Anthony Robinson writes about parcel shipping and ecommerce logistics, with a focus on how carrier pricing, delivery-area classifications, and claims affect shipping costs. Their posts offer practical analysis for retailers and logistics teams.
Useful for practical parcel shipping cost analysis and carrier pricing checks.
Best for
Parcel-cost-reduction, freight audit, or fulfillment technology campaigns for retail logistics teams.
Not for
Consumer same-day delivery or lifestyle campaigns seeking broad shopper reach and video content.
Key takeaways
FedEx's 2027 tables move 2,533 ZIP codes into Remote delivery tier.
Residential surcharge on a reclassified ZIP rises from $8.80 to $17.75.
A retailer recovered more than $470,000 in claims over sixteen weeks.
Check first: Confirm audience composition, commercial terms, and recent post results before contacting them.
Main ideas
The published rate increase is a floor, not a shipper's number · Carriers reprice geography, and the map is the real increase · Uncollected claims are a coverage problem, not a cleverness problem
Anthony Robinson writes about parcel shipping and ecommerce logistics, especially how carrier pricing and shipping operations affect what retailers actually pay.
In a September 2026 roundup, they look past FedEx’s 5.9% average rate increase to service-level costs, surcharges, ZIP-code changes, and other shipping developments, then point readers toward practical checks.
Another post explains how to compare a shipper’s ZIP-level volume with FedEx’s 2027 delivery-area changes.
These posts help readers understand shipping costs beyond headline rate increases.
Robinson connects industry changes to concrete calculations and next steps.
The ZIP-code post turns a carrier-table change into a method: identify affected residential volume, compare it with the new delivery-area list, calculate the dollar difference, and raise that figure with the carrier.
A claims-recovery post applies the same operational focus to uncollected money, describing how systematic detection, documentation, filing, and follow-up helped a retailer capture more than $470,000 in claim payments over sixteen weeks.
Together, the examples show a practical focus on finding costs or recoveries hidden in shipping data and processes—not just summarizing logistics news.
Across three recent LinkedIn posts, Anthony Robinson returns to one theme: the numbers carriers publish about price are not the numbers a shipper actually pays.
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To close the gap, model your own volume and put the result in writing in front of a carrier rep.
They apply the same logic to geography, arguing that delivery-area reclassification rather than base rates is where shipping costs really move, and to claims, where money carriers already owe tends to go uncollected for lack of someone whose job it is to file.
The pieces consistently ask readers to check their own exposure.
The published rate increase is a floor, not a shipper's number
Robinson argues that a carrier's general rate increase is a single average that hides the details that move a shipper's bill.
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Blended across services and weights, it is unlikely to match any individual shipper's mix.
In the FedEx 2027 case, the average was 5.9% for a fourth straight year, but five of seven domestic services rose faster, accessorials averaged 6.79%, and 1 to 5 pound ground parcels were up 6.49%.
They conclude that a repeat average is a communications strategy, not a price: the real increase sits in the mix, the minimums and the map.
They quote colleague David Sullivan in Logistics Management making the same case: budget from your shipping profile, not the headline.
Arrive at a negotiation knowing your own effective increase.
Before talking to a carrier rep, reprice your actual 2026 volume against the new 2027 tables. Start the conversation with your numbers, not the announced average.
Carriers reprice geography, and the map is the real increase
Robinson's second recurring argument is that rate cards stay put while delivery-area classifications shift underneath them, raising costs through reclassification rather than the announced percentage.
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They say that across 2,818 tier changes in FedEx's 2027 lists, every ZIP moved to a more expensive tier and none moved down, and none of this appears in the rate announcement.
Reclassification is negotiable when you can show what it costs: convert the list change into a dollar figure your rep can act on.
Robinson's earlier roundup makes the same point in shorthand and adds that UPS's ZIP tiers match FedEx's almost exactly, so shippers should expect the same exposure there.
FedEx's 2027 tables moved 2,533 ZIP codes into the Remote delivery tier, growing the list from 3,591 to 6,124 ZIPs, up 70.5%.
From January 4, the residential surcharge on a reclassified ZIP rises from $8.80 to $17.75.
Robinson recommends pulling ZIP-level residential volume, scoring it against the 2027 delivery-area list, and putting the dollar delta in writing for the rep.
Dozens of newly classified Remote ZIPs sit within 25 miles of a major metro.
The change first appeared in a weekly roundup as roughly 2,500 reclassified ZIPs, then became a standalone post with exact counts, surcharge figures and a three-step method for using them.
Uncollected claims are a coverage problem, not a cleverness problem
Robinson's priority for recovering shipping costs is to claim money carriers already owe, which often goes uncollected because nobody's full-time job is filing at volume.
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Lost and damaged packages are a normal cost of doing volume, so recovery depends on systematic coverage: detect every eligible shipment through tracking or the customer service system, document it to the carrier's specification, file within the filing window, and follow up until payment clears. They advise logistics leaders to treat a zero on the quarterly claims line as a warning sign, not a good result.
A national department store that turned on claims processing in June captured more than $470,000 in loss and damage claim payments over sixteen weeks, about $29,000 a week.
Robinson says more than 13,000 claims were filed for that one account in the prior quarter across USPS, FedEx and UPS; before June, none were filed.
They sum it up: the money was there the whole time, and collecting it took automation, volume and follow-through.
Every item ends with a dated action and a question about the reader's own data
Robinson turns carrier and policy news into an action readers can take this quarter, then asks them to check their own data.
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Items give effective dates and dollar figures, and ask whether readers have run their 2027 number, checked how many of their ZIPs moved, or know what their team recovered last quarter.
On deadlines, they advise shippers to book first-quarter inbound freight to land before a tariff deadline rather than assume another extension; the deadline falls immediately after peak season.
They label the repeated average a communications strategy, making clear that this is their interpretation of the pricing.
A roundup item on the US-China tariff truce extension to January 10, 2027 pairs the date with one instruction: book Q1 inbound to land before January 10 and do not budget for another extension. The ZIP post asks readers whether anyone on their team has checked how many of their ZIPs moved.
Start here to see how Anthony Robinson turns a week of carrier news into decisions a shipper can act on.
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In about a minute of reading, it answers: "what actually changed in parcel costs, and what do I do about it?"
A weekly roundup that compares carrier announcements rather than reporting them one at a time.
The FedEx 2027 general rate increase is 5.9% on average, but five of seven domestic services rose faster, accessorials average 6.79%, and 1-5 lb ground parcels are up 6.49%.
The post argues the headline is a floor, not a shipper's number, and quotes a colleague's advice in a trade publication to reprice your own 2026 volume before talking to a carrier rep.
A second item explains that roughly 2,500 ZIP codes moved into FedEx's more expensive Remote delivery tier, taking the residential surcharge from $8.80 to $17.75.
Dozens of the new Remote ZIPs sit within 25 miles of a major metro, and UPS tiers track FedEx closely.
A third item covers a USPS and Amazon same-day pilot launching September 30; a fourth notes the US-China tariff truce extension to January 10, 2027, a deadline that lands right after peak.
The post's personal take: four years of a 5.9% average is a communications strategy, and the real price is in the mix, the minimums, and the map.
For brands planning a campaign
A useful template for partner content: a recurring news-to-action digest that ends each item with a concrete checklist step—reprice your volume, check DAS and Remote discounts, test USPS on affected lanes, or book Q1 inbound before a deadline. A co-marketing piece could pair this analysis style with a carrier-surcharge calculator or ZIP-level exposure report.
The clearest single example of the ZIP-level surcharge analysis associated with Anthony Robinson.
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The method: pull your own data, score it against the new carrier list, and put the dollar difference in writing.
A single-issue post built around one number: FedEx's 2027 tables move 2,533 ZIP codes into the Remote delivery tier, taking that list from 3,591 to 6,124 ZIPs, up 70.5%.
Remote is the most expensive delivery-area surcharge line; the residential surcharge on a reclassified ZIP goes from $8.80 to $17.75 starting January 4.
Across all 2,818 tier changes, every ZIP moves to a more expensive tier and none move down.
The post argues that no rate card changed, only the map, which is why a 5.9% average increase understates what a direct-to-consumer brand pays.
It ends with three instructions: pull your ZIP-level residential volume, score it against the 2027 delivery-area list, and put the dollar delta in front of your carrier rep in writing.
Reclassification is negotiable when you can show it.
The post asks whether anyone on the reader's team has looked at how many of their ZIPs moved.
For brands planning a campaign
A strong fit for a campaign centered on ZIP-level carrier surcharge analysis. A co-marketing format could turn this post's three-step method into an interactive asset: a ZIP upload that scores a shipper's volume against the 2027 tier lists and outputs the dollar delta as a one-page negotiation summary.
See the operational side of the same subject: not what carriers charge, but money already owed to a shipper that goes uncollected.
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It answers: "is there recoverable money sitting in our claims process?"
A case-style post about a national department store retailer that switched on a claims product in June and captured more than $470,000 in loss and damage claim payments over sixteen weeks, about $29,000 a week.
Packages did not start going missing: the retailer was already losing thousands of packages a quarter, and more than 13,000 claims were filed for this one account across USPS, FedEx, and UPS in the most recent quarter.
Before June, those claims were not being filed because filing at that volume was nobody's full-time job.
The change was coverage: every eligible shipment detected from tracking or the customer service system was documented to the carrier's specification, filed inside the window, and chased until payment cleared.
The post's message for logistics leaders is that the money was there all along; collecting it took automation and follow-through, not cleverness.
A zero on the quarterly claims line usually means an unfiled pile.
It asks readers what they recovered last quarter and whether anyone knows what was eligible.
For brands planning a campaign
Broadens a partnership beyond pricing to the money side of the same fulfillment process. A co-marketing angle could pair this post with a claims eligibility audit or a "what did you leave on the table" quarterly benchmark, targeting VP of Logistics readers who track shipping spend but not claim recovery.
Approach: a numbered weekly brief that ends in an action and a question3
ZIP-level delivery-area reclassification: the map moved, not the rate card2
FedEx rate increases: the headline average versus the real number1
Claims recovery as volume and follow-through, not cleverness1
Postal network capacity and same-day delivery pilots1
Tariff deadlines as restock and inbound planning1
FedEx rate increases: the headline average versus the real number
Robinson's roundup for the week of September 28, 2026 opens on FedEx's 2027 general rate increase and argues that the published average is the least useful part.
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It notes the 5.9% average for a fourth straight year, then lists what sits behind it: five of seven domestic services rose faster, accessorials average 6.79%, and 1 to 5 pound ground parcels are up 6.49%.
Robinson quotes colleague David Sullivan in Logistics Management making the same point and tells shippers to reprice their actual 2026 volume against the new tables before talking to a carrier rep.
The summary line: a repeat average of 5.9% is a communications strategy, not a price.
Quotes an in-house team member's trade-press analysis and turns it into a specific pre-negotiation action: model your own volume first.
For brands planning a campaign
For a shipping-cost-reduction or parcel-audit partner, this is the strongest entry point.
Robinson frames the buyer's problem the way a vendor would want it framed: the announcement number is not your number.
A joint piece can follow that structure, state the average, then break down the mix, accessorials and minimums that make an individual shipper's effective increase higher.
ZIP-level delivery-area reclassification: the map moved, not the rate card
In a focused post, Robinson reports that FedEx's 2027 tables move 2,533 ZIP codes into the Remote delivery-area tier, growing that list from 3,591 to 6,124 ZIPs, up 70.5%.
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On a reclassified ZIP, the residential surcharge rises from $8.80 to $17.75 starting January 4.
Across 2,818 tier changes in the new lists, every ZIP moved to a more expensive tier and none moved down; none of this appears in the rate announcement.
The recommended sequence is concrete: pull ZIP-level residential volume, score it against the 2027 DAS list, and put the dollar delta in front of the rep in writing.
Reclassification is negotiable when it can be documented.
The roundup adds that UPS's ZIP tiers match FedEx's almost exactly and that dozens of the new Remote ZIPs sit within 25 miles of a major metro.
Turns a rate-table change into a three-step sequence ending in a written delta for the carrier rep.
The roundup puts the number at roughly 2,500 ZIPs moving to Remote; the focused post gives the more precise figure of 2,533.
For brands planning a campaign
This is the most directly usable topic for a campaign built around a co-published ZIP-level surcharge exposure analysis.
Robinson provides the narrative and analysis framing; the partner provides data or tooling and a route to a renegotiation conversation.
The built-in call to action, score your own ZIPs, gives readers a reason to share volume data.
Claims recovery as volume and follow-through, not cleverness
A post describes a national department store that switched on SimpleClaims in June and captured more than $470,000 in loss and damage claim payments over sixteen weeks, about $29,000 a week.
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The retailer filed more than 13,000 claims for that account in the prior quarter across USPS, FedEx and UPS, Robinson says.
Recovery was possible because every eligible shipment was detected from tracking or the customer service system, documented to the carrier's specification, filed inside the window, and chased until payment cleared.
The framing: the money was already there and unfiled, because filing at that volume was nobody's full-time job.
Robinson tells logistics leaders that a zero on the claims line usually means an unfiled pile, and asks what their team recovered last quarter and whether anyone knows what was eligible.
Single-account before and after, with a stated mechanism, sixteen-week window and weekly average, plus a question that invites readers to check their own exposure.
For brands planning a campaign
Useful for claims-recovery, audit or logistics-operations partners.
Robinson works in a customer-outcome register that converts well.
Any partner reusing the post needs numbers it can substantiate at the same level of specificity, or a co-published methodology; its force comes from named figures and a defined time window.
Postal network capacity and same-day delivery pilots
The roundup covers a USPS and Amazon same-day pilot starting September 30: packages dropped at USPS facilities between noon and 1pm go out with letter carriers by 8pm, beginning at two sites (Morgantown, West Virginia and Lake Havasu City, Arizona) with 200 packages each, and Columbia, South Carolina joining October 20 at 500.
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Robinson reads it as USPS selling its afternoon slack and says that if it scales, same-day through the postal network becomes something a brand can buy instead of build. The roundup also notes USPS's 6% peak surcharge starting October 4 and Amazon's LTL labels with pre-negotiated rates for bulky sellers.
For brands planning a campaign
Fits partners selling postal alternatives, regional delivery or same-day capability.
The phrase about buying capacity instead of building it is ready-made positioning.
The pilot volumes described are small; ask for an update on whether the pilot has scaled before building a campaign around it.
The roundup reports that the US-China tariff truce was extended to January 10, 2027 at a White House summit.
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The deadline lands immediately after peak season, so Robinson advises booking first-quarter inbound freight to land before January 10 rather than budgeting for a further extension.
For brands planning a campaign
Relevant to customs, cross-border freight and inventory-planning partners, and a natural fit with the parcel-cost material as a calendar-driven planning angle. The advice is time-bound; refresh it or give the campaign an expiry date rather than reusing it indefinitely.
Approach: a numbered weekly brief that ends in an action and a question
Robinson's most visibly recurring format is a labeled weekly parcel roundup: numbered items on carrier pricing, service changes and policy, each ending in a practical instruction such as reprice your volume or test another carrier on affected lanes, followed by a short closing take and a direct question to readers.
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The standalone ZIP reclassification post uses the same shape without the numbering: the news, why the headline figure understates it, three actions before the renewal conversation, and a question about whether anyone on the reader's team has looked at their ZIPs. The analysis names carriers, specific dollar figures and dated effective dates, and Robinson distinguishes interpretations—for example, calling a repeated average a communications strategy rather than a price.
Numbered items, dollar figures, dated effective dates, an action per item, a closing opinion and a reader question.
For brands planning a campaign
This format is easy for a partner to co-produce and sponsor without disrupting: a numbered item or closing take is a natural unit of collaboration. The recurring reader question also gives a partner a way to collect inbound interest, since readers are asked to check their own data and would need somewhere to send it.
The posts tie Anthony Robinson to two named businesses — ShipScience and SimpleClaims — through first-person team language ("our team," "we filed"), but neither post states whether Robinson owns those businesses or works for them, so both are presented as disclosed partnerships.
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The posts also show carrier and retailer work that is better read as subject matter than as commercial relationships: FedEx, UPS, USPS and Amazon appear as the carriers being analyzed, and one national department store retailer appears as an unnamed account whose claim recoveries Robinson's team filed. The posts do not mention any sponsorship, affiliate arrangement, or investment.
ShipScience
Disclosed partnership
Robinson writes the "ShipScience Weekly Parcel Roundup," a parcel-shipping news digest, and refers to David Sullivan as "on our team."
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That points to a working affiliation with ShipScience, but the post does not say whether Robinson owns the business or is employed by it, so the relationship is left unstated. The reviewed roundup covers the week of September 28, 2026.
Robinson describes a national department store retailer that switched on SimpleClaims in June and reports that "we filed more than 13,000 claims for this one account across USPS, FedEx, and UPS," recovering over $470,000 in sixteen weeks.
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The post does not name the retailer.
Ask whether Robinson owns SimpleClaims or works for it.
The retailer's name is not given in the source and is not included here.
Anthony Robinson’s recent posts map parcel shipping costs: what carriers announce, what shippers actually pay, and where money goes uncollected.
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Recurring themes include carrier rate increases, ZIP-level delivery-area changes, claims recovery, postal network capacity, and tariff timing.
The September 28, 2026 parcel roundup shows the weekly briefing format.
The FedEx 2027 ZIP-code analysis turns a rate-table change into a negotiation document, while the claims-recovery post applies the same cost-recovery logic to lost and damaged packages.
For tactical shipping-cost analysis, Robinson offers a consistent method: check the headline number against your own volume, look for changes outside the rate card, and put the dollar delta in front of the carrier.
Bazargan writes for ecommerce shippers about last-mile delivery market structure and carrier choices, including regional carriers such as Ontrac, Veho, UniUni, GLS, and SpeedX, and the DHL–USPS exclusive agreement.
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Like Robinson, Bazargan explains how carrier decisions change a shipper’s options and costs.
Bazargan focuses on network design, consolidator models, and strategic tradeoffs, such as the lost optionality when a consolidator commits to one final-mile carrier. Robinson focuses on quantified cost exposure from rate tables, ZIP-level surcharges, and claims recovery, often ending with a pre-negotiation checklist.
Gulati writes about parcel and freight cost mechanics for merchants, including fuel surcharges tied to diesel prices and the difference between parcel percentage surcharges and freight per-mile surcharges.
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Like Robinson, Gulati translates carrier pricing into dollar and percentage impacts for merchants.
Gulati writes from inside a fulfillment provider and often points to ShipBob’s carrier relationships, volume, and logistics network as the answer. Robinson analyzes carrier rate announcements, ZIP reclassification, and claims recovery without promoting a single provider’s platform.
Runyan writes for ecommerce operations teams about big-and-heavy fulfillment, warehouse location, and 3PL support quality.
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Like Robinson, Runyan uses concrete operational examples to help brands assess logistics decisions rather than rely on a sales call.
Runyan’s examples center on choosing a 3PL, warehouse fit, and support responsiveness, including Red Stag Fulfillment’s client-success model. Robinson’s examples cover parcel carrier pricing, delivery-area reclassification, claims filing, and carrier negotiation.
The clearest audience detail is a LinkedIn following of 11,867 people, observed October 8, 2026, built around parcel shipping, carrier pricing, and ecommerce logistics.
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Anthony Robinson's posts offer practical cost analysis for brands and logistics teams, covering FedEx's 2027 rate increase, ZIP-code delivery-area reclassification, and claims recovery under SimpleClaims.
For a fulfillment or parcel-logistics campaign about shipping cost reduction, they could be a useful industry expert or content partner for people interested in carrier cost management.
If the campaign needs to reach enterprise retail logistics buyers, ask for a breakdown of audience demographics, job titles, employer size, and seniority, plus recent results from comparable posts—reach, impressions, comments, follower growth, and any audience survey.
For a co-marketing format around ZIP-level carrier surcharge analysis, those details would help assess fit.
LinkedIn followers
11,867
LinkedIn profile snapshot associated with the posts · 2026-10-08
No partnership or sponsorship offer appears in these posts.
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The three LinkedIn posts contain no sponsor policy, rate card, format menu, media kit, or inquiry route, so there is nothing to quote as an official program.
What the posts do show is commercial context a buyer should know before approaching: Robinson writes a recurring parcel roundup under the ShipScience Weekly name, cites colleagues as "our team," and in one post describes a claims-recovery service called SimpleClaims that a national department store retailer turned on in June, using first-person language ("we filed more than 13,000 claims for this one account across USPS, FedEx, and UPS").
That reading is limited to what the posts themselves state; the posts do not say who employs Robinson, whether Robinson owns any of these products, or whether any paid collaboration is available.
Treat the absence of a published offer as an open gap to confirm directly rather than as evidence that Robinson never accepts sponsorships.
A campaign aimed at shippers bracing for 2027 carrier rate increases could suit a parcel-cost-reduction platform, freight audit service, or fulfillment technology company seeking an industry expert or content partner.
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The deliverable is a co-published analysis that helps DTC and enterprise retail logistics teams understand and act on ZIP-level delivery-area surcharges.
Decision: strong fit as an industry expert and content partner, pending confirmation of audience composition and commercial terms.
Robinson reports that FedEx's 2027 tables move 2,533 ZIP codes into the Remote delivery tier, growing that list from 3,591 to 6,124 ZIPs, up 70.5%; that the residential surcharge on a reclassified ZIP rises from $8.80 to $17.75 starting January 4; and that across 2,818 tier changes, every ZIP moves to a more expensive tier and none move down.
They then give a three-step method: pull ZIP-level residential volume, score it against the 2027 delivery-area list, and put the dollar delta in front of the carrier rep in writing, because reclassification is negotiable when documented.
That is the analytical spine a shipping-cost-reduction campaign needs.
The roundup adds the campaign frame: FedEx's published 5.9% average is a floor, not a shipper's number; five of seven domestic services rose faster, accessorials average 6.79%, and 1-5 lb ground parcels are up 6.49%.
Robinson's recurring format, a numbered weekly roundup that ends in an action and a direct reader question, is easy to adapt to a partner co-production.
The claims-recovery post broadens the fit into money recovery: a national department store retailer captured more than $470,000 in loss and damage claim payments over sixteen weeks, about $29,000 a week.
The LinkedIn following is 11,867, observed October 8, 2026; job titles, seniority, employer size, and per-post engagement are unavailable.
Confirm audience composition, commercial terms, sponsorship formats, and the inquiry route before booking.
This is a strong content partnership and expert-positioning fit, not a proven paid-media placement.
When to choose a specialist
A consumer same-day delivery app or direct-to-consumer shopping service seeking a creator-led campaign promoting fast urban delivery to everyday shoppers, with short video, lifestyle demonstrations, and broad consumer reach, is a poor fit.
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Decision: poor fit based on the available posts.
They offer B2B carrier-cost analysis for shippers, not consumer-facing content.
The parcel roundup covers FedEx GRI mechanics, USPS and Amazon same-day pilot volumes, and tariff deadlines; the focused post is ZIP-level surcharge analysis; the case post is a claims-recovery story about a national department store.
None shows consumer audience reach, shopping behavior, or lifestyle content.
The posts also show no video, transcript, or visual-format work.
The LinkedIn following is 11,867, but demographics and buyer composition are unknown, so consumer reach cannot be validated.
No sponsorship offer or inquiry route is shown.
A campaign that needs a consumer creator or a high-reach visual channel should look elsewhere unless the audience and format can be verified.
A worked campaign example
For a campaign aimed at shippers concerned about ZIP-level carrier surcharge exposure, use a three-part co-marketing package.
Working title: 'Your 2027 FedEx Increase Is Not 5.9%: The ZIP Map Moved.' Part one is a short anchor article in Robinson's roundup style.
It opens with the published 5.9% average, then reframes it: accessorials average 6.79%, 1-5 lb ground parcels are up 6.49%, and the delivery-area map, not the rate card, is where the real increase hides.
It uses the focused post's numbers: 2,533 ZIPs moving into Remote, the Remote list growing from 3,591 to 6,124, the residential surcharge going from $8.80 to $17.75 on January 4, and 2,818 tier changes with none moving down.
Part two is the working asset.
The partner supplies a ZIP upload or lookup that scores a shipper's residential volume against the 2027 delivery-area lists and returns a one-page dollar-delta summary formatted for a carrier negotiation.
Robinson supplies the narrative method and three-step instruction: pull ZIP-level residential volume, score it against the 2027 DAS list, and put the dollar delta in front of your rep in writing.
Part three is the handoff.
The closing call to action follows Robinson's existing pattern: a direct question to readers about how many of their ZIPs moved, paired with an offer to generate the one-page exposure summary.
The partner follows up with qualified shippers who upload volume.
Measure completed uploads, qualified follow-ups, and negotiation summaries produced, not follower count.
Risks and gaps: UPS tiers track FedEx closely, so the asset needs a UPS version or a clear scope note; the postal pilot and tariff items are time-bound and should be refreshed or excluded; audience job titles and buying authority are unknown; and commercial terms, sponsorship policy, and inquiry route must be confirmed before launch.
Choose Keyan Bazargan when the campaign decision concerns carrier strategy, last-mile network design, or whether a shipper should run a formal RFP—not one carrier's ZIP-level surcharge tables.
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The posts map the fragmented US last-mile market: UPS, FedEx, USPS, and Amazon as the largest providers; regional carriers such as OnTrac, Veho, UniUni, GLS, and SpeedX cherry-picking metro ZIPs and parcel sizes; consolidators and resellers; and 3PLs and platforms negotiating group discounts.
Keyan also analyzes the DHL eCommerce–USPS exclusive agreement as a trade: DHL gives up optionality for better pricing and a guaranteed volume base.
For a shipping-cost-reduction campaign, this is useful when the buyer's question is “Which carrier mix or RFP process should we use?” or when the partner wants to position itself as a network-strategy adviser.
Keyan's posts do not contain a ZIP-level surcharge teardown, FedEx 2027 delivery-area numbers, or a step-by-step method for scoring a shipper's residential volume against carrier tables.
A campaign with Keyan would need the partner to supply the ZIP-level scoring asset and carrier-rate data.
The tradeoff is strategic breadth versus the specific 2027 rate-change mechanics covered in Anthony Robinson's posts.
Choose Divey Gulati when the campaign needs to explain fuel-indexed cost volatility or connect parcel and freight surcharges to a fulfillment provider's operational response.
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The posts quantify fuel mechanics: crude oil moving from the $60s to about $90 per barrel, US on-highway diesel rising from about $3.71 to about $4.86 per gallon, FedEx Ground fuel surcharge moving from roughly 21.75% to 25%, and freight fuel surcharge moving from about $0.51 to $0.74 per mile.
Divey also writes about ShipBob AI, an Anthropic-verified MCP connector, and in-dashboard agent work.
That makes them a strong fit for a campaign about cost volatility, invoice scrutiny, or AI-enabled fulfillment operations, especially when the partner wants an operator's view rather than a neutral rate analyst.
The reviewed Divey posts focus on fuel surcharges and ShipBob's own capabilities, not neutral ZIP-level carrier reclassification analysis.
A shipping-cost-reduction campaign would need to address the provider tie and supply the specific method: pull ZIP-level residential volume, score it against the 2027 delivery-area list, and put the dollar delta in front of your rep.
The tradeoff is timely cost-mechanism explanation versus direct carrier-rate negotiation guidance.
Choose Tony Runyan when the campaign decision concerns big-and-heavy fulfillment, warehouse location, 3PL selection, or support quality.
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The posts cover why a warehouse can be in the right city but still be wrong for inventory; a State of Big, Heavy & Bulky Fulfillment report finding that about 1 in 8 big-and-heavy brands cite warehouse location as a challenge; and the risk that a poor-fit 3PL outweighs transportation savings.
Another post advises buyers to ask 3PLs for current client references and check how long support staff have been employees and where they sit relative to a warehouse.
That is relevant when the buyer's task is choosing a fulfillment partner or evaluating operational fit, not just carrier pricing.
The reviewed Tony posts do not analyze FedEx 2027 ZIP reclassification, delivery-area surcharges, or parcel invoice negotiation.
A campaign centered on ZIP-level carrier surcharge analysis would need to supply that analytical spine.
The tradeoff is fulfillment-network and service-quality depth versus carrier-rate mechanics.
Anthony Robinson's LinkedIn posts from late September to early October 2026 include a weekly parcel roundup for the week of September 28, 2026 covering FedEx's 2027 general rate increase, ZIP-code delivery-area reclassification, a USPS and Amazon same-day pilot, and a US-China tariff extension.
Another post focuses on FedEx's 2027 delivery-area tables, and a third covers loss and damage claim recovery for a national department store retailer over a sixteen-week window beginning in June.
A LinkedIn follower snapshot dated October 8, 2026 shows audience size.
The posts are recent written LinkedIn content only: no long-form articles, videos, transcripts, podcasts, or older posts appear here, and they do not establish Robinson's job title, employer, or ownership of the businesses named in them, so this profile reflects this recent window rather than a complete career.
Comparisons with other logistics creators are based on short posts available for those creators, not on their full bodies of work.