CEVA Logistics has completed the acquisition of Paack Iberia and Paack France through its B2C delivery subsidiary, Colis Privé, extending its last-mile delivery operations into Spain and Portugal while reinforcing its position in France.

Paack confirmed that the transaction had closed and that its Iberian and French businesses had joined the CMA CGM Group, the parent company of CEVA Logistics. The completion follows the exclusive negotiations announced by CEVA on 30 June 2026.

The acquisition represents another step towards CEVA’s ambition of creating a stronger pan-European last-mile delivery platform capable of serving e-commerce retailers across multiple domestic markets.

CEVA enters the Spanish and Portuguese last-mile markets

The transaction covers two independently operated businesses: Paack Iberia, which serves Spain and Portugal, and Paack France. Through the acquisition, Colis Privé gains an established presence in the Iberian Peninsula rather than having to build a delivery network from the ground up. It also increases the company’s scale in France, where Colis Privé already operates a substantial B2C parcel network.

CEVA originally described the transaction as a way to strengthen Colis Privé’s domestic position in France while accelerating its expansion into Spain and Portugal.

Colis Privé previously concentrated its activities primarily in France, Belgium and Luxembourg. The addition of Paack therefore transforms it into a broader Southern and Western European last-mile operator. For e-commerce retailers, the enlarged network could offer more consistent delivery services across several important European markets under the same logistics group.

What CEVA is acquiring from Paack

Founded in Barcelona in 2015, Paack built its business around technology-supported delivery services for e-commerce companies and omnichannel retailers. Its platform manages several stages of the last-mile process, including delivery scheduling, parcel tracking, performance reporting, and returns management.

Paack has also differentiated itself through scheduled and time-slot delivery options. These services allow consumers to receive orders during more specific delivery windows, addressing one of the most common sources of dissatisfaction in online shopping: uncertainty over when a parcel will arrive.

The company combines its proprietary technology with a network of logistics hubs, delivery partners and local operations. Paack Iberia generated revenue of approximately €125 million in Spain and Portugal during 2025, representing reported year-on-year growth of 25%. It completed around 36 million deliveries during the year, 20% more than in the previous period.

Paack France generated approximately €49 million in revenue, an increase of 7.8%, and completed around 10.4 million deliveries. Both the Iberian and French businesses reported positive EBITDA. Combined, the two acquired operations generated approximately €174 million in annual revenue.

A last-mile business exceeding €550 million in revenue

CEVA previously estimated that the combination of Colis Privé and the acquired Paack businesses would create a last-mile organization generating more than €550 million in annual revenue. The enlarged operation will bring together Colis Privé’s existing delivery network and Paack’s infrastructure, technology and customer relationships.

Paack employed approximately 490 people across its French and Iberian businesses when the transaction was announced. Colis Privé, meanwhile, works with around 5,000 delivery drivers across its existing markets. The deal gives CEVA access to additional delivery capacity, local knowledge and operational infrastructure in three of Europe’s largest e-commerce markets.

However, the strategic value of the acquisition goes beyond parcel volumes. Paack’s proprietary technology could potentially be deployed across other parts of Colis Privé’s network, improving delivery visibility, route management and the consumer experience.

Why last-mile logistics is consolidating

Europe’s parcel-delivery market remains highly fragmented, with national postal operators, international carriers, regional specialists, locker networks and technology-led delivery companies competing for retailers and parcel volumes. At the same time, e-commerce businesses increasingly want logistics partners capable of supporting several markets through a single relationship.

Retailers selling across Europe must often integrate with different delivery providers in every country. This creates additional technical work, fragmented tracking data and inconsistent customer experiences.

A larger Colis Privé network could help CEVA offer retailers a more unified proposition covering fulfillment, transportation and final-mile delivery. The acquisition also reflects the growing importance of scale in parcel logistics. Last-mile operators must invest heavily in sorting facilities, delivery capacity, technology and consumer-facing services while operating in a market where delivery prices remain highly competitive.

Consolidation allows logistics groups to spread those investments across greater parcel volumes and a wider geographical network.

CEVA strengthens CMA CGM’s e-commerce logistics strategy

CEVA Logistics is part of the CMA CGM Group, which has steadily expanded beyond maritime transport into contract logistics, air freight, fulfillment and last-mile delivery.

CMA CGM acquired CEVA in 2019. CEVA subsequently completed the acquisition of Colis Privé in 2022, strengthening its e-commerce and final-mile capabilities in France. The Paack acquisition expands that strategy further by connecting CEVA’s global logistics capabilities with a wider European delivery network.

For CMA CGM, building an end-to-end logistics platform creates opportunities to manage more stages of the e-commerce supply chain. These can range from international transportation and customs clearance to warehousing, order fulfillment, returns and delivery to the consumer.

The group has also continued expanding through other major logistics transactions, including the acquisition of Bolloré Logistics and an agreement to acquire FedEx Supply Chain. Paack therefore becomes part of a much larger logistics ecosystem rather than operating solely as an independent last-mile specialist.

What the acquisition means for e-commerce retailers

The immediate impact for Paack customers is expected to be continuity rather than a sudden change in delivery operations.

Nevertheless, integration with CEVA and Colis Privé could gradually provide retailers with access to a broader geographical network and additional logistics services.

Potential advantages include:

• A larger last-mile network covering France, Spain and Portugal
• Greater capacity during peak e-commerce periods
• Access to CEVA’s international logistics and fulfillment services
• More consistent technology and delivery data across markets
• Expanded scheduled-delivery and returns capabilities

For international retailers, the most important benefit may be the ability to combine cross-border transportation, fulfillment and domestic delivery through fewer logistics providers. This model could be particularly attractive to retailers entering Southern European markets without their own local logistics infrastructure.

Integration will determine the deal’s success

Although the acquisition provides CEVA with immediate scale, its long-term success will depend on how effectively the companies integrate their networks, technology and commercial operations.

Last-mile delivery remains a complex and margin-sensitive business. Different countries have distinct labor models, delivery preferences, urban infrastructure and consumer expectations.

Spain and Portugal also differ from France in terms of geography, population density and delivery economics. CEVA will therefore need to preserve Paack’s local market knowledge while identifying areas where the businesses can share technology, capacity and operational processes.

Maintaining service quality during the integration will be especially important. Retailers and consumers are unlikely to judge the deal by the size of the combined network; they will judge it by delivery reliability, flexibility and visibility.

A step towards a pan-European delivery platform

The completion of the CEVA Paack acquisition demonstrates how Europe’s last-mile market is gradually moving towards larger, cross-border delivery networks.

By adding Paack’s operations in Spain, Portugal and France, Colis Privé gains both geographical reach and technology developed specifically for e-commerce delivery.

The deal also gives CEVA a stronger position in the final stage of the e-commerce supply chain, complementing its existing freight, contract-logistics and fulfillment operations.

The result is not yet a fully pan-European parcel network. However, it gives CEVA a considerably stronger platform from which to pursue that ambition.

As retailers look for simpler logistics relationships and more consistent cross-border delivery experiences, the ability to connect international supply chains with local last-mile operations could become one of CEVA’s most important competitive advantages.

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MBE Worldwide has recently succeeded in acquiring a majority stake in the GEL Proximity platform, the last-mile service provider born in Italy and specialized in e-commerce. 

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Why GEL Proximity?

GEL Proximity is a platform dedicated exclusively to last-mile services. To this end, it operates with a technological connector that allows it to offer consumers an impressive diversity of pick-up points throughout Italy.

As a spin-off from Politecnico di Milano, in 2020 GEL Proximity became a fully owned company. The main objective is to significantly improve the sustainability and growth of e-commerce in the country. 

With an approach based on urban logistics and oriented towards the reduction of pollutant emissions and environmental impact in general, GEL Proximity is committed to the optimization of the parcel delivery and collection system. 

A strategic acquisition

The acquisition of a majority stake in GEL Proximity by MBE Worldwide represents a strategic step in its growth. This is because the development of the GEL Proximity platform will enable MBE Worldwide to strengthen its current competitive position as both a commercial and logistics platform for businesses.

In this sense, they have considered that the combination of one of the world's leading e-commerce platforms and an extensive network of service centers is what will make MBE Worldwide a unique alternative on the international scene. This will allow them to improve the services offered to their customers and, in turn, to better satisfy their own customers. 

According to MBE Worldwide, its goal will be to facilitate access to GEL Proximity's logistics services. This, through innovative and adaptable technology, with the understanding that today, the last mile represents the most sensitive phase of the entire distribution chain. 

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Following a recent decision by

One of the reasons that Zalando grew big in the past couple of years was their flexible return policy (free up to 100 days). Another was no charge of shipping costs. However, German retailers seem to have moved back from those standards. Spaniards, Irish and British customers will now have to spend more than €25 in order to avoid spending approximately €3/€3.50 on delivery costs. In Italy, the company has already started to charge for delivery.

Zalando changes the rules, again

According to the fashion platform, there are no plans to charge shipping costs in other countries yet. Els Breugelmans, an expert in e-commerce, believes that there is a turning point in terms of free shipping. She also finds it typical that Zalando, the company that has changed the rules of the game in the sector, is changing the rules again.

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Before launching their drone delivery service, Wing needed permission from the airline company CASA (Civil Aviation Safety Authority) after a thorough analysis. This included: drone maintenance, pilot training and a traffic management system. Following this, Wing received the go-ahead needed from the relevant authorities.

There are strict requirements attached to flying with drones. Flying is not allowed in the evening or at night. On top of that, drones are not allowed to cross busy roads. They must remain at a suitable distance from pedestrians as well.

100 households drone delivery

Wing is starting in a suburb of Canberra, where only 100 households will be connected to the delivery service in the beginning. As Wing had already started testing the drone delivery, they are able to launch the service immediately. The company plans on extending to other areas over time, and the delivery service is expected to be good for an annual turnover of 30-40 million Australian dollars.

However, the company receives a lot of criticism and resistance in Australia. As local residents fear noise, lack of legal regulations and invasion of privacy, they filed a six-month lawsuit against Wing. To soothe the local community, the company plans to develop a new drone that makes less noise.

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Last-mile service providers DPD and Hermes think about increasing prices for parcel home delivery at the front door. The delivery that we know as 'standard delivery' could become a premium service.

If you order a package in Germany, you may have to pay more in the long term. DPD and Hermes parcel services always expect a surcharge. They now expect the home delivery industry to be so developed that home delivery can be a more expensive, premium service.

A spokeswoman for Hermes says to heise.de: "We need to find out to what extent home delivery as a standard service, without extra costs, remains possible." She referred to countries such as Sweden, where home delivery already entails extra costs. If the course of the company, in regard to the handling of the last mile, would change, expenses will rise and the process would be time-consuming.

GLS, a subsidiary of the British Royal Mail, already introduced such surcharges for specific business customers for the Christmas business. GLS imposed surcharges to organisations on whose behalf the company sends packages. It is unclear if these companies pass on the higher door-to-door price.

No surcharges planned with DHL

Market leader Deutsche Post DHL does not plan any surcharges for home delivery. Hermes and DPD also stress that they have no concrete plans, including implementation, anytime soon. Nevertheless, the fundamental considerations and the step of GLS clarify that movement is in the price structure of the parcel market. In Germany, there are many parcel shops, but these are not used much.

The post Online shopping: Possible price increase for home delivery appeared first on Cross-Border Magazine.

It still seems that, due to the current state of last-mile delivery practices, there still are darker ramifications, specifically the effects of deliveries on consumers' work-life balance. 32% of respondents who work full or part-time had to take official leave to wait for a delivery. Moreover, more than one in five said it cost them money as they could not go to work due to a service or parcel delivery. With 75% of the UK population currently in full or part time employment, having flexibility is becoming increasingly important.

According to the report, based on a statistically representative 2,000 respondents across the UK, 75% of overall respondents are available for delivery availability between 05:00, until 22:00. This extended window for deliveries is in contrast with the set up for delivery firms who typically operate between 07.30 and 19.30, a twelve-hour window which still misses out on 42% of shopper-acceptable delivery times.

Tim Andrew, CEO and Co-Founder of Localz, commented: “Today, delivering customer satisfaction means more than just delivering. As this research shows predicting and meeting individual requirements, aspirations and expectations are complicated. Each customer has his or her own ICurve and those delivery services which fail to take this into account can expect to go the way of High Street shops."

To read the full report, follow this link.

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This article previously was published in Cross-Border Magazine

Proudly founded in Singapore, HipVan is creating affordable furniture and home decoration for its customers. Inspired by the problem that in Singapore, there were limited furnishing options, high retail mark-ups and (a lot of) low quality products, HipVan seeks to help their customers build a stylish home they will love every day. Currently, HipVan is accessible in Singapore, Malaysia and the United States, focusing mainly on serving the first two markets. Shobhit Datta, co-founder of HipVan, tells us about the challenges they faced.

What are the key drivers in the success of HipVan?

We focus on providing affordable designer furniture for our customers. Previously, designer furniture was often only accessible for the fortunate people. Every day, our hard-working team is doing their very best to make designer furniture more accessible for everybody. One of the ways we decided to do that is by choosing a pure, cost-effective online business. We only work with one Experience Store in Singapore.

What does HipVan do to improve its business?

To improve our business, we focus on multiple things. First is to consistently improve on our designs and to source better products. Our second key factor is the focus on our service levels; when we provide a good service to our customers, they will remain happy. An important aspect of this is optimising our channels and on-site performance to improve conversion rates.

HipVan is expanding internationally, and currently has an online store in Malaysia, Singapore and the United States. What were the cross-border challenges in this expansion?

As furniture is often bulky, and normally requires assembly, our industry faces more logistical challenges than others. With over three thousand designs, it was necessary to establish a presence on the ground and have the resources to assemble furniture in the locations where we sell our products, for example in our current markets.

What are the big differences in selling in these different countries?

In South East Asia, the online consumer is not yet used to buying furniture online. It requires a bond of trust, which we need to establish first, through our customer service. They are the main contact point, alongside the web shop, for our customers and can persuade them to buy online on our shop. They create the bond between web shop and consumer.

Another big difference is how we can set-up our logistics and fulfilment department. Singapore is compact, which makes it easy to serve the whole country. For other countries, expansion will be more deliberate. We will have to take a city-by-city approach to establish our brand and services.

The furniture market hasn’t got the easiest products to ship in general. How does HipVan cope with selling furniture in the logistics department?

In Singapore we have an in-house team that has been especially trained to assemble all kinds of furniture. In other countries we use third-party partners.

How is HipVan expanding into the future?

We will keep on introducing new products, new designer furniture at great value. This way, we are trying to become of even more interest to our customers. Another aspect we are focusing on is more technical; we would like to develop tech features like image search, and also look into AR to make it possible for all our customers to create a beautiful home.

The post HipVan: Designer Furniture in South-East Asia appeared first on Cross-Border Magazine.