Shipt's Speed, Quality, Cost-Efficiency Drive Target Delivery

It’s been an incredible journey seeing this officially hit the headlines! 🎯 I’ve had the privilege of leading this initiative at Shipt across numerous product teams, taking this from its very conception to our first 6 stores and now in 2026 we will offer to over 100 stores in 50 markets. Building a 0 to 1 product like this from a whiteboard idea to a high speed delivery network has been one of the most rewarding challenges of my career. 📈 By leveraging our direct from store capability, we’re fundamentally changing the last mile landscape drastically reducing the cost to serve while getting packages to guests faster than ever. 🚀 I am so proud of the cross functional teams that worked tirelessly to turn this complex logistical vision into a seamless customer experience. We’re just getting started! Check out the full story here: https://lnkd.in/guHUBmyV Jeff Kawasugi Matthew Sands Adam Keyser Sebastian Meneses

Shipt’s unique position in the Target ecosystem allows us to be an innovation lab for testing new initiatives and bringing them to market. We saw this come to life with our no-markup Target Circle 360 membership, and now with Target Last Mile Delivery Direct. A test that started with just 6 stores in 2 markets at the beginning of 2025 is now planned to be in 100+ stores in more than 50 markets by the end of 2026. Through our network of shoppers and drivers, who are fulfilling and delivering orders within their same community, we’ve effectively been able to bring the starting line closer to the guest, operate faster, and at a lower cost. Thank you to Max Garland at Supply Chain Dive for giving Daryl Glass and I the chance to share the exciting work of our incredible teams. Read the full piece below.

Efficient pick, pack, and ship processes are the backbone of scalable fulfillment, and it’s always impressive to watch a team dial in accuracy, speed, and workflow optimization at the same time. From inventory organization to final outbound staging, every step plays a role in delivering a seamless customer experience. Curious to hear how others are optimizing their pick & pack workflows right now—what’s been working best for your teams? #Logistics #Fulfillment #SupplyChain #WarehouseOperations

Cool to see Fosdick Fulfillment featured by WareMatch. Most 3PLs are built for efficiency at scale. We’ve always tried to balance that with flexibility at scale. Because what works at 5k orders/month usually breaks at 50k. That’s where the real work is — building systems that evolve with the brand. Always interested in talking shop with brands navigating growth! #3PL #ecommerce #logistics #supplychain

Great interview by our CEO, @Kamau Witherspoon. Shipt’s trifecta of speed, quality and cost effectiveness is what makes us a uniquely powerful growth engine for Target.  Scaling an initiative like Target Last Mile Delivery Direct from a pilot of just six stores to over 100 locations requires immense daily precision. It means we are constantly learning from our operations on the ground, figuring out how to refine route density, improve network reliability, and maximize the earnings opportunities for the shoppers and drivers who choose to work with us.  Read the full piece from Supply Chain Dive to see how we’re using our capabilities to reach guests faster: https://lnkd.in/e_jbuFpK

Quick commerce is a logistics game, not delivery In most conversations, quick commerce is often associated with speed 10-minute delivery, instant fulfillment, and customer convenience. But from an operations standpoint, the real challenge lies much deeper. The success of quick commerce is not defined by the delivery itself, but by the strength of the backend logistics and supply chain execution. From my experience managing large-scale operations, a few factors make the difference: • Inventory accuracy – even small mismatches can disrupt the entire chain • Dark store efficiency – layout, picking speed, and replenishment cycles • Demand planning – aligning supply with dynamic consumption patterns • Process discipline – ensuring consistency across high-volume operations • Last-mile coordination – seamless handover from warehouse to delivery Delivery is just the final step. What truly drives performance is everything that happens before it. As quick commerce continues to scale, organizations that invest in strong operational foundations will be better positioned to deliver both speed and reliability. Execution, not visibility, is the real differentiator. What’s your perspective? #QuickCommerce #SupplyChain #Logistics #OperationsExcellence #Ecommerce #Fulfillment #InventoryManagement #Leadership #LastMile #ContinuousImprovement

𝐖𝐡𝐲 𝐟𝐮𝐥𝐟𝐢𝐥𝐦𝐞𝐧𝐭 𝐢𝐬 𝐧𝐨𝐭 𝐚𝐧 𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧, 𝐛𝐮𝐭 𝐚 𝐬𝐲𝐬𝐭𝐞𝐦 Many companies still look at fulfilment as a set of operations. A sequence of steps that can be optimized individually. Picking, packing, shipping. Faster, cheaper, more efficient. And to a certain extent, that makes sense. But it is also exactly where the limitation starts. Real performance rarely comes from improving a single step. It comes from understanding how everything connects. 𝐅𝐮𝐥𝐟𝐢𝐥𝐦𝐞𝐧𝐭 is not an isolated operation, but a system where inventory, orders, technology, people and customer expectations continuously interact. The moment you optimize one element without considering the others, you are not solving the problem. You are simply moving it. Faster picking increases pressure on packing. Lower shipping costs affect delivery speed or customer experience. More volume exposes where your process is not built to scale. Growth does not break because of lack of effort. It breaks because the system is not aligned. The companies that scale successfully approach this differently. They do not focus on individual steps, but on flow. Where does friction occur? Where does the system slow down? Where is energy lost? When the system works, performance follows. And that is the real shift. 𝐒𝐭𝐨𝐩 𝐨𝐩𝐭𝐢𝐦𝐢𝐳𝐢𝐧𝐠 𝐰𝐡𝐚𝐭 𝐲𝐨𝐮 𝐬𝐞𝐞. 𝐒𝐭𝐚𝐫𝐭 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝𝐢𝐧𝐠 𝐡𝐨𝐰 𝐭𝐡𝐞 𝐬𝐲𝐬𝐭𝐞𝐦 𝐛𝐞𝐡𝐚𝐯𝐞𝐬. #fulfilment #logistics #ecommerce #supplychain #systemthinking #operations

Been seeing a lot around Target expanding next-day delivery through its Shipt network, and it’s a great example of where fulfillment is heading. A few things stand out: • Stores are becoming local fulfillment hubs • Delivery is getting closer to the customer (faster + cheaper) • Retailers are starting to take more control of the last mile • In some cases, traditional carriers and centralized models are being bypassed Having worked in a 3PL environment, this shift is especially relevant. It doesn’t eliminate the need for 3PLs—but it definitely changes where we add value. To stay competitive, it feels like 3PLs need to lean into: ·      More regional / flexible fulfillment networks ·      Stronger last-mile partnerships ·      Continued focus on value-added services such as customization ·      Real-time visibility that allows for faster, more informed decision-making ·      Radical transparency on ALL aspects of operations between 3PLs and their clients Long term, it seems like we’re heading toward a hybrid model—retailers handling speed and proximity, while 3PLs handle scale and complexity. The opportunity isn’t going away—it’s just evolving. Curious to see how others in the space are thinking about this shift. #Logistics #SupplyChain #3PL #Ecommerce #Operations https://lnkd.in/egjBgtYw

Breaking Down First Mile, Middle Mile & Last Mile in Warehouse Operations In today’s supply chain world, speed and efficiency aren’t optional anymore they’re expected. One thing I’ve been exploring is how goods actually move through the system, and it basically comes down to three key stages: First Mile, Middle Mile, and Last Mile. Each stage plays a different role, but all of them are equally important
 First Mile
 This is where everything starts. It covers the movement of goods from manufacturers or suppliers to the warehouse. If things go wrong here—like delays, incorrect documentation, or poor handling—it can affect the entire flow. So getting this stage right is all about accuracy and coordination 
 Middle Mile
 This is the part people don’t talk about much, but it’s super important. It involves moving goods between warehouses, hubs, or fulfillment centers. The goal here is to position inventory in the right place at the right time. Proper planning, route optimization, and balancing stock levels really matter in this stage
 Last Mile
 This is the final step delivering the product to the customer. It’s also the most visible part of the supply chain. Things like delivery speed, reliability, and overall customer experience define success here. With the rise of e-commerce, this stage has become a major focus area Why this matters
 When all three stages work smoothly together, it leads to lower costs, faster deliveries, and better customer satisfaction. For anyone interested in supply chain, understanding these stages is key to building a strong and efficient system 

#SupplyChain #Logistics #WarehouseManagement #LastMileDelivery #Operations #SCM #Distribution #Ecommerce #Learning #CareerGrowth

Everyone talks about the supply chain. Factories. Ports. Warehouses. Last-mile delivery. Billions have been invested to make sure a product moves 𝗽𝗲𝗿𝗳𝗲𝗰𝘁𝗹𝘆 𝗶𝗻 𝗼𝗻𝗲 𝗱𝗶𝗿𝗲𝗰𝘁𝗶𝗼𝗻. Forward. But here’s the uncomfortable truth: Retail built one of the most sophisticated forward supply chains in history… …and almost 𝗻𝗼 𝗿𝗲𝘃𝗲𝗿𝘀𝗲 𝘀𝘂𝗽𝗽𝗹𝘆 𝗰𝗵𝗮𝗶𝗻 𝗮𝘁 𝗮𝗹𝗹. Yet today, nearly 𝟭 𝗶𝗻 𝗲𝘃𝗲𝗿𝘆 𝟲 𝗿𝗲𝘁𝗮𝗶𝗹 𝗽𝘂𝗿𝗰𝗵𝗮𝘀𝗲𝘀 𝗰𝗼𝗺𝗲𝘀 𝗯𝗮𝗰𝗸. Returned. That means hundreds of billions of dollars in products suddenly start moving 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝗱𝗶𝗿𝗲𝗰𝘁𝗶𝗼𝗻 through systems that were never designed for it. And when that happens, something predictable follows: Control disappears. Inventory disappears. Margin disappears. A returned product begins a strange journey. Drop-off counter. Carrier truck. Sorting facility. Warehouse. Liquidator. Multiple touchpoints. Multiple handoffs. But very few 𝗲𝗰𝗼𝗻𝗼𝗺𝗶𝗰 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀. By the time someone asks “What should we actually do with this item?”… most of the value is already gone. The industry keeps trying to solve returns by improving logistics. But logistics isn’t the real problem. The real problem is that reverse commerce has no operating system. No infrastructure. No decision layer. No system that treats returned products like 𝗮𝘀𝘀𝗲𝘁𝘀 𝘁𝗵𝗮𝘁 𝗻𝗲𝗲𝗱 𝘁𝗼 𝗯𝗲 𝗿𝗲𝗰𝗼𝘃𝗲𝗿𝗲𝗱. So we built one. At The Return, we believe reverse logistics isn’t a support function. It’s an entirely new supply chain the industry forgot to build. Because in modern retail, the product lifecycle doesn’t end at checkout. Sometimes… that’s where the real supply chain begins. #ReverseLogistics #SupplyChain #Recommerce #CircularEconomy #TheReturn Brian Adams The Return