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Sept. 27 2023 06:59 AM

During the 2022 peak holiday season, FedEx’s on-time delivery fell through the floor. It was a crazy time with nonexistent capacity and overwhelming demands on parcel carriers. Still, FedEx struggled more than most, leaving a long-lasting impression on shippers. FedEx has struggled since then to improve performance and win back shippers’ confidence. Finally, we’re starting to reap the fruits of those labors.

The journey started in earnest during the summer of 2022, when FedEx announced a $2 billion investment in a five-year march toward greater efficiency, reduced redundancy, and increased customer satisfaction. This transformation — known as FedEx 2.0 — is a strategic approach that aims to enable the company to better serve its customers and adapt to the industry's changing landscape.

FedEx 2.0 focuses on four key areas: network optimization, technology innovation, process improvement, and customer-centricity. By optimizing its network, FedEx aims to improve efficiency and reduce costs while also expanding its global reach and capabilities. This initiative includes investments in new aircraft, ground vehicles, and facilities; partnerships with other transportation providers; and perhaps most importantly, removing redundancies and consolidating operations of overlapping networks. According to Jenny Robertson, FedEx's SVP of Marketing, the company will close at least 100 facilities by 2027. This change has been years, if not decades, in coming. Running separate Ground and Express networks on routes designed based on years-ago demand has resulted in inefficiencies, poor service, and customer dissatisfaction for years. However, while inefficiencies certainly exist in FedEx’s multiple networks, one has to question if the closing of 100+ facilities can be accomplished without negative impacts on service.

FedEx is investing heavily in digital solutions that give customers greater visibility and control over their shipments. This push for technological innovation includes mobile apps, real-time tracking, and advanced analytics that help customers make more informed decisions.

Process improvement, streamlining operations, and reducing inefficiencies are also priorities of FedEx 2.0. Initiatives include the implementation of LEAN principles, automation of processes, and the use of data analytics to identify areas for improvement.

Finally, customer-centricity is at the forefront of FedEx 2.0. The company is committed to providing customers with a seamless and reliable experience from the moment they place an order until the shipment arrives at the destination. This includes investments in customer service and initiatives designed to improve the overall customer experience.

Overall, FedEx 2.0 represents a significant transformation for the company, aimed at meeting the changing needs of its customers and staying ahead of the competition. As the industry continues to evolve, it will be interesting to see how FedEx adapts and innovates to remain relevant and competitive. Some key areas to watch include the expansion of e-commerce and sustainability initiatives, the growth of international markets, and the integration of emerging technologies like automation and robotics.

More recently, FedEx announced its intention to consolidate several operating companies to streamline operations and enhance efficiency. The company's decision to reduce its active companies is a strategic move welcomed by industry observers, who view it as a necessary step toward achieving long-term growth and sustainability.

The consolidation process has FedEx combining its multiple operating companies, including FedEx Express, FedEx Ground, FedEx Services, and others under the Federal Express Corporation. This integration aims to simplify the company’s internal operations and improve the customer experience. The move will also enable FedEx to leverage its vast network of distribution channels and infrastructure. Notably, FedEx Freight will continue to operate its LTL services as a standalone company, perhaps because there is less overlap between the LTL network and services than with the other operating companies — meaning there is less fat to cut and fewer synergies to exploit. There could be other reasons. Recall that UPS divested itself of its LTL network in 2021. While profitability remains strong, FedEx Freight has recently been parking trucks, furloughing employees, and is planning to close facilities in the face of falling demand.

Furthermore, the consolidation will allow for more brand synergy, thus enhancing the company's brand identity. By presenting a unified FedEx brand, the company expects to resonate more with its customers, enhance loyalty, and reinforce its position as an industry leader. The consolidation also aims to create cost synergies by reducing duplication of resources and eliminating wasteful expenses (something begun in February 2023, when FedEx cut approximately 10% of its officers and directors). The company will be able to provide better services to its customers, helping them save on their transportation and logistics costs.

The consolidation process also provides FedEx with an opportunity to revamp its organizational structure and implement new policies to enhance operational efficiency. The company has embraced new technologies that have enabled it to automate some of its operations, resulting in quicker delivery times and improved customer satisfaction. The company has also implemented best practices and standards across its operating companies, resulting in enhanced consistency and quality of service.

Overall, the consolidation of FedEx's operating companies is a much needed and overdue strategy. By creating a more unified company, FedEx is improving efficiencies, creating cost synergies that will enable it to be a more effective competitor in the logistics market, and, one hopes, enhancing its brand identity. The consolidation process has also allowed the company to revamp its organizational structure, embrace new technologies, and implement best practices to improve operational efficiency. That’s the plan, anyway. Will FedEx be able to pull it off? We’re talking about a five-year plan, costing $2 billion and touching every part of the company. It’s an ambitious plan and epic paradigm shift unfolding in a dynamic market. And FedEx has the people and the capital to make it happen. But FedEx has fumbled several good passes over the past few years. I’m optimistic. But I’ll also be watching carefully over the next six to 12 months, as should you.

Joe Wilkinson is VP, Professional Services (Transportation Consulting) at Intelligent Audit. He can be reached at

This article originally appeared in the July/August, 2023 issue of PARCEL.