Amazon is making one of its boldest pushes yet beyond e-commerce, opening its sprawling logistics and fulfillment infrastructure to outside businesses in a move that threatens to upend a freight and parcel delivery market long dominated by UPS and FedEx.

The company announced Monday that it is launching “Amazon Supply Chain Services,” a platform that allows businesses to store, transport, and distribute goods through Amazon’s integrated network spanning ocean freight, trucking, rail, air cargo, warehousing, and last-mile delivery.

The expansion signals Amazon’s clearest attempt yet to transform its logistics empire from an internal operational advantage into a standalone infrastructure business, echoing the strategy that turned Amazon Web Services from a tool supporting Amazon’s retail operations into the world’s largest cloud-computing platform.

Industry analysts say the implications could be profound, particularly for legacy logistics providers that have spent decades building high-margin business-to-business shipping operations now directly in Amazon’s crosshairs.

Shares of FedEx and UPS each fell more than 9% following the announcement, while Amazon’s stock rose nearly 1%, reflecting investor belief that the company may be opening another major long-term revenue engine.

The announcement also rattled broader logistics and supply-chain players. Shares of DHL dropped 7.3%, while GXO Logistics plunged nearly 13%. Analysts at Evercore ISI said contract logistics firms, including DHL Supply Chain, GXO, and Maersk, are among the companies most exposed to Amazon’s expansion.

Amazon said businesses in sectors including healthcare, manufacturing, and retail can now use its logistics network for shipments across all sales channels, including physical stores, company websites, and social media storefronts.

The company has already signed up major corporate clients, including Procter & Gamble, 3M, and American Eagle Outfitters. The service gives customers access to Amazon’s two-to-five-day delivery windows, inventory forecasting systems, and fulfillment technology, capabilities originally developed to support the company’s massive retail marketplace and Prime ecosystem.

For years, Amazon quietly built one of the world’s largest logistics operations as it sought to reduce dependence on UPS and FedEx during peak shopping periods. What began as a defensive strategy has evolved into a global transportation machine with more than 100 cargo aircraft, thousands of delivery vans, extensive robotics-driven warehouses, and sophisticated data systems capable of tracking inventory and consumer demand in real time.

That scale now gives Amazon a potentially powerful advantage as businesses increasingly prioritize speed, supply-chain visibility, and automation.

“The move is ‘a direct competitive blow’ to parcel firms such as UPS and FedEx,” analysts at Evercore ISI wrote in a note.

The company’s expansion is remarkable because it targets the lucrative business-to-business logistics segment, an area traditional freight companies have increasingly relied on as consumer delivery growth moderates and retail shipping becomes more expensive. B2B shipments are generally denser, more predictable, and cheaper to serve than residential deliveries, making them a crucial profit driver for logistics operators.

That market has become even more important as UPS and FedEx attempt to pivot away from lower-margin e-commerce deliveries toward sectors such as healthcare logistics, industrial freight, and data-center infrastructure shipments.

Amazon is now moving directly into those same categories. Parth Talsania, CEO of Equisights Research, described the strategy as “Amazon trying to convert logistics from a cost burden into an infrastructure product.”

The comparison to AWS is increasingly difficult to ignore. When Amazon launched AWS in 2006, the service was initially viewed as an effort to monetize excess internal computing infrastructure. It later became Amazon’s most profitable business and fundamentally reshaped the global technology industry.

Analysts say Amazon may now be attempting a similar transformation with logistics by turning warehousing, shipping, and distribution capabilities into a utility-like platform businesses depend on.

The timing is particularly notable as global supply chains remain under pressure from geopolitical tensions, rising shipping costs, and the growing need for resilient distribution networks. Companies are increasingly seeking logistics partners capable of integrating inventory management, transportation, and fulfillment under one ecosystem.

Amazon’s vast data infrastructure could also give it an edge over traditional freight companies that historically focused more narrowly on transportation rather than predictive inventory analytics and integrated commerce systems.

The move may also intensify broader concerns among regulators and competitors about Amazon’s growing reach across industries. The company already dominates major segments of online retail, cloud computing, and digital advertising. Expanding deeper into freight, warehousing, and enterprise logistics could strengthen its influence over how goods move through the U.S. economy.

Analysts at Baird warned that the market is only beginning to assess the competitive consequences.

“We would not be surprised to see near-term weakness across the less-than-truckload, air-freight, and forwarding complexes as the market assesses the competitive implications of the announcement,” they wrote.

For UPS and FedEx, the threat extends beyond losing shipping volumes. Amazon’s entry raises the possibility that logistics itself could increasingly become software-driven and vertically integrated, areas where Amazon has historically excelled.

The company’s growing ability to combine transportation infrastructure with AI-driven forecasting, automation, and cloud-based analytics could reshape expectations around pricing, delivery speed, and supply-chain efficiency across the industry. What was once built to deliver Amazon packages may now become the backbone of a much broader logistics empire.

Microsoft is carrying out one of the most consequential leadership restructurings in Xbox’s recent history as the technology giant attempts to revive growth in its gaming division while repositioning the business for an industry increasingly shaped by artificial intelligence, subscriptions, and cloud infrastructure rather than traditional console sales.

The internal shakeup, outlined in a memo sent Tuesday by newly appointed Xbox CEO Asha Sharma, reflects mounting pressure on Microsoft to prove that its gaming ambitions can generate sustained momentum after years of inconsistent performance, weakening hardware sales, and intensifying competition from rivals.

“We need to evolve how we work and how we are organized across our platform,” Sharma wrote in the memo viewed by CNBC.

“Right now, it is too hard to ship impact quickly. We spend too much time inward instead of with the community, and we lack the depth we need in some of the fundamentals,” she added.

The language of the memo points to deeper structural frustrations inside Xbox, where executives increasingly appear concerned that the organization has become too slow-moving and internally fragmented at a time when the gaming business is undergoing rapid technological transformation.

The overhaul comes after Microsoft reported its fourth gaming revenue decline in six quarters, underscoring persistent difficulties in regaining momentum even after its blockbuster acquisition strategy and years of heavy investment in content, subscriptions, and cloud gaming.

The performance gap with competitors has remained stark. According to data from video game tracking site VGChartz, Nintendo’s Switch and Switch 2, alongside Sony’s PlayStation 5, continued to significantly outsell Microsoft’s Xbox Series X and Series S consoles during the first quarter.

That disparity has reinforced concerns among analysts that Xbox’s hardware business is steadily losing cultural relevance as gamers gravitate toward stronger exclusive content ecosystems and more deeply entrenched consumer brands. The restructuring also highlights Microsoft’s growing belief that the future of gaming may depend less on consoles themselves and more on AI-driven software ecosystems, subscription services, and cloud-based experiences.

Sharma’s own background pinpoints that pivot. She only moved into Xbox leadership in February after serving as president of product within Microsoft’s CoreAI engineering group, where she worked on developer-focused AI tools, including GitHub Copilot and Visual Studio Code. Her arrival followed the retirement announcement of longtime gaming chief Phil Spencer, who spent years positioning Xbox around subscriptions and cloud gaming rather than traditional console wars.

Now, Sharma is importing a wave of AI, growth, and platform executives directly into the gaming division.

Among the most significant appointments is Jonathan McKay, a former executive at Meta who later led growth initiatives for ChatGPT at OpenAI. McKay will become Xbox’s new head of growth, signaling Microsoft’s intention to apply Silicon Valley-style engagement and user-retention strategies more aggressively inside gaming.

The appointment notably suggests Xbox increasingly views itself not merely as a gaming brand, but as a digital consumer platform competing for attention in the broader subscription economy.

Microsoft is also bringing in Jared Palmer, formerly a senior GitHub executive and product leader in the CoreAI organization, to oversee product, engineering, developer tools, and infrastructure. Palmer previously worked at Vercel after selling developer-tool startup Turborepo in 2021.

Sharma said Palmer would focus not only on engineering execution but also on “taste,” a phrase that hints at Microsoft’s recognition that Xbox has struggled to maintain the cultural excitement and product identity enjoyed by rivals like Nintendo and PlayStation.

Tim Allen, another former CoreAI and GitHub executive, will lead Xbox’s design organization after previously serving as head of design and research at Instacart.

Meanwhile, David Schloss will take charge of Xbox’s subscription and cloud business, reinforcing how central recurring digital services have become to Microsoft’s gaming ambitions.

The emphasis on subscriptions is critical because Xbox Game Pass now sits at the heart of Microsoft’s gaming strategy. Rather than relying primarily on hardware profits, Microsoft is attempting to build a Netflix-style gaming ecosystem that locks users into long-term digital consumption across consoles, PCs, and cloud streaming platforms.

Yet growth in Game Pass has slowed in recent quarters, and analysts increasingly question whether the model can fully compensate for weakening console sales and rising development costs.

The company has also faced growing pressure following its $69 billion acquisition of Activision Blizzard, one of the largest deals in technology history. Investors expected the acquisition to accelerate Xbox growth and strengthen Game Pass adoption, but Microsoft has yet to demonstrate the kind of explosive expansion many shareholders anticipated.

Additionally, the economics of gaming are becoming more difficult across the industry. Blockbuster game development budgets now routinely exceed hundreds of millions of dollars. Consumer attention is fragmenting across mobile games, creator-driven platforms, and live-service ecosystems. Meanwhile, younger players increasingly prioritize cross-platform accessibility and online communities over loyalty to specific consoles.

Microsoft appears to believe artificial intelligence can help address some of those pressures. The arrival of executives from GitHub Copilot, OpenAI, and CoreAI suggests Xbox is preparing to integrate AI much deeper into game development, software operations, personalization systems, and user engagement strategies.

Analysts believe AI could eventually transform how games are created, tested, and updated, dramatically reducing production timelines while enabling more adaptive gameplay experiences and automated content generation.

The restructuring also points to a broader identity shift inside Microsoft itself. Under CEO Satya Nadella, the company has increasingly blurred the lines between its consumer products, cloud infrastructure, and AI businesses. Xbox is no longer being treated as a standalone entertainment division. Instead, it is becoming part of a much larger ecosystem centered on subscriptions, AI services, developer tools, and cloud computing.

The departure or transition of longtime Xbox veterans such as Kevin Gammill and Roanne Sones, both of whom spent roughly 24 years at Microsoft, further illustrates the scale of the cultural shift underway. The new leadership team is composed less of traditional gaming executives and more of platform strategists, AI operators, and growth specialists.

That transition may ultimately define whether Xbox can reinvent itself for the next era of digital entertainment.