Qatar Courier, Express, and Parcel (CEP) Market Size
Market Overview
| Study Period | 2017 - 2030 |
| Base Year For Estimation | 2024 |
| Forecast Data Period | 2025 - 2030 |
| Market Size (2025) | USD 145.3 Million |
| Market Size (2030) | USD 201.6 Million |
| Growth Rate (2025 - 2030) | 6.77% CAGR |
| Market Concentration | Medium |
Major Players
*Disclaimer: Major Players sorted in no particular order Image © Mordor Intelligence. Reuse requires attribution under CC BY 4.0. |
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Qatar Courier, Express, and Parcel (CEP) Market Analysis
The Qatar Courier, Express, and Parcel (CEP) Market size is estimated at 145.3 million USD in 2025, and is expected to reach 201.6 million USD by 2030, growing at a CAGR of 6.77% during the forecast period (2025-2030).
Qatar's logistics and CEP sector is undergoing significant transformation driven by strategic infrastructure investments and partnerships. In February 2024, Emirates Post and Qatar Post established a landmark partnership to streamline e-commerce shipping between the UAE and Qatar through Qatar Post's 'CONNECTED' platform, demonstrating the country's commitment to enhancing regional connectivity. The government has announced plans to invest USD 8.2 billion in the Logistics Area Project, positioning Qatar as a modern logistics hub. This strategic development, situated near key ports such as Hamad Port and Mesaieed Industrial Port, aims to strengthen Qatar's position through the construction of regional and international logistics service centers.
The energy sector continues to play a crucial role in supporting logistics infrastructure development. As of December 2022, Qatar maintained 843 trillion cubic feet of proven natural gas reserves, representing 11% of global reserves and 30% of Middle East reserves. The country's substantial crude oil reserves, estimated at 25.2 billion barrels in January 2023, have positioned Qatar as the 6th largest reserve holder in the Middle East. These energy resources have enabled sustained investment in logistics infrastructure, with QatarEnergy recently announcing updated fuel prices for May 2024, maintaining Premium petrol at QAR 1.95 (USD 0.53) per liter and setting diesel at QAR 2.05 (USD 0.55) per liter.
The digital transformation of Qatar's logistics sector is accelerating, particularly in payment solutions and last mile delivery innovations. In August 2023, the country recorded 5.46 million online payment transactions, representing a significant increase from 4.24 million in July 2023. This digital shift has prompted courier service companies to enhance their technological capabilities, with Qatar Post implementing new parcel delivery sortation systems based on autonomous mobile robot (AMR) technology to improve operational efficiency. The integration of digital payment solutions with delivery service has become increasingly prevalent, as evidenced by the partnership between Qatar Islamic Bank, Qatar Post, and QPay to launch integrated postal delivery Point of Sale systems.
The healthcare logistics segment has emerged as a crucial component of Qatar's CEP market, with significant developments in medication delivery service. In the first quarter of 2024, Hamad Medical Corporation's medication home delivery services handled 15,000 deliveries, with March alone accounting for 5,352 deliveries. The expansion of healthcare infrastructure, including the inauguration of new facilities like the Al Sadd Health Center in 2023 with a capacity to serve 35,000 people, has created additional demand for specialized courier service. This growth is supported by Qatar Post's strategic pricing initiatives for medical deliveries and the implementation of dedicated healthcare logistics solutions by major carriers.
Qatar Courier, Express, and Parcel (CEP) Market Trends
Qatar is steadily investing in infrastructure development and warehouse construction to boost sector's GDP contribution
- In May 2024, Qatar's Free Zones Authority (QFZ) and FedEx Logistics signed a MoU to establish a regional logistics facility in Qatar's free zones. The facility, part of FedEx's Trade Networks Transport & Brokerage division, will be located in Ras Bufontas Free Zone and will include a modern logistics office. Strategically situated in the Gulf, Qatar's location offers access to 60% of the world's population within 8 hours by air and 5 days by sea, contributing to the steady growth of its freight and logistics market.
- The Qatar Public Works Authority (Ashghal) plans to award the infrastructure contract for the Roads and Infrastructure in North of Al Rifaa Street, Doha, by mid-2024. This project aims to improve the area's road infrastructure. It involves traffic management, site clearance, removing spoil and temporary structures, utility works, and ecological mitigation. The construction is expected to take three years, finishing by 2027, with a 400-day maintenance period after completion.
,-Share---Of-GDP,-Qatar,-2017---2022.svg)
The fuel prices have remained steady in Q1 2024, with aim to increase LNG production in Qatar till 2030
- QatarEnergy revealed the fuel prices for Premium and Super petrol, as well as diesel, for May 2024. Premium petrol remained steady at QAR 1.95 (USD 0.53) per liter, while Super petrol is set at QAR 2.10 (USD 0.57) per liter. Diesel will be priced at QAR 2.05 (USD 0.55) per liter in May 2024. The Ministry of Energy and Industry started pegging the fuel prices to the international market and from September 2017, it is QatarEnergy who now announces the monthly price list.
- Qatar plans to increase LNG production despite low prices, aiming to regain market share from the U.S. The project will expand production in the North Field, the world's largest natural gas field, with plans for the western part finalized by 2025 or 2026. Production is set to start in 2030, alongside ongoing projects in the eastern and southern regions. Overall, annual production capacity is expected to reach about 64 million tonnes, nearly doubling from the current 77 million tonnes to 142 million tonnes by 2030.
OTHER KEY INDUSTRY TRENDS COVERED IN THE REPORT
- Qatar leading up to the World Cup, witnessed a significant increase in its population, ranking 139th globally
- Qatar is focusing more on the construction of LNG projects with a production capacity of 110 MMTPA supported by developed transport infrastructure
- E-commerce is expected to grow at a CAGR of 10% during 2023-27, supported by Qatar's National Vision 2030
- Qatar is set to dominate LNG exports in the Middle East and North Africa, a shift influenced by disruptions from the Russia-Ukraine War
- Qatar ranks 34th in the Logistic Performance Index, despite the rise in infrastructure and industrial growth
- Qatar anticipates its LNG production capacity to reach 126 million tons by 2027, with the completion of the North Field Expansion Project
- An increase in domestic demand and supply shortage led to an increase in producer and consumer prices in 2022
- Employment in the manufacturing industry is projected to rise from 85,000 to 101,000 by 2025
- Qatar is dependent on imports for around 97% of its medical needs and is working toward reducing pharmaceutical imports under Vision 2030
- Qatar's infrastructure investment of around USD 200 billion in 2022 and USD 19.2 billion tenders in 2024 fueling Vision 2030 goals
Segment Analysis: By Destination
Domestic Segment in Qatar CEP Market
The domestic segment dominates Qatar's Courier, Express, and Parcel (CEP) market, commanding approximately 80% market share in 2024. This dominance is primarily driven by the robust growth in domestic e-commerce activities and last-mile delivery services. In February 2024, Emirates Post and Qatar Post signed a strategic partnership agreement to enhance e-commerce shipping capabilities, demonstrating the segment's continued evolution. The domestic segment's strength is further reinforced by Qatar Post's extensive network and innovative solutions, including the launch of digital platforms and automated sorting systems. Additionally, the segment benefits from the increasing adoption of same-day delivery and next-day delivery services, particularly in key urban areas like Doha, where the demand for quick commerce and grocery delivery services has surged significantly.
International Segment in Qatar CEP Market
The international segment of Qatar's CEP market is projected to exhibit the highest growth rate of approximately 6.5% during 2024-2029. This accelerated growth is primarily driven by Qatar's strategic positioning as a global logistics hub and the expansion of cross-border e-commerce activities. Qatar Airways Cargo's significant contribution, handling over 40,000 tonnes of courier shipments with a focus on key destinations like London, Frankfurt, and Hong Kong, demonstrates the segment's robust development. The growth is further supported by strategic partnerships and infrastructure developments, including the recent collaboration between Emirates Post and Qatar Post for streamlining cross-border deliveries. The segment's expansion is also bolstered by Qatar's increasing role in international trade and the government's initiatives to establish the country as a modern logistics hub.
Segment Analysis: By Speed of Delivery
Non-Express Segment in Qatar CEP Market
The non-express segment dominates Qatar's Courier, Express, and Parcel (CEP) market, commanding approximately 90% market share in 2024. This significant market position is driven by the expansion of industrial activities, a flourishing e-commerce sector, and the automotive industry in Qatar. The segment has been further strengthened by upcoming infrastructure projects and the government's ongoing investment in logistics infrastructure development. Qatar Airways Cargo's substantial contribution of handling 40,000 tonnes of courier shipments in 2024, with a focus on e-commerce deliveries, has reinforced this segment's dominance. The segment's robust performance is also supported by strategic partnerships, such as the recent interline agreement between cargo drone developer Dronamics and Qatar Airways Cargo, which enables the extension of delivery networks and enhances service offerings.
Express Segment in Qatar CEP Market
The express delivery segment is experiencing rapid growth in Qatar's CEP market, projected to grow at approximately 8% annually from 2024 to 2029. This accelerated growth is primarily driven by the expanding grocery delivery sector, which is emerging as a key catalyst in the rapid growth of same-day delivery services. The segment's growth is further supported by the increasing adoption of express delivery services by major retailers and e-commerce platforms. The grocery delivery segment's projected expansion to attract approximately 0.90 million users by 2027 is creating substantial opportunities for express delivery services. The implementation of comprehensive rider training programs by delivery companies and the introduction of innovative delivery solutions are enhancing the efficiency and reliability of express delivery services across Qatar.
Segment Analysis: By Model
B2C Segment in Qatar CEP Market
The Business-to-Consumer (B2C) segment dominates Qatar's Courier, Express, and Parcel market, accounting for approximately 29% of the total market value in 2024. This segment's prominence is primarily driven by the rapid expansion of e-commerce activities in Qatar, with both domestic and international e-commerce purchases showing significant growth. The segment's strong performance is supported by Qatar Post's strategic initiatives, including the launch of new parcel sortation systems based on autonomous mobile robot (AMR) technology, which has enhanced the efficiency of B2C deliveries. Additionally, the growing user penetration in e-commerce, which is expected to reach 89% by 2027, continues to fuel B2C deliveries. The segment has also benefited from the increasing adoption of digital payment solutions and the rise in cross-border e-commerce activities, particularly through platforms like Qatar Post's Connected service, which enables overseas purchases from major markets including the United States, United Kingdom, Europe, Singapore, Malaysia, Turkey, and China.
Remaining Segments in Qatar CEP Market Model
The Business-to-Business (B2B) and Consumer-to-Consumer (C2C) segments play vital roles in Qatar's CEP market landscape. The B2B segment is particularly strengthened by Qatar's initiatives to promote business entry into the e-commerce market, with Doha implementing various programs to support e-commerce investors across different sectors. The government's establishment of Tasmu Digital Valley has been instrumental in enhancing the market presence of the private sector while ensuring regional and international competitiveness. Meanwhile, the C2C segment has evolved significantly with the rising popularity of social media platforms like Facebook and WhatsApp, which have transformed the way individuals conduct peer-to-peer transactions. The segment has seen particular growth in the second-hand goods market, with many individuals creating dedicated WhatsApp groups and Facebook accounts to facilitate these transactions. Both segments benefit from Qatar Post's comprehensive delivery infrastructure and the increasing adoption of digital payment solutions, such as the integrated postal delivery Point of Sale (PoS) system developed in collaboration with Qatar Islamic Bank and QPay.
Segment Analysis: By Mode of Transport
Air Segment in Qatar CEP Market
The air transport segment dominates Qatar's Courier, Express, and Parcel (CEP) market, commanding approximately 36% market share in 2024. This dominance is largely attributed to Qatar Airways Cargo's extensive operations and infrastructure development at Hamad International Airport. In 2024, Qatar Airways Cargo continues to strengthen its position through strategic partnerships and route expansions, particularly focusing on e-commerce shipments across key destinations including London, Frankfurt, Hong Kong, and Doha. The segment's strong performance is further supported by the cargo handling facility at Hamad International Airport, which maintains an annual capacity of 1.4 million tons. The integration of advanced technologies and automated sorting systems at these facilities has significantly enhanced operational efficiency and handling capabilities for air shipments.
Road Segment in Qatar CEP Market
The road transport segment in Qatar's CEP market is experiencing robust growth, driven by significant infrastructure developments and expanding last-mile delivery networks. The segment's expansion is supported by major developments such as Tristar Group's new 10,000 sqm truck staging facility in Qatar's Logistics Park B, which enhances the country's road transport capabilities. The government's commitment to infrastructure development, particularly through projects like the QAR 71.9 billion road and infrastructure initiative in Al Ebb and Leabaib, is creating a more efficient transportation network. These developments, combined with the increasing demand for last-mile delivery services and the expansion of e-commerce operations, are positioning the road segment for sustained growth in the coming years.
Remaining Segments in Mode of Transport
The remaining transportation segments in Qatar's CEP market include various alternative delivery methods and emerging transportation solutions. These segments encompass rail freight services, which are currently in development as part of Qatar's transportation master plan, and maritime transport solutions that utilize the country's strategic port locations. The development of Qatar's rail infrastructure and the continuous enhancement of port facilities are creating new opportunities for diversified shipping solutions. These alternative transport modes are particularly important for specialized deliveries and are becoming increasingly relevant as Qatar continues to position itself as a regional logistics hub.
Segment Analysis: By End User Industry
E-Commerce Segment in Qatar CEP Market
The e-commerce segment dominates the Qatar Courier, Express, and Parcel (CEP) market, commanding approximately 29% market share in 2024. This significant market position is driven by the rapid expansion of online shopping platforms and digital marketplaces in Qatar. The segment's growth is supported by major events such as the Formula One Grand Prix and the Asian Football Confederation (AFC) Asian Cup, which have provided travel and tourism companies with opportunities to bolster e-commerce sales. Major players like Snoonu, Amazon, IKEA Qatar, and AlAnees Qatar are leveraging automation to enhance profitability and streamline operations. With internet penetration reaching 99% and mobile connections accounting for 4.89 million users, Qatar has positioned itself as an essential market for digital marketing opportunities in the Middle East. The government's supportive policies for e-commerce retailers, especially startups, continue to drive the growth of e-commerce parcel volumes in the country.
Healthcare Segment in Qatar CEP Market
The healthcare segment is emerging as the fastest-growing segment in Qatar's CEP market, with an expected growth rate of approximately 8% from 2024 to 2029. This robust growth is primarily driven by the increasing demand for medical supplies, equipment, and pharmaceutical deliveries. Qatar Post's collaboration with Hamad Medical Corporation (HMC) and Primary Health Care Corporation has significantly enhanced medication home delivery services. The segment's growth is further supported by Qatar's National Health Strategy within the National Vision 2030, which prioritizes healthcare development. The inauguration of new facilities like the Al Sadd Health Center and Aisha Bint Hamad Al Attiyah Hospital has created additional demand for healthcare-related deliveries. The implementation of specialized delivery services for temperature-sensitive medical supplies and the increasing adoption of home delivery services for medications have contributed to the segment's rapid expansion.
Remaining Segments in End User Industry
The Qatar CEP market encompasses several other significant segments, including manufacturing, financial services (BFSI), primary industry, and wholesale/retail trade. The manufacturing segment plays a crucial role in driving CEP demand through the transportation of raw materials, partly finished goods, and machinery components. The BFSI sector generates consistent demand through the delivery of banking documents, credit cards, and financial instruments. The primary industry segment, comprising agriculture, mining, and oil and gas, requires specialized delivery services for time-critical equipment and supplies. The wholesale and retail trade segment continues to evolve with the expansion of retail outlets and the adoption of omnichannel distribution strategies. Each of these segments contributes uniquely to the market's dynamics, with varying requirements for express delivery, specialized handling, and last-mile delivery solutions.
Qatar Courier, Express, and Parcel (CEP) Industry Overview
Top Companies in Qatar Courier, Express, and Parcel Market
Leading companies in the market are focusing on technological advancement and automation to enhance their operational efficiency. Companies are investing in autonomous mobile robots for sorting operations, implementing digital tracking solutions, and developing integrated logistics services facilities. Strategic partnerships, particularly in the e-commerce sector, are becoming increasingly common as companies aim to strengthen their last-mile delivery capabilities. Companies are also expanding their infrastructure through new facilities and service points while simultaneously enhancing their cross-border shipping capabilities. The focus on sustainability is evident through investments in eco-friendly facilities and green logistics services solutions. Innovation in delivery services, including same-day express delivery options and specialized handling for various product categories, demonstrates the industry's commitment to meeting evolving customer needs.
Mix of Global and Local Players
The Qatar CEP market exhibits a fragmented structure with a mix of established global logistics companies and strong local players. International giants like FedEx, DHL, and UPS operate alongside domestic leaders such as Qatar Airways Cargo and Qatar Post, creating a competitive dynamic that benefits from both global expertise and local market knowledge. The market shows a balanced distribution between multinational corporations leveraging their global networks and local specialists with deep regional understanding. This diversity has led to healthy competition and continuous service improvements across the industry.
The market demonstrates ongoing consolidation through strategic partnerships and collaborations rather than outright acquisitions. Companies are increasingly forming alliances to strengthen their market positions, particularly in specialized segments like e-commerce logistics and cold chain deliveries. Local players are partnering with international companies to enhance their technological capabilities and service offerings, while global players are collaborating with local entities to improve their regional reach and understanding of the market dynamics.
Innovation and Adaptability Drive Future Success
Success in the Qatar CEP market increasingly depends on companies' ability to adapt to changing consumer preferences and technological advancements. Market leaders are strengthening their positions through investments in automated sorting facilities, digital transformation initiatives, and enhanced customer experience platforms. The focus on developing specialized solutions for different industry verticals, particularly e-commerce and retail, is becoming crucial for maintaining market share. Companies are also emphasizing sustainability and environmental responsibility in their operations to align with global trends and regulatory requirements.
For emerging players and contenders, the key to gaining market share lies in identifying and serving niche segments while building robust technological infrastructure. The ability to offer customized solutions for specific industries, invest in last-mile delivery optimization, and maintain competitive pricing structures will be crucial for success. Companies must also consider the increasing importance of cross-border e-commerce capabilities and the need for seamless integration with global supply chains. The development of value-added services and the ability to handle specialized shipments will become increasingly important differentiators in the market. Companies offering third-party logistics solutions are particularly well-positioned to capitalize on these trends, providing comprehensive parcel delivery and courier services options that cater to diverse customer needs.
Qatar Courier, Express, and Parcel (CEP) Market Leaders
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Aramex
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DHL Group
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FedEx
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Qatar Airways Group (including Qatar Airways Cargo)
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Qatar Post
- *Disclaimer: Major Players sorted in no particular order
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Qatar Courier, Express, and Parcel (CEP) Market News
- October 2024: UPS had enhanced its air network, enabling faster deliveries for customers across Asia, Africa, and the Middle East, covering over 35 countries. Customers from major Asia Pacific economies had enjoyed next-day delivery to Seoul, South Korea, and from Bangkok to various destinations in the region. In Vietnam, Ho Chi Minh City customers had benefited from next-day services to select regional cities. Shipments from Hanoi to certain Australian cities were completed in just two business days. Additionally, UPS had rolled out Saturday pick-ups in Hanoi for deliveries heading to Sydney, offering businesses more flexibility and accelerating their speed-to-market. Furthermore, deliveries from select Australian cities to Europe were made in as little as two business days.
- September 2024: FedEx partnered with and invested in Nimble, an AI robotics and autonomous e-commerce fulfillment technology company, to scale FedEx Fulfillment with their fully autonomous 3PL model. FedEx offered a comprehensive approach to help e-commerce and omnichannel brands make faster, smarter supply chain decisions. With more than 130 warehouse and fulfillment operations in North America and 475 million returns processed annually, FedEx Supply Chain helped brands consolidate functions, increase agility, and accelerate click-to-door speed to maximize supply chain value.
- August 2024: FedEx introduced new digital visibility products, enhancing the experience for shippers and recipients by merging digital solutions with essential data. These paid solutions catered to the rising market demand for advanced data analytics. Businesses harnessed near real-time insights and predictive analytics, refining their customers' post-purchase experience. FedEx also offered paid data integration solutions, granting third-party providers access to shipment tracking information, including the Track API, Track EDI, and new webhook subscriptions, all designed to enhance premium post-purchase tracking and supply chain visibility.
Free With This Report
We provide a complimentary and exhaustive set of data points on global and regional metrics that present the fundamental structure of the industry. Presented in the form of 60+ free charts, the section covers difficult to find data on various regions pertaining to e-commerce industry trends, economic contribution of the transportation & storage sector, export-import trends, logistics performance among other key indicators.
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List of Tables & Figures
- Figure 1:
- POPULATION DISTRIBUTION BY GENDER, COUNT, QATAR, 2017 - 2030
- Figure 2:
- POPULATION DISTRIBUTION BY DEVELOPMENT AREA, COUNT, QATAR, 2017 - 2030
- Figure 3:
- POPULATION DENSITY, POPULATION/SQ. KM, QATAR, 2017 - 2030
- Figure 4:
- GROSS DOMESTIC PRODUCT (GDP) SHARE OF FINAL CONSUMPTION EXPENDITURE (IN CURRENT PRICES), SHARE % OF GDP, QATAR, 2017 - 2022
- Figure 5:
- FINAL CONSUMPTION EXPENDITURE, ANNUAL GROWTH (%), QATAR, 2017 - 2022
- Figure 6:
- POPULATION DISTRIBUTION BY MAJOR CITY, COUNT, QATAR, 2022
- Figure 7:
- DISTRIBUTION OF GROSS DOMESTIC PRODUCT (GDP) BY ECONOMIC ACTIVITY, SHARE %, QATAR, 2022
- Figure 8:
- GROWTH OF GROSS DOMESTIC PRODUCT (GDP) BY ECONOMIC ACTIVITY, CAGR %, QATAR, 2017 - 2023
- Figure 9:
- WHOLESALE PRICE INFLATION RATE, %, QATAR, 2017 - 2022
- Figure 10:
- CONSUMER PRICE INFLATION RATE, %, QATAR, 2017 - 2022
- Figure 11:
- GROSS MERCHANDISE VALUE (GMV) OF E-COMMERCE INDUSTRY, USD, QATAR, 2017 - 2027
- Figure 12:
- SECTORAL SHARE IN E-COMMERCE INDUSTRY GROSS MERCHANDISE VALUE (GMV), SHARE %, QATAR, 2022
- Figure 13:
- GROSS VALUE ADDED (GVA) OF MANUFACTURING INDUSTRY (IN CURRENT PRICES), USD, QATAR, 2017 - 2022
- Figure 14:
- SECTORAL SHARE IN GROSS VALUE ADDED (GVA) OF MANUFACTURING INDUSTRY, SHARE %, QATAR, 2022
- Figure 15:
- VALUE OF TRANSPORT AND STORAGE SECTOR GROSS DOMESTIC PRODUCT (GDP), USD, QATAR, 2017 - 2022
- Figure 16:
- TRANSPORT AND STORAGE SECTOR GROSS DOMESTIC PRODUCT (GDP), SHARE % OF GDP, QATAR, 2017 - 2022
- Figure 17:
- VALUE OF EXPORTS, USD, QATAR, 2017 - 2022
- Figure 18:
- VALUE OF IMPORTS, USD, QATAR, 2017 - 2022
- Figure 19:
- FUEL PRICE BY TYPE OF FUEL, USD/LITER, QATAR, 2017 - 2022
- Figure 20:
- RANK OF LOGISTICS PERFORMANCE, RANK, QATAR, 2010 - 2023
- Figure 21:
- LENGTH OF ROADS, KM, QATAR, 2017 - 2022
- Figure 22:
- SHARE OF ROAD LENGTH BY SURFACE CATEGORY, %, QATAR, 2022
- Figure 23:
- SHARE OF ROAD LENGTH BY ROAD CLASSIFICATION, %, QATAR, 2022
- Figure 24:
- RAIL LENGTH, KM, QATAR, 2017 - 2022
- Figure 25:
- CONTAINERS HANDLED AT MAJOR PORTS, TWENTY-FOOT EQUIVALENT UNITS (TEUS), QATAR, 2022
- Figure 26:
- HAMAD INTERNATIONAL AIRPORT, FREIGHT TONS HANDLED, QATAR, 2017 - 2022
- Figure 27:
- VOLUME OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 28:
- VALUE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 29:
- VOLUME OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, NUMBER OF PARCELS, QATAR 2017 - 2030
- Figure 30:
- VALUE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, USD, QATAR 2017 - 2030
- Figure 31:
- VALUE SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2017 - 2030
- Figure 32:
- VOLUME SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2017 - 2030
- Figure 33:
- VOLUME OF DOMESTIC COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 34:
- VALUE OF DOMESTIC COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 35:
- VALUE SHARE OF DOMESTIC COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 36:
- VOLUME OF INTERNATIONAL COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 37:
- VALUE OF INTERNATIONAL COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 38:
- VALUE SHARE OF INTERNATIONAL COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 39:
- VOLUME OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY SPEED OF DELIVERY, NUMBER OF PARCELS, QATAR 2017 - 2030
- Figure 40:
- VALUE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY SPEED OF DELIVERY, USD, QATAR 2017 - 2030
- Figure 41:
- VALUE SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY SPEED OF DELIVERY, %, QATAR, 2017 - 2030
- Figure 42:
- VOLUME SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY SPEED OF DELIVERY, %, QATAR, 2017 - 2030
- Figure 43:
- VOLUME OF EXPRESS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 44:
- VALUE OF EXPRESS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 45:
- VALUE SHARE OF EXPRESS COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 46:
- VOLUME OF NON-EXPRESS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 47:
- VALUE OF NON-EXPRESS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 48:
- VALUE SHARE OF NON-EXPRESS COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 49:
- VOLUME OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY MODEL, NUMBER OF PARCELS, QATAR 2017 - 2030
- Figure 50:
- VALUE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY MODEL, USD, QATAR 2017 - 2030
- Figure 51:
- VALUE SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY MODEL, %, QATAR, 2017 - 2030
- Figure 52:
- VOLUME SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY MODEL, %, QATAR, 2017 - 2030
- Figure 53:
- VOLUME OF BUSINESS-TO-BUSINESS (B2B) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 54:
- VALUE OF BUSINESS-TO-BUSINESS (B2B) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 55:
- VALUE SHARE OF BUSINESS-TO-BUSINESS (B2B) COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 56:
- VOLUME OF BUSINESS-TO-CONSUMER (B2C) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 57:
- VALUE OF BUSINESS-TO-CONSUMER (B2C) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 58:
- VALUE SHARE OF BUSINESS-TO-CONSUMER (B2C) COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 59:
- VOLUME OF CONSUMER-TO-CONSUMER (C2C) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 60:
- VALUE OF CONSUMER-TO-CONSUMER (C2C) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 61:
- VALUE SHARE OF CONSUMER-TO-CONSUMER (C2C) COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 62:
- VOLUME OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY SHIPMENT WEIGHT, NUMBER OF PARCELS, QATAR 2017 - 2030
- Figure 63:
- VALUE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY SHIPMENT WEIGHT, USD, QATAR 2017 - 2030
- Figure 64:
- VALUE SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY SHIPMENT WEIGHT, %, QATAR, 2017 - 2030
- Figure 65:
- VOLUME SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY SHIPMENT WEIGHT, %, QATAR, 2017 - 2030
- Figure 66:
- VOLUME OF HEAVY WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 67:
- VALUE OF HEAVY WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 68:
- VALUE SHARE OF HEAVY WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 69:
- VOLUME OF LIGHT WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 70:
- VALUE OF LIGHT WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 71:
- VALUE SHARE OF LIGHT WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 72:
- VOLUME OF MEDIUM WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 73:
- VALUE OF MEDIUM WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 74:
- VALUE SHARE OF MEDIUM WEIGHT SHIPMENTS COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 75:
- VOLUME OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY MODE OF TRANSPORT, NUMBER OF PARCELS, QATAR 2017 - 2030
- Figure 76:
- VALUE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY MODE OF TRANSPORT, USD, QATAR 2017 - 2030
- Figure 77:
- VALUE SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY MODE OF TRANSPORT, %, QATAR, 2017 - 2030
- Figure 78:
- VOLUME SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY MODE OF TRANSPORT, %, QATAR, 2017 - 2030
- Figure 79:
- VOLUME OF AIR COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 80:
- VALUE OF AIR COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 81:
- VALUE SHARE OF AIR COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 82:
- VOLUME OF ROAD COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 83:
- VALUE OF ROAD COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 84:
- VALUE SHARE OF ROAD COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 85:
- VOLUME OF OTHERS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 86:
- VALUE OF OTHERS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 87:
- VALUE SHARE OF OTHERS COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2022 VS 2030
- Figure 88:
- VOLUME OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, NUMBER OF PARCELS, QATAR 2017 - 2030
- Figure 89:
- VALUE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, USD, QATAR 2017 - 2030
- Figure 90:
- VALUE SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2017 - 2030
- Figure 91:
- VOLUME SHARE OF COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY END USER INDUSTRY, %, QATAR, 2017 - 2030
- Figure 92:
- VOLUME OF E-COMMERCE COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 93:
- VALUE OF E-COMMERCE COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 94:
- VALUE SHARE OF E-COMMERCE COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2022 VS 2030
- Figure 95:
- VOLUME OF FINANCIAL SERVICES (BFSI) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 96:
- VALUE OF FINANCIAL SERVICES (BFSI) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 97:
- VALUE SHARE OF FINANCIAL SERVICES (BFSI) COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2022 VS 2030
- Figure 98:
- VOLUME OF HEALTHCARE COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 99:
- VALUE OF HEALTHCARE COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 100:
- VALUE SHARE OF HEALTHCARE COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2022 VS 2030
- Figure 101:
- VOLUME OF MANUFACTURING COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 102:
- VALUE OF MANUFACTURING COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 103:
- VALUE SHARE OF MANUFACTURING COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2022 VS 2030
- Figure 104:
- VOLUME OF PRIMARY INDUSTRY COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 105:
- VALUE OF PRIMARY INDUSTRY COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 106:
- VALUE SHARE OF PRIMARY INDUSTRY COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2022 VS 2030
- Figure 107:
- VOLUME OF WHOLESALE AND RETAIL TRADE (OFFLINE) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 108:
- VALUE OF WHOLESALE AND RETAIL TRADE (OFFLINE) COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 109:
- VALUE SHARE OF WHOLESALE AND RETAIL TRADE (OFFLINE) COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2022 VS 2030
- Figure 110:
- VOLUME OF OTHERS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, NUMBER OF PARCELS, QATAR, 2017 - 2030
- Figure 111:
- VALUE OF OTHERS COURIER, EXPRESS, AND PARCEL (CEP) MARKET, USD, QATAR, 2017 - 2030
- Figure 112:
- VALUE SHARE OF OTHERS COURIER, EXPRESS, AND PARCEL (CEP) MARKET BY DESTINATION, %, QATAR, 2022 VS 2030
- Figure 113:
- MOST ACTIVE COMPANIES BY NUMBER OF STRATEGIC MOVES, COUNT, QATAR, 2017 - 2023
- Figure 114:
- MOST ADOPTED STRATEGIES, COUNT, QATAR, 2017 - 2023
- Figure 115:
- VALUE SHARE OF MAJOR PLAYERS, %, QATAR
Qatar Courier, Express, and Parcel (CEP) Industry Segmentation
Domestic, International are covered as segments by Destination. Express, Non-Express are covered as segments by Speed Of Delivery. Business-to-Business (B2B), Business-to-Consumer (B2C), Consumer-to-Consumer (C2C) are covered as segments by Model. Heavy Weight Shipments, Light Weight Shipments, Medium Weight Shipments are covered as segments by Shipment Weight. Air, Road, Others are covered as segments by Mode Of Transport. E-Commerce, Financial Services (BFSI), Healthcare, Manufacturing, Primary Industry, Wholesale and Retail Trade (Offline), Others are covered as segments by End User Industry.| Destination | Domestic |
| International | |
| Speed Of Delivery | Express |
| Non-Express | |
| Model | Business-to-Business (B2B) |
| Business-to-Consumer (B2C) | |
| Consumer-to-Consumer (C2C) | |
| Shipment Weight | Heavy Weight Shipments |
| Light Weight Shipments | |
| Medium Weight Shipments | |
| Mode Of Transport | Air |
| Road | |
| Others | |
| End User Industry | E-Commerce |
| Financial Services (BFSI) | |
| Healthcare | |
| Manufacturing | |
| Primary Industry | |
| Wholesale and Retail Trade (Offline) | |
| Others |
| Domestic |
| International |
| Express |
| Non-Express |
| Business-to-Business (B2B) |
| Business-to-Consumer (B2C) |
| Consumer-to-Consumer (C2C) |
| Heavy Weight Shipments |
| Light Weight Shipments |
| Medium Weight Shipments |
| Air |
| Road |
| Others |
| E-Commerce |
| Financial Services (BFSI) |
| Healthcare |
| Manufacturing |
| Primary Industry |
| Wholesale and Retail Trade (Offline) |
| Others |
Market Definition
- Courier, Express, and Parcel - The Courier, Express, and Parcel services, often called as CEP Market, refers to the logistics and postal service providers which specialize in moving small goods (parcels/packages). It captures the overall market size (USD) and market volume (number of parcels) of (1) the shipments/parcels/packages which are under 70kgs/ 154lbs weight, (2) Business Customer packages viz. Business-to-Business (B2B) & Business-to-Consumer (B2C) as well as private customer packages (C2C), (3) non-express parcel delivery services (Standard and Deferred) as well as express parcel delivery services (Day-Definite-Express and Time-Definite-Express), (4) domestic as well as international shipments.
- Demographics - To analyse total addressable market demand, population growth & forecasts have been studied and presented in this industry trend. It represents population distribution across categories like gender (male/female), development area (urban/rural), major cities among other key parameters like population density and final consumption expenditure (growth and share % of GDP). This data has been used for assessing the fluctations in demand & consumption expenditure, and the major hotspots (cities) of potential demand.
- Domestic Courier Market - Domestic Courier Market refers to the CEP shipments wherein the origin and destination is within the boundary of the geography studied (country or region as per the scope of report). It captures the market size (USD) and market volume (number of parcels) of (1) the shipments/parcels/packages which are under 70kgs/ 154lbs weight, including light weight shipments, medium weight shipments and heavy weight shipments (2) Business Customer packages viz. Business-to-Business (B2B) & Business-to-Consumer (B2C) as well as private customer packages (C2C), (3) non-express parcel delivery services (Standard and Deferred) as well as express parcel delivery services (Day-Definite-Express and Time-Definite-Express).
- E-Commerce - This end user industry segment captures the external (outsourced) logistics expenditure incurred by the e-tailers, through online sales channel, on Courier, Express, and Parcel (CEP) services. The scope includes (i) the supply chain of a company's online customer orders being fulfilled, (ii) the process of getting a product from the point of manufacturing to the point at which it is delivered to consumers. It involves managing inventory (deferred as well as time critical), shipping, and distribution.
- Export Trends and Import Trends - Overall logistics performance of an economy is positively and significantly (statistically) correlated to its trade performance (exports and imports). Hence, in this industry trend, total value of trade, major commodities/ commodity groups and the major trade partners, for the studied geography (country or region as per the scope of report) have been analysed alongside the impact of major trade/logistics infrastructure investments & regulatory environment.
- Financial Services (BFSI) - This end user industry segment captures the external (outsourced) logistics expenditure incurred by the BFSI players, on Courier, Express, and Parcel (CEP) services. CEP is important to the financial services industry in shipping of confidential documents and files. The establishments in this sector are engaged in (i) financial transactions (that is, transactions involving the creation, liquidation, or change in ownership of financial assets) or in facilitating financial transactions, (ii) financial intermediation, (iii) the pooling of risk by underwriting annuities and insurance, (iv) providing specialized services that facilitate or support financial intermediation, insurance and employee benefit programs, and (v) monetary control - the monetary authorities.
- Fuel Price - Fuel price spikes can cause delays and diruption for logistics service providers (LSPs), while drops in the same can result in higher short-term profitability and increased market rivalry to offer consumers with the best deals. Hence, the fuel price variations have been studied over the review period and presented along with the causes as well as market impacts.
- GDP Distribution by Economic Activity - Nominal Gross Domestic Product and distribution of the same, across major economic sectors in the geography studied (country or region as per scope of the report) have been studied and presented in this industry trend. As GDP is positively related to the profitability and growth of logistics industry, this data has been used in adjunction to the input-output tables/ supply-use tables for analyzing the potential major contributing sectors towards the logistics demand.
- GDP Growth by Economic Activity - Growth of Nominal Gross Domestic Product across major economic sectors, for the geography studied (country or region as per scope of the report) have been presented in this industry trend. This data has been utilized for assessing the growth of logistics demand from all the market end users (economic sectors considered here).
- Healthcare - This end user industry segment captures the external (outsourced) logistics expenditure incurred by the Healthcare players (Hospitals, clinics, mrdical centres) , on Courier, Express, and Parcel (CEP) services. The scope includes CEP services involved in the defrerred as well time critical movement of medical goods & supplies (surgical supplies and instruments, including gloves, masks, syringes, equipment). The establishments in this sector (i) include the ones providing medical care exclusively (ii) deliver services by trained professionals (iii) involve processes, including labor inputs of health practitioners with the requisite expertise (iv) are defined based on the educational degree held by the practitioners included in the industry.
- Inflation - Variations in both Wholesale Price Inflation (YoY change in producer price index) and Consumer Price Inflation have been presented in this industry trend. This data has been used to assess the inflationary environment as it plays a vital role in smooth functioning of the supply chain, directly impacting the logistics operational cost components e.g., pricing of tyres, driver wages & benefits, energy/fuel prices, maintenace costs, toll charges, warehousing rents, custom brokerage, forwarding rates, courier rates etc. hence impacting the overall freight and logistics market.
- Infrastructure - As infrastructure plays a vital role in an economy's logistics performance, variables like length of roads, distribution of road length by surface category (paved v/s unpaved), distribution of road length by road classification (expressways v/s highways v/s other roads), rail length, volume of containers handled by major ports and tonnage handled by major airports have been analysed and presented in this industry trend.
- International Express Service Market - International Express Service Market refers to the CEP shipments wherein the origin or destination is not within the boundary of the geography studied (country or region as per the scope of report). It captures the market size (USD) and market volume (number of parcels) of (1) the shipments/parcels/packages which are under 70kgs/ 154lbs weight, including light weight shipments, medium weight shipments and heavy weight shipments (ii) Inter-Region as well as Intra-Region Shipments
- Key Industry Trends - The report section named "Key Industry Trends" include all the key variables/parameters studied to better analyze the market size estimates and forecasts. All the trends have been presented in the form of data points (time series or latest available data points) along with analysis of the paramter in the form of concise market relevant commentary, for the geography studied (country or region as per the scope of report).
- Key Strategic Moves - The action taken by a company to differentiate from its competitor or used as a general strategy is referred to as a key strategic move (KSM). This includes (1) Agreements (2) Expansions (3) Financial Restructuring (4) Mergers and Acquisitions (5) Partnerships, and (6) Product Innovations. Key players (Logistics Service Providers, LSPs) in the market have been shortlisted, their KSM have been studied and presented in this section.
- Logistics Performance - Logistics Performance and Logistics Costs are the backbone of trade, and influences trade costs, making countries compete globally. Logistics performance is influenced by market wide adopted supply chain management strategies, government services, investments & policies, fuel/ energy costs, inflationary environment etc. Hence, in this industry trend, the logistics performance of the geography studied (country/ region as per the scope of report) has been analysed and presented over the review period.
- Manufacturing - This end user industry segment captures the external (outsourced) logistics expenditure incurred by the Manufacturing industry (including Hi-Tech/Technology) players, on Courier, Express, and Parcel (CEP) services. The end user players considered are the establishments primarily engaged in the chemical, mechanical or physical transformation of materials or substances into new products. Logistics Service Providers (LSPs) play a crucial role in maintaining a smooth flow of raw materials across the supply chain, enabling timely delivery of finished goods to distributors or end customers and storing & supplying the raw materials to clients for just-in-time manufacturing.
- Other End Users - Other end user segment captures the external (outsourced) logistics expenditure incurred by the construction, real estate, educational services, and professional services (administrative, waste management, legal, architectural, engineering, design, consulting, scientific R&D), on Courier, Express, and Parcel (CEP) services. Logistics Service Providers (LSPs) plays a crucial role in the reliable movement of time critical supplies and documents to/from these industries such as transporting any equipment or resources required, shipping confidential documents and files.
- Primary Industry - This end user industry segment captures the external (outsourced) logistics expenditure incurred by the AFF (Agriculture, Fishing, and Forestry) and Extraction indsutry (Oil &Gas, Quarrying and Mining) players, on Courier, Express, and Parcel (CEP) services. The end user players considered are the establishments (i) primarily engaged in growing crops, raising animals, harvesting timber, harvesting fish & other animals from their natural habitats and providing related support activities; (ii) that extract naturally occurring mineral solids, such as coal and ores; liquid minerals, such as crude petroleum; and gases, such as natural gas. Herein, Logistics Service Providers (LSPs) (i) play a crucial role in acquisition, storage, handling, transportation, and distribution activities for the optimal & continuous flow of inputs (seeds, pesticides, fertilizers, equipment, and water) from manufacturers or suppliers to the producers and smooth flow of output (produce, agro-goods) to distributors/ consumers; (ii) cover entire phases from upstream to downstream and play a crucial role in the transportation of machinery, drilling equipments, extracted minerals, crude oil & natural gas and refined/ processed products from one place to another. This includes both termperature controlled and non-temperature controlled logistics, as and when required according to the shelf life of goods being transported or stored.
- Producer Price Inflation - It indicates inflation from viewpoint of the producers viz. the average selling price received for their output over a period of time. Annual change (YoY) of producer price index is reported as wholesale price inflation in the "Inflation" industry trend. As WPI captures dynamic price movements in most comprehensive way, it is widely used by governments, banks, industry, business circles and is deemed important in formulation of trade, fiscal and other economic policies. The data has been used in adjunction to consumer price inflation for better understanding the inflationary environment.
- Segmental Revenue - Segmental Revenue has been triangulated or computed and presented for all the major players in the market. It refers to the courier, express, and parcel (CEP) market specific revenue earned by the company, over the base year of study, in the geography studied (country or region as per the scope of report). It is computed through the study and analysis of major parameters like financials, service portfolio, employee strength, fleet size, investments, number of countries present in, major economies of concern, etc. that have been reported by the company in its annual reports, webpage. For companies having scarce financial disclosures, paid databases like D&B Hoovers, Dow Jones Factiva have been resorted to and verified through industry/expert interactions.
- Transport and Storage Sector GDP - Value and growth of Transport and Storage Sector GDP has a direct relation to the freight and logistics market size. Hence, this variable has been studied and presented over the review period, in value terms (USD) and as share % of total GDP, in this industry trend. The data has been supported by concise and relevant commentary around the investments, developments, and current market scenario.
- Trends in E-Commerce Industry - Enhanced internet connectivity and boom in smartphone penetration, coupled with increasing disposable incomes, has led to a phenomenal growth in the e-commerce market globally. Online shoppers require fast and efficient delivery of their orders leading to an increase in the demand for logistics services especially e-commerce fulfilment services. Hence, the Gross Merchandise Value (GMV), historial and projected growth, breakup of major commodity groups in e-commerce industry for the studied geography (country or region as per scope of the report) have been analysed and presented in this industry trend.
- Trends in Manufacturing Industry - Manufacturing industry involves the transformation of raw materials into finished products, while logistics industry ensures the efficient flow of raw materials to the factory, and the transport of manufactured products to the distributors & consumers. Demand-Supply of both industries are highly cross-linked and critical for a seamless supply chain. Hence, the Gross Value Added (GVA), breakup of GVA into major manufacturing sectors, and growth of manufacturing industry over the review period have been analysed and presented, in this industry trend.
- Wholesale and Retail Trade (Offline) - This end user industry segment captures the external (outsourced) logistics expenditure incurred by the wholesalers and retailers, through offline sales channel, on Courier, Express, and Parcel (CEP) services. The end user players considered are the establishments primarily engaged in wholesaling or retailing merchandise, generally without transformation, and rendering services incidental to the sale of merchandise. Logistics Service Providers (LSPs) plays a crucial role in the reliable movement of supplies to and finished products from production houses to the distributors and finally to the end customer covering activites like material sourcing, transportation, order fulfillment, warehousing & storage, demand forecasting, inventory management etc.
| Keyword | Definition |
|---|---|
| Axle Load | The axle load refers to the total load (weight) bearing on the roadway through wheels connected to a given axle. Across the globe, there are systems in place to ensure axle load monitoring, wherein surpassing the defined limits set by the concerned regulatory authority can lead to penalty/fine. For transportation of goods via road this can be an important determinant of costs as knowledge about the axle load limits can be used to (i) load the vehicle optimally for maximizing profits (ii) avoid exceeding the same and hence the probable fines associated (iii) avoid wear and tear of the vehicle (iv) avoid damage to pavement resulting in noticeable public maintenance and repair costs (v) achieve better turnaround time. |
| Back Haul | Backhaul is the return movement of a transport vehicle from its original destination to its original point of departure, and can include full, partial, or empty truck loads (all or part of the way) depending on the visibility of the local freight ecosystem. In this regard, transportation of empty containers to the point of origin, known as deadheading is also a significant factor, considering the supply/container shortages across the geographies, resulting in cost escalation and under optimized profit potential attainment. Generally, the carriers offer discounts on the backhaul, to secure freight for the trip. |
| Bill of Lading (BOL) | A bill of lading is a legal contract document issued by a carrier to a shipper to acknowledge reception of their cargo, and is evidence for the contract of carriage between the two parties. Broadly it details the (i) type, quantity, and other specifications of the goods being carried (ii) destination, and terms & conditions of the shipment (iii) carrier and drivers with all the necessary information to process the shipment, which can be used for insurance and customs clearance purposes (iv) assurance that the consignment is damage-free and ready to be shipped to the consignee. In this regard, a house bill of lading (HBL) is a document issued by a freight forwarder or a non-vessel operating common carrier (NVOCC) to acknowledge receipt of items for shipment (to a shipper). If shipments from several shippers are involved a master bill of lading (MBL) might be involved which is a consolidated version of the same for all the shipments being taken care of by the carrier (to a common destination) and might be issued by the carrier to the freight forwarder or the shipper (depending on who books the transport). |
| Bunkering | Bunkering is the process of supplying fuel to power the propulsion system of a ship. It includes the logistics of loading and distributing the fuel among available shipboard tanks. In this regard, (i) Bunker fuel is technically any type of fuel oil used aboard ships. It gets its name from the containers on ships and in ports that it is stored in; in the days of steam they were coal bunkers but now they are bunker-fuel tanks, (ii) Bunker refers to the spaces (Tank) on board a vessel to store fuel, (iii) Bunker trader refers to a person dealing in trade of bunker (fuel), (iv) Bunker call is made when a cargo ship anchors or berths in a port to take on bunker oil or supplies, (v) Bunkering service is the supply of a requested quality and quantity of bunkers to a ship. Bunkering is signficant from point of view of freight rates applicable to the shipper as Bunker Contribution (BUC)/ Fuel Adjustment Factor (FAF)/ Bunker Adjustment Factor (BAF) are applied by shipping lines to offset the effect of fluctuations in the cost of bunkers. |
| Cabotage | Transport by a vehicle registered in a country, performed on the national territory of another country. Cabotage law may restrict domestic cargo traffic to be carried in its own nationally registered, and sometimes built and crewed vehicles, though regulations vary across industries/commodity groups/countries and sometimes specify maximum allowable percentage of cabotage that can be serviced by foreign registered fleet. |
| C-commerce | Collaborative commerce (also known as C-commerce), (i) describes electronically enabled business interactions among an enterprise’s internal personnel, business partners and customers throughout a trading community (industry, industry segment, supply chain or supply chain segment); (ii) is the optimization of supply and distribution channels to capitalize on the global economy by using new technology efficiently. Advantages of C-commerce, to detail few include (i) maximization of organization's efficiency and profitability (ii) technology integration with physical channels to allow companies to work together (iii) increased information exchange such as inventory and product specifications, using the web as an intermediary (iv) increased competitiveness by reaching a broader audience. Examples of C-commerce, also known as peer-to-peer commerce, include (i) companies that allow consumers to rent things from each other, or marketplaces, such as Meta (formerly Facebook) Marketplace, that allow the sale of used goods; (ii) DoorDash teamed up with many national brands, such as McDonald’s and Chipotle, to offer fast food delivery, building their business model on c-commerce. They have since expanded their delivery service from restaurants to retailers and even offer 'fleets' of drivers to businesses. |
| Courier | A business/company that delivers packages/parcels/shipments (upto 70 kgs) including quick door to door pickup and delivery service for goods or documents, domestically or internationally, on a commercial contract basis. Example, DHL Group, FedEx, United Parcel Service of America, Inc., USPS, International Distributions Services, J&T Express, SF Express among several others |
| Cross docking | Cross docking is a practice in logistics management that includes unloading incoming delivery vehicles and loading the materials directly into outbound delivery vehicles, omitting traditional warehouse logistical practices and saving time and money. It requires close synchronization of both inbound and outbound movements. It is highly significant in reduction of costs pertaining to warehousing & storage (and the associated Value Added Services). |
| Cross Trade | International transport between two different countries performed by a vehicle registered in a third country. A third country is a country other than the country of loading/embarkation and the country of unloading/disembarkation. Cross Trade law may restrict international cargo traffic to be carried by respective country's registered vehicles, and sometimes built and crewed vehicles, though regulations vary across industries/commodity groups/countries and sometimes specify maximum allowable percentage of cross trade that can be serviced by foreign registered fleet. |
| Customs Clearance | The process of declaring and clearing cargoes through customs. It includes the procedures involved in getting cargo released by Customs through designated formalities such as presenting import license/permit, payment of import duties and other required documentations by the nature of the cargo. In this regard, a customs broker is a person or company licensed by the respective department of the country to act on behalf of freight importers and exporters. |
| Dangerous Goods | Dangerous goods (or hazardous materials or HAZMAT) include flammable liquids/solids, gases (compressed, liquified, dissolved under pressure), corrosives, oxidising substances, explosive substances and articles, substances which on contact with water emit flammable gasses, organic peroxides, toxic substances, infectious substances, radioactive materials, miscellaneous dangerous goods and articles. |
| First mile Delivery | First mile delivery refers to the (i) first stage of the freight/shipment/cargo/courier transportation (ii) the transportation of goods from a merchant’s premises or warehouse to the next fulfillment centre/warehouse/hub from where the goods are forwarded (iii) shipping goods from local distribution centers to stores (For retailers) (iv) transportation of finished goods from a plant or a factory to a distribution center (For manufacturers), (v) pick up of goods from the end-customer’s home or store followed by movement to a warehouse or storage location (movers and packers), (vi) process where goods are picked up from a retailer and then transferred to third-party logistics providers or courier service providers to be delivered to the end-consumer (e-commerce). Once the package reaches the next warehouse or the courier’s hub, it is then sorted and transported further until it reaches the customer’s doorstep. Example, if one chooses UPS as a courier, first-mile delivery will be the product being delivered from manufacturer's/retailer's warehouse to the UPS’s warehouse/ fulfilment centre. |
| Last Mile Delivery | Last mile delivery refers to the very last step of the delivery process when a parcel is moved from a transportation hub (warehouse or a distribution center or fulfillment centre) to its final destination, which usually is a personal residence/retail store/ business, or parcel locker. It accounts for around half of the total cost involved in entire process of first mile, middle mile, and last mile delivery, though it can vary shipment to shipment, based on commodity, business model and similar factors. |
| Milkrun | A Milk Run is a delivery method used to transport mixed loads from various suppliers to one customer, using lean management principles applied to logistics. Instead of each supplier sending a truck every week to meet the needs of one customer, one truck (or vehicle) visits the suppliers to pick up the loads for that customer. This method of transport got its name from the dairy industry practice, where one tanker used to collect milk from several dairy farms for delivery to a milk processing company. A milk run can be a more efficient way to handle logistics but require proper planning. If the route involves products from different companies, there is need for an agreement about cost-sharing and other aspects of the cooperative delivery arrangement. Once the group settles these issues, this delivery method can save time and money for everyone by pooling operation costs and resources. |
| Multi country consolidation | Multi-Country Consolidation (MCC) is a cost-effective solution that consolidates one's cargo from different countries of origin to build Full Container Loads (FCL). MCC is most suitable for companies that import light volumes of goods from multiple countries but want to take advantage of the more economic FCL freight rates. Apart from costing some of the other advantages include (i) flexibility to choose suppliers from a wider range of origin countries without worrying about the logistics to final destination from each origin, (ii) ability to pick the most suitable suppliers from many different countries for one's business operations. The increase in one's sourcing options by MCC provides the kind of flexibility needed in competitive global markets. |
| Q-commerce | Q-commerce, also referred to as quick commerce, is a type of e-commerce where emphasis is on quick deliveries, typically in less than an hour. The companies providing Q-Commerce services might have vertically intergrated model or might be using third party delivery platforms (outsourced logistics). It has advantages like (i) competitve USP, (ii) potential to earn greater profit margins, (iii) better customer experience, (iv) guaranteed availability of products, (v) traceability, and (vi) scaleability. |
| ReverseLogistics | Reverse logistics is a type of supply chain management that moves goods from customers back to the sellers or manufacturers and may involve ciruclar economy principles (3Rs) viz. recycling, reuse (repurposing, reselling), reducing or repairing. In this regard, reverse commerce (or Recommerce) is the selling of previously owned items through physical or online marketplaces/distribution channels to buyers who reuse, recycle or resell them. |
Research Methodology
Mordor Intelligence follows a four-step methodology in all our reports.
- Step-1: Identify Key Variables: In order to build a robust forecasting methodology, the variables and factors identified in Step-1 are tested against available historical market numbers. Through an iterative process, the variables required for market forecast are set and the model is built on the basis of these variables.
- Step-2: Build a Market Model: Market-size estimations for the forecast years are in nominal terms. Inflation is considered to be a part of the pricing, and the average selling price (ASP) is varying throughout the forecast period for each country
- Step-3: Validate and Finalize: In this important step, all market numbers, variables and analyst calls are validated through an extensive network of primary research experts from the market studied. The respondents are selected across levels and functions to generate a holistic picture of the market studied.
- Step-4: Research Outputs: Syndicated Reports, Custom Consulting Assignments, Databases & Subscription Platforms
