Business Day Courier Services Insights (Mar 16 2023)

E-commerce spurs growth in competitive industry

moved to express delivery. As passenger flights have returned, so too has freight moved back to general cargo and away from express delivery.

Firm committed to SA

Digitalisation and artificial intelligence are changing the game in the express delivery industry globally and locally and those businesses that have invested in state-of-the-art technologies are reaping the benefits, says Jed Michaletos, MD at DHL Express South Africa. Consumers, he says, are demanding ever faster delivery and certainty on the price they are paying for that service.

providers, particularly in SA where the energy crisis is inhibiting economic growth.

The courier industry also known as the express logistics industry specialises in moving shipments within 48 hours from collection to the end of the last mile process In SA, the formal courier industry consists of about 200 companies, collectively employing about 18,000 people with more than 10,000 vehicles in operation.

The express parcel industry has more than doubled in size in the past decade with e-commerce excluding food and groceries largely as a result of the boom in e-commerce Garry Marshall, CEO of the SA Express Parcels Association (Saepa), the industry association representing a number of courier companies including FedEx, DHL, UPS, CourierIT, PostNet, RAM, DSV and Aramex, among others, estimates the industry locally is worth between R25bn and R28bn a year in revenue

Most of the larger courier businesses in SA are part of multinational groups with extensive global networks and capabilities. These larger entities have an advantage over small and medium-sized businesses given their networks, ability to invest in technology and IT systems, vehicles and research.

Key to the success of any express delivery business is a network which provides an extensive delivery footprint coupled with the ability to drive volume says Marshall. Globally, many logistics businesses are struggling.

Companies such as FedEx and DHL have reported processing fewer packages and reduced operating income. At the same time, their expenses are increasing. Investors tend to regard companies such as FedEx and DHL as barometers for what is happening in the wider economy.

That’s certainly the case in SA too, says Marshall. With the exception of the e-commerce sector, volumes are down and many businesses are in something of a holding pattern.

Data released earlier this month for the fourth quarter of 2022 by Stats SA revealed that GDP declined by 1.3%, a worse contraction than expected

Marshall believes the year ahead will be a tough one for the courier industry. This is a very competitive industry which is highly service driven. The energy crisis coupled with sociopolitical issues and possible pending legislation means that both the industry and its customers will have to batten down the hatches and navigate their way through significant uncertainty.

Although e-commerce saw significant growth during the Covid-19 pandemic, that growth has levelled out post the pandemic, says Marshall. During the pandemic, general air cargo was very difficult with the result that a lot of this sector

One exception to this trend is on-demand grocery deliveries which, says Marshall, have continued to experience exponential growth. Across the industry both globally and internationally, logistics providers are focusing on driving costs down to match revenues, says Marshall.

Graeme Lazarus, MD of RAM, says the most significant industry trends impacting the courier services industry is the rise in e-commerce and quickcommerce (or on-demand delivery) which is heightening customer expectations.

Craig Pitchers, chief operating officer of The Courier Guy, says the increased demand through e-commerce has resulted in some significant industry developments. The number of small and mediumsized businesses and retailers offering goods through apps and an online presence has increased hugely over the past two years.

He says one of the biggest trends affecting the industry is the continued increased demand in the e-commerce business-to-consumer delivery space. Coupled to this is a move to more on-demand offerings where a customer purchases something online and receives delivery within 60 minutes much like what is happening in the grocery space.

We re also seeing significant demand in the customer-tocustomer space where the general public wants to send a parcel, he says.

The Courier Guy provides this service to the public through its 2,500 drivers, 22 depots, 170-strong Kiosk network and 1,100 pudo lockers.

In a difficult operating environment, local courier companies are focusing on increasing their efficiencies.

Pitchers says The Courier Guy

Counting the last mile costs

One of the biggest challenges in the express delivery industry is the last mile of same-day delivery Defined as the last stage of the delivery journey, the last mile is often the most expensive and time-consuming part of the supply chain journey despite being the shortest part of the delivery process. It s also, however, the key to customer satisfaction

Last mile delivery is particularly challenging in rural areas where delivery points along a particular route can be several kilometres apart. In SA, challenges such as loadshedding and potholed roads make the last mile delivery in cities just as challenging, negating the gains in proximity.

Increasing the costs of the last mile delivery are failed deliveries, returns and replacements. Incorrect address details, unforeseen delivery incidents, traffic congestion and unpredictable weather all increase operational costs and impact the ability of logistics providers to make a profit.

Keeping up with rising consumer expectations is becoming increasingly challenging. While customers want fast delivery of their online purchases, they re less enthusiastic about paying for that delivery with many likely to abandon their online shopping cart if they re faced with additional expenses they didn t

expect at checkout. As a result, many online retailerschoose to absorb the cost of delivery.

Customers also want realtime visibility of their packages which requires that logistics providers invest in real-time tracking technology to provide customers with transparency

The challenge for express logistics providers is that the cost of the last mile part of the supply chain process accounts for more than half of the total shipping cost.

Optimising routes and implementing best-in-breed technologies are regarded as some of the most effective ways to cut down on operating costs for last mile delivery.

David Lazarus, RAM s executive chairman, reveals that the business has invested in a logistics IT solution specialising in courier and express parcel distribution and which includes a last mile delivery solution. The fully integrated and transparent platform provides customers

has upgraded and bolstered its sorting function by applying high levels of automation, allowing it to process and handle more packages more efficiently and accurately. The company has also implemented the latest technology to provide critical information at each point in the distribution cycle. Our one-time pin (OTP) has streamlined deliveries as it is completely paperless and also allows a receiver to designate

another recipient should they not be available, reducing the chances of a failed delivery.

The Courier Guy s model is unique in that drivers operate in a small area. As a result, firsttime delivery success is high and customer deliveries are easily completed. Add to this a pricing approach simple for e-tailers to use and cutting-edge technology and you have a successful model for doing business, says Pitchers.

Though price is a consideration, what customers using express delivery services want most is reliability and transparency.

Globally, DHL is a frontrunner when it comes to sustainability, including moving to cleaner energy and fuel.

Locally, the company has had electric scooters in operation for the past five years and is currently piloting fully electric delivery vans with a view to converting a large portion of its fleet to electric vehicles. This is in line with the group’s commitment to convert 60% of its last mile delivery fleet globally to electric by 2030. Michaletos says DHL Express, which is primarily focused on international deliveries, has seen significant growth in the e-commerce

Jed Michaletos investment.

space globally. The uptake of this in SA and Africa has been slower but has significant growth potential as intraAfrican trading grows.

Currently, 15 of the top 20 fastest growing cities globally are in Africa and it s estimated that, by 2027, all 20 will be found on the continent. When you combine that with population growth, there is opportunity for e-commerce on the continent and, in turn, for the further growth of the express delivery industry.

He also predicts that the green economy will provide a new vertical market for logistics

The company remains committed to SA and is making a significant investment in a new facility based at Waterfall in Gauteng. This facility, which includes a R100m investment in new equipment, will increase the company s operational efficiencies, allowing it to process shipments more quickly while at the same reducing manual processes. This building has been designed to be fully carbon neutral, which is a first of its kind for DHL Express on the continent. DHL’s investment into the new facility over the next 15 years is about R500m, says Michaletos. We see SA as a prime destination to help businesses trade in Africa and beyond. We have a specific focus to help SMEs connect and trade on a global level. An example is a South African-based customer of ours, a textile business, which has ramped up its international deliveries from five shipments a month to more than 500 a month. That ability to open up international markets for small and medium-sized business is a huge motivator.

with real-time information and visibility of their supply chain.

The company has also implemented other solutions to address the last mile challenge, including 42 hubs across southern Africa and a sophisticated address capturing tool to ensure every shipment has a valid delivery address.

Fully integrated handheld mobile devices allow for proactive decision-making by providing real-time, accurate and reliable information while a self-service digital solution called RAM Smart Track allows the receiver to engage seamlessly with RAM throughout the delivery process.

In addition, the company has implemented state-of-the-art track and trace technology while a workflow solution ensures the timeous resolution of issues and requests. Ultimately, increased volume has provided for denser delivery routes and better efficiencies, says Lazarus.

• Local courier companies are focusing on increasing their efficiencies, writes Lynette Dicey

Craig Pitchers streamlined.

INSIGHTS: COURIER SERVICES

Lockers add convenience

An interesting trend in the local courier industry is the introduction of delivery lockers which are playing a role in disrupting the industry.

The Courier Guy was one of the first to introduce a smart locker delivery system. Called pudo which stands for Pick Up Drop Off the lockers have the advantage of being highly cost effective and convenient for customers. The company currently offers 1,100 lockers situated around the country with delivery locker to locker starting from just R50 for an extra small 2kg parcel.

To ensure the safety of packages, pudo lockers are located in monitored areas and have multiple security systems including video surveillance, anti-break locks and a package detection system.

To send a package, users login via the pudo website or app, make a booking by selecting a locker, filling in the online waybill and choosing the correct box size. Users have the option of sending locker to locker, door to locker or locker to door. All of these options are facilitated by The Courier Guy s network of drivers and depots.

Once the package has arrived at a pudo locker, the recipient receives a text

Global reach is critical

The company currently offers 1,100 lockers situated around the country

• Customers also expect one-stop solutions in digital world

message and an e-mail with a unique pin and QR code, either of which can be used to retrieve the package. The receiver has 36 hours in which to collect the package from the locker, after which it is sent to the closest pudo kiosk or depot. Most lockers are open 24/7 although ones located in malls adhere to centre hours so packages can be collected whenever it s convenient. The Courier Guy is not the only company to introduce lockers. DSV has also introduced an anytime courier option called DSV Lockers which means that neither the driver, parcel, recipient nor sender needs to be at the same

place at the same time. Strategically positioned at fuel forecourts primarily Engen service stations and other publicly accessible locations, they are a direct-to-consumer service which cuts costs and increases efficiencies. Similar to pudo, customers are sent an SMS and email notification when their parcel is ready for collection and are given 48 hours to collect the parcel. The introduction of lockers is an exciting new development in the logistics space, says Saepa CEO Garry Marshall. It offers an additional layer of convenience for recipients who aren t sure where they are going to be at a given time of the day.

Accelerated by the Covid-19 pandemic, increasing global connectivity and the consequent growth of digital marketplaces, global crossborder and domestic e-commerce has experienced significant growth in recent years.

Online shopping increased 77% year on year in SA in the early part of the pandemic, accelerating the innovation and adoption of digital commerce by half a decade. Shopping, working and socialising online became commonplace.

According to a report by eMarketer, global cross-border ecommerce sales reached $4.28-trillion in 2020, a 27% year-over-year growth The ability of the last mile couriers to adapt to this new normal has been critical to their success. The transformation is underpinned by a changing demographic with millennials

increasingly fulfilling decisionmaking roles and expecting mobility and choice on last mile deliveries. This calls for innovation and because supply and demand are no longer necessarily housed within the same country, global solutions and reach both globally and intra-country are critical in providing one-stop solutions to a demanding audience. By way of example, the complexities post-Brexit for UK-based e-commerce companies into the European market varies vastly from those in SA, the latter characterised by its own unique set of wellpublicised challenges. Yet, there

remains a common thread of traditional logistic principles that require optimisation. These include scaleto leverage supplier pricing which translates into affordable services, bi-directional load balancing on international lanes and global presence to provide control in delivering a seamless, visible service to end consumers.

Tommy Erasmus, group CEO of SkyNet Worldwide Express, explains that SkyNet found itself in an ideal position to react to this changing environment in that we had access to a global network of SkyNet branches with strong domestic networks and global coverage combined with an entrepreneurial agility to adapt quickly. An example of this agility was providing solutions to UK-based SMEs where access to the European market had become difficult due to the introduction of onerous crossborder vat and duty processes post-Brexit.

By partnering with Eurora, a company geared to providing seamless translation of product description into legally required Harmonised System (HS) codes combined with giving SMEs

access to Import One Stop Shop import validation not readily available to smaller exporters, we have been able to restore market access and competitiveness for these SMEs. The automated solution is not only available to UK customers but to all customers globally including South African exporters into Europe and anywhere else in the world. The ability to communicate in advance to the end consumer the full array of traditionally hidden VAT and duties payable on import, and enable payment upfront, not only reduced costs for the consumer but provides a seamless and accelerated clearing and delivery process on arrival in the import country of delivery.

SA, however, needed different solutions in this space.

SkyNet has responded to the need for improved security by partnering with security company Fidelity to deliver high value items in cash-in-transit vehicles

As the e-commerce space evolves and matures, a critical element has become the speed of delivery. Consumers have become increasingly

accustomed to delivery of their online purchases often within minutes rather than days. Driven primarily by the grocery sector, this expectation, together with the visibility in delivery tracking on a real time, live basis is fast becoming an expectation within other e-commerce sectors. Locally grown online courier companies such as Droppa are offering their mobile techdriven on-demand services to corporate SA with ambitions to expand internationally following their partnership with couriers such as SkyNet. Their ability to have hyper local presence within suburban metropolitans gives them access to consumers within minutes at an affordable price point. This space within the logistics world is paving the way to what no doubt will become the new norm. As a South African company with an aggressive acquisition strategy and investment into new mobile technology companies such as Droppa, we are confident that we can rival and improve on any global competitor s e-commerce offering, says Erasmus.

Grocery delivery services ramp up

Fitch Solutions, a division of the global financial information services company Fitch Group, says grocery delivery services are fast becoming a mainstream offering in SA, with a significant rise in first-time users. It expects to see a rapid increase in the e-groceries sector in the next seven years, particularly among urban and wealthier consumers looking for convenience.

Established grocery retailers, including Checkers, Pick n Pay and Woolworths, have all introduced an e-commerce offering in recent years using courier and logistics providers to handle deliveries.

The most successful player in this space is Checkers with its Sixty60 grocery deliver app which has re-positioned the brand from a convenience perspective. According to holding company Shoprite s latest annual financial results, Checkers Sixty60 continues to maintain its growth trajectory. The app recorded a 150% increase in annual sales and is the top local grocery app with 2.4-million downloads. The retailer currently services Sixty60 customers from 300 stores around the country.

RTT On-Demand, a division of the RTT Group, has played a key role in last mile logistics for Checkers Sixty60 from its launch. To enable more innovation and to protect the intellectual property of the Sixty60 sales channel, in late 2021 Shoprite entered into a joint venture with RTT Group. Both parties own 50% of the

Above: Spar has partnered with SkyNet Worldwide Express and Inhance to provide the last mile delivery of its SPAR2U delivery service. Right: Diederick Stopforth, sales and marketing executive at SkyNet

joint venture logistics entity.

Pick n Pay offers online grocery shopping through an on-demand service called Asap.

In 2022, the retailer launched a new PnP Groceries section on Takealot s Mr D platform, with orders delivered by Takealot s delivery fleet in a bid to expand its on-demand delivery service capabilities. PnP Groceries is intended to be available

30 minutes grocery delivery is a service offered by Yassir Express, which launched in Gauteng in December 2022

nationwide by the end of 2023.

Spar was a late arrival to the same-day grocery delivery space, only launching in March 2022. It has partnered with SkyNet Worldwide Express and Inhance to provide the last mile delivery of its SPAR2U delivery service.

Diederick Stopforth, sales and marketing executive at SkyNet, reveals that unlike many of its competitors, SkyNet is leaning towards a predominantly electric delivery fleet utilising both two-wheel and three-wheel variants.

He says: Beyond the obvious environmental benefit in reducing carbon footprint, there are operational gains in lowering the cost per unit as well as capacity in the threewheel vehicles to deliver significantly larger orders.”

As a late entrant to the market, Spar and its partners

have been able to adapt its model from the early mover learnings. Our intention medium term is to optimise the delivery model by serving all tenants of any given centre through the same delivery fleet. The larger loading capacities of the threewheelers means that we can consolidate a number of orders in the same vehicle, he says. This has many advantages. Not only does it offer retailers delivery at a reduced cost, but it benefits gig economy drivers who will be able to reduce the costs in serving multiple revenue-generating deliveries on a single delivery run. In 2022 Uber Eats launched Uber Eats Market in partnership with Smart Kitchen Co, initially as a pilot project in some areas of Cape Town and later to nine online store presences around SA. It plans to have markets operating in more than 30 locations by the end of March.

A number of other e-grocery players have also entered the local market including Algerian on-demand food and grocery delivery platform Yassir Express and Zulzi. The former, which has become popular in a number of north African markets, launched in Gauteng in December 2022, offering a high-speed delivery service in just 30 minutes based on a dark store model. Zulzi is another addition to the on-demand grocery delivery sector, promising delivery in an ambitious 15 minutes. The platform provides delivery via 300 independent drivers.

Tommy Erasmus ideal position.

INSIGHTS: COURIER SERVICES

Sustainability is a key focus

• DHL offers customers a comprehensive portfolio of green logistics solutions

Sustainability is becoming an issue that is impacting every industry sector, including the freight forwarding and courier industry where there is a growing focus on reducing carbon emissions.

Driven both by new regulations and consumer demands, logistics companies globally are facing pressure to create sustainable business practices. In the US, the Securities and Exchange Commission now requires that public companies include climate-related disclosures in their annual report. A Gartner survey of senior

business leaders about their business priorities revealed that sustainability has become the fastest growing strategic business priority. This growing interest in improving sustainability is encouraging many businesses to re-examine their supply chains.

According to the Sustainable Freight Buyers Alliance, freight transport accounts for 8% of global CO2 emissions with a predicted increase to 42% by 2050. The alliance says freight forwarders can support the transition to a more sustainable logistics industry by asking and

opting for sustainable transport products that help to shift the dial and reduce emissions.

In a first for the express logistics industry, DHL Express recently announced the launch of GoGreen Plus, a new service that will allow customers to reduce the carbon emissions associated with their shipments through the use of sustainable aviation fuel.

Produced from waste oils, sustainable aviation fuel can reduce greenhouse gas emission by up to 80% over its life cycle compared with conventional jet fuel. GoGreen Plus is part of Deutsche Post DHL Group s sustainability goal of achieving net-zero emissions by 2050 and contributes to the group s interim target of using 30% sustainable aviation fuel for all air transport by 2030.

The company initially launched the service in the UK, followed shortly thereafter by

Companies to face Post Office in court

Italy, Denmark, Sweden, Canada, Australia, SA and the United Arab Emirates. Customers based in these countries have the option to select GoGreen Plus when choosing their shipping service through MyDHL+, the company s online shipping and tracking platform. The service is designed to be fully flexible as it can be selected for individual shipments.

GoGreen Plus will become available to all DHL Express customers globally in the next few months, with customers having the option to tailor the CO2reduction they want to achieve and the amount of sustainable aviation fuel they use. Unlike offsetting initiatives, GoGreen Plus (insetting) reduces emissions within the logistics sector and can be used for DHL customers own voluntary emission reporting, explains Jed Michaletos, MD at

DHL Express South Africa. Insetting allows customers to bring down their Scope 3 emissions, the indirect greenhouse gas emissions that occur in a company s value chain, including downstream transportation and distribution.

Sustainability is a key focus for DHL Express, he says. We believe we have a responsibility to set an example and be leader in the area of sustainability. That means reducing our carbon footprint and setting high social and governance standards. Not only did DHL pioneer the first green logistics products but we were the first logistics company to commit to a zeroemissions target. DHL currently offers the most comprehensive portfolio of green logistics solutions in the industry to help our customers make their supply chains more sustainable and help them achieve their environmental targets.

Growth of e-commerce around the world benefits logistics providers

DSV s easy entry-to-market logistics services are helping reshape the retail environment.

Although e-commerce was growing at a steady rate preCovid-19, the pandemic served to disrupt the traditional retail market by driving consumers towards online retailers.

Logistics companies had to adapt to this new trend to meet both consumer and retailer needs at a time of disruption.

Johan Roos, senior information technology manager at DSV, says e-commerce s growth and future potential is being driven by consumer safety, accessibility and convenience needs. It s also broadening the retail space because it offers entrepreneurs exceptionally low barriers to entry.

A growing number of shopfront platforms are creating low barrier opportunities for entrepreneurs. This is especially powerful when coupled with end-to-end logistics solutions which offer order fulfilment and eliminate the need for retailers to own warehousing and

delivery vehicles, he says. The latest NielsenIQ Barometer Study revealed that “far from the exception, online shopping has become a ubiquitous part of everyday life in SA: 53% of grocery purchasers bought groceries online in the past six months,

Taking an agile approach

Operating in the South African environment comes with its own unique challenges for courier companies. SAs failing infrastructure, high levels of crime and a scarcity of skills all have an impact.

RAM MD Graeme Lazarus explains that under normal circumstances the business operates in a fast-paced and cost-sensitive environment, and having to deal with ongoing and prolonged periods of loadshedding, failing infrastructure and rising fuel prices does have an impact on its ability to deliver a reliable, efficient and costeffective service.

He says RAM has responded with an agile approach to how it runs its business to ensure it can adapt quickly. We have strategies and back-up support in place to deal with loadshedding at our hubs, as well as on the road; we ve become

creative and innovative in terms of how we plan our routes around failing road infrastructure, and we continue to focus on managing our costs.

A long-term thorn in the side for the courier industry has been the hijacking of its delivery vehicles or theft out of its vehicles.

As courier vehicles typically transport high value commodities, they have long been soft targets for criminals, says Garry Marshall, CEO of Saepa. “The challenge is that industry players are not security companies and drivers don t carry weapons. The biggest consequence of this is the impact on staff and their physical and mental health and wellbeing.

Pre-Covid one of the biggest headaches for courier businesses was home deliveries. It was not

uncommon to find that two out of every three deliveries failed either because nobody was home to take delivery of the parcel, or because the delivery vehicle was unable to access the address if it was situated in an estate, for example.

Delivery failures add to the cost of delivery which is why local courier companies have responded by becoming more innovative and implementing specialised technology, including predictive software, to ensure a lower failure rate.

They re getting better at delivering to township areas by employing drivers who are familiar with the area. Courier companies have no choice but to get to grips with delivering in areas even when there is a lack of street signage, says Marshall. “Fortunately, this is a resilient and agile industry which adapts where necessary.

E-commerce revenue is expected to show an annual growth rate of 12.46% resulting in a projected market volume of $11.12bn by 2027.

including 16% who have bought

more than half of their groceries online. The study surveyed 11,000 consumers from 12 different countries including SA. Statista, a leading provider of market and consumer data, says e-commerce revenue is expected to show an annual growth rate of 12.46%, resulting in a projected market volume of $11.12bn by 2027

It also expects the number of users in the retail delivery segment to reach 5.8-million by 2027, with user penetration growing from 7.2% in 2023 to

9.1% by 2027 while revenue is expected to grow from $0.64bn in 2023 to $0.96bn by 2027. Christopher Rugg, Business Services manager at DSV, says the data confirms DSV s experience of a South African market that s growing exponentially. As a result, DSV is investing accordingly. DSV s extensive logistics capabilities provide entry level and smaller retailers with the same fulfilment capabilities that larger rivals enjoy, says Rugg.

One of the biggest potential threats facing the local courier industry is a dispute with the South African Post Office (Sapo) which claims that it has the exclusive right to deliver small packages weighing 1kg and less.

The dispute started several years ago when Icasa s Complaints and Compliance Commission ruled that the Post Office had the exclusive right to carry packages weighing 1kg and less as they were deemed reserved postal services

In 2019 a court found that courier company PostNet was in contravention of the Postal Services Act. PostNet secured an interdict which meant it could continue to deliver packages under 1kg until the case is heard in the Gauteng High Court. Industry body the South African Express Parcel Association (Saepa) and online retailer Takealot, the latter which operates its own courier to deliver packages, have subsequently also joined the litigation.

It's no secret that the Post Office is technically insolvent, running up billions in losses each year. During his annual budget speech in February finance minister Enoch Godongwana announced that the Post Office had been allocated R2.4bn to close numerous branches and retrench 6,000 workers over the coming months. SA Post Office CEO Nomkhita Mina has also been reported as saying that the utility is looking to reduce it working hours and retrench employees in a bid to cut its wage bill. The dire state of the Post

Office as a business certainly does not inspire confidence that it has the capability to assume responsibility for express deliveries weighing less than 1kg, particularly given that only 68% of the Post Office s mail got delivered in 2022.

As Saepa CEO Garry Marshall points out, the outcome of the case which is still awaiting a court date has significant implications for the entire express delivery industry.

Most businesses would be reluctant to send sensitive business documents or other high-value items via the utility when they have the option of sending it via an express delivery logistics provider who is able to deliver the package by a specified time and can provide trackability of the package and proof of delivery,” says Marshall.

The Post Office has alluded to a system where private courier companies can act as its agents and deliver parcels under 1kg for a fee. Marshall says the industry would not be in favour of this scheme given that it essentially amounts to an additional tax on the industry. We believe there is a role for the Post Office but we don t believe we are in the same business as it is. Added to this, we don t believe the Post Office has the capacity to provide the same level of service as the courier industry or that it can compete with the reliability provided by the industry.” Marshall says the industry would welcome the Post Office challenging it on a level playing field, but will vehemently resist any efforts by the postal utility to hide behind legislation.