A new academic study by Oladipupo Fasawe is gaining strong attention across the United States logistics and operations sector. His research, Conceptual Framework for Improving Supply Chain Cycle Times Through Distributed Fulfilment Models, examines how American firms respond to delivery delays, rising operating costs and growing consumer expectations. The study outlines how distributed fulfilment, supported by digital tools, offers a path to shorter cycle times, improved resilience and stronger performance outcomes. The work appears at a time when the U.S. supply chain faces persistent congestion, cost pressure and rapid growth in e-commerce.
The U.S. logistics economy has become both a growth engine and a point of structural strain. Business logistics spending reached an estimated $2.6 trillion in 2024, representing close to nine percent of national GDP. Within that landscape, the logistics services industry included more than 50,000 establishments and over 850,000 direct workers by mid-2024, with millions more across transportation, warehousing and last-mile operations.
E-commerce growth has intensified pressure across the chain. Analysts value the U.S. e-commerce logistics market at more than $100 billion in 2024, with projections of continued double-digit growth. Consumers have also shifted their expectations. Surveys show that nearly three-quarters of American online shoppers now expect delivery within two days. Many define “fast delivery” as two days or less and will switch retailers when that standard is not met. Carriers have reduced average transit times to about 2.3 days, but on-time performance still fluctuates, especially during seasonal peaks. These conditions form the backdrop for Oladipupo’s research.
The study begins by identifying a clear structural issue. Many U.S. supply chains still depend heavily on large central fulfilment hubs that serve entire regions or the national market. During peak periods, these hubs experience bottlenecks, which create cascading delays across warehousing, transport scheduling and final delivery. The research introduces distributed fulfilment as a strategic alternative. Instead of relying on a single mega-centre, inventory is placed across multiple regional nodes. Oladipupo posits, “Central hubs slow down when demand rises, and this affects speed across the entire chain.”
According to the study, distributed fulfilment shortens transport distances, reduces backlogs and improves responsiveness. Orders are routed from regional sites positioned close to demand clusters. This approach cuts long-haul mileage and eases pressure on interstate corridors and dense urban last-mile networks. Smaller hubs handle fewer items, which strengthens order processing and allows more adaptable labour planning. The study explains how this structure helps U.S. firms meet the two-day delivery window that most shoppers now expect.
The analysis then examines the digital systems required to operate distributed networks at scale. Oladipupo highlights artificial intelligence for forecasting demand, noting that predictive models help firms anticipate where demand will rise and reposition inventory before shortages appear. The study details how Internet of Things sensors track stock levels across all nodes with real-time accuracy. Blockchain tools maintain record integrity and reduce the risk of transactional conflicts within multi-partner networks. Oladipupo posits, “A distributed network depends on digital links that update managers at the right time.”
The study argues that real-time visibility is essential. Without strong data infrastructure, regional fulfilment centres cannot coordinate with each other, carriers or suppliers. The research explains that many operators continue to face disruption from labour shortages, capacity mismatches and technology breakdowns. Oladipupo states that better digital integration would help firms reduce volatility and maintain reliable service.
The study also outlines a practical roadmap for companies shifting to distributed fulfilment. The plan begins with mapping where demand is concentrated and identifying which regions need faster service. It then details how firms should allocate inventory, design routing models and integrate their digital tools. Oladipupo posits, “Organisations need a step-by-step structure that matches real conditions.” The research stresses that this structure helps firms avoid common errors such as unnecessary fragmentation of stock or poor data quality.
Cost considerations receive detailed attention. Distributed fulfilment requires investment in additional local facilities, workforce expansion, technology platforms and data standards. The study acknowledges these costs but argues that long-term gains outweigh them. Faster delivery reduces lost sales and abandoned carts. Stronger accuracy lowers the cost of returns and service recovery. Better visibility reduces excess safety stock and improves planning. Oladipupo posits, “Firms gain long-term value when delays fall and decisions improve.”
Environmental performance forms another pillar of the research. Reduced long-haul transport leads to lower carbon emissions. This aligns with national and state priorities around decarbonising freight and logistics. The study notes that more precise stock placement also reduces waste and spoilage, which benefits sectors handling food, pharmaceuticals and temperature-sensitive items.
Resilience is examined in depth. Centralised networks face high vulnerability when a single hub is hit by weather, labour action, cyberattacks or local infrastructure failure. Distributed fulfilment divides activity across several nodes, creating redundancy and supporting continuity during disruption. Oladipupo posits, “A network with multiple nodes responds better when disruption occurs.” The argument carries weight after several years of supply chain disruption across ports, highways and distribution centres.
The study then discusses partnership coordination. Distributed fulfilment requires consistent inbound supply to regional nodes and close cooperation with parcel carriers, trucking firms and last-mile services. Vendors must meet predictable delivery windows. Carriers must manage shifting local and regional capacity. The research explains how predictive tools improve vendor planning and reduce lead-time uncertainty. Distributed networks help align inbound flows with regional demand more accurately than centralised models.
Oladipupo also links his analysis to national infrastructure planning. Distributed fulfilment influences where new warehouses should be located, how logistics real estate is developed and how transport infrastructure is used. The research argues that future investments in highways, freight corridors and broadband expansion should consider the needs of decentralised networks. Regions such as the Midwest, Texas Triangle, Southeast and Inland Empire stand out as strategic areas where distributed operations may expand.
Customer experience receives close attention. Distributed fulfilment places inventory near high-demand metro areas, reducing stockouts and improving reliability. The study explains that on-time delivery strongly influences customer loyalty, especially in e-commerce. With many shoppers ready to switch retailers over delivery delays, network design has become a competitive factor. Faster and more reliable service strengthens brand reputation and supports repeat purchases.
The study then combines its central elements into a single conceptual model. The model integrates decentralised storage, predictive analytics, digital tracking, transport coordination and cross-functional planning. The research emphasises that distributed fulfilment is not a theoretical idea but a realistic operational strategy when supported by strong data integration. Firms must align procurement, warehousing, transportation, IT and customer operations under shared performance metrics such as regional fulfilment speed, inventory accuracy and average cycle time.
The study stresses the need for accurate forecasting and clear reporting. Oladipupo argues that firms must track stock levels across all nodes to prevent shortages. Digital dashboards help managers compare performance between regions and identify developing bottlenecks. The study warns against relying on assumption-based monitoring rather than objective data.
In the concluding section, Oladipupo posits, “Supply chains will need regional structures that react quickly to real demand patterns.” The study states that e-commerce and omnichannel retail will continue to expand, driving demand for fast fulfilment and higher reliability. Distributed fulfilment prepares firms for sudden shifts in demand, supply or market conditions and supports broader national goals around economic resilience and competitiveness.
By outlining digital, operational and environmental factors in a coherent framework, the study gives U.S. companies a detailed blueprint for cutting delays and modernising their fulfilment systems. It also gives policymakers insight into how future logistics networks may evolve. As national discussions continue on how to strengthen American supply chains, Oladipupo’s work contributes a structured and data-driven perspective on how distributed fulfilment can help the country move goods faster, more reliably and more sustainably.
