Problem. The dominance of the marketplace duopoly of OOO "WILDERBERRIES" (Wildberries) and OOO "INTERNET RESHENIYA" (Ozon) in the Russian eCommerce market has initiated a transformation of trade and logistics infrastructure, associated with the externalization of costs and redistribution of risks. The research aims to identify systemic imbalances arising from the vertical integration of operators into the commodity distribution chains and to assess the cumulative impact of this strategy on economic counterparties and related logistics segments. Methodology. The methodological basis of the research is based on a combination of qualitative and quantitative methods. An analysis of secondary data from industry statistics and financial statements of marketplaces was conducted; case studies of the economic activities of Ozon and Wildberries were performed; a comparative analysis of fulfillment models was implemented; and economic modeling methods were applied to assess the profitability of logistics infrastructure facilities and factor analysis of costs. Research Results. It was established that the key instrument of the dominance strategy is the franchise network of pickup points, which ensures the transformation of capital-intensive fixed assets into manageable variable expenses. It was revealed that this model generates structural cost inflation, encompassing segments of warehouse real estate, trunk transportation, and labor resources. Specific dysfunctions of reverse logistics were identified as a hidden channel for cost transmission to sellers. A progressive decline in the efficiency of pickup points was recorded, coupled with the simultaneous saturation of regional markets and changes in consumer patterns. Practical Application. A classification of market participant adaptation strategies has been justified, including asset consolidation through mergers and acquisitions, development of collaborative models for multi-brand pickup points, and technological modernization of warehouse and sorting complexes. The task of diversifying sales channels and seeking independent logistics alternatives has been updated for counterparties in the context of the exhaustion of the extensive growth model and the predicted increase in tariff pressure from infrastructure operators.
