United Parcel Service

Type: Public
On the web: http://www.ups.com
Employees: 426,000
Employee growth: 0.2%

It still relies on chocolate-colored trucks, but United Parcel Service (UPS) is more than a plain-vanilla ground delivery business. The world's largest package delivery company, UPS transports some 16 million packages and documents per business day throughout the US and to more than 200 countries and territories. Its delivery operations use a fleet of about 107,000 motor vehicles and about 570 aircraft. In addition to package delivery, the company offers services such as logistics and freight forwarding through UPS Supply Chain Solutions, and less-than-truckload (LTL) freight transportation through UPS Ground Freight. (LTL carriers combine freight from multiple shippers into a single truckload.)

Key numbers for fiscal year ending December, 2008:
Sales: $51,486.0M
One year growth: 3.6%
Net income: $3,003.0M
Income growth: 686.1%

Officers:
Chairman and CEO: D. Scott Davis
SVP and COO: David P. Abney
SVP, CFO, and Treasurer: Kurt P. Kuehn

Competitors:
Deutsche Post
FedEx
US Postal Service

Incorporated: 1907 as American Messenger Company
NAIC: 484122 General Freight Trucking, Long-Distance, Less Than Truckload; 492110 Couriers; 522220 Sales Financing
SIC: 4215 Courier Services Except by Air; 4513 Air Courier Services; 6153 Short-Term Business Credit

Known in the industry as "Big Brown," United Parcel Service, Inc. (UPS), is the world's largest package-delivery company. The Atlanta-based business delivered nearly seven billion items throughout more than 200 countries in 2006. In addition to its fleet of 101,000 vehicles, the company operates the world's eighth largest airline by virtue of its more than 600 company-owned and chartered aircraft. Its main hubs are in Louisville, Kentucky; Cologne, Germany; and the Philippines. UPS's embrace of technology has positioned it for a central position in the world of e-commerce. Numerous acquisitions expanded its capabilities in handling flows of "goods, funds, information." UPS even bought a bank, allowing it to finance small business transactions related to the merchandise it delivers.

Early 20th-Century Roots

UPS was founded in 1907 in Seattle, Washington, by 19-year-old Jim Casey as a six-bicycle messenger service. He set the future tone of the company by mandating that it be employee-owned. Casey delivered telegraph messages and hot lunches and sometimes took odd jobs to keep his struggling business going. By 1913 UPS consisted of seven motorcycles. With Casey's tacit approval, UPS drivers joined the International Brotherhood of Teamsters in 1916. In 1918 three Seattle department stores hired the service to deliver merchandise to purchasers on the day of the purchase. Department store deliveries remained the center of UPS's business until the late 1940s.

In 1929 UPS began air delivery through a new division, United Air Express, which put packages onto passenger planes. The Great Depression ended plans for an overnight air service, and UPS terminated United Air Express in 1931; the company did not resume air service until the 1950s. In the late 1940s the urban department stores that UPS serviced began following their clients to the new suburbs. More people owned cars and picked up their own parcels. UPS's revenue declined.

Casey decided to change direction and expand the common-carrier parcel business, picking up parcels from anyone and taking them to anyone else, charging a fixed rate per parcel. The company's initial customers were primarily industrial and commercial shippers, although the firm also served consumers. The company had offered common-carrier service in Los Angeles since 1922, and in 1953 UPS extended it to San Francisco, Chicago, and New York. UPS delivered any package meeting weight and size requirements to any location within 150 miles of these bases. After this initial expansion, UPS frequently appeared before the Interstate Commerce Commission (ICC) to expand its operating rights.

UPS scaled its operations to fit its market niche, refusing packages weighing more than 50 pounds or with a combined length and width of more than 108 inches, limitations that would increase in concert with the company's capabilities. Its average package weighed about ten pounds and was roughly the size of a briefcase, making sorting and carrying easy. UPS competed with scores of regional firms but most had not limited the size and weight of their packages. They ended up with the heavier packages, higher overheads, and lower volumes.

The Second Generation of Leadership

Casey resigned as chief executive officer in 1962 and was succeeded by George D. Smith. UPS more than doubled its sales and profits between 1964 and 1969, when the company made $31.9 million on sales of about $548 million. The company remained privately owned, its stock held by several hundred of its executives. UPS in 1969 served 31 states on the East and West Coasts. It had just gotten ICC approval to add nine midwestern states and soon got approval for three more states. Only the lightly populated states of Arizona, Alaska, Hawaii, Idaho, Montana, Nevada, and Utah were without UPS service. The firm kept a low profile, avoiding publicity, and refusing interviews of its chief executives. UPS officials believed only one parcel shipping company could exist in the United States, and it hoped that keeping a low profile would prevent anyone from copying its methods.

The firm's secrecy policy was possible because it was closely held. Its 3,700 stockholders (a number raised to 23,000 by 1991) were its own top and middle managers and their families. Stockholders wanting to divest would sell their stock back to the company. Because management owned UPS, the company could make long-range plans without the pressure for instant profits faced by many publicly owned firms. Most managers started as UPS drivers or sorters and came up through the ranks, creating great loyalty. The company's management structure was relatively informal, stressing partnership and the involvement of management at all levels.

In 1970 Congress considered a reform of the U.S. Postal Service that would allow it to subsidize its parcel post operations with profits from its first-class mail. This would allow it to lower prices and compete more directly with UPS. UPS hired a public relations firm and for the first time officially announced its earnings, trying to build a case that it was an integral part of the U.S. economy and that the postal reform would be disruptive. UPS handled 500 million packages in 1969, for 165,000 regular customers. The company claimed that 95 percent of all deliveries within 150 miles were delivered overnight. The company centered operations around a five-day-a-week cycle. Drivers made deliveries in the morning, made pickups in the afternoon, and returned to operations centers around 6 p.m. Their packages were immediately sorted and transferred for delivery.

UPS trucks were painted brown to avoid showing soil and were cleaned every night. Trucks were assigned to specific drivers, whom the company treated as future managers and owners. The company had 22,000 drivers in 1969, and most were kept on the same route to develop a relationship with customers. Some drivers, however, found UPS management inflexible, resulting in occasional local strikes.

In 1976 UPS tried to replace, gradually, all of its full-time employees who sorted and handled packages at warehouses with part-time workers. Teamsters locals in the South, Midwest, and West accepted the idea, but 17,000 UPS employees from Maine to South Carolina went on strike. The strike caused chaos for East Coast retailers as their suppliers were forced to send Christmas goods through the overburdened U.S. Postal Service. UPS eventually reached agreement with the Teamsters, but its labor relations continued to be spotty. Because management owned the business, it tended to drive its employees hard, and many drivers complained of the long hours and hard work. To maximize driver performance, the company kept records of the production of every driver and sorter and compared them to its performance projections. Drivers' routes were timed in great detail.

In 1976 UPS launched service in Germany with 120 delivery vans. It quickly ran into trouble because of cultural and language differences. UPS eventually adapted by hiring some German managers and accepting the German dislike of working overtime. George C. Lamb, Jr., succeeded Harold Oberkotter as UPS chairman in 1980.

Competition Intensifies

UPS continued to grow rapidly, aided by trucking deregulation in 1980. By 1980 UPS earned $189 million on revenues of $4 billion, shipping 1.5 billion packages. Federal Express Corporation (FedEx), however, which began operations in 1973, was siphoning off a growing amount of UPS's business. FedEx shipped packages overnight by air, and many businesses began shipping high-priority packages with FedEx. UPS had the resources to challenge FedEx, but it meant taking on significant debt, something the conservatively run UPS was reluctant to do. In 1981 it had only $7 million in long-term debt and a net worth of $750 million. To compete with FedEx, UPS bought nine used 727 airplanes in 1981 from Braniff Airlines for $28 million. It opened an air hub in Louisville, Kentucky, but was hesitant about directly challenging FedEx because of the huge cost of building an air fleet. It decided to stick with two-day delivery rather than overnight delivery, hoping that many businesses would be willing to let packages take an extra day if it meant savings of up to 70 percent. It called its two-day delivery Blue Label Air and spent $1 million in 1981 to promote it--a large sum for UPS, which had rarely advertised. In 1982 UPS ran its first television ads, trying to convince executives that two-day service was fast enough for most packages.

The recession of the early 1980s helped UPS because many companies shifted to smaller inventories, shipping smaller lots more frequently and demanding greater reliability. Package volume grew 6 percent in 1981. Because of the recession, the Teamsters accepted a contract in 1982 that limited wage increases to a cost-of-living adjustment, which then was diverted to pay the increased cost of medical benefits. When UPS then released information showing its net income rose 74 percent in 1981, labor relations worsened. Bitterness continued between UPS management and drivers as company profits swelled 48 percent to $490 million in 1983. UPS and the Teamsters secretly negotiated for two months in 1984 and reached a three-year agreement providing for bonuses and increased wages. The move averted a probable strike by 90,000 employees. Despite this labor tension, UPS's employee turnover remained remarkably low at 4 percent. Many workers were recruited as part-time employees while college students and were offered full-time positions after graduation.

In 1982 UPS decided to offer overnight air service, charging about half of FedEx's rate. By 1983 its second-day and next-day services were shipping a combined 140,000 packages a day. In 1982 UPS earned $332 million on $5.2 billion in sales. It had a fleet of more than 62,000 trucks. Mail-order firms and catalog houses were the fastest-growing part of UPS's business. Jack Rogers became UPS chairman in 1984.

Despite labor troubles, a Fortune survey found UPS's reputation the highest in its industry every year from 1984 to 1991. It was by far the most profitable U.S. transportation company, making more than $700 million in 1987 on revenue of $10 billion. FedEx, however, had 57 percent of the rapidly growing overnight package business; UPS had only 15 percent. FedEx was highly automated and used electronics to track packages en route and to perform other services. UPS still did most jobs manually, but was rapidly switching to the use of electronic scanners at its sorting centers and to computers on its trucks. UPS introduced technology methodically, buying a software firm and a computer design shop to create the necessary equipment. It then field-tested its new gear at a 35-car messenger service it owned in Los Angeles. It launched a $1.5 billion five-year computerization project, trying to create a system that tracked packages door-to-door, which FedEx was doing already. UPS's healthy river of cash flow enabled it to pay $1.8 billion for 110 aircraft in 1987. The purchase made it the tenth largest U.S. airline. The company launched its first wide-range television advertising campaign in 1988, spending $35 million to publicize the slogan, "We run the tightest ship in the shipping business." Despite these expenses, the company still had only $114 million in long-term debt and continued to finance large projects out of its cash flow.

By 1988 UPS's ground service was growing by 7 to 8 percent per year, and air service was growing by 30 percent per year. UPS handled 2.3 billion packages per year, compared with 1.4 billion for the U.S. Postal Service. The 300-plane fleet of the UPS overnight service handled 600,000 parcels and documents per day, making $350 million on $2.2 billion in sales in 1988. UPS continued building an overseas air network, but in West Germany, where it had 6,000 employees, it delivered only on the ground. The company shipped eight million packages overseas in 1988, losing $20 million in the process. UPS bought its Italian partner, Alimondo, in 1988, hoping to use it and its German base to expand through Europe. The company also bought nine small European courier companies to expand air service. Its overseas acquisitions cost UPS less than $100 million. UPS and rival FedEx both were losing money on overseas operations, but UPS had an advantage: FedEx could not match its $6.5 billion in assets and $480 million in cash with minimal debt. UPS hoped this would give it greater staying power as the two companies struggled to build a global delivery network. Meanwhile, UPS slowly won some FedEx customers by giving volume discounts, which it previously had refused to do. The overseas shipping war escalated as FedEx bought Tiger International, Inc., a major international shipper that UPS used for some of its foreign deliveries.

Invigorating New Leadership

Kent C. Nelson succeeded Jack Rogers as chairman and CEO in 1989. Nicknamed "Oz" for 1940s-era band leader Ozzie Nelson, the 52-year-old had spent his entire working life at UPS, starting with the company only two days after graduating from college. The new leader undertook a gradual, but complete transformation of UPS that extended from its innermost workings to its public image.

Challenged by competitors large and small, UPS launched a plethora of new services in the early 1990s. These ranged from timed and same-day deliveries to less expensive two- and three-day services. The company's Worldwide Logistics subsidiary offered clients everything from inventory management to warehousing and, of course, delivery. Powerful and costly technical systems, often developed internally by a 4,000-member staff, backed up these expanded operations. UPS's DIAD (delivery information acquisition device), for example, combined a bar-code scanner, electronic signature capture, and cellular tracking network in a single handheld tool. By 1992, the corporation was investing more money in computers than in ubiquitous brown vehicles. These internal changes reflected the company's traditional focus on super-efficiency as well as its newfound emphasis on customer satisfaction.

In contrast to its secretive early years, the UPS of the 1990s was a bold global marketer. The company embarked on the largest advertising campaign in its history in 1996, spending an estimated $100 million in conjunction with its sponsorship of the Centennial Olympics held in Atlanta, Georgia (which, not coincidentally, had become UPS's headquarters in 1991). UPS hoped that the worldwide recognition enjoyed by the Olympic rings would rub off on its brown trucks, which were not well known outside the United States.

That recognition was vital to the success of UPS's international operations, which continued to lose money into the mid-1990s. By 1995, in fact, losses on the company's European venture totaled nearly $1 billion. Nevertheless, backed by its patient and confident employee/stockholders and a hefty bank account, UPS was able to wait out publicly held FedEx, which had limited its European service to intercontinental deliveries by mid-decade. In stark contrast, UPS had expanded its international network to include 200 countries and territories worldwide. Undaunted by its massive losses, UPS announced plans to invest more than $1 billion in its European operations from 1995 to 2000, and it infused another $130 million into its Asian operations. The company hoped to profit on its piece of the $25 billion European parcel post market by the end of the century.

This global push fueled a 69 percent increase in sales over the course of Kent Nelson's first six years at the helm of UPS. At the same time, however, it played a significant role in the reduction of the company's overall profit margin from 8 percent in 1987 to 4.8 percent in 1995. As the company approached its ninetieth anniversary in 1997, it looked forward to reaping the rewards of its global investment.

A Decade of Transformation: 1997-2007

UPS's ninetieth anniversary year was notable for labor unrest. In spite of its much vaunted human resources culture and employee ownership, UPS endured its first nationwide strike in 1997. The 15-day walkout by the Teamsters, protesting stagnant wages and working conditions, cost UPS an estimated $200 million to $700 million in lost business and goodwill. The pilots' union then capitalized on the moment by threatening a disruption in order to secure increases to its own members' salaries.

The impact on corporate profits proved relatively short-lived, and Big Brown was soon raking in big green again. While revenues stalled at $24.5 billion in 1997, they then began a steady climb to nearly $30 billion by 2000. Net profit was less consistent, but reached $2.9 billion in 2000. By this time, there were 359,000 employees.

"Goods, Funds, Information"

While there were many doubts about in the Internet bubble, shipping companies seemed poised to develop from any growth in e-commerce. In this environment, UPS went public on November 10, 1999, gaining funds for acquisitions. The offering of about 9 percent of shares raised $5.5 billion and valued the company at more than $60 billion. UPS was undergoing a transformation from a simple shipper to a facilitator of global commerce, insinuating itself into the three flows that made up trade: "goods, funds, information."

UPS dipped into the "funds" part of the equation by creating UPS Capital Corporation in 1998. Three years later, it acquired First International Bank for $78 million in stock. The financial aspect brought UPS into such helpful activities as collecting payments and providing letters of credit and small business loans.

The company's logistics support business, or supply chain services, was another area of particular attention. A buying spree launched in the late 1990s built this up through the purchase of 20 companies that expand its capabilities as well as its hauling capacity. Fritz Companies, added in 2001 in a $437 million stock swap, was one of the bigger acquisitions. Fritz provided a global freight forwarding service, allowing UPS to ship a wide range of freight to all parts of the world.

The 2002 acquisition of Challenge Air Cargo Inc. boosted shipping capabilities in South America. However, the company felt Europe and Asia showed more promise for growth. The latter offered plenty of potential, but the sparse transportation network there favored air service. After operating a base in Taiwan, in 2003 UPS opened a new intra-Asia hub at Clark Air Force Base in the Philippines. This was expanded within a couple of years.

UPS continued to build its freight capabilities through acquisitions. It bought heavy air freight specialist Menlo Worldwide Forwarding Inc. at the end of 2004. UPS closed Menlo's Dayton, Ohio, facility in 2006, integrating the operations with other UPS facilities. The 2005 acquisition of Overnite Corporation added less-than-truckload ground freight capacity. Overnite was soon rebranded UPS Freight.

New Spin on an Old Brand

In early 2001, UPS acquired Mail Boxes Etc. from U.S. Office Products Co. for $191 million. This gave the shipper a retail presence through a chain of more than 4,000 units that soon began doing business as "The UPS Store." UPS aimed not only to make its services more accessible to residential and small business customers, but to increase overall brand awareness.

In 2002 its priciest ad campaign to date asked "What can Brown do for you?" The next year the company began referring to itself by its initials instead of the full "United Parcel Service." It also modernized the 40-year-old shield logo, doing away with the strings and bow that were a hindrance to automated sorting machinery anyway. The old design did not apply to the new UPS, which was involved in much more than shipping. For example, the UPS Supply Chain Solutions could provide merchants with call center or warehousing support.

2007 Centennial

Total revenues climbed from $31.3 billion in 2002 to $47.6 billion in 2006. Net income grew less quickly, remaining at the $3 billion level from 2002 to 2004 but reaching $4.2 billion in 2006. The company was on its way to reaching the $50 billion figure by its 100th anniversary, as the headcount approached a staggering 450,000 employees.

In its first 100 years, the company had only had nine chief executives. James P. Kelly became the company's chairman and CEO in 1997. He was succeeded by former Vice-Chairman Michael Eskew in 2002.

The still-growing giant had seen tremendous change over the previous decade in particular. Not only had the company entered a wide array of new ventures, but it had substantially reworked its financial underpinnings. Privately owned since its first days, Big Brown was trading shares on the Big Board, and had taken on billions in debt.

Principal Subsidiaries

United Parcel Service of America, Inc.; United Parcel Service General Services Co.; United Parcel Service Co.; UPS Worldwide Forwarding, Inc.; United Parcel Service, Inc. (Ohio); United Parcel Service, Inc. (New York); UPICO Corporation; UPS Supply Chain Solutions, Inc.; UPS International, Inc.; United Parcel Service Deutschland Inc. (USA); Overnite Corporation; UPS Capital Corporation.

Principal Operating Units

The UPS Store; UPS Air Cargo; UPS Capital; UPS Consulting; UPS Freight; UPS Logistics Technologies; UPS Mail Innovations; UPS Professional Services; UPS Supply Chain Solutions.

Principal Competitors

FedEx Corporation; United States Postal Service; Deutsche Post AG.

Further Reading

Barron, Kelly, "Logistics in Brown," Forbes, January 10, 2000, p. 78.

"Behind the UPS Mystique: Puritanism and Productivity," Business Week, June 6, 1983.

Birger, Jon, "A Big Question for Big Brown: How Can UPS Grow When It Operates Almost Everywhere?" Money, June 1, 2002, p. 49.

Bonney, Joseph, "UPS Bets a Billion," American Shipper, January 1993, p. 26.

Brewster, Mike, and Frederick Dalzell, Driving Change: The UPS Approach to Business, New York: Hyperion, 2007.

Day, Charles R., Jr., "Shape Up and Ship Out," Industry Week, February 6, 1995, pp. 14, 17-20.

Decler, K., et al., "United Parcel Service and the Management of Change," Business Week, May 21, 2001.

"Delivering in Tough Times: Under CEO Mike Eskew, UPS, the Venerable Package Deliverer, Goes Global and High Tech," Chief Executive (U.S.), March 2003, p. 32.

Donnelly, Sally B., and Greg Fulton, "Out of the Box: UPS Still Delivers Packages, of Course, but It's Also Helping Firms Like Nike and Toshiba Assemble, Store and Repair Products. Who Knew?" Time, November 8, 2004, p. A2.

Duffy, Caroline A., "UPS Toes the Line with Its Package-Tracking Technologies," PC Week, June 28, 1993, p. 211.

Gillam, Carey, "Delivering the Dream," Sales & Marketing Management, June 1996, pp. 74-78.

Gillespie, Andrew, "UPS," Business Review (U.K.), February 2002, p. 5.

Gilpin, Kenneth N., "U.P.S. Initial Public Offering Raises $5.47 Billion," New York Times, November 10, 1999.

Greenwald, John, "Hauling UPS's Freight," Time, January 29, 1996, p. 59.

Harrison, Joan, "Making It Fit: Culture Clash and Other Issues Plague FedEx and UPS Years After Their Respective Jumps into Retail," Mergers & Acquisitions: The Dealmaker's Journal, October 1, 2007.

Hosea, Maeve, "Case Study--UPS: Brand Deliverance," Brand Strategy, November 6, 2006, p. 20.

"James E. Casey," Puget Sound Business Journal, April 2, 1993, p. 2A.

LaGesse, David, "Big Brown," U.S. News & World Report, July 31, 2006, p. 52.

Lyne, Jack, "UPS COO Jim Kelly: Bold Days for 'Big Brown,'" Site Selection, August 1995, pp. 53-54.

Madden, Stephen J., "Big Changes at Big Brown," Fortune, January 18, 1988.

Minahan, Tim, "UPS Strike Makes Shippers More Cautious, Strategic," Purchasing, October 23, 1997, p. 105.

Niemann, Greg, Big Brown: The Untold Story of UPS, San Francisco: Jossey-Bass, 2007.

"The Quiet Giant of Shipping," Forbes, January 15, 1970.

Walker, Karen, "Brown Is Beautiful," Airline Business, November 1997, p. 46.

"Why United Parcel Admits Its Size," Business Week, July 18, 1970.

"The Wizard Is Oz," Chief Executive (U.S.), March 1994, pp. 40-43.

— Scott M. Lewis; Updated by April Dougal Gasbarre, Frederick C. Ingram

Privately owned freight company that transports packages.

United Parcel Service, Inc.

Type	Public (NYSE: UPS)
Founded	1907
Headquarters	Sandy Springs, Georgia, U.S.
Key people	D. Scott Davis, Chairman/CEO
Industry	Courier
Products	Courier Express Services Freight Forwarding Services Logistics Services
Revenue	▲US$51.5 billion (2008)
Operating income	▲US$5.38 billion (2008)
Net income	▲US$3.00 billion (2008)
Employees	425,300 (2008)[1]
Subsidiaries	The UPS Store UPS Supply Chain Solutions UPS Capital UPS Airlines UPS Express Critical UPS Freight UPS Logistics UPS Mail Innovations UPS Professional Solutions
Website	http://www.ups.com

United Parcel Service, Inc. (NYSE: UPS), commonly referred to as UPS, is the world's largest package delivery company. Headquartered in Sandy Springs, Georgia, United States,^[2] UPS delivers more than 15 million packages^[3] a day to 6.1 million customers in more than 200 countries and territories around the world. Since 2005, its operations include logistics and other transportation-related areas. It was based in New York City from 1930 until 1975, Greenwich, Connecticut from 1975 until 1991, and has been based in Sandy Springs since 1991.^{[citation needed]}

UPS is well known for its brown trucks, internally known as package cars (hence the company nickname "The Big Brown Machine"). UPS also operates its own airline (IATA: 5X, ICAO: UPS, Callsign: UPS ) based in Louisville, Kentucky where its Worldport air hub is also located.

Contents 1 Company structure 1.1 U.S. Domestic Package 1.2 International Package 1.3 Supply Chain & Freight 2 History 3 Competitors 4 Characteristic features 4.1 Brand mark 4.2 Brown 4.3 Font 4.4 Uniforms 4.5 Vehicles 4.5.1 Package cars 4.5.2 Other trucks 4.6 UPS Airlines 4.7 Bicycles 4.8 Trains 5 Other codes 6 Operating subsidiaries and alliances 6.1 ANA/UPS - All Nippon/United Parcel Deal 7 Personnel structure 7.1 Chief executives 7.2 System design 8 Fees for Canadians 9 Fuel economy 10 Environmental record 11 UPS Facts & Statistics 12 See also 13 References 14 Further reading 15 External links

Company structure

UPS's primary business is the time-definite delivery of packages and documents worldwide. In recent years, UPS has extended their service portfolio to include less than truckload transportation (primarily in the U.S.) and supply chain services. UPS reports their operations in three segments: U.S. Domestic Package operations, International Package operations, and Supply Chain & Freight operations.

U.S. Domestic Package

U.S. Domestic Package operations include the time-definite delivery of letters, documents, and packages throughout the United States.

International Package

International Package operations include delivery to more than 200 countries and territories worldwide, including shipments wholly outside the United States, as well as shipments with either origin or distribution outside the United States.

Supply Chain & Freight

Supply Chain & Freight includes UPS's forwarding and contract logistics operations, UPS Freight, and other related business units. UPS's forwarding and logistics business provides services in more than 175 countries and territories worldwide, and includes worldwide supply chain design, execution and management, freight forwarding and distribution, customs brokerage, mail and consulting services. UPS Freight offers a variety of less than truckload (“LTL”) and truckload (“TL”) services to customers in North America. Other business units within this segment include Mail Boxes Etc. (the franchisor of Mail Boxes Etc. and The UPS Store) and UPS Capital.

History

• August 28, 1907: 19-year-old Jim Casey and 18-year-old Claude Ryan founded the American Messenger Company in Seattle, Washington, capitalized with $100 in debt.
• 1913: The first delivery car appeared, a Model T Ford. They merged with a competitor, Evert McCabe, and formed Merchants Parcel Delivery. Consolidated delivery was also introduced, combining packages addressed to a certain neighborhood onto one delivery vehicle.
• 1918: A new member was recruited, Charles W. Soderstrom, who helped manage their ever-growing fleet of delivery vehicles.
• 1919: Service began in Oakland, California. The name United Parcel Service was adopted. The first official logo was released.
• 1930: A consolidated service began in New York, and soon after began operations in other major cities in the east and midwest. First mechanical system for package sorting. Accountant George D. Smith joined the company. The name United Parcel Service was adopted all over the country. All UPS vehicles were then painted the familiar Pullman brown, chosen because it was considered neat, dignified, and professional. Headquarters moved to New York City.
• 1937: the UPS logo was revised for the first time. In the logo, it wrote "The Delivery System for Stores of Quality".
• 1940–1959: Services were expanded by acquiring "common carrier" rights to deliver packages between all addresses, any customer, private and commercial.

UPS Boat on Canal Grande, Venice, Italy

• 1952: Blue Label Air established.
• 1961: Renowned graphic designer Paul Rand created the iconic third logo for UPS. The shield represented stability and integrity, and the bow on the box represented the package service.
• 1975: UPS began servicing all of the 48 contiguous states of the USA. UPS also established Canadian operations in 1975. On Feb. 28, UPS Ltd. (later changed to UPS Canada Ltd.) began operations in Toronto, Ontario with a single delivery vehicle. UPS Canada's head office is located in Mississauga, Ontario.
• 1976: UPS established itself in Europe with a domestic operation in West Germany. Blue Label Air.
• 1982: UPS Next-Day Air Service is offered in the US and Blue Label Air becomes UPS 2nd Day Air Service.
• 1988: UPS Airlines is launched.
• 1992: UPS acquired both Haulfast and Carryfast and rebranded to UPS Supply Chain Solutions. Haulfast provided the pallet haulage and trunking network for the CarryFast group of companies.
• 1995: UPS Logistics Group was established. UPS acquired SonicAir.
• 1997: Teamsters strike shuts down UPS.
• 1998: UPS Capital was established.
• 1999: UPS acquires Challenge Air.
• November 10, 1999: UPS became a public company
• 2001: UPS acquired Mail Boxes Etc. and re-branded to The UPS Store
• In March 2003, UPS unveiled a new logo, replacing the iconic package and shield originally designed in 1961 by Paul Rand.
• In 2004, UPS entered the heavy freight business with the December 20 announcement of the purchase of Menlo Worldwide Forwarding, a former subsidiary of Menlo Worldwide. UPS rebranded it as UPS Supply Chain Solutions. The purchase price was US$150 million and the assumption of US$110 million in long-term debt.
• On August 5, 2005 UPS announced that it had completed its acquisition of less-than-truckload (LTL) trucking company Overnite Transportation for US$1.25 billion.^[4] This was approved by the FTC and Overnite shareholders on August 4, 2005. On April 28, 2006, Overnite officially became UPS Freight.
• On October 3, 2005, UPS completed the purchase of LYNX Express Ltd, one of the largest independent parcel carriers in the United Kingdom, for £55.5 million (US$97.1 million) after receiving approval for the transaction from the European Commission. The first joint package car centre operation, in Dartford, Kent, was opened during mid-2006..
• August 28, 2007: United Parcel Service celebrated its 100th anniversary.

Competitors

Major domestic (United States) competitors include United States Postal Service (USPS), and FedEx. In addition to these domestic carriers, UPS competes with a variety of international operators, including Canada Post, TNT N.V., Deutsche Post (owner of DHL), Royal Mail, Japan Post, India Post and many other regional carriers, national postal services and air cargo handlers (see Package delivery and Mail pages). However, their earliest competitor was the Distributional Overnight Western National Service (DOWNS), a service with roots in the pony express that has since disappeared.^{[citation needed]}

Historically, the bulk of UPS' competition came from inexpensive ground-based delivery services, such as Parcel Post (USPS). But in 1998 FedEx expanded into the ground parcel delivery market by acquiring RPS (originally Roadway Package System) and rebranding it as FedEx Ground in 2000. In 2003 DHL expanded its US operations by acquiring Airborne Express, significantly increasing its presence in the United States, and adding more competition in the ground delivery market. In response to this, UPS partnered with the US Postal Service to offer UPS Mail Innovations, a program that allows UPS to pick up mail and transfer it to a USPS center, or destination delivery unit (DDU), for final distribution. This process is also known as zone skipping, long used by Parcel Consolidators.

More recently, the continued growth of online shopping, combined with increasing awareness of the role transportation (including package delivery) has on the environment, has contributed to the rise of emerging competition from niche carriers or rebranded incumbents. For instance, the US Postal Service claims "greener delivery" of parcels on the assumption that USPS letter carriers deliver to each US address, six days a week anyway, and therefore offer the industry's lowest fuel consumption per delivery. Other carriers, like ParcelPool.com, which specializes in residential package delivery to APO-FPO addresses, Hawaii, Alaska, Puerto Rico and other US Territories, arose in response to increased demand from catalog retailers and online e-tailers for low-cost residential delivery services closely matching service standards normally associated with more expensive expedited parcel delivery.

Characteristic features

Brand mark

United Parcel Service logo (1919-1937)

United Parcel Service logo (1937-1961)

United Parcel Service logo (1961–2003)

United Parcel Service logo (2003-present)

In April 2003, UPS unveiled a new logo, the fourth the company has used, replacing the iconic package and shield originally designed in 1961 by Paul Rand. The original logo first saw use in 1916 when the company was American Messenger Company. In 1935, the logo was redesigned to reflect the company's new name United Parcel Service.^[5] All four designs for the logo shared the shield theme, and UPS employees often refer to the brand mark as "the shield."

Brown

The brown color that UPS uses on its vehicles and uniforms is called Pullman Brown. The color is also mentioned in their advertising slogan: "What can Brown do for you?"^[6] Originally founder James E. Casey wanted the trucks to be yellow, but one of his partners, Charlie Soderstrom stated they would be impossible to keep clean, and that Pullman railroad cars were that color for just that reason.^[7]

Font

UPS commissioned brand consultancy FutureBrand to develop their own font, UPS Sans, for use in marketing and communication material. UPS Sans was created by slightly altering certain parts of FSI FontShop International’s font FF Dax without permission. This has resulted in an agreement between FSI FontShop International and FutureBrand to avoid litigation. ^[8]

Uniforms

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The UPS delivery driver uniform consists of a brown short-sleeve or long-sleeve button-up shirt or blouse with a pointed collar, front left pocket, and the company logo above the pocket. The shirt is worn with a pair of brown pants or shorts. When pants are worn, the shirttail is tucked in. All buttons, with the exception of the one on the collar, are fastened. Both shirts can be worn with either the shorts or the pants. UPS socks must be worn when shorts are worn. Drivers for UPS Express Critical are not required to wear any uniforms and can deliver in their own clothes.

Winter attire consists of a heavy brown jacket with the UPS logo on the left breast, the trademark brown pants, and either a UPS baseball cap or a simple brown stocking cap. UPS drivers must have a tucked-in brown or white undershirt underneath the jacket.

A UPS driver must be clean-shaven and cannot have the bottom of their mustache below the corner of their lip. Sideburns may not extend past the ear. Hair may not extend below the top of the collar for males.

During the initial expansion into what was then West Germany the Brown UPS Uniform was replaced with a Green Uniform due to sensitivity over the "Brown Shirts" worn by the Nazi SA during Hitler's rise to power.

Vehicles

Package cars

UPS package car from rear quarter. US variant, Corpus Christi, Texas

The UPS package car (or van) is a major symbol of the U.S. business world, with its iconic status referenced in an early-2000s ad campaign following UPS' sponsorship of Dale Jarrett in the NASCAR Sprint Cup Series: the ads were about how the company would prefer to race the truck over a stock car despite the futility of doing so, as "people love the truck".

The classic UPS package car is built on a General Motors or Ford chassis, has a manual transmission, manual steering, and no radio or air conditioning. The older ones are easily recognizable due to their round headlights and turn signals set onto a sculpted fiberglass hood. These are either Grumman Olson P-600 or P-800 step vans (a recent redesign changed the look, replacing the round turn signals with ovoid LED ones).

Newer package cars in North America have either a Freightliner Trucks or Navistar International chassis; automatic transmissions and power steering are slowly appearing in package cars. UPS also operates Dodge Sprinter box vans in rural areas as well as Dodge Grand Caravan minivans. UPS has package cars that operate on Propane in Canada. The only issue with that is that when temperatures are below feezing 32F/0C they don't work well. The gas won't atomize. Consequently UPS Canada has had a shortage of fleet vehicles. In 2008 and 2009, UPS Canada has been using rental vans or box trucks to help ease the vehicle shortage.

UPS has ordered Modec electric vans for its UK and German fleets. Energy costs play a huge part in the potential profitability of package delivery companies like UPS, DHL and FedEx ^[9].

When package cars reach the end of their useful service life (typically 20–25 years or more), they are almost always dismantled for spare parts; the only exception being when they are repainted white for internal use.

When using non-proprietary trucks, such as Ford Econoline vans, Dodge Caravans, or Dodge Sprinters, UPS will often remove the vehicle badging as to not provide free advertising to the manufacturer.

Other trucks

A UPS trailer parked in Durham, North Carolina

UPS commonly refers to its tractor-trailers as "feeders". The tractors are painted the same shade of brown as the package cars, while the company-owned trailers are painted gray. Most tractors usually tow two 28-foot (8.5 m) trailers in tandem, or a single 53-foot (16 m) trailer. They have three different types of feeders — Flatbed, Drop Frame and Trailer On Flat Car (TOFC). The latter are put onto railroad cars. Tractors are usually made by International or Mack, but a few Ford, Sterling, and Freightliner tractors are in the fleet. Past makes in the fleet include Chevrolet, GMC, and Diamond REO. In keeping with the "no free advertising" the same is done with the "feeder" trucks. The make and model badges are removed from the vehicle.

UPS Airlines

From the launch of UPS Airlines in 1988 to today, UPS has had two color schemes for its aircraft fleet.

The first was introduced in 1988 and is still seen on some of their aircraft today as the new design is phased in. It consisted of a mostly white fuselage. A brown stripe was located on the window line (or where it would have been on its Boeing 757 and 767 freighters). The words United Parcel Service were located above the stripe on the front half of the fuselage. On the 747 aircraft, the United Parcel Service letters were much larger and were located further back. A brown vertical stabilizer featured the then-current UPS shield.

Today's color scheme was introduced alongside the new brandmark design in 2003. The brown stripe was phased out to be replaced by an arching design over the wing coming to a point on the top of the fuselage. This brown segment was trimmed by a gold outline; this is the same color gold as on the new shield. Replacing the company name on the fuselage is, in black: "Worldwide Services", with the words "synchronizing the world of commerce" underneath. The redesigned logo is featured on a brown vertical stabilizer.

Bicycles

In 2008, UPS started hiring bike delivery people in Vancouver, Washington; Portland, Salem, Corvallis, Eugene, and Medford, Oregon.^[10]

Trains

UPS contracts with several railroad companies in the United States to provide intermodal transport for their cargo.

Other codes

• Trailer /Railroad reporting marks: UPGX, UPGZ, UPOZ, UPSZ, UPWZ, UPSC ^[11]
• NMFTA SCAC Code: UPSS, UPSN, UPSC

Operating subsidiaries and alliances

ANA/UPS - All Nippon/United Parcel Deal

All Nippon Airways, a Star Alliance member, and UPS have formed a cargo alliance and code-share to transport member cargo, similarly to an airline alliance.^[12][13]

Personnel structure

Larger UPS package vehicles custom made by Grumman Olson

Smaller UPS package vehicles on a Dodge Sprinter chassis

A UPS MD-11F aircraft (N276UP) taxies at Honolulu International Airport in Hawaii

UPS employs approximately 425,300 staff, with 358,400 in the U.S. and 67,300 internationally. Approximately 240,000 UPS drivers, package handlers and clerks are represented by the International Brotherhood of Teamsters. The company has had only one nationwide strike in its history, which occurred in 1997, lasting 16 days.^[14]

Chief executives

• 1907–1962 James E. "Jim" Casey
• 1962–1972 George D. Smith
• 1972–1973 Paul Oberkotter
• 1973–1980 Harold Oberkotter
• 1980–1984 George Lamb
• 1984–1990 John W. Rogers
• 1990–1997 Kent C. "Oz" Nelson
• 1997–2001 James P. Kelly
• 2002–2007 Michael L. "Mike" Eskew
• 2008–Present Scott Davis^[15]

System design

UPS' Parcel Network is based on a hub and spoke model. UPS operates centers that feed parcels to hubs where parcels are sorted and forwarded to their destinations. Centers typically are the point of entry for parcels and send the parcels to one or more hubs. A hub is a location where many centers send packages to be sorted and sent back out to other centers or hubs. For example, a parcel being shipped from Wilmington, North Carolina to San Francisco, California is picked up by a driver and taken to the 23rd Street center in Wilmington, where it is loaded on a trailer and driven to Raleigh, North Carolina. At Raleigh, the package would join packages from all over North Carolina and be forwarded to the Chicago Area Consolidated Hub in Hodgkins, Illinois. After arriving there, it would be loaded onto a trailer and sent by rail (trailer on flat car in most cases) to the North Bay, California hub in San Pablo, California, where it would then be forwarded to the delivery center, loaded onto the delivery vehicle, and transported to its final destination.

UPS' air network runs similarly to the ground network through a hub-and-spoke system, though air hubs are typically located at airports so packages and planes can quickly be unloaded, sorted, and loaded again. Centers feed packages to facilities at airports (called gateways), which in turn send them to an air hub to be sorted and put on another plane to a final destination gateway, and then from there to a center. For instance, a package traveling from Seattle, Washington to Atlanta, Georgia, would be loaded onto an air container at Boeing Field just south of Seattle and flown to the UPS Air Hub at Chicago Rockford International Airport in Rockford, Illinois. From there it would be sorted to a container heading to Atlanta to Hartsfield-Jackson International Airport, and taken by truck from the airport to the delivery center.

Fees for Canadians

The normal procedure for residential customers in Canada to import goods from the U.S. by mail is relatively simple; they are required to pay 5% GST on the item, plus a $5 CAN handling fee collected by the Canada Border Services Agency (CBSA) on behalf of Canada Post. This applies for mailed items greater than $20 CAN and gifts less than $60 CAN in value^[16]. However, this does not apply to items shipped by couriers such as UPS.

When delivering packages in Canada, UPS brokers or clears the item through the CBSA and transfers a cost to the buyer.^[17] These fees are not disclosed at the time of purchase by the seller as many sellers from the U.S. are themselves unaware of this.^{[18][19][20][21][22][23][24]}

As a result, there have been two class-action lawsuits filed against UPS by Canadians. The first one filed in October, 2006 by Robert Macfarlane, a resident of British Columbia^[25] alleges that the UPS brokerage is "so harsh and adverse as to constitute an unconscionable practice."^[26]

The second filed by Ryan Wright and Julia Zislin in Ontario claims "that UPS failed to obtain consumers’ consent to act as a customs broker; to disclose the existence and/or amount of the brokerage fee; and to provide consumers with the opportunity or disclose to them how to arrange for customs clearance by themselves."^[27]

It is possible for the recipient to avoid these brokerage fees if the parcel is being shipped by a UPS "express" (premium) service^[17], that is, another service other than UPS Standard (Ground). Fees may also be avoided if the recipient clears the parcel themselves at a CBSA office.^[28]

This distinction is not limited to Canada, or to UPS. As a rule, "mail" import procedures in all countries apply only to items imported by mail, i.e., originated by the exporter's local postal authority (for Canadians, commonly USPS) for delivery by the importer's local postal authority (Canada Post); they do not apply to shipments made by courier services such as UPS, FedEx, or DHL. For example, this distinction is specifically noted by U.S. Customs and Border Protection (CBP) in its website's page on Internet purchases imported into the United States; it also warns that imports by courier may come with "higher than...expected" brokerage fees that "sometimes exceed the cost of (the) purchase", and that prepaid shipping charges on imports by courier normally do not include duties or brokerage fees.^[29] (The distinction may be sharper in the U.S. because CBP normally waives duties on mail imports of up to US$200 per day, but not on courier imports of any amount. Use tax, the U.S. equivalent of GST, is collected only by the states, not by CBP or shippers.) What makes this case unique is that UPS charges a substantial brokerage fee on ground shipments to Canada, when other Canadian small-package services apparently charge nothing (UPS "express" services) or a minimal fee (Canada Post).

Fuel economy

UPS Package Car.

In 2004 UPS announced that they would save fuel by minimizing left turns. Because drivers are idle at intersections while waiting to make left turns, UPS developed software that routes the day's packages with preference to right turns. Since UPS operates a fleet of over 88,000 ground vehicles, the fuel savings are considerable. In 2005, UPS eliminated 464,000 miles (747,000 km) from its travel and saved 51,000 US gallons (190,000 l) of fuel within Washington D.C. alone.^[30]

See also: Travelling salesman problem

UPS is also utilizing hybrid electric vehicles (HEV) for local deliveries only. As of May 22, 2007 the company has 50 deployed in Atlanta, Dallas, Houston, and Phoenix. The 50 HEVs are expected to cut fuel consumption by 44,000 US gallons (170,000 l) per year.^[31]

Environmental record

UPS has 94,500 vehicles in operation.^[32] In May 2008 UPS placed an order for 200 hybrid electric vehicles (adding to the 50 it has currently) and 300 compressed natural gas (which are 20% more fuel efficient, and add to the 800 it already has) vehicles with from Daimler Trucks North America.^[33][34][35]

UPS received a "starting" rating of 39 points out of 100 totals on the environmental scorecard by the Climate Counts Group for their efforts to lessen the company's impact on the environment. ^[36] UPS has also been awarded the Clean Air Excellence Award by the United States Environmental Protection Agency because of the alternative fuel program they have developed. ^[37]

In October, 2009, UPS became the first small package carrier to offer customers the chance to buy carbon offsets to neutralize the greenhouse gas emissions generated by the transport of their packages. Although initially only available on UPS.com and to high-volume shippers, UPS hopes to roll out UPS carbon neutral to more customer groups in 2010.^[38]

UPS Facts & Statistics

The lists in this article may contain items that are not notable, encyclopedic, or helpful. Please help out by removing such elements and incorporating appropriate items into the main body of the article. (July 2008)

• Package Operations 2007 Revenue: $41.3 billion
• 2007 Delivery Volume: 4.0 billion packages and documents
• Daily Delivery Volume: 15.8 million packages and documents
• Daily U.S. Air Volume: 2.3 million packages and documents
• Daily International Volume: 1.9 million packages and documents
• Service Area: 200+ countries and territories; every address in North America and Europe
• Customers: 7.9 million daily (1.8 million pick-ups, 6.1 million delivery)
• UPS.com: Average 18.5 million daily on-line tracking requests
• Retail Access: The UPS Store, 4,647; Mail Boxes Etc., 1,306; UPS Customer Centers, 1,000; Authorized outlets, 17,000; UPS Drop Boxes, 40,000
• Operating Facilities: 1,801
• Delivery Fleet: 93,637 package cars, vans, tractors, motorcycles
• UPS Jet Aircraft Fleet: 268; 8th largest airline in the world
• Chartered Aircraft: 311
• Daily Flight Segments: Domestic - 1,130; International - 796
• Airports Served: Domestic - 424; International - 389
• Air Hubs: United States: Louisville, Ky. (Main US Air Hub); Philadelphia, Pa.; Dallas, Texas; Ontario, Calif.; Rockford, Ill.; Columbia, S.C.; Hartford, Conn. In Europe: Cologne/Bonn, Germany. In Asia Pacific: Taipei, Taiwan; Pampanga, Philippines; Hong Kong; Singapore. In Latin America and Caribbean: Miami, Fla., USA. In Canada: Hamilton, Ontario.
• Supply Chain and Freight 2007 Revenue: $8.4 billion
• Facilities: 1,033 facilities in more than 120 countries; 38,000,000 sq ft (3,500,000 m²).
• UPS Freight Key services: Leading provider of less-than-truckload services coast-to-coast.
• Delivery fleet: 6,353 tractors; 21,818 trailers
• Facilities: 215+ service centers
• UPS has now added authorized third party resellers to focus on small to mid-size businesses (i.e. Unishippers)

See also

• Big Brown - 2008 Kentucky Derby and Preakness winner; named after the company
• Freight company
• Freight payment service
• List of United Parcel Service hubs
• MaxiCode — A UPS developed and utilized square barcode-like symbol that appears on their package label

References

1. ^ "Company Profile for United Parcel Service Inc (UPS)". http://zenobank.com/index.php?symbol=UPS&page=quotesearch. Retrieved 2008-10-06. 
2. ^ "Contact UPS: United States." United Parcel Service. Retrieved on May 19, 2009.
3. ^ "UPS Fact Sheet". http://www.pressroom.ups.com/mediakits/factsheet/0,2305,866,00.html. Retrieved 2007-08-19. 
4. ^ "UPS Completes Acquisition of Overnite". UPS Press Release. http://pressroom.ups.com/pressreleases/archives/archive/0,1363,4589,00.html. Retrieved 2007-08-17. 
5. ^ "UPS Logo - UPS Logo History at Logo Blog". Logo Blog. http://www.logoblog.org/ups-logo.php. Retrieved 2008-08-01. 
6. ^ http://www.pressroom.ups.com/pressreleases/archives/archive/0,1363,3917,00.html
7. ^ http://money.cnn.com/magazines/fsb/fsb_archive/2003/04/01/341024/index.htm
8. ^ "FontShop and Unnamed Firm Reach Agreement". FSI Press Release. http://typophile.com/node/17362. Retrieved 2008-05-22. 
9. ^ http://www.4evriders.org/2008/11/europe-ups-orders-modec-electric-vans-for-uk-and-german-fleets/
10. ^ http://bikeportland.org/2008/11/14/ups-gears-up-for-holidays-with-bike-delivery/
11. ^ Roberts, Earl W; Stremes, David P (2009). Canadian Trackside Guide. Ottawa, Ontario: Bytown Railway Society. pp. Chapter 18 Page 27. 
12. ^ http://www.marketwatch.com/news/story/All-Nippon-Airways-UPS-work/story.aspx?guid={C217C64D-897F-421D-B04D-093357133808}
13. ^ http://www.japancorp.net/Article.Asp?Art_ID=20602
14. ^ "It's official: Teamsters end UPS strike". CNN. http://www.cnn.com/US/9708/20/ups.update.early/. Retrieved 2007-08-19. 
15. ^ "UPS Chairman & CEO Mike Eskew to Retire; Scott Davis Named as Successor". http://investor.shareholder.com/ups/news/releasedetail.cfm?ReleaseID=269116. 
16. ^ "Importing Non-Commercial Goods by Mail". CBSA. http://www.cbsa-asfc.gc.ca/E/pub/cp/rc4051/rc4051-e.html. Retrieved 2007-08-19. 
17. ^ ^{a b} "UPS Rates for Customs Clearance into Canada". UPS. http://www.ups.com/content/ca/en/shipping/cost/zones/customs_clearance.html. Retrieved 2007-08-19. 
18. ^ CBC Marketplace article
19. ^ UPS “Brokerage fee” class-action
20. ^ UPS Brokerage Fee
21. ^ Canadian Customs: What's The Deal.
22. ^ Why we hate UPS
23. ^ UPS brokerage fees shock horror!
24. ^ UPS Problems -- WARNING
25. ^ "UPS British Columbia Class Action Lawsuit". http://www.poynerbaxter.com/UPS.htm. Retrieved 2007-08-19. 
26. ^ "Statement of Claim" (PDF). p. 5. http://www.poynerbaxter.com/UPS/Statement%20of%20Claim.pdf#page5. Retrieved 2007-08-19. 
27. ^ "Ontario Class-action Lawsuit". http://www.classaction.ca/content/actions/ups.asp. Retrieved 2007-08-19. 
28. ^ "Avoiding Brokerage Fees". http://www.thegatesofdawn.ca/wordpress/posts/2009/01/26/avoiding-upsfedex-brokerage-fees/. Retrieved 2009-06-22. 
29. ^ "Internet Purchases". CBP. http://www.cbp.gov/xp/cgov/import/infrequent_importer_info/internet_purchases.xml. Retrieved 2007-08-19. 
30. ^ "UPS says turning right saves time, money". Deseret News. http://findarticles.com/p/articles/mi_qn4188/is_20060716/ai_n16540534. Retrieved 2007-10-15. 
31. ^ "UPS "Green Fleet" Expands with 50 Hybrid Electric Vehicles". UPS Press Release. http://ups.com/pressroom/us/press_releases/press_release/0,0,4894,00.html. Retrieved 2007-08-19. 
32. ^ UPS Pressroom: Fact Sheet
33. ^ http://www.canadiandriver.com/thenews/2008/05/14/ups-orders-500-vehicles-for-“green-fleet”.htm
34. ^ The FINANCIAL, News That Makes Money, Business News & Multimedia - UPS Places Largest Order for “Green” Trucks Ever with Daimler Trucks North America (DTNA)
35. ^ UPS orders more hybrid electric trucks - East Bay Business Times
36. ^ Climate Counts - UPS Score
37. ^ UPS Environmental Achievements Recognized by EPA; UPS Improves Air Quality through Environmental Programs
38. ^ "Interview: Scott Wicker, VP Sustainability, UPS on UPS's Per-Package Carbon Offsets Service". CarbonOffsetsDaily.com. Oct 13, 2009. http://www.carbonoffsetsdaily.com/carbonindustryinterviews/interview-scott-wicker-vp-sustainability-ups-on-ups%E2%80%99s-per-package-carbon-offsets-service-19424.htm. 

Further reading

• "Insourcing," Thomas L. Friedman, The World Is Flat: A Brief History of the Twenty-First Century, New York: Farrar, Straus and Giroux, updated and expanded, 2006, pp. 167–176.
• "Big Brown: The Untold Story of UPS" Niemann, Greg. John Wiley & Sons, 2007.
• "Driving Change: The UPS Approach to Business" Brewster, Mike and Frederick Dalzell. New York: Hyperion, 2007.

External links

Wikimedia Commons has media related to: United Parcel Service

• Canadian Business Journal - (November 2008) UPS Profile [1]
• UPS corporate website, shipping, tracking, service information
• Portal del Transporte de la Sección Sindical de UGT en Seur GeoPost + UPS transportes
• Yahoo! — United Parcel Service, Inc. Company Profile
• Ask Yahoo!: Who manufactures the brown UPS trucks?
• U.S. Mail holidays - UPS holidays - FedEx holidays - Internet Accuracy Project
• UPS’s New Hydraulic Hybrid Available For Test Ride In NYC
• SmartMoney Magazine (Nov 11, 2003), 10 Things Your Delivery Service Won't Tell You. Retrieved May 24, 2006.

Companies portal

v • d • e United Parcel Service Founder:James E. Casey Other Founders:George Casey · Evert McCabe · Charlie Soderstrom CEO: D. Scott Davis Board of Directors: F. Duane Ackerman · Michael Burns · Stuart E. Eizenstat · Michael L. Eskew · William R. Johnson · Ann Livermore · Rudy Markham · John W. Thompson · Carol Tomé Subsidiaries and Divisions: The UPS Store · UPS Capital · UPS Airlines · UPS Ground · UPS Racing Related: MaxiCode · LYNX Express · Annie E. Casey Foundation · Worldport Annual Revenue: ▲$51.5 billion USD (2008) · Employees: 426,000 (2008) · Stock Symbol: NYSE: UPS · Website: www.ups.com · Products: Freight Forwarding Services, Logistics Services

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v • d • e Dow Jones Transportation Average components Alexander & Baldwin · AMR · Burlington Northern Santa Fe · C. H. Robinson Worldwide · Con-way · Continental Airlines · CSX · Expeditors International · FedEx · GATX · J. B. Hunt · JetBlue Airways · Landstar System · Norfolk Southern · Overseas Shipholding Group · Ryder · Southwest Airlines · Union Pacific · United Parcel Service · YRC Worldwide

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