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UPS eyes a future going far beyond package delivery,[link widoczny dla zalogowanych]
And 1 Basketball,[link widoczny dla zalogowanych], a Paoli,[link widoczny dla zalogowanych], Pa., manufacturer of basketball clothes and sneakers, outsources its entire back office operation to SCS. That includes shipping product from contract manufacturers in China directly to the Louisville facility,[link widoczny dla zalogowanych], warehousing it, and distributing it to retailers like Foot Locker and Champs. "We feed our orders to them electronically and they fill them,[link widoczny dla zalogowanych]," says And 1 Chief Operating Officer Christina Houlahan.
National Semiconductor does likewise. Every one of the 5 billion analog chips the company ships to its thousands of customers each year moves out of a UPS-owned-and-operated facility in Singapore. "We just don't have the state-of-the-art systems and processes you need to do that,[link widoczny dla zalogowanych]," says Larry Stroud, manager of global logistics and trade compliance.
SCS is also doing reverse logistics--return and repair--for a handful of customers. When a digital projector made by Wilsonville, Ore.-based InFocus Corp. breaks down, it's shipped to Louisville, repaired by UPS employees, and returned to the customer. "One of my managers told me the UPS solution was working because he couldn't find one of our flat-panel screens here in Wilsonville," says InFocus President and COO Kyle Ranson.
In keeping with this shift and the de-emphasis on package delivery,[link widoczny dla zalogowanych], UPS has replaced its familiar logo of 41 years,[link widoczny dla zalogowanych], a bow-tied parcel atop a shield, with a shield featuring an upward swooping yellow stripe. In 2001, UPS paid $187 million for Mail Boxes Etc.,[link widoczny dla zalogowanych], a chain of 4,[link widoczny dla zalogowanych],300 pack-and-ship stores. "We really like the retail space,[link widoczny dla zalogowanych]," says UPS Chairman,[link widoczny dla zalogowanych], CEO,[link widoczny dla zalogowanych], and 32-year veteran Mike Eskew. "We wanted to offer some of our products and solutions through that channel." Last month FedEx Corp., UPS's biggest competitor, made a copycat move,[link widoczny dla zalogowanych], acquiring the Kinko's copy shop chain for $2.4 billion.
FedEx, based in Memphis, is about two thirds the size of UPS in revenue and has a 12 percent share of the ground delivery market,[link widoczny dla zalogowanych], compared with the 60 percent share Big Brown enjoys. The two companies couldn't be more different: All of FedEx's drivers are independent owner-operators. Founded in 1971 by legendary entrepreneur Frederick Smith, FedEx dominates the lucrative overnight business. And since 2000, it has been making a concerted effort to steal ground share, while UPS has been doing the same in overnight. "UPS has done better at capturing air volume than FedEx has done on the ground,[link widoczny dla zalogowanych]," says Deutsche Bank transportation analyst John Barnes. Overall, UPS's operating margin--13 percent last year,[link widoczny dla zalogowanych], double that of FedEx--and $4 billion in cash reserves are the envy of the industry. "They've got a lot of dry powder for a big move," says Barnes.
With all the changes at UPS, what has not changed, observers say, is the firm's employee-centric culture, which among UPS workers is so tangible you can cut it with a knife. UPS managers "still care about the workforce as permanent partners,[link widoczny dla zalogowanych], make long-term investments in them, and are not caught up in the misguided messianic frenzy to find saviors from the outside for every daily problem," says Jeffrey Sonnenfeld,[link widoczny dla zalogowanych], an associate dean at Yale School of Management. In the mid-1980s Sonnenfeld, then a Harvard professor, spent a year working at UPS as a driver, package sorter,[link widoczny dla zalogowanych], and manager to find out what makes the company tick.
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