Research - 02.11.2026 - 10:00
In towns and cities, numerous deliveries can be consolidated over short distances. In Switzerland’s mountain regions, the situation is different. Long journey times, small shipment volumes, steep roads and demand that fluctuates sharply with the seasons make transport operations complex. At the same time, customers in these areas also expect reliable and timely deliveries.
Just how demanding this can be is illustrated by the supply chain to Alpine communities such as Zermatt. Goods are first transported to Visp, transferred to rail and then distributed within the car-free village using electric vehicles. A retail container holding 36 roll containers, with a vehicle capacity of six roll containers, requires six journeys just for the final distribution stage.
In tourist destinations such as Crans-Montana, the number of people present who need to be supplied varies, according to the experts surveyed, between around 7,000 and 70,000. Whilst large volumes of goods have to be handled during the high season, the necessary capacity utilisation is often lacking. Individual unloading points are then only served every third day.
As part of its “Peripheral Logistics” orientation, the Institute of Production and Supply Chain Management at the University of St.Gallen (HSG) conducted 21 expert interviews with representatives from the logistics, retail, rail, infrastructure and government and public authorities. Participants included Planzer, Galliker, Coop, Migros, Denner, Swiss Post, as well as various mountain railways and federal agencies.
The interviews highlight just how closely interlinked the challenges are. Topography and additional handling stages were discussed in 17 interviews, while high unit costs and dependence on individual transport corridors were each raised in 16. Added to this are low shipment densities, unbalanced flows of goods and federal authorisation procedures.
The central difficulty lies in the tension between cost-effectiveness, security of supply and sustainability. Maximising vehicle utilisation reduces costs but leaves less scope for short-term peaks in demand or disruptions. Additional capacity and alternative transport routes increase the security of supply but must be financed.
This tension is particularly evident in the provision of universal basic service across the country. The net costs of the basic postal service amounted to 363 million Swiss francs in 2024. At the same time, traditional letter volumes are falling, while the requirement for nationwide coverage remains.
The experts interviewed see greater consolidation of goods flows as a key solution. In 19 of the 21 interviews, consolidation and neutral dispatching were cited as potential improvements. The idea is simple: rather than several companies delivering to the same remote locations with vehicles that are sometimes underloaded, consignments could be consolidated across companies and distributed jointly. Neutral service providers or regional transhipment centres could take on a coordinating role in this process.
In practice, however, such models are hampered by commercial interests, a lack of data interfaces and questions of responsibility. Who takes charge of the organisation? How are costs and efficiency gains shared out? And how do the participating companies maintain their customer relationships?
The study shows that additional infrastructure alone is therefore not sufficient. What is crucial are functioning networks, common rules and viable business models.
Another possibility lies in the smarter combination of different modes of transport. In Alpine regions, railways and mountain railways already play a key role in freight transport. Shared transhipment points at the entrance to the valley could complement such transport chains and make last-mile distribution more efficient.
Digital technologies also open up new possibilities. In one practical test described in the study, AI-supported dispatch planning achieved a level of planning quality close to that of an experienced dispatcher, provided the data was of good quality. However, this requires reliable master data and interconnected systems. Technology alone cannot replace collaboration.
Based on the results, the study identifies six areas for action:
In addition to peripheral logistics, the third edition examines employment trends and the skilled labour situation in the Swiss logistics market. Around 196,000 people were employed in logistics professions in 2024. Whilst shortages persist in certain driving and specialist roles, the labour supply is significantly greater in other fields of activity.
Technological change, in particular, is likely to alter the employment structure. The study forecasts moderate growth to around 203,000 people employed in logistics by 2030. Administrative and commercial roles are likely to be more affected by artificial intelligence than traditional driving and warehouse tasks.
The publication is supplemented by an updated overview of the 100 largest logistics service providers in Switzerland, based on the 2025 financial year.
The study makes it clear that an efficient logistics system cannot be measured solely by large transhipment centres and international transport corridors. It is precisely in regions with small volumes, long distances and limited alternatives that the true robustness of the supply system becomes apparent.
The results suggest that regional goods flows should be organised more collaboratively and that the planning of logistics, infrastructure and regional development should be more closely integrated.
The Swiss Logistics Market Study is published by GS1 Switzerland and scientifically compiled by the Institute of Production and Supply Chain Management at the University of St.Gallen.
Go directly to the Swiss Logistics Market Study 2026 (in German)
