FedEx is becoming more unified by splitting apart. The Freight spin-off removes a business model mismatch, while Network 2.0 finally integrates Express and Ground. The parallel separation-and-integration approach is a bet that you can lower GPI by removing what does not belong while unifying what should have been together all along.
Only 2nd CEO ever, 500K employees, multi-year transformation timelines.
Network 2.0 closing 30% facilities, but layoffs as primary mechanism.
2 petabytes data, digital twin, but "miscommunication" in Glassdoor.
Decades of Express/Ground separation, massive physical infrastructure.
CEO rose internally, 57% recommend, but "too many managers."
Double UPS aircraft, extensive warehouses, actively rightsizing.
100B transactions, real-time tracking, but org hierarchy slows flow.
"FedEx at 5.8 sits exactly 1.0 point below UPS at 6.8, and the gap explains the stock performance difference."
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