India is witnessing a rapid and transformative shift in its retail and logistics sectors through the rise of quick-commerce (q-commerce)—a model that promises to deliver goods within 10 minutes. At the center of this boom are companies like Blinkit (owned by Zomato), Swiggy Instamart, Zepto, and Flipkart Minutes, which are racing to meet the increasing demand for ultra-fast delivery, not just in metropolitan areas but also in tier-2 and tier-3 cities.

The Emergence of the 10-Minute Promise

Initially focused on groceries, q-commerce platforms are expanding into electronics, fashion, household goods, and even pharmaceuticals. This evolution is driven by several converging factors:

• Consumer lifestyle changes, especially post-pandemic, have increased the demand for convenience and instant gratification.

• Smartphone penetration and digital payments have made ordering easier and faster.

• Fierce competition and significant investor backing have accelerated innovation and service expansion.

• Changing consumer behavior, particularly among Gen Z, favors frequent, smaller transactions over traditional bulk shopping.

What started as an experiment in convenience has quickly become a default expectation in many urban centers.

Hyperlocal Warehousing: The Backbone of Q-Commerce

To fulfill the 10-minute delivery promise, companies are building a decentralized web of micro-fulfillment centers, also known as “dark stores.” These small, strategically located warehouses serve a 2–3 km radius and are optimized for speed and efficiency.

• Speed and proximity are the game-changers. By stocking inventory close to consumers, platforms cut delivery times dramatically.

• AI and predictive analytics ensure these hubs are stocked with high-demand items, reducing waste and improving inventory turnover.

• Optimized delivery routes and short travel distances reduce fuel consumption and cut costs.

• Operational flexibility is key—these dark stores, often located in underutilized urban spaces, are agile and scalable.

This model is not just transforming mega-cities. Tier-2 and tier-3 cities like Lucknow, Indore, and Coimbatore are emerging as new logistics hubs, offering lower operational costs, available workforce, and growing consumer bases. The trend is also driving demand for Grade A warehousing infrastructure, with automation and tech-readiness becoming standard.

Economic Opportunity Meets Ethical Dilemmas

While the 10-minute model offers enormous economic potential, it comes with a growing list of concerns:

• Worker welfare is under scrutiny. Riders often face unsafe conditions, intense delivery pressure, and unrealistic performance expectations.

• Profitability remains elusive, especially in non-metro areas where lower order values may not justify the cost of hyperlocal fulfillment.

• Health and consumption patterns may be affected as frequent, impulsive purchases could lead to unhealthy food choices and increased consumerism.

• Urban congestion is escalating, with a surge in delivery vehicles clogging roads and increasing the risk of accidents.

• Regulatory uncertainties, particularly around land use and licensing for dark stores, pose ongoing challenges for expansion.

The Road Ahead: Tech-Driven, Consumer-Focused, and Regulation-Watched

The future of India’s quick-commerce ecosystem will depend on balancing technological advancement, consumer convenience, operational efficiency, and social responsibility. Innovations in last-mile delivery automation, predictive inventory systems, and rider safety tech are being explored as solutions.

Moreover, as the model spreads to smaller cities, the hyperlocal warehousing surge will likely create new job opportunities and stimulate local economies—if managed sustainably.

Conclusion

India’s 10-minute delivery boom is more than just a race to deliver faster—it’s a redefinition of urban retail and logistics. It exemplifies how digital infrastructure, urban planning, and evolving consumer behaviors are reshaping the modern commerce landscape. The path forward must balance speed with sustainability, profit with worker safety, and innovation with inclusivity to ensure long-term growth and societal benefit.

India’s 10-Minute Delivery Boom: A Blueprint for Disruption—and a Wake-Up Call for Caribbean Courier Companies

Khary Robinson Executive Chairman, Mailpac Group Limited has released the following Unaudited Financial Statements for the First Quarter Ended March 31, 2025

Throughout the quarter, Mailpac focused on improving service delivery, and increasing customer conversions.

Despite an increasingly competitive marketplace and external factors threatening efficiencies, our financial performance reflected the impact of our continued focus on long-term growth and sustainability, delivering superb results for the period.

Financial Performance: The Company delivered a strong performance for the first quarter of the financial year, with total revenues of $716.4 million, representing a 94% increase over the J$368.5 million reported for the corresponding period in 2024. This growth was primarily driven by the integration of My Cart Express in reporting. Gross profit for the quarter amounted to $388.7 million, compared to $197.9 million for the same period last year, reflecting improved margins and operational efficiencies. This improvement is attributed to increased operational efficiencies and negotiated cost reductions achieved through economies of scale. The Company recorded net profit of $69.7 million of Q1 2025, an increase from $50.1 million in Q1 2024, representing a 39% year-over-year increase. Strategic Developments and

Financial Position: During the quarter, Mailpac continued to make significant capital investment in technology infrastructure and logistics to support long-term scalability and development of service offerings, Additionally, we continue to benefit from the tax remission under the Jamaica Stock Exchange Junior Market rules, now at 50%, following the completion of the initial 5-year full remission period in December 2024.

As at March 31, 2025, Mailpac Group Limited reported total assets of $2.3 billion, up from $626.3 million as at March 31, 2024. The increase is largely attributed to the rise in intangible assets following the acquisition and increased right-of-use assets.

Shareholders’ equity grew to $806.2 million, compared to $537.9 million in the prior year. Outlook: The Company remains focused on growth through innovation, strategic partnerships, and enhanced customer experiences. With an increasingly digital consumer landscape and our expanding footprint, we are confident in delivering continued value to shareholders and stakeholders alike. The Board of Directors and management team would like to express our appreciation to our shareholders, customers, employees and partners for their continued support. We remain committed to delivering value for all out stakeholders and thank you for your unwavering trust in Mailpac.

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Unilever Caribbean Ltd (UCL) has recently approved a significant transformation in its distribution strategy by adopting a new route-to-market structure. This move involves outsourcing its distribution, warehousing, and logistics services to third-party partners, marking a pivotal shift aimed at enhancing operational efficiency and focusing on core business competencies.

Rationale Behind the Shift

The decision to outsource logistics functions is driven by multiple strategic considerations:

• Cost Optimization: Outsourcing allows companies to reduce operational costs associated with maintaining in-house logistics infrastructure.

• Focus on Core Competencies: By delegating logistics to specialized providers, companies like UCL can concentrate on areas such as customer acquisition, experience, and retention, which are critical for revenue growth.

• Enhanced Flexibility and Scalability: Third-party logistics providers (3PLs) offer scalable solutions that can adapt to changing market demands, providing greater flexibility in operations.

These factors collectively contribute to a more agile and responsive supply chain, better equipped to meet the dynamic needs of the market.

Regional Trends in Logistics Outsourcing

UCL’s strategic move reflects a broader trend among Caribbean manufacturers and distributors. Companies like Nestlé Jamaica have similarly outsourced their logistics operations to focus on core business areas. This regional shift is influenced by the desire to improve efficiency, reduce costs, and leverage the expertise of specialized logistics providers

Jamaica’s strategic location and ongoing investments in logistics infrastructure further support this trend. The country’s Logistics Hub Initiative aims to position Jamaica as a global logistics hub, enhancing its appeal to companies seeking efficient distribution channels.

Global Perspective on Logistics Outsourcing

Globally, the logistics outsourcing market is experiencing significant growth. The market is projected to reach USD 2,153.7 billion by 2035, driven by factors such as globalization, e-commerce expansion, and the need for advanced supply chain solutions. Companies are increasingly turning to 3PLs to access cutting-edge technologies, improve service levels, and achieve cost efficiencies.

Outsourcing logistics functions allows businesses to benefit from the specialized capabilities of 3PLs, including real-time tracking, inventory management, and advanced analytics. This strategic approach enables companies to respond more effectively to market changes and customer expectations.

Conclusion

Unilever Caribbean’s adoption of an outsourced logistics model signifies a strategic alignment with both regional and global trends aimed at enhancing operational efficiency and focusing on core business functions. By leveraging the expertise of third-party logistics providers, UCL positions itself to better navigate the complexities of the modern supply chain landscape, ultimately aiming to deliver greater value to its customers and stakeholders.

An investment of $420 million is being made by Jamaica’s largest independent power supplier, InterEnergy Group, for the development of the second compressed natural gas (CNG) facility, at the Jamaica Urban Transit Company’s (JUTC’s) Spanish Town depot.

The disclosure was made by Minister of Science, Energy, Telecommunications and Transport (MSETT), Hon. Daryl Vaz, during a press briefing at the Ministry’s offices in Kingston, on Thursday (May 22).

“This facility will be able to fuel 202 CNG buses per day. Added to the [existing facility at the] Spanish Town depot, that is a total of 397 CNG buses per day,” the Minister outlined.

Mr. Vaz pointed out that the JUTC’s CNG fleet currently has 127 buses, while another 100 are set to arrive in the island within weeks.

“When the InterEnergy facility is completed, we will not only have the capacity to fuel the 227 CNG buses in the fleet but we will also have the capacity to fuel 75 per cent above the demand that will exist for the JUTC with the CNG,” the Transport Minister maintained.

He noted that the InterEnergy facility is expected to be completed between August and September of this year.

“The [new CNG] buses will get here by the middle to the end of June. That is down time. School is off, and we will be in a better position to start back-to-school, not only with the buses being fuelled in Portmore but the new facility in Spanish Town,” he outlined.

Meanwhile, the Minister indicated that the Government has received a proposal from Xcelerate Energy, which has indicated that it is prepared to fund and build out Phase 3 of the Portmore CNG fuel plant, taking the facility’s capacity up to 195 buses per day.

The Government’s investment in CNG buses is expected to further improve operational efficiencies at the JUTC, while leading to significant savings.

By: DONIQUE WESTON JIS

Photo: Donique Weston