Key Takeaways
- Evri Group delivered over one billion parcels in FY25/26, a 17% volume increase that hit its billion-parcel target three years ahead of schedule.
- Revenue rose 29% year-on-year to £2.38 billion, and adjusted EBITDA climbed 18% to £402 million.
- The October 2025 merger with DHL eCommerce UK and the May 2025 acquisition of Irish customs specialist Coll-8 turned Evri into a six-brand group spanning parcels, fulfilment, international and customs clearance.
- £80 million went into operations and infrastructure, including a £30 million automated sortation upgrade at the Barnsley super hub and expansion of the ParcelShop and locker network toward 25,000 UK locations by 2030.
- CEO Martijn de Lange has set a new target of 1.4 billion parcels a year by 2030, built on that diversified network rather than a single service line.
Resilience beats lowest cost, and Evri Group’s record year proves it in hard numbers. As an Ecommerce Logistics Consultancy watching carrier strategy across the UK, we have long argued that vendors who diversify their delivery network outperform those chasing the cheapest single option, and Evri’s climb past one billion parcels a year is the clearest evidence yet.
How Evri Turned Consolidation Into a Billion-Parcel Network
The headline number is striking on its own: parcel volumes up 17% for the twelve months to February 28, 2026, revenue up 29% to £2.38 billion, and adjusted EBITDA up 18% to £402 million. But the more interesting story is how Evri got there. It was not a single-brand push on price. It was consolidation. The October 2025 merger with DHL eCommerce UK and the May 2025 acquisition of Coll-8, an Irish customs clearance specialist, gave Evri six brands under one roof: Evri, Evri Premium, a network of DHL, Evri Fulfilment, Evri International, UK Mail and Coll-8. Each brand covers a different part of the parcel journey, from domestic last mile to cross-border customs, and together they let Evri absorb volume that a single-service carrier simply could not handle.
That structure is also why Evri hit its billion-parcel target three years early. When a network can move volume across six specialised brands instead of forcing everything through one channel, growth stops being a bottleneck problem and becomes a routing problem, which is a far easier problem to solve at scale.
What Evri’s Scale Play Means for Logistics Vendors
For logistics and supply chain vendors selling into e-commerce, the commercial lesson is not “go and merge with a rival”. It is that Evri backed its diversification with real infrastructure spend rather than treating consolidation as a paper exercise. £80 million went into operations, service and people. £30 million of that funded automated sortation at the Barnsley super hub, including a £25 million third-tier upgrade and a £4 million small-item sorter. A further £50 million is expanding the ParcelShop and locker network toward 25,000 UK locations by 2030, alongside investment in Veri-snap, Evri’s AI-powered delivery photo review tool, and a new courier app.
The concrete action for vendors here is straightforward: audit how much of your own delivery volume, or your clients’, still runs through a single carrier relationship, and ask what happens to service levels the day that carrier hits capacity at peak. Evri’s answer was to build multiple routes to the same outcome. Vendors who cannot point to the same optionality in their own carrier mix are carrying more risk than their pricing sheets suggest.
If you want to stay ahead of these shifts, get in touch with the Liberty Jai team and find out how we can sharpen your sales strategy.
Evri’s billion-parcel year will not be the last time a UK carrier proves that scale built on network diversity beats scale built on discounting. As the market keeps consolidating, the vendors who understand that shift first will be the ones setting the commercial agenda, not reacting to it.
Ready to grow your logistics business? Talk to Liberty Jai today and find out how our Ecommerce Logistics Consultancy expertise can open doors for your business.