: An Interview with the Voices of Experience within Spring GDS appeared first on Cross-Border Magazine.

Achieving a net-zero carbon footprint is no longer an optional marketing gimmick; it is a strategic necessity. Companies across the globe are committing to ambitious net-zero targets. However, translating these goals into daily operations is highly complex and riddled with structural barriers. During a panel discussion in the Sustainability Lounge, three industry experts tackled the burning question: How do we bridge the gap between green ambitions and the stubborn realities of daily logistics?

Led by moderator Tatum Bross (Spring GDS), panelists Inge Tanke (AllChiefs), Charlotte Whittle (Wild), and Thijs Boel (Spring GDS Europe) shared their perspectives. The result was a pragmatic yet hopeful analysis of the supply chain, emphasizing that collaboration, operational efficiency, and data-driven innovation are the keys to driving genuine change.

1. The Gap Between Ambition and Feasibility

While many e-commerce and logistics companies have set bold climate goals for the coming decades, putting them into practice often reveals significant challenges. As moderator Tatum pointed out, sustainability is a journey that cannot be taken alone. To make a real impact, businesses must look beyond their immediate internal operations and take their entire value chain into account.

Internal Priorities and Emission Scopes

As a consultant specializing in sustainable logistics, Inge witnesses firsthand how companies struggle to prioritize their carbon reduction levers. When a business sets a net-zero target, finding the most cost-effective path to that goal is paramount. Often, companies initially focus on reducing their Scope 1 and Scope 2 emissions (direct and indirect emissions from their own operations).

For product-driven and e-commerce brands, attention also quickly shifts toward raw materials and the end-of-life cycle of their goods. Logistical decarbonization (which frequently falls under Scope 3) is sometimes deprioritized. Inge explained that the level of focus on logistics largely depends on the specific brand, primarily because decarbonizing transport is inherently complex and relies heavily on external parties.

Discrepancies Across Transport Modalities

One of the most critical takeaways from the discussion is that the feasibility of sustainability varies drastically depending on the transport mode. Thijs Boel explained that for regional networks, such as European road freight, the necessary technology is already largely available. Electric vehicles, optimized routing, and biofuels offer immediate and tangible reduction pathways.

The real headache for global logistics providers lies in air freight. Spring GDS contributes to the PostNL group goal to reach net-zero by 2040, but as Thijs admitted, solving the sustainability equation for air freight remains a massive hurdle. The technical solutions required to operate intercontinental flights entirely emission-free at scale simply do not exist yet. This represents the widest gap between industry ambitions and current physical realities.

The Shortage of Green Options for Brands

On the retail side, brands experience their own share of operational frustrations. Charlotte, Operations Manager at the circular personal care brand Wild, highlighted a chronic lack of sustainable options during carrier tendering processes. In the real world, the most cost-efficient, reliable, and speedy shipping options are rarely the ones pioneering sustainability. Charlotte issued a strong call to action for the transport sector, stating that carriers need to raise the bar and establish clear sustainability benchmarks, noting that it is still not talked about enough during commercial tenders.

2. Whose Responsibility Is It Anyway?

If the green transition is moving too slowly, which stakeholder should steer the ship? Should brands take charge by demanding greener services, should logistics providers proactively invest in infrastructure, or should the industry wait for strict government regulations?

Breaking the Vicious Circle

Thijs warned against the blame game. If the industry spends its time debating which party should move first, it creates a vicious circle where everyone stands still. Relying solely on regulators means companies will only meet the absolute minimum requirements. On the other hand, if transport providers only adapt when customers demand it (or offer to pay extra), progress stalls.

According to Thijs, real acceleration occurs only when all actors in the chain realize that sustainability unlocks additional value beyond a "green stamp." Logistics is a thin-margin business. The moment sustainability is coupled with cost reductions, stronger employer branding, or increased customer retention, the entire dynamic of the conversation shifts.

The Role of the Brand and Consumer Education

From Wild's perspective, Charlotte balanced this view by pointing out internal expertise limitations. Brands certainly carry the responsibility to stimulate consumer demand and educate their audience. However, they must also lean heavily on the technical expertise of their carriers. A retail brand rarely possesses specialized in-house logistics knowledge, meaning they depend on the green solutions put forward by their logistics providers.

Conversely, Inge placed the responsibility slightly more onto the brands—to the amusement of the audience. Because logistics is a fierce cost game, logistics service providers (LSPs) naturally move faster when there is active market demand. If a brand like Wild explicitly grades carriers on their sustainability vision during tenders, it rewards the providers who choose to innovate. If procurement ultimately selects carriers based on the lowest price alone, it becomes impossible for transport providers to sustain their green investments. Furthermore, the operational flexibility required to optimize transport—such as accepting slower delivery windows to increase truck fill rates—rests firmly with the brand.

3. Sustainable Solutions Working Today

Despite the long road ahead to an entirely zero-emission industry, the panel highlighted several highly practical solutions that are currently shrinking environmental impacts.

Book-and-Claim and Sustainable Aviation Fuel (SAF)

To tackle the difficult air freight sector, Inge sees massive potential in market-based accounting mechanisms, specifically the book-and-claim system. Currently, Sustainable Aviation Fuel (SAF) is extremely scarce and expensive. It would be logistically highly inefficient to transport physical SAF across the world just to pump it into the exact airplane carrying a specific company's e-commerce parcels.

Through a book-and-claim framework, a brand can purchase the environmental attributes (credits) of SAF. The actual fuel is then injected into the supply chain at an airport located close to the SAF production facility. The buyer funds the greening of global aviation without overcomplicating the physical distribution process. According to Inge, this sends a powerful demand signal to the market, giving investors the financial security required to build more SAF factories. Logistics providers like Spring GDS are already actively participating in these programs.

Smart Hardware and Reusable Systems

Thijs illustrated that making a profound impact does not always require high-tech breakthroughs; sometimes it comes down to smart, tangible hardware. He pointed to Spring GDS’s signature orange pallet box on display at the lounge. Instead of relying on single-use wooden pallets, cardboard layers, and plastic shrink-wrap, the company invested millions into a robust, reusable, and collapsible plastic pallet box network.

Traditional Logistics vs. Orange Pallet Box

These boxes allow parcels to be stacked tightly and securely. In transport logistics, maximizing the truck's volume capacity directly drives down both CO2 emissions per parcel and overall freight costs. The return on investment for this multi-million project was achieved incredibly quickly. Furthermore, it solved a major operational headache for destination delivery partners, who are no longer left saddled with mountains of commercial cardboard waste.

Circular Product Design and Eliminating "Shipping Air"

Representing the brand perspective, Charlotte demonstrated how upstream product design reshapes downstream logistics efficiency. Wild’s business model centers on a durable, refillable case that customers keep for life, ordering refills online. These refills are uniquely engineered to ship in flat, recycled cardboard packaging that fits directly through a standard household letterbox.

By utilizing this "large letter" format, Wild completely eliminates e-commerce's biggest environmental sin: shipping empty air. Because the packaging is incredibly compact and seamlessly integrates into existing postal sorting streams or Spring GDS’s reusable roll cages, material waste is minimized, and single-use plastic tape is completely banished from their fulfillment operations.

4. Harnessing Data and Artificial Intelligence (AI)

An insightful question from the audience directed the conversation toward a major industry talking point: how can a data-rich environment like logistics leverage AI to advance sustainability? The panel’s responses revealed an industry navigating a complex digital transition.

The Reality of Supply Chain Data

Although logistics generates billions of data points daily via telematics, warehouse management systems, and tracking scans, Inge tempered expectations regarding immediate, widespread AI deployment. The road freight sector remains highly fragmented, consisting predominantly of small to medium-sized carriers. Many of these operators lack the infrastructure to clean and structure their data. Before an organization can deploy advanced AI models, it must achieve baseline data correctness—an area where many companies are still on a journey.

The Two-Year Journey to Accurate Carbon Reporting

Thijs validated these data-cleansing challenges. Sophisticated e-commerce clients increasingly demand highly customized, lane-specific carbon emission reports per parcel. Because Spring GDS operates as an asset-light network orchestrator—meaning they manage a vast network of partners rather than owning planes or trucks—consolidating disparate data streams was a monumental task.

It took their data engineering teams nearly two years to build a single, reliable "source of truth." Now that this solid foundation is laid, the real optimization can begin. Moving forward, the company can deploy analytical tools to identify routing anomalies, uncover inefficiencies, and calculate exact CO2 reduction strategies based on a customer's specific shipment profile.

AI as a Preventive Tool for Operational Waste

According to Charlotte, the value of AI for retail brands does not have to depend on complex autonomous driving algorithms. Instead, the immediate value lies in predicting and preventing operational errors. For example, brands can use machine learning to optimize inventory forecasting, avoiding reactionary, last-minute air freight shipments when a product unexpectedly sells out. Similarly, AI can flag address formatting issues before a label is printed, preventing failed deliveries. Eradicating "return to sender" loops is, after all, one of the most effective ways to instantly cut logistics emissions.

5. The Trade-offs: What Will the Consumer Accept?

While sustainability is an excellent corporate objective, e-commerce has traditionally thrived on the pillars of speed, convenience, and rock-bottom prices. Where does the consumer draw the line when a brand opts for green logistics?

When asked about the compromises customers refuse to make, Charlotte noted that Wild focuses heavily on quality and ingredient transparency. Formulating products that are 96% natural makes production considerably more challenging and costly. However, because the brand's core mission resonates deeply with its audience, Wild has cultivated a highly supportive community willing to pay a premium for sustainable personal care.

From a logistical standpoint, choosing to avoid air freight occasionally means international customers must wait slightly longer for their orders. Wild purposefully utilizes slower, surface-based postal networks. Because this green shipping trade-off is communicated transparently at checkout, the slightly longer transit time has proven to be a non-issue for their customer base.

Conclusion: From Front-runners to the Mass Market

To close the discussion, Tatum asked each panelist for a definitive takeaway for the audience. The consensus was clear: the era of sustainability as a mere compliance exercise is over, and the rewards of taking action extend far beyond environmental metrics.

Key Takeaways from the Panel:

• Inge (AllChiefs): Take full cognizance of your logistical footprint, analyze your data, and prioritize your reduction levers. There are numerous operational adjustments that are cost-neutral or even cost-effective—do not let the expensive options paralyze your initial progress.
• Thijs (Spring GDS): Focus heavily on the broader business benefits—see the value, not just the cost. Green investments directly drive higher employee engagement, enhance brand perception, and boost Net Promoter Scores (NPS). Furthermore, data proves that sustainable front-runners were far less vulnerable to recent geopolitical energy crises and global fuel shocks. Take control of your strategy before upcoming regulations take control of you.
• Charlotte (Wild): Remember that we are all consumers in our personal lives. Make conscious lifestyle adjustments, ask tough questions of the brands you purchase from, and use your purchasing power to drive green demand all the way up the supply chain.

The green transition in logistics has reached a critical inflection point. The industry's pioneering front-runners—representing the first 10 percent of the market—have successfully proved what is operationally possible. The defining challenge for the next three years is scaling these practices across the remaining 80 percent of the mass market. True impact will be achieved only when reusable transit hardware, biofuel insetting, and the elimination of shipped air become the industry standard rather than a premium niche. And as this discussion made abundantly clear, that transformation begins by taking the first practical step today.

The post The Sustainable Logistics Chain: Ambition vs. Feasibility in E-commerce and Transport appeared first on Cross-Border Magazine.