LOGISTICS

The last mile is the most expensive mile in logistics. Robots don't need tips, don't call in sick, and don't double-park.

Amazon spent a decade building logistics in the US. We had to build it in two years because Amazon was coming to India and they weren't going to wait for us.

We own our trucks. We own our warehouses. We employ our own drivers. Everyone told us to use third-party logistics. We said no. Control the experience or don't bother.

We lost money for ten years straight. A billion dollars in cumulative losses. But we were building logistics infrastructure that nobody else had. You can't copy that overnight.

Amazon delivers in two days and Americans think it's magic. We deliver in hours. In Korea, two-day delivery would be considered slow.

We process more shipments per day than FedEx does in all of Latin America. We built our own logistics network across 18 countries. That infrastructure took 15 years. You can't copy it in 15 months.

Global shipping is a $2 trillion industry running on fax machines and phone calls. We thought maybe a computer could help.

You cannot track a shipping container the way you track an Amazon package. That is insane. That was the problem we set out to fix.

The hardest part of building a logistics company is not the software. It is the physical reality of moving things across oceans.

A trucking company with 500 vehicles had no idea where half of them were at any given time. That is not a technology problem. That is an information vacuum.

We are Uber for things, not people. Any size, any vehicle, any distance — from a document across town to a sofa across the country.

Hong Kong is the hardest logistics market in the world — tiny streets, massive traffic, impatient customers. If your platform works here, it works everywhere.

We are in 11 markets now. Each one has different roads, different regulations, different driver cultures. You cannot copy-paste logistics across borders.

In Southeast Asia, fast shipping used to mean a week. We made it mean tomorrow. That changed everything.

I spent years building OPPO's distribution in Indonesia. That taught me that whoever controls the last mile controls the market.

Price wins the first order. Speed wins the second order. Reliability wins every order after that.

I saw thousands of van drivers sitting around with empty vehicles while businesses were desperate for deliveries. The match was obvious.

A self-driving truck on I-45 between Dallas and Houston will change logistics forever. That is not a dream — that is our 2025 commercial target.

We deliver food in Indian traffic. If we can do that we can do anything.

Thirty-five percent of trucks drive empty. That is the problem we tried to solve. The freight recession solved it differently.

Uber is a platform. We don't just move people. We move food, packages, freight — anything that needs to get from A to B.

We started in Africa because the need was greatest. Now we're bringing the same technology to American suburbs.

Drones aren't toys. They're the future of last-mile logistics.

We operate the largest shared closet in the world. The logistics are a nightmare. But the idea is worth fighting for.

We built cold chain logistics in a country where it's 110°F and the traffic is a competitive sport.

I built Zoopla and LoveFilm — both platforms. Cazoo was a logistics company. That difference killed it.

The panels were beautiful. The logistics were a nightmare. Construction disruption requires more than better products.

The last mile is the hardest mile. Anyone can build an app. Building the logistics to get food from point A to point B in 30 minutes — that's the real product.

We deliver packages across China in hours, not days. We built the infrastructure ourselves. 500,000 people work at JD. That's a city.

The middle mile is a $2 trillion market that nobody talks about because it's not as sexy as robotaxis.

We move 1,400 tons of produce every day. Farm to table in under 12 hours. No middlemen. Just cold trucks and software.

Logistics is the backbone of the world economy. Everything you touch was moved by someone like us.

Better not bigger. That is our strategy. We are focused on improving the quality of our revenue and delivering excellent returns to our shareowners.