KNOWLEDGE 4 POSITIVE IMPACT

Last-mile Delivery – the final stage of the online order delivery process, from the last hub in the courier network to the end customer – is one of the most complex and crucial challenges of modern logistics. The growth of e-commerce and the need to reduce environmental impact make this area a true laboratory of innovation for companies in the sector. Sustainability and efficiency are no longer alternative objectives, but must now coexist within operating models capable of combining performance, emissions reduction, and quality of service.

This is explained in this interview with Arianna Seghezzi, Director of the International Full-Time MBA at POLIMI Graduate School of Management, in which she analyses the trends and most promising solutions for making Last-Mile Delivery truly sustainable.

When we talk about logistics and sustainable Last-Mile Delivery, what do we actually mean? What are the main sustainability challenges in this area?

When we talk about sustainable Last-Mile Delivery, we mean the ability to organise and complete the delivery of online orders to the end customer using solutions that focus on environmental sustainability, without compromising the performance and quality of the delivery experience.

The main challenges in this area stem from the structural characteristics of B2C e-commerce logistics: online orders are often fragmented, with few items per customer and destinations distributed widely across the country, making it difficult to optimise delivery routes. Added to this is the possibility of failed deliveries, which may required additional delivery attempts and less efficient use of resources.

Another complex element is the pressure on service levels: customers expect fast, flexible and often free deliveries – factors that make it difficult to maintain a high density of delivery rounds.

Making Last-Mile Delivery sustainable means rethinking operating models, integrating new technologies and, above all, actively involving the end customer. It is a systemic challenge, requiring collaboration across the supply chain and a strong drive for innovation.

Companies in the sector therefore often need to balance efficiency and sustainability — which strategies, operating models, and solutions are currently most effective for achieving this goal in Last-Mile Delivery?

We tend to view efficiency and sustainability as opposing objectives, but in Last-Mile Delivery they aren't actually two opposing dimensions; rather, they are closely interconnected. Looking at performance indicators – costs and emissions per delivery – we see that increasing delivery density, the number of packages delivered per tour, generates benefits on both fronts.

There are two benefits to increasing the number of deliveries per tour: on the one hand, greater operational efficiency, reducing the average cost per delivery; on the other hand, improved environmental sustainability, with a reduction in emissions per unit delivered.

Therefore, strategies and operational models aimed at increasing delivery density, such as algorithmic routing optimisation, are effective tools not only for increasing productivity, but also for mitigating environmental impact. These solutions demonstrate how efficiency and sustainability can and must work synergistically.

Parcel lockers are often cited as a sustainable solution for last-mile delivery. What exactly are they, and to what extent do they really contribute to sustainable deliveries?

Parcel lockers are automated parcel collection and delivery points located in strategic places that are easily accessible to customers, such as stations, shopping centres, or petrol stations.

With these devices, customers can pick up their order independently whenever they want, without having to receive it at home. This decouples the delivery and collection phases, improving process efficiency.

One of the main advantages of parcel lockers is increased delivery density: many packages that would otherwise require individual deliveries are delivered to a single point. This drastically reduces emissions – in some cases by even more than 80% – and eliminates the problem of  failed deliveries and  the need for new delivery attempts.

Parcel lockers therefore show how an innovative solution that changes traditional delivery patterns can enhance both efficiency and sustainability. Furthermore, this approach actively involves the end customer in the delivery process, increasing flexibility and further reducing inefficiencies related to missed deliveries.

Looking at training, how can we prepare managers and professionals who not only manage Last-Mile Delivery effectively and efficiently, but also do so in a sustainable way and with a clear and well-defined Purpose? What is POLIMI Graduate School of Management’s commitment in developing figures with this level of sensitivity and preparation?

At POLIMI Graduate School of Management, among others, we work on two core dimensions: sustainability and Purpose. Sustainability is not treated as a standalone topic or one limited to specific courses, but as a cross-cutting principle embedded in all the school's educational and design activities. It's part of our DNA: we promote a responsible training model that is geared towards making a positive impact not only within organisations, but also on society at large.

Similarly, Purpose is not a declaration of intent, but a practical compass that guides management choices, both operational and strategic. The objective is to train professionals who are able to make informed decisions, capable of combining operational efficiency, environmental sustainability and shared value.

With this in mind, POLIMI Graduate School of Management is committed to developing professionals capable of addressing the challenges of Last-Mile Delivery with a broad vision: environmentally conscious managers, who also have a strong sense of responsibility and a clear Purpose that guides their decisions towards a more sustainable future.

What happens when a critical outcome isn’t achieved? The difference between an outcome-addicted leader and a purpose-full leader is in the response.

• Outcome-addicted leaders react with urgency, stress, blame, self-doubt, or a need to prove themselves - often doubling down on rigid strategies.
• Purpose-full leaders pause, reflect, and reconnect with their purpose—seeing a missed outcome as a signal, not a verdict. They extract insights, realign their approach, and maintain momentum rooted in purpose.

Purpose-full leaders are not just goal-setters; they are culture-shapers, energy- stewards, and architects of meaningful impact.

The importance of purpose is increasingly discussed in modern companies because it is clear that it is not an abstract concept, but a tangible force that can transform entire organisations, influencing strategic decisions, corporate culture and the personal growth of employees. Through interviews with managers and business leaders within the “Purpose Pioneers Series” format, Darren Rudkin, founder of The Mind At Work, explores how purpose is changing the perception of work and dynamics in companies, from strategic decisions to day-to-day interactions.

Awareness and experience: the keys to success

Understanding how purpose can influence business decisions is essential for any modern leader. This awareness allows us to create a connection between our personal and professional lives, making decisions more authentic and targeted: “We need awareness and experience,” explains Federico Frattini, Dean of POLIMI Graduate School of Management, “We are not typically aware of the mechanisms that take place in our minds when it comes to making decisions in the workplace. We often leave our emotions and values outside the door when we walk into the office. Understanding and experiencing how purpose affects us is essential to gaining the strength that enables us to face the challenges of our daily lives.”

Purpose works at a deep level and for that reason, you need to be careful how your state can influence the effectiveness of business decisions. In this way, you can act more purposefully, increasing team cohesion: “When we are focused as a team,” comments Carsten Egeriis, CEO of Danske Bank “in a state where we are aware of purpose, energy levels, efficiency, effectiveness, how others see us, it is unparalleled. We have more energy, but if it were easy, everyone would do it. Rather, it’s something you have to invest in continuously, in which you can improve more and more.” 

Hermann Niebuhr, an artist who expresses himself through his paintings, offers a parallel between art and business. Comparing corporate decision-making to artistic creation, where each choice influences the next, a well-defined purpose allows decisions to be made that not only solve immediate problems, but also open up new possibilities. “Paintings”, he explains, “are a series of decisions. A clear purpose allows us to make expansive decisions that solve future problems and create new opportunities.”

Expanding possibilities: the role of purpose in decision-making

In his interviews, Darren Rudkin notes that business leaders are well trained to focus on the problems of different entities and are not as ready to focus on themselves and understand how connected they are in achieving a goal. “On many occasions,” adds Caoire Blakemore, Group Director A.F. Blakemore & Son, “it’s also a question of being really honest about what the purpose is, because sometimes it can be a very limited purpose. It’s about being responsive but also being aware of what your purpose is and how it relates to the greater one.”

What is becoming increasingly clear is that purpose is a catalyst for positive change that goes beyond the simple company mission, deeply influencing decisions and organisational culture. Through awareness and connection with their purpose, companies can not only improve their performance but also create a lasting and significant impact in the communities in which they operate. Gary Lubner, former CEO of Belron International, emphasises the importance of being aware of your inner state in order to operate in line with your purpose. Being responsive requires discipline and self-awareness, the ability to listen to yourself and the responsibility to recognise that our state depends not on the outside but on ourselves. “You can’t be in a responsive state all the time,” concludes Lubner. “You have to try to work out what state you're in. If you are actually disciplined and able to listen to the clues, understand the reasons for irritation or impatience, then you can have leadership.” In a constantly evolving corporate world, purpose is not only a strategic asset, but a true engine of internal transformation.

Purpose as a cornerstone of management training

Purpose is not just the engine of businesses and institutions. Its key role is as one of the cornerstones of our entire educational portfolio and it is central to the International Full-Time MBA. The Masters and courses that POLIMI GSoM offers have in their DNA the awareness of the growing role within the company of managers, entrepreneurs and leaders who are called upon not only to lead companies and organisations in the best way by satisfying economic results but also by helping to shape a better future.

In recent years, Last-Mile Delivery has become one of the most central and debated topics in the logistics world. The exponential growth of e-commerce, consumer expectations for speed and flexibility, and sustainability challenges are profoundly transforming the way products reach the end customer. Delivery is no longer just an operational phase, but a real strategic competitive factor that can influence customer satisfaction and the company’s reputation.

To explore these issues and understand how emerging technologies and new skills are redefining the industry, we interviewed Arianna Seghezzi, Director of the International Full-Time MBA at POLIMI Graduate School of Management, an expert on supply chain innovation processes and last-mile logistics.

What exactly is Last-Mile Delivery and why has it become so central to modern logistics?

Last-Mile Delivery is the final stage of the distribution chain, where online orders are delivered to the final customer, at home or at a selected collection point. Traditionally, this activity is carried out by vans that depart from the last node of the distribution network and travel on so-called delivery tours, stopping at different destinations in sequence.

The centrality of Last-Mile Delivery in modern logistics is based on two fundamental dimensions. On the one hand, the explosion of e-commerce has generated, and continues to generate, an increase in the volume of parcels to be delivered, making this phase of distribution increasingly crucial to ensuring a rapid, precise, and efficient service. On the other hand, the Last-Mile Delivery is the moment of direct contact with the final customer: this is where the shopping experience materialises. The quality and punctuality of the service have a decisive impact on consumer satisfaction and retention. For this reason, today, Last-Mile Delivery is a strategic lever for business competitiveness and, at the same time, a complex process to manage, not only for economic reasons, but also in terms of its impact on environmental sustainability.

What are the main complexities and critical issues that make Last-Mile Delivery a particularly challenging phase?

The main challenges concern both effectiveness, that is, the quality of customer service, and efficiency, i.e. containing operating costs. From the point of view of effectiveness, online customers are now extremely demanding: they expect increasingly faster and more punctual deliveries, often without wanting to incur additional costs. Free shipping is indeed now perceived as standard, but this makes it even more challenging for companies to achieve the highest levels of service while maintaining economic sustainability.

In terms of efficiency, Last-Mile Delivery is the most expensive part of the logistics chain: it can account for up to 50% of the total distribution cost. This is because online orders are often fragmented, consisting of just a few items and destined for geographically dispersed locations. This creates a completely new logistical problem compared to traditional distribution, with high variability and poor standardisation of delivery units.

A further critical issue introduced by Last-Mile Delivery is represented by so-called failed deliveries, i.e. deliveries missed due to the customer’s absence when the courier arrives. Every failed delivery means a new attempt, increasing time, costs and environmental impacts.

All these elements, among others, make Last-Mile Delivery one of the most complex and challenging phases of the entire modern supply chain.

Looking at the evolution of the sector, what are the major trends impacting Last-Mile Delivery today, and how are emerging technologies and solutions helping to optimise it?

In response to these complexities, operators are experimenting with innovative approaches and increasingly diversified technological solutions. Among the most widespread are parcel lockers, automatic lockers that allow customers to collect their package independently at any time, reducing the problem of missed deliveries (but also drastically increasing delivery density). Cargo bikes, pedal-assisted bicycles equipped with cargo compartments, are also becoming popular, as they are ideal for urban areas or zones with limited access to conventional vehicles.

Alongside these solutions, more futuristic technologies are emerging, such as aerial delivery drones and autonomous robots that can navigate pavements and pedestrian areas to deliver parcels. Another interesting innovation is “in-trunk delivery”, which allows the package to be left directly in the customer’s car boot thanks to GPS systems and smart sensors.

All these solutions, however different from each other, share a common trait: the centrality of technological innovation. From artificial intelligence for route optimisation to automation and robotics systems, technology is radically transforming the Last-Mile Delivery paradigm, making it more efficient, sustainable, and customer-centric.

From a skills point of view: what knowledge is now essential to work effectively in this area? And how does POLIMI Graduate School of Management support the education of managers and professionals trained in this field?

Today, the challenges of Last-Mile Delivery require a combination of operational and technological expertise. On the one hand, the complexity of processes requires solid problem-solving skills and an analytical mindset capable of interpreting complex data, optimising flows, and dynamically managing variables that affect time, cost, and quality of service. On the other, the sector’s technological evolution requires a strong propensity for innovation and knowledge of the key digital and automated solutions that are revolutionising logistics.

In this sense, POLIMI Graduate School of Management trains managers and professionals to address both of these challenges. Thanks to the relationship with Politecnico di Milano, the school integrates solid technical training with a managerial approach open to innovation. The educational programmes promote knowledge and the practical application of tools such as artificial intelligence, robotics and automation more generally, preparing professionals capable of combining analytical rigour and design creativity.

The goal is to develop well-rounded professionals ready to lead the transformation of Last-Mile Delivery towards a more efficient, sustainable, and technologically advanced future.

In the contemporary debate on innovation, few keywords are as evocative as “design thinking” and “sustainability.” These two concepts are often covered separately, but are now becoming ever more intermeshed, giving rise to a new vision of enterprise and progress. The increasing urgency of addressing environmental and social challenges requires us to rethink the way we innovate: no longer by taking linear and predictive approaches, but rather by adopting methods that embrace complexity, enhance creativity and generate long-term, positive impact.

That's where design thinking comes in. Born as a way of designing effective user experiences and functional products, this approach has now evolved into a powerful tool for addressing systemic problems. When applied in an informed way, design thinking is no longer just a technique, but a way of looking at the world, asking the right questions, and rethinking business models to respond to real needs, rather than generating fictitious ones. It thus becomes a strategic ally in sustainable innovation.

In this context, the role of purpose – understood as the organisation’s profound value direction – and the training of managers capable of combining environmental sensitivity and entrepreneurial vision take on crucial importance. To explore these topics in depth, we interviewed Stefano Magistretti, Director of the Master in Entrepreneurship and Design for Sustainability at POLIMI Graduate School of Management.

According to the World Economic Forum, the transition to sustainable business models could generate more than $10 trillion a year in opportunities and create 395 million jobs by 2030. How can we best seize these opportunities in the field of sustainable innovation and design thinking? Can you give us some examples?

I’m going back about 20 years, to a TED talk by Tim Brown – one of the founders of design thinking – when he said that design can no longer be limited to aesthetics, but must deal with complex and relevant problems. The opportunity is huge, but what really matters is understanding how we can make a real contribution to sustainability, not by chasing numbers, but by building strong, impactful visions. The key point is that design thinking, when used consciously, can help us intercept genuine problems, avoiding designing pointless, redundant solutions. This is a major shift in perspective. If we use design thinking simply because it is “in fashion,” we risk producing superficial innovation, while if we adopt it with the aim of deeply investigating real needs – environmental, social, and economic – then it can become a true catalyst for sustainability.

In design thinking, the concept of “framing and reframing” is fundamental: it means learning to ask the right questions, questioning assumptions, and understanding whether the problem we want to solve is really the core issue or just a symptom. This critical process helps us avoid consumerist drifts – such as introducing a new product only because there is apparent demand – and instead, leads us to essential, simple, and truly functional solutions.

There are examples of companies that have focused on a reduced, transparent and simplified offering: instead of hundreds of product combinations, they have chosen a few standardised models. This has not only minimised industrial complexity, but has also reduced the environmental burden and improved the user experience. Choosing to do less but better, in an age of hyper-personalisation, is an act of entrepreneurial courage. It's a strategic vision that sees sustainability as a lever of value.

What methodologies and tools are needed to turn these visions into concrete projects and businesses that combine environmental sustainability and profitability? How can design thinking drive the development of innovative solutions that positively impact society and the planet?

The first step is to include the planet as one of the “humans” in the system. That sounds provocative, but it isn’t: the planet, like any user, can be observed. It doesn't talk, but it communicates through data, evidence, and impact. It represents a “stakeholder” in the design thinking project. If we also start to consider natural resources as actors in our design ecosystem, we introduce constraints that – far from being obstacles – become catalysts for innovation. Design thinking can help us interpret these constraints not as limitations, but as creative stimuli.

When we design with scarce resources, environmental limitations and social sustainability in mind, we can no longer afford “standard” solutions. We need to imagine new value configurations. If, for example, a given solution requires a high use of rare earths, but these are difficult to source or their exploitation has a devastating impact, design thinking invites us to look for sustainable alternatives, to rethink the business model, to innovate in the very fundamentals as well.

From a methodological point of view, there is no single recipe. The real key is the ability to ask the right questions. I often say this in class: if there were a foolproof method, all of us in the field of sustainability would be millionaires. The reality is that we need awareness, vision and a strong connection to values. Some companies have made employee wellbeing or the beauty of their work environments their purpose, willing to spend more to create real and lasting value. This kind of consistency is conveyed in products, in services, and in the way the company relates to the world. And it stems from one question: “What impact do I want to have?” Design thinking helps you find answers.

How can we build an entrepreneurial mindset that sees sustainability not as a limitation, but as a valuable opportunity to be seized through the right approach to design thinking? What training strategies can help develop this type of mindset and purpose in the coming generations?

Sustainability should not be seen as a problem to be solved, but as fertile ground for generating opportunities. In the classroom, we try to change the narrative, shifting the focus from risk to possibility. It is not just a question of explaining the negative impact of finite resources, but of asking: “What new solution can we create to address this problem in a sustainable way?” It's a different way of teaching, which stimulates creativity and responsibility.

At POLIMI Graduate School of Management, we do a lot of work on the concept of purpose and the formation of a sustainable entrepreneurial mindset. We organise series of meetings with entrepreneurs and managers who have made purpose the heart of their company. We call them “Purpose Pioneers.” Some work on aesthetics, others on social mission, and yet others on transparency and inclusion. Our students – both junior and senior – listen to these stories, discuss them, ask questions, and begin to imagine their own path.

In our Master in Entrepreneurship and Design for Sustainability, students also participate in global challenges such as ChangeNOW and Climate Fresk. These are practical experiences that test them on real problems, on an international scale. It’s not just a question of learning methodologies, but of training their mindset: being able to deal with uncertainty, thinking systemically, and working in multidisciplinary teams. All of this builds awareness and vision.

Giovanna Carucci, CEO and founder of #Authenticleader, Director of IGNITE ─ the Leadership Renaissance programme and of POLIMI Graduate School of Management's Purpose & Sustainability Lab

In today’s world, marked by unprecedented economic, technological and social transformations, businesses face a crucial challenge: rediscovering their Purpose, the fundamental reason for their existence. We are not talking about an abstract or merely value-based concept, but a true strategic lever that can guide leadership, inspire innovation, and generate positive, long-term impact. In this scenario, CEOs, other C-levels and entrepreneurs are called upon to question not only what they do, but why they do it: what meaning drives their decisions, what kind of value they want to create for people, society, and the planet.

This is emphasised in our interview with Giovanna Carucci, CEO and founder of #Authenticleader, who is Director of the  “Renaissance” programme at POLIMI Graduate School of Management  and, in particular, of the Purpose & Sustainability Lab, an experiential and transformative path designed specifically for business leaders. The laboratory was created with one goal: to train a new generation of managers and entrepreneurs, capable of integrating Purpose, leadership and sustainability to generate a real impact in organisations and society.

Purpose: what is its real value for organisations and why is it essential for CEOs, other C-levels and entrepreneurs to be able to implement a transformative business strategy driven by Purpose?How does leadership act as the engine that enables Purpose to be implemented and generate real impact?

Leadership is the bridge to making good intentions a reality. It is the human force that enables the transition from intentionality to tangible change. In a complex and uncertain world, mindful leadership is what keeps us on track even when change is difficult, slow or arduous.

In our work, we often talk about “moving change” and “acting change”: two expressions that aptly describe the role of the leader. Purpose calls for change, but it is leadership that drives it and acts on it, creating value and impact.

Today, many leaders risk falling into the trap of adopting too short-term a vision, almost as a matter of survival, due to the constant pressures and complexity of the challenges. Purpose, by contrast, is a compass that extends the strategic horizon and enables managers to maintain a medium- to long-term perspective. It's an anchor that keeps you from getting lost in the daily grind and keeps your vision alive. In this sense, Purpose is not just a value statement, but a meaningful architecture that supports leadership and provides guidance in creating real impact.

In a present marked by increasingly pressing environmental and social challenges, what role does Purpose play in guiding companies towards more sustainable business management, geared towards positive impact?

For decades, companies have operated according to a quasi-mechanistic model, in which the organisation was seen as a machine, programmed to extract value from the planet and generate profit through purely economic relationships. Purpose has the power to break this logic, restoring the company to its most authentic nature: that of being a living human community that generates value for a broader ecosystem.

A company with a clear and well-defined Purpose is no longer a machine because machines have no purpose. Purpose brings the human and relational dimension of the business back to the centre, redrawing the boundaries of its actions. Generating value, in this sense, no longer means simply creating wealth, but contributing to people’s wellbeing, to environmental protection and to shared prosperity.

This shift in perspective also profoundly transforms relationships: with the environment, which is no longer seen as a resource to be exploited, but as an ally with which to coexist; with customers and suppliers, who become partners in a dialogue of trust; with people, who don’t simply offer their time and skills in exchange for a salary, but find in work a place of meaning and belonging.

I strongly identify with the vision of the Conscious Business movement, which has as a statement “elevating humanity through business.” This is a concept that I find to be deeply true: companies can be extraordinary instruments for collective evolution, because they are born to create value, innovation and progress. Purpose makes it possible to recover this original vocation, restoring a higher and more integrated meaning to the company. It also represents a powerful lever for innovation: while traditional leadership tends to execute and repeat what has always worked in the past, purpose-led leadership is capable of breaking the mould, experimenting with new relationships and value models.

How can we train leaders and managers who can turn businesses into engines of positive change for society and the planet? How does IGNITE, and in particular the Purpose & Sustainability Lab, promote this vision?

Today's leaders are being called upon to rewrite their idea of leadership. Even those who are sensitive to Purpose have often not been educated for this type of leadership. That is why, at POLIMI Graduate School of Management, we have created IGNITE – the Leadership Renaissance, a path that helps develop conscious leadership, guided by humanity and Purpose.

The IGNITE programme is at the heart of this vision: an experience that unites Purpose, leadership, and sustainability in a coherent and profoundly transformative approach. The Purpose & Sustainability Lab, in particular, stands out for its ability to offer an immersive learning experience, built on dialogue, reflection and action.

In the Lab, sustainability is not understood as being a set of environmental techniques or practices, but as a way of thinking and acting. It is a sustainability that becomes human, capable of building long-term relationships and generating shared value. Participants – experienced managers and leaders – find a space for authentic exchange here, where their experience becomes a resource for others.

In what way?

The journey is divided into two phases: Inspire and Make. The Inspire phase aims to broaden the vision, bringing new influences, fresh perspectives and stimuli that help open the mind to innovative insights. The Make phase is where these insights are transformed into concrete actions, through coaching and personalised support.

It is a highly experiential and relational programme, made up of small groups, peer-to-peer discussions, authentic conversations, and a learning experience that comes from human dialogue, not from lectures. This year, the Purpose and Sustainability Lab is taking place in a location immersed in nature, as a retreat: two days of shared living, where you rediscover your own way of being a leader, reconnecting with yourself and, indeed, with your Purpose.

This methodology allows you to join the dots between Purpose, leadership and sustainability. It is what makes IGNITE a programme unique on the international scene: not just a course, but a transformative experience.

In a context where leadership still tends to be overly oriented towards "doing”, with IGNITE, we aim to train leaders who are  aware, inspired and guided by Purpose, to build businesses that are true agents of positive change for society and for the planet.