{"id":95568,"date":"2026-07-14T10:07:13","date_gmt":"2026-07-14T15:07:13","guid":{"rendered":"https:\/\/www.shipstation.com\/?p=95568"},"modified":"2026-07-14T10:07:16","modified_gmt":"2026-07-14T15:07:16","slug":"what-ecommerce-leaders-told-us-about-the-state-of-delivery-in-2026","status":"publish","type":"post","link":"https:\/\/www.shipstation.com\/en-gb\/blog\/what-ecommerce-leaders-told-us-about-the-state-of-delivery-in-2026\/","title":{"rendered":"What Ecommerce Leaders Told Us About the State of Delivery in 2026"},"content":{"rendered":"\n

ShipStation Global’s Innovation Delivered<\/a> brought together some of the sharpest minds in ecommerce, logistics, and supply chain around the central idea that AI and automation aren’t just changing how brands ship, they’re changing what delivery means altogether.<\/p>\n\n\n\n

Across sessions, speakers and panelists tackled questions ranging from the real ROI of AI and the economics of free shipping to the post-purchase experience and supply chain volatility.<\/p>\n\n\n\n

Here is a collection of 38 of the most insightful and actionable quotes from the entire event from the people building and running the operations that define modern ecommerce.<\/p>\n\n\n\n\n\t

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9<\/div>\n\n\t\t\t
Sessions<\/div>\n\t\n\t\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t
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26<\/div>\n\n\t\t\t
Speakers<\/div>\n\t\n\t\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t
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6<\/div>\n\n\t\t\t
Themes<\/div>\n\t\n\t\n\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t
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38<\/div>\n\n\t\t\t
Quotes<\/div>\n\t\n\t\n\t\t\t\t\t<\/div>\n\t\t\t<\/div>\n\t\t\t\n\t\t\t\n\t\t<\/div>\n\t<\/div>\n<\/section>\n\n\n\n

From manual workflows to operational discipline<\/h2>\n\n\n\n

Across sessions, experts described the hidden cost of manual shipping decisions and framed automation as something that doesn’t replace judgment, but instead frees teams from repetitive work. These perspectives also suggest that automation is more about disciplined processes and clean data than the technology alone.<\/p>\n\n\n\n

Most operational problems stay hidden until someone maps the work:<\/strong><\/p>\n\n\n\n\n

\n
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\n \"Rick\n <\/div>\n \n
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\n

Most retailers with operational problems suffer from an awareness problem. They don\u2019t know their problems because they\u2019ve never written down their process. I would task someone with literally following the parcel from the moment the order is captured until the customer confirms it\u2019s been delivered. By the end of that exercise, you\u2019re usually embarrassed at how many manual steps there are.<\/p>\n <\/div>\n \n

\n
Rick Watson \u2014 Founder, Watson Weekly<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Automation has a way of exposing problems you’ve been ignoring:<\/strong><\/p>\n\n\n\n\n

\n
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\n \"Aur\u00e9lien\n <\/div>\n \n
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Automation can\u2019t solve problems it didn\u2019t create. If you don\u2019t have the right weights and dimensions for your products and boxes, automation will make things worse. It\u2019s going to expose all the inefficiencies your humans were quietly working around.<\/p>\n <\/div>\n \n

\n
Aur\u00e9lien Leftick \u2014 Senior Director of Strategic Partnerships, WooCommerce<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Disconnected systems create problems that people end up solving by hand:<\/strong><\/p>\n\n\n\n\n

\n
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\n \"Daniel\n <\/div>\n \n
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When your ERP and shipping platform operate in data silos, you\u2019re forcing your warehouse staff to act as human middleware by manually reconciling data and duplicating entries. The danger isn\u2019t just wasted time. It\u2019s data degradation and latency. A single manual typo can cause a misshipment or a broken financial ledger.<\/p>\n <\/div>\n \n

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Daniel Oh \u2014 Vice President of Business Development, Acumatica<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

The biggest gains often come from automating the ordinary:<\/strong><\/p>\n\n\n\n\n

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\n \"\n <\/div>\n \n
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Most merchants, even those with varied SKUs, can find similarities or consistencies across about 80% of their shipments. When you automate that process upstream, you eliminate inconsistencies in service level, operations, and transportation.<\/p>\n <\/div>\n \n

\n
Matthew Carpentieri \u2014 Sr. Manager, Strategic Partnerships, DHL Express<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Automation amplifies whatever process already exists:<\/strong><\/p>\n\n\n\n\n

\n
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\n \"Rick\n <\/div>\n \n
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Automation can save a lot of time and money, but the problem isn\u2019t always a technology problem. Automation can do something at scale, but if your process isn\u2019t well defined and your data isn\u2019t sound, automation can mean more mistakes than you had before.<\/p>\n <\/div>\n \n

\n
Rick Watson \u2014 Founder, Watson Weekly<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Headcount shouldn’t be the default answer to growth:<\/strong><\/p>\n\n\n\n\n

\n
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\n \"Ma\u00efr\u00e9\n <\/div>\n \n
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When people don\u2019t automate their process, they will have to increase headcount. As long as you rely on humans to think and process things without systems, your payroll is going to increase.<\/p>\n <\/div>\n \n

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Ma\u00efr\u00e9 BAVARDAY-ROSA \u2014 CEO, ecomspaces<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Peak season becomes much less stressful when the work is already automated:<\/strong><\/p>\n\n\n\n\n

\n
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\n \"Ned\n <\/div>\n \n
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We have not had to hire seasonal staff to handle a 30% to 40% increase in direct-to-consumer volume through the holiday push. And it\u2019s not only been a cost savings, but a lot less stress for our leadership team that doesn’t have to manage additional staff.<\/p>\n <\/div>\n \n

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Ned Woodward \u2014 Director of Logistics & Fulfillment, Spiceology<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

AI beyond the hype: better decisions, cleaner data<\/h2>\n\n\n\n

Speakers pushed past the marketing language around AI to talk about the actual value it’s creating today\u2014less as a replacement for people and more as a way to improve decisions, resilience, and operational visibility.<\/p>\n\n\n\n

The biggest AI wins are happening behind the scenes:<\/strong><\/p>\n\n\n\n\n

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\n \"Darin\n <\/div>\n \n
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AI is at its best when it does blue-collar work for white-collar workers. It\u2019s helping with reporting, data analysis, customer service, and product enrichment. It\u2019s improving scalability, helping merchants forecast and fulfill, and taking off their plate the work that frees their people to add more value.<\/p>\n <\/div>\n \n

\n
Darin Lynch \u2014 Founder & CEO, Irish Titan<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

AI can’t fix uncertainty in your data:<\/strong><\/p>\n\n\n\n\n

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\n \"Bill\n <\/div>\n \n
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You can\u2019t have your data held in 10 different locations. You have to get it all together because AI can do incredible things, but it needs access to accurate, unquestioned data. You need confidence in it.<\/p>\n <\/div>\n \n

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Bill Fraine \u2014 Senior Vice President of National Sales, USPS<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

A shared understanding beats another dashboard:<\/strong><\/p>\n\n\n\n\n

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\n \"Patrick\n <\/div>\n \n
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The goal shouldn\u2019t be more dashboards. It\u2019s about making sure everyone is working with the same version of reality.<\/p>\n <\/div>\n \n

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Patrick Koehler \u2014 Founder & CEO, KD Global USA<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Not every AI promise survives contact with reality:<\/strong><\/p>\n\n\n\n\n

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\n \"Darin\n <\/div>\n \n
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If you\u2019re trying to evaluate a technology and that vendor is including a lot of AI in their messaging, ask to see an actual production customer. Ask how much human intervention is required. If they\u2019re advocating for little to no human-in-the-loop, that\u2019s a yellow flag.<\/p>\n <\/div>\n \n

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Darin Lynch \u2014 Founder & CEO, Irish Titan<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

AI is changing how customers discover brands, not just how brands operate:<\/strong><\/p>\n\n\n\n\n

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\n \"Aaron\n <\/div>\n \n
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Shoppers can use AI and just tell ChatGPT or Claude what they want, and ask the platforms to find the best one that has it in stock at the best price. I think it\u2019s a huge net positive for smaller retailers with a differentiated product. Now shoppers can find the products without the brands paying the Google tax.<\/p>\n <\/div>\n \n

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Aaron Rubin \u2014 CEO, ShipHero<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Shopping is becoming less about search and more about trust:<\/strong><\/p>\n\n\n\n\n

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\n \"Lora\n <\/div>\n \n
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I think it\u2019s going to change our relationship with shopping. And it\u2019s not just about price or free delivery. It\u2019s about reputation and reliability. AI allows us to bring information on many attributes together really easily to simplify the shopping experience.<\/p>\n <\/div>\n \n

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Lora Cecere \u2014 Founder & CEO, Supply Chain Insights<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

The real cost of \u201cfree\u201d shipping<\/strong><\/h2>\n\n\n\n

The sessions tackled one of ecommerce’s most contested questions: has free shipping ruined margins, and who’s responsible for fixing it? The conversation ultimately shifted from debating free shipping to understanding the economics and customer expectations behind it.<\/p>\n\n\n\n

Some ecommerce advice has outlived its usefulness:<\/strong><\/p>\n\n\n\n\n

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\n \"Rick\n <\/div>\n \n
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In 2026, the idea that you need free shipping only as a conversion lever is dated advice.<\/p>\n <\/div>\n \n

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Rick Watson \u2014 Founder, Watson Weekly<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Customer experience is bigger than one shipping offer:<\/strong><\/p>\n\n\n\n\n

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\n \"Nate\n <\/div>\n \n
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Offering free shipping is not the singular thing that\u2019s going to drive conversion or make the difference in a positive customer experience.<\/p>\n <\/div>\n \n

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Nate Skiver \u2014 Founder, LPF Spend Management<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

The real question isn’t whether shipping is free but how you pay for it:<\/strong><\/p>\n\n\n\n\n

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\n \"Jason\n <\/div>\n \n
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By my count, there are about 42 different ways to provide free shipping, and they have wildly different costs. I would argue that free shipping is actually built into our subconscious brains. The updated version of Maslow\u2019s Hierarchy of Needs probably has free shipping on it.<\/p>\n <\/div>\n \n

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Jason Goldberg \u2014 Chief Commerce Strategy Officer, Publicis Groupe<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

The fear of change often costs more than the experiment:<\/strong><\/p>\n\n\n\n\n

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\n \"Matt\n <\/div>\n \n
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Those that have tested tiered shipping levels have almost uniformly found that conversion held better than they feared. The fear of testing whether you have free shipping or not is worse than the test itself.<\/p>\n <\/div>\n \n

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Matt Hertz \u2014 Founder & CEO, Third Person<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

You can’t improve what you don’t measure:<\/strong><\/p>\n\n\n\n\n

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\n \"Lora\n <\/div>\n \n
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I recently did a survey on 70 3PLs looking at cost-to-serve, and I found that only 2% are really analyzing cost-to-serve deeply.<\/p>\n <\/div>\n \n

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Lora Cecere \u2014 Founder & CEO, Supply Chain Insights<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Sometimes the highest cost isn’t shipping at all:<\/strong><\/p>\n\n\n\n\n

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\n \"Aaron\n <\/div>\n \n
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The person who ate everyone\u2019s margin is Mark Zuckerberg. Brands spend twice as much on Meta as they do on UPS, FedEx, and USPS combined. If you can figure out Meta, you can definitely afford free shipping.<\/p>\n <\/div>\n \n

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Aaron Rubin \u2014 CEO, ShipHero<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Free shipping only works when it supports the business behind it:<\/strong><\/p>\n\n\n\n\n

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\n \"Lora\n <\/div>\n \n
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I think logistics is part of the brand promise. If you\u2019re operating a commodity business and offer free shipping, you’d better be sure you\u2019ve accounted for the 3PL. But if you have a differentiated brand, logistics is very little of what\u2019s driving that brand promise.<\/p>\n <\/div>\n \n

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Lora Cecere \u2014 Founder & CEO, Supply Chain Insights<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Delivery as the brand promise<\/h2>\n\n\n\n

Delivery is no longer just a back-office function. It’s one of the last touchpoints a brand fully controls, and speakers across multiple sessions argued that visibility and proactive communication are what make a brand’s delivery promise believable.<\/p>\n\n\n\n

Customers judge the promise after they click “Buy”:<\/strong><\/p>\n\n\n\n\n

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\n \"Chris\n <\/div>\n \n
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Anyone can make a great advert or build a beautiful website. The real test is whether it lives up to the promise you\u2019ve made after someone clicks. Brand voice must continue beyond the advert.<\/p>\n <\/div>\n \n

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Chris Forbes \u2014 Co-Founder, Cheeky Panda<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

The brands that win treat delivery as part of the product:<\/strong><\/p>\n\n\n\n\n

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\n \"Sham\n <\/div>\n \n
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Delivery is no longer a cost. It\u2019s an experience.<\/p>\n <\/div>\n \n

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Sham Aziz \u2014 Founder, thecxway<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Reputation is earned one shipment at a time:<\/strong><\/p>\n\n\n\n\n

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\n \"Dana\n <\/div>\n \n
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There\u2019s definitely a tipping point. Newer brands focus heavily on their product, but there comes a point when they realize that consistency and reliability are part of building their brand reputation.<\/p>\n <\/div>\n \n

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Dana Nino \u2014 Vice President, UPS<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Loyalty is built through dozens of small moments:<\/strong><\/p>\n\n\n\n\n

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\n \"Sham\n <\/div>\n \n
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Every step of reinforcement\u2014the right notification, the right nudge, the right language, the right tissue paper, the right in-flight options\u2014all of those are casting a vote for loyalty and repeat purchase.<\/p>\n <\/div>\n \n

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Sham Aziz \u2014 Founder, thecxway<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Smaller brands can turn service into a competitive advantage:<\/strong><\/p>\n\n\n\n\n

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\n \"Brian\n <\/div>\n \n
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Our standard shipping may be slower than Amazon\u2019s, but what you get is human customer service. You get surprise-and-delight experiences in your package. We\u2019re turning some of our disadvantages into a competitive advantage. Delivery is a brand experience.\u201d<\/p>\n <\/div>\n \n

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Brian Bianchetti \u2014 CEO, People\u2019s Choice Beef Jerky<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Honest communication matters more than perfect delivery:<\/strong><\/p>\n\n\n\n\n

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\n \"Patrick\n <\/div>\n \n
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Certainty and transparency are key. Even if you\u2019re delayed, as long as you communicate it honestly and fix it next time, you\u2019ll get a happy returning customer.<\/p>\n <\/div>\n \n

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Patrick Koehler \u2014 Founder & CEO, KD Global USA<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

The wrong message at the wrong time can undo a great experience:<\/strong><\/p>\n\n\n\n\n

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\n \"Dan\n <\/div>\n \n
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Customers want to feel heard. They want to be acknowledged throughout their journey. If you send that upsell email when the customer\u2019s package has been delayed three times and hasn\u2019t arrived yet, that\u2019s not going to land well.<\/p>\n <\/div>\n \n

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Dan Caldwell \u2014 Technology Partnerships, Klaviyo<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

The best carrier relationships prevent problems before they happen:<\/strong><\/p>\n\n\n\n\n

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\n \"Bill\n <\/div>\n \n
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Talking to your carrier is the biggest thing. If you\u2019re the one who has to manage it day to day, you\u2019ve got the wrong partners.<\/p>\n <\/div>\n \n

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Bill Fraine \u2014 Senior Vice President of National Sales, USPS<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Customer experience breaks down when teams work in silos:<\/strong><\/p>\n\n\n\n\n

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\n \"Dan\n <\/div>\n \n
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It\u2019s not just about the data. It\u2019s about collaboration. It is way too common for the teams responsible for logistics, marketing, and customer support to not be working closely enough together.<\/p>\n <\/div>\n \n

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Dan Caldwell \u2014 Technology Partnerships, Klaviyo<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Trust usually breaks before the shipment does:<\/strong><\/p>\n\n\n\n\n

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\n \"Patrick\n <\/div>\n \n
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Sometimes the first thing that breaks isn\u2019t actually shipping. It\u2019s trust in the data. As brands scale, carriers, warehouses, and sales channels all start looking at different systems and getting different answers.<\/p>\n <\/div>\n \n

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Patrick Koehler \u2014 Founder & CEO, KD Global USA<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Modern operations are managing decisions as much as deliveries:<\/strong><\/p>\n\n\n\n\n

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\n \"Bethany\n <\/div>\n \n
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Visibility gets harder as complexity increases because you\u2019re not just tracking packages anymore. You\u2019re tracking decisions.<\/p>\n <\/div>\n \n

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Bethany DeAngelo \u2014 VP of Product, ShipStation Global<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Visibility gives brands an advantage long before the package arrives:<\/strong><\/p>\n\n\n\n\n

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\n \"Sarah\n <\/div>\n \n
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Giving full visibility to everyone in the chain gives us an edge over dropshippers, where something dispatches from a warehouse, and two weeks later it just turns up at your doorstep.<\/p>\n <\/div>\n \n

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Sarah Gulfraz \u2014 Ecommerce & Logistics Director, Peacock Fulfilment<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

The most valuable marketing email isn’t promotional:<\/strong><\/p>\n\n\n\n\n

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\n \"Rick\n <\/div>\n \n
\n
\n

The tracking email is the number-one read email in ecommerce. That\u2019s not a secret. So it\u2019s both a logistics touchpoint and a huge marketing opportunity. The teams need to collaborate. Just deciding who owns that touchpoint is a meaningful first step.<\/p>\n <\/div>\n \n

\n
Rick Watson \u2014 Founder, Watson Weekly<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Why scaling shipping gets so complicated<\/h2>\n\n\n\n

As brands scale across warehouses, carriers, and borders, speakers discussed where operations typically break. Experts also addressed the role of operational readiness and compliance on global growth and how to adapt to constant changes to de minimis rules to avoid bad surprises at the doorstep.<\/p>\n\n\n\n

Complexity usually breaks the process before it breaks the technology:<\/strong><\/p>\n\n\n\n\n

\n
\n
\n
\n \n
\n
\n
\n \"Bethany\n <\/div>\n \n
\n
\n

The breaking point isn\u2019t usually when a company adds a second warehouse or when they try to add additional carriers. It\u2019s when they try to scale their business but still operate as a single-location business.<\/p>\n <\/div>\n \n

\n
Bethany DeAngelo \u2014 VP of Product, ShipStation Global<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Flexibility becomes a competitive advantage when markets change:<\/strong><\/p>\n\n\n\n\n

\n
\n
\n
\n \n
\n
\n
\n \"Rick\n <\/div>\n \n
\n
\n

Having some diversity in your carrier base helps. If you have options and competition within your carrier base, you have potential to move volume to other carriers when your primary carrier raises rates.<\/p>\n <\/div>\n \n

\n
Rick Watson \u2014 Founder, Watson Weekly<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Policy changes can reshape an entire operating model overnight:<\/strong><\/p>\n\n\n\n\n

\n
\n
\n
\n \n
\n
\n
\n \"James\n <\/div>\n \n
\n
\n

De minimis isn\u2019t just a tax rule. It\u2019s an entire operational architecture. Brands have built their entire cross-border model around de minimis.<\/p>\n <\/div>\n \n

\n
James Marley \u2014 Vice President, Cross-Border, Swap Commerce<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Global expansion rewards patience more than speed:<\/strong><\/p>\n\n\n\n\n

\n
\n
\n
\n \n
\n
\n
\n \"Mohammed\n <\/div>\n \n
\n
\n

Don\u2019t try to go completely global out of the gate. Pick a lane where you\u2019re seeing a lot of volume, manage those complexities and compliance requirements, and then expand from there.<\/p>\n <\/div>\n \n

\n
Mohammed Baloch \u2014 General Manager, GlobalPost<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

A surprise at the doorstep becomes a brand problem:<\/strong><\/p>\n\n\n\n\n

\n
\n
\n
\n \n
\n
\n
\n \"James\n <\/div>\n \n
\n
\n

A duty bill on the doorstep is about as bad as it gets, and it\u2019s going to increase acquisition costs in core markets.<\/p>\n <\/div>\n \n

\n
James Marley \u2014 Vice President, Cross-Border, Swap Commerce<\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n \n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

Taken together, these perspectives from ShipStation Global’s Innovation Delivered<\/a> point to a clear pattern. This year’s smartest ecommerce brands treat delivery as a core part of their brand promise and ground every decision in clean data and disciplined process.<\/p>\n\n\n\n

Whether it’s automating the ordinary, pressure-testing the true cost of “free,” or making a delivery promise they can actually keep, the operators who pull ahead are the ones who stopped guessing and started knowing their own numbers. <\/p>\n\n\n\n

Watch all the sessions on demand<\/a>\u00a0for more comments and insights on today’s ecommerce landscape from the event.
<\/p>\n\n\n\n

\"\"<\/a><\/figure>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

At Innovation Delivered 2026, ShipStation brought together founders, operators, analysts, practitioners, and other industry experts to discuss the state of ecommerce delivery. The conversations didn’t disappoint. These quotes from the event speakers and panelists reveal how leading brands are using AI, automation, and smarter delivery strategies to adapt to rising customer expectations, tighter margins, and more complex fulfillment networks.<\/p>\n","protected":false},"author":184,"featured_media":96196,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_metadesc":"Explore standout quotes from Innovation Delivered 2026, where ecommerce leaders, operators, analysts, and shipping experts discussed AI, automation, free shipping, delivery experience, and the fulfillment challenges shaping ecommerce delivery in 2026.","footnotes":""},"categories":[13116],"tags":[13124,13107,13102,13125,13621,13117,13108,13113,13127],"class_list":["post-95568","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ecommerce-growth","tag-ai","tag-business-scaling","tag-carrier-strategy","tag-customer-experience","tag-ecommerce-shipping-insights","tag-ecommerce-trends","tag-international-shipping","tag-shipping-automation","tag-technology-integrations"],"acf":{"shipstation_product_type":["shipstation"],"shipstation_features":"","shipstation_company_size":"","shipstation_industry":"","shipstation_funnel_stage":""},"yoast_head":"\nWhat Ecommerce Leaders Told Us About the State of Delivery in 2026 - ShipStation<\/title>\n<meta name=\"description\" content=\"Explore standout quotes from Innovation Delivered 2026, where ecommerce leaders, operators, analysts, and shipping experts discussed AI, automation, free shipping, delivery experience, and the fulfillment challenges shaping 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