Reverse Logistics Practices

🚛 WHEN TRANSPORT LEARNS TO THINK GREEN I came across a concept today that stopped me — an autonomous hydrogen truck-trailer drone designed for long-distance freight. At first, it looked like another futuristic vehicle. But then it hit me: this isn’t just transport evolving — it’s intent evolving. For decades, we’ve designed logistics around speed and scale. Now we’re finally designing around sustainability. This new concept merges autonomy, aerodynamics, and hydrogen power to do something radical: → Eliminate carbon emissions in heavy freight. → Cut operational energy costs through intelligent routing. → Reduce highway congestion with coordinated drone convoys. It’s not just engineering — it’s a shift in philosophy. A move from moving faster to moving responsibly. We often talk about “green tech” as a feature — but the real shift happens when sustainability becomes the invisible infrastructure behind innovation. It’s not an addition to progress. It is progress. What’s needed now isn’t more invention — it’s integration. We need to: ✅ Build networks where clean energy and automation reinforce each other. ✅ Redefine “efficiency” to include environmental balance. ✅ Shift from carbon offsetting to carbon prevention at design level. Because the next breakthrough won’t come from faster engines — but from systems that make waste impossible by design. That’s when technology stops being an experiment in innovation… and becomes an expression of intelligence. So here’s the question I keep returning to — 👉 Will the next era of transport be powered by fuel — or by foresight? #Innovation #Sustainability #Hydrogen #AutonomousVehicles #GreenTech #Logistics #FutureThinking

I was honoured to write a column for Drapers about our new research with ZigZag Global on the reality of returns. Everyone in the industry knows returns are a big problem. In fact, they’re a £25 billion problem, with more than 20% of non-food items bought online ending up back with the retailer. That’s not news. But what has shifted is the level of friction customers now face. Paying for delivery and getting charged to return something has become a lot more common. Arguably, it’s reset consumer expectations. We wanted to go a step further and really understand it from the customer’s point of view. So that’s what we did. Alongside ZigZag, we returned 100 items from 100 of the UK’s biggest clothing retailers. For each return, we tracked everything – the packaging, the courier options, how long the refund took, the communication, the costs. We expected to see a few bumps in the process, but what stood out was just how wide the gap is between retailers we all know and trust. Some got it spot on, but others made it unnecessarily difficult. Here are three things that really stood out. ▶️ Only a handful of retailers offer totally free returns and that’s no accident Just 24 out of 100 retailers gave us what we’d call a fully free return. That meant no return fee, and either free delivery or a refund of the delivery charge. That number’s dropping quickly. It’s deliberate friction used to nudge customer behaviour and protect margins. Brands like H&M, PrettyLittleThing and Boohoo now charge modest fees. Others are quietly monitoring high-frequency returners, with some restricting orders altogether. It’s a sign of the growing shift towards personalised returns, where data is being used to segment and then tailor to different customer behaviours. The most profitable customers are rewarded and the least profitable experience more friction. ▶️ Marketplace sellers are hurting the customer experience This one surprised us. Retailers are losing control of the customer journey when it comes to marketplace orders. And it really showed in the returns process. We ran into everything from refund delays to policies that forced us to email customer service or phone in just to start a return. One return needed three separate calls, our own courier booking and then a failed pick-up. By the time we’d finally got it sorted, I couldn’t imagine anyone trying to shop with that brand again. ▶️ Refund speeds are testing customer patience The average time to get a refund was 7.3 days. Most shoppers expect it within five. Once you go past six days, frustration builds quickly. Hit day ten and customer loyalty is tested and call centre expenses escalate. With the cost of acquiring customers sky high, the returns process needs to become an effective differentiator for retailers’ most valued customers, marrying up data and tactics to form a competitive edge in this fast-paced environment. https://lnkd.in/eRd6qiQh

Working in D2C fashion? Then you already know the two kinds of returns we deal with: 1. The honest ones (wrong fit, wrong size) 2. The “used it, flaunted it, now returning it” kind Reverse logistics is a not a blessing especially for new brands trying to win trust, It’s a double-edged sword! Yes, some argue that a strict return policy filters out the wrong audience. But here’s the truth no one likes to admit: It also repels the right audience- the ones who are genuinely unsure about fit, comfort, or styling. And in fashion, where every brand’s sizing chart is basically a new size chart, what do you expect from customers? If your return policy makes people feel like they’re on trial, you’re not protecting the brand, you’re burning bridges with potential loyalists. There’s no perfect solution here, but we need to find better middle grounds clearer sizing support, flexible returns. Because trust isn’t built on one purchase. It’s built on what happens after the purchase. After having worked with 12+ lifestyle brands let me share some suggestions: 1. Smarter Sizing Support Use size recommendation tools (AI-based if possible) that learn from past customer purchases and returns. Shopify has multiple such apps. Add real customer photos & UGC reviews that mention fit; peer-led guidance always trumps size charts. 2. Tiered Return Policies a) Reward repeat/genuine customers with more flexibility. b) New customers may have a slightly stricter window or policy but with clear communication, not confusion. 3. Fraud Pattern Tagging Track & flag repeat offenders, people who return 90% of their orders with wear signs. Don’t punish everyone for a few. Razorpay shopflo GoKwik all these guys have Fraud flagging feature in-built in them, please utilize. 4. Post-Purchase Engagement Use WhatsApp or email nudges asking “Need help with your fit?” or “Would you like to exchange instead of return?” you’d be surprised how many just need support, not a refund. TRAIN your customer support to converse well and solve the sizing problem. Eg; Size 40 for a kurta isn't the body measurement but a garment measurement; state this clearly and explain what it means to your team and to your customers. Unit economics in D2C is hard, I do understand but basics is something we can follow before calling D2C a lost cause or a leaky channel. #ecommerceinsights #fashionstartups #reverselogistics #customerexperience #returnpolicy #D2CMarketing

I purchased a saree from an Instagram based seller, but when it arrived, it did not match the photo or description. I contacted them the very next day and asked to return and refund my money. Their response? "We don’t have any refund policy." So, I asked: “Where is your policy written?” And just like that within seconds they posted "NO RETURN / NO REFUND POLICY" on their page. This got me thinking.........Can businesses in Nepal just decide not to allow returns like this? So I looked into it. According to Section 14 of the Consumer Protection Act, 2075: If a consumer is dissatisfied, they have the right to return goods within 7 days and choose: A full refund, or An exchange for goods of equal value. No deductions, no extra charges, and no excuses allowed. The goods must be: Unaltered, unused, and not expired In case of sealed goods, returnable within 15 days if the seal is unbroken. Exceptions apply for perishable goods (like milk, meat, or fruit), used items, or those past expiry.

𝗢𝘃𝗲𝗿 𝘁𝗵𝗲 𝗹𝗮𝘀𝘁 𝗳𝗲𝘄 𝘆𝗲𝗮𝗿𝘀, 𝗼𝗻𝗲 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻 𝗸𝗲𝗲𝗽𝘀 𝗿𝗲𝘀𝘂𝗿𝗳𝗮𝗰𝗶𝗻𝗴 𝗶𝗻 𝘀𝘂𝗽𝗽𝗹𝘆 𝗰𝗵𝗮𝗶𝗻 𝗱𝗶𝘀𝗰𝘂𝘀𝘀𝗶𝗼𝗻𝘀: 𝘼𝙧𝙚 𝙬𝙚 𝙢𝙚𝙖𝙨𝙪𝙧𝙞𝙣𝙜 𝙡𝙤𝙜𝙞𝙨𝙩𝙞𝙘𝙨 𝙚𝙢𝙞𝙨𝙨𝙞𝙤𝙣𝙨 𝙬𝙚𝙡𝙡 𝙚𝙣𝙤𝙪𝙜𝙝 𝙩𝙤 𝙧𝙚𝙙𝙪𝙘𝙚 𝙩𝙝𝙚𝙢 𝙢𝙚𝙖𝙣𝙞𝙣𝙜𝙛𝙪𝙡𝙡𝙮? Because the reality is this, In many industries, supply chain emissions can be up to 𝟮𝟲× 𝗵𝗶𝗴𝗵𝗲𝗿 than direct operational emissions — and may represent around 𝟵𝟬% 𝗼𝗳 𝗮 𝗰𝗼𝗺𝗽𝗮𝗻𝘆'𝘀 𝘁𝗼𝘁𝗮𝗹 𝗳𝗼𝗼𝘁𝗽𝗿𝗶𝗻𝘁 across the value chain. And freight logistics alone contributes roughly 𝟳–𝟴% 𝗼𝗳 𝗴𝗹𝗼𝗯𝗮𝗹 𝗚𝗛𝗚 𝗲𝗺𝗶𝘀𝘀𝗶𝗼𝗻𝘀. That makes logistics one of the most practical starting points for real carbon reduction. From what I'm seeing across supply chain ecosystems, a few steps are already helping organizations move forward: 𝟭️. 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗦𝗰𝗼𝗽𝗲 𝟯 𝘃𝗶𝘀𝗶𝗯𝗶𝗹𝗶𝘁𝘆, 𝗻𝗼𝘁 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀 📊 Transport emissions typically sit inside Scope 3 (upstream and downstream logistics). Moving from spend-based estimates to activity-level tracking (distance, fuel type, load factor) significantly improves decision accuracy. Frameworks like the GLEC methodology are helping standardize this shift. 𝟮️. 𝗨𝘀𝗲 𝗺𝗼𝗱𝗮𝗹 𝘀𝗵𝗶𝗳𝘁 𝗮𝘀 𝗮 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗹𝗲𝘃𝗲𝗿 🚆 Rail and multimodal corridors can significantly reduce carbon intensity compared to road-only long-haul transport. Across many networks today, trunk-route rail substitution is becoming a practical decarbonisation strategy. 𝟯️. 𝗢𝗽𝘁𝗶𝗺𝗶𝘇𝗲 𝗿𝗼𝘂𝘁𝗲𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝗿𝗲𝗽𝗹𝗮𝗰𝗶𝗻𝗴 𝗳𝗹𝗲𝗲𝘁𝘀 🚛 Digital route optimization improves utilization, reduces empty runs, and lowers fuel consumption — often delivering immediate emission reductions without major infrastructure change. 𝟰️. 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗲 𝘄𝗶𝘁𝗵 𝘁𝗿𝗮𝗻𝘀𝗽𝗼𝗿𝘁 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀, 𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗮𝘂𝗱𝗶𝘁 𝘁𝗵𝗲𝗺 🤝 Since Scope 3 emissions often represent the largest share of supply-chain footprint, meaningful reduction depends on carrier alignment and shared planning decisions. One shift I'm seeing clearly across logistics strategy today: 𝗖𝗮𝗿𝗯𝗼𝗻 𝗿𝗲𝗽𝗼𝗿𝘁𝗶𝗻𝗴 𝗶𝘀 𝗻𝗼 𝗹𝗼𝗻𝗴𝗲𝗿 𝗼𝗻𝗹𝘆 𝗮𝗯𝗼𝘂𝘁 𝗰𝗼𝗺𝗽𝗹𝗶𝗮𝗻𝗰𝗲. It is becoming part of 𝗻𝗲𝘁𝘄𝗼𝗿𝗸 𝗱𝗲𝘀𝗶𝗴𝗻, 𝗽𝗮𝗿𝘁𝗻𝗲𝗿 𝘀𝗲𝗹𝗲𝗰𝘁𝗶𝗼𝗻, and 𝗳𝗿𝗲𝗶𝗴𝗵𝘁 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 decisions. Because in modern supply chains, you cannot manage what you cannot measure. 🌱 #SupplyChainLeadership #GreenLogistics #logistics #CXO #universe #Scope3 #LogisticsTransformation #Earth #SustainableSupplyChains #FreightDecarbonization #hsbanga Harvinder Singh Banga

Amazon just announced a significant change to returns for US seller-fulfilled orders. Effective February 8, 2026, all US sellers will be required to use the Amazon Prepaid Return Label (APRL) program for customer returns, regardless of item value. The previous exemption for high-value items is being removed. According to Amazon, the goal is a more consistent return experience: • Prepaid labels are automatically generated through Buy Shipping • Refund timelines are reduced from 14 days to 7 days • Buyer-seller messaging during returns is no longer required Category exemptions will still apply (Handmade, certified pre-owned watches, non-physical items, dangerous goods, and extra-large or heavy items), and items that can’t use prepaid labels remain exempt. For disputes, Amazon points sellers to SAFE-T claims for reimbursement. That’s the policy. Now, the reaction from sellers has been… strong. What I’m seeing across conversations is concern based on lived experience: • Who absorbs the risk when prepaid labels include limited insurance? • How do you prevent damage to high-value returns without guiding packaging or handling? • Why remove one of the few tools that reduced “borrow and return” behavior? • How effective is SAFE-T when carrier claims are already difficult on Amazon labels? • Why eliminate seller-buyer communication when sellers are the product experts? For many sellers, prepaid labels were never just about convenience. They were a way to manage risk, set expectations, and protect margins in categories with high returns. Here’s how I’m thinking about it. Amazon is optimizing for a faster, more uniform post-purchase flow: fewer messages, quicker refunds, fewer support interactions. Instead of managing returns before they happen through communication and discretion, sellers are pushed to manage outcomes after the fact through reimbursements, claims, and loss tolerance. Some sellers will respond by: • Raising prices • Disabling higher-risk SKUs • Reducing selection • Or pulling certain categories off Amazon entirely Those are operational reactions. This update doesn’t mean sellers can’t succeed on Amazon. But it does reinforce something important: Amazon designs for scale first. Seeing that clearly enables operators to adapt intentionally, whether by adjusting processes, pricing differently, or choosing where Amazon still makes sense. Repost to help other sellers see the full picture before February. #AmazonSellers #SellerFulfilled #AmazonReturns #Ecommerce #Marketplace #AmazonPolicy

𝗣𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗿𝗲𝘁𝘂𝗿𝗻 𝗿𝗮𝘁𝗲 𝗶𝗻 𝗲-𝗰𝗼𝗺𝗺𝗲𝗿𝗰𝗲 ASOS.com has just introduced the 𝐩𝐞𝐫𝐬𝐨𝐧𝐚𝐥 𝐫𝐞𝐭𝐮𝐫𝐧 𝐫𝐚𝐭𝐞 𝐭𝐨𝐨𝐥 for UK customers. Those with historically high return behavior will be charged fees. Returns have become one of the most underestimated profit leaks in fashion retail. Reverse logistics, markdowns, handling, labor and lost resale value add up quickly. Free returns were normalized during years of growth, but with margins under sustained pressure, that model no longer holds. What makes ASOS’ move interesting is the explicitness: customers can now see their “score”, and commercial conditions change accordingly. There is almost a 𝘉𝘭𝘢𝘤𝘬 𝘔𝘪𝘳𝘳𝘰𝘳 undertone to this. A rating system, applied to commerce rather than social life. The brand already faced significant pressure post-pandemic, when consumer demand shifted from athleisure to more tailored pieces as people returned to events, weddings and formal occasions. That transition drove higher return rates and exposed how fragile the economics of free returns really are. In my experience, a 30% return rate can be considered normal in fashion e-commerce. During peak moments such as Black Friday, we saw return rates spike to 75% or even 80%. Crazy, isn't it? Recently we discussed this exact issue at National Retail Federation, during the Global Retail Leaders dinner hosted by RETHINK Retail with Will Drevno, Richard Berwick and Maggie Liu. The conclusion was consistent: returns are a strategic operational topic. Charging for returns or offering free shipping above a minimum basket value has not solved the problem. Nor has it addressed behaviors like 𝘣𝘳𝘢𝘤𝘬𝘦𝘵𝘪𝘯𝘨, a practice that has been normalized and even amplified by social media “haul culture”. Technology starts to play a structural role here. Virtual Try-On, fit intelligence, size recommendation engines and richer product data are UX features AND margin protection tools. They reduce uncertainty at the moment of purchase and help prevent avoidable returns upstream. Other practices are quietly emerging across the industry: ☑️ Differentiated return policies based on customer behavior or channel ☑️ Delayed refunds until quality checks are completed ☑️ Selective return fees ☑️ Incentives for exchange over refund ☑️ Tighter return windows for serial returners All point to the same shift: 𝙋𝙚𝙧𝙨𝙤𝙣𝙖𝙡𝙞𝙯𝙖𝙩𝙞𝙤𝙣 could also be about the terms you get. This kind of "𝘙𝘦𝘷𝘦𝘳𝘴𝘦 𝘭𝘰𝘺𝘢𝘭𝘵𝘺" (thanks Giuseppe Stigliano for the concept) may feel uncomfortable to some customers. But not all customers generate the same value, and not all behaviors can be subsidized indefinitely. The real question is whether transparency around these mechanisms builds trust or erodes it, which will depend on how clearly brands communicate the logic behind them, and whether customers perceive fairness rather than punishment. #ecommerce #digitalsales #D2C #retail #personalreturnrates

Sustainable Logistics and Supply Chain Management Sustainable logistics and supply chain management (SCM) refer to practices that minimize environmental, social, and economic impacts while ensuring efficiency and profitability. It integrates sustainable principles into the flow of goods, services, information, and finances across the supply chain, from procurement to final delivery and beyond. Key Pillars of Sustainability in SCM 1. Environmental Sustainability • Eco-friendly Transportation: Use energy-efficient vehicles, optimize routes, and incorporate alternative fuels like electric or hydrogen-powered vehicles. • Green Warehousing: Implement solar panels, LED lighting, and energy-efficient systems in warehouses. • Packaging Optimization: Reduce packaging waste, use recyclable or biodegradable materials, and adopt minimalistic designs. • Waste Reduction: Employ circular economy principles, recycling, and reuse practices. 2. Social Sustainability • Fair Labor Practices: Ensure safe working conditions, fair wages, and compliance with labor laws across the supply chain. • Community Engagement: Support local suppliers and invest in community development initiatives. • Diversity and Inclusion: Promote equitable practices in hiring, procurement, and partnerships. 3. Economic Sustainability • Cost-Efficiency: Optimize processes to reduce waste, improve resource utilization, and enhance productivity. • Risk Mitigation: Diversify suppliers and strengthen supply chain resilience to external disruptions. • Long-term Value Creation: Focus on building enduring partnerships and customer loyalty through sustainable practices. Strategies for Sustainable SCM 1. Green Procurement • Source raw materials and products from eco-conscious suppliers. • Conduct life-cycle assessments to evaluate environmental impacts. 2. Efficient Transportation and Logistics • Use smart logistics technologies for route optimization and real-time tracking. • Transition to multimodal transport combining rail, road, and sea to reduce emissions. 3. Sustainable Inventory Management • Adopt just-in-time (JIT) and lean inventory models to reduce waste. • Forecast demand accurately to prevent overproduction or stockouts. 4. Technology Integration • Implement Internet of Things (IoT) devices for real-time monitoring of assets. • Leverage blockchain for transparent and ethical sourcing practices. • Use Artificial Intelligence (AI) to optimize supply chain operations. 5. Reverse Logistics • Develop systems for product returns, recycling, and refurbishing. • Promote take-back programs for electronic waste and other goods. 6. Collaboration and Partnerships • Work with stakeholders to align sustainability goals. • Participate in industry-wide sustainability initiatives and certifications (e.g., ISO 14001).

Happy returns season! Return rates have been rising for the past ten years and are expected to top 35% this year. This is a massive cost to your brand, how can you reduce them? First the most popular advice going around right now is how to make returns harder.  -Charge a restocking fee -Keep a small returns window -Make them jump through hoops to force an exchange Do not do this. This is what my grandfather called being penny wise and pound foolish. Trying to save some money with combative customer service is only going to hurt you. 1. It doesn’t turn people away from returning, it makes them dig in   2. You will be remembered in their minds as an enemy making a stressful time harder 3. Paying a restocking fee on a gift you didn’t want is going to appear, at best, as greedy. This is a great way to obliterate future sales. What should you do? Make it as easy as possible. Counterintuitive but here is why: Someone looking to scam you is going to do it anyway. You aren’t deterring those people by making it harder. But, making it easier will create a sense of camaraderie and good associations, which you will benefit from down the line when you DO have something this person wants. Retention is notably difficult and one of the better ways to achieve it is to be known as a “good” brand. It is one of the few ways to create real loyalty in a product that isn’t addictive or one-of-one unique. It also makes people want to do you a favor. This is the more important part. If you lean in first, you can then: -Ask for feedback directly -Email more often -Get a better social following -Get better word of mouth This matters because it will help your actual problem, year round return rates. Gift giving season has high returns because it isn’t the user who is shopping. But high seasonal returns are hurting you because you also have high returns year round. To combat that you need to know what the problems are and the best way to get that is by having a good enough relationship with the customers so that they will tell you to your face. You have to give to get and to be able to afford that giving you need to have a year of profits that isn’t tanked by a month of high returns. TLDR: Short term: be super easy to deal with, build up your relationships Long term: fix the root issue (bad web UX, weird sizing, unclear use case etc) #ecommerce #retail #profitability

Why most brands lose customers after the first order. And don’t even realize it. It comes down to these 4 overlooked factors in your returns process: 1. Return = Emotion, not logistics When customers return, they’re not just returning a product. They’re returning an experience, one that fell short. If your return flow feels cold, rigid, or punitive… They won’t come back. Even if they got a refund. 2. Hidden friction kills future purchases Forced emails. Confusing portals. No clear timeline. Each step adds mental drag. The more clicks, the less chance of re-conversion. Fast, self-serve, no-questions-asked returns win loyalty. 3. No post-return nurture = missed CLTV After a return, most brands go silent. But that’s when retention magic should begin. We helped a brand recover 28% of returners with a simple 3-email “win-back” flow. 4. Data black hole Returns are feedback goldmines. But most brands don’t tag reasons or track SKU patterns. Fixing top-3 return reasons improved product margin by 11% for a client in just 60 days. The most surprising finding? Customers who return and buy again often become your most loyal buyers. If you make the process painless, they trust you more. Fix your return experience, and you don’t just lower costs. You increase lifetime value. P.S. What’s one return experience you loved (or hated) as a shopper?