Professional Documents
Culture Documents
FedEx Vs DHL Report
FedEx Vs DHL Report
bdulhamid
TABLE OF CONTENTS
EXECUTIVE SUMMARY..................................................................................4
Team Reflection...................................................................................... 5
Objectives.............................................................................................. 6
1 Background......................................................................................7
1.1 FedEx..........................................................................................7
1.2 DHL............................................................................................ 8
2 Environmental Factors.......................................................................9
2.1 Overview..................................................................................... 9
2.2.1 DHL....................................................................................... 9
2.2.2 FedEx...................................................................................11
3 SUSTAINABILITY..................................................................................13
3.1 Overview................................................................................... 13
3.1.1 FedEx...................................................................................13
3.1.2 DHL..................................................................................... 15
4.1 Overview................................................................................... 16
4.1.1 DHL..................................................................................... 17
4.1.2 FedEx...................................................................................18
5 SWOT analysis................................................................................19
8.1.1 Structured............................................................................25
8.1.2 Unstructured.........................................................................25
8.2.1 Structured............................................................................26
8.2.2 Unstructured.........................................................................26
9.1.1 Procedure.............................................................................26
9.1.2 Policy................................................................................... 27
9.2.2 Policy................................................................................... 28
10 Decision making..............................................................................29
10.1.1 FedEx...................................................................................29
10.1.2 DHL..................................................................................... 30
10.2.1 FedEx...................................................................................30
10.2.2 DHL..................................................................................... 31
11 Summary........................................................................................33
12 Conclusion......................................................................................34
13 References......................................................................................35
APPENDIX..................................................................................................47
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 organisation’s 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
FedEx’s social activities and the worldwide impacts they have and the
implementation and encouragement of ethics in their internal environment.
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 people’s 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)
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
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 founders personally transported the documents from San Francisco to
Honolulu by using a plane. The delivery process consumed shorter time than
usual. It significantly reduce the waiting time and the custom process also
can be done before the actual arrival of the shipment. The founder then
decided to begin flying routes to the Far East.(Advameg 2015a)
The growth rate of DHL Express was very high. It continue to develop as in
early 1971, Bank of America become their primary customer. The bank need
a single logistics company to deliver their important documents and letter of
credits. In the mid of 1971, DHL Express started to open their branches in
Pacific Rim and Philippines. The company are more focusing on the
international service. (Ag Deutsche Post 2015)
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
environment and view how both companies respond to the current
challenges faced.
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’s social influence lies in its long history of offering services to relief
organisations. Using its expertise in logistics and air delivery, it has provided
assistance to transport relief supplies to many affected countries around the
world. It was also involved in the UNHCR relief operation by providing free
storage facilities for relief supplies in Indonesia. (BusinessWire 2005)
2.2.1.3 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:
2.2.2.1 Political
FedEx aspires to maintain political stability and adhere to government
policies and regulations as well. A way FedEx believes in an effective
political participation process by making cautious political contributions that
complies with reporting requirements and applicable laws. For example,
FedEx does not allow its employees to rally for a candidate by using its
resources and funds. Instead, they do it themselves as a whole for the
beneficial of the company and its stakeholders.(FedEx 2015g)
During the 2014 election cycle in the United States, FedEx was the 112th
largest contributor from a pool of 16,793 contributions made. It was a major
donator since 1990, and thus their influence and strong ties developed with
the white House and congress members gave them unprecedented access
to tax rebates and international trade.(The Center for Responsive Politics
2014)
FedEx places its commitment towards the services it offers to its employees
and communities. FedEx is known to develop several strategic partnerships
with charitable organisations that share similar values. Their services include
emergency and relief support where they cater aid quickly through the use
of
several relief agencies established via relationships. Another service include
their involvement in the field of education and hence provide programs in
the field of cultural diversity, global economics and trade to enhance
learning.(FedEx 2015c)
2.2.2.3 Technological
FedEx has a long history in making advancements to delivery services using
the latest technology.” They have a very systemic approach to innovation,”
said JAMES (1996).
Among its great contributions was the revolutionary tracking number. This
system was first introduced by FedEx for customers which enabled them to
track their shipments as they make their way to them and is now an
industry standard in courier services.(Baldwin 2013)
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
to promote responsibility towards the environment in the FedEx organisation
and to the wider public. (FedEx 2015)
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:
DHL initiated a service called the Green tons, which were deliveries made by
trucks consuming renewable fuel at the cost of a small fee. (Chemrec 2015)
Similarly, go green product is another service that charges an extra fee
which is used to offset the carbon emission by using the extra money to
plant trees and invest in other sustainability programs. (Sustainable Ink
2015)
Furthermore, the design of the vehicles was altered to make them more
sustainable. Tires and engine designs were modified and the body of the
vehicle made more aerodynamic to improve vehicle efficiency. A double
decker system was introduced to manage space efficiently increasing the
amount of deliveries that each cargo could carry. (Chemrec 2015)
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)
4.1 OVERVIEW
By definition, social responsibility is a term in which any entity, whether a
person, corporation or otherwise, is expected to perform and complete their
obligations to the society at large. Corporate social responsibility,
abbreviated CSR, is defined as “…the continuing commitment by business to
behave ethically and contribute to economic development while improving
the quality of life of the workforce and their families as well as the local
community and society at large" by Lord Holme and Richard Watts in The
World Business Council for Sustainable Development's publication 'Making
Good Business Sense'. Basically, a corporation has the responsibility to
perform its stated objectives and functions to the benefit of society without
infringing any of its stated values and ethics.
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
GoHelp is DHL’s disaster management program in which, in partnership
with the United Nations, DHL utilizes their logistic expertise and global
network to support global relief efforts. Programs under GoHelp include “Get
Airports Ready for Disaster” (GARD), in which DHL, according to their
website, “help prepare airport personnel and disaster management agencies
for the logistics challenges associated with disaster relief efforts.” Also,
among other things, DHL supports on-site logistics support in airports to
ensure disaster relief efforts go smoothly. (Deutsche Post DHL, 2015)
4.1.1.2 GoTeach
GoTeach is DHL’s program to “improve educational opportunity for young
people and prepare them for the working world.” According to DHL’s
website, “the long-term success, sustainability and innovative power of our
economy and society depends on a strong educational system and targeted
efforts to
develop the next generation of working professionals.” Simply put, DHL
supports efforts for education worldwide. To do this, DHL partnered with
two educational NGOs, Teach for All and SOS Children’s Villages. DHL aims
to help children and youth around the world, regardless of background, to
“develop
their potential, learn skills and access new opportunities for their career
development.” (Deutsche Post DHL, 2015)
4.1.2 FedEx
FedEx also has CSR programs similar to DHL, in which FedEx also focuses on
environmental issues, disaster relief and philanthropy.
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
Opportunity Threat
Opportunity Threat
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.
However, FedEx and DHL’s most powerful suppliers are aviation agencies
around the world, which has the power to grant or restrict both companies
access to their respective countries’ airspace, aviation routes and landing
rights. If airspace access is denied to either company, FedEx and DHL may
have to resort to sea shipping and ground transport, or their customer will
have to choose another courier company, like UPS.
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 DHL’s acquisition of
Airborne’s
ground shipping operations, the company decided to outsource from
Airborne’s IT assets and decided to merge it with its own. This caused
complexity among IT firms as they were forced to learn and understand
each other’s IT systems and business practices.(Whiting 2006)
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 company’s 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”.
9.1.1 Procedure
Pick Up - DHL e-commerce goes to your business and picks up your
domestic and international shipments. We ensure flexibility to our
customers regarding pick up times.
Transport to Distribution Center – We bring your items to one of
our state-of-the-art distribution centres located throughout North
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
inserting your items into the postal stream.
Network - We expedite your materials through our global network,
bringing them as close as possible to their destination before
transferring them to local postal authorities for final delivery.
Delivery - As a USPS Workshare partner, we rely on their local
carriers in order to deliver your domestic shipments with the rest of
the mail. Other dependable postal partners abroad handle final
delivery of your
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):
9.2.1 Procedure
Pickup - Based on your average daily shipping volume, we offer a
customized solution to get your packages from your facility to our high-
tech distribution facilities for same-day sorting.
Scanning and sorting - Scanners read package bar codes and
cross- check them against merchant manifests. Packages are
weighed, measured and logged into our data-collection system. This
system assigns thousands of packages an hour to the proper
destination ZIP codes, and fully automated tilt-tray sorters carry
them to the
appropriate chutes for loading.
Zone skipping - Tractor-trailers carry packages to entry points deep
in the postal system, thereby skipping several postal processing
centres along the way, which results in reduced transit time,
minimized handling and maximized postal discounts. Throughout the
delivery process, we utilize our technology to provide shipment
visibility of your
packages while they are en route to their destinations.
Delivery - The USPS completes in-home delivery to your customers’
addresses, P.O. boxes, or military APO and FPO destinations.
Web-Based Tools - A suite of tools on fedex.com provides 24/7
access to package information, shipment-status tracking, logistics
analysis, billing statements and report creation, enabling you to run
your business more effectively and efficiently. (FedEx 2015e)
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.
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
The decision of FedEx to consider their drivers as contractors instead of
employees can be labelled as a wrong decision. The motive behind the
decision was to prevent the drivers from becoming eligible for overtime,
medical insurance, social security and unemployment insurance. (msnbc
2014)
The decision was not popular with the van drivers and many decided to sue
FedEx. Initially, the cases were won by FedEx however, recently the courts
have started issuing verdicts in favour of the drivers. Reggie Gray, a driver
for the FedEx Ground division sued the company for categorizing him as a
contractor instead of an employee. He bought a van and a delivery route for
a total of $22,000 after which he bought another van on the insistence of
FedEx for $11,000 and employed another driver as there were more
packages and objects to be transported on that route. In addition, the costs
of FedEx uniform, software, hardware and the servicing and repairing of the
vans were covered by Gray’s 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
DHL’s 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)
10.2.1 FedEx
FedEx made a decision to start charging for packages using dimensional
charges instead of charging based on the weight of the package in 2014.
The packages would be charged based on their length, breadth and width.
The
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.
10.2.2 DHL
DHL’s decision to build a Business Intelligence System in collaboration with
SDG Consulting enabled it to evaluate the resources required in each
aviation operation and to distribute it accordingly. This decision increased
the efficiency of analysing operations and decreased the duration of
investigations. It also allowed DHL to make riskier business decisions for
more growth and increased profit. (SDG 2015)
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
➢ Decision making does not suffer from making biases and errors
➢ Employing drivers as contractors
➢ Sustainability is the driving force which is characteristic of
for innovation decisions to reduce costs
➢ Choosing the wrong alternative
of keeping the decision of
employing drivers as contractors
DHL instead of rectifying the decision
mistake
FedEx vs UPS
Similarities Differences
➢ Both organisations hold the ➢ FedEx owns more vehicles that
majority share in the US use renewable fuels and have
domestic market more sustainable practices and
services
➢ UPS and FedEx both have ➢ UPS owns the largest fleet of
excellent customer service ground vehicles
➢ FedEx strategy is aggressive
growth while strategy of UPS is
stable growth
➢ FedEx provides faster delivery
times while UPS has the higher
delivery on time rate (Roggio
2015)
DHL vs UPS
Similarities Differences
➢ UPS and DHL both have a ➢ DHL has larger global market
geocentric approach share and transports to more
countries
➢ DHL focuses on growth strategy
while UPS focuses on stability
internationally
➢ UPS has a better tracking system
than DHL
➢ DHL is more expensive compared
to UPS (helpme.com 2015)
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
Ethics and a strong culture is promoted within the organisations
Both organisations have similar stakeholders
Use of latest technology to make work and business at home anattractive option and to ease the tracking of shi
Differences
FedEx DHL
➢ Primarily based in US from where ➢ Worldwide organisation with
the majority revenue is earned revenues earned globally
➢ The main challenge faced is the ➢ The main challenge faced is entry
treatment of drivers into US market
➢ Brand name is a huge strength ➢ The main strength is reliability
➢ Primary strategy is focused on and experience
stability ➢ Primary strategy is growth
➢ 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
ethics. It is difficult to classify such large organizations however it can be
concluded that FedEx has an ethnocentric approach while DHL adopts a
geocentric approach
Overall, DHL is more expensive and reliable compared to FedEx but FedEx
outmatches in customer relations and sustainability solutions.
13 REFERENCES
Deutsche Post DHL 2006, Code of Conduct, Deutsche Post DHL, viewed
May 2 2015,
<http://www.dpdhl.com/content/dam/dpdhl/dpdhl/verantwortung/organ
isation_und_strategie/dpdhl-code-of-conduct.pdf>.
DHL 2008, The Furture of CEP services, DHL, viewed May 1 2015,
<https://www.dhl-
discoverlogistics.com/cms/en/course/services/cep/cep_future.jsp>.
DHL eCommerce 2010, Streamlined Delivery with Our Expedited
Process – Step by Step, DHL International GmbH, viewed April 29
2015,
<http://dhlecommerce-usa.com/expedited-mail-process-details.aspx>.
Eidelson, J 2014, FedEx Ground Says Its Drivers Aren't Employees. The
Courts Will Decide, Bloomberg L.P., viewed May 2 2015,
<http://www.bloomberg.com/bw/articles/2014-10-16/fedex-ground-
says-its-drivers-arent-employees-dot-the-courts-will-decide>.
Esterl, M 2008, DHL Retreats from U.S. Market, The Wall Street
Journal, viewed May 1 2015,
<http://www.wsj.com/articles/SB122632338746413543>.
FedEx 2015a, 2015 SERVICE GUIDE, FedEx, viewed April 30 2015,
<http://images.fedex.com/us/services/pdf/Service_Guide_2015.pdf>.
FedEx 2015b, Network Process, FedEx, viewed April 30 2015,
<http://www.fedex.com/us/smart-post/outbound.html#tab2>.
FedEx 2015c, Policies & Guidelines: Code of Business Conduct & Ethics,
FedEx, viewed May 2 2015,
<http://investors.fedex.com/governance- and-
citizenship/policies/code-of-conduct/default.aspx>.
helpme.com 2015, Fedex, UPS and DHL :: Business Analysis
Compare Fedex UPS DHL, viewed 25th April 2015,
<http://www.123helpme.com/fedex-ups-and-dhl-view.asp?
id=165020>.
Mouawad, J 2013, Profit Down 31%, FedEx Cuts Outlook, The New York
TImes, viewed May 2 2015,
<http://www.nytimes.com/2013/03/21/business/fedex-cuts-forecast-as-
3rd-quarter-profit-falls-31.html?_r=0>.
msnbc 2014, A progressive step for workplace benefits, viewed 24th
April 2015, <http://www.msnbc.com/msnbc/fedex-loses-court-case-
against-drivers>.
Roggio, A 2015, Comparing UPS, FedEx, and USPS: Which is Best
Now?, viewed 25th April 2015,
<http://www.practicalecommerce.com/articles/3156-Comparing-UPS-
FedEx-and-USPS-Which-is-Best-Now->.
Rooney, B 2014, The FedEx driver who sued and won, viewed 25th
April 2015, <http://money.cnn.com/2014/11/20/news/companies/fedex-
driver-lawsuit/index.html>.
SDG 2015, DHL, viewed 25th April 2015,
<http://www.sdggroup.com/en/find-insights/case-study/dhl>.
Team, T 2015, Three Key Strategies Driving FedEx In 2015, @forbes,
viewed 25th April 2015,
<http://www.forbes.com/sites/greatspeculations/2015/01/07/three-key-
strategies-driving-fedex-in-2015/>.
Whiting, R 2006, DHL-Airborne Didn't Take The Easy Road To Post-
Merger IT Integration, InformationWeek, viewed May 2 2015,
<http://www.informationweek.com/dhl-airborne-didnt-take-the-easy-
road-to-post-merger-it-integration/d/d-id/1044574?page_number=1>.
Xinhua 2013, FedEx faces challenges over global trade
slowdown, rising energy prices, Philstar, viewed May 2 2015,
<http://www.philstar.com/world/2013/03/31/925367/fedex-faces-
challenges-over-global-trade-slowdown-rising-energy-prices>.
FedEx Earnings Fall Due to Weakness in Air Freight Business –
DailyFinance, 2015, FedEx Earnings Fall Due to Weakness in Air
Freight Business – DailyFinance, viewed 05 May 2015,
<http://www.dailyfinance.com/2013/03/20/fedex-earnings-fall-fewer-
airfreight-shipments/>.
WSJ, 2015, FedEx First-Quarter Earnings View Citing Weak
Global Economy – WSJ, viewed 05 May 2015,
<http://www.wsj.com/articles/SB100008723963904437595045776319
12122822228>.
Wen, Yuanyuan, 2012. Study of Competitiveness. Study of
Competitiveness - Acase Study of DHL, [Online]. Analysis Part, 38.
Available at: http://www.diva-
portal.org/smash/get/diva2:545580/FULLTEXT02 [Accessed 01 May
2015].
DailyFinance, 2015, UPS, FedEx Threatened by New E-
Commerce Strategies – DailyFinance, viewed 06 May 2015,
<http://www.dailyfinance.com/2013/07/15/ecommerce-threat-ups-
fedex-package-delivery/#!slide=976496 >.
DHL, 2015, Background information and SWOT analysis of DHL,
viewed 06 May 2015,
<http://www.ukessays.com/essays/marketing/background-information-
and-swot-analysis-of-dhl-marketing-essay.php#ixzz3ZDgbbCbz >.
FedEx – WSJ, 2015, Regional Shippers Pose New Threat to UPS, FedEx –
WSJ, viewed 06 May 2015,
<http://www.wsj.com/articles/SB100014240527023047731045792666
82206635994>.
Thinking Bookworm, 2015, How can DHL Become the Market Leader
in the Logistics Industry?, viewed 06 May 2015,
<http://thinkingbookworm.typepad.com/blog/2012/04/how-can-dhl-
become-the-market-leader-in-the-logistics-industry.html >.
Automotive Fleet, 2015, FedEx Express' New Fleet Vehicles -
Photo Gallery, viewed 06 May 2015, <http://www.automotive-
fleet.com/photogallery/photos/48/fedex-express-new-fleet-
vehicles.aspx>.
Fedex.com, 2015, FedEx Adds 1,900 New Lightweight, Fuel Efficient
Vehicles to Fleet, viewed 06 May 2015,
<http://about.van.fedex.com/newsroom/global-english/fedex-adds-
1900-new-lightweight-fuel-efficient-vehicles-to-fleet/ >.
FedEx.com, 2015, viewed 06 May 2015,
<http://annualreport.van.fedex.com/2014/docs/FedEx_2014_Annual_Re
port.pdf>.