For Paul Taylor, international expansion isn’t something eCommerce brands can afford to think about only when they’ve conquered their home market. It needs to be built into the plan from the start. It’s a perspective shaped by over two decades working across logistics, supply chain, retail and eCommerce fulfilment.

Before joining fulfilmentcrowd, Taylor held senior operational roles at businesses including Wincanton, ASDA, DHL Supply Chain and Phones4U, building experience across sectors ranging from fashion and FMCG to DIY and general merchandise. Today, as fulfilmentcrowd’s Managing Director, his focus is on continuing to apply that experience to a business with huge global ambitions.

Taylor initially joined fulfilmentcrowd in 2021 as Chief Operating Officer, following investment from BGF. His initial remit centred on building the company’s international network and scaling its operations, but his responsibilities soon widened to include sales and marketing alongside the day-to-day running of the business.  In 2026, he stepped into the Managing Director role.

The company around him has been changing just as quickly. fulfilmentcrowd now operates 17 fulfilment centres worldwide through its unique partner network model, with recent expansions seeing them add three new US warehouse locations and acquire Dutch eCommerce logistics specialists Fulfilment.nl.

For Taylor, this international growth has brought opportunity, but also a much clearer understanding of the complexity behind the world ‘global.’

“Every territory brings its own nuances,” he explains. “You can have a model that works incredibly well in one market, but you can’t assume you can simply replicate success somewhere else.

“Customer expectations are different, carrier networks are different, rules are different, and the way brands need to hold and move stock can be different too.

“As we’ve grown internationally, a big focus for us has been building a deep understanding of these differences to give customers a consistent experience wherever they’re operating.”

It’s a lesson that applies equally to the global brands fulfilmentcrowd works with. Taylor believes businesses looking at the next phase of eCommerce growth need to develop an international outlook while retaining the agility to move quickly when opportunities arise.

“Thanks to how connected online commerce is, international opportunities can present themselves very quickly; whether that’s demand from a new territory or a marketplace gaining traction.

“Agility is very important. The businesses in a strong position are those that can respond to demand without having to redesign their supply chain every time. That’s something that makes our business model appealing to brands looking to serve more than one market.”

On top of international fulfilment, Taylor believes omnichannel can no longer be treated as an optional extra.

“What we’re seeing in the market is that customers don’t really think in channels anymore. They might discover a brand through social, buy through a marketplace, order directly from a website or come across a product in a physical shop.

“From a fulfilment perspective, you have to be able to support that.

“Omnichannel is becoming an essential. Ambitious or fast-growing brands need the flexibility to put their stock where their demand is, regardless of where the eventual transaction takes place.”

International expansion, however, demands more than simply switching on sales in another country.

If Taylor were advising a brand that had grown successfully at home and was preparing to test its first overseas market, he’d start with the fundamentals: compliance and legislation, having a stock profile and SKU range appropriate for the new territory, available carrier solutions, and, critically, the location of the inventory.

“You have to understand the market properly before moving stock into it,” Taylor says. “Compliance and legislation obviously have to be right, but there are commercial questions to be answered, too. Which products and SKUs are actually going to work in that territory? What carrier solutions are available? And where are your customers going to be located?

“We talk a lot about finding each customer’s centre of gravity. There’s little value in putting inventory into a location simply because you can. 

“You want your fulfilment operation positioned around where your demand is going to be, because that has a direct impact on speed, cost and ultimately the experience you can give to the customer.”

It’s a pragmatic approach to internationalisation: demand might be global, but the operational decisions required to serve it remain local.

The same balance between scale and local expertise is now playing out within fulfilmentcrowd itself.

Following investment from private equity firm Palatine in 2025, the business has entered a new period of expansion. Alongside its growing international network, the acquisition of Fulfilment.nl in May 2026 added further capability in the European market.

For Taylor, the next stage is therefore as much about integration as expansion.

“We’ve grown the network and we’ll continue to grow our teams. The important part is that our growth translates into something meaningful for our customers,” he explains.

It makes Taylor’s move into the Managing Director role particularly timely.

Having spent five years helping build the operational foundations of fulfilmentcrowd’s international growth, Taylor is now tasked with accelerating that growth further.

And, if there’s one theme that connects his outlook for fulfilmentcrowd and the brands it serves, it’s that scale alone is not enough.

In an industry where opportunities can emerge quickly and customer expectations rarely remain consistent over national borders, the brands that combine international reach with the flexibility to act locally will be the ones that come out on top.

Looking to grow your eCommerce brand internationally? fulfilmentcrowd helps ambitious retailers scale across the UK, Europe, the US and Australia with tech-enabled fulfilment solutions, seamless integrations and a worldwide warehouse network designed to support fast, reliable global growth. Learn more at fulfilmentcrowd.com, fulfilmentcrowd.de or fulfilmentcrowd.us

The post Spotlight on Paul Taylor: fulfilmentcrowd's Managing Director appeared first on Cross-Border Magazine.

Data has always been one of the most valuable assets available to an e-commerce business. Yet having more data does not necessarily mean understanding customers better — and it certainly does not guarantee higher revenue.

For Daniele Rutigliano, e-commerce expert, the real opportunity lies in turning the information companies already possess into concrete decisions. From identifying friction in the customer journey to improving retention and personalising marketing, data becomes valuable only when businesses know what question they are trying to answer.

As artificial intelligence makes increasingly sophisticated analysis accessible to companies of every size, Rutigliano believes the competitive divide will not simply be between businesses with more or less data. It will be between those capable of transforming it into action and those that continue merely collecting it.

Having data is not the same as being data-driven

CBM: Companies have access to unprecedented amounts of customer information today. Are e-commerce businesses actually making good use of it?

Daniele Rutigliano: There are essentially two very different situations.

On one side, you have companies — particularly small and midsize businesses — that still don't have a genuinely data-driven culture. Some may not even have a CRM system in place.

On the other side, there are businesses collecting enormous amounts of information but struggling because that data is distributed across different platforms, databases and servers.

So simply having data isn't enough. Companies need accurate information, properly integrated systems and, most importantly, the expertise required to interpret what the data is telling them.

Artificial intelligence is making that process considerably easier because it can accelerate analysis, identify correlations and even allow people to interrogate complex datasets using natural language. But AI cannot compensate for incomplete or poor-quality information.

"The goal shouldn't be to collect as much information as possible. It should be to transform the right data into better decisions."

Which e-commerce metrics actually matter?

CBM: With so many metrics available, which KPIs should online retailers really be paying attention to?

Daniele Rutigliano: Understanding customers has always been fundamental to marketing. The better you understand their needs and behaviour, the better positioned you are to encourage repeat purchases, generate referrals and create relevant campaigns.

There are many metrics an e-commerce company can monitor, but some of the most important are Customer Acquisition Cost (CAC), Average Order Value (AOV), Customer Lifetime Value (CLV) and Time Between Purchases (TBP).

Each tells you something different.

CAC tells you how much you're investing to acquire a customer. CLV helps you understand how valuable that customer could be throughout the relationship. AOV shows the average value of their transactions, while TBP tells you how frequently they're coming back.

Put those pieces together and you begin developing a much clearer picture of the customer.

We're still going to need segmentation and broader customer groups, but the direction is increasingly towards personalisation. E-commerce marketing is gradually moving closer to a one-to-one model.

Moving from dashboards to decisions

CBM: How does a company actually transform those metrics into higher revenue?

Daniele Rutigliano: Collecting information is only the beginning. There needs to be a process behind it.

You identify a problem or an opportunity, formulate a hypothesis, take a specific action and then measure what happens.

Imagine, for example, that your data shows an unusually high checkout abandonment rate in one particular country.

The number itself isn't the answer. It's the starting point.

You then need to understand why it's happening. Are shipping costs too high? Are delivery times too long? Are customers missing their preferred local payment method? Is there another source of friction?

Once you've developed a hypothesis, you implement a change and compare performance before and after that intervention.

That's when data becomes valuable. You're no longer simply observing a dashboard; you're using information to make a measurable business decision.

"The real value doesn't come from having more dashboards. It comes from using their information to make measurable improvements."

Creating a unified view of the customer

CBM: One of the challenges you mentioned is having information scattered across multiple systems. How can retailers build a clearer customer view?

Daniele Rutigliano: It depends on the maturity of the business and what it's trying to achieve.

Web analytics platforms can tell you how visitors arrive at your website and how they navigate it. Behavioural analytics tools such as Microsoft Clarity, Hotjar or Mouseflow can go further by using session recordings, heat maps and interaction data to identify friction in the customer journey.

More advanced businesses can introduce Customer Data Platforms, or CDPs, which combine information from different sources to create unified customer profiles.

Once you have that integrated view, the information can then be activated across different channels to create much more personalised customer communications.

Where does AI fit into the equation?

CBM: Artificial intelligence is changing virtually every aspect of e-commerce. What difference does it make when working with data?

Daniele Rutigliano: AI can dramatically accelerate the analytical process.

It can identify correlations across complex datasets and make information accessible to people who might previously have required specialist analytical knowledge. Natural-language interaction is particularly interesting because it reduces some of the barriers between decision-makers and the information contained within their systems.

But there's an important limitation.

AI cannot fix fundamentally bad data.

If your information is inaccurate, incomplete or poorly integrated, introducing AI isn't suddenly going to create a reliable business intelligence system. The foundations still matter.

Companies need to collect accurate information and connect their systems properly before they can expect AI to generate meaningful insights.

Data-driven e-commerce isn't only for large companies

CBM: Smaller e-commerce businesses may hear terms like CDPs, AI and advanced analytics and assume that becoming data-driven requires a major investment. Does it?

Daniele Rutigliano: Not necessarily.

Many SMEs already have a surprising amount of useful data. It might exist inside their e-commerce platform, analytics tools, advertising accounts, CRM or customer service software.

You don't need to begin with an enormous technological infrastructure.

Start with a business objective.

Identify the information that can help you understand that particular objective and then use the tools you already have available.

Platforms such as Google Analytics 4 and Microsoft Clarity, combined with advertising platform data and the reports generated by the e-commerce platform itself, can already reveal customer behaviours, weaknesses in the purchasing journey and potential opportunities for growth.

The important thing is not how sophisticated the technology is. It's whether you're using the information to answer a meaningful business question.

From insight to competitive advantage

For Rutigliano, becoming data-driven is ultimately less about accumulating technology and more about changing how companies make decisions.

A metric should lead to a question. The question should generate a hypothesis. The hypothesis should result in an action. And that action should produce something that can be measured.

That cycle turns information into commercial intelligence — and commercial intelligence into revenue.

It is also the approach Rutigliano will explore through practical examples during his workshop, “Data as a Revenue Driver: From Insight to Competitive Advantage,” at the EU Cross-Border E-commerce Forum 2026 in Liège on September 9 at 11:15 a.m.

For e-commerce businesses, his message is straightforward: competitive advantage will not come from simply possessing more information than everybody else. It will come from knowing which data matters, understanding what it means and, above all, acting on it.

The post Spotlight on Daniele Rutigliano: Turning E-commerce Data into Revenue and Competitive Advantage appeared first on Cross-Border Magazine.

Customs Clearance Challenges: Why Data Has Become the Foundation of Cross-Border Success

CBM: Customs regulations seem to be becoming more complex every year. What are the biggest customs clearance challenges online retailers are facing today?

Guy Cliffe: Interestingly, the biggest challenge isn't necessarily the regulations themselves; it's how quickly customs requirements are evolving across the world.

Authorities are moving away from paper-based processes and placing far greater emphasis on advance electronic data, automated risk profiling and supply chain transparency. That means retailers need to start thinking about customs much earlier in the fulfillment process.

Businesses are also selling into more international markets than ever before, each with different thresholds, documentation requirements and customs rules. Managing that complexity while still delivering the seamless customer experience consumers expect has become one of the biggest operational challenges in cross-border e-commerce.

The retailers that perform best are those that stop viewing customs as an administrative obligation and start treating it as a strategic part of their international operation.

CBM: Since Brexit, how has the customs landscape changed for retailers selling between the UK and the EU?

Guy Cliffe: Brexit fundamentally changed how goods move between the UK and the European Union. Customs is now part of every shipment. Most businesses have adapted remarkably well, but I still see companies underestimating the importance of customs preparation.

One of the most common mistakes is assuming customs only matters when goods are ready to leave the warehouse. In reality, customs begins with the quality of the product data inside a retailer's own systems. Incorrect commodity codes, incomplete product descriptions, or inaccurate customs values all create unnecessary delays, additional costs, and poor customer experiences.

Returns are another area that is frequently overlooked. Many retailers are missing opportunities to recover import duties or simplify reverse logistics because customs isn't being considered as part of the overall returns strategy.

CBM: Many retailers struggle with customs delays. What usually causes shipments to be held at the border?

Guy Cliffe: Most delays aren't actually caused by customs authorities. They're caused by the information businesses submit. Missing shipment data, inconsistent documentation, inaccurate classifications, or discrepancies between commercial documents are what typically trigger additional inspections.

As customs authorities increasingly rely on automated risk assessment systems, data quality becomes the deciding factor. Retailers often assume they need a faster logistics solution when, in reality, improving the quality and consistency of their customs data will have a much greater impact.

CBM: Product data seems to be becoming increasingly important. How critical are accurate product descriptions and HS codes?

Guy Cliffe: They're absolutely fundamental. Good customs clearance starts long before a parcel reaches the border. Every product description, HS code, declared value and shipment detail contributes to how customs authorities assess risk.

Generic descriptions like "gift" or "clothing" are no longer sufficient. Retailers that invest in detailed product information don't just reduce delays—they improve compliance, minimize manual intervention and ultimately create a much better customer experience.

CBM: Regulations such as ICS2 are changing customs procedures across Europe. How should retailers prepare?

Guy Cliffe: The most important thing is recognizing that ICS2 isn't a standalone regulation. It's part of a much broader shift towards digital customs. Authorities increasingly expect shipment information before goods even begin their journey.

Retailers should review the quality of their customs data today, work closely with experienced customs partners, and ensure their systems can support different international reporting requirements. Businesses that build flexibility now will adapt far more easily as new regulations continue to emerge.

CBM: How do customs challenges differ between marketplaces and mid-sized online retailers?

Guy Cliffe: Large marketplaces benefit from enormous scale and sophisticated technology, but they also have to manage millions of products from thousands of different sellers. Maintaining consistent customs data at that scale is extremely challenging.

Mid-sized retailers usually have much greater control over their own product information, but often lack dedicated customs expertise or experience entering new international markets. Despite those differences, the fundamentals remain exactly the same. Success depends on accurate data, robust processes, and choosing the right customs partner.

CBM: Returns aren't usually associated with customs. Why should retailers think differently?

Guy Cliffe: Returns should be part of every retailer's customs strategy. Every returned item may involve import duties, VAT, and customs procedures. One of the biggest missed opportunities is the recovery of duty.

Many retailers are entitled to reclaim duties on returned goods but simply don't have the processes in place to do so. A well-managed returns operation doesn't just improve customer experience; it improves cash flow and reduces unnecessary costs.

CBM: Technology is transforming customs. Which innovations are having the biggest impact?

Guy Cliffe: Automation is removing much of the manual work that has traditionally slowed customs. Direct integration between retailer systems and customs platforms helps ensure information is captured accurately and submitted consistently.

We're also seeing automated validation tools identify missing or inconsistent data before shipments even reach customs. Looking ahead, intelligent technologies that provide better supply chain visibility and identify compliance risks before goods move will become increasingly valuable.

CBM: Finally, what should retailers prepare for over the next two to three years?

Guy Cliffe: Customs authorities will continue to place greater emphasis on advance electronic data, digital compliance, and security screening. Manual processes will continue to disappear, while scrutiny of low-value e-commerce shipments is likely to increase.

The retailers that invest today in robust data, integrated technology, and flexible customs processes won't simply remain compliant; they'll be the businesses best positioned to compete internationally while delivering the frictionless customer experience consumers increasingly expect.

The post SPOTLIGHT ON… Guy Cliffe: Director at UKP Worldwide appeared first on Cross-Border Magazine.

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.

The European Union’s decision to scrap the duty-free threshold for low-value imports is set to create a new cost baseline for cross-border e-commerce sellers, with return-heavy categories such as fashion expected to face the strongest pressure.

From 1 July 2026, small consignments entering the EU from outside the bloc and valued below €150 will no longer benefit from the long-standing customs duty exemption. Instead, the EU will apply an interim flat-rate customs duty of €3 per item category contained in a parcel. This measure will run until 1 July 2028 and may be extended until the EU’s new customs data hub is fully operational.

The change marks one of the most significant shifts in Europe’s treatment of low-value e-commerce imports in years. According to the European Commission, the current exemption is no longer justified because it has helped fuel rapid growth in direct-to-consumer imports, creating what Brussels describes as unfair competition between direct e-commerce imports and traditional retail imports handled in bulk.

For Shopreturns, a European cross-border returns infrastructure provider, the change is not simply a small additional duty. The company argues that the measure removes a structural advantage that allowed ultra-low-cost cross-border models to scale across Europe. “This is not just about €3. It is the removal of a structural advantage that made ultra-low-cost cross-border models viable at scale,” said Paweł Zakielarz, Founder and CEO at Shopreturns, in the company’s press release.

Low-value imports move into the regulatory spotlight

The EU’s customs reform comes after a sharp rise in low-value parcels entering the bloc. The European Parliament has cited Commission data showing that 91% of e-commerce shipments valued below €150 came from China in 2024, a trend closely linked to the growth of platforms such as Temu, Shein and AliExpress.

Reuters reported that low-value parcel shipments to the EU reached 4.6 billion in 2024, roughly double the previous year, with the new €3 duty positioned as a temporary measure to accelerate the removal of the de minimis exemption before the broader customs reform is completed.

The duty will initially apply to goods for which non-EU sellers are registered in the EU’s Import One-Stop Shop, or IOSS, which the Council says covers around 93% of e-commerce flows to the EU.

The real cost may be higher than €3

Although the headline figure is €3, the operational impact may be more complex. The Council states that the duty will be levied on each item category contained in a small parcel. In practice, this means that a parcel containing different product categories may trigger more than one charge.

This is one of the central points raised by Shopreturns. The company warns that sellers should not treat the new duty as a flat parcel-level cost, especially in categories where baskets often contain multiple SKUs. The press release also highlights the emergence of national handling fees, which could add another layer of cost in some markets.

Italy has already introduced a €2 levy on parcels valued up to €150 from non-EU countries, although the measure has faced operational friction and pressure to align with the EU-wide July 2026 timetable. France has also pushed for faster action on handling fees for cheap e-commerce imports, while industry and tax sources report national discussions or implementation plans around €2 handling charges on low-value imports.

For retailers, this means the total landed cost of a low-value order may depend not only on the EU customs duty but also on the destination market, the number of item categories, the carrier process and whether the seller has integrated duties into checkout.

Checkout transparency becomes a conversion issue

The new duty also changes the customer experience equation. For sellers using IOSS, the cost can be incorporated into the checkout flow. Without that integration, the customer may face charges at delivery, potentially combined with carrier handling fees.

Shopreturns argues that this distinction could have a direct impact on conversion and refusal rates. “The difference between charging €3 at checkout and €13 at the door is the difference between conversion and rejection,” said Wojciech Kotlicki, Head of Marketing at Shopreturns. “At checkout, it’s just another line in the price. At the door, it becomes a friction point that triggers hesitation, refusal, and ultimately returns.”

That risk is especially relevant for sellers operating in price-sensitive categories, where a low advertised product price has historically been part of the appeal of direct imports. If consumers encounter unexpected delivery-stage charges, the result may be higher refusal rates, more customer service pressure and more reverse logistics activity.

Returns become central to the cost equation

The impact may be especially significant in fashion, where return rates are structurally higher than in many other e-commerce categories. Zalando has publicly described high return rates as a widespread challenge across fashion e-commerce, noting that returns affect product availability, operations, partners and environmental impact.

Shopreturns estimates that retailers shipping 1,000 orders per month into the EU could face more than €9,000 in additional annual costs, with the figure rising above €20,000 in high-return categories such as fashion. The company bases this on the compounding effect of duties, multi-item baskets, return volumes and the administrative burden of duty recovery.

“At 30–40% return rates, the question is no longer how to handle returns, but how fast you can process them and get inventory back into circulation,” Zakielarz said.

That point is crucial. The new duty does not only affect the forward shipment. It also changes the economics of returned goods, especially when products are refused, returned across borders or delayed in reprocessing. The longer inventory remains outside active stock, the greater the pressure on margin, cash flow and replenishment planning.

Duty recovery is possible, but operationally difficult

In principle, sellers may be able to recover customs duty when goods are returned. However, Shopreturns warns that recovery is not automatic and may require active follow-up with carriers, customs authorities or specialist providers.

The company identifies several recovery routes, including declaration invalidation within 90 days, formal refund applications after that period and bulk recovery through specialist providers. The first route may be the most efficient, but depends on carrier cooperation. The second may remain available for longer, but can require full documentation and lengthy processing.

This creates an important scale threshold. For small sellers, reclaiming €3 per returned item may not justify the administrative work. For larger sellers, however, unrecovered duties can become a recurring line in the profit and loss statement.

“At scale, €3 stops being a small fee and becomes a recurring line in your P&L. If you don’t manage it, it compounds across every return,” Zakielarz added.

Localisation of stock and returns is likely to accelerate

The EU measure is expected to accelerate a shift that was already underway: the localisation of logistics infrastructure inside Europe.

For cross-border retailers, the alternatives are becoming clearer. Sellers can continue shipping directly from outside the EU and absorb a more complex duty, fee and compliance environment, or they can move more inventory into EU-based fulfilment networks, use local return addresses and consolidate reverse logistics flows.

The Financial Times reported that Italy’s national levy created incentives for some logistics operators to reroute flows through other EU entry points, underlining how sensitive parcel networks are to small differences in import costs and customs design.

For brands and marketplace sellers, that reinforces the strategic value of EU-based stock positioning, local returns infrastructure and faster resale cycles. Shopreturns argues that the operational layer now needs to evolve alongside the commercial model. “The shift is clear — sellers either localise operations inside the EU or absorb rising costs on every transaction. There is no middle ground anymore,” Zakielarz said.

A direct challenge to ultra-low-cost import models

The measure is widely seen as part of a broader EU effort to address the surge in low-value imports from non-EU platforms. Brussels has framed the reform around customs fairness, product safety, fraud prevention and the environmental impact of billions of small parcels entering the bloc.

For sellers built around price arbitrage, direct-from-Asia shipping and high-volume low-value baskets, the new regime creates three simultaneous pressures: margin compression, higher compliance complexity and increased exposure to returns-related costs.

For European retailers, the reform may help reduce one of the cost advantages enjoyed by non-EU direct import models. But it will also raise the bar for any company selling cross-border into Europe, especially if its logistics and returns processes are not yet designed for customs recovery, local return consolidation or transparent landed-cost pricing.

What retailers should prepare before July 2026

The €3 duty should not be treated as a simple surcharge. It is a structural reset in how low-value cross-border e-commerce enters the EU.

Retailers shipping into Europe should assess how many orders fall below the €150 threshold, how many item categories are typically included per parcel, which markets may add national handling fees, whether IOSS integration is in place, and how returns will be documented for possible duty recovery.

The strongest pressure will fall on sellers with high order volumes, multi-item baskets and return-heavy categories. For those businesses, the July 2026 deadline is not only a customs milestone. It is a test of whether their pricing, checkout, fulfilment and reverse logistics models are ready for a more expensive and more regulated European e-commerce environment.

The post EU’s €3 Import Duty Set to Reshape Cross-Border E-Commerce Costs from July 2026 appeared first on Cross-Border Magazine.

By PostNord - Courtesy of our partners at PostNord, today we want to share with all of you this engaging and insightful interview with Thomas Sjölin, Head of PostNord International.

1. Who are you and what is your role at PostNord?

I am Head of PostNord International, responsible for our global commercial expansion and for enabling international e-commerce flows into the Nordic region. My mandate is straightforward: strengthen PostNord’s position as the preferred e-commerce logistics partner in the Nordics by securing international volumes, simplifying cross-border delivery.

2. What is your long-term vision for PostNord International in the evolving cross-border e-commerce landscape?

Our long-term vision is to make PostNord International the undisputed gateway to the Nordic region.

E-commerce is becoming borderless, but retailers still struggle with complexity, compliance, customs, visibility, and customer expectations. We solve that by offering one Nordic solution, one entry point, and seamless integration into the most demanding last-mile region in Europe.

Five years from now, PostNord International will be recognized as:

• the first choice for global e-commerce brands entering the Nordics
• a trusted partner known for reliability, technology and deep Nordic consumer insight
• an asset-light international network fully optimized for speed, scalability and digital excellence

In short: we lower the barriers to the Nordics so our customers can grow faster.

3. What trends are currently shaping the B2B logistics industry, and how do you see them affecting PostNord International’s business?

Three trends stand out:

1. The commoditization of logistics

Price sensitivity is increasing while switching costs are falling. Reliability, speed, visibility and ease of integration are now the “brilliant basics” customers demand.

For PostNord International this reinforces our focus on cost leadership, operational excellence and simple onboarding.

2. Technology as a competitive advantage

API-driven shipping, real-time data, predictive forecasting and digital customer experience are becoming decisive.

This is why we invest heavily in tech-led operations, seamless integrations and visibility across the entire E2E chain.

3. The rise of global marketplaces and indirect sales channels

Platforms like Temu, Shein, and fast-scaling SMEs demand logistics partners who can scale rapidly and offer multi-market coverage.

Our strategy reflects this with strong focus on indirect sales channels and “vacuum cleaning” SME demand through global consolidators.

These trends reward companies that are fast, digitally mature, and laser-focused on customer needs, exactly where we are positioning PNI.

4. What are the biggest challenges in cross-border logistics right now, and how is PostNord International tackling them?

1. Complexity in customs and compliance

International shippers struggle with Nordic VAT, customs, IOSS and different national requirements.

Our response: integrated customs solutions and a one-Nordic setup that removes friction.

2. Need for seamless digital integration

Retailers want zero-effort onboarding.

Our response: a fully API-based approach with one point of contact, one integration, and full transparency.

3. Increased competition from log-tech and last-mile specialists

These players innovate quickly.

Our response: match their agility while leveraging PostNord’s unique asset of being the largest and most trusted Nordic last-mile network.

4. Demand for cost-efficient, predictable delivery

Cross-border volatility creates operational challenges.

Our response: an asset-light model combined with Nordic scale and strong partners, giving us flexibility without compromising quality.

Our entire strategy is built around high commercial velocity, technology, and simplicity – all essential to solving today’s cross-border challenges.

5. What opportunities do you see in the Nordic market for e-tailers wanting to enter?

The Nordics is one of the world’s most attractive e-commerce regions:

• Consumers have high purchasing power and increasing real wages
• Cross-border openness is exceptionally high
• Digital maturity is world-class
• Price sensitivity and search for assortment favour international retailers

Nordic shoppers value low prices, unique products, convenience, fast delivery, and trust.

E-commerce continues to outgrow physical retail, and 2026–2027 are expected to be strong growth years.

For international e-tailers this means:

• easy to enter
• large addressable audiences
• high conversion potential
• strong appetite for new brands and assortments

The key is partnering with a logistics provider that understands the Nordics deeply, preferences, habits, delivery culture and expectations.

6. From which countries, worldwide, do Nordic households shop and why?

The biggest origins are:

1. China, driven by price and assortment

Temu, Shein and other Chinese platforms dominate due to unbeatable pricing and product variety.

2. Germany, strong in all Nordic countries

A combination of trust, reliability, payment options, and delivery choice makes Germany a top three origin for Sweden, Denmark and Finland.

3. USA, particularly strong in Norway

Norwegian shoppers often look to the US for products not available locally, reinforced by brand desirability and pricing.

Overall, Nordic consumers are curious, price-aware and digitally savvy, making them early adopters of global e-commerce.

7. What trends do you see shaping cross-border e-commerce in the Nordic region?

Cross-border e-commerce in the Nordics is growing steadily, with Amazon, Zalando and Temu as the top international marketplaces across all four countries. The share of consumers buying from abroad has risen from 74% to 78% year-on-year.

Three trends stand out:

1. Value and assortment

Nordic shoppers go cross-border for competitive prices and broader product ranges. Reliable logistics has made delivery faster and more predictable.

2. Trust and transparency

Clear delivery terms, transparent costs and strong ratings strongly influence conversion. Poor credibility is quickly punished.

3. Inspiration and experience

Price still matters most, but platforms that offer curated, inspiring online experiences are gaining traction. Consumers increasingly want discovery, not just transactions.

Personalization and customer service also matter more especially in Norway and Finland, creating room for differentiation beyond price.

In summary:

• Price remains the key driver, though US price advantages are weakening.
• Assortment continues to be critical, led by China and Europe.
• Inspiration is emerging as a differentiator as shopping becomes more experience-driven.

Any final words?

At PostNord International, our mission is simple: we make the Nordics easy. One partner, one integration, and a delivery experience that builds trust with every order. But beyond the logistics, what truly matters is enabling growth, helping global retailers connect with Nordic consumers in a way that feels effortless and reliable.

We’re proud to play that role. And we’re even more excited about what’s ahead. The Nordics remain one of the most dynamic e-commerce regions in the world, and together with our customers, we’re here to unlock that opportunity.

The post Thomas Sjölin, Head of PostNord International: The Nordics is one of the world’s most attractive e-commerce regions appeared first on Cross-Border Magazine.

By Salesupply- Decántalo has become one of Spain’s leading online wine retailers, bringing the country’s finest wines to customers across nearly 40 countries. Founded in 2010 by Héctor and Oriol, what began as a side project during the financial crisis evolved into a thriving international e-commerce success story. 

In this exclusive interview conducted by Olga Pijanowska, cross-border and e-commerce expert from Salesupply, Cross-Border Magazine uncorks Decántalo’s remarkable journey — from its origins as a small experiment to a global wine destination. Discover how the brand mastered cross-border sales, adapted to diverse markets, and embraced AI to elevate its customer experience while staying true to the soul of Spanish wine.

OLGA: Héctor, thank you for taking the time to talk to us. Let's start at the beginning: how did Decántalo come about? What inspired you to launch an online wine store? It's been 15 years now, right?

HÉCTOR: Yes, we celebrated our 15th anniversary this February. Decántalo was founded in 2010, and to be honest, it was almost by chance. There were two of us partners—Oriol and I—and we had a web development studio. We designed websites for different brands, but with the real estate crisis in Spain, it became very difficult to sell projects. At the same time, e-commerce was starting to take off, and we were very attracted to that world, although launching an online store at that time was very expensive.

We thought: why not create our own store to show what we can do? That's how Decántalo was born, almost as a test. Soon, orders started coming in: one, three, ten, thirty... until one day we said, “Hey, this works, and we're hardly paying any attention to it. What if we take it seriously?” That's how it all started.

OLGA: And from that start in Spain, how did you approach internationalization? What strategy did you follow to enter other markets?

HÉCTOR: It was quite natural. In the midst of the economic crisis, consumption in Spain was low, so we realized that if we wanted to grow, we had to go abroad. From day one, we had the website in Spanish, French, English, and German. That allowed us to target markets such as France, the United Kingdom, Switzerland, and Germany, which were already more digitally mature and had greater purchasing power. And, of course, an affinity for Spanish wine.

OLGA: How many countries do you currently sell to?

HÉCTOR: Right now, we ship to 38 countries. We sell throughout the European Union, as well as in the United Kingdom, Switzerland, some in the United States, although less since tariffs went up, and in some parts of Asia.

OLGA: As this is an interview for Cross Border Magazine, I'd like to focus a little on the internationalization aspect. From your experience, how have you approached expansion into new countries?

HÉCTOR: For me, the most important thing when selling abroad is to understand the mindset of the local consumer. It sounds simple, but even within the EU there are many cultural differences. Some markets are more sensitive to price, others to the payment method, the carrier, or even how you present the product. The big challenge is to adapt both the message and the service to the expectations of each customer according to their country.

OLGA: Could you give us some specific examples of these differences between countries?

HÉCTOR: Sure. One example I always mention is the contrast between Switzerland and Germany. They are neighboring countries, and they share part of their language, but their consumers couldn't be more different.

In Switzerland, customers buy higher-value bottles and greatly value quality, service, and detailed information. Average basket sizes are very high. In contrast, Germany is our market with the lowest average ticket sizes. German consumers are very price-sensitive, look for deals, and feel they are getting a good deal when they get a good price.

There are even cultural differences. For example, in Spain, when you have guests, you tend to open your best wine. In Germany, it is often the opposite: people opt for a cheaper bottle to avoid appearing ostentatious. These kinds of nuances are key to connecting with each market.

OLGA: It's very similar to what happens in Central Europe, such as in Poland or the Czech Republic. The languages and cultures are similar, but purchasing behaviors are very different.

HÉCTOR: Exactly. That's why we have native speakers on the team. They are the ones who best understand these sensitivities. Knowing how your customer thinks is essential.

OLGA: Let's talk about payments now. Have you encountered any challenges in offering local payment methods? How important is payment localization to you?

HÉCTOR: It's crucial. Although we use the euro in Europe, there are countries like the United Kingdom with the pound and Switzerland with the Swiss franc. We offer 10 payment methods and 7 different currencies. We always try to offer the most common payment options in each country.

Let me tell you a story: in Germany, we decided to remove PayPal because of its fees. We thought it would help us improve our margins. The result: sales fell 40% overnight. That's when we realized that even if something doesn't make financial sense for us, if the customer wants it, we have to offer it. In Germany, PayPal inspires a lot of confidence, and removing it was a big mistake.

OLGA: Let's move on to logistics. How do you manage storage and international shipping? Have you had to adapt your operations for certain markets?

HÉCTOR: We have a single 2,000 m² warehouse in Barcelona, which is refrigerated and powered by solar panels. We manage everything from there. We use a lot of technology to optimize stock and replenish products quickly. Approximately 95% of our catalog is always available, and what isn't, we replenish in less than 24 hours so we can ship it the same day or the next.

OLGA: I imagine that wine is not a product for immediate consumption, so perhaps the customer is more willing to wait a few days...

HÉCTOR: In general, yes. Wine is often bought to have at home or for a future occasion. But we also have customers who need wine for a wedding or urgent celebration. So even though there is more time, customers still expect speed. It's part of today's expectations.

OLGA: And how do you handle international returns?

HÉCTOR: Fortunately, we have very few returns. It's not a sector like fashion, for example, where this is a problem. Our problem is the fragility of the product. To address this, we are working on developing our own protective packaging for the boxes, which helps us to keep the breakage rate very low.

OLGA: In terms of customer service, how do you manage it in so many languages and markets?

HÉCTOR: We have an internal multilingual team that covers Spanish, German, French, and English. We provide customer service through three main channels: phone, email, and web chat.

We handle phone calls directly from Barcelona. For emails, we use an AI-powered ticketing system that suggests responses to frequently asked questions, but these are always reviewed by a native agent. For chat, we use artificial intelligence with Oct8ne as the first layer, although customers can request to speak to a person if they wish.

OLGA: I was just about to ask you about Oct8ne. How has its use impacted your customer service?

HÉCTOR: We've been using chat for about six years, and in the last year we incorporated AI. Today, 97% of chats are handled directly by artificial intelligence, with the option to escalate to a human. Response speed has improved significantly, and we are available 24/7. The most interesting thing is that indicators such as “add to cart” or conversions have not only not decreased, but have actually increased.

OLGA: Impressive! It seems that AI is working very well for you.

HÉCTOR: Yes, but it's key to feed it well. We train our system with 14 years of customer service history. That allows it to understand very well how we respond, what values we convey, how we treat the customer. AI is only as good as the information you give it.

And something important: we haven't reduced staff. We've simply reassigned them to more valuable tasks. For example, personalized attention for event quotes such as weddings. We find it more useful for them to be there, rather than answering “Where is my order?” all day long.

OLGA: Throughout this international journey, have you made any mistakes that you have learned from?

HÉCTOR: Several. The most obvious was removing PayPal in Germany, as I already told you. Another was not being clear from the outset about how to handle international taxation. When we started out, the legal framework was not entirely defined, and we gradually regularized it over time. If I could go back, I would have informed myself better about the tax requirements in each country from the outset. Today, fortunately, it is much easier.

OLGA: That's very valuable advice for any company starting to sell abroad. The initial decisions set the course.

Finally, what is the next step for Decántalo? Is there a project that you are particularly excited about?

HÉCTOR: Although we have been around for 15 years, we feel that there is still a lot to do. We are very visible in Spain, but we want to strengthen our brand in markets where we are already present, such as Germany, France, Switzerland, and the United Kingdom. And then grow in the rest of Europe. Our focus continues to be on consolidating what we do well, but with ambition. I think we still have another 15 years of growth ahead of us.

OLGA: That's entrepreneurial spirit! Thank you very much for sharing your experience so clearly. There are very few companies in the world of wine that can boast such an international reach. Congratulations and see you next time!

The post Decántalo: From Local Passion to Global Success appeared first on Cross-Border Magazine.

Justus Klüver-Schlotfeldt, co-founder of Nex Network, shares how his journey from retail trainee to tech-driven logistics strategist led to a new kind of global network.

From retail roots to cross-border vision

Justus began his career at Karstadt, Germany’s largest retailer. His move to Norway led him to work as a customs broker at the EU border, where he discovered a passion for international trade. Returning to Germany, he managed Amazon EU’s brokerage account and expanded operations across several countries, blending customs compliance, freight forwarding and fulfillment expertise. "The fact that I was able to learn multiple angles of the supply chain fascinated me," he shared.

Eventually, his path intersected with Rudy Bertie, founder of Customs Limited UK. Initially an advisor, Justus soon co-founded Nex Network alongside Bertie and Christos Spyrou. The motivation was clear: traditional freight networks were not built for modern cross-border e-commerce, and a new model was needed. "We realized that there was no true network focused on B2C and real e-commerce needs," he explained.

Why Nex Network was needed

Most existing logistics networks didn’t serve the needs of e-commerce. Freight forwarders claimed to do e-commerce but lacked understanding of B2C flows, compliance and final-mile delivery. Justus recognized a gap for a network that combined visibility, accountability and flexibility. "Many claimed they were doing e-commerce logistics, but didn’t understand what it truly meant," he said.

Nex became that network, providing transparency, quality control and a full ecosystem that spans customs, fulfillment and last-mile delivery. Instead of relying on global integrators, businesses can now work with vetted local experts. For retailers, this means knowing exactly who’s moving their shipments and being able to adjust based on performance.

What makes Nex Network different

The Nex Network ecosystem is built on four pillars:

• A vetted global partner network, limited to two partners per region and vertical.
• A broader associate network for wider participation.
• A neutral, non-markup SaaS platform enabling direct relationships and full visibility.
• A community model built on transparency, quality control, and collaboration.

The platform offers full shipment visibility, financial protection and access to certified providers. Justus explains that members aren’t just clients, they’re part of a trusted community that shares knowledge and business opportunities.

To maintain quality, Nex limits its global partner slots per region and vertical. New members go through a vetting process that includes case studies, compliance checks and background research. The process is designed to ensure only experienced, reliable partners join the core network.

Growth through community and trust

The success of Nex relies on active participation. As Justus explains, “You don’t get value from just paying the membership fee. You need to engage.” The most successful members attend events, share leads and continuously provide feedback. Nex regularly gathers insights from members through email campaigns, platform surveys and post-event feedback to refine and improve its offering. "We get about a 25% engagement rate on our outreach," Justus said.

The company’s structure has adapted to its rapid growth. Each business unit has its own leadership to maintain focus and momentum. Membership fees are scaled based on turnover and country location, ensuring fair access regardless of size. "We cannot charge a Nigerian company the same as a German one. It must be fair," he noted.

Looking ahead: New trends in e-commerce logistics

According to Justus, three trends will shape the future. First, the continued rise of in-app shopping will drive demand for faster and more integrated fulfillment models. "Platforms like TikTok Shop are already influencing the supply chain," he said. Second, AI will play a larger role in personalization, customer support and logistics efficiency. Third, airlines and ground handlers are beginning to invest heavily in e-commerce logistics, positioning themselves as end-to-end providers. "We are already seeing Turkish Airlines and Emirates entering the logistics space directly," Justus warned.

In response, Nex is aiming to become the leading neutral, technology-driven alternative. Its neutrality, transparency and decentralized structure offer a viable path for retailers and logistics partners who want more control and collaboration.

“When you think cross-border e-commerce, we want NeX to be the first name that comes to mind,” Justus concludes. “We’re not just building a network, we’re shaping the future of global e-commerce logistics.”

The post SPOTLIGHT ON... Justus Klüver-Schlotfeldt, co-founder of Nex Network appeared first on Cross-Border Magazine.

At Cross-Border Magazine, we love having insightful conversations over a good cup of coffee (or tea). In this edition, we sat down with Justyna Andreas, Managing Director of Packeta Poland & Germany. Packeta is a fast-growing provider of delivery solutions for the e-commerce sector, with a strong footprint across Central and Eastern Europe. Justyna shares her insights on Packeta’s competitive edge, the growing importance of flexible last-mile delivery options, and how the company is preparing for a more sustainable, tech-driven future in logistics.

Subject’s Rights: At Packeta, the mission is to provide fast, reliable, and flexible delivery services tailored to the needs of e-commerce businesses, with a strong focus on cross-border operations. Justyna discusses how Packeta is helping both small and large online retailers thrive through seamless integrations, scalable logistics, and a keen understanding of local consumer preferences in Eastern Europe.

1. Coffee or tea? When and how?

I like both coffee and tea—it really depends on my mood and the time of day! Mornings definitely call for an aromatic coffee to kickstart the day (preferably a caffè latte with freshly brewed espresso). But in the afternoon, I slow down a bit and sometimes switch to tea. But mostly I drink coffee. 

2. Can you introduce Packeta and share your role with in the company?

Packeta is a global delivery solution, a provider of solutions for e-commerce. Besides home delivery, we operate an extensive network of over 17,500 own pick-up points, including more than 9,000 lockers. In the Czech Republic and Slovakia, we even run the largest network. We recently acquired FoxPost in Hungary, establishing ourselves as one of the country's leading parcel delivery service providers.

Furthermore we cooperate with over 60 partner carriers whose network can be used by our clients as well – this includes over 186,000 pick up points, in 33 countries. Our mission is to provide fast, convenient, and reliable delivery services to our customers with a huge competitive advantage in the Easter European market. 

As the Managing Director of Packeta Poland & Germany, I am responsible for strategic development, operational excellence, and building relations with partners and clients in the both markets. Worth noting, these two entities are dedicated exclusively to cross-border e-commerce deliveries, whereas entities in CZ, SK, HU, RO also operate domestic and B2C solutions. 

3. What sets Packeta apart in today’s competitive market?

Packeta offers a unique option thanks to our leadership in the Central and Eastern European market. We are the most popular parcel delivery service in the Czech Republic and Slovakia, with an internationally connected and widespread network and deep market knowledge.  With the recent acquisition of FoxPost, we are also set to become a leading player in Hungary, further strengthening our cross-border capabilities. We have an advantage because we know local e-commerce itself and also the needs of consumers in these regions compared to other global players.

Our robust pick-up point network and flexible delivery also help us stand out. Our customers benefit from home delivery or collecting their parcels at one of our thousands of self-service Z-BOXes or pick-up points, offering intentional convenience. Especially in those countries such as Poland or Czech where end-customers have a preference for Pick-Up and Drop-Off solutions, it is vital for online shops to be served by a parcel provider with a strong network.

4. How have digital tools and data analysis improved your delivery processes and enhanced customer experience?

Digital tools and data analysis are essential to our operations. They allow us to optimize delivery routes, predict peak periods, and manage resources effectively, resulting in faster and more reliable services.

For customers, our mobile app provides real-time tracking, notifications, and the flexibility to choose or change delivery options, enhancing transparency and satisfaction. A great example of our innovation is the "Minute Delivery" feature, which we have introduced in Slovakia for home delivery users. This service allows customers to track their parcel’s arrival down to the exact minute, providing an unprecedented level of precision and convenience. This feature significantly improves the customer experience by eliminating uncertainty and enabling better planning.

5. How does Packeta adapt its services to support both small and large e-commerce businesses?

We understand that businesses of different sizes have unique needs. For small e-commerce businesses, we offer easy integration solutions with the most common ERPs such as BaseLinker, IdoSell, Magento, PrestaShop and Woocommerce. Also we give them access to our extensive delivery network, and therefor the ability to scale efficiently. We believe that by providing a combination of reliability, speed, and attractive pricing—through our wide network, local parcel delivery solutions, and partnerships with recognized couriers—our clients can expand more effectively into international markets. Their growth automatically translates into our growth.For larger enterprises, we provide customized logistics solutions, dedicated account management, and advanced analytics to support their complex supply chain requirements. Given that larger businesses often operate with sophisticated ERP systems, integrating them seamlessly with our platform can be more complex. To ensure a smooth and efficient connection, our in-house IT team works closely with these enterprises, offering tailored support and technical assistance. This helps streamline operations, automate workflows, and enhance overall efficiency in logistics management.

6. What eco-friendly initiatives has Packeta implemented to reduce its environmental footprint while maintaining operational efficiency?

Sustainability is a core focus for us. Our strong focus on Pick-Up and Drop-Off points naturally contributes to reducing CO₂ emissions. Since couriers deliver multiple parcels to a single pick-up location rather than making numerous stops at private residences, this significantly lowers the overall carbon footprint of last-mile delivery. Especially as, in addition we optimizing routes to reduce fuel consumption. Our in-house-designed lockers (Z-BOX) are powered by solar energy, allowing them to operate independently while also promoting sustainability.

7. What trends do you see in logistics, and how will Packeta use them to improve its services?

Just the other day, a friend told me about an online order they placed. They were amazed at how quickly it arrived, but what really stood out to them was the flexibility – they could reroute the package last-minute, choose a pick-up point, and even track the courier in real time. This conversation really highlighted for me how much customer expectations in logistics have evolved.

We are witnessing several key trends shaping the industry. Speed and flexibility are critical—customers not only expect fast deliveries, they also want control over when and where they receive their packages. Automation and AI are getting bigger as well, helping to optimize delivery routes, predict peak times, and eliminate operational inefficiencies. The other big trend is sustainability, as consumers are demanding more eco-conscious delivery services and lower carbon footprints. From both sides: endcustomers but also our onlineshop clients.

At Packeta, we take these trends seriously as we constantly expand our Pick-Up and Drop-Off network, build smarter tracking and rerouting options, and invest smartly into automation for efficiency. The logistics ecosystem of the future is all about convenience, sustainability, and smart technology, and we are excited to be part of this transformation.

The post A Cup of Coffee With… Justyna Andreas, Managing Director of Packeta Poland & Germany appeared first on Cross-Border Magazine.

In today’s Spotlight On, Valerie Dichtl shares her journey from marketplace manager to co-founder of Marketplace Universe, her mission to connect the industry, and her vision for the future of cross-border e-commerce.

A Journey of connection

"The main reason I left Amazon was that I couldn't stand the way they treated and dealt with their vendors," Valerie shares. She transitioned to a vendor side role at a fashion brand, pioneering their wholesale and marketplace business. "It was challenging because no one else knew about marketplaces. I felt pretty much alone."

That feeling inspired her next move: starting her own consulting business as a marketplace expert. "I wanted to connect people in the industry, especially as a female founder where representation is often lacking," she says.

Through her consulting work, she quickly recognized the gaps in marketplace education and the lack of networking opportunities for professionals facing similar struggles. "Many people feel isolated in their roles, and I wanted to change that," Valerie explains. 

Building Marketplace Universe

Her journey led her to connect with Ingrid Lommer, former journalist for Internet World Business. Their collaboration started with a simple LinkedIn message, starting “Let’s talk marketplace” and grew into founding Marketplace Universe. "We realized people already thought we worked together, so we made it official," Valerie laughs.

"We don't just want to be a media company; we want to create a real community where marketplace professionals feel seen, heard, and valued."

Valerie emphasizes that Marketplace Universe is not only about information but about building lasting relationships across the marketplace ecosystem.

"Our goal is to bring the marketplace community together, inform, and empower," she explains. "And secretly, we also aim to bring more women on stage."

Valerie reflects on their beginnings: "It started with an idea to connect people who often felt isolated in their marketplace roles. Today, it has evolved into a platform that not only shares knowledge but actively shapes the future of the marketplace industry."

Media visibility and brand communities

Marketplace Universe focuses on two main services:

Media Visibility: Helping marketplaces and marketplace service partners increase brand awareness through LinkedIn, webinars, podcasts, and interviews. “We work with marketplaces like Bol.com, eBay, Kaufland, writing about their expansion plans on LinkedIn, hosting webinars & events and promoting them through our multiple channels.”

Brand Community: A new initiative bringing Marketplace decision makers of brands together in the Marketplace Leaders Circle. We create a circle of trust divided by categories in an online mastermind format for 6 months to foster connection, exchange and learn from each others experience.

In addition, Marketplace Universe regularly hosts networking events and educational webinars designed to spark collaboration and idea-sharing across industries.

Customizing for different industries

"We don’t focus on just one industry," Valerie explains. "We target brands and sellers from various sectors like fashion, DIY, and consumer electronics."

Each co-founder brings different expertise to the table: "My background is fashion and sports, while Ingrid can speak deeply about DIY and consumer electronics."

This diverse background enables Marketplace Universe to create tailored content and networking opportunities that resonate across sectors. "It’s about understanding the unique needs of each vertical and delivering real value," Valerie adds.

Challenges brands face in Marketplaces

Selling on marketplaces isn’t always easy. Valerie points out that staying profitable is one of the biggest struggles—especially with how fast things change. Another issue is internal alignment. Many teams inside a company don’t really get how marketplaces work, which leads to confusion and delays.

Expanding to new marketplaces is also complex. Every platform has different requirements, and adapting quickly can be difficult. Valerie also highlights that marketplaces often don’t get the attention they deserve inside companies.

And then there are the growing regulations. From sustainability laws to new compliance rules, brands need to stay on top of changes or risk falling behind.

Advice for struggling brands

"Know your numbers," Valerie advises. "And build a network. Having people you can ask for advice saves you from repeating mistakes." Learning from others who’ve already walked the path is crucial for navigating the complexity of marketplaces.

Valerie also encourages brands to stay curious and agile. "The marketplace world changes fast. Stay informed, be ready to pivot, and never stop learning."

Trends to watch

While many talk about TikTok Shop, Valerie is skeptical. "It might work for categories like beauty and low-cost jewelry, but not for everyone."

Instead, she stresses diversification: "Don't rely on one or two big players. Markets shift fast."

She also points out that different industries experience different trends. "DIY sees new marketplaces emerging, while fashion sees consolidation."

Emerging technologies like live shopping, AI-driven customer experiences, and eco-friendly marketplaces are also trends she advises brands to monitor closely.

The Future of Marketplace Universe

Looking ahead, Valerie shares her ambition: "We want to be the heart of the marketplace industry in Europe," she says. "We envision Marketplace Universe as a platform that shapes the conversation, nurtures professional growth, and supports brands and sellers in a dynamic environment."

She highlights plans to introduce international leadership circles, enhanced training programs tailored to specific verticals, and partnerships with other industry media to broaden their reach. "We believe education and connection are the twin pillars for future success," Valerie explains. "Connecting people, sharing insights, organizing more events, and growing our community."

Currently active mainly in Germany, they plan to expand with more physical events in cities like Berlin and Cologne, in collaboration with major players like Kaufland and MediaMarkt.

Valerie concludes, "We are just getting started. The potential for marketplace professionals to connect, learn, and grow together is enormous, and we’re here to make that happen."

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