The Amazon Prime Effect Is forcing dispatchers into AI

The Amazon Prime Effect Meets a Cost Problem

Last-mile delivery consumes 40% of total supply chain cost, Srivastava said, more than any other segment of the network. It is also the most fragmented, with decision-making absorbed daily by a single, overworked role.

“The dispatcher is the person sitting there locally in the city, managing your drivers, managing that chaos of a driver not showing up, a truck running into an accident, a shipment running late, a customer’s urgent call,” Srivastava said. “All of that is absorbed by this one persona, that one human. His entire day goes by firefighting.”

FarEye has worked with dispatchers for over 10 years, Srivastava said. Agentic AI opened a new possibility: an agent that works alongside the dispatcher instead of just handing them another screen to click through.

Inside FarEye’s Agentic AI Dispatcher

PILOT covers what a dispatcher normally handles across a 10-hour shift: scrubbing order data, planning routes, sourcing carriers and drivers, handing off shipments, and monitoring the day as problems surface. It can run autonomously or with a human reviewing its calls.

“This agent can proactively plan, execute, and also monitor your last-mile operations,” Srivastava said. The system is built to be modular, and sits on top of the enterprise’s (FarEye or otherwise) existing route optimization, compliance, and track-and-trace tools, all integrated into one decision layer. Working in a Human-In-The-Loop (HITL) model, it ensures the required human oversight while reserving human interception for critical exceptions. 

For carriers and shippers, that means fewer decisions routed through one overworked person’s judgment, and more routed through a system that never stops watching the board. On the contrary, enabling the dispatcher to drive sharper decisions with up to five times higher productivity. 

Right Truck, Right Price, Right Time

Srivastava pointed to Tractor Supply, which operates more than 2,400 stores nationwide and ships everything from a hammer to livestock feed, as an example of the orchestration problem AI is built to solve. The retailer runs its own trucks but also leans on FedEx, UPS, and regional providers.

“There are days their trucks would sit idle at the store with just under 50% capacity while the store ships out products with FedEx and UPS,” Srivastava said. “And then there are days where their trucks aren’t able to fulfill all orders.”

The agent decides, order by order, where capacity should go.

“Even if it’s very close to your store, you might still want to give it away to a FedEx or UPS because it’s more cost-effective,” Srivastava said. “Your cost of driving that big truck just to deliver one small hammer might not be a great use of your assets.”

That decision runs on live, dynamic cost data, not a fixed rulebook.

“Should it be loaded on your truck? Should it be loaded on a small van? Should it be given to a FedEx or a Roadie or an Uber?” Srivastava said. “Or should it just be deferred to tomorrow because there’s no SLA breach?”

Srivastava said the problem is harder in last-mile than in middle-mile trucking, where networks run between fixed nodes. “In last-mile you don’t have nodes. You don’t know where you’ll be delivering,” he said. “You can get a delivery from a very remote suburban ZIP code you have never serviced before, and now you’ve got to create a plan for it. That problem vastly more complex.”

Omnichannel Growth Outpaces the Store

The shift shows up in retailers’ own strategy. Enterprises like Tractor Supply spent years trying to pull customers into its stores, Srivastava said. That has changed.

“Until about two years ago, Enterprises had this strategy that they wanted to drive customers to their offline store,” he said. “That strategy has evolved now. They want to be present wherever the customer would find it most convenient, whether in store or to order online and get it delivered. 

One of the largest global furniture retailers shows the same pattern at a larger scale. Srivastava noted the large retailer saw substantial growth on their e-commerce side compared to their retail sector.

Across FarEye’s retail customers, he said, online ordering is growing three to five times faster than in-store sales, pushing last-mile volume up faster than most networks were built to handle.

Looking ahead, Srivastava said the same orchestration logic will extend to whatever delivery modes come next, including drones and autonomous vehicles, as those become viable alongside human drivers. For now, the agent’s job stops short of the loading dock.

“It can’t replace a driver and a floor supervisor. People actually delivering the product can’t be replaced,” Srivastava said. “But the whole planning and orchestration of the last mile can be done by this agent.”

FarEye is hosting its Last Mile Leaders in America event in Chicago on Aug. 26-28.