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The Retailer’s Guide to the Best 3PL Fulfillment Partners in the USA (2026 Edition)

By
Retail Insider
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If you run an eCommerce brand, you’ve probably hit the wall. Orders are coming in faster than you can pack them. Your garage, spare bedroom, or rented storage unit is bursting at the seams. Customer complaints about slow shipping are trickling in. Sound familiar?

This is the moment most growing brands discover third-party logistics,  or 3PL,  providers. And in 2026, the question isn’t whether you need one. It’s which one is the right fit for where your business is right now, and where it’s heading.

This guide breaks down the best 3PL fulfillment companies operating in the USA today, what makes each one stand out, and how to choose the right partner for your brand.

What Is a 3PL and Why Does It Matter in 2026?

A third-party logistics (3PL) provider handles the physical side of your eCommerce operation: warehousing your inventory, picking and packing orders, shipping them to customers, and managing returns. Instead of doing all of this yourself, you outsource it to a specialist.

The stakes have never been higher. 60% of shoppers say delivery speed influences their loyalty, and 67% have abandoned carts due to unclear delivery timelines. In this environment, a slow or unreliable fulfillment operation isn’t just an operational headache, it’s a direct threat to revenue and brand reputation.

The right 3PL gives you access to negotiated carrier rates, strategically located warehouses, and technology integrations that would take years and millions of dollars to build in-house. The wrong one buries you in hidden fees and missed shipments.

Here’s who the top players are in 2026.

1. Simpl Fulfillment — Best for Small-to-Mid Volume DTC Brands

Best for: Ecommerce brands shipping approximately 1–500 orders per month that want predictable pricing, fast fulfillment, and simple onboarding.

Simpl Fulfillment is a Texas-based 3PL provider focused on helping growing direct-to-consumer brands streamline their order fulfillment without dealing with complicated pricing models or operational bottlenecks. The company provides an all-inclusive fulfillment structure designed to remove hidden costs often associated with traditional logistics providers.

Their flat-rate pricing covers core fulfillment services such as pick and pack, packaging materials, and shipping, allowing brands to forecast fulfillment costs more accurately as they scale. This pricing transparency makes Simpl particularly attractive to smaller ecommerce businesses that want operational clarity without unexpected surcharges.

One of Simpl’s key advantages is its focus on speed and reliability. Orders submitted before the daily cut-off time are shipped the same day, supported by internal quality control systems that help maintain a high level of order accuracy. This operational consistency helps ecommerce stores maintain customer satisfaction and reduce fulfillment-related issues.

Simpl integrates with a wide range of ecommerce platforms including Shopify, Amazon, WooCommerce, Walmart Marketplace, Etsy, eBay, and other popular sales channels, allowing merchants to sync inventory and automate order processing with minimal technical setup. In addition to standard fulfillment, the company also supports FBA preparation, product bundling, kitting projects, subscription box fulfillment, and custom packaging requirements.

Packaging is treated as part of the brand experience rather than just a logistics function. Businesses can include branded inserts, protective packaging materials, and customized presentation elements designed to improve the customer unboxing experience while optimizing packaging efficiency.

For ecommerce companies looking for a fulfillment partner that combines transparent pricing, reliable shipping timelines, and integration flexibility, Simpl Fulfillment offers a practical solution tailored to growing DTC operations.

2. ShipBob — Best for Fast-Growing DTC Brands Needing 2-Day Delivery

Best for: Brands scaling past 500 orders/month who need nationwide reach and speed

ShipBob operates more than 50 fulfillment centers across the USA and is one of the most recognized names in eCommerce fulfillment. Their nationwide footprint allows brands to store inventory close to their customers, dramatically reducing both shipping times and costs.

ShipBob integrates seamlessly with Shopify, BigCommerce, Amazon, and other major platforms, and offers a transparent pricing dashboard so brands can track costs in real time. Their onboarding is fast, and their tech stack is strong, making them a natural fit for DTC brands experiencing rapid growth who need infrastructure that can scale with them.

The tradeoff? ShipBob is best suited for brands with a moderate-to-high order volume. Smaller operations may find the cost structure less favorable until they hit meaningful scale.

3. Red Stag Fulfillment — Best for Heavy, Oversized, or High-Value Products

Best for: Brands with products over 10 lbs, bulky dimensions, or high per-unit value

Most 3PLs quietly avoid products that are large, fragile, or heavy. Red Stag was founded by eCommerce operators specifically to solve this gap. Red Stag offers performance guarantees backed by payment when they miss them, and operates two strategic U.S. locations that reach 96% of the country within two days via ground shipping. 

Their item-level quality control and white-glove handling make them the go-to for brands that can’t afford mispacks or damaged shipments. If your product requires extra care — and most brands with high-value or oversized items know the pain of a poorly handled shipment — Red Stag’s model is worth serious consideration.

4. ShipMonk — Best for Omnichannel Brands

Best for: Brands selling across Amazon, DTC, and wholesale simultaneously

ShipMonk’s automation-driven approach and support for 75+ platform integrations make it one of the strongest options for brands operating across multiple channels at once. Their inventory management tools are particularly well-suited for subscription box brands and those with complex bundling or kitting requirements.

ShipMonk also offers solid B2B/wholesale fulfillment capabilities, including EDI support and pallet-level shipping — useful for brands that are beginning to land retail placements alongside their DTC operations.

5. Buske Logistics — Best for Enterprise and B2B Fulfillment

Best for: Mid-to-large brands with complex supply chain requirements, cross-border shipping, or regulated product categories

Buske Logistics combines tech innovation and customized workflows to handle complex fulfillment needs, including cross-border shipping and food-grade storage. They serve industries from retail and industrial to food and beverage, and their custom onboarding process means brands with specialized requirements aren’t forced into a one-size-fits-all model.

Buske is particularly strong for brands that are growing into B2B distribution alongside their DTC channels. They support both palletized shipments for big box retailers and unit-level pick/pack for eCommerce, handling both simultaneously without requiring multiple providers.

6. Cart.com — Best for Mid-Market Omnichannel Brands

Best for: Lifestyle, beauty, and wellness brands with both DTC and retail ambitions

Cart.com brings together a nationwide fulfillment network with a proprietary order management system (OMS) and warehouse management system (WMS), giving brands real-time control over inventory across every channel. Their fulfillment network enables 1-to-2-day shipping to 98% of the USA, and they are particularly well-regarded among beauty, cosmetics, and health and wellness brands that need both speed and brand presentation.

7. Whitebox — Best for Amazon and Walmart Marketplace Sellers

Best for: Brands that generate most of their revenue through Amazon or Walmart and want fulfillment combined with marketplace strategy

Whitebox takes a unique approach by combining 3PL fulfillment with active marketplace management. They handle FBA-compatible and FBM-compatible fulfillment while also managing ad strategy and inventory optimization on Amazon and Walmart. For brands heavily dependent on marketplace performance, this integrated model can be a significant competitive advantage.

How to Choose the Right 3PL for Your Brand

With so many strong options, the decision comes down to a few key variables:

Order volume. Simpl Fulfillment is purpose-built for brands shipping 1–500 orders per month. ShipBob and ShipMonk become more competitive as volume grows. Enterprise-grade providers like Buske are built for high-volume complexity.

Product type. Heavy or oversized? Look at Red Stag. Temperature-sensitive or food-grade? Buske has purpose-built infrastructure. Subscription boxes or kitted products? ShipMonk and Simpl both excel here.

Sales channels. If you’re Shopify-first with a clean operation, Simpl or ShipBob are natural fits. If you’re selling across five platforms simultaneously, ShipMonk or Cart.com’s omnichannel capabilities may serve you better.

Pricing transparency. Several factors influence your 3PL services bill, including order volume, storage space requirements, value-added services, shipping distance and weight, and any special handling needs. shiphero Always request a detailed quote and ask specifically about dimensional weight charges, storage minimums, and peak season surcharges before signing.

Technology. Your 3PL should connect seamlessly with your existing tech stack. Simpl’s native integrations with 80+ platforms make it one of the most plug-and-play options on the market. For brands on custom or enterprise systems, providers like Buske with deep ERP and EDI capabilities are worth evaluating.

The Bottom Line

The best 3PL for your business is the one that matches your current volume, product profile, and growth trajectory, not the one with the most name recognition or the longest list of features.

For small-to-mid-sized DTC brands that want straightforward pricing, same-day shipping, and a partner that genuinely cares about the customer experience, Simpl Fulfillment stands out as one of the strongest options in the market. Their flat-rate model, 99.99% accuracy rate, and same-day fulfillment cut-off make them an exceptional choice for brands shipping up to 500 orders per month who are done with 3PL complexity.

Whatever stage your brand is at, the right fulfillment partner isn’t just a vendor, it’s the infrastructure your growth is built on. Alongside fulfillment efficiency, investing in link building services for ecommerce website growth helps brands build authority and attract high-intent search traffic.

Wholesale Resurgence Reshapes Retail Growth Strategy

By
Craig Patterson
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Fashion store with wholesale brands. Photo: RI/Google

A notable shift is underway in the retail industry, as wholesale regains prominence after years of direct-to-consumer dominance. New data from Lightspeed’s NuOrder platform suggests that wholesale is now the primary growth driver for many brands, reflecting a broader recalibration toward profitability and scale.

According to the 2026 State of B2B eCommerce report, based on insights from 200 senior wholesale leaders, 78% of brands now rank wholesale as their top investment channel. By contrast, direct-to-consumer physical retail has fallen sharply, with only 18% of brands prioritizing it. This signals a clear pivot in how companies are approaching growth, with wholesale increasingly viewed as a more predictable and margin-efficient pathway.

Retail expert Bruce Winder says the shift is not entirely surprising given the challenges associated with scaling direct-to-consumer operations. “DTC is a tough business unless you already have a strong wholesale foundation,” he explained. “The volume just isn’t there in most cases compared to wholesale, and the cost structure of retail can be very difficult to sustain.”

Margin Pressures Drive Strategic Reset

The renewed focus on wholesale growth in retail is closely tied to a broader industry emphasis on profitability. Rather than pursuing aggressive expansion, brands are prioritizing cost control, pricing flexibility, and margin improvement.

Lightspeed’s data shows that 54% of retailers are focused on reducing costs, while 46% are emphasizing pricing flexibility and 43% are targeting margin gains. This marks a clear departure from the growth-at-all-costs mindset that characterized much of the past decade.

Bruce Winder
Bruce Winder

Winder noted that many brands underestimated the operational burden of running their own retail networks. “Retail is a low-margin business with significant fixed and variable costs,” he said. “A lot of companies stepped into it and realized the economics didn’t justify the investment, especially without sufficient scale.”

He pointed to high-profile examples such as digitally native brands that struggled to sustain valuations once they expanded into physical retail, highlighting the risks of relying too heavily on a direct-to-consumer model.

Wholesale Offers Scale, but Not Without Challenges

While wholesale growth in retail is gaining momentum, the infrastructure supporting it remains underdeveloped. Only 9% of brands report having fully integrated wholesale systems, while 62% cite a lack of standardization and 63% report ongoing data accuracy issues.

Even as visibility improves, with 74% of brands now able to track sell-through data, nearly half say that information is not actionable. This disconnect underscores what the report describes as a “maturity gap” between wholesale’s strategic importance and the systems needed to support it effectively.

Winder emphasized that wholesale allows brands to focus on core strengths such as product development while offloading many of the operational complexities associated with retail. “You don’t have to worry about all those downstream costs,” he said. “It can be a more profitable part of the value chain compared to running stores.”

The Evolving Role of Channels in a Polarized Market

The resurgence of wholesale also reflects broader structural changes in retail. The market has become increasingly polarized, with large-scale players dominating volume and specialty brands competing in more focused niches.

“Retail today is very polarized,” Winder explained. “At the high-volume end you have major players, and at the other end you have specialty brands. It’s difficult to operate in the middle, especially for multi-brand retailers.”

This dynamic is influencing how brands approach distribution. Many are now adopting hybrid strategies, using wholesale to achieve scale while selectively investing in direct-to-consumer channels where it makes economic sense.

Winder added that success often depends on aligning the business model with product economics. “If you’re selling high-ticket items with strong margins, you can make retail work,” he said. “But for lower-priced products, it becomes much harder to cover the costs without significant volume.”

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Skip partners with Loblaw for grocery delivery

By
Mario Toneguzzi
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Skip image
Skip image

Skip, Canada’s homegrown delivery network, has brought Loblaw Companies Limited onto its expanding retail network to bring fast and convenient grocery delivery to Canadians coast to coast.

From fresh produce to pantry staples and last-minute essentials, Canadians can now order their grocery top up needs on Skip across 13 participating Loblaw banners like No Frills, Loblaws, Real Canadian Superstore, Maxi, and Your Independent Grocer. 

The collaboration marks another key milestone in Skip’s continued grocery expansion, connecting Canadians with one of the country’s most recognized grocery brands while strengthening Skip’s growing retail offering. It brings together two iconic Canadian brands with a shared commitment to supporting their communities and meeting the evolving convenience needs of Canadians, said the company in a news release on Tuesday.

As Canadian households become increasingly time constrained, the demand for fast, flexible shopping options continues to grow. The partnership helps Canadians easily handle any last-minute grocery runs, midweek pantry refills, and everyday top-up needs, it said.

Paul Sudarsan
Paul Sudarsan

“Our partnership with Loblaw brings together two homegrown brands to redefine convenience and bring the best of Canadian grocery directly to customers’ doors,” said Paul Sudarsan, SVP, Partnerships at Skip. “From the weekly top-up shop to the last minute dinner save, we’re meeting Canadians exactly where they are, at every price point and in every postal code.”

Avery Ironside
Avery Ironside

“With Skip we are excited to provide a new way to get groceries delivered with a great Canadian partner,” said Avery Ironside, Senior Director of Marketing & Growth at Loblaw. “It’s now even easier for Canadians to get the products they know and love when and where they need them, including their favourite PC  foods.”

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Clutch Opens Ottawa Customer Hub at Bayshore

By
Craig Patterson
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Clutch at Bayshore Shopping Centre in Ottawa. Photo supplied

Toronto-based Clutch is expanding its physical footprint with the launch of a new Customer Hub at Bayshore Shopping Centre, marking its first location in Ottawa and second Customer Hub nationally. The opening reflects a broader strategy to complement its digital-first model with selective in-person touchpoints as the company continues to grow across Canada.

The new Ottawa location, situated at 100 Bayshore Drive, will officially open to the public with a grand opening event on April 11, where visitors can stop by for refreshments and learn more about the company’s services.

 

Blending E-Commerce with In-Person Experience

The Clutch Ottawa Customer Hub is designed to function as a centralized pickup and drop-off point for customers buying or selling vehicles through the company’s online platform. As the company scales, these physical hubs are intended to enhance accessibility while maintaining the efficiency of a fully digital transaction process.

“We’ve seen how impactful a physical space can be in connecting with our customers,” said Dan Park. “Transparency and convenience are core to our business, and giving Canadians the flexibility to engage with us how they want, whether fully online or with in-person support, is important as we continue to grow across Canada.”

At the Bayshore location, customers will be able to complete vehicle handoffs, access support from on-site staff, and receive guidance through the digital buying or selling process. The space also includes dedicated stations where customers can browse inventory and compare vehicles with assistance from Clutch representatives.

Supporting Growth of Canada’s Online Car Retail Market

Founded in 2016, Clutch has positioned itself as a full-service online retailer for pre-owned vehicles, differentiating itself from traditional marketplaces by owning and reconditioning its inventory. Each vehicle undergoes a 210-point inspection process, and purchases are backed by a 10-day money-back guarantee, allowing customers to “test-own” their vehicle after delivery.

The company has experienced significant growth in recent years, driven in part by shifting consumer preferences toward e-commerce and convenience. Clutch reached profitability in 2024 and has raised more than $160 million in funding, reflecting strong investor confidence in its model.

While the platform enables end-to-end online transactions including financing and delivery, the introduction of physical hubs signals a hybrid approach that combines digital efficiency with human interaction. The Clutch Ottawa Customer Hub represents a continuation of this strategy, offering customers optional in-person support without altering the core online experience.

Strategic Location in a Major Ottawa Retail Destination

The choice of Bayshore Shopping Centre underscores the importance of accessibility and visibility in Clutch’s expansion strategy. Located in Ottawa’s west end, the centre is one of the region’s largest retail destinations, drawing millions of visitors annually and serving as a key transit hub.

With more than 180 retailers and a long history dating back to its opening in 1973, Bayshore has evolved into a super-regional shopping centre following a major redevelopment completed in 2016. Its location at the junction of Highways 417 and 416 provides convenient access for residents across Ottawa’s western suburbs, including Nepean and Kanata.

By situating its Customer Hub within a high-traffic retail environment, Clutch is positioning itself to reach a broad audience while reinforcing its brand presence in the market.

 

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PÜR Gum Founder Jay Klein on Growth and Dragons’ Den

By
Craig Patterson
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Toronto-based entrepreneur Jay Klein has built one of Canada’s most notable consumer packaged goods success stories with PÜR Gum, a brand that has grown from a grassroots startup into a globally distributed leader in the better-for-you confectionery space.

Founded in 2010, the company has scaled to more than 50 countries and over 50,000 points of distribution worldwide, reflecting a sustained period of rapid expansion and strong consumer adoption. Klein’s journey, which began with a simple idea and a single sale, now includes a return to Dragons’ Den as a guest Dragon in 2026, marking a full-circle moment more than a decade after first pitching the business on the show.

Building a Brand One Customer at a Time

Klein described his early entrepreneurial mindset as rooted in curiosity and persistence. “I wanted to build something where I could create a recurring relationship with the consumer,” he said, reflecting on his transition from running a marketing agency into launching a product brand.

Jay Klein

The idea for PÜR emerged from observing grocery trends and identifying a gap in everyday products. At the time, better-for-you alternatives were beginning to gain traction, yet chewing gum remained dominated by traditional formulations. Klein saw an opportunity to remove artificial ingredients and offer a cleaner alternative without sacrificing taste.

“I remember putting a tray of gum into a health food store and waiting for someone to pick it up,” he said. “Selling that first pack to a stranger was the moment I realized there was something bigger here.”

From that initial breakthrough, the company scaled rapidly. Within its first year, PÜR expanded from a handful of locations to hundreds of retail accounts, driven by a direct, relationship-focused sales strategy targeting independent health retailers.

Product Differentiation Drives PÜR Gum Growth

At the core of PÜR’s success is its positioning around ingredient transparency and health-conscious consumption. The brand’s gum is free from aspartame and artificial additives, instead using xylitol as a natural sweetener. This approach aligned with a broader shift in consumer preferences toward cleaner-label products.

Klein emphasized that the strategy was never about rapid expansion at any cost, but rather about building credibility with both retailers and consumers. “You have to earn your place on the shelf,” he said. “Retailers need to trust that you’ll deliver, and consumers need a reason to come back.”

Today, PÜR products are widely available across major retailers including Amazon, Whole Foods Market, Walmart, and Canadian chains such as Loblaw Companies Limited and Sobeys. The brand has also achieved strong performance in e-commerce, ranking as the top-selling gum on Amazon in multiple markets.

Navigating Industry Shifts and Market Challenges

The chewing gum category itself has undergone significant change in recent years. Klein noted that traditional sugared gum has declined, while demand for sugar-free and better-for-you options has grown steadily.

At the same time, external pressures such as tariffs and currency fluctuations have created operational challenges. PÜR manufactures its products in Switzerland, and a 39 percent tariff into the United States at one point placed pressure on margins.

“We chose to absorb those costs and focus on long-term relationships,” Klein said. “It forced us to become more efficient and disciplined as a business.”

Despite these headwinds, the company continues to grow at a rate of more than 35 percent annually, with global retail revenue expected to exceed $250 million.

Innovation and Expansion Across Categories

Looking ahead, innovation remains a key driver of PÜR Gum growth. The company has expanded beyond its core gum offering into mints and other breath-freshening products, while also introducing new flavour profiles such as sour varieties aimed at tapping into consumer nostalgia.

Klein sees significant runway for continued expansion, both geographically and within adjacent product categories. “We’re still connecting with new consumers every day,” he said. “There are many people who don’t yet know there’s an alternative.”

Canada remains a critical market for the company, representing its highest level of market penetration, even as the United States leads in total revenue.

Jay Klein on the set of Dragons’ Den

A Full Circle Moment on Dragons’ Den

Klein’s recent appearance as a guest Dragon on Dragons’ Den underscores the brand’s evolution and his growing role within Canada’s entrepreneurial ecosystem.

Reflecting on the experience, he described it as an opportunity to support emerging founders navigating the same challenges he once faced. “I know exactly how it feels to stand there and pitch your idea,” he said. “Sometimes the best advice is just helping someone take the next step, not ten steps ahead.”

His approach emphasizes calculated risk-taking and resilience, drawing on lessons learned over years of scaling a business in a competitive global market.

A Canadian Success Story with Global Reach

As PÜR continues to expand, Klein remains focused on long-term brand building rather than short-term gains. He positions the company alongside legacy consumer brands that have maintained relevance across generations, while adapting to evolving consumer expectations.

“We’re building for the long term,” he said. “We want to create something that lasts and continues to connect with consumers around the world.”

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Skip Expands Grocery Delivery with Loblaw Deal

By
Lee Rivett
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Photo: Loblaws

Canadian delivery platform Skip has significantly expanded its grocery offering through a new nationwide partnership with Loblaw Companies Limited, bringing a wide range of grocery banners onto its platform.

The collaboration enables Canadians to order from 13 Loblaw banners, including No Frills, Loblaws, Real Canadian Superstore, Maxi, and Your Independent Grocer, directly through Skip. The move strengthens Skip’s position in the increasingly competitive on-demand grocery delivery market and reflects a broader shift toward convenience-driven retail.

“This partnership with Loblaw brings together two homegrown brands to redefine convenience and bring the best of Canadian grocery directly to customers’ doors,” said Paul Sudarsan, SVP, Partnerships at Skip. “From the weekly top-up shop to the last minute dinner save, we’re meeting Canadians exactly where they are, at every price point and in every postal code.”

 

A Strategic Push Into Grocery and Everyday Essentials

The Skip Loblaw grocery delivery initiative is part of a larger strategy to position Skip as a comprehensive retail delivery platform rather than a restaurant-only service. As consumer habits shift toward immediacy and flexibility, the company is targeting “top-up” grocery trips, midweek refills, and last-minute meal solutions.

“With Skip we are excited to provide a new way to get groceries delivered with a great Canadian partner,” said Avery Ironside, Senior Director of Marketing & Growth at Loblaw. “It’s now even easier for Canadians to get the products they know and love when and where they need them, including their favourite PC® foods.”

This partnership connects Canadians across more than 450 cities and towns to Loblaw’s extensive grocery network, which spans over 2,800 locations nationwide. It also reinforces Loblaw’s continued investment in digital channels and last-mile fulfillment.

Intensifying Competition in On-Demand Retail

The expansion comes as competition intensifies among delivery platforms. Skip’s move follows similar partnerships by rivals, including Instacart and Uber Eats, both of which have been building out grocery and retail offerings in Canada.

In late 2025, Uber Eats added Loblaw to its platform, highlighting the strategic importance of grocery partnerships in driving user frequency and basket size. Skip’s response has been to rapidly scale its own retail ecosystem, leveraging its Canadian roots as a differentiator.

 

A Broader Retail Expansion Strategy

The Loblaw agreement is the latest in a series of partnerships that underscore Skip’s evolution into a broader “everything delivery” network. Over the past year, the company has added major partners across multiple retail categories, including Walmart Canada, Shoppers Drug Mart, Dollarama, and PetSmart.

These moves reflect a deliberate effort to capture a larger share of everyday consumer spending, extending beyond food delivery into grocery, pharmacy, and general merchandise. Skip has also introduced loyalty initiatives and partnerships, including integrations with WestJet, to deepen engagement and build a more comprehensive ecosystem.

According to company data, Skip’s retail category has seen rapid growth, with triple-digit increases driven by these partnerships and evolving consumer behaviour.

Meeting Growing Demand for Convenience

The expansion aligns with broader trends in Canadian retail, where time-constrained consumers are increasingly turning to on-demand services for everyday needs. Grocery delivery, once considered a niche offering, has become a core component of omnichannel retail strategies.

By positioning itself as a platform for quick “top-up” grocery trips, Skip is targeting high-frequency use cases that can drive repeat engagement and customer loyalty.

To support adoption, the company is offering promotional incentives, including 30 percent off the first three Loblaw orders of $45 or more, capped at $15 per order, through May 31, 2026.

Strengthening a Homegrown Competitive Narrative

A notable aspect of the Skip Loblaw grocery delivery strategy is its emphasis on Canadian identity. Both companies have positioned the partnership as a collaboration between two homegrown brands, a message that resonates amid growing competition from global players.

Founded in the Prairies in 2012, Skip has grown into a national technology platform with more than 50,000 partners. As a subsidiary of Just Eat Takeaway.com, it combines local market knowledge with international scale.

For Loblaw, the partnership adds another layer to its omnichannel capabilities while reinforcing its presence in digital grocery.

Outlook for On-Demand Grocery in Canada

As delivery platforms continue to expand their retail partnerships, the competitive landscape is expected to intensify further. Grocery, in particular, remains a key battleground due to its frequency and importance in household spending.

The Skip Loblaw grocery delivery partnership signals a continued shift toward integrated, convenience-driven retail ecosystems, where consumers expect fast, flexible access to a wide range of products.

With major players investing heavily in this space, the race to define Canada’s leading on-demand retail platform is accelerating.

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As Grocery Theft Rises, Surveillance Tactics Draw Scrutiny in Canada

By
Retail Insider
-
A security guard monitors customers in a grocery store. Image: RI/Google

By Alissa Overend

Militarized surveillance systems are becoming the new normal in many Canadian grocery stores, marking a disturbing symptom of an already fraught food retail system.

At a FreshCo in Toronto and a Superstore in Calgary, staff have begun wearing body cameras in response to rising theft at self-checkouts, organized retail crime where high-value items such as meat are stolen and resold and increased food insecurity.

Surveillance systems in commercial retail are nothing new; cameras, mirrors and store design have long been used to deter shoplifting. But these newer, more militarized approaches seem both heavy-handed and misguided.

The new measures raise important questions about the camera’s effectiveness in theft detection, impacts on consumers and employees and freedom of information and privacy concerns.

Surveillance expands as theft rises

Despite the growing costs for employees and consumers, retailers say they are facing significant losses from retail crime, which the Retail Council of Canada has called a “national crisis.”

Retailers reported an average profit shrink of 1.5 per cent in 2024, which is almost double what it was in 2019. Grocers and retailers have both cited self-checkouts as a top contributor to this shrink.

Meanwhile, police-reported incidents of shoplifting are rising. Toronto police reported that 105 incidents of shoplifting goods over $5,000 occurred in 2024, up from just 32 in 2020. Winnipeg police reported a 46 per cent increase in retail theft in 2024 compared to the year prior.

In response, retailers are spending millions on police, security and other forms of surveillance. Superstore, for example, has spent more than $12 million in the last five years on special duty police officers to patrol checkouts. Walmart started using special duty officers in their Winnipeg stores in 2022, costing the U.S. conglomerate $1.4 million.

Retailers have turned to a number of alternatives to deter retail theft, including locking products behind barriers. Photo: RI/Google

Persistent food insecurity

These developments cannot be separated from the fact that food insecurity in Canada is widespread and growing. About one-quarter of all Canadians find themselves food insecure, with disproportionately higher rates among Indigenous, Black, disabled, newcomer and senior populations.

This persists despite Canada having the ninth-largest global economy and despite the global food system producing more food now than at any time in history.

The problem is not a lack of food but a lack of affordable, equitable access to food. Food insecurity has been growing for decades, even as corporate food retailers report high profits.

A man shops in a grocery store. Image: RI/Google

At the same time, workers’ wages in the retail food sector remain stagnant. The industry relies heavily on migrant and immigrant labourers and routinely pays minimum wage. While the federal minimum wage was just raised to $18.15 per hour, it remains lower in some provinces, including $15 in Alberta.

For many workers, an hour’s wages barely covers the cost of a 10-ounce steak or its vegan equivalent. According to the Canada Food Price Report, Canadians are spending between three and five per cent more on groceries, with the highest increases seen in meat.

As fuel costs increase due to the U.S.-led invasion of Iran, grocery prices are likely to increase even more.

Rising profits for companies

Commercial food retail in Canada, and elsewhere around the world, is big business.

A handful of companies dominate the market. Loblaw Companies Ltd., whose parent company is led by CEO Galen Weston Jr., operates chains including Loblaws, Real Canadian Superstore, No Frills, Zehrs, T&T Supermarket and Shoppers Drug Mart. He was the third-wealthiest Canadian in 2025, with a net worth of $20.6 billion.

The company’s stock has more than tripled since the COVID-19 pandemic, with earnings up 11.6 per cent in 2025. This is despite paying out $500 million in a class-action settlement from a bread price-fixing scheme.

The other “Big Five” food companies in Canada include Sobeys (that owns Safeway, IGA, FreshCo and Farm Boy), Metro (that owns Super C, Food Basics and Jean Coutu), Costco and Walmart. Together, the Big Five control roughly 80 per cent of the grocery market.

Rethinking food systems

The bottom line is that people are hungry and food is expensive. We’ve replaced human labour with automated self-checkouts. Misshapen vegetables are wasted at the farm due to strict grocery store specifications of shape and size.

Food is spoiled in transit or held up at borders. Grocery stores purposefully over-buy to give the sense of abundance in store aisles all while throwing a lot of it out.

The problem lies not in people ringing in organic bananas for the non-organic ones, but in the way we buy and sell food more broadly. Canadians are already fed up with the business-as-usual of large commercial retail grocery stores — perhaps the recent militarized surveillance might serve as a collective breaking point.

There are better alternatives: farmers’ markets, community supported agriculture and the mounting support for public grocery stores are all more sustainable on several social, ecological and economic markers.

Food should be a human right, not one protected by pricey surveillance systems to protect corporate profits. Our collective purchasing power can exercise the kinds of food systems we want, and the ones we can no longer tolerate.

About the Author: Alissa Overend is Associate Professor, Department of Sociology, MacEwan University

This article originally appeared in The Conversation.

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T. LINE continues to expand retail presence through strategic partnerships

By
Mario Toneguzzi
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T. LINE
T. LINE

From the beginning, the T. LINE brand has been rooted in thoughtful, intentional design—”and as we’ve grown, we’ve refined how we bring that to life,” says founders Britt Barkwell and Alia Bissett.

“In 2026, we’re moving beyond traditional seasonal deliveries in favor of a more fluid rhythm: limited-edition drops released alongside our core shirting. It allows us to introduce considered newness throughout the year while continuing to build on the silhouettes women return to season after season,” say the two business owners in a letter to customers.

Its first two editions set the tone for the year ahead. In January they introduced The Shirting Wardrobe, a refined edit of its foundational silhouettes, alongside a new “find your shirt” tool designed to make discovering the right fit and style effortless. In February they launched The New Blue, a transition-ready palette that also marks the debut of chambray at T. LINE, offered in three classic shades—indigo, navy, and blue.

“For spring, we turn toward colour—introducing a bold colour-blocked capsule that plays with contrast, saturation, and unexpected combinations, bringing a fresh energy to our core silhouettes. As we move into summer, La Dolce Vita follows, defined by bold stripes in primary hues—an expressive, sun-soaked take on warm-weather shirting,” they say.

Britt Barkwell and Alia Bissett
Britt Barkwell and Alia Bissett

“As we enter our fourth year, we’re excited to continue expanding our retail presence through strategic partnerships. This spring, we build on our U.S. presence with ongoing collaborations with Kirna Zabête in New York and Palm Beach, and Teller in Los Angeles and Montecito.

“Alongside these releases, we are introducing T. CLUB—a new editorial series rooted in conversation and community. The series begins with an editorial moment, showcasing a curated group of women in our shirts—an iconic celebration of shirting and the way it’s worn in real life. This is followed by T. CLUB In Conversation, an in-store series where we sit down with these women to explore their perspectives, practices, and what informs the way they live and work.”

Founded in 2022, T. LINE is a contemporary womenswear brand built on the iconic staying power of shirt dressing. Purveying always-classic closet essentials that complement their core shirting, T. LINE believes in crafting thoughtfully edited collections that transcend trends and outlast a single season.

T. LINE founders Barkwell, a creative and marketing lead who launched editorial platforms at notable brands like Club Monaco and Canadian retailer Holt Renfrew, and Bissett, the former Director of Strategy at Holt Renfrew, each bring over a decade of fashion acumen. After seeing a gap in the market for shirting-first brands that were both classically cool and accessible, the pair were keen on carving out their own viewpoint.

“There are always interesting things happening in the retail industry. From more of a global perspective, there are a lot of great new brands coming into the market, “ said Bissett in an interview.

“I think generally a lot of these brands are doing a great job being fantastic direct-to-consumer businesses, similar to us, where we’re really focused on what we’re doing from a direct-to-consumer business perspective, and then also being super selective and strategic about who they’re partnering with from a retail perspective.

“I mean, obviously, particularly in the U.S., we’re seeing some sad stories in a way, with Saks filing for bankruptcy . . . It’s a tough time for a lot of wholesale accounts, and that business is changing. But I think what’s really cool is we’re seeing so many new brands still launching in spite of that and just shifting models. I think the reliance on wholesale is maybe not as deep as it was at one time, at least for those big retailers.

“I think what’s also really cool is that boutiques have really risen. There are so many— even in Toronto—so many wonderful boutiques with amazing buyers who know their customers intimately. I think that is where brands are partnering now. It’s really cool how a lot of brands are now really owning their story, owning the relationships with their customers, and then being super strategic about where they’re locating and who they’re partnering with, and continuing to grow. So I think everyone’s being smart. I think everyone’s doing the best they can in the environment, and obviously there’s still a ton of opportunity given the number of entrants coming into the market. I think it’s still a really inspiring place to be.”

T. LINE
T. LINE

“With the volatility that we see in the market and in the economy in general, that’s something we’ve definitely focused on—what can we actually control in our business? I think placing emphasis on our direct-to-consumer business, where we really own that customer relationship—we can control our margins. We just have more control over our business. I think that’s somewhere we are definitely placing more emphasis,” added Barkwell.

Barkwell said the brand has shifted its model from being primarily focused on huge seasonal collections to more of a drop model, where it focuses on tightly edited assortments.

Bissett said the brand had a few insights.

“Because we have so much great information from our direct-to-consumer business, we’re really able to adjust and pivot our business based on what our customers are telling us, both through the data and through anecdotal feedback we get from the women,” she said.

“We’re really finding that, for us, it’s best to be nimble and able to give these women what they need when they need it, which has directed us into more of a monthly drop cadence, as opposed to dropping a big collection and then waiting and dropping another big collection.

“Our customers are very much “buy now, want to wear immediately.” Because we’re able to produce in Canada—we’re producing in the GTA—it’s nice that we can be nimble. We can design, produce, and get stuff out relatively quickly.

T. LINE
T. LINE

“So we thought, why not take advantage of that opportunity, as opposed to planning at least a year out for the next collection? It’s fun for us, and it’s more newness. People see things online and want them immediately.

“For us, it’s an opportunity to have more newness more often. Whereas if we were dropping a single collection that had to live throughout the whole season, people tend to get a bit bored, and it’s not as exciting.”

Barkwell said the brand still has its store in Rosedale, Toronto which is doing really well and it’s looking at strategic partnerships with various retailers in the U.S.

“It’s really about looking at who those strategic partners are that we can work with. It’s more of a branding exercise, because they share the same customer and are in markets we’re interested in. It’s about being more strategic about the wholesale accounts we’re pursuing,” she explained.

Barkwell said the two have thought about another physical location for the brand.

“That’s something we’re always looking at—spaces and opportunities. Eventually, that’s something we absolutely would like to do,” she said.

“Having our own store and space is something we can really control, and it’s a real reflection of our brand. It’s been such an incredible way to connect with our customers, get feedback, and evolve the space on our own terms.

“We originally launched something called T. CLUB which is an editorial series where we feature women wearing our shirts—women we admire who are doing interesting things in their careers and elsewhere. We’re evolving that into an in-store series called T. CLUB in Conversation. That will be a nice extension where we can bring women into the store.”

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Fairmont Pacific Rim appoints new executive pastry chef

By
Mario Toneguzzi
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Fairmont Pacific Rim image
Fairmont Pacific Rim image

Fairmont Pacific Rim in Vancouver has appointed Chad Yamagata as its new executive pastry chef, bringing more than two decades of international experience leading pastry programs at some of the world’s most renowned luxury hotels. 

He will oversee all pastry operations across the hotel’s culinary venues, as well as lead the pastry program at the hotel’s award-winning restaurant, Botanist, said the luxury hotel.  

Yamagata joins the Forbes Travel Guide Five-Star property with a career spanning South Korea, Dubai, and Canada. Known for his refined and elegant approach to dessert, he has built a reputation for delivering elevated guest experiences while creating and mentoring pastry teams, it added.

Jens Moesker
Jens Moesker

“We are thrilled to have Chad join our culinary team,” said Jens Moesker, regional vice president and general manager, Fairmont Pacific Rim. “He introduces a new level of artistry and global perspective to our dessert and pastry program, and we look forward to the creativity and leadership he will bring to Fairmont Pacific Rim.” 

Most recently, Yamagata was the owner and pastry chef of SEE WHY Patisserie & Dessert Studio in Seoul, Korea, where he led a program of bespoke dessert collaborations with leading global luxury brands, such as Louis Vuitton, Bottega Veneta, Van Cleef & Arpels, Balenciaga, Gucci, and Thom Browne. 

His resume also includes the role of executive pastry chef at five-star hotels such as St. Regis Hong Kong and JW Marriott Dongdaemun in Seoul. He was also the corporate executive pastry chef of South Korean celebrity chef Edward Kwon’s restaurant group, EK Foods. 

“I’m honoured to be returning home to Vancouver and joining the talented team at Fairmont Pacific Rim,” said Yamagata. “This is an incredible opportunity to lead the pastry program across such a dynamic property, including the Michelin Guide-recommended Botanist. I look forward to creating memorable dessert experiences for our guests.” 

Fairmont Pacific Rim – Vancouver’s definitive luxury hotel – was rated the World’s Best Business Hotel by Condé Nast Traveler readers and awarded the coveted Forbes Travel Guide Five-Star and AAA Five Diamond Ratings. The ultramodern downtown hotel offers unobstructed mountain and harbour views, combining the best of the Pacific Rim in its architecture and décor. The hotel features three award-winning dining destinations, resort-style Forbes Five Star Willow Stream Spa, rooftop and pool sundeck, lavish guestrooms, and a variety of the city’s most luxurious suites.

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Sleep Country raises awareness of ‘sleep shaming’

By
Mario Toneguzzi
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Sleep Country photo
Sleep Country photo

Canadians are exhausted and public transit has become the most honest place you can see it. Eyes close, heads lean, bodies slow… then a jolt awake and a quick look around, as if being “caught” napping is something to be embarrassed about. 

That moment is at the heart of sleep shaming and it’s exactly what Sleep Country set out to normalize during Sleep Awareness Month in March.

Building on their Stop Sleep Shaming movement, Sleep Country reinforced a simple message: there’s no shame in prioritizing your sleep and, by extension, your health and day-to-day performance.

A new national survey commissioned by Sleep Country found that seven in 10 Canadians feel exhausted at least a few days per week and it shows up most clearly on public transit, where 82% of riders have felt the urge to fall asleep during their commute however more than half feel self-conscious about dozing off in public.

To bring that reality to life during Sleep Awareness Month, and help normalize rest without shame, Sleep Country transformed a TTC streetcar into a calm “Permission to Snooze” zone with live musical performances featuring popular lullabies, travel pillows, and sleep masks. 

The message: if you can find a quiet 10 minutes of rest between stops, take them. Permission to snooze: granted.

John Myhal
John Myhal

John Myhal, Brand Marketing Director, of Sleep Country, said the brand unveiled last year its new Sleep Awareness Month campaign around “Stop Sleep Shaming.” 

“This topic was super interesting. Basically, the idea here is that there’s this taboo, mini cultural tension that we have where a lot of people inadvertently—and it’s actually half of Canadians—shame other people about getting rest and sleep,” he explained.

“So it’s about one in two Canadians who shame somebody for sleeping. Whether it’s, “Hey, why are you going to bed at nine o’clock? Why are you leaving the party early? Why are you sleeping in?”—all those things. And more than one in two Canadians have been shamed.

“So it’s this very interesting topic that hits at this cultural tension: we have such a hustle culture, it’s all about glorifying burnout, it’s all about the grind, and it’s leading people to neglect their sleep, but then also shame others when they do get good sleep.

“As Sleep Country, we’re all about wanting to awaken Canadians to the power of sleep. We want to champion sleep for the industry, for Canadians across the country. We loved this topic because it hit on this cultural truth—that this behaviour is happening and people don’t even realize it.

“It was actually really interesting when we developed this. When we first landed on it with our agency, Mechanism, once they brought this forward, we all were like, “Oh my God.” In the room, you could see the light bulbs go off. I was like, “Oh my God, I’ve been shaming my wife for going to bed at nine o’clock at night.” Everyone was like, “Oh my God, I just got shamed earlier.” So it was just such a unique, great thing. We’ve done a bunch of research since then to support that.”

The campaign was launched last year and brought this taboo topic to life. For this year, Sleep Country wanted to take it a step further. In January and February, there were a lot of return-to-work orders happening across the country. This push to go back to offices was, for Sleep Country, another signal of hustle culture and burnout.

“One of the most common places where this was physically manifesting was on transit. You were seeing hugely packed—especially in Toronto—Union Station was packed, GO Train, TTC, completely full of people being ushered back into work. Again, this idea of hustle culture,” noted Myhal.

Sleep Country photo
Sleep Country photo

“We did further research on the fact that for people who commute into work, a vast majority want to sleep. More than half of people — 82% of riders — feel an urge to rest on transit, but more than half of them are self-conscious about it. So they choose not to give themselves permission to rest.

“So the idea here was — inside the campaign, with what was happening culturally and this self-conscious feeling — it led us to an activation where we could literally have a musician come into a TTC streetcar. We took over a TTC streetcar, had them play lullabies, and the idea was to give permission to riders on transit to get some rest anytime they could.”

Sleep Country photo
Sleep Country photo

Sleep Country gave away some items like travel pillows, sleep masks, and a coupon they could take to their local Sleep Country and redeem.

In Montreal, a similar campaign was held for Dormez-vous, which is under the Sleep Country umbrella, on the REM (Réseau express métropolitain) with a violinist from Cirque du Soleil.”

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