Professional Documents
Culture Documents
2015
Prepared By
4315103 Moaz Ahmed
4314700 Khalis Afiq
4315154 Mohamad Norazri Bin Azmi
2015
TABLE OF CONTENTS
EXECUTIVE SUMMARY......................................................................................4
Team Reflection...............................................................................................5
Objectives........................................................................................................6
1
Background...............................................................................................7
1.1
FedEx...................................................................................................7
1.2
DHL......................................................................................................8
Environmental Factors...............................................................................9
2.1
Overview..............................................................................................9
2.2
External Environment...........................................................................9
2.2.1 DHL.................................................................................................9
2.2.2 FedEx............................................................................................11
2.3
3
Internal environment..........................................................................13
SUSTAINABILITY.......................................................................................13
3.1
Overview............................................................................................13
3.1.1 FedEx............................................................................................13
3.1.2 DHL...............................................................................................15
4
Overview............................................................................................16
4.1.1 DHL...............................................................................................17
4.1.2 FedEx............................................................................................18
5
SWOT analysis.........................................................................................19
5.1
5.2
6.2
6.3
6.4
6.5
8.1.1 Structured....................................................................................25
8.1.2 Unstructured................................................................................25
8.2
8.2.1 Structured....................................................................................26
8.2.2 Unstructured................................................................................26
9
9.1.1 Procedure.....................................................................................26
9.1.2 Policy............................................................................................27
9.2
9.2.1 Procedure.....................................................................................27
9.2.2 Policy............................................................................................28
10 Decision making......................................................................................29
10.1
Wrong decisions..............................................................................29
10.1.1 FedEx............................................................................................29
10.1.2 DHL...............................................................................................30
10.2
Right decisions................................................................................30
10.2.1 FedEx............................................................................................30
10.2.2 DHL...............................................................................................31
10.3
Decision characteristics..................................................................31
10.4
11 Summary.................................................................................................33
12 Conclusion...............................................................................................34
13 References...............................................................................................35
APPENDIX.......................................................................................................47
EXECUTIVE SUMMARY
This report is a comparison of two organisations, FedEx and DHL that operate
as courier and logistics companies. The contents of the report provide a
thorough and in-depth research into the workings, management style and
culture of the organisations and their business models, strategies and
decisions. The report is divided into sections covering various areas of each
company and compares and contrasts their activities in each area.
The inception of FedEx was in 1971 while DHL began its operations in 1969.
A PEST analysis is performed for both the organisations to understand the
environmental factors impacting each organisations business and their
ability to cope with them. This is followed by a research in the efforts and
contributions of the organisations towards sustainability including new
environmental friendly innovations. After that is the comparison of DHL and
FedExs social activities and the worldwide impacts they have and the
implementation and encouragement of ethics in their internal environment.
In addition, a SWOT analysis and five porters forces analysis is conducted to
comprehend the external factors affecting the companies. Furthermore, the
policies and procedures and the decision making style and characteristics of
the two organisations are compared. Finally, a concluding comparison with a
third similar business organisation is tabulated, that is between DHL and UPS
and FedEx and UPS, and an overall distinction between FedEx and DHL is
highlighted.
TEAM REFLECTION
This project has thought us members to work together and collaborate as a
team. It also helped us to understand each other more and identify any
unique attributes we have that helped us complete this project successfully.
Since we understood each others ideals, we were confident in choosing the
topic DHL vs FedEx.
Time management was an essential component in our project flow network.
Its importance is understood all the way when working in the project. This
included planning, setting up meetings for discussions and also maintaining
balance in our time between other units as well. This experience has in the
end helped us in learning to not only manage our time, but adapt to any
emergencies should they happen, such as a member not being able to come
for a meeting can request for postponing the date and it will happen.
We also made proper use of technology for our communication such as
Blackboard, WhatsApp and Facebook.
To total it all up, everybody from the group made an equal contribution for
this project. Nobody was forgotten and everybody was extremely ready to
work for the task by staying up late to complete the investigations and
composing of the report. The subjects of what was composed were dispersed
in light of every individual's enthusiasm for it. Moreover, the colleagues saw
how expansive organisations maintain the business and manage distinctive
difficulties by realizing all the parts of the organisations. We composed the
report to our earnest attempts and we are fulfilled by our completed work.
OBJECTIVES
The objectives of this research project to investigate and develop an
understanding between two organisations, namely, DHL and FedEx. We
examine their impact on their external and internal environment as well as
the future challenges they may face. This report was written with an
emphasis on detailed analysis, strengths and weaknesses, and comparison
and contrasts.
This report details further on the similarities and differences of the two
organisations based on structure, sustainability and ethics, strategies, and
management decision making style.
1 BACKGROUND
1.1 FEDEX
The Federal Express Corporation was established in 1971 by Frederick W.
Smith. The company originally was named Federal Express since the founder
wanted to secure a contract with Federal Reserve Bank. Even though the
bank rejected his proposal, the name was kept as he believed the name will
attract a lot of peoples attention.(FedEx 2015d)
The idea of creating the corporation was because of a term paper written by
him during his study in Yale University, Connecticut. The paper mainly
discussed on the challenges faced by the current logistics companies. There
are three important highlights stated in the paper. First of all, the
unsuitability of using air passenger for air freight. For that time, almost all of
the logistics companies were using air passenger to deliver their customers
products. He believed that the requirement of air freight is not as same as
the air passenger. Second, he stated the service speed is way more
important than the cost. The most important for a logistics company is to be
efficient in delivering. It must consumed less time and fast. Lastly, he also
highlighted the importance of accessing to small cities to provide the
delivery service. However, his professor did not find that his paper
interesting and only graded his paper as an average.(Advameg 2015b)
In 1971, by using 4 million dollar inheritance by his father and 91 million
dollar venture capital, he started his logistics firm. He bought interest in
Arkansas Aviation Sales. Two years later, the firm officially began operation.
The company owned 14 Dassault Falcon Aircrafts. With 389 employees,
FedEx provided their service over 25 cities in America.
Until early 1975, the company was having loss and slow growth rate.
However, in the mid of 1975, the company managed to get profit of 43.5
million dollar in the business. By late of 1976, FedEx became one of the best
MME30001 Engineering Management 1
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and important logistics company in America. Per night, the company had to
cover average of 19,000 packages. In 1983, the company wrote their name
in the American business history. The company was the first American
company to reach financial hallmark inside 10 years of start up without
mergers or acquisitions. (FedEx 2015d)
1.2 DHL
The DHL Express Corporation was established on 25 September 1969 by
three individuals in San Francisco. The name of the company was taken from
the initial of the three founders name. The letter D stands for Adrian
Dalsey, H for Larry Hillblom and the letter L for Robert Lynn. The company
begins their operation by only providing door to door delivery service. The
company only deliver documents between four cities; San Francisco, Hawaii,
California and Honolulu.(Ag Deutsche Post 2015)
The idea of creating the corporation was because of the huge potential seen
by the three founders. They believed air freight for document delivery would
be very effective and efficient. That way, it will speed up the delivery process
and reduce the shipping cost. Thus, with this idea, they agree to build a
company that will use air courier for the delivery process.
In 1970, the
Until now, the company had managed to cover almost all countries in the
world. In 2002, the Deutsche Post (DPWN), a German Company Group buy
majority of 51% of DHL shareholder. (Advameg 2015a)
2 ENVIRONMENTAL FACTORS
2.1 OVERVIEW
DHL and FedEx are both global courier delivery services companies. They
both aim to achieve consumer satisfaction and excellence on a global scale
and they thus opt for an ethnocentric attitude. However their approaches
and practices towards their external and internal environments differ from
each other. So a PEST (which the acronym for Political, Economic, Social and
Technological)
analysis
will
be
conducted
to
examine
the
external
2.2.1 DHL
2.2.1.1
Political
DHL made a name for itself for its involvement in government elections and
campaigns. It mainly focuses on the following political areas:
DHL tries to integrate its operations in countries initially by abiding their laws
and regulations. But sometimes if there are any barriers in between, then
they are willing to go to great lengths in order to bypass it.
MME30001 Engineering Management 1
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For instance, in 2013, when DHL came to know that The United Kingdom was
departing the European Union, they were worried about the coming situation
of their business. Phil Couchman, UK head of DHL Express quoted, If
something went dramatically wrong with the trading relationships between
the UK and the EU, it would affect us and a lot of businesses. They were
aware that the UK could probably change its regulations of trading which
could be another hurdle for themselves and other corporations. (Bennet
2013)
In 2008, DHL wanted to establish a strategic alliance with a rival company
UPS in hopes of utilizing its air cargo facilities. This is because DHLs
operations in the US are declining, facing losses of upto $1 billion annually.
Of course this deal grabbed the attention of US lawmakers and politicians
alike. They claim that the merger could bring about a huge crisis, because if
achieved, would result in the closure of its cargo hub in the state of Ohio, and
in turn result in job losses upwards of 10,000.(Pitzke 2008)
2.2.1.2
Even with the advent of the global economic crisis, DHL continues to offer its
services through involvement in economic forums and provide better
investment opportunities for investors and entrepreneurs alike.
A study conducted by the Economist Intelligence Unit (EIU) on behalf of DHL
shows that small and medium sized enterprises (SMEs) expect a substantial
growth in the international market in a few years. However, they have a
biased way of choosing their markets and are not willing to make
investments in other regions that require attention. For example, they
choose to invest in countries like China just because they see it as a gateway
to global investment, whereas regions such as Africa are neglected since
they assume it has no growth potential. According to Ken Allen, CEO of DHL
express, DHL believes that they, as a logistics and transportation firm, can
Technological
It is no exception that in order for a global company like DHL to cope with the
modern lifestyle, it has to improve its services through means of technology.
Fortunately, DHL achieves this by adopting to a number of technological
trends it assesses and researches. Key technological advents that are
currently implemented include, but are not limited to:
DHL SMARTSENSOR- It is a unique and secure system developed to
monitor and record temperature, humidity and light data and identifies its
geological location throughout the course of its shipment.(Deutsche Post DHL
Group 2015a)
SmartTrucks by Quintiq technology- As the name suggests, these
vehicles are being used first in Germany and then later 48 other countries
since they have proven to be successful in helping save money and time
thanks to the dynamic route planning system designed by Quintiq.(Quintiq
Inc. 2010)
DHL BREAK BULK EXPRESS- Its a shipment delivery service designed to
consolidate all shipments under one waybill at the origin point. That way,
they can be cleared as one shipment altogether and upon arrival at their
final destination facility, they get separated into individual shipments and
finally make their way to their respective addresses.(Deutsche Post DHL
Group 2015b)
2.2.2 FedEx
2.2.2.1
Political
2.2.2.3
Technological
2.3 INTERNAL
ENVIRONMENT
3 SUSTAINABILITY
3.1 OVERVIEW
Sustainability is one of the most important issues currently faced by the
majority of organisations. Courier services are usually concerned with the
high carbon footprint generated by their various modes of transport. Another
concern for courier and delivery organisations are the raw materials used in
manufacturing packaging materials.
3.1.1 FedEx
FedEx are committed in reducing environmental impacts and promoting
sustainable practices in their organisation. Their environmental policy
statement briefly explains their stance and approach to environmental
issues. The main objectives of the statement are summarized below:
To achieve the goals and fulfill the policies given in the environmental policy
statement FedEx initiated several projects to make the organisation more
sustainable and environment friendly. FedEx initiated EarthSmart , a scheme
3.1.2 DHL
DHL tackles the problems of sustainability in similar ways as FedEx however,
there are some clear distinctions in certain approaches of DHL when they
deal with sustainability. The gist of the environmental policies of DHL is
outlined in the following points:
The
scheme
of
DHL
that
provides
solutions
to
environmental
and
In Europe, 25% of DHL facilities are powered using renewable energy while in
USA energy saving lightings have been implemented decreasing waste
energy. (Sustainable Ink 2015)
Majority
of
the
subcontractors.
DHL
To
group
carbon
promote
emission
environmental
can
be
attributed
responsibility
to
to
the
to
the
society
at
large.
Corporate
social
responsibility,
perform its stated objectives and functions to the benefit of society without
infringing any of its stated values and ethics.
As companies, DHL and FedEx are obliged to be bound by corporate ethics.
In definition, it means that they need to follow business conduct applicable
with established ethics and applies to all aspects of business conducts, as
well as on an individual level. Ethics are the rules or standards that govern
our decisions on a daily basis and standards of professional conduct
expected of all in the field.
As courier services, DHL and FedEx have an obligation to the public to deliver
packages around the world and in the shortest time possible. They were
obligated to pick up, send and deliver whatever packages that their
customers trusted them with, while at the same time, abide by the law and
regulations of their respective governments. Both companies have the
obligation to fulfill their functions according to their claims and slogans;
FedExs slogans, for example, are We Live to Deliver and The World on
Time (2008 present), while DHL claims to be the worlds largest logistics
service provider.
4.1.1 DHL
For their part in the practice of Corporate Social Responsibility, both
companies place humanitarian and environmental issues as their main focus.
DHL, for example, has the motto, Living Responsibility for their CSR slogan.
They have, according to their website, programs such as GoHelp (disaster
management) and GoTeach (education). (Deutsche Post DHL, 2015)
4.1.1.1
GoHelp
GoTeach
4.1.2 FedEx
FedEx also has CSR programs similar to DHL, in which FedEx also focuses on
environmental issues, disaster relief and philanthropy.
4.1.2.1
Environmental Programs
Disaster Relief
Like DHL, FedEx engages in disaster relief programs by utilizing their network
to deploy our resources and logistics expertise to aid stricken areas. FedEx
utilizes its team members to distribute relief supplies to communities in
need, as well as to provide financial support to disaster relief organizations.
They work with a number of relief organizations to coordinate their efforts,
including the American Red Cross, Direct Relief, Interaction, and The
Salvation Army. Besides that, FedEx helps to support preparedness
initiatives and long-term recovery efforts. (FedEx, 2015)
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4.1.2.3
Road Safety
Another part of FedExs CSR program is road safety, an issue they take
seriously as more than 90,000 FedEx trucks (are) on the road. FedEx is
actively involved in road safety initiatives around the world such as Safe Kids
Worldwide, EMBARQ and UN road safety programs. FedEx also supports the
UN Decade of Action for Road Safety in its goal to save five million lives by
2020. (FedEx, 2015)
As two of the biggest courier and logistics companies in the world, DHL and
FedEx have a responsibility to the society in general to contribute to its
betterment and to improve conditions around the world.
5 SWOT ANALYSIS
5.1 SWOT
ANALYSIS OF
FEDEX
Strength
Weakness
Opportunity
Threat
New
e-commerce
strategy.
Under
this
strategy,
the
retailers are planning to use
their own delivery vehicles to
ship the packages to their
customers.
Strong competition, this threat
will cause most of the logistic
companies to be involves in
price war.
5.2 SWOT
ANALYSIS OF
DHL
Strength
Weakness
approximately
8
million
customers
and
the
annual
shipments of their company is
about 850 million.
Good public image. For example,
the
company
had
replaced
almost all of their aircrafts with
more
environmental-friendly
aircrafts.
Opportunity
Threat
6.1 THREAT
OF
NEW ENTRANTS
FedEx and DHL, as well as other established brands like UPS and TNT, are
well established names in the global courier and logistics management
service. Realistically, threat of new entrants in this business is low, due to
factors such as capital requirements and barriers to entry. In terms of capital
requirements, both DHL and FedEx have the advantage in global services
that require a vast network of ships and aircraft carriers, as well as ground
transportation vehicles. FedEx, for example, had an assets total of
USD33.567 billion in 2013, while Deutsche Post AG, DHLs parent company
and the worlds largest courier company, had an assets total of 38.40 billion
in 2011. New entrants will have to work very hard to match the two
companies, especially in competing with their brand name, established
around the world and has millions of customers globally. (Amsler 2010)
Another reason why threat of new entrants is low for both companies is
barriers to entry, namely in terms of regulations by local governments. In the
case for the United States, new entrants will first have to deal with the
Federal Aviation Administration for air routes and landing rights. Even UPS
and DHL had difficulties in competing with FedEx in the United States,
despite being major brand names themselves.
6.2 THREAT
OF
SUBSTITUTE PRODUCTS
AND
SERVICES
For major courier service providers such as FedEx and DHL, threat of
substitute services are realistically low and of no major concern. Despite the
advent of electronic documents and e-mail, certain documents still need to
be delivered in hard copy to its intended recipient. Besides that, the advent
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DETERMINANTS
As global courier services, DHL and FedEx have large numbers of customers,
including individual customers and other companies of different industries
who rely on courier companies to get their products around. Some agencies
even have courier contracts with either company. However, due to both
companies offering essentially the same service, which is delivery and
logistics management, there is strong tendency for customers to switch from
one to the other, or even to other courier companies, mainly UPS. Especially
with large companies in need of shipping their products to other places,
there is need for competition between FedEx and DHL to serve these
companies, and usually they compete in price and discounts for bulk
shipping.
6.4 DETERMINANTS
OF
SUPPLIER POWER
6.5 INTENSITY
OF
COMPETITIVE RIVALRY
FACED BY
DHL
it acquired domestic airliner Airborne Inc. for $1.05 billion and merged it with
DHL. Despite the fact that it maintained leadership positions Europe, shares
in market share in the US remained below 10% thanks to its competitors.
After investing and losing billions of dollars over the past five years, DHL
decided to cut down operating costs by shutting down ground hubs and lay
off jobs. (Esterl 2008)
7.1.2 Competitive edge created by additional services
Research by DHL has shown that competing courier companies are trying to
attract market share by developing new value-added services in a bid to
attract more customers and tapping new markets. It is observed that
business customers are interested in integrated services provided from a
single
source.
Extra
services
provided
such
as
obtaining
shipment
information via text message and department delivery are additional trends
in the courier sector. Simultaneously, the line between transport services and
contract logistics is blurring.(DHL 2008)
7.2 CHALLENGES
FACED BY
FEDEX
DHL
8.1.1 Structured
DHL operates with a code of conduct which binds all its regions and divisions
and is to be followed by all employees in order to avoid mishaps from
occurring (Deutsche Post DHL 2006). Disciplinary action would be taken if an
employee is caught violating the code. For example, if an employee was
caught in the act of money laundering, which is strictly illegal, then in worst
case scenario, he/she will be discharged.
8.1.2 Unstructured
As an organisation specialized in the logistics business with a repetitive work
practice, DHL figures out how to far off itself from a great deal of
unstructured issues. But in any case, no organisation on the planet can free
themselves totally of them. For example, after DHLs acquisition of Airbornes
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8.2 STRUCTURED
FEDEX
8.2.1 Structured
FedEx also follows its own set of rules with integrity and reliability. Every
FedEx director, employee and officer are to comply with the code of business
conduct and ethics set for them in order to maintain healthy working
environment (FedEx 2015f). Henceforth, workers are to avoid all types of
practices that could jeopardize FedEx and its staff; this includes using the
companys sources for illegal gain.
8.2.2 Unstructured
Due to the problems faced in the economy around Europe and Asia, FedEx
continues to face fuel problems. Managing director of FedEx Express Richard
Smith quoted, With the slowdown of world trade, economic problems in
Europe and Asia, and the U.S. low economic growth, FedEx's bottom line
continues to be threatened.
This obliged the company to resort to improve fuel efficiency by increasing
the number of alternative vehicle fleet, using of natural gas-fuelled trucks.
(Xinhua 2013)
9.1 PROCEDURES
DHL
9.1.1 Procedure
America.
Processing - Inside our highly automated distribution center,
advanced processing technology helps ensure fast, accurate delivery.
Sophisticated sorting enables us to bypass many postal facilities before
international shipments.
Online Shipping Tools - Throughout the delivery process, our online
tools keep you informed, helping you monitor your shipments and
manage your shipping program.(DHL eCommerce 2010)
9.1.2 Policy
Here are some of the key policies they follow in order to ensure a smooth
procedure (Deutsche Post AG 2015):
9.2 POLICY
AND
PROCEDURES
IN
FEDEX
9.2.1 Procedure
9.2.2 Policy
Below are some of the main policies adopted by FedEx for its delivery
services (FedEx 2015a):
10 DECISION MAKING
The decision making style of both the organisations leans more towards
rational than intuitive as the prevalent decision making criteria is logic.
10.1WRONG
DECISIONS
Every company is prone to making ill judgements and wrong decisions every
once in a while. The companies that identify their wrong decisions and
endeavour to rectify their mistakes are more successful in the long-term.
10.1.1
FedEx
of FedEx uniform, software, hardware and the servicing and repairing of the
vans were covered by Grays personal finances. Then FedEx charged him a
hefty fine for misplacing a package worth $400 which caused him to go
bankrupt after which he sued FedEx for labelling him as a contractor yet
treating him as an employee. Gray won the court battle and FedEx had to
pay about $90,000 in damages. (Rooney 2014)
10.1.2
DHL
DHLs decision to increase its business in the US and to confront rivals UPS
and FedEx directly was an incorrect decision based on the results produced.
DHL acquired the rights to Airborne Express to grow its domestic market
share in the US and financed a huge improvement project to transfer larger
amounts of packages. This was followed by a dynamic marketing scheme to
advertise itself as a rival to UPS and FedEx in the US and to quickly establish
itself as a viable contender to them. DHL also lowered service charges to
compete with its rivals.
Unfortunately, the output was really low compared to the expected results. In
fact, the results were so abysmal that DHL then took the decision to
completely pull out of the domestic US market. The complete withdrawal
from the domestic market cost DHL about $9.5 billion and about 15,000 DHL
employees lost their job. DHL now only operates international shipments in
the US and has completely left the domestic business. (bloomberg.com
2015)
10.2RIGHT
10.2.1
DECISIONS
FedEx
decision was made to improve revenues made from bulky yet light packages.
These packages weighed less so fetched less profit while simultaneously
covering large volumes in trucks and vehicles restricting space for other
objects.
Another example of a good decision made by FedEx is to improve the
delivery on time rates for the holiday season. This decision helped FedEx
earn more revenue from packages delivered during the holidays. The
shipping routes are busier and people want their packages to be delivered on
time before the holidays begin which is what FedEx achieved by its decision
to concentrate more on shipments for special occasions. (Team 2015)
10.2.2
DHL
of
analysing
operations
and
decreased
the
duration
of
10.3DECISION
CHARACTERISTICS
The above cases feature characteristics that are common and specific to
each type of decision, either right or wrong.
The decision making characteristics that are specific to each type of decision
can be distinguished from each other. The characteristics are highlighted
below:
FedEx
Right decisions
Wrong decisions
DHL
Right decisions
Wrong decisions
10.4SIMILARITIES
AND DIFFERENCES
DHL and FedEx both have similarities and differences in their priorities and in
the way they operate, expand, and do business. However, to understand
their business strategies and plans in a broader context it is useful to
compare them to an organisation of the same type. For the comparison UPS
is chosen as it is another similar organisation that holds a major global
market share in the courier industry.
FedEx vs UPS
Similarities
Differences
DHL vs UPS
Similarities
UPS and DHL both
geocentric approach
Differences
have
11 SUMMARY
Similarities
FedEx and DHL
Both organisations have policies that prioritize customers, work ethic,
strong cultures and sustainability
Sustainability approach is to utilize renewable fuels and reduce carbon
footprint in transportation and package material
Socially responsive
Threat of new competitors is low while e-commerce is an opportunity
Differences
FedEx
DHL
with
The main challenge faced is the The main challenge faced is entry
treatment of drivers
into US market
Brand name is a huge strength
Initiated
programs
such
as Initiated
programs
such
as
EarthSmart (Sustainability) and
GoGreen (Sustainability), GoHelp
CSR (Disaster relief and road
(Disaster relief) and Go Teach
safety)
(Education)
12 CONCLUSION
FedEx and DHL are the leading brands in the shipping and logistics industry
worldwide. However, they both face stiff competition from UPS which is
another leading brand. Together, these three companies lead the world
shipping and courier industry. The threat of new entrants for both the
organizations is minimal so they concentrate more on triumphing over each
other. This results in an intense rivalry which is reflected in their marketing
and advertisement strategy.
The reach and impact of DHL worldwide is more compared to FedEx which
mainly operates and generates revenue in the United States. Both
organizations share a strong organizational culture with heavy emphasis on
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fedex/>.
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APPENDIX