The company, formerly Hermes, also recorded its biggest individual trading week, handling 24.7 million parcels in the week following Black Friday as shoppers snapped up bargains during what the business termed “thrift-mas.”

On its busiest day, 4 December, Evri delivered nearly 3.8 million parcels, averaging 2.7 million deliveries per day during the festive period.

To prepare for the peak period, the firm recruited 9,000 additional couriers and 1,000 employees across other parts of the business.

The company also enhanced customer service, offering improved contact options and new delivery preferences for customers with accessibility needs.

During the key festive period, Evri said domestic parcel volumes rose by 6.9%, while overseas inbound trade surged by 24%, driven by demand for value-oriented online shopping.

Evri CEO Martijn De Lange said: “We continue to see fast growth towards our five-year target to become a billion parcel a year business and the Christmas trading period was no exception with our delivery volumes demonstrating that retailers online offerings fared much better than expected.

“We saw record volumes of deliveries and double digit growth as generous shoppers treated loved ones and friends.

“During a festive season that saw approximately 40 million UK adults doing most of their Christmas shopping online, the investments in our network and customer service paid off – sustaining our yearly average of more than 99% of standard parcels being delivered on time.”

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The fast fashion giant is purchasing clothes from GN Euro once again, the Telegraph reported, after being “disengaged” back in 2021.

The Leicester-based clothes manufacturer previously sold Boohoo goods from its UK factory, but has set up a new site in Morocco with a different name since being cut off, where it is again carrying out business with the ecommerce chain.

Boohoo said all of the garments it currently receives from GN Euro come from its Tangier-based factory, where it trades under the name Euro Touch.

The firm, which last week reported that its losses had trebled, has scrapped over 400 suppliers amid allegations of low pay and poor working conditions at the retailer’s factories.

The scandal initially came to light in 2020 after an undercover reporter for The Sunday Times visited a factory with workers being paid less than minimum wage. The claims went on to be verified in an independent review by barrister Alison Levitt KC.

Boohoo has since published a global supplier list under part of a so-called ethical overhaul.

While the brand insisted it had stopped doing business with manufacturers which were “unable to demonstrate the high standard of transparency required, despite being provided with opportunities to address any issues identified in the auditing process,” campaigners claim that issues in its supply chain remain.

A spokesman for the chain said: “Boohoo is open and transparent about its entire supply base, with all our suppliers listed and regularly updated on the company’s website. We do not work with suppliers which cannot adhere to our highest standards.

“We only on-board a supplier or factory that goes through our strict onboarding process and due diligence checks, no exceptions. Every supplier signs our code of conduct, has a valid third-party social compliance audit and is visited regularly by our ethical teams on the ground for an audit.”

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Customers can now order from hundreds of its wines, including Champagne, Sparkling, Bordeaux, Loire, along with bottles from Italy, New Zealand, Australia, its own-label Chosen By Majestic and Definition By Majestic wines.

Its fast expanding range of premium spirits and beers are also available through the Just Eat app, with deliveries in as little as 30 minutes.

The partnership launched today (29 October) in 43 Majestic stores, including 16 shops across London, along with branches in Edinburgh, Sheffield, Derby, Abingdon and High Wycombe. It will roll out to 177 stores across the UK before Christmas. 

The Just Eat collaboration adds to Majestic’s existing rapid fulfilment partnerships with Uber Eats, Deliveroo and Gophr, as the wine specialist seeks to capitalise on the demand for local delivery solutions. 

Ecommerce for more than 20% of Majestic Wine’s retail sales in 2023/24, helped by the growing popularity of its Shop Local offer, which allows customers to shop the stock available at their local store, in real time, for free collection in less than four hours or next-day home delivery. 

Majestic commercial general manager Maria Lopez said: “This exciting new partnership with Just Eat will allow us to serve even more customers, whenever they need us, through the rapidly growing on-demand channel.

“We already know that our customers value the ability to shop the stock available at their local Majestic stores in real time, with flexible choices for same-day and next-day delivery or collection. Our combination with Just Eat adds another hugely convenient option into the mix, which we know our customers will love.”

Just Eat director of strategic partnerships Amy Heather added: “We’re delighted to add Majestic’s selection of quality wines, beers and spirits to the growing range of retailers we’re bringing to Just Eat’s customers.

“Whether the need is for a weekly shop or last minute gift giving, as the nation’s biggest fast delivery network, Just Eat is proud to lead this innovation and offer more choice to our customers across the UK.”

Majestic boss John Colley revealed plans to open more than 50 new stores earlier this year. The retailer has been on a opening spree of late, launching 15 stores since it was snapped up by US private equity firm Fortress in 2019 to 15.

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Evri, which rebranded from Hermes two years ago, achieved the poorest levels of customer satisfaction, despite improving from its 2023 performance to 32% over the past year, according to Ofcom.

Yodel was ranked second bottom with a satisfaction score of just 38%, having performed “below average” across some elements of its customer contact processes.

While 78% of parcel receivers are satisfied with delivery companies, 67% have experienced a problem during the last six months, the annual Post Monitoring Report by Ofcom revealed.

Delivery delays (27%), parcels being left in an inappropriate place (23%), delivery drivers not knocking loudly enough (20%) and not being given enough time to answer the door (19%) were reported as the most common problems.

Meanwhile, Amazon (56%) and DHL (55%) received the highest levels of shopper satisfaction in terms of the handling of complaints, while FedEx came in third (52%).

The report also revealed that Royal Mail won back some of its parcel volumes and sales lost the previous year due to industrial action, despite the firm continuing to make a loss.

A spokesman for Evri told The Times: “We recognise there remains more to do, but Ofcom found that we are making year-on-year improvements and our rising parcel volumes are proof that customers and retail clients are voting with their feet and trust us with their deliveries.

“Evri handles 730 million parcels a year, with 99% successfully delivered on time, and is committed to instilling a culture where every parcel matters.”

He continued: “We have invested £32m to develop our customer service options and improve the customer experience at the doorstep.”

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With customers expecting everything from next-day delivery to easy returns, and the rise of social commerce making things even more complex, retailers are under pressure to keep up. Add to that the huge increase in sustainability regulations (up 155% in the last decade), and it’s no wonder brands are finding it hard to balance growth and efficiency.

That’s exactly where the latest report from GXO comes in. It explores five of the biggest logistics challenges that retailers face today and reveals how plugging into a flexible, tech-forward fulfilment solution could be the key to navigating these hurdles and staying ahead of the curve. Let’s break it down.

Challenge 1: Controlling costs

Retailers are finding it tougher than ever to keep costs under control, especially with inflation and unpredictable demand. But the report highlights a simple solution: multi-client fulfilment. Instead of investing heavily in warehouse space and technology upfront, retailers can plug into GXO Direct’s network of premium facilities, sharing costs with other brands. It’s a ‘pay as you grow’ model that offers flexibility, better access to resources and a chance to scale operations without breaking the bank.

Challenge 2: Keeping up with dynamic demand

From viral social media trends to unpredictable market shifts, we all know that demand can change in an instant. Forecasting becomes a guessing game and that’s where many brands struggle. According to the report, a logistics partner that can scale up or down with demand is crucial. Whether it’s expanding warehouse space or increasing workforce size during peak seasons, a flexible fulfilment system allows retailers to respond quickly without missing a beat.

Challenge 3: Elevating the customer experience

Logistics plays a direct role in shaping customer satisfaction. Out-of-stock products, late deliveries or clunky returns processes can be deal-breakers for shoppers. The report found that efficient logistics – powered by advanced warehouse management systems – can improve stock visibility, ensure orders are accurate and streamline returns. This boosts customer loyalty and helps brands stay competitive, even in a crowded market.

Challenge 4: Moving beyond manual operations

As technology advances, the retail industry is racing to keep up. Outdated, manual operations can slow down processes and hurt a brand’s reputation. Adaptive technology is the answer, and the report points out how retailers are turning to tech solutions like automation and robotics to speed up fulfilment, reduce errors and improve safety in warehouses.

Challenge 5: Growing ethically

Sustainability isn’t just a buzzword; it’s becoming a must-have for retailers. The report highlights how brands are feeling the pressure from both consumers and regulators to adopt greener practices. Whether it’s cutting down on waste, recycling returned goods or finding ways to operate more efficiently, a logistics partner can help retailers build ethical, environmentally friendly operations that still drive growth.

The bottom line

The report makes one thing acutely clear: in today’s fast-moving retail environment, having the right logistics partner is more important than ever. GXO Direct’s multi-client fulfilment model offers flexibility, cutting-edge technology and cost savings that can help brands not just survive but thrive. Whether you’re looking to scale, improve customer satisfaction or achieve ethical growth, plugging into this solution could be the key to unlocking long-term success.

Curious to learn more? Dive into the full white paper for deeper insights into how logistics can help your brand grow.

For the 51 weeks ending September 22, the Poundland and Dealz owner saw total revenue rise 10%, driven by new store openings, but like-for-like dipped 3.1%.

Disruption to shipping through the Suez Canal, due to attacks militants in the Red Sea, has continued through 2024.

“Pepco has continued to be impacted by supply chain issues, affecting the consistent and timely availability of stock in stores,” the group said.

Despite the setbacks, the discount giant remains optimistic about its performance, forecasting an underlying EBITDA of at least €900m (£787m) for the current financial year, a 20% year-on-year increase.

Sales are expected to surpass €6bn (£5.3bn), driven by a strong store expansion strategy that includes the opening of 64 new stores in the fourth quarter.

The group anticipates finishing the year with a net increase of 390 stores, in line with previous guidance.

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Pepco Group executive chair Andy Bond said: “I am pleased with the positive progress we have made this year, particularly in rebuilding profitability in our core Pepco business in Central and Eastern Europe, with further opportunities for continued improvement.

“Group like-for like revenues in the fourth quarter remained lower than the prior year, partly related to ongoing supply chain disruption, nevertheless, we expect to deliver record revenue and underlying EBITDA in FY24, driven by significant improvements in gross margin year-on-year.” 

“While there is much more to do, particularly around like-for-like sales progress, we remain committed to expanding our price leadership position, enhancing the core customer proposition and improving our supply chain capabilities.”

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The fashion giant and global union federation said they were working together to ensure transport workers’ human and labour rights were protected under New Look’s supply chain.

New Look senior head of ESG, quality and sourcing Sue Fairley explained: “Formalising our relationship with ITF offers New Look an informed, practical partnership to help us remain vigilant and diligent in our commitment to uphold human rights, be aware of vulnerable workers and make sure there is no modern slavery or human trafficking in any part of our operations, which includes transport and logistics.”

ITF General Secretary, Stephen Cotton added: “Transport workers play a central role in ensuring our clothing, often produced far away, reaches the shops on UK high streets. They are key workers in our global economy, and like all workers, they deserve to have their rights respected.

“A responsible business taking the initiative to work with trade unions to promote decent work in its supply chain is an example of how things should be done – and we applaud New Look for this.”

The tie-up comes after the British chain partnered with traceability platform TrusTrace in November to gain deeper insights across its Tier 4 suppliers and better support its ongoing sustainability goals.

Commenting at the time, Fairley said she was thrilled to gain “deeper visibility” throughout the retailer’s supply chain, with the additional new data helping New Look better identify any responsible sourcing and business continuity risks.

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Factories based in the world’s second biggest garments exporter were closed for days following an uprising last week, sparked by the former prime minister’s government clamping down on student protesters, the Financial Times reported. 

Clothes and shoes deliveries to Europe and North American for the winter season have been delayed due to weeks of violence in the country.

Factories have turned to shipping goods by air and working overtime to make up for its backlog extending as far as a month.

Exporters in the country said some major retailers had moved their orders for upcoming seasons to other south-east Asian suppliers, leading to global supply chain disruption.

Mamun Rashid, an adviser to garment manufacturers in Bangladesh, M said: “For the time being, we’re diverting 40% of our orders to Cambodia or Indonesia.”

Many global retailers rely on the country for its garments, including fashion giant H&M and sports goods retailer Decathlon.

Earlier this month, it was reported that H&M, Uniqlo and Zara were facing potential delays in receiving their latest clothing collections due to the current political unrest in the region.

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The proposed centre, which will be based at Symmetry Park in Kettering, includes 311,551 sq ft of logistics space on a 25.1-acre plot. The site is expected to open in the first half of 2027, subject to planning.

The initiative comes under the food company’s strategic growth plan, announced in 2021, which set out expansion targets requiring investment in significant supply chain capacity.

Greggs currently has 2,500 shops across the UK, hitting the milestone in May, with its growth plans targetting an estimate of more than 3,000 sites.

The brand said its investment would bolster its capacity to directly supply ambient and chilled products to its growing number of shops.

Tritax Symmetry is also seeking planning permission for an additional 100,000 sq ft to allow Greggs to expand its site further.

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