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This report answers the following questions on the case study –
1. “FedEx has built superior physical, virtual and people networks not just to prepare for change but to shape change on a global scale. FedEx is not only reorganizing its internal operations around a more flexible network computing architecture, but it’s also pulling-in and in many cases locking-in customers with an unprecedented level of technological integration”
In the context of the above statement, critically analyse the Global Express Transportation and Logistics industry in which FedEx operates using Porter’s value chain framework. From the results of your analysis, critically evaluate the ‘core competencies’ and ‘dynamic capabilities’ that enable FedEx to built an efficient and effective transportation, logistics and a virtual information infrastructure.
2. Discuss the events leading up to the January 2000 reorganization in the context of FedEx’s three major strategic initiatives –
• A new branding strategy that involved changing the company’s name to FedEx Corporation and extending the FedEx brand to four of its five subsidiaries.
• The need for one point of access to sales, customer services, billing and automation systems
• A new low cost residential delivery service, FedEx home delivery
Your answer should be based on a critical review of Fedex’s Performance, and the dynamics in the internet market.
3. “At FedEx we recognize that our impact is greater than the services we provide. We are committed to being a great place to work, a thoughtful steward of the environment and a caring citizen in the communities where we live and work. We are passionate about sustainably connecting people and places and improving the quality of life around the world.”
Critique the above statement in the light of current development within the global logistics industry and reflect critically on the future strategic direction of FedEx in the next five years in the area of Corporate Social Responsibility.