Competitiv Advantage Fedex an Myself

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Competitive AdvantageFedEx Corporation &

Myself

Prepared by:

Feriyuli Styawan (2244.12.165)

STMT TRISAKTI Manajemen Logistic


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Company Profile

FedEx provides customers and businesses worldwide with a broad portfolio of transportation, e-

commerce and business services. We offer integrated business applications through operating

companies competing collectively and managed collaboratively, under the respected FedEx

brand. Consistently ranked among the world's most admired and trusted employers, FedEx

inspires its more than 290,000 employees to remain absolutely, positively focused on safety, the

highest ethical and professional standards and the needs of their customers and communities.

FedEx Corporation

To understand the corporate level strategy of FedEx it is necessary to first know what

industries they currently compete in, as well as where they stand within those industries. Currently

FedEx is made up of six independent business units: FedEx Express, FedEx Ground, FedEx

Freight, FedEx Custom Critical, FedEx Trade Networks, and FedEx Services, each compete in

different sectors of the transportation industry in order to tailor the entire FedEx service to best fit

each customers needs. Its parent company is the FedEx Corporation, which offers all of the

strategic leadership, as well as the financial accountability for all of the business units. The

business model that is followed at FedEx Corporation is Operate independently, compete

collectively. Figure 1 lays out the decision making tree at FedEx Corporation.


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Fred Smith

FedEx President, Chairman, CEO

Figure 1 Organizational Chart, FedEX

The board of Directors sits in conjunction with the vice presidents and is responsible for an array

of activities such as auditing, executive compensation, information technology oversight, and

governance. Although FedEx Corporation is a the parent company of the six independent businessunits, FedEx Corporation offers strategic leadership at a corporate level and the operate on their

own and are therefore solely responsible for their decisions and ultimate success. The top two

performing companies, as well as the most widely known FedEx companies are FedEx Express

and FedEx Ground.

HISTORY

FedEx Express

In 1965, Yale University undergraduate Frederick W. Smith wrote a term paper about the

passenger route systems used by most airfreight shippers, which he viewed as economically

inadequate. Smith wrote of the need for shippers to have a system designed specifically for

airfreight that could accommodate time-sensitive shipments such as medicines, computer parts

and electronics.

In August of 1971 following a stint in the military, Smith bought controlling interest in ArkansasAviation Sales, located in Little Rock, Ark. While operating his new firm, Smith identified the

tremendous difficulty in getting packages and other airfreight delivered within one to two days.

Fred Smith CEO Chairman

Kenneth Masterson,General Counsel

Secretary

T. Michael Glenn,VP Corporate

Communications

Robert Carter,ChiefInformationOfficer

Alan B. Graf, CFO


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This dilemma motivated him to do the necessary research for resolving the inefficient distribution

system. Thus, the idea for Federal Express was born: a company that revolutionized global

business practices and now defines speed and reliability.

Federal Express was so-named due to the patriotic meaning associated with the word "Federal,"

which suggested an interest in nationwide economic activity. At that time, Smith hoped to obtain a

contract with the Federal Reserve Bank and, although the proposal was denied, he believed the

name was a particularly good one for attracting public attention and maintaining namerecognition.

The company incorporated in June 1971 and officially began operations on April 17, 1973, with

the launch of 14 small aircraft from Memphis International Airport. On that night, Federal Express

delivered 186 packages to 25 U.S. cities from Rochester, NY, to Miami, Fla.

Company headquarters were moved to Memphis, Tenn., a city selected for its geographical center

to the original target market cities for small packages. In addition, the Memphis weather was

excellent and rarely caused closures at Memphis International Airport. The airport was also

willing to make the necessary improvements for the operation and had additional hangar space

readily available.

Though the company did not show a profit until July 1975, it soon became the premier carrier of

high-priority goods in the marketplace and the standard setter for the industry it established.

In the mid-1970s, Federal Express took a leading role in lobbying for air cargo deregulation that

finally came in 1977. These changes allowed Federal Express to use larger aircraft (such as

Boeing 727s and McDonnell-Douglas DC-10s) and spurred the company's rapid growth. Today

FedEx Express has the world's largest all-cargo air fleet, including Boeing 777s, 757s and MD-11s and Airbus A-300s and A-310s. The planes have a total daily lift capacity of more than 30

million pounds. In a 24-hour period, the fleet travels nearly 500,000 miles while its couriers log

2.5 million miles a daythe equivalent of 100 trips around the earth.

The company entered its maturing phase in the first half of the 1980s. Federal Express was well

established. Competitors were trying to catch up to a company whose growth rate was

compounding at about 40 percent annually. In fiscal year 1983 Federal Express reported $1 billion

in revenues, making American business history as the first company to reach that financial

hallmark inside 10 years of start-up without mergers or acquisitions.


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Following the first of several international acquisitions, intercontinental operations began in 1984

with service to Europe and Asia. The following year, FedEx marked its first regularly scheduled

flight to Europe. In 1988, the company initiated direct-scheduled cargo service to Japan.

The acquisition of Tiger International, Inc. occurred in February 1989. With the integration of the

Flying Tigers network on August 7, 1989, the company became the world's largest full-service,

all-cargo airline. Included in the acquisition were routes to 21 countries, a fleet of Boeing 747 and

727 aircraft, facilities throughout the world and Tigers' expertise in international airfreight.

Federal Express obtained authority to serve China through a 1995 acquisition from Evergreen

International Airlines. Under this authority, Federal Express became the sole U.S.-based, all-cargo

carrier with aviation rights to the world's most populous nation. Since then, the company's global

reach has continued to expand, resulting in an unsurpassed worldwide network. FedEx Express

today delivers to customers in more than 220 countries and territories.

The first evolution of the company's corporate identity came in 1994 when Federal Express

officially adopted "FedEx" as its primary brand, taking a cue from its customers, who frequently

referred to the company by the shortened name. By that time, customers used the term as a verb,

meaning, "to send an overnight shipment." It did not take long for the meaning to catch on, and

today it's common terminology to "FedEx" a package.

The second evolution came in 2000 when the company was renamed FedEx Express to reflect its

position in the overall FedEx Corporation portfolio of services. This also signified the expanding

breadth of the FedEx Express-specific service offerings, as well as a FedEx that was no longer just

overnight delivery.

In recent years, FedEx Express has greatly increased the connectivity and efficiency of its global

network through aircraft fleet upgrades, replacing Boeing 727s with Boeing 757s and replacingmany of their MD-11F fleet with wide-body Boeing 777F planes.

Through numerous FedEx Corp. acquisitions, FedEx Express has expanded its global presence,

now offering services in more than 220 countries and territories, including domestic express

services in 18 countries.


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THE VALUE CHAIN

The term Value Chain was used by Michael Porter in his book "Competitive Advantage:

Creating and Sustaining superior Performance" (1985). The value chain analysis describes the

activities the organization performs and links them to the organizations competitive position.

Value chain analysis describes the activities within and around an organization, and relates them

to an analysis of the competitive strength of the organization. Therefore, it evaluates which value

each particular activity adds to the organizations products or services. This idea was built upon the

insight that an organization is more than a random compilation of machinery, equipment, people

and money. Only if these things are arranged into systems and systematic activates it will become

possible to produce something for which customers are willing to pay a price. Porter argues that

the ability to perform particular activities and to manage the linkages between these activities is a

source of competitive advantage

.Porter distinguishes between primary activities and support activities. Primary activities are

directly concerned with the creation or delivery of a product or service. They can be grouped into

five main areas: inbound logistics, operations, outbound logistics, marketing and sales, and

service. Each of these primary activities is linked to support activities which help to improve their

effectiveness or efficiency. There are four main areas of support activities: procurement,

technology development (including R&D), human resource management, and infrastructure

(systems for planning, finance, quality, information management etc.).

The value chain for FedEx Express can be seen as starting with the pick-up of the packages.

FedEx employees gather the packages from various locations such as drop boxes, businesses and

residences. Value is created for the customers by making package pick-ups possible just about

anywhere or anytime. FedEx has a money back guarantee for those people whose packages do

not arrive on time, therefore creating value by assuring timely delivery of the packages.

After the packages are initially picked up, they must then be transported to a hub. The hub is a

central location where packages are sorted according to their destinations. The packages will

likely pass through many hands before reaching their final destination. The packages stay at the

hub until they are picked up and shipped either by truck or plane.

The package delivery is probably the greatest value creation activity for Fedex Express. The

drivers of the planes and trucks must perform their activities efficiently to increase the perceived

value of the service. The drivers must absolutely no matter what, get the packages to their


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destinations on time, and they do a good job in doing so. By meeting and exceeding the

customers expectations value is increased with each positive result.

The final primary activity is customer service. This function is to provide after sales service and

support, however, FedEx provides customer service during the use of the service by letting

customers track their package while its in route. This creates extreme value for customers

because they are able to check the status of their package at any given moment for an increased

sense of security.

Each of the primary activities is able to take place due to support activities such as company

infrastructure, which is planes, buildings, trucks etc. Information systems, another support

activity, allow the customers to track their products and place orders on-line. Materials

management and human resources are additional support activities. Materials management can

also be referred to as logistics, or the flow of goods or services through production into

distribution. Overall, the support activities allow the primary activities to take place and function

correctly.

FedEx has a competitive advantage with their information systems and possibly company

infrastructure. Their advanced information systems allow for precise package tracking, which few

other companies offer. The customers can track their package by way of the Internet, without

having to contact someone from customer service, which can be very time consuming. Other

companies provide tracking numbers for packages but often times it is a hassle to track down a

package.

The massive fleet of airplanes, automobiles, and employees add up to an enormous company

infrastructure. This infrastructure allows FedEx to have a very reliable delivery service. FedEx is

very confident with their time restricting package delivery service, they guarantee their packagesarrive on time when the customer wants it delivered.

The term Value Chain was used by Michael Porter in his book "Competitive Advantage:

Creating and Sustaining superior Performance" (1985). The value chain analysis describes the

activities the organization performs and links them to the organizations competitive position.

The following FedEx Value Chain

Primary Activities

a. Inbound Logistics Electronic Data Interface system to speed up communication between Suppliers &

Customers


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Hub & Spoke sorting and distribution system with 520 facilities & 32 hubs

5000 drop boxes at US post offices

b. Outbound Logistics

57000 drop off locations, 654 aircrafts & 51000 vehicles & trailers

Parcels which were meant for residential customers used to go through sorting & line

haul series in FEDEX and home delivery by USPS (United States Postal Services)

c. Operations

Quality driven Management program (QDM) Fleet of Boeing 757

Usage of proprietary software to cut transit time & fuel usage through smarter routing

mechanism

Overnight delivery of low weight packets within 400 miles

d. Sales & Marketing

Alliances with NFL, NBA, FedEx cup, FedEx racing,

The FedEx orange bowl, and the FedEx field

Marketing campaigns through LinkedIn, Twitter, Facebook, Google, Microsoft

Associated with several sports that share its attributes of speed,

Reliability, precision, teamwork and flawless execution

The system uses a different color and descriptor to distinguish each operating

company.

Made public with a large surge of advertising commercials & visible changed

appearance of the FedEx delivery trucks.

Freight services backed by money back guarantee

e. After Sales & services

Information tool for customers to track & manage imports Extended service to customers through technology for Copying & printing,

Professional finishing, document creation, Internet access, Computer rentals, Video

conf & direct mail, web based printing

Support Activities

a. Firm Infrastructure

1 Corporate HQ , 6 Subsidiary Business HQs, 4 Location HQs

6 Subsidiaries businesses- FedEx Freight Corporation, FedEx Kinko's Office and Print

Services, FedEx Ground, FedEx Trade Networks, FedEx Custom Critical

1800 offices in US & 135 additional location in 7 other countries & 29 commercial

product center.

b. Human Resource Management

People-Service-Profit Philosophy (PSP)


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Survey Feedback Action Program

Succession Planning Executive Education

Job Change Application Tracking System

Leadership Evaluation & Awareness Process (LEAP program)

Employee Communication Program

Recognition & Reward Program

c. Technology Development

COSMOS centralized computer system to manage Vehicles, people, packages, routes& weather scenarios on the real-time basis

Large solar power plants

Sens-ware tracking system-combining a GPS sensor device & a web based

collaboration platform

Electronic Data Interface system to speed up communication between Suppliers &

Customers

Test Class 6 vehicles employing hybrid Hydraulic technology aimed to improve

mileage greater than by 50% and reduce engine emission

Microsoft office outlook users were given ability to connect directly to FEDEX

shipping service

d. Procurement

Introduced e-procurement tools as Ariba's operating resource management system

enabling initiatives like :

1) negotiate better pricing

2) improve process efficiencies

3) optimize the supply chain.

Implement web enabled Aeroxchange portal , a multi-airline B2B marketplace.


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Figure. Fedex value chain

Analysis Porters Five Forces

Applying Porters five forces model to the industry is not an easy task provided that FedEx

Corporation provides various shipping services. For simplicity, we examined and applied the

Porters five forces model to the ground and air-shipping sector. In FedEx, these two sectors are

represented by FedEx Express and FedEx Ground. FedEx Express is the world's largest express

transportation company. FedEx Ground, on the other hand, is North America's second largest

provider of small-package ground delivery service, following the lead of UPS. Other segments of

shipping service industry are for example e-commerce and supply chain management services,

which are not included in the Porters five forces analysis.

1. Risk of new entry by potential competitors

The barriers to entry are very high. One of the reasons that there is a high entry barrier is the high

fixed cost associated with establishing the international transportation network. This includes

hubs, ground transportation vehicles, air fleet, etc. Additionally, existing companies can take

advantage of the absolute cost advantage achieved by large volume of shipments and economies

of scale.

2. Extent of rivalry between established firms

Established players in shipping service industry complete rigorously for a market share, as

demonstrated by the constant battle between FedEx and UPS, the company who responses first to


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the constantly changing environment wins. Established companies have to strive for continuous

improvement in quality, lowering price, and innovation. There is very low switching cost for

consumers in this industry making rivalry even more intense. In addition, intense rivalry is also

due to the fact that maintaining the infrastructure of an express delivery company presents an exit

barrier due to high fixed costs.

3. Bargaining power of buyers

The bargaining power of large buyers in shipping service industry is high. Cost associated with

switching from one shipping service to another is very low. Therefore, buyers can turn to ashipping provider that offer faster service, lower price, or service innovation with ease. This is

especially true for large corporations, like IBM, which ships in large volumes and can bargain

quantity discounts.

4. Bargaining power of suppliers

The supplier power within this industry is fairly low. Large shipping service provider can affect

prices of supplies, like packaging materials. This is because they buy in large quantities and can

turn to different suppliers easily.

5. Threat of substitute products

There are not many substitutes to shipping. In this day and age where many businesses have

strong online presence and a small physical presence, it would be difficult to find a substitute in

delivering their product. Shipping services are very much similar to a commodity, in that it is not

easily replaced with another service or even a similar service.

Graph 1: Porters five forces model FedEx Corporation

Suppliers Power

LOW

Potential Competitors

LOW to MODERATE

Substitute Products

LOW

- Shipping - commodity

Buyers PowerHIGH

- large buyers- low switching

Existing Rivals

HIGH

- FedEx, UPS, DHL


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COMPETITIVE ADVANTAGE

Federal Express

"We will produce outstanding financial returns by providing totally reliable, competitively

superior global-air ground transportation of high priority goods and documents that require rapid,

time-certain delivery." (FedEx).

Enabling Factors supporting this statement were clear in FedEx heavy investments in IT solutions

as it presented COSMOS and Powership 3 for better package control resulting in an improved

quality. In addition to that, FedEx entered the ground delivery market following UPS in this area,although FedEx delivery personnel are non-union, Independent Contractors (IC) and not

employees of FedEx. More on that, FedEx's philosophy of "People-Service-Profit" was successful

in ensuring a union free workforce devoted to customer focus. Global expansion into international

markets and key acquisitions enabled FedEx to diversify its operations and workforce. Poor

economic conditions and rising global competitiveness generated the need for a "just-in-time"

supply model, which was the gain supported by FedEx advanced technologies.

Issues in Differentiation

However, due to the nature of the industry and the awareness level of the customer, differentiating

themselves is proving to be difficult. When it comes to shipping, customers are very price

sensitive. They will usually just decide on the cheaper carrier, so there isnt much brand loyalty at

all. The typical customer doesnt care how well FedEx can deliver around the world, or how

innovative their logistics or technology is. They usually want their package delivered from point

A to point B for as cheap as possible. For these customers, the lines of quality service are blurred

by affordability. Therefore, FedEx needs to differentiate itself in as many ways as possible from

its competitors, namely UPS. The less they resemble their rivals, the better their customers can

perceive their level of quality, becoming more willing to pay the premiums.


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Targeting Customer Needs

FedEx understands that different customers have different needs. Therefore FedEx has divided

itself into six different segments; FedEx Express, FedEx Ground, FedEx Freight, FedEx Custom

Critical, FedEx Trade Networks, and FedEx Supply Chain Services. Each service is targeted

toward a specific segment of the market, according to the specific needs of different customers.

By specifically targeting customers by their needs, FedEx hopes to serve the immediate and

psychological need for those who need a guarantee on time and delivery. Customers may requiredifferent services at different times, falling into more than one category. A company may need a

document express delivered overnight a few states away, and then need freight something the next

day. FedEx understands that there are a variety of needs their customers could have, and have

segmented the market accordingly. That way, no matter what the customer may need to do, FedEx

will be able to serve them.

Market Segmentation

FedEx has divided itself into different business units to better serve customer needs. Their goal is

to operate independently of each other yet to compete collectively. This segmentation is also how

it has differentiated itself from its competitors. By splitting up into different business units, each

segment can better concentrate on its own market rather than concern itself with the whole market.

The largest segment, FedEx Express, is geared to satisfy time and day definite service for anyone

needing speedy delivery of small packages (documents, legal papers, etc.), with a money back

guarantee to ensure an on time delivery. The FedEx Ground service caters more to a business-to-

business small and medium package delivery with less time and destination restraints. They also

account for business to home delivery with FedEx Home Delivery. A third segment is the heavy

package segment, FedEx Freight. This service allows customers to send packages of over 150pounds, regional and interregional, within the continental US. This caters to large shipments that

have flexible time restraints. The remaining substantially smaller segments are the FedEx Custom

Critical, which provide shipping of products requiring special care in handling or specially

equipped vehicles, FedEx Trade Networks, which provide end-to-end support for international

trade, and finally FedEx Supply Chain Services which synchronize the movement of goods for

enhanced customer satisfaction. With all of this evident it can be said that FedEx segments its

markets according to the needs of the customers and not by demographic regions.

FedEx Express and FedEx Ground do the majority of the companys business, and are currently

its most profitable aspects. FedEx Express and FedEx Ground account for over $14 billion in

revenues. FedEx Express gives a good a picture of the companys overall success because that is


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what FedEx prides itself on, and what they do best. FedEx is associated with express delivery

because of their capability and promise to deliver.

Differentiation of Quality

FedEx is able to meet the needs of all these segments. They have spent an extraordinary amount of

capitol developing their infrastructure, just so they can make the best promises to their customers.

FedEx transports more than 3 million items to over 200 countries each day. Within each businessunit are specific functional units that perform particular functions. The main functional units are

logistics and operations for its transportation system. These units assure the coordination and

smooth flow of FedExs deliveries. The end result is a high level of quality service. Their service

includes customer responsiveness and innovations such as; its aircraft fleet, its hubs and package

handling systems, package tracking, customer support functions, and logistics support. Not only

does this help FedEx follow through with their promises, but in some ways that are superior to

that of the competition.

Distinctive Competencies

FedEx does not so much possess distinctive competencies, as it has strong existing competencies

that allow it to compete competitively with industry leader UPS. These competencies include a

very timely customer response time and cutting edge technology and innovation.

FedEx has its own large fleet of aircraft, extremely efficient storage and packaging capabilities,

and tracking functions. This allows FedEx to follow through with its guarantee to customers that

their packages will get where they need to go in the time promised. FedEx has a strong

commitment to its customers and is constantly working on being able to meet a variety of needsthrough technology. FedEx also has a competency in technology and innovation. They even have

a university that helps them develop new innovations. FedEx has a global mindset and are

presently seeking to grab a global market share. This wouldnt be possible without a constant push

to improve upon and develop new technologies to improve their service.

Differentiation in the World

Despite their efforts to differentiate themselves from their competitors, they are often compared to

UPS in the US. Since UPS is generally cheaper, they hold the competitive advantage in the US

market. However, on the global level, FedEx is much more visibly differentiated from its

competitors. They can make promises that their rivals cannot because of their resources. With the

expected globalization of big business in the future, it is likely that competitors will work to


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eliminate this differentiation by establishing their own infrastructure. But for now, FedEx stands

on top as far as global express delivery is concerned.

FedEx has hubs all over the world, and a fleet of over 600 aircraft. This is very difficult for other

companies to establish. Because no one else has the infrastructure that FedEx has, people think of

FedEx for global delivery.

The Advantages of Differentiation

The advantages of FedExs differentiation strategy are that if they are able to set themselves apart

from their competitors, they can create a larger customer base and perhaps brand loyalty. Based

on their history and commitment to innovation, it is easy for FedEx to introduce new package

tracking systems, shipping hubs or a greater general efficiency. All of these things give them the

upper hand over the competitors that cannot duplicate their methods. Another advantage of their

strategy is that by becoming differentiated in the eyes of the consumer, FedEx would be justified

in charging a higher price for its services than most other shipping firms.

The Disadvantages of Differentiation

However, the disadvantage to their strategy is in the challenge of being differentiated. Customers

have very low switching costs, enabling them to easily turn to alternatives other than FedEx.

While FedEx does offer a superior service, it is very difficult to convince the general masses of

this, and whether the price is worth it. It has been very costly to differentiate itself, and will

continue to be costly if FedEx intends to remain so.

The Impact of their Strategy

Despite FedExs considerable investments, they do not have a sustainable competitive advantage

nor do they possess distinctive competencies. With all of the hubs that FedEx is operating and

opening up in foreign markets it could be said that they are on their way to building a competitive

advantage. While they may be a few years out on this they are on the right track.

Currently, UPS controls the domestic ground market, which has guaranteed them a large portion

of the domestic market share, as well as above industry average profits. However, just as UPS

took a few years to build up that domestic infrastructure, FedEx is building an international

infrastructure to support building a competency for that market. Currently no other shipping firm

is pursuing the worldwide network as intensive as FedEx. It could be said that the current

strategies that FedEx is pursuing, as well as the lack of action that is being taken by the other

leading firms will build a distinctive competency that will eventually take them to having a

competitive advantage.


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There are a couple of trends that are playing in the favor of FedEx. The first of which is

globalization. With every industry buying and selling products around the world, FedEx is poised

to offer them the solutions to transporting those products better than any of its rivals. The second

trend that is in the favor of FedEx is the rise of Internet commerce. This is in part linked to

globalization, as consumers all over the world can purchase products on the Internet that need to

be shipped from the business to the consumer. FedEx is poised to offer a solution to this problem,

and if successful, will have a very differentiated service.


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REFERENCES

Anonymous. About FedEx.FedEx Historical Timeline. Retrieved December 6, 2003.

Anonymous. About FedEx. Wireless Solutions. Retrieved December 6, 2003.

< http://www.fedex.com/us/about/technology/wireless.html>

Charles W. L. Hill and Gareth R. Jones, Strategic Management Theory, Sixth Edition,

Houghton Mifflin Company, Boston, 2004.


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COMPETITIVE ADVANTAGE OF MYSELF

I was a student at a college STMT Trisakti. I am very happy to organize because there a lot oflessons, knowledge and experience. I had been a committee on the implementation of scientificvisits as Steering Committee.

I am an independent and happy with the new stuff, I love the technology, particularly in the fieldof IT. I also enjoyed exploring the virtual world. I often sell online through a website TOKOBAGUS and KASKUS the items that I sell as cell phones, motorcycles, and computer hardware.in the IT field I pretty much have the knowledge, I understand the use of Microsoft Office, I amable to assemble computers and many more.

I have quite a lot of work experience. I have worked in large companies such as PT. TOYOTAMotor Manufacturing Indonesia during the 3 years and I also briefly internship of work incompany AREVA during the 1 year. Currently I have the pulse counter trade, from the income Ican pay for my college.

Competitiv Advantage Fedex an Myself

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