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Delivery as a competitive advantage (not a cost center)

When was the last time a customer touched your brand? Really touched it—held it, opened it, felt it? The answer, for most ecommerce businesses, is the delivery. Just the delivery.

And yet, most retail operations still treat delivery like a back-office function—something to hand off, minimize, and hope for the best. At , a room full of retail and logistics leaders made a compelling case that this mindset is quietly killing retention. The ecommerce delivery experience, they argued, isn’t a cost center. It’s the point.

In this article, shares insights from expert-backed sessions at The Delivery Conference 2026 on ecommerce delivery, AI, sustainability, logistics, and more. You’ll learn why your ecommerce delivery experience is a growth lever.

The leaky bucket problem

Chris Forbes, co-founder of Cheeky Panda, put it plainly in the “Delivery That Delivers” session.

“You’ve really got to focus on not having a leaky bucket,” Forbes said. “If you’re working really hard to get your customers, you’ve got to have retention—and retention is about delivery and customer experience.”

That metaphor is worth sitting with. Retailers collectively spend enormous sums on acquisition: paid social, SEO, influencer partnerships, promotions. But every poor delivery experience—a late package, a silent carrier, a frustrating return—punches a hole in the bottom of the bucket. You pour more in; it keeps leaking out.

Kristian Tottmar, logistics network strategic lead at H&M, made a similar point about organizational design. Delivery doesn’t fail because of bad carriers. It fails because it gets siloed.

“Delivery fulfillment—it is not only a logistic question,” Tottmar said. “It needs to be anchored, strongly, to your brand and company strategy.”

What he’s describing is a company-wide posture shift. Not a logistics upgrade. Not a carrier swap. A fundamental change in how delivery gets treated inside the org—who owns it, who it reports to, what it’s measured against.

Matthias Krieger, co-founder of UK carrier HIVED, described the economics of getting that wrong in the session, “Turning Delivery into a Revenue Stream.” When companies cut logistics spend without accounting for what that spend actually protects, they often churn the very customers they were trying to serve cheaply. The net outcome is worse. The businesses pulling ahead in ecommerce are the ones that understand the end-to-end formula.

It’s not about speed. It’s about trust.

Here’s the finding that surprised people in the room most: Customers don’t actually need their packages faster. They need to believe the package is going to show up.

Krieger was direct about it.

“People are really all about trust and certainty,” he said. “They don’t necessarily mind if things aren’t as optimal as they could be—as long as they trust what you’re telling them is actually going to happen and that the path is still acceptable.”

When things go wrong

Alan Mullen, senior customer service manager at Superdry, had the living proof. During the “Smart Costing” session, he described a peak period when thousands of Superdry orders were stuck at customs. His team braced for an inbox crisis. What they found instead: When customers were proactively updated with clear timelines, the flood of support contacts didn’t come. Customers who knew what was happening didn’t need to ask.

Jade Roberts, general manager of customer experience at Monica Vinader, had taken this principle further than almost anyone else on the stage. During the “Make Delivery Your Advantage” session, she described a system her team built: Whenever a parcel was predicted to arrive late, an email went out before the customer had any idea there was a problem. The delivery charge was automatically refunded. The estimated arrival was updated. A personal concierge from customer care was assigned to see the order through.

“What we’re telling you at that point is your parcel’s going to be late,” Roberts said. “But we’re doing everything we can to make sure you don’t have to contact us.”

The result was higher Net Promoter Scores (NPS) across every carrier they initially tested it with. Some customers wrote back to say thank you—for a delivery that was running behind.

That’s the counterintuitive heart of this: A late delivery, handled well, can strengthen the customer relationship more than a delivery that arrived on time and was never acknowledged. The post-purchase window isn’t dead space. It’s an opportunity—and branded notifications and tracking can make that window feel like your brand, not a carrier’s.

When a return becomes a reason to come back

Every panelist in the “Delivery That Delivers” session kept circling back to the same insight: What you do when something goes wrong matters more than whether it went wrong.

Returns are the most loaded test of that. A difficult return is a customer you’ve probably lost—not just because of the hassle, but because the hassle is the last thing they remember. A smooth one can actually increase lifetime value. Customers who have a frictionless return experience are statistically more likely to buy again than customers who have never had a problem at all. The return itself becomes the relationship.

The implication is uncomfortable for brands that treat returns purely as cost: You can’t optimize your way out of returns. You can only decide what it means for the customer. Making that decision intentional—a branded, self-service experience that communicates “We’ve got you,” rather than, “Figure it out”—is what separates the brands that recover loyalty from the ones that just refund it.

The operational case: getting out of your own way

There’s a reason retailers who understand all of this still struggle to execute it consistently. The operational overhead is real.

Rate shopping—comparing carrier options for every order based on cost, speed, and service level—is the kind of decision that should happen automatically, but often doesn’t. Done manually, it’s either skipped in favor of a default carrier or delegated to whoever is staffing the floor that day. Making it automatic means every shipment gets the right carrier at the right rate, without anyone having to stop to think about it. The savings are there to protect margin, pass on to customers, or both.

The same logic applies to the rule-based decisions that quietly eat hours: Which carrier gets this order? What happens when an order comes in overweight? Does this one need a signature? An intelligent automation engine can handle those decisions based on the rules you set—so when volume spikes, throughput scales with it. For instance, it can remove even more friction from the front end, auto-populating shipment details from order history so the team isn’t re-entering the same information order after order.

The goal of all of it is the same: more bandwidth for the work that actually requires a human. That’s what makes the strategic ecommerce delivery experience possible in the first place—getting the operational layer out of the way.

What comes next

Mullen offered a parting thought during the “Smart Costing” session that was hard to shake.

“Within the next couple of years, people are going to have their own bots,” he said. “We’re gonna have bots talking to our own AI—and the customer world is going to change as well.”

He’s describing a near future in which the ecommerce delivery experience is negotiated between systems—where a customer’s AI agent checks your shipping options, reviews your return policy, compares them to a competitor’s, and makes a recommendation before the customer has typed a single thing. The brands positioned to win in that environment are the ones who have already built delivery into their strategy, not as a cost to be managed but as a differentiator to be designed.

The retailers at TDC 2026 aren’t waiting. The leaky bucket is real, the evidence is overwhelming, and the tools to fix it exist. The question is just whether you’re going to treat your next shipment like a transaction—or like a relationship.

How do you know if you’re getting your ecommerce delivery experience right?

A quick gut check. You’re in good shape if…

Delivery is a company-wide conversation. Your ops, marketing, and customer experience teams are aligned on what a good delivery experience looks like—and what it costs when it goes wrong.

You’re proactive, not reactive. When something goes wrong, your customer knows before they have to ask. You’re not waiting for the “where’s my order?” email.

Your post-purchase window feels like your brand. The tracking page, the notification emails, the returns flow—they look and feel like you, not a carrier.

Returns don’t feel punitive. Customers can self-serve a return without hunting for instructions or waiting on hold. The experience communicates, “We’ve got this,” not “Good luck.”

Your team isn’t doing things a system could do. Rate decisions, carrier selection, label details—if these are still manual, that’s time and money that could go elsewhere.

You’re measuring what matters. It’s not just about tracking your on-time delivery rate. You’re looking at NPS, repeat purchase rate, and post-delivery contact volume—the signals that tell you how the relationship is holding up.

If most of those are yes, you’re ahead of the curve. If a few gave you pause, that’s where the opportunity is.

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