logistics

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Loadsmart raises $90 million to further consolidate its one-stop freight and logistics platform

Leading on-demand digital freight platform Loadsmart has raised a $90 million Series C funding round, led by funds under management by BlackRock and co-led by Chromo Invest. The funding will be used to continue to build out its platform to offer even more end-to-end logistics services to its freight customers, and the company says that it will be doing that in part through new collaboration with strategic investor TFI International, a leader in the logistics space, which also participated in this round.

In addition to TFI, the round also saw renewed investment from Maersk, a global oceanic shipping leader and one of Loadsmart’s strategic backers since its Series A round. The company says it has increased its revenues by 250% across 2020, while at the same time managing to keep its operating expenses flat. In a press release announcing the news, the company seemed to take indirect shots at competitors, including Uber Freight and Convoy, by noting that it has achieved its growth through “organic” means, rather than “by subsidizing its customers’ freight spend” through aggressive pricing.

Loadsmart offers booking for freight transportation across land, rail and through ports, all from a single online portal. It recently added the ability to ship partial truckloads, and its consistency brought in new strategic investors deeply involved in all aspects of the industry, including port management and overland shipping, which is likely contributing to its growth through ever-deeper industry insight.

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Indian logistics startup Xpressbees raises $110 million

Xpressbees, an Indian logistics firm that works with several e-commerce firms in the country, said on Monday it has raised $110 million in a new financing round as online shopping booms in the world’s second largest internet market.

The Pune-headquartered startup’s Series E financing round was led by private equity firms Investcorp, Norwest Venture Partners and Gaja Capital, the five-year-old startup said. Xpressbees, which concluded its Series D round three years ago, has raised $175.8 million to date, according to research firm Tracxn. The new round valued the startup at more than $350 million.

Xpressbees helps more than 1,000 customers — including financial and e-commerce services giant Paytm, social commerce startup Meesho, eyewear seller Lenskart, phone maker Xiaomi, online pharmacy NetMeds and online marketplace Snapdeal — deliver their products across the country. It has presence in over 2,000 cities and towns, and it processes more than 2.5 million orders a day — up from about 600,000 daily orders last year.

“We have been truly impressed by their strong customer centricity and capital efficiency which has resulted in exceptional feedback from top players in the e-commerce sector!” said Niren Shah, managing director and head of Norwest Venture Partners in India, in a statement.

Xpressbees started its journey within FirstCry, an e-commerce for baby products, in 2012. But in 2015, it became an independent company with Amitava Saha, co-founder and chief operating officer of FirstCry, moving out of FirstCry to become chief executive of Xpressbees. Supam Maheshwari, who co-founded FirstCry and serves as its chief executive, is the other co-founder of Xpressbees.

The startup said it plans to deploy the fresh capital to further automate its hubs and sorting centres, and expand its delivery footprint to cover the entire country. “I am delighted to see the impact we are making in the logistics ecosystem in the country,” said Saha in a statement.

At stake is India’s growing logistics industry, which NVP’s Shah estimated to be worth $200 billion. “We continue to believe that new age technology led logistics players such as Xpressbees will continue to play a pivotal role both in the growth of the e-commerce sector in India,” he added.

E-commerce sales, which account for less than 5% of all retail sales in India, skyrocketed during the pandemic after New Delhi enforced a two-month nationwide lockdown. During their festival sales last month, Amazon India and Walmart-owned Flipkart reported a record surge in their sales. The firms have created more than 150,000 seasonal jobs to accommodate the growing demand of orders. Xpressbees works with over 30,000 delivery staff.

Xpressbees competes with a handful of established firms and startups, including SoftBank-backed Delhivery, which became a unicorn last year, and Ecom Express, which has presence in about 2,400 Indian cities and towns. 

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Indonesian logistics platform Logisly raises $6 million Series A to digitize truck shipments

Indonesia’s logistics industry is very fragmented, with several large providers operating alongside thousands of smaller companies. This means shippers often have to work with a variety of carriers, driving up costs and making supply chains harder to manage. Logisly, a Jakarta-based startup that describes itself as a “B2B tech-enabled logistics platform,” announced today it has raised $6 million in Series A funding to help streamline logistics in Indonesia. The round was led by Monk’s Hill Ventures.

This brings the total Logisly has raised since it was founded last year to $7 million. Its platform digitizes the process of ordering, managing and tracking trucks. First, it verifies carriers before adding them to Logisly’s platform. Then it connects clients to trucking providers, using an algorithm to aggregate supply and demand. This means companies that need to ship goods can find trucks more quickly, while carriers can reduce the number of unused space on their trucks.

Co-founder and chief executive officer Roolin Njotosetiadi told TechCrunch that about “40% of trucks are utilized in Indonesia, and the rest are either sitting idle or coming back from their hauls empty handed. All of these result in high logistics costs and late deliveries.”

He added that Logisly is “laser focused on having the largest trucking network in Indonesia, providing 100% availability of cost-efficient and reliable trucks.”

Logisly now works with more than 1,000 businesses in Indonesia in sectors like e-commerce, fast-moving consumer goods (FCG), chemicals and construction. This number includes 300 corporate shippers. Logisly’s Series A will be used on growing its network of shippers and transporters (which currently covers 40,000 trucks) and on product development.

The startup’s clients include some of the largest corporate shippers in Indonesia, including Unilever, Haier, Grab, Maersk and JD.ID, the Indonesian subsidiary of JD.com, one of China’s largest e-commerce companies.

Other venture capital-backed startups that are focused on Indonesia’s logistics industry include Shipper, which focuses on e-commerce; logistics platform Waresix; and Kargo.

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India’s WareIQ raises $1.65M for its Amazon-like delivery platform for sellers

Despite e-commerce firms Amazon and Walmart and others pouring billions of dollars into India, offline retail still commands more than 95% of all sales in the world’s second largest internet market.

The giants have acknowledged the strong hold neighborhood stores (mom and pop shops) have in the country, and in recent quarters scrambled for ways to work with them. Mukesh Ambani, India’s richest man, has made the dynamics more interesting in the past year as he works to help these neighborhood stores sell online.

But the market opportunity is still too large, and there are many aspects of the old retail business that could use some tech. That’s the bet WareIQ, a Bangalore-headquartered, Y Combinator-backed startup is making. And it has just raised a $1.65 million seed financing round from YC, FundersClub, Pioneer Fund, Soma Capital, Emles Venture Advisors and founders of Flexport.

The one-year-old startup operates a platform to leverage the warehouses across the country. It has built a management system for these warehouses, most of which largely engage in offline business-to-business commerce and have had little to no prior e-commerce exposure.

“We connect these warehouses across India to our platform and utilize their infrastructure for e-commerce order processing,” said Harsh Vaidya, co-founder and chief executive of WareIQ, in an interview with TechCrunch. The company offers this as a service to retail businesses.

Who are these businesses? Third-party sellers (some of whom sell to Amazon and Flipkart and use WareIQ to speed up their delivery), e-commerce firms, social commerce platforms, as well as neighborhood stores and social media influencers.

Any online store, for instance, can send its products to WareIQ, which has integrations with several popular e-commerce platforms and marketplaces. It works with courier partners to move items from one warehouse to another to offer the fastest delivery, explained Vaidya.

The infrastructure stitched together by WareIQ also enables an online seller to set up their own store and engage with customers directly, thereby saving fees they would have paid to Amazon and other established e-commerce players.

“The sellers were not able do this on their own before because it required them to talk directly to warehousing companies that maintain their own rigid contracts, and high-security deposits, and they still needed to work with multiple technology providers to complete the tech-stack,” he said. WareIQ also offers these sellers last-mile delivery, cash collection and fraud detection among several other services.

“In a way, we are building an open-source Amazon fulfilment service, where any seller can send their goods to any of our warehouses and we fulfil their Amazon orders, Myntra orders, Flipkart orders or their own website orders. We also comply with the standard of these individual marketplaces, so our sellers get a Prime tag on Amazon,” he said.

WareIQ is free for anyone to sign up with any charge and it takes a cut by the volume of orders it processes. The startup today works with more than 40 fulfilment centres and plans to deploy the fresh capital to expand its network to tier 2 and tier 3 cities, he said. It’s also hiring for a number of tech roles.

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Thailand’s logistics startup Flash Express raises $200 million

Flash Express, a two-year-old logistics startup that works with e-commerce firms in Thailand, said on Monday it has raised $200 million in a new financing round as it looks to double down on a rapidly growing market spurred by demand due to the coronavirus pandemic.

The funding, a Series D, was led by PTT Oil and Retail Business Public Company Limited, the marquee oil and retail businesses of Thai conglomerate PTT. Durbell and Krungsri Finnovate, two other top conglomerates in the Southeast Asian country, also participated in the round, which brings Flash Express’ to-date raise to about $400 million.

Flash Express, which operates door-to-door pickup and delivery service, claims to be the second largest private player to operate in this space. The startup, which also counts Alibaba as an investor, entered the market with delivery fees as low as 60 cents per parcel, a move that allowed it to quickly win a significant market share.

The startup has also expanded aggressively in the past year. Flash Express had about 1,100 delivery points during this time last year. Now it has more than 5,000, exceeding those of 138-year-old Thailand Post.

Flash Express currently delivers more than 1 million parcels a day, up from about 50,000 during the same time last year. The startup says it has also invested heavily in technology that has enabled it to handle over 100,000 parcels in a minute by fully automated sorting systems.

Komsan Lee, CEO of Flash Express, said the startup plans to deploy the fresh funds to introduce new services and expand to other Southeast Asian markets (names of which he did not identify). “We are also prepared to create and develop new technologies to achieve even greater delivery and logistics efficiency. More importantly we intend to assist SMEs in lowering their investment costs which we believe will provide long-term benefit for the overall Thai economy in the digital era,” he said.

Retail Business Public Company Limited plans to leverage Flash Express’ logistics network as it looks to meet the rising demand from consumers, said Rajsuda Rangsiyakull, senior executive vice president for Corporate Strategy, Innovation and Sustainability at Retail Business Public Company Limited.

Flash Express competes with Best Express — which, like Flash, is also backed by Alibaba — and Kerry Express, which filed for an initial public offering in late August.

Even as online shopping and delivery has accelerated in recent months, some estimates suggest that the overall logistics market in Thailand will see its first contraction in the history this year. Chumpol Saichuer, president of the Thai Transportation and Logistics Association, said last month Thailand’s logistics business has already been hit hard by the slowing global economy.

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Waymo and TuSimple autonomous trucking leaders on the difficulty of building a highway-safe AI

TuSimple and Waymo are in the lead in the emerging sector of autonomous trucking; TuSimple founder Xiaodi Hou and Waymo trucking head Boris Sofman had an in-depth discussion of their industry and the tech they’re building at TC Mobility 2020. Interestingly, while they’re solving for the same problems, they have very different backgrounds and approaches.

Hou and Sofman started out by talking about why they were pursuing the trucking market in the first place. (Quotes have been lightly edited for clarity.)

“The market is massive; I think in the United States, $700-$800 billion a year is spent on the trucking industry. It’s continuing to grow every single year,” said Sofman, who joined Waymo from Anki last year to lead the effort in freight. “And there’s a huge shortage of drivers today, which is only going to increase over the next period of time. It’s just such a clear need. But it’s not going to be overnight — there’s still a really long tail of challenges that you can’t avoid. So the way we talk about it is the things that are hardest are just different.”

“It’s really the cost and reward analysis, thinking about building the operating system,” said Hou. “The cost is the number of features that you develop, and the reward is basically how many miles are you driving — you charge on a per mile basis. From that cost-reward analysis, trucking is simply the natural way to go for us. The total number of issues that you need to solve is probably 10 times less, but maybe, you know, five times harder.”

“It’s really hard to quantify those numbers, though,” he concluded, “but you get my point.”

The two also discussed the complexity of creating a perceptual framework good enough to drive with.

“Even if you have perfect knowledge of the world, you have to predict what other objects and agents are going to do in that environment, and then make a decision yourself and the combination knows is very challenging,” said Sofman.

“What’s really helped us is a realization from the car side of the of the company many, many years ago that in order to help us solve this problem in the easiest way possible, and facilitate the challenges downstream, we had to create our own sensors,” he continued. “And so we have our own lidar, our own radar, our own cameras, and they have incredibly unique properties that were custom designed through five generations of hardware that try to really lean into the kind of most challenging situations that you just can’t avoid on the road.”

Hou explained that while many autonomous systems are descended from the approaches used in the famous DARPA Grand Challenge 15 years ago, TuSimple’s is a little more anthropomorphic.

“I think I’m heavily influenced by my background, which has a tinge of neuroscience. So I’m always thinking about building a machine that can see and think, as humans do,” he said. “In the DARPA challenge, people’s idea would be: Okay, write a dynamic system equation and solve this equation. For me, I’m trying to answer the question of, how do we reconstruct the world? Which is more about understanding the objects, understanding their attributes, even though some of the attributes may not directly contribute to the entire self-driving system.”

“We’re combining all the different, seemingly useless features together, so that we can reconstruct the so-called ‘qualia’ of the perception of the world,” continued Hou. “By doing that we find we have all the ingredients that we need to do whatever missions that we have.”

The two found themselves in disagreement over the idea that due to the major differences between highway driving and street-level driving, there are essentially two distinct problems to be solved.

Hou was of the opinion that “the overlap is rather small. Human society has declared certain types of rules for driving on the highway … this is a much more regulated system. But for local driving there’s actually no rules for interaction … in fact very different implicit social constructs to drive in different areas of the world. These are things that are very hard to model.”

Sofman, on the other hand, felt that while the problems are different, solving one contributes substantially to solving the other: “If you break up the problem into the many, many building blocks of an AV system, there’s a pretty huge leverage where even if you don’t solve the problem 100% it takes away 85%-90% of the complexity. We use the exact same sensors, exact same compute infrastructures, simulation framework, the perception system carries over, very largely, even if we have to retrain some of the models. The core of all of our algorithms are, we’re working to keep them the same.”

You can see the rest of that last exchange in the video above. This panel and many more from TC Sessions: Mobility 2020 are available to watch here for Extra Crunch subscribers.

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Salesforce creates for-profit platform to help governments distribute COVID vaccine when it’s ready

For more than 20 years, Salesforce has been selling cloud business software, but it has also used the same platform to build ways to track other elements besides sales, marketing and service information, including Work.com, the platform it created earlier this year to help companies develop and organize a safe way to begin returning to work during the pandemic.

Today, the company announced it was putting that same platform to work to help distribute and track a vaccine whenever it becomes available, along with related materials like syringes that will be needed to administer it. The plan is to use Salesforce tools to solve logistical problems around distributing the vaccine, as well as data to understand where it could be needed most and the efficacy of the drug, according to Bill Patterson, EVP and general manager for CRM applications at Salesforce.

“The next wave of the virus phasing, if you will, will be [when] a vaccine is on the horizon, and we begin planning the logistics. Can we plan the orchestration? Can we measure the inventory? Can we track the outcomes of the vaccine once it reaches the public’s hands,” Patterson asked.

Salesforce has put together a new product called Work.com for Vaccines to put its platform to work to help answer these questions, which Patterson says ultimately involves logistics and data, two areas that are strengths for Salesforce.

The platform includes the core Work.com command center along with additional components for inventory management, appointment management, clinical administration, outcome monitoring and public outreach.

While this all sounds good, what Salesforce lacks of course is expertise in drug distribution or public health administration, but the company believes that by creating a flexible platform with open data, government entities can share that data with other software products outside of the Salesforce family.

“That’s why it’s important to use an open data platform that allows for aggregate data to be quickly summarized and abstracted for public use,” he said. He points to the fact that some states are using Tableau, the company that Salesforce bought last year for a tidy $15.7 billion, to track other types of COVID data.

“Many states today are running all their COVID testing and positive case reporting through the Tableau platform. We want to do the same kind of exchange of data with things like inventory management [for a vaccine],” he said.

While this sounds like a public service kind of activity, Salesforce intends to sell this product to governments to manage vaccines. Patterson says that to run a system like this at what they envision will be enormous scale, it will be a service that governments have to pay for to access.

This isn’t the first time that Salesforce has created a product that falls somewhat outside of the standard kind of business realm, but which takes advantage of the Salesforce platform. Last year it developed a tool to help companies measure how sustainable they are being. While the end goal is positive, just like Work.com for Vaccines and the broader Work.com platform, it is a tool that they charge for to help companies implement and measure these kinds of initiatives.

The tool set is available starting today. Pricing will vary depending on the requirements and components of each government entity.

The real question here is, should this kind of distribution platform be created by a private company like Salesforce for profit, or perhaps would it be better suited to an open-source project, where a community of developers could create the software and distribute it for free.

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This Labor Day, spare a thought for the workers who made your doorstep delivery possible

Arjuna Costa
Contributor

Arjuna Costa is a partner at Omidyar Network and early stage investor in Ruma.

A few weeks ago, I bought a used paperback mystery for $3 via a small online bookseller. Intrigued that the book came with free shipping, I dug in a bit and was shocked to see that my little impulse purchase traveled through seven different distribution hubs across five states before it got to me. It was loaded and unloaded onto trucks in Indiana, Illinois, Colorado, Nevada and finally California and handled by an unknown number of logistics workers along the way, many of them in the middle of the night.

The logistics of getting the book to me, and the human toll it takes, are mind boggling, but we have become somewhat inured to them.

COVID-19 lockdowns have put a spotlight on the importance and complexity of supply chain dynamics. In a world shaped by the pandemic, our reliance on e-commerce for everything from PPE to toilet paper to hard-boiled paperback mysteries has exploded. A recent report from Adobe found that total online spending is up 77% year-over-year, accelerating growth by “four to six years.” That growth has a very real human cost, and one that we don’t think about or act on enough as a society.

While people recognize the contributions of frontline workers they can see like doctors and nurses, postal carriers and grocery store workers, there’s an entire hidden infrastructure of logistics workers that keeps the online economy humming. These workers are also on the frontlines, but they are behind the scenes. Most earn minimum wage and work long, grueling, high-stress shifts without strong protections in the event they get sick or injured. The fact is that many corporations haven’t made protections for those workers a priority. That was true before COVID-19, but the pandemic gave the issue a renewed urgency, prompting workers from Amazon, Walmart, Target and FedEx, among others, to organize walkouts. And with unprecedented levels of unemployment, more and more people are going to find jobs in the logistics sector.

This Labor Day, it’s time to think about how corporations can better support and protect this vital but often forgotten segment of the workforce.

Better safety in the warehouse

Imagine there’s a package handler at a major manufacturer named Jack who spends his shifts heaving heavy boxes onto a conveyor belt. It’s an arduous movement that Jack will repeat a few thousand times before he punches out. As a 10-year veteran on the job, Jack has performed this singular task on this same warehouse floor more times than he can count. On this particular night, he’s tired after staying up late playing with his kids, and he slips a disk in his back. Unfortunately, Jack’s plight is all too often a reality for millions of workers today.

According to the Bureau of Labor Statistics, 5% of warehouse workers in the U.S. experience an injury on the job each year—higher than the national average. After service workers, like firefighters and police, transportation/shipping and manufacturing/production rank second and third as the occupations with the largest number of workplace injuries resulting in days away from work. Jobs that involve heavy lifting, arduous repetition and operating complex machinery come with serious risk.

Injuries can be devastating for workers, both physically and financially. Taking time off work can not only result in lost wages, but also drive people into debt due to health-related expenses, creating health-poverty traps that are difficult to climb out of. Worker injuries are also costly for employers. A study from Liberty Mutual, using data from the U.S. Bureau of Labor Statistics and the National Academy of Social Insurance, found that serious, nonfatal injuries cost $84.04 million a week in the transportation and warehousing industry. It is in corporations’ best interest to prioritize workplace safety.

One challenge is that traditional approaches to workplace safety are slow, inaccurate and costly. Without practical interventions, organizations spend an estimated $2,000+ per worker annually on injury prevention. Within manufacturing and logistics industries, it costs an additional $2,000+ annually for workers’ compensation per full-time employee. Currently, there is no standard solution to preventing workplace injuries while lowering costs, leaving workers like Jack without adequate protections. Fortunately, digital platforms and tools that leverage technological innovation, including sensors and wearables, are advancing new ways to prevent workplace accidents and injuries.

Take for example StrongArm, one of Flourish’s portfolio companies. StrongArm has built a technology platform that integrates a new generation of industrial wearables, big data analytics and smart algorithms. It is designed to modernize industry dynamics for workers, employers and workers’ compensation insurers. The company’s GDPR-compliant wearable hardware devices and data platform called FUSE deliver real-time injury prevention feedback and collect data to support precise interventions for overall injury reduction and has reduced injury rates by more than 40% year-over-year for its clients.

StrongArm has also helped keep workers safe during the pandemic by launching a new suite of capabilities on its FUSE platform, including CDC communication, proximity alerts (i.e., notifications to workers within six feet of one another), and exposure analysis (understanding who has interacted with whom, at what time, and for what duration, exposing any potential contact transfer with accuracy). These enhanced capabilities can get workers back to work faster, earning vitally needed income while reducing COVID-19 risk by 95%.

Fetch Robotics is another company using technological innovation and digital platforms to promote worker safety. Fetch makes an Autonomous Mobile Robot (AMR) that can transport materials within warehouses, factories and distribution centers while also gathering environmental data. This can relieve the burden of heavy lifting from human workers and ensure that conditions, like heat, remain safe in work environments. In June 2020, the company announced that it was launching a disinfecting AMR that can decontaminate spaces larger than 100,000 square feet in 1.5 hours, helping workers stay safe and get back to work quicker amid the spread of the virus.

Employers should do more

In its report titled, “The Impact of COVID-19 on Tech Innovation,” Lux Research found that the outbreak of COVID-19 will likely push corporations with major manufacturing and logistics operations to assess the potential of robotics. More companies will explore how they can automate processes, particularly those that are repeatable and predictable. Findings like these inevitably lead to questions about how increased automation will impact workers — the eternal “will robots take all the jobs?” question. However, we are still a long way away from a world where human workers are obsolete (just ask Elon Musk).

Robots are still not good at picking up small or oddly shaped objects, for instance. For the foreseeable future, corporations will depend on logistics workers and have a responsibility to protect the safety of those workers. It’s not enough to plaster the required OSHA sign on the factory or warehouse floor. Corporations need to do more. Fortunately in this case, the right thing to do is the good thing to do. By embracing technological innovation, promoting worker safety is a win-win.

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How tech can build more resilient supply chains

Over the past two years, the global supply chain has been hit with two major upheavals: the United States-China trade war and, more cataclysmically, COVID-19.

When Reefknot Investments launched its $50 million fund for logistics and supply chain startups last September, the industry was already dealing with the effects of the tariff war, says managing director Marc Dragon. Then a few months later, the COVID-19 crisis began in China before spreading to the rest of the world, disrupting the supply chain on an unprecedented scale.

Almost all industries have been impacted, from food, consumer goods and medical supplies to hardware.

Reefknot, a joint venture between Temasek, Singapore’s sovereign fund, and global logistics company Kuehne + Nagel, focuses on early-stage tech companies that use AI to solve some of the supply chain’s most pressing issues, including risk forecasting, financing and tracking goods around the world.

In March, around the time the World Health Organization declared the COVID-19 crisis a pandemic, Reefknot surveyed nine shippers about the challenges they face. While there are other macroeconomic factors at play, including Brexit and the oil price war, the survey’s main focus was on the combined effect of COVID-19 and the U.S.-China trade war on the supply chain and logistics industry.

According to the study, the main things shippers want is the ability to dynamically manage supply chain risks and operations and optimize cash flow between corporate buyers and their suppliers, who often struggle with working capital.

Many of the current solutions used in the supply chain involve a lot of manual tasks, including spreadsheets to predict demand, phone calls to confirm capacity on planes and ships and checking goods to make sure orders were fulfilled properly.

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LivingPackets hopes to nurture a circular economy with its smart parcels

More than ever before, people are getting life’s essentials delivered — good news for Amazon, but bad news for the environment, which must bear the consequences of the resulting waste. LivingPackets is a Berlin-based startup that aims to replace the familiar cardboard box with an alternative that’s smarter, more secure and possibly the building block of a new circular economy.

The primary product created by LivingPackets is called The Box, and it’s just that: a box. But not just any box. This one is reusable, durable, digitally locked and monitored, with a smartphone’s worth of sensors and gadgets that make it trackable and versatile, and an E-Ink screen so its destination or contents can be updated at will. A prototype shown at CES and a few other locations attracted some interest, but the company is now well into producing V2 of The Box, improved in many ways and ready to be deployed at the scale of hundreds of thousands.

Sure, it costs a lot more than a cardboard box. But once a LivingPackets Box has been used a couple hundred times for returns and local distribution purposes, it breaks even with its paper-based predecessor. Cardboard is cheap to make new, but it doesn’t last long — and that’s not its only problem.

The Box, pictured here with standard cardboard boxes on a conveyor belt, is meant to be compatible with lots of existing intrastructure. Image Credits: LivingPackets 

“If you think about it, online transactions are still risky,” said co-founder Sebastian Rumberg. “The physical transaction and financial transaction don’t happen in parallel: You pay up front, and the seller sends something into the void. You may not receive it, or maybe you do and you say you didn’t, so the company has to claim it with insurers.”

“The logistics system is over-capacity; there’s frustration with DHL and other carriers,” he said. “People in e-commerce and logistics know what they’re missing, what their problems are. Demand has grown, but there’s no innovation.”

And indeed, it does seem strange that although delivery has become much more important to practically everyone over the last decade and especially in recent months, it’s pretty much done the same way it’s been done for a century — except you might get an email when the package arrives. LivingPackets aims to upend this by completely reinventing the package, leaving things like theft, damage and missed connections in the past.

Apps let users track the location and status of their box. Image Credits: LivingPackets

“You’re in full control of everything involved,” he explained. “You know where the parcel is, what’s happening to it. You can look inside. You can say, I’m not at the location for delivery right now, I’m at my office, and just update the address. You don’t need filling material, you don’t need a paper label. You can tell when the seal is broken, when the item is removed.”

It all sounds great, but cardboard is simple and, while limited, proven. Why should anyone switch over to such a fancy device? The business model has to account for this, so it does — and then some.

To begin with, LivingPackets doesn’t actually sell The Box. It provides it to customers and charges per use — “packaging as a service,” as they call it. This prevents the possibility of a business balking at the upfront cost of a few thousand of these.

As a service, it simplifies a lot of existing pain points for merchants, consumers and logistics companies.

For merchants, among other things, tracking and insurance are much simpler. As co-founder Alexander Cotte explained, and as surely many reading this have experienced, it’s practically impossible to know what happened to a missing package, even if it’s something large or expensive. With better tracking, lossage can be mitigated to start, and the question of who’s responsible, where it was taken, and so on can be determined in a straightforward way.

For packaging and delivery companies, the standard form factor with adjustable interior makes these boxes easy to pack and difficult to meddle with or damage — tests with European online retail showed that handling time and costs can be reduced by more than half. LivingPackets also pays for pickup, so delivery companies can recoup costs without changing routes. And generally speaking, more data, more traceability, is a good thing.

For consumers, the most obvious improvement is returns; no need to print a label or for the company to pre-package one, just notify them and the return address appears on the box automatically. In addition there are opportunities once an essentially pre-paid box is in a consumer’s house: for instance, selling or donating an old phone or laptop. LivingPackets will be operating partnerships whereby you can just toss your old gear in the box and it will make its way to the right locations. Or a consumer can hang onto the box until the item they’re selling on eBay is bought and send it that way. Or a neighbor can — and yes, they’re working on the public health side of that, with antibiotic coatings and other protections against spreading COVID-19.

The Box locks securely but also folds down for storage when empty. Image Credits: LivingPackets

The idea underpinning all this, and which was wrapped up in this company from the start, is that of creating a real circular economy, building decentralized value and reducing waste. Even The Box itself is made of materials that can be reused, should it be damaged, in the creation of its replacement. In addition to the market efficiencies added by turning parcels into traveling IoT devices, reusing the boxes could reduce waste and carbon emissions — once you get past the first hundred uses or so, The Box pays for itself in more ways than one. Early pilots with carriers and retailers in France and Germany have borne this out.

That philosophy is embodied in LivingPackets’ unusual form of funding itself: a combination of bootstrapping and crowdsourced equity.

Cotte and his father founded investment firm the Cotte Group, which provided a good starting point for said bootstrapping, but he noted that every employee is taking a less than competitive wage with the hope that the company’s profit-sharing plan will pan out. Even so, with 95 employees, that amounts to several million a year even by the most conservative estimate — this is no small operation.

CEO Alex Cotte sits with V2 of The Box. Image Credits: LivingPackets

Part of keeping the lights on, then, is the ongoing crowdfunding campaign, which has pulled in somewhere north of €6 million, from individuals contributing as little as €50 or as much as €20,000. This, Cotte said, is largely to finance the cost of production, while he and the founding team essentially funded the R&D period. Half of future profits are earmarked for paying back these contributors multiple times their investment — not exactly the sort of business model you see in Silicon Valley. But that’s kind of the point, they explained.

“Obviously all the people working for us believe deeply in what we’re doing,” Cotte said. “They’re willing to take a step back now to create value together and not just take value out of an existing system. And you need to share the value you create with the people who helped you create it.”

It’s hard to imagine a future where these newfangled boxes replace even a noticeable proportion of the truly astronomical number of cardboard boxes being used every day. But even so, getting them into a few key distribution channels could prove they work as intended — and improvements to the well-oiled machines (and deeply rutted paths) of logistics can spread like wildfire once the innumerable companies the industry touches see there’s a better way.

The aims and means of LivingPackets may be rather utopian, but that could be the moonshot thinking that’s necessary to dislodge the logistics business from its current, decidedly last-century methods.

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