Last-mile delivery in Brazil has a seasonality that is not annual but daily: the peak arrives at lunch and dinner, every day. Availability in those windows is the hiring criterion rather than a scheduling detail.
Decide the employment model first
The sector operates under different arrangements — employment under CLT, service providers, and partnership models with couriers. They differ substantially in legal treatment, cost and subordination, and the classification question is actively litigated in Brazil.
This is not an administrative detail; it defines what you are hiring. Settle it with Brazilian counsel before structuring the operation. This page covers employed hiring, which is where volume recruitment applies.
Licences and vehicles are screening criteria
Driving roles require a licence category matched to the vehicle, and motorcycles have their own category. Where the company requires the individual to provide a vehicle, documentation and condition checks belong before admission rather than on day one.
Inside a hub, sortation follows warehouse logic, including equipment training where applicable. That is a second, different filter in the same project.
High turnover is the condition, not the exception
Last-mile carries the highest turnover among logistics operations. A project that plans only the initial intake enters its second month with no replacement structure — so design the replacement regime alongside the opening.
Early departures concentrate on earnings expectation, route conditions and idle waiting between peaks. All three can be described honestly during the process, and describing them reduces applications while increasing retention. Follow-up continues for 90 days and reports departures by cause — where replacement volume is this high, a small change in job design moves the annual cost.
