DANIEL CARRERA
THE SUPPLY CHAIN INTERVIEW
Around the world, the demand for logistics is growing. The rise of ecommerce is driving more B2C shipping than ever before, alongside the emergence of newly developed B2B trade relationships.
With this growth, there needs to be a strong and reliable logistics partner, capable of handling warehousing, planning, transportation and the critical last-mile delivery.
UPS’ s roots can be traced back to 1907, when two teenage entrepreneurs opened the American Messenger Company. It soon began its global expansion, with its introduction to the European market in 1976.
Daniel Carrera, President of UPS Europe, Middle East and Africa, leads operations across one of the most diverse and dynamic regions in the world.
“ My role,” he explains,“ is to ensure our network helps customers connect with opportunity, whether that is a small business entering a new market, a manufacturer managing a complex supply chain or a healthcare company delivering a critical product to a patient.”
Logistics transformation Daniel has worked at UPS for more than 21 years, joining the company as Director of Sales EMEA Freight Forwarding at UPS Supply Chain Solutions in 2005. Here, he worked across Switzerland and Belgium, leading the integration of business development functions.
This followed UPS’ s acquisition of Menlo Worldwide Forwarding in 2005, where Daniel had worked as Director
DANIEL CARRERA
TITLE: PRESIDENT EUROPE, MIDDLE EAST AND AFRICA
COMPANY: UPS INDUSTRY: LOGISTICS
Daniel oversees all UPS operations across 120 countries and territories across the EMEA and India region, leading more than 55,000 employees.
Global Accounts EMEA since 2001. Daniel’ s history at UPS has taken him across Europe, operating in Spain, Czechia, The Netherlands and more. Throughout this time, he has led diverse teams as they face the challenges of global logistics. This has given him insight into how operations shift across the world, faced by various policies or customer bases. As teams move into different geographical locations, they are met by different consumer demands – in one country, sustainability may be a priority, whereas cost may be the main concern to the country next to it.
“ My career has given me experience across both the commercial and operational sides of the business,” Daniel explains.“ That combination matters because modern supply chains are deeply interconnected. Leaders in this industry need to understand not only how goods move, but also how trade policy, customer expectations, technology and geopolitics influence business decisions.”
40 October 2026