城市物流转型

IncollaborationwithAccenture

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities

WHITEPAPER

DECEMBER2024

Images:GettyImages,Unsplash

Contents

Foreword3

Executivesummary4

Introduction5

1

Theimpactoflast-miledeliveriesoncities7

1.1Impactonurbancentres7

1.2Theneedforchange9

2

Howthedeliveryecosystemisembracingchange11

2.1Ecosystemstakeholders11

2.2Retailersandtheircustomers12

2.3Deliverycompanies13

2.4Citygovernmentinterventions15

3

Potentialareasofintervention17

3.1Enablingframeworkandconditions18

3.2Impactofsolutions18

4

Recommendations20

4.1Recommendationsforcitygovernments21

4.2Recommendationsforretailersanddeliverycompanies22

4.3Roleofthewiderecosystem23

Conclusion24

Contributors25

Endnotes26

Disclaimer

Thisdocumentispublishedbythe

WorldEconomicForumasacontributiontoaproject,insightareaorinteraction.

Thefindings,interpretationsand

conclusionsexpressedhereinarearesultofacollaborativeprocessfacilitatedand

endorsedbytheWorldEconomicForumbutwhoseresultsdonotnecessarily

representtheviewsoftheWorldEconomicForum,northeentiretyofitsMembers,

Partnersorotherstakeholders.

©2024WorldEconomicForum.Allrightsreserved.Nopartofthispublicationmaybereproducedortransmittedinanyformorbyanymeans,includingphotocopyingandrecording,orbyanyinformation

storageandretrievalsystem.

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities2

December2024

TransformingUrbanLogistics:

SustainableandEfficientLast-MileDeliveryinCities

Foreword

VivianBrady-Phillips

Head,StrategicInitiatives,

CentreforUrbanTransformation,

WorldEconomicForum

Therapidlygrowinge-commercelandscape,

coupledwiththeongoingpursuitofconsumer

convenience,hascreatedanunprecedentedsurgeindeliveries.Whilethishasbroughtneweconomicopportunities,ithasalsointroducedsignificant

challengesincities,includingincreasedcongestion,emissionsandsafetyissues.Asweheadtowards2030,theimperativeforasustainable,efficientandinnovativeurbandeliverysystemhasneverbeen

moreurgent.

Thiswhitepaperisacollaborationbetween

theWorldEconomicForumandAccenture,

withcontributionsfromindustryleadersand

cityauthorities,andisintendedforglobalcitygovernments,retailers,deliverycompaniesand

JenniferHolmes

ManagingDirector,

AccenturePublicServiceStrategyandConsulting

allotherstakeholdersinvolvedinurbandeliveries.

Itoutlinesthepressingneedforprivateandpublicstakeholderstoadoptpracticesthatreduce

emissionsandalleviatecongestionincitiesand

chartacourseforamoresustainableurbandeliverysystem.Itisacalltoactionforallstakeholders

toadoptmoresustainablepractices,investininfrastructureandpioneerinnovativesolutions.

Weinviteindustrystakeholdersanddecision-

makerswithinthedeliveryecosystemandin

urbangovernancetoengagewiththispaper’s

findingsandrecommendations.Together,wecanharnessthepowerofcollaborationtounlocka

moresustainabledeliverysectorandenhancethelivesofurbanresidents.

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities3

Executivesummary

Withoutaction,emissionscausedbydeliveriesinurbancentrescouldriseby60%by2030.

Therapidgrowthofe-commercehassignificantlyalteredconsumerexpectations,leadingtoa

surgeindeliveries.Globally,e-commercealreadyconstitutesmorethan20%ofretailsalesand

isaddingmoredeliveryvehiclestourbanroads.

Whilethisbringseconomicbenefitsandconsumerconvenience,itintroduceschallengessuch

asincreasedcongestion,emissionsandsafety

risks.Transformingurbandeliveriesintoamore

sustainableandefficientsystemisthereforecrucial.

Underabusiness-as-usualscenario,carbonemissionsfromallurbandeliverytrafficcould

increaseby60%by2030.Despitemany

consumersindicatingapreferenceforsustainabledeliveries,lessthan30%arewillingtocompromiseoncost.1Withoutsignificantchanges,continued

increasesindeliveryvehicleswillexacerbate

congestionandemissions,withsomecitiesseeing80%moredeliveryvehiclesby2030.

Forecastingmodels,appliedtosixcityarchetypesinthispaper,indicateasignificantrisein

congestion,emissionsandnegativeimpacts

onroadsafetyandnoiselevels.Theurgentneedtotransitiontozero-emissionfleetsandsharedinfrastructureisevident,withcitygovernmentscreatingincentivesforsustainabledeliveries

andoptimizingkerbsideusage.Private-sectorstakeholdersarealsoworkingtoadoptnewoperatingmodelsthatimproveefficiencyandreducecongestionandemissions.

Thispapercallsonpublic-andprivate-sectorstakeholdersthroughoutthevaluechainto

acceleratethetransition,andoffersrecommendationsbasedonexistingbestpractices.Theseinclude:

Publicsector

–Integratingdeliveryoperationsintocitystrategies,includingthroughsustainableurbanlogisticsplans(SULPs)

–Clarifyingandstandardizingframeworksandregulationsthatdefinehow

operatorsinteractwiththebuiltenvironment

–Collaboratingwiththeprivatesectortocreateincentivesforsafe,innovative

andsustainablepractices

Privatesector

–Deployingtechnologies,solutionsand

collaborativeoperatingmodelsthatdriveoperationalefficiencies,suchaspick-upanddrop-off(PUDO)networks

–Acceleratingthetransitiontozero-

emissionfleetsthroughsupportfor

vehicleroll-outandmodelsforfinancing

–Providingconsumerswithinformationthatwilldrivesupportformore

sustainabledeliveries

Collaborative

–Planning,innovatingandcollaboratingthroughoutthedeliveryecosystemtoprovidenecessaryinfrastructureandoperatingmodelsforthetransition

–Deployingsharedinfrastructure,assetsandotherresourcesinsupportoflast-mileoperations,includingmicrohubs,fleetsandparcellockers

–Sharingdatathathelpstodevelopaholisticviewofdeliveryoperationsandachievableinsights

Bypromotingasharedcommitmenttosustainableandinnovativepractices,thedeliveryecosystemcanenactchangethatenhancesqualityoflife

andsupportsathrivingbusinessenvironment.

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities4

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities5

Introduction

Thispaperexaminesthefutureofurbandeliveries,highlightingcollaboration

opportunitiesforthepublicandprivatesectors.

Consumers

nowexpectfasterdeliveriesas

standard–andthistrendisheretostay.

Growthinlast-miledeliveries

Since2020,last-miledeliverieshavesurged,inlargepartduetothesignificantincreasein

e-commerce,withsalesreaching$5.8trillionin2023andexpectedtoincreaseby39%by2027.2This

growthisattributedtofactorsincludingurbanization,risingincomes,changingconsumerbehaviourandtechnologicaladvances,3withCOVID-19acceleratingsomeofthesetrends.Theresultisthate-commercehassubstantiallyoutpacedtraditionalretail,bringingwithiteconomicbenefitsandgreaterchoiceand

convenienceforconsumers.

However,growthinonlineretailandquick

commercehascausedthenumberofdeliveryvehiclesincitiestosurge.Withoutfurther

intervention,thenumberofthesevehiclescouldincreasebymorethan60%globallyby2030,

exacerbatingcongestion,emissionsandsafety

issues,andthereforeaffectingtheliveabilityofcities.ForacitysuchasSydney,forexample,thismightmeananadditional10,000vehiclesontheroad,

includingtrucks,vansandmicromobility,suchaspedalandelectricbicyclesandscooters.ForacitylikeBengaluru,thiscouldmeana76%increaseintransportemissions.

Retailerssellinginmultipleonlineandphysical

channelsareusinginner-citystorestohold

decentralizedinventoryclosertoconsumers,enablingsame-andnext-daydeliveryandlocalpick-upfor

onlineorders.Groceryretailersareprominentin

quickcommerce,withonline-onlymodelsservedbygrowingnumbersofdarkstores(smallwarehousesusedforfulfillingonlineorders)embeddedinlocal

communities,contributingsubstantiallytothe290%growthinquick-commercedeliveriessince2019.4

Definingthe“lastmile”

“Last-miledelivery”isdefinedasthetransportationofgoodssuchaspackages,groceries,preparedmealsandbulkydeliveriesfromthefinaltransportationhubinthesupplychain,or,inthecaseofpreparedmeals,fromwherefoodisprepared.Theactualdistanceofthelastmilecanvarysignificantly.Fortraditionalcourierandexpressparceloperators,thismaytypicallybethelast15–20kilometres,5giventheout-of-townnatureofmanydistributioncentres.Forgroceriesandpreparedfood,thedistanceistypicallymuch

shorter,asordersarefulfilledfromstoreswithintheurbancentre.

Evolvingcustomerexpectations

Consumersnowexpectfasterdeliveriesasstandard–andthistrendisheretostay.

E-commerceretailersareusingdeliveryspeedandeasyreturnstodifferentiatethemselvesinacompetitivemarketplace.Averagedeliverytimedroppedto2.15daysin2023from2.36daysin2022.Thishasinflatedlast-milecosts,whichaccountedfor53%ofthetotalcostofshippingin2023comparedtoonly41%in2018.6

Insufficientdeliveryspeedcauses23%of

abandonedorders,withafurther48%attributed

toshippingfees,7highlightingtheimportanceof

shippingine-commerce.Homedeliveryremainsthepreferredoptionformorethan60%ofe-shoppers.8Shorterdeliverywindowsarealsocrucial,with

morethan68%ofonlineshopperscitingthisasadeterminingfactorforplacingonlineorders.9The

pandemichasalsochangedtravelhabits,reducingofficedeliveriesandincreasingtheneedforflexibilityindeliverylocations.10

Sustainabilityisalsobecomingapriority,withover70%ofshoppersindicatingtheyvaluesustainabledeliveryoptionsin2023.11Whilemanycustomersareunwillingtopayextra,somemayacceptlongerdeliverytimesorout-of-homealternativeswhenthisiscommunicatedasamoresustainableoption.12

Alloftheseshiftshaveplacedsubstantialpressureonretailers’bottomlines.Retailersmustthereforebalancetheneedtomeetconsumerexpectationswiththepressuretomakedeliveriescost-effectivelyandsustainably.

Thechangingurbanlandscape

Manycitieshaveembarkeduponanurban

transformationthatfocusesonsustainabilityandliveability.Roadspaceisincreasinglyallocated

topublictransport,cyclistsandpedestrians.

Urbanplanningisfocusingoncreatingwalkable

communitiestoimproveinteractionwithretail,

Sustainabilityisalso

becomingapriority,

withover70%of

shoppersindicating

theyvaluesustainabledeliveryoptionsin2023.

leisureandservicesaswellasoverallqualityoflife.

Thevaryingnatureofcities–intermsofpopulation,density,demographics,congestion,climate,quality

ofinfrastructureanddigitalreadiness–requiresnuancedanalysis.Thiswhitepaperusessix

cityarchetypes(detailedinFigure1)toquantifyfuturechallenges.High-levelmodellingsimulatestheimpactofbusiness-as-usualoncongestionandemissionsinsamplecities,alongside

qualitativeassessmentsofhealth,productivityandeconomiccosts.

Thispaperexaminesstrategiesbyretailers,deliverycompaniesandcityauthoritiestotacklelast-mile

challenges.Theseincludetheuseofmicrohubs,theelectrificationoffleetsandtheimplementationof

zero-emissionzones,aswellasmakingconsumersawareoftheimpactoftheirchoices.Thepotentialimpactofinterventionsondeliverycosts,numberofvehiclejourneys,congestionandemissionshasbeenmodelled.Qualitativeassessmentscover

noisepollution,customersatisfaction,roadsafetyandeaseofimplementation.

Thepaperhighlightstheneedforchangeandtheoperatingmodelsandinitiativesthatcanbalancetheneedsofcommunitiesandtheenvironmentwithconsumerexpectations.Itoffersrecommendationsforstakeholders–includingretailers,delivery

companiesandcitygovernments–withdueconsiderationgiventotheverydifferentnatureofcitiesaroundtheglobe.

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities6

1

Theimpactoflast-miledeliveriesoncities

By2030,deliveryvehiclesmayadduptofiveminutestotheaverageurbancommuteandaccountfor13%oftotalcarbon

emissionsincities.

1.1

Projections

suggestthatin

Europe,evenwiththemeasures

currentlyplanned,transportemissionswilldropbelow

1990levelsonly

by2032andwouldrequireadditionalmeasurestomeetindustrytargets.

Impactonurbancentres

Urbancentresareexperiencingsignificant

challengesfromtheincreasinglevelsofdeliverytraffic,contributingtocongestionandemissions,andcreatingsafetyissues.

Urbancongestionlevelshaveincreasedsignificantlyinrecentyears.Dublin’scongestionlevel(average%additionaltimelosttotrafficcomparedtofree

flow)increasedfrom45%to66%andMilan’sfrom30%to45%between2018and2023.13Putsimply,moredeliveriesmeanmorecongestionandmore

carbonemissions,unlessthereisastep-changeinhowdeliveriesaremade.Projectionssuggest

thatinEurope,evenwiththemeasurescurrentlyplanned,transportemissionswilldropbelow1990levelsonlyby2032andwouldrequireadditionalmeasurestomeetindustrytargets.14

Ashortageofavailablerealestateisalso

makingitdifficulttocreateinfrastructure,such

asmicrohubs,electricvehicle(EV)chargingpointsandparcellockers,thatcanhelptomitigatetheimpact.Deliveryvehiclesareoftenforcedtostopinundesignatedareas,causingobstructionsandsafetyissues,andtosearchforparking,which

cancontribute30%oftrafficinbusyareas.15Clearerguidelinesonroaduseforcommercialvehicleswouldalsohelpimproveroadsafetyandcontributetoreducedcongestion.16

High-levelmodellinghasbeenconductedas

partofthispaper,viewedthroughthelensofsixcityarchetypes,describedinFigure1.These

archetypesreflectsomeofthefundamental

differencesinthecharacteristicsofglobalcities.

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities7

FIGURE1Cityarchetypes

Suburbansprawlingmetropolitanareas

Citieswithextensiveroadnetworkandmanysuburbanneighbourhoods

LowHigh

Populationdensity

Scaleoftransportnetwork

CongestionlevelsCar-centricity

Forexample:

Sydney,Miami,Calgary,Gaborone,Riyadh

Emergingcities

Citieswithrapidlygrowingpopulationbutlimitedinfrastructuredevelopment

LowHigh

Populationdensity

Scaleoftransportnetwork

CongestionlevelsCar-centricity

Forexample:

Bengaluru,Lagos,Lima,Jakarta,Bogotá

Denseinner-citymetropolises

Densecitiesthattypicallysuffertrafficjamsduetolimitedspaceavailability

LowHigh

Populationdensity

Scaleoftransportnetwork

CongestionlevelsCar-centricity

Forexample:

London,NewYork,Bangkok,MexicoCity,Seoul

Historiccitycentres

Typically,oldercitieswithanarrowstreetscapenotoriginallydesignedformotorvehicles

LowHigh

Populationdensity

Scaleoftransportnetwork

CongestionlevelsCar-centricity

Forexample:

Rome,Prague,Valencia,Istanbul,Jerusalem

Regionalhubcities

Typically,citiesthatareasignificantpopulationcentre,whichactsasahubforsurroundingruralareas

LowHigh

Populationdensity

Scaleoftransportnetwork

CongestionlevelsCar-centricity

Forexample:

Winnipeg,Rosario,Adelaide,Daegu,Medan

Eco-efficientcities

Citieswithsustainableandefficienttransportinfrastructure

LowHigh

Populationdensity

Scaleoftransportnetwork

CongestionlevelsCar-centricity

Forexample:

Strasbourg,Amsterdam,Copenhagen,Cologne,Antwerp

Notes:Thesearchetypesareusedtogeneralizecitymodels.Thechallengesandimpactexperiencedbycitieswillalsodependonfactorssuchastheirgeographies,localclimatesorpolitics,whichmightlimittheadoptionofrecommendations.

Source:AccentureCityArchetypeFramework

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities8

1.2

BOX1

Theneedforchange

Theimpactofthegrowingnumberofdelivery

vehiclesoncongestionandcarbonemissionswasmodelledacrossthesixcityarchetypesunder

abusiness-as-usualscenario.

Inabusiness-as-usualscenario,deliveryvehicles

couldriseby61%by2030acrossallcities.Carbonemissionsfromdeliveriesarealsoexpectedto

riseonaverageby60%by2030globally,makingupapproximately54%ofthetransportsector’s

emissionsand13%ofoverallcityemissions.This

increasewouldbedetrimentaltopublichealth,raisehealthcarecostsby12%andleadtoa14%risein

congestion.Driverscouldthereforefaceanextra

fiveminutesintheirdailycommute,whiledelivery

vehiclesmightloseupto34additionalminutesto

congestioneachday.Annually,thiswouldresultin

upto30hoursoflostproductivityperpassenger

vehicleandmorethan200hoursperdeliveryvehicle.

Defining“businessasusual”

A“business-as-usual”scenariomodelstheimpactofcontinuousgrowthinthenumberofdeliveriesonthecity,takingintoconsiderationtheongoinginterventionssuchasthegradualshifttowardsEVs.

Financialimpactofbusiness-as-usual

Modellinganalysisindicatesthatabusiness-as-usualapproachwillimposeasignificantfinancialburdenondeliverycompanies.By2030,London-baseddeliveryoperatorsareprojectedtoincurupto$540

millionincollectivenon-compliancepenaltiesrelatedtolow-emissionzonesandanadditional$520

millionincongestioncharges.Simultaneously,Seoul-basedoperatorsareexpectedtopotentiallyface$180millioninfinesforlow-emissionzoneviolations.Theindustrywillalsoneedtocontendwithfinesforparkingviolations.Collectively,thesechargesareprojectedtoaccountforapproximately9%of

deliverycostsinLondonand12%ofdeliverycostsinSeoul.

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities9

FIGURE2Impactinbusiness-as-usualscenario

Whatistheimpactonagloballevel?

Today

By2030

deliveryvehicles

totheaverage10kmcommute

(+14%congestion)

+60%

carbonemissions

+61%

+5mins

Whatdoesthismeanfordifferenttypesofcities?

Foradenseinner-citymetropolissuchasLondon…

ForanemergingcitysuchasBengaluru…

+84%

Today

By2030

deliveryvehicles

Today

By2030

deliveryvehicles

+50%

+4mins

+76%

carbonemissions

+25%

carbonemissions

totheaverage10kmcommute

(+18%congestion)

totheaverage10kmcommute

(+8%congestion)

+7mins

ForasprawlingsuburbanmetropolitanareasuchasSydney…

Today

By2030

deliveryvehicles

totheaverage10kmcommute

(+16%congestion)

+64%

carbonemissions

+64%

+5mins

ForacitywithahistoriccentresuchasRome…

Today

By2030

deliveryvehicles

totheaverage10kmcommute

(+8%congestion)

+45%

carbonemissions

+58%

+3mins

Foraneco-efficientcitysuchasStrasbourg…

Today

By2030

deliveryvehicles

totheaverage10kmcommute

(+13%congestion)

+45%

carbonemissions

+55%

+3mins

ForaregionalhubcitysuchasWinnipeg…

Today

By2030

deliveryvehicles

totheaverage10kmcommute

(+17%congestion)

+67%

carbonemissions

+69%

+5mins

Notes:Thisdataisderivedfrommodellingconductedaspartofthispaperorisbasedonpubliclyavailableinformation.Formoreonthis,pleasevisit

/global-new-mobility-coalition/urban-deliveries

Source:AccentureCityArchetypeFramework–“DoNothing”Scenario

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities10

2

Howthedeliveryecosystemis

embracingchange

Thedeliveryecosystemisalready

innovatingtoadapttothechallengesofanevolvinglogisticslandscape.

2.1

Ecosystemstakeholders

Thewholedeliveryecosystemcaninfluence

cityoutcomes,startingwithretailersandtheir

customers.Thelogisticsindustryplaysasignificantrole,butotherpartners,includingoriginal

equipmentmanufacturers(OEMs)andtechnologycompanies,alsodrivechange.Often,stakeholdersassumemultipleroles.Citygovernments

establishtheframeworkwithinwhichthevaluechainoperatesandthushaveanimportant

conveningrole.

Thispaperemphasizestheroleofcity

governments,retailersandlogisticsoperators–specificallythoseinvolvedinthelastmile.

Last-mileecosystemmap

FIGURE3

s

o

/

m

c

i

D

s

r

r

t

Widerecysteenablers

Energycompaniesandgridoperators

Originalequipmentmanufacturers(OEMs)

rectonibuto

Technologyand

telecommunications

companies

Financial

andinsuranceinstitutions

Traditional

postand

parcel

organizations

Workers’

unionsandassociations

City

governments

Third-party

logistics

businesses

(3PLs)

Non-profit

andnon-

governmental

organizations

(NGOs)

Consumers

Last-mile

Independentandgig

commerce

economypartners

Courier,

expressand

parcelindustry

(CEP)

improvement

districts

Residentsandlocalcommunities

deliveries

Quick-

retailers

Research

andacademic

institutions

Traditional

and

e-commerce

retailers

National

government

Realestate

businessesand

landowners

Business

Source:AccentureLast-MileEcosystemStakeholderMapping

TransformingUrbanLogistics:SustainableandEfficientLast-MileDeliveryinCities11

2.2

OAsignificant

transitiontoEVsandmicromobilityisunderway,

especially

amonglargerorganizations.

BOX2

Retailersandtheircustomers

Innovativedeliverysolutions

Retailersarealreadyadoptinginnovativesolutionstoimproveefficiencyandsustainability.AsignificanttransitiontoEVsandmicromobilityisunderway,

especiallyamonglargerorganizations.CompaniessuchasAmazonandIngkaGroup(IKEA’s

largestretailfranchiseoperator)areleadingthe

decarbonizationoflast-miledeliveriesbyadoptingEVs.IKEAisalsoinvestingininner-citystorestoreducethedistanceoftravelforcustomers.Thesestoresserveasmicrohubsforfulfillingorders.

Cargobikesandon-footdeliveriesareincreasinglybeingusedindenselypopulatedareaswhere

motorizedvehicleaccessischallenging.17For

example,IngkaGrouphasalreadyimplemented

smalllow-emissionvehiclesforcitydeliveriesand

istriallingtheuseoftheRiverSeineforlast-mile

logistics.18Quick-commercedeliverymodelshavealsosurgedandmanyjourneysoriginatefrominner-citydarkstores,shopsandrestaurants,makingupagrowingproportionoftraffic.Inmanycities,quickcommerceusestwo-wheelmodessuchase-bikesande-mopeds,whichmitigateemissionsbutstill

contributetotrafficandcanposesafetyconcerns.

Largevariationsinactionareevidentbetweenregionsandcompanies.Somebusinessesareproactively

drivingthetransition,whileothersarelimitingtheiractiontobasiccompliancewithmandatoryrules.Companyculture,affordabilityandprofitabilityare

influencingretailers’abilityandwillingnesstoenactchange,particularlygiventhehighupfrontcostsofdevelopingandimplementingnewsolutions.This

demonstratestheimportanceoflegalandregulatoryframeworkstocreateincentivesforchange.

Engagingthesupplychain

Manyretailersrelyheavilyonthird-partylogistics

operatorsfororderandinventorymanagement

aswellasdeliveries.Therefore,retailersdonot

alwayscontroloutcomesintermsoftheirimpactoncongestionandcarbonemissions.

However,manyretailersareactivelydrivingthe

sustainabilityagenda.IngkaGroup,forexample,

issettingsustainabilityrequirementsforitsdeliverypartnersandissupportingitsSMEsupplychain

byprovidingelectricvehicles.Thisisgivingsomesmallerbusinessestheopportunitytodeployzero-emissionvehicleswithouttheneedforlargecapitaloutlay,effectivelyprovidingafinancingsolution.

Somequick-commercebusinessesarealso

supportingtheirworkerswithcompetitivefinancing

optionsforzero-emissionvehicles.Thereare,

however,challengesrelatedtotheshort-termand

part-timenatureofmanyofthejobscreated,whichmeansinvestmentdecisionsdonotalwaysprioritizelong-termsustaina